2023 ESG Report

Transforming Together for a sustainable future Sustainability Report FY 2023

Contents About this Report Vedanta at a Glance Message from ESG Committee Chairperson Transforming Transforming Transforming the Communities the Planet Workplace 6 13 22 Scope and Boundary 7 Sustainability Approach Data Compilation Methodology 8 Knowing our and Assurance Stakeholders Reporting Suite 8 38 52 83 Aim 1: Keep community 40 Aim 4: Net-carbon 54 Aim 7: Prioritising 85 Restatement of information 8 welfare at the core of neutrality by 2050 safety and health of 15 business decisions or sooner all employees Aim 2: Empowering over 49 Aim 5: Achieving net 63 Aim 8: Promote gender 93 In Conversation with Sustainability 24 2.5 million families with water positivity by 2030 parity, diversity and the Chairman Action Plan enhanced skillsets Aim 6: Innovating for a 68 inclusivity Materiality Aim 3: Uplifting over 49 greener business model Aim 9: Adhere to global 98 100 million women and business standards of children through corporate governance education, nutrition, healthcare, and welfare 9 17 27 In Conversation with Message from Human Capital Data Annexure 115 the CEO Priya Agarwal Hebbar Sustainable Mining Development GRI Content Index 136 UNGC Index 144 Assurance 145 11 20 36 109 Statement

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Reimagining Our Way of Doing Business Transforming Together for a Sustainable Future We live in a changed world today. A world where the It is with an eye to this future that Vedanta decided to As one of the world’s largest Our Sustainability Goals are forces of Nature are turning disruptive. To sustain embark on its Transforming for Good journey. We diversified natural resources articulated through our 9 Aims and thrive, businesses, communities and society were keen to break with the past, and to create companies we enjoy a pole – which also symbolically must alter conventional ways of functioning. Growth precedents for the future. Last year, we recast our position in the Indian market and represent the close ties with and development remain the engines that propel vision, and identified the priority tracks that would have a significant role to play in our businesses. We are human societies forward into the future. A future help us to transform as an organization, in a unified, the country realizing its growth leveraging our inherent nurturing and pioneering way. The three pillars of our potential. This growth will go strengths in the 9 metal that will see India and its 1.4 billion people taking on transformative journey pivot around Transforming hand in hand with the transition categories where we are the role of a protagonist. Communities, Transforming the Planet and to a low carbon economy. Our present as market leaders to Transforming the Workplace and we drive change leadership position devolves on transform the future in to achieve the following goals: us the responsibility of harmony with our 9 Aims. interpreting and pioneering this These Aims are underpinned transformational change. We are by time-focused, pragmatic doing this through the use of targets that are driven through Uplift the best-in-class technologies, and by well-defined and marginalized and by following a conserve-to- performance-oriented empower the preserve approach. Even as we Sustainability key performance disadvantaged augment capacities across the indicators. We are harnessing world, our new projects are these internal synergies to prioritizing on aspects like enlist the support and minimum freshwater use, collaboration of both our Constitute a safe, Create benchmarks resource recycling and reuse internal and external inclusive, for greener mining capabilities, right from stakeholders and to merit-focused practices and the start. Transforming Together from and fostering develop an the past to the future. workplace extensive green product portfolio 3

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Integrated Thinking Transforming for Good Vedanta adopts a comprehensive value creation WE ARE process that considers all resources and ESG Purpose and Mission relationships, material issues and strategic focus Led by our mission to create a Transforming for Good areas, against the backdrop of our mission and leading global natural values. Our ESG purpose ‘Transforming for Good’, resources company Pillars Commitments and targets supplemented by a more comprehensive Aim 1 Aim 2 Aim 3 ‘Transforming Together’ theme is deeply Building on our experience & Keep community Empowering Uplifting over embedded into this process. inherent advantages to deliver welfare at the over 2.5 million 100 million women long-term value core of business families with and children Transforming decisions enhanced through Education, Communities skillsets Nutrition, Focusing on material issues Healthcare and Welfare Enabled by focus on strategic ESG integration and Aim 4 Aim 5 Aim 6 world-class delivery with a Net-carbon Achieving net Innovating for consistent eye on material ESG neutrality by water a greener risks, megatrends and 2050 or positivity by business externalities Transforming sooner 2030 model the Planet Creating value for wide range of stakeholders Aim 7 Aim 8 Aim 9 Investing in technology, Prioritising Promote Adhere to relationships and processes safety and gender parity, global business Transforming the health of all diversity and standards of Workplace employees inclusivity corporate governance 4

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Highlights Transforming Communities 0.6 million 4,533 11.74 million INR 3,990+ 40% Families skilled Nandghars established, Women and children millions Spent on local catering to 0.32 million uplifted Total Social Investments procurement women and children annually Transforming the Planet 6.25 233 MW 0.62 11.32% Zero tCO e/MT RE RTC equivalent used Water Positivity ratio reduction in freshwater Water related 2 consumption (from FY incidents GHG emissions intensity 2021 baseline) 29.3% 204% 162% ~1 million 100% Water recycled Fly ash utilised High-Volume-Low-Toxicity Trees planted operations certified Waste utilised to ISO 14001:2015 Transforming the Workforce 0.52 1.20 13 14% 25% LTIFR TRIFR Fatalities Women in Women members workforce of the Board MSCI BB Rating S&P Corporate Sustainability Assessment (DJSI) CDP B rating • Incentivisation of sustainability performance • Score: 76 for CDP climate and water through executive pay policies • Included in the DJSI world Index • Placed second in the Asia Pacific region in the metals and mining sector th • Sixth out of 216 metals & mining companies globally (98 percentile) 5

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE The Vedanta Limited In this report, we share with our Sustainability Report FY 2022-23 stakeholders the rationale underlying presents a comprehensive Vedanta’s economic, environmental and social strategies, and their scope and overview into our sustainability impact encompassing the entire value approach and our key chain from exploration and asset performance outcomes across a development to extraction, processing diverse set of sustainability and value-accretion activities. Through this report, Vedanta intends to parameters. Our approach is communicate its sustainability integrated into all our decision commitment, performance against making processes as well as Environment, Social and Governance to a policies, operations, processes, wide range of stakeholders, including employees, investors, customers, targets and culture that helps to business partners, suppliers, lenders, the shape our sustainability journey. community, and the government. Vedanta Limited, is a subsidiary The report is prepared in accordance with of Vedanta Resources Limited Global Reporting Initiative (GRI) Standards and the data, activities and 2021, and contains additional disclosures analyses presented here cover aligned with United Nations Sustainable About this st Development Goals (UN SDGs), and the period from April 1 , 2022 to United Nations Global Compact (UNGC) st Report March 31 , 2023. Principles. Through the information shared in our annual sustainability reports, including the current one, Vedanta has consistently acted in favour of transparency, collaboration and mutual understanding, displaying its responsibility and commitment towards practicing safe and responsible business, and a more sustainable future. 6

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Scope and Boundary Operating structure Vedanta’s annual sustainability report Our diversified structure and wide geographic presence enable efficient operations and serviceability presents material information pertaining to Vedanta Limited’s businesses, and subsidiaries including zinc-lead-silver, oil & st gas, aluminium, power, iron ore, steel, and As of 31 March 2023 copper. The report covers assets located in India, South Africa, Namibia, Ireland, Australia, Vedanta Liberia and UAE. The report boundary aligns 68.1% Resources with our consolidated financial statements. Limited Vedanta Limited Divisions of Vedanta Ltd. • Iron Ore Goa • Sesa Goa • Iron Ore Karnataka • Sterlite Copper • Value-Added Business • Power (600 MW Jharsuguda) • Aluminium • Jharsuguda • Caim Oil & Gas** • Lanjigarh Subsidiaries of Vedanta Ltd. 64.92% 51% 100% 100% 95.5% 99.99% Zinc India Bharat Zinc Talwandi ESL Steel Ferro Alloy (HZL) Aluminium International* Sabo Power Limited Corporation Ltd. (BALCO) (1.980 MW) (FACOR) Listed entities Unlisted entities *Skorpion - 100% BMM & Gamsberg - 75% **50% of the share in the RJ Block in held by a subsidiary of Vedanta Limited 7

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Data Compilation Methodology Reporting Suite Restatement of information and Assurance Data presented in this report is sourced This report should be read along with our Annual Changes in systems and measurement from respective corporate functions Integrated Report, BRSR, Tax Transparency Report methodologies can sometimes create a within our business units. All calculations and, standalone TCFD Report. References have need for restating previously reported and underlying assumptions involved been added throughout the report for better data. Restatements occur when there is a have been explained throughout the consistency and alignment. modification in measurement report, wherever applicable. The methodology or an error in the reported figures in the report are the You can find this report and others, including our information previously disclosed, which consolidated numbers, aggregated for Integrated Annual Report, TCFD Report (which has the potential to impact users' the entities covered in the report. includes our Climate Action disclosures), and the decision-making. Additionally, Tax Transparency Reports for current and previous restatements may be necessary in cases Ernst & Young Associates LLP is years on our corporate website: of significant changes in reporting Vedanta’s independent third-party https://www.vedantalimited.com/eng/ parameters, such as mergers, assurance partner, who was engaged for acquisitions, or divestments. These the financial year 2022-23 to provide material restatements and the effect of limited assurance over selected restatement, wherever applicable, are sustainability key performance provided as footnotes in the report and indicators whereas energy, emission and on our website: water related indicators undergo https://www.vedantalimited.com/eng/ comprehensive assurance. The quality of information contained in this report is We appreciate your feedback on maintained by following a robust this report or any other aspect of Climate Change Report FY2023 our sustainability performance. assurance process, leveraging our internal expertise for montly data Please do share your comments or verification and hiring a third-party inquiries by emailing us at Task Force on Climate related Financial Disclosures [email protected]. For a assurance provider for half yearly data verification. Details about the comprehensive list of contacts at methodology, metrics, framework and Vedanta, kindly visit our website's boundary can be accessed in the "Contact Us" section. Assurance Statement on page 145. 8

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Transforming Together for a Sustainable Future We envision playing an even greater role in significance and need for mined We have a vision of enhancing the the nation's growth and in enabling India to commodities is now better appreciated. well-being of communities across In Conversation with the Chairman become self-reliant in minerals and energy. India by uplifting 100 million women Vedanta is already expanding its capacities Creating a greener product portfolio and and children through education, in the aluminium and zinc sectors. providing a diverse mix of products that healthcare and welfare programs. At As India ascends to a position of power and For a country as large as India to reach its for other emerging economies on their Additionally, our oil and gas operations, are address a variety of needs is major priority Vedanta, we promote equal access leadership in the global arena, self-reliance in decarbonization targets without compromising journey of energy transition, and expanding their reserves with a vision to for us, and we are continuously driving to education, healthcare, nutrition its energy and metals and mining sources will on equitable social development, we will have low-carbon growth and development. contribute 50% to India's total oil and gas innovation in this area. We have already and sanitation to create "Transforming for Good," be crucial for reaching this position. Vedanta to start doing things very differently from the production. To strengthen our assets and launched two carbon-light and opportunities for people to improve with its portfolio of nine key metals and way we have done them so far. This is So, "Transforming for Good" is a very boost production, we have invested USD ultra-carbon light aluminium products and their lives. This includes ensuring encourages group efforts for minerals and vision of contributing to nearly embodied in our vision, "Transforming for broad concept and we hope to achieve a 1.2 billion in growth capital expenditures in similar efforts are underway. Greener that the children we support achieving inclusive, responsible, 50% of the nation’s oil and gas production, Good," which encourages group efforts to lot, across as many areas, as our FY 2023. Looking ahead, we anticipate products are the true litmus test for our complete secondary education and and value-added growth. To has a pivotal role to play. We are boosting achieve inclusive, responsible, and initiatives spread and mature. committing an additional USD 1.7 billion in ‘Transforming Together’ endeavour – as a ending hunger and malnutrition in provide real advantages to all production and investing to diversify our value-added growth. FY 2024 for various growth projects. manufacturer we are trying to make such our communities by 2030. stakeholders, these efforts will be portfolio of assets in support of this. Our In your opinion, what is Vedanta's role in Promoting further investment in the mining alternatives available that serve the needs driven by environmental Transforming for Good initiative seeks to Vedanta sees a bright future for itself as we helping India achieve self-reliance in of these metals and minerals can support of the planet and also of its people. It is I am proud to say that in FY23, we make a difference across the three pillars of partner in India's growth. Our strong position in minerals and metals and in its energy the transition to a just society and to upto our stakeholders to support, adopt have made remarkable strides stewardship and social equity, planet, workforce and communities to create base metals, which we are consolidating transitioning by 2070? combat climate change. These and endorse such products, as only then towards combatting malnutrition and while working within a framework change that is deep rooted. further, will give us an advantage. We are also India's commitment towards achieving opportunities open avenues for fruitful will the transformation be truly sustainable. achieving zero hunger. This year, of strong governance. India’s growth to greater economic might will focusing on ESG leadership as a strategic lever Net Zero emissions by 2070 has been a collaboration with the government and Nand Ghar has expanded to 4,500+ be unique, as it will be a low-carbon based, to excel on all operational parameters. major turning point in the global effort to stakeholders at large, to create a We will also continue with our strategic locations across 14 states, necessitating unprecedented ingenuity and Simultaneously, we are also diversifying and combat climate change. India is setting sustainable future. investments and prudent financial significantly increasing its reach. As innovation. The Vedanta Group’s strengthening our talent pipeline, securing our the bar for a novel approach to economic management to ensure steady a part of its nutritional improvement non-executive Chairman, Anil Agarwal, takes bonds with the community and enhancing the growth that might sidestep the Vedanta has been taking several initiatives shareholder returns and long-term impetus, Nand Ghar has introduced a us through a host of issues covering the public support that we derive. Well-founded carbon-intensive strategies many nations in support of our organization’s Net sustainable growth. multi-millet nutribar to ensure Company’s plans for the future; our vision for ESG leadership, that makes a long-lasting have previously adopted and it can serve Carbon Zero goal. Further, by 2030, we We have been continuously investing in comprehensive nourishment for meeting the dual national priorities of low difference in its areas of impact, is a business as a model for other emerging markets. hope to have 2.5 GW of continuously volume expansion, backward integration every child in alignment with the carbon use and fast-track economic growth; differentiator and we hope to entrench our India’s improved outlook in many ways is operating renewable energy (RE RTC) and value-added goods creation, and in International Year of Millets and the the significance of ESG leadership and how position as a low cost producer in this way. attributable to the government’s quest for capacity. We have also implemented an quickly expanding digitalization. All such Poshan 2.0 initiative to enhance Vedanta continues to assure steady Structural cost reduction and operational self-reliance in manufacturing, minerals innovative, market-leading EV policy that moves will continue as opportunities nutritional security. shareholder returns through prudent efficiencies are well underway, and has helped and resources. While several countries will unify our transition to EVs, and we are emerge and business priorities evolve. Our management and exemplary governance. our aluminium and zinc verticals to deliver a have found themselves precariously on schedule to completely decarbonize focus remains on lean operations and on Furthermore, our targeted social record performance. We will be scaling up positioned, given their dependence on our fleet of light motor vehicles by 2030. growth that is backed by strong impact interventions continue to Vedanta has the vision of "Transforming for these learnings across our businesses, to do others for key resources, India finds itself governance practices. positively transform the lives of our Good". What are some of the key moves more with less and reduce our footprint too. in an advantageous position, particularly Going forward, what are some of the communities. I am delighted to share that you are making towards realizing this in creating a resilient supply chain and core areas of focus for Vedanta in the Vedanta has been running that this year, we have touched the vision? Fortifying our position as a low cost producer indigenous manufacturing. next decade? large-scale community impact lives of 44 million community Over the next few decades India will be taking would also answer our inclusive goal as we Our goal of ‘Transforming Together’ programmes for several decades. members in India and abroad, a path that no nation has taken before. It will provide alternatives to those customer groups Vedanta has a portfolio of nine metals envisages a world that is much more Please take us through what has bringing about positive change. be targeting the highest economic growth that have big ambitions but modest means of and minerals that play a significant role environment-friendly, sustainable and been achieved so far and your rates in the world while lowering its carbon reaching them. in the development of the country and regenerative. Energy transitioning has Anil Agarwal emissions to reach Net Zero by 2070. Those in achieving India's energy and mineral accelerated across the globe and the future areas of focus. Non-Executive Chairman are tough targets to meet by any standards. In all these ways, we can serve as a role model independence. 9

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE We envision playing an even greater role in significance and need for mined We have a vision of enhancing the the nation's growth and in enabling India to commodities is now better appreciated. well-being of communities across become self-reliant in minerals and energy. India by uplifting 100 million women Vedanta is already expanding its capacities Creating a greener product portfolio and and children through education, in the aluminium and zinc sectors. providing a diverse mix of products that healthcare and welfare programs. At As India ascends to a position of power and For a country as large as India to reach its Additionally, our oil and gas operations, are address a variety of needs is major priority Vedanta, we promote equal access leadership in the global arena, self-reliance in decarbonization targets without compromising expanding their reserves with a vision to for us, and we are continuously driving to education, healthcare, nutrition Vedanta has committed its energy and metals and mining sources will on equitable social development, we will have contribute 50% to India's total oil and gas innovation in this area. We have already and sanitation to create to achieve be crucial for reaching this position. Vedanta to start doing things very differently from the production. To strengthen our assets and launched two carbon-light and opportunities for people to improve with its portfolio of nine key metals and way we have done them so far. This is boost production, we have invested USD ultra-carbon light aluminium products and their lives. This includes ensuring minerals and vision of contributing to nearly embodied in our vision, "Transforming for 1.2 billion in growth capital expenditures in similar efforts are underway. Greener that the children we support Net Zero 50% of the nation’s oil and gas production, Good," which encourages group efforts to FY 2023. Looking ahead, we anticipate products are the true litmus test for our complete secondary education and has a pivotal role to play. We are boosting achieve inclusive, responsible, and committing an additional USD 1.7 billion in ‘Transforming Together’ endeavour – as a ending hunger and malnutrition in production and investing to diversify our value-added growth. FY 2024 for various growth projects. manufacturer we are trying to make such our communities by 2030. Carbon portfolio of assets in support of this. Our Promoting further investment in the mining alternatives available that serve the needs by 2050 or sooner. Transforming for Good initiative seeks to Vedanta sees a bright future for itself as we of these metals and minerals can support of the planet and also of its people. It is I am proud to say that in FY23, we make a difference across the three pillars of partner in India's growth. Our strong position in the transition to a just society and to upto our stakeholders to support, adopt have made remarkable strides planet, workforce and communities to create base metals, which we are consolidating combat climate change. These and endorse such products, as only then towards combatting malnutrition and change that is deep rooted. further, will give us an advantage. We are also opportunities open avenues for fruitful will the transformation be truly sustainable.achieving zero hunger. This year, India’s growth to greater economic might will focusing on ESG leadership as a strategic lever collaboration with the government and Nand Ghar has expanded to 4,500+ be unique, as it will be a low-carbon based, to excel on all operational parameters. stakeholders at large, to create a We will also continue with our strategic locations across 14 states, necessitating unprecedented ingenuity and Simultaneously, we are also diversifying and sustainable future. investments and prudent financial significantly increasing its reach. As innovation. The Vedanta Group’s strengthening our talent pipeline, securing our management to ensure steady a part of its nutritional improvement non-executive Chairman, Anil Agarwal, takes bonds with the community and enhancing the Vedanta has been taking several initiatives shareholder returns and long-term impetus, Nand Ghar has introduced a us through a host of issues covering the public support that we derive. Well-founded in support of our organization’s Net sustainable growth. multi-millet nutribar to ensure This year, Nand Ghar has Company’s plans for the future; our vision for ESG leadership, that makes a long-lasting Carbon Zero goal. Further, by 2030, we We have been continuously investing in comprehensive nourishment for expanded to meeting the dual national priorities of low difference in its areas of impact, is a business hope to have 2.5 GW of continuously volume expansion, backward integration every child in alignment with the carbon use and fast-track economic growth; differentiator and we hope to entrench our operating renewable energy (RE RTC) and value-added goods creation, and in International Year of Millets and the the significance of ESG leadership and how position as a low cost producer in this way. capacity. We have also implemented an quickly expanding digitalization. All such Poshan 2.0 initiative to enhance 4,500+ Vedanta continues to assure steady Structural cost reduction and operational innovative, market-leading EV policy that moves will continue as opportunities nutritional security.locations across 14 states shareholder returns through prudent efficiencies are well underway, and has helped will unify our transition to EVs, and we are emerge and business priorities evolve. Our management and exemplary governance.our aluminium and zinc verticals to deliver a on schedule to completely decarbonize focus remains on lean operations and on Furthermore, our targeted social record performance. We will be scaling up our fleet of light motor vehicles by 2030.growth that is backed by strong impact interventions continue to Vedanta has the vision of "Transforming for these learnings across our businesses, to do governance practices. positively transform the lives of our Good". What are some of the key moves more with less and reduce our footprint too.Going forward, what are some of the communities. I am delighted to share that you are making towards realizing this core areas of focus for Vedanta in the Vedanta has been running that this year, we have touched the vision?Fortifying our position as a low cost producer next decade?large-scale community impact lives of 44 million community Over the next few decades India will be taking would also answer our inclusive goal as we Our goal of ‘Transforming Together’ programmes for several decades. members in India and abroad, a path that no nation has taken before. It will provide alternatives to those customer groups envisages a world that is much more Please take us through what has bringing about positive change. be targeting the highest economic growth that have big ambitions but modest means of environment-friendly, sustainable and been achieved so far and your rates in the world while lowering its carbon reaching them.regenerative. Energy transitioning has emissions to reach Net Zero by 2070. Those accelerated across the globe and the future areas of focus. are tough targets to meet by any standards.In all these ways, we can serve as a role model 10

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Taking stock on the first year of our transformation journey Our vision of "Transforming for Good," has reporting, and spotlighting of individual longer solely focus on short-term targets. In all these ways we are trying to create a been crucial. It has helped us meet the positive developments. Under this shared Rather their horizons will extend till 2030, safe and secure workplace for our In Conversation with the Group CEO & Chief Safety Officer expectations of our community members vision of incremental transformation, we work making way for broader targets and employees that can become an industry and stakeholders while also establishing a on accepted pathways and can achieve a huge programmes with greater, accretive impact. benchmark. position of leadership in ESG difference through ongoing initiatives and This approach is a part of our "Transforming FY 2022-23 proved to be a precursor for How would you describe the transformation Our exceptional mining expertise is implementation. This year’s theme of linkages. Our disclosures now highlight the for Good" vision. the future, as we saw India’s economy achieved as a part of Vedanta's ESG journey? bolstered by cutting-edge technology "Transforming Together" captures our collective progress and direction of Vedanta as breaking away from the rest of the world to At Vedanta, we have always been committed and a talented workforce, combined with collective vigour and passion to generate a whole. We are committed to enhancing the skills of define its own unique growth numbers. towards sustainable and responsible mining a robust value-added portfolio, and we value for everyone. emerging leaders, empowering women, and Driven by healthy macroeconomic practices. We acknowledge the significant are well-positioned to seize the emerging This clear definition of our trajectory has also fostering strong relationships with our Our ESG journey has helped fundamentals and domestic consumption, impact that our operations can have on local growth opportunities. Our performance on important external fostered alignment and motivation among our business partners through various flagship us uphold the utmost levels FY2023 saw India reaching an impressive communities, ecosystems, and the rating systems including the Dow Jones leaders. We are no longer merely measuring programmes. Ensuring the health and safety 6.8% GDP growth. Developed countries, environment. To address this, we have put in To address business risks that are most Sustainability Indexes, Sustainalytics, MSCI, ourselves against self-imposed standards; of our people and other stakeholders will of excellence and integrity, including China, saw subdued growth in place a comprehensive sustainability framework likely to arise from environmental crises, and CDP has significantly improved because rather, we are driven by a larger purpose, and continue to be of utmost importance. aiming to attain sustainable the face of inflation and recessionary that acts as an anchor and a check, balancing Vedanta has taken several strategic goals of our ESG activities. Vedanta now ranks this is a profound and transformative shift. and responsible growth in pressures. the larger environmental and humanitarian that act to mitigate climate change and sixth on the Dow Jones Sustainability Index, We make regular, planned investments to collaboration with all concerns against business needs and nature loss. Our ambitious targets for among top 10 diversified metals and mining The Board ESG Committee has been create zero-harm environments, where our stakeholders. High commodity prices, however, affected exigencies. All our decision-making processes decarbonization, practice of circularity peers. Additionally, Vedanta and several of supportive of our goals and monitors our people can work with security and peace of bottom line growth for Indian businesses thus answer to the dual needs of harmonizing and water positivity are in line with the our Group companies have won many prizes performance. Along with the ESG ManCom, mind. This year, we have had 13 fatalities. This in the first half of the year. Against this economic progress with environmental, social, UN's Sustainable Development Goals, on reputable platforms in the areas of this committee provided direction and is a very unfortunate situation, and we deeply backdrop, Vedanta has posted a and governance (ESG) considerations. and we continue to align our performance finance, operational efficiency, CSR, and oversight over the large volume of work that is regret the precious loss of lives. These commendable financial performance. Our with sectoral and global best practices. human resources. These accolades reflect being carried out by the 14 Communities of unfortunate occurrences have hardened our consistent operational efficiencies and The past year was a challenging one due to the on the responsibility and competence with Practice (CoP), who are responsible for resolve to build a safe workplace. strong cost control has made us a much unpredictable macroeconomic environment To help realize our "net zero" targets, we which we carry out our product delivering on our ESG agenda. There are more more resilient company, solidifying caused by the ongoing Russia-Ukraine conflict. have signed renewable energy power manufacturing journey, our impressive than 1,000 projects – big and small – currently We have adopted the Incident Cause Analysis the competitive advantage that we However, we adopted a holistic approach and delivery agreements (PDAs) that will bring portfolio and our capable leadership team. underway to deliver on our nine ESG aims. Method (ICAM) investigation process to command. could achieve excellent operating performance 788 MW of round-the-clock equivalent scrutinize all fatalities and high-potential despite the external shocks and the need for renewable power to our businesses. How has the “Transforming for Good” Going forward, what is the vision for incidents in detail, enabling us to identify the The company's ESG goals cover an realignment of our supply chains. Our guiding Three additional facilities operated by us vision helped to integrate Vedanta’s Vedanta’s ESG journey? root cause of each incident and create a extremely broad canvas, reflecting our philosophy of 'Transforming for Good,' helped have turned water positive, highlighting internal processes and governance and Our primary objective is to strengthen our corrective and preventive action (CAPA) plan philosophy of “Transforming for Good” by our efforts by fostering a more integrated the progress that we are making. business administration mechanisms? position as a leader and unlock value through to avoid future occurrences. Moreover, we taking the responsibility for environmental business approach both in terms of our We place a strong emphasis on upholding the execution of growth projects, while also have launched a cross-business audit to stewardship via decarbonization, the operational and external outcomes, thereby Vedanta believes in responsible growth, good governance practices, supported by prioritizing on our ESG goals, innovation, ensure that the best safety practices are circular economy, water positivity and leading to value-accretive growth. and we work with our adjacent rigorous policies and frameworks that drive digitalization and safety. In FY 2022, we being implemented across all our operations. bringing long-lasting positive social communities to improve their lives accountability and transparency. Through changed our business planning methodology Our business unit CEOs are tirelessly working change at the bottom of the pyramid. How has Vedanta’s sustainability agenda through our efforts. Our flagship initiative, our vision of “Transforming for Good” we aim and each of our businesses developed towards the complete resolution of 100% of supported the overall performance of the Nand Ghar, has been actively working to for integrated growth and every business comprehensive business plans addressing the CAPA learnings. The objective of this In this conversation with Vedanta’s company? improve the Aanganwadi ecosystem in unit is linked to this shared vision. each of Vedanta’s nine individual aims. This process is to illustrate and establish and Group CEO & Chief Safety Officer, Sunil India and helps close the urban-rural “Transforming for Good” has helped us to approach continued into FY 2023 and will also create a shared understanding of safety risks Duggal, we are acquainted with the As India's largest diversified natural resources divide. We currently have Nand Ghars in set larger, long-term targets, replacing the be followed in FY 2024. However, from FY 2024 within the organization. company’s Sustainability and ESG vision company and one of the global giants in metals, 14 states, and these have helped 3.2 lakh earlier practice of annual plans and ESG onwards these ESG business plans will no mining, and energy, Vedanta holds a unique Sunil Duggal and the underlying rationale and impact advantage in India's pursuit of self-reliance. women and children by providing them Group CEO & Chief Safety Officer targeted. with healthcare, food and education. 11

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Our vision of "Transforming for Good," has reporting, and spotlighting of individual longer solely focus on short-term targets. In all these ways we are trying to create a been crucial. It has helped us meet the positive developments. Under this shared Rather their horizons will extend till 2030, safe and secure workplace for our expectations of our community members vision of incremental transformation, we work making way for broader targets and employees that can become an industry and stakeholders while also establishing a on accepted pathways and can achieve a huge programmes with greater, accretive impact. benchmark. position of leadership in ESG difference through ongoing initiatives and This approach is a part of our "Transforming FY 2022-23 proved to be a precursor for How would you describe the transformation implementation. This year’s theme of linkages. Our disclosures now highlight the for Good" vision. the future, as we saw India’s economy achieved as a part of Vedanta's ESG journey?"Transforming Together" captures our collective progress and direction of Vedanta as breaking away from the rest of the world to At Vedanta, we have always been committed collective vigour and passion to generate a whole. We are committed to enhancing the skills of define its own unique growth numbers. towards sustainable and responsible mining value for everyone. emerging leaders, empowering women, and Driven by healthy macroeconomic practices. We acknowledge the significant This clear definition of our trajectory has also fostering strong relationships with our fundamentals and domestic consumption, impact that our operations can have on local Our performance on important external fostered alignment and motivation among our business partners through various flagship FY2023 saw India reaching an impressive communities, ecosystems, and the rating systems including the Dow Jones leaders. We are no longer merely measuring programmes. Ensuring the health and safety Supported 6.8% GDP growth. Developed countries, environment. To address this, we have put in Sustainability Indexes, Sustainalytics, MSCI, ourselves against self-imposed standards; of our people and other stakeholders will including China, saw subdued growth in place a comprehensive sustainability framework and CDP has significantly improved because rather, we are driven by a larger purpose, and continue to be of utmost importance. the face of inflation and recessionary that acts as an anchor and a check, balancing of our ESG activities. Vedanta now ranks this is a profound and transformative shift. 0.32 pressures.the larger environmental and humanitarian sixth on the Dow Jones Sustainability Index, We make regular, planned investments to concerns against business needs and among top 10 diversified metals and mining The Board ESG Committee has been create zero-harm environments, where our peers. Additionally, Vedanta and several of supportive of our goals and monitors our people can work with security and peace of High commodity prices, however, affected exigencies. All our decision-making processes million bottom line growth for Indian businesses thus answer to the dual needs of harmonizing our Group companies have won many prizes performance. Along with the ESG ManCom, mind. This year, we have had 13 fatalities. This women and children by in the first half of the year. Against this economic progress with environmental, social, on reputable platforms in the areas of this committee provided direction and is a very unfortunate situation, and we deeply providing them with backdrop, Vedanta has posted a and governance (ESG) considerations. finance, operational efficiency, CSR, and oversight over the large volume of work that is regret the precious loss of lives. These commendable financial performance. Our human resources. These accolades reflect being carried out by the 14 Communities of unfortunate occurrences have hardened our healthcare, food, and consistent operational efficiencies and The past year was a challenging one due to the on the responsibility and competence with Practice (CoP), who are responsible for resolve to build a safe workplace. education. strong cost control has made us a much unpredictable macroeconomic environment which we carry out our product delivering on our ESG agenda. There are more more resilient company, solidifying caused by the ongoing Russia-Ukraine conflict. manufacturing journey, our impressive than 1,000 projects – big and small – currently We have adopted the Incident Cause Analysis the competitive advantage that we However, we adopted a holistic approach and portfolio and our capable leadership team.underway to deliver on our nine ESG aims.Method (ICAM) investigation process to command.could achieve excellent operating performance scrutinize all fatalities and high-potential despite the external shocks and the need for How has the “Transforming for Good” Going forward, what is the vision for incidents in detail, enabling us to identify the The company's ESG goals cover an realignment of our supply chains. Our guiding vision helped to integrate Vedanta’s Vedanta’s ESG journey? root cause of each incident and create a extremely broad canvas, reflecting our philosophy of 'Transforming for Good,' helped internal processes and governance and Our primary objective is to strengthen our corrective and preventive action (CAPA) plan philosophy of “Transforming for Good” by our efforts by fostering a more integrated business administration mechanisms? position as a leader and unlock value through to avoid future occurrences. Moreover, we taking the responsibility for environmental business approach both in terms of our We place a strong emphasis on upholding the execution of growth projects, while also have launched a cross-business audit to stewardship via decarbonization, the operational and external outcomes, thereby good governance practices, supported by prioritizing on our ESG goals, innovation, ensure that the best safety practices are circular economy, water positivity and leading to value-accretive growth.rigorous policies and frameworks that drive digitalization and safety. In FY 2022, we being implemented across all our operations. bringing long-lasting positive social accountability and transparency. Through changed our business planning methodology Our business unit CEOs are tirelessly working change at the bottom of the pyramid. How has Vedanta’s sustainability agenda our vision of “Transforming for Good” we aim and each of our businesses developed towards the complete resolution of 100% of supported the overall performance of the for integrated growth and every business comprehensive business plans addressing the CAPA learnings. The objective of this In this conversation with Vedanta’s company? unit is linked to this shared vision. each of Vedanta’s nine individual aims. This process is to illustrate and establish and Group CEO & Chief Safety Officer, Sunil “Transforming for Good” has helped us to approach continued into FY 2023 and will also create a shared understanding of safety risks Duggal, we are acquainted with the As India's largest diversified natural resources set larger, long-term targets, replacing the be followed in FY 2024. However, from FY 2024 within the organization. company’s Sustainability and ESG vision company and one of the global giants in metals, earlier practice of annual plans and ESG onwards these ESG business plans will no and the underlying rationale and impact mining, and energy, Vedanta holds a unique targeted. advantage in India's pursuit of self-reliance. 12

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Vedanta Limited is one of the Vedanta Limited is listed on the Bombay Stock world’s largest publicly owned Exchange and the National Stock Exchange. metals and mining conglomerate with diversified interests across the natural resources sector. KEY STATISTICS Headquartered in Mumbai, India, our Revenue presence spans across zinc-lead-silver, oil & gas, aluminium, INR 1,454,040 power, iron ore, steel and copper – million all materials that the world needs for its progress. We make these resources available in the most responsible and safest ways, Total workforce through the use of advanced technologies and robust practices. 87,513 Founded in 1965, our growth has mirrored the maturing of India’s industrial development, and we have emerged as the Payment to Government* Vedanta at country’s largest natural resources business. Having a large and diverse product portfolio for the Indian market is of INR 110,230 a Glance high significance, given the country’s huge million growth potential and our well-entrenched presence here. India, South Africa, Namibia, *in form of direct and indirect taxes. Ireland, Australia, Liberia and UAE drive global best practices and operational excellence across all our facilities. For in our business, every drop counts, every particle matters. Committed to human growth and economic development, our commercial focus is enlightened with stewardship, and we ensure optimal presence in the world’s future growth markets, to bridge the gap between potential and means for realization. 13

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Products and Production Vedanta is a leading global supplier of natural resources. We operate an end-to-end value chain across the natural resources verticals where we are present, driving cost and operational synergies and offering a comprehensive portfolio to our customers. Our Business unit: TSPL value chain extends from identifying mineral Type: Subsidiary Business unit: ESL deposits to carefully developing the resource Activity: Power Type: Subsidiary Activity: Metal business base, to safe and efficient extraction and processing and lastly, delivery of the final Business unit: HZL products. We continually add to our asset base Type: Subsidiary and ensure the longevity of resources through Activity: Metal business large-scale investments in greenfield and brownfield expansion projects. We deploy Business unit: Cairn Oil & Gas cutting-edge technologies and follow integrated Type: Business of Holding company Activity: Oil & Gas processes so that operations are exact, efficient and self-sustaining, helping us reduce costs while improving profitability. As the Business unit: Cairn Oil & Gas Business unit: Vedanta Ltd demand for responsibly sourced products Type: Business of Holding company Type: Holding company keeps increasing it is important to strike a Activity: Oil & Gas Business unit: Sterlite Copper Business unit: Balco balance between efficient production, Activity: Metal business Type: Subsidiary conservation of nature and growth Business unit: Vedanta Ltd Activity: Metal business opportunities so that the interests of progress Type: Holding company and profitability can both be met. Business unit: SESA Iron Ore Type: Business of Holding company Activity: Metal business Zinc India Steel Copper India 16.74 million tonnes 1.37 million tonnes Business unit: SESA Iron Ore Business unit: Balco of ore produced of hot metal produced Type: Business of Holding company Business unit: Cairn Oil & Gas Type: Subsidiary Activity: Metal business Type: Business of Holding company Activity: Metal business Activity: Oil & Gas Zinc International Iron Ore Business unit: SESA Iron Ore 208 kt 5.3 million tonnes of Type: Business of Holding company metal produced saleable ore produced Activity: Metal business Business unit: Zinc International Aluminium Power Type: Subsidiary 2,291 kt 14,835 million units Activity: Metal business Business unit: Sterlite Copper Copper India Oil & Gas Activity: Metal business 148 kt of cathode 143 kboep production from Silvassa FACOR Map is not upto the scale 290 kt of chrome ore Zinc Copper Steel Iron ore Ferro Alloys Oil and Gas Power Aluminiun 14

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Making sustainability the fulcrum of what Vedanta for the future, drives us scripted in today Environmental sustainability is central Managing the multiple facets of Environment, to the sustenance of human societies. Social and Governance is critical for our This inviolable truth has meant commercial well-being and operational businesses must reorient their ways of performance, and will help to preserve Vedanta’s working and review and mitigate the enterprise value and ensure business continuity impact of their operations. The urgency and longevity. of climate change has meant this transformation must be quick, visible and distinctly different from what was once acceptable. WE ENVISION VEDANTA TO BE ABLE TO Governments, regulatory bodies, customers and Resolve global citizens are collectively in favour of ‘responsible’ environmental and societal businesses. Likewise, nurture and stewardship of challenges through its the environment, innovation and out-of-the-box products & solutions. approaches that support, maintain and replenish natural elements are lauded and celebrated. Sustainability Clearly, brands and reputations have much to Support the nation’s gain from being environmentally and socially responsible. economic and Approach As a natural resource company we are sensitive developmental aspirations to these vulnerabilities and equally cognizant of how essential sustainability is. For long we have Lead and guide other used sustainability as a foundational rationale for industries by being a structuring our businesses, designing our front-runner. operations and identifying our priorities. For without sustainability as the fulcrum of our business strategy, we stand the risk of overlaying considerations that can harm our long-term interests as societies and economies embrace green safeguards even more extensively. With our purpose determined, the transformation is underway. 15

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Making sustainability deep rooted Realization of our business objectives rest on our ability to maintain social license and achieve impeccable Environmental, Social and Governance (ESG) credentials. To achieve these objectives, it is important to build an organization that has deep roots in sustainability and fully believes in the need for it. It is equally important to build partnerships with like-minded entities who share our conviction and passion for positive impact. Further, inculcating an innovation mindset that looks beyond the norm and can find creative ways to reach a larger goal, is also important. Our Sustainability strategy considers and acts on key stakeholder expectations around climate change, human rights, safe work conditions, environmental stewardship, Transforming Transforming Transforming diversity and inclusion and good governance. The communities the planet the workplace three-pillar strategy comprises of nine aims, through which we drive sustainability outcomes across our communities, Our commitment is Our commitment lies in Our commitment is the workforce, and the planet. towards maintaining our spearheading efforts to towards adopting 'social license to decarbonize the world, innovative operate' by conducting secure water resources approaches for ourselves in a for all, and incorporate managing our consultative, technological workforce, designing transparent, and fair advancements to compelling employee manner, and delivering ensure our operations experiences and both economic and are environmentally ensuring a safe social benefits to sustainable. workplace. society as a whole. 16

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 1 Sustainability Governance Keeping community welfare at the core of business decisions The Board of Directors has the Aim 2 responsibility of ensuring that the Transforming Empowering over 2.5 million organization stays aligned with its Communities families with enhanced skillsets sustainability strategy and oversees performance and takes necessary Aim 3 proactive action. The Board fulfils its Uplifting over 100 million women supervisory role in active consultation and children through education, with the ESG Board Committee, and nutrition, healthcare and welfare always considers the interests of various stakeholders with respect to the execution and impact of the Aim 4 company's sustainability activities. Net-carbon neutrality by 2050 or ESG Committee is assigned with the sooner responsibility of overseeing Vedanta's most significant sustainability issues. Aim 5 Transforming Achieving net water positivity by 2030 Sustainability the Planet Aim 6 Innovations for a greener business Action Plan model Aim 7 Prioritizing safety and health of all employees Transforming Aim 8 the Workplace Promote gender parity, diversity and inclusivity Aim 9 Adhere to global business standards of corporate governance 17

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Chaired by Independent Director, Mr. UK Mr. Akhilesh Joshi (Independent Director) Sinha, the ESG Board Committee meets among others. The Committee is Vedanta Sustainability quarterly and comprises of Ms. Priya responsible for implementing, promoting, Framework (VSF): Agarwal (Non-executive Director), Sunil and monitoring initiatives under our Our framework for Duggal (Whole-time Director & CEO) and 'Transforming for Good' agenda. implementation Vedanta Sustainability 9 sustainability policies Sustainability Oversight Executive Implementation Review & Monitoring Framework (VSF) is a • Health & Safety, Energy & comprehensive approach Carbon, Water Management, UK Sinha Biodiversity, Social Chairperson Board of Directors Group CEO BU CEOs that guides us in Performance, Human Rights, integrating sustainability Supplier Sustainability into all our business Management, Environmental, Board ESG Group Head- operations and Tailings Management sub-committee Sustainability decision-making processes. The framework is designed to address key environmental, social, and ESG ManCom Director- ESG governance (ESG) issues and to drive positive Priya Agarwal impacts across the value Member chain in line with global 92 Standards & Guidance Notes Group Executive standards of international Committee Group & Business CoPs bodies like International • Covering all policy subject areas Council on Mining and • Aligned with ICMM, IFC Metals (ICMM), Performance Standards, Global International Finance Reporting Initiative (GRI) Together with our Group ESG function, we change; engagement with communities and Corporation (IFC), have established dedicated forums at various indigenous peoples; diversity at workplace Organisation for Economic management levels, as well as ESG-themed and human rights are some of the areas Co-operation and Sunil Duggal communities within each Business Unit (BU) under the purview of these communities. Development (OECD), and Strategic Business Unit (SBU) to ensure United Nations Global Member Compact (UNGC) and effective oversight and timely execution of The 14 CoPs and the RE Steering SDGs. ESG initiatives. These Communities of Committee, led by experienced Robust Monitoring Practice (CoP) take ownership of specific ESG professionals within our organization, have a Key Performance Indicators (KPIs) and play a strong framework in place to drive specific • Annual VSAP audit conducted vital role in driving their successful ESG KPIs. This robust approach to ESG at all Vedanta locations to implementation. Workplace health and safety; management guarantees that sustainability check compliance with VSF supply chain sustainability; water, waste, remains fully integrated into our business • Monitored by ExCo biodiversity, and air quality management; practices and allows us to continue our Akhilesh Joshi tailings facility management and emergency transformative journey for the betterment of response plans; emissions and climate society and the environment. Member 18

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Vedanta Sustainability Assurance Process (VSAP) Vedanta Sustainability Assurance Process or Executive compensation linked to ESG VSAP, is a tool used by Vedanta to assess the compliance of all our business units with the Compensation Topics Brief Summary Impact Details Vedanta Sustainability Framework. It plays a crucial role in ensuring that sustainability Scorecard-based KPIs Emphasis on objective and Annual performance rating and ESG is a mandatory KPI for all employees including considerations are effectively integrated into transparent KPIs fixed pay senior leaders – to foster a culture of safety/sustainability all decision-making processes and actions across the organization, and aims at driving continuous improvement and accountability ESG component in Safety/sustainability Annual bonus pay-out A minimum score of 70% is needed in VSAP audit in sustainability practices. annual performance scorecards have a 15% as a threshold for pay-out under this component. bonus weightage VSAP Audit has extensive factors in place – Assurance Models We consistently foster a culture that upholds a total of 70 guidance (Compliance, New Projects, Process Safety) etc. world-class standards in safety, factors environmental stewardship, and sustainability. Safety Focus Works (Work at Height, Confined Space, etc) To further embed this culture, ESG criteria have been made a mandatory KPI for Integration of fatalities Fatalities are a negative Annual bonus pay-out 10% reduction on one fatality – leading to potential leadership during annual performance into annual bonus multiplier on the overall 25% reduction overall in case of multiple fatalities appraisals and increment cycles. We follow a performance (not just the formal scorecard-based performance ESG component) management approach across the entire organization, providing a unified experience for all full-time employees. Focus on long-term Integration of ESG into Long-term incentive payout ‘Long term strategic sustainable’ objectives have a sustenance long-term strategic KPIs weightage of 1/3 Executives driving the ESG agenda for the Group carry significant weightage in these ESG framework in LTIP Carbon footprint and Long-term incentive payout Carbon footprint evaluations, with the compensation structure plans fatalities integrated into 15% weightage in business performance comprising elements such as fixed pay, long-term incentive plan (40% of total weightage) in scheme benefits, annual bonuses, the Long-Term Fatalities Incentive Plan (LTIP), and components that 10% additional pay-out kicker in case of no consider holistic employee growth and fatalities during the vesting period well-being. 19

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Bringing in systemic change, with an ESG focus They also act as very powerful role models and drive corporate ESG efforts with a lot of enthusiasm. It has been proven that Message from Priya Agarwal Hebbar organisations with more gender diverse staff, more effectively promote sustainable At Vedanta, we continue to build long-term value one-fifth of our workforce are women. These • Nearly 67% of our plants are in practices. for our stakeholders while working to position definite goals showcase the priorities that we water-stressed areas. In FY23, Vedanta The natural resources and mining industry ourselves as a sustainability leader in the natural hold close to our hearts – ensuring cleaner air, recycled 77 billion litres of water, has historically been a male-dominated area. resources industry. We are living at a defining reduced global warming, abundant water and a equivalent to the annual water Breaking this trend, in the last one year, Under our "Transforming for moment in human history where the impact of fairer society. By doing so, we will also de-risk consumption of nearly 3 million people in women in STEM roles have gone up from Good" vision we also have industrialization and ecological disorder is all our business and create greater self-sufficiency rural India. Four of our business units are 13% to 16% within our company. Our several key social goals around us. Twenty first century business leaders and resilience. already water positive. We also reduced subsidiary HZL now boasts of India’s first covering diversity and must break from the past to establish our freshwater consumption by 11.32% female underground mining engineers. To inclusion, education, primary carbon-light, socially supportive ways of growth Today, the role of ESG in strengthening from the baseline FY 2021. Several assist women in getting better aligned with healthcare, sanitation and and progress. This puts ESG at the center of business resilience, cost conservation and alternative water sources like municipal the industry’s role requirements, we have hygiene, livelihood creation and corporate decision-making. profitability are well accepted. We have been on wastewater, saline water and rainwater been providing 2X training to women wildlife conservation and the ESG integration journey for more than a harvesting are being harnessed. employees compared to their male Defining new industry standards decade now and each day we work rigorously, counterparts in FY2023. We are thrilled to be animal welfare. Vedanta has been a frontrunner in practicing inching closer to our goal of being one of the Under our "Transforming for Good" vision setting such positive precedents that ESG-centred thinking. We are one of the largest ‘greenest’ and most ‘people oriented’ metals we also have several key social goals contribute to greater gender parity at the natural resources companies in the world, and and mining producers. We are proud of all that covering diversity and inclusion, education, workplace. As a part of promoting a diverse produce nine out of the 17 transition metals that we have so far achieved: primary healthcare, sanitation and hygiene, and inclusive workplace, we are also green manufacturing and carbon-light • Our GHG intensity (TCO e/INR Mn) has livelihood creation and wildlife conservation consciously encouraging regional diversity technology solutions will need to metamorphose 2 and animal welfare. Along with charting a reduced by nearly 30% against a FY2021 greener way forward for our nation’s growth, and are trying to recruit talent from different the present towards a more sustainable future. baseline we are also helping to realize India’s social geographic areas. Establishing an We view our role as an active agent in making LGBTQ+friendly atmosphere is another this future a reality. As an industry leader, we • RE usage has increased 14 times since priorities of creating a healthier and more FY20. We target spending USD 5 billion equitable society. priority. In support of our diversity and have been actively incorporating sustainability towards reaching our goal of net zero inclusion emphasis, we are also and extensive ESG orientation into our operations. Creating greater equality, building communicating with our employees through operations, community outreaches and a better workforce open platforms that promote honest corporate practices. Our vision of Transforming • Apart from progressive fleet exchange of viewpoints and enable us to for Good is focused on integrating all-round decarbonization, we have introduced an We have made great progress in promoting better understand their problems. sustainability within our process technologies, to industry-leading EV purchase policy for all women's representation in leadership progressively lighten long-term adverse impact. our employees to incentivize electric vehicle positions, including CXO positions. This is a Maintaining a safe work environment is a top We have our sights set on 2030, for reaching purchase, which reflects our 360-degree welcome move on several counts – not only priority for our company to ensure workforce multiple ESG goals. By that time, we have approach to ‘greening’ our impact does it benefit women and give them well-being and optimal productivity. This committed to reducing 25% of our GHG greater empowerment, the organization commitment is fundamental for our emissions, decarbonizing our transportation • The introduction of our carbon-light product benefits immensely too as these women lines, kicked off by Restora and Restora Ultra organizational growth. In FY 2023, the fleet, running 2.5 GW-worth of our operations on aluminium options, gives a preview of the bring in richness of perspectives and novel company reported 13 fatal incidents. In RTC-RE, becoming 100% water positive, planting many more innovative green products being viewpoints. response, we have greatly strengthened our Priya Agarwal Hebbar more than 7 million trees (as a part of WEF’s One developed, including green copper. Critical Risk Management programmme for Non-Executive Director Trillion Trees programme) and ensuring that 20

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE They also act as very powerful role models prioritizing critical risks and are overhauling our such awareness can help to reduce animal-borne infections and diseases while and drive corporate ESG efforts with a lot of safety standards. We already have an elaborate recognizing the importance of animal well-being. Last year, we have also launched a enthusiasm. It has been proven that Safety Monitoring and Management framework in vulture recovery programme at HZL aimed at conservation of this critical organisations with more gender diverse staff, place with 17 safety performance standards and 20 scavenging species. more effectively promote sustainable health and safety technical and management At Vedanta, we continue to build long-term value one-fifth of our workforce are women. These practices. standards. We are meticulously evaluating the We acknowledge the significance of ESG and CSR considerations not only as a for our stakeholders while working to position definite goals showcase the priorities that we weaknesses in the system to prevent loss of lives at moral obligation but also as a vital common ground that can enable the long-term ourselves as a sustainability leader in the natural hold close to our hearts – ensuring cleaner air, The natural resources and mining industry any cost and create a fool-proof system.sustainability of our business. We actively engage with our various stakeholders, resources industry. We are living at a defining reduced global warming, abundant water and a has historically been a male-dominated area. such as regulators, investors, NGOs, and local communities to inform our view. This moment in human history where the impact of fairer society. By doing so, we will also de-risk Breaking this trend, in the last one year, Spreading the power of good through AAF helps us effectively deliver on our environmental stewardship, social progress, and industrialization and ecological disorder is all our business and create greater self-sufficiency women in STEM roles have gone up from Our diverse corporate social responsibility (CSR) good governance goals. I encourage all our employees, partners, and stakeholders around us. Twenty first century business leaders and resilience.13% to 16% within our company. Our initiatives across the areas of child nutrition, gender to join us in accepting our shared responsibilities so that we can ensure that our must break from the past to establish subsidiary HZL now boasts of India’s first equality, livelihood generation and animal welfare are mining operations make a positive contribution to society while minimizing any carbon-light, socially supportive ways of growth Today, the role of ESG in strengthening female underground mining engineers. To offered under the Anil Agarwal Foundation (AAF). We adverse impacts. and progress. This puts ESG at the center of business resilience, cost conservation and assist women in getting better aligned with have invested approximately USD 240 million in corporate decision-making.profitability are well accepted. We have been on the industry’s role requirements, we have socio-economic development projects across India, the ESG integration journey for more than a been providing 2X training to women and this year we have successfully improved the lives Defining new industry standards decade now and each day we work rigorously, employees compared to their male of around ~42 million individuals across 1300 villages inching closer to our goal of being one of the counterparts in FY2023. We are thrilled to be in the country. Furthermore, AAF has committed to Vedanta has been a frontrunner in practicing ‘greenest’ and most ‘people oriented’ metals setting such positive precedents that contributing USD 600 million over the next five years ESG-centred thinking. We are one of the largest and mining producers. We are proud of all that contribute to greater gender parity at the to further social impact endeavours. Our flagship natural resources companies in the world, and we have so far achieved:workplace. As a part of promoting a diverse initiative Nand Ghar uses the pre-existing produce nine out of the 17 transition metals that and inclusive workplace, we are also government network of anganwadi or childcare 44 16% green manufacturing and carbon-light • Our GHG intensity (TCO e/INR Mn) has consciously encouraging regional diversity technology solutions will need to metamorphose 2 centres and we have successfully modernized more reduced by nearly 30% against a FY2021 and are trying to recruit talent from different than 4,500 anganwadis nationwide. This network is million community women in the present towards a more sustainable future. baselinegeographic areas. Establishing an available even in the remotest parts of India, and the members in India and our STEM roles We view our role as an active agent in making LGBTQ+friendly atmosphere is another this future a reality. As an industry leader, we • RE usage has increased 14 times since modern anganwadis offer 24×7 solar electricity, countries of operations (up from 13%) FY20. We target spending USD 5 billion priority. In support of our diversity and clean and hygienic toilets, and water purifiers. have been actively incorporating sustainability towards reaching our goal of net zero inclusion emphasis, we are also E-learning-based pre-school education, and extensive ESG orientation into our operations. communicating with our employees through comprehensive nutrition programmes and healthcare operations, community outreaches and open platforms that promote honest and hygiene support, is being provided through corporate practices. Our vision of Transforming • Apart from progressive fleet exchange of viewpoints and enable us to these centres, along with livelihood support for Invested approximately for Good is focused on integrating all-round decarbonization, we have introduced an better understand their problems. sustainability within our process technologies, to industry-leading EV purchase policy for all women. I am happy to report that this year, as a result progressively lighten long-term adverse impact. our employees to incentivize electric vehicle Maintaining a safe work environment is a top of such efforts, we have made a positive difference in USD 240 We have our sights set on 2030, for reaching purchase, which reflects our 360-degree priority for our company to ensure workforce the lives of 44 million community members in India multiple ESG goals. By that time, we have approach to ‘greening’ our impactwell-being and optimal productivity. This and our countries of operations. million committed to reducing 25% of our GHG commitment is fundamental for our emissions, decarbonizing our transportation • The introduction of our carbon-light product The significance of animal welfare and conservation in socio-economic development lines, kicked off by Restora and Restora Ultra organizational growth. In FY 2023, the within CSR initiatives is often overlooked and fleet, running 2.5 GW-worth of our operations on aluminium options, gives a preview of the company reported 13 fatal incidents. In deserves more attention. It is crucial to embrace the projects across India RTC-RE, becoming 100% water positive, planting many more innovative green products being response, we have greatly strengthened our "One Health" approach, which emphasizes the more than 7 million trees (as a part of WEF’s One developed, including green copper.Critical Risk Management programmme for interconnectedness of people, animals, plants, and Trillion Trees programme) and ensuring that 21

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Message from the ESG Committee Chairperson Dear Stakeholders, • Inclusion of members from the Some significant achievements that we that will have the greatest impact on our transgender community into our have made during the year are: water usage. At Vedanta, we strive to establish ourselves as a workforce, • Our GHG intensity (TCO e/INR Mn) has sustainability leader in the natural resources • Submission of a pledge to plant 7 million 2 In line with our commitment towards Under our “Transforming for sector while we continue to create long-term reduced by nearly 30% from FY21 becoming fully water-positive, we have value for our stakeholders. Given the dynamic trees, making us the first South Asian and • RE usage has increased by four times collaborated with TUV-SUD to develop a Good” vision, we work across shift in customer requirements, it is imperative Indian metal and mining company to do since FY 2021 and by 14 times since roadmap for successfully achieving this the three pillars of that we stay ahead of the curve while also so, and FY20 goal. Through this partnership, we are Communities, Planet and The instituting the change processes to achieve a • Establishment of dedicated ESG forums confident that we will continue to make a Workplace, and we have future that integrates sustainability into all our across business units, which is a first for Our Green Metals initiative marks our foray positive impact on SDG 6. practices. This means reimagining established any company. into building a green product lineup that aligned nine discrete ways of working – right from how we extract can answer the world’s urgent need for Promoting Diversity, Inclusivity, and organisational aims under resources to how we engage with communities During the year, we made considerable lowering GHG emissions in the Gender Parity in the Workplace these pillars. and our employees. strides towards fulfilling our responsibility as hard-to-abate sectors. Our first Green conscientious caretakers of nature’s wealth Aluminium product "Restora" and "Restora Creating equal opportunities for all Under our “Transforming for Good” vision, we through our enlightened environmental Ultra" are both low-carbon products and employees, regardless of their gender, race, work across the three pillars of Communities, impact mitigation and renewal programmes, offer our customers an option for meeting or sexual orientation, is critical to building a Planet and The Workplace, and we have aligned and our also through our social outreach their own sustainability goals. During FY diverse and inclusive workforce. With this nine discrete organisational aims under these initiatives. This is reflected in our report, 2023, we have also launched a pilot goal in mind, we have initiated several pillars. The articulation of these aims has helped which underscores our commitment to project for producing copper from significant programmes that aim to revamp to give definite shape to our sustainability efforts, sustainability across all areas of our recycled copper, thereby further reducing the composition of our workforce and and we use them as a base for formulating micro operations. our carbon footprint. We have also cultivate a culture of inclusiveness. targets, designing appropriate interventions and committed to fuel switch programmes, by leveraging interlinkages to achieve holistic Achieving Net-Zero Carbon using 5% biomass in our thermal power In FY 2023, our talent management outcomes. Emissions plants and launching pilot programs at programmes were led by the target of We remain resolute in our efforts towards a multiple sites to decrease GHG intensity. recruiting more than 50% women With our purpose and values firmly in mind, we sustainable future and will continue to take employees in the workforce. The drive to have made good progress in FY 2023 against our significant action to reduce our carbon Our goal of decarbonizing 100% of our create a more gender-balanced workforce three strategic pillars, and I am delighted to footprint. With a target of achieving net-zero LMV fleet by 2030 and 75% of our mining is taken a step farther by our V-Lead present some of the major achievements of the carbon emissions by 2050 or earlier and a fleet by 2035 is driven by the adoption of programme, which aims to identify year. 25% absolute reduction in greenhouse gas electric fleets. To achieve this, we have high-performing women employees for CXO These include: emissions by 2030, we have developed a partnered with GEAR India to deploy roles. Our Ambavgarh Dialogue annual comprehensive four-lever strategy focused numerous electric vehicles and e-forklifts programme, which grooms high-performing • The introduction of our eco-friendly aluminium on renewable energy, fuel switch, energy across our various sites. Moving forward, women employees for the next level has, in product line, and process efficiency, and carbon offsets. we will continue to build connectivity in fact, earned recognition from industry • Successful implementation of electric vehicles It is an enormous undertaking, and we have the renewable energy and green metals associations like the Society for Human in our underground mines and shop floors, laid out a phased plan against which we are sectors as we work towards reducing our Resource Management (SHRM) and • Initiation of a 100% renewable making steady progress. carbon footprint. PeopleFirst. U.K. Sinha energy-powered plant, Non-Executive Independent Director Chairperson of ESG Committee 22

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Dear Stakeholders,• Inclusion of members from the Maximizing water use efficiencythat will have the greatest impact on our To ensure that our efforts towards I believe that with our substantial and transgender community into our Nearly 67% of our plants are located in water usage. inclusivity are sustained and impactful, we comprehensive action plans already rolled At Vedanta, we strive to establish ourselves as a workforce, water-stressed areas, which underlines have established our first Diversity and out, Vedanta is well-positioned to be a sustainability leader in the natural resources • Submission of a pledge to plant 7 million the need for systematic and scientific In line with our commitment towards Inclusion (D&I) Council. This effort, coupled leader of choice for customers, employees, sector while we continue to create long-term trees, making us the first South Asian and management and conservation of this becoming fully water-positive, we have with the launch of the People Community of business partners, and stakeholders, all value for our stakeholders. Given the dynamic Indian metal and mining company to do precious resource. We are pleased to collaborated with TUV-SUD to develop a Practice, aims at incorporating globally working towards a sustainable future. shift in customer requirements, it is imperative so, and report that in FY 2023, we have already roadmap for successfully achieving this benchmarked HR practices to build a more that we stay ahead of the curve while also • Establishment of dedicated ESG forums reduced our net freshwater goal. Through this partnership, we are equitable workplace. instituting the change processes to achieve a across business units, which is a first for consumption has decreased by more confident that we will continue to make a future that integrates sustainability into all our any company.than 11.32% since FY 2021 – both of positive impact on SDG 6.Moving Forward practices. This means reimagining established which are significant milestones on our Vedanta's sustainability journey has seen ways of working – right from how we extract During the year, we made considerable journey towards water positivity.Promoting Diversity, Inclusivity, and significant progress in establishing an ESG resources to how we engage with communities strides towards fulfilling our responsibility as Gender Parity in the Workplaceframework that is aligned with our long-term and our employees.conscientious caretakers of nature’s wealth An even greater accomplishment for us Creating equal opportunities for all goals. We are pleased to inform our through our enlightened environmental this year is that we have become employees, regardless of their gender, race, stakeholders that our achievements in the Our goal of decarbonizing Under our “Transforming for Good” vision, we impact mitigation and renewal programmes, water-positive at four of our sites, owing or sexual orientation, is critical to building a ESG space have also been recognised by work across the three pillars of Communities, and our also through our social outreach to the increased usage of renewable diverse and inclusive workforce. With this ESG rating providers. Vedanta's 100% Planet and The Workplace, and we have aligned initiatives. This is reflected in our report, energy, which has, in turn, helped to goal in mind, we have initiated several performance in the DJSI rating has nine discrete organisational aims under these which underscores our commitment to reduce water consumption significantly. significant programmes that aim to revamp significantly improved this year, with our of our LMV fleet by 2030 pillars. The articulation of these aims has helped sustainability across all areas of our In addition, we have installed zero liquid the composition of our workforce and score rising from 62 to 76, across all three and 75% of our mining fleet to give definite shape to our sustainability efforts, operations.discharge plants and sewage treatment cultivate a culture of inclusiveness. ESG dimensions. As a result, the Group has by 2035 is driven by the and we use them as a base for formulating micro plants at various locations to accelerate secured the sixth position in the global targets, designing appropriate interventions and Achieving Net-Zero Carbon our journey towards water positivity. In FY 2023, our talent management sustainability rankings for the metals and adoption of electric fleets leveraging interlinkages to achieve holistic Currently, we recycle 31% of the water programmes were led by the target of mining sector. outcomes. Emissionswe use, but there is still a long way to go.recruiting more than 50% women With our purpose and values firmly in mind, we We remain resolute in our efforts towards a employees in the workforce. The drive to The efforts of our 14 Communities of have made good progress in FY 2023 against our sustainable future and will continue to take As an additional lever of change, we create a more gender-balanced workforce Practice have been instrumental in driving three strategic pillars, and I am delighted to significant action to reduce our carbon have stepped up on improving our is taken a step farther by our V-Lead our sustainability agenda forward, and we present some of the major achievements of the footprint. With a target of achieving net-zero operational efficiencies, and digitally programme, which aims to identify are confident that their continued efforts year.carbon emissions by 2050 or earlier and a mapping our water consumption, high-performing women employees for CXO will help us achieve our 2030 ESG targets 25% absolute reduction in greenhouse gas thereby reducing overall water roles. Our Ambavgarh Dialogue annual quicker. These include:emissions by 2030, we have developed a consumption. The Dariba Smelting programme, which grooms high-performing 67% • The introduction of our eco-friendly aluminium comprehensive four-lever strategy focused Complex is a prime example of how women employees for the next level has, in The coming decade will be the most of our plants are located product line, on renewable energy, fuel switch, energy digital mapping is helping us identify fact, earned recognition from industry challenging one for the metals and mining • Successful implementation of electric vehicles and process efficiency, and carbon offsets. areas where we can reduce water associations like the Society for Human industry, but we also believe more in water-stressed areas in our underground mines and shop floors, It is an enormous undertaking, and we have consumption. In this way, we can make Resource Management (SHRM) and opportunities will emerge than risks, giving laid out a phased plan against which we are informed decisions and prioritize actions PeopleFirst. us greater leverage to drive long-term value. • Initiation of a 100% renewable making steady progress. energy-powered plant, 23

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Our collaborative approach helps to Stakeholder Engagement build healthy stakeholder At the heart of the stakeholder engagement relationships and to drive business process lies the determining of issues that growth. Along with our are material to our business from the stakeholders, we co-create environmental, social and governance solutions for the benefit of society perspectives. These issues also reflect the and the environment. The collective needs and concerns of our stakeholders. In capacity and experience of our 2023, a Group-wide materiality assessment stakeholders, from multiple exercise was carried out, along with similar industries, geographies, exercises at three of our BUs. The broad contributes towards transforming process followed is delineated below: our business. • Circulation of interview guides and It is important for us to know how our questionnaires among the identified groups of stakeholders. business decisions, activities and performance are likely to affect or be of • Arrangment of stakeholder meetings by significant interest to our stakeholders. relevant departments within Vedanta. Their key insights help us navigate • Capture of the feedback given and the challenges, seek opportunities, find suggestions made purpose in what we do, and lay the Feedback and Analysis Knowing our foundation for a more inclusive and This is a significant step in the stakeholder sustainable future. engagement process to understand Stakeholders qualitative and quantitative inputs collected Stakeholder mapping on material topics through interviews, focus We distinguish between stakeholders on group discussions, surveys and site visits. the basis of whether our activities directly or indirectly affect them. To map this The process includes: accurately we follow the steps given below: • Tracking and recording (questionnaires and interviews) stakeholder’s views • List the stakeholders involved in the company's value creation process. • Observation and analyzation of every group stakeholder’s response to • Classify stakeholder groups as internal or determine the top material issues for external after proper organization-wide each group of stakeholders. consultation and review. • Development of materiality matrix based on the significant material aspects determined by the responses and interactions among the stakeholders. 24

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Stakeholders consulted to prioritize the topics based on how it impacts Vedanta Internal Stakeholders Internal Stakeholders Employees Senior management Senior management FGDs on site online interviews/survey 94 43 External Stakeholders Senior management FGDs on site Customers 1,421 Suppliers External Stakeholders Business Partners Customer survey CSR partners and Communities FGD Investors & Lenders 35 175 Suppliers survey Regulators interview & survey Community 43 16 Regulators Business partners FGD Industry forums survey 84 2 NGO & Civil Society Investors / Lenders survey 7 Academic Institutions survey 4 Industry Forums Civil Society survey Academic Institutions 13 25

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Stakeholder Engagement Mechanism Community Employees Investors and NGO & Industry Forums, Regulators Lenders Civil Society Suppliers, Customers, Business Partners) How We Engage How We Engage How We Engage How We Engage How We Engage How We Engage The Company has established a The Company interacts through: The Company has an active The Group has implemented Vedanta ensures the consistent Our engagement with regulatory comprehensive social Channels on teams, broadcasting investor relations team that multi-stakeholder initiatives and implementation of its code of business bodies includes participation in framework as a key to engaging on whatsapp, Chairman, Vice consistently provides public partnerships with international conduct by having company personnel government consultation with local communities. The Chairman, CEO townhalls, disclosures on economic, social, organisations to align with the conduct in-person visits to customers, programmes. The Vedanta Group Social Performance Steering Focussed Group Interactions as and environmental performance. expectations of the global suppliers, and vendors. In order to engages with national, state, and Committee (SPSC) employs a the primary mode of engaging The team provides regular updates sustainability agenda. Any key maintain contractual integrity, a vendor regional government bodies at cross-functional approach to with employees. We follow a to stakeholders through investor concerns or trends from scorecard is meticulously maintained. the business and operational community engagement multi-dimensional approach to meetings, site visits, conferences, engagements with international, The company's commitment to levels both directly and through through community group career and leadership and quarterly result calls. national, and local NGOs are enhancing the overall customer industrial associations. meetings and village council development through V-Lead and reported to the relevant experience is evident through the regular meetings. ACT-UP programmes. The Company organises annual community of practice. administration of customer satisfaction Key Expectations general meetings to engage with Conferences and workshops are surveys and meetings, along with prompt Community needs/social impact Chairman’s workshops, our key financial audience that is, conducted as needed. actions taken to address any gaps that assessments are developed to Chairman’s/CEO’s town hall shareholders, investors and are identified. • Compliance with laws undertake need-based meetings, and plant-level lenders. To enable stakeholders to Key Expectations Key Expectations • Contributing towards the community projects. We are meetings are organized raise their concerns, a dedicated economic development of increasing our community periodically to improve contact channel has been • Expectations of being aligned the nation outreach via public hearings, performance on material issues assigned: [email protected] and with the global sustainability • Consistent implementation of the grievance mechanisms, and pertinent to Vedanta. [email protected] agenda code of business conduct and ethics cultural events. Anil Agarwal • Ensuring contractual integrity, data Foundation provides We have established an event • Compliance with Human Rights privacy philanthropic support to such management committee and a Key Expectations engagements. welfare committee to help with employee engagement initiatives • Consistent disclosure of Key Expectations through employee training, and by economic, social, and organising other outreach environmental performance activities. • Undertaking need-based community infrastructure projects • Increasing the reach of Key Expectations community development programmes • Safe Workplace • Improved training on safety • Provision of jobs and other means of livelihood • Increased opportunities for career growth • Improving the grievance mechanism • Increasing the gender diversity of the workforce 26

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Approach to Materiality Assessment Issues identified as being of material importance for Vedanta help to determine MATERIALITY FRAMEWORK the strategy and actions around our In determining our material topics, we have economic, environmental, and social considered the following frameworks: impact, and significantly influence our future roadmap. In FY 2023, we undertook a thorough evaluation of all material topics that carry Sustainability Accounting significance for our internal and external Standards Board (SASB) stakeholders. This assessment has played a crucial role in appraising the risks and opportunities we face, and has contributed towards the refinement of our ESG strategy. The comprehensive assessment follows MSCI ESG the principles of double materiality which involves assessing the impact of Vedanta on stakeholders Materiality based on the GRI (Global Reporting Initiative) Universal Standards, as well as evaluating the impact of ESG topics on Vedanta. This two-pillar approach considers both our S&P Global ESG Materiality organization's impact on the economy, environment, and society, and the reciprocal impact of society and the environment on our organization. Vedanta conducts materiality assessment every two years, and reviews the material issues annually. Furthermore, we maintain a continuous and robust International Council on Mining and engagement with our stakeholders, recognizing Metals (ICMM) Principles their substantial influence on our business. Regular interactions with them enable us to understand their perspectives and promptly respond to evolving market dynamics, ensuring we stay ahead of potential risks. 27

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Step 1: Identifying List of Material Topics Step 5: Preparation of Materiality Matrix Step 6: Finalisation of Materiality Matrix The process of identifying industry material topics involved multiple The stakeholder responses were carefully analysed and mapped into a materiality matrix, In the validation phase, the results of the materiality steps. Initially, material topics were identified based on deploying two axes to evaluate the material issues, with the X-axis depicting the impact assessment underwent a thorough review by Vedanta's recommendations from four industry-specific standards i.e. SASB, on Vedanta’s business, and the Y-axis depicting impact on stakeholders. senior management team and was signed off by the ESG MSCI, S&P Global and ICMM. These standards served as references ManCom chaired by the Chief Executive Officer (CEO). This for determining the relevance of various topics. On the X-axis, impact on business has been projected and assigned varying weightages critical step ensures the accuracy and completeness of the based on their relative influence. This process helped determine the high-priority materiality matrix. Next, a peer review was conducted to review sustainability topics that material issues and their impact on Vedanta's operations. were considered material by peer companies of Vedanta. Finally, a During the review process, the senior management team mutually exclusive and cumulatively exhaustive (MECE) list of 26 On the Y-axis, the business prioritization was reviewed, considering the nine aims adopted carefully examined the findings and insights derived from material topics were prepared to streamline and prioritize the material by Vedanta as part of our strategy, ESG-related risks within Vedanta's Enterprise Risk the assessment. At Vedanta, ESG ManCom reviews and topics for Vedanta. Management (ERM) framework, and the boundary of these material topics across the approves the material issues in fortnightly meetings. These value chain. issues are then shared with all relevant functions and teams Step 2: Gathering Stakeholder Inputs to plan their execution. As part of our annual assurance Total of 26 topics were shortlisted as being material for Vedanta, Based on their impact, the material issues were classified as high, medium, or low priority, process, a third party validates our materiality approach and which then had to be prioritized. To help in this prioritization, a diverse each requiring a distinct management approach. This classification allows for focused assesses its relevance in the context of our business and range of internal and external stakeholders were consulted, and their attention and tailored strategies to address the identified material issues effectively. industry sector. inputs were reviewed from the perspective of impact on them, as well as, on the organization. As many as 1,933 stakeholders were engaged in the process, and the interaction methods included interviews, focus group discussions, surveys, and site visits. Community engagement These interactions provided both qualitative and quantitative inputs, & development allowing us to understand the stakeholders' perceptions regarding Vedanta's impact on the environment and society, in relation with to their own interests and concerns. Water management Air emissions & quality Step 3: Risk and Opportunity Assessment s An in-depth analysis of identified material topics was conducted, to determine the potential impact of these topics on our ability to Biodiversity & ecosystems execute the 'Transforming for Good' strategy with a specific focus on eholder Indigenous people & topics that could have significant financial implications. cultural heritage Waste Management Business ethics & Corporate Health, safety & tak Long-term growth Governance well-being These topics were then assessed against the risk threshold as & profitability Land Acquisition, Human rights Labor Practices defined in Vedanta's Enterprise Risk Management matrix. The Rehabilitation and Closure Risk Management & Controls assessment allowed us to evaluate the level of risk associated with each topic and develop appropriate mitigation strategies. Impact on S Innovation and R&D Climate change & Decarbonization Pandemic response & preparedness Data Privacy Tailings Management Diversity and inclusion Step 4: Priority and Impact Assessment and Cybersecurity Responsible advocacy To prioritize material issues, we analysed the responses from various Product Materials Talent attraction stakeholders and conducted a risk assessment. A scoring stewardship Management & and retention methodology was employed to evaluate the severity and likelihood of Circularity Learning & Development Sustainable and inclusive supply chain each issue. Based on this analysis, the material issues were classified Macro-economic and as high, medium and low priority. geopolitical context Our prioritization approach considers both financial materiality, Impact on business focusing on topics that have a high influence on the enterprise value, and impact materiality, considering issues with a significant impact on High priority Medium priority Low priority stakeholders, the economy, environment, and people. By considering both financial and non-financial impacts, we aim to bring a Sustainable and Inclusive Supply Chain, Tailings Management have shifted from issues of high material impact to medium impact comprehensive and balanced approach to evaluating the significance Indigenous People & Cultural Heritage have shifted from issues of high material impact to low impact of these issues, as well as the associated risks and opportunities. 28

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Mapping Materiality matters to ESG Aims Mapping Materiality Matters with Vedanta’s Enterprise Risk Framework To ensure harmony and synergy with the overall organizational direction, an evaluation was conducted to verify that all ESG-related risks identified as principal and emerging risks within the risk management framework are in alignment with Transforming Communities Transforming the Planet Transforming the Workplace the high priority material topics. This evaluation aimed to confirm that the identified risks and material topics are in alignment, promoting a Aim 1 Aim 4 Aim 7 comprehensive and integrated approach to risk Indigenous Peoples and Cultural Heritage Climate Change and Health, Safety and management and sustainability. Land Acquisition, Rehabilitation Decarbonization Well-being and Closure Additionally, this exercise allowed us to evaluate emerging risks, megatrends, and regulations in terms of their significant impact on our business Aim 2 Aim 5 Aim 8 model and key value drivers, including revenue Community Engagement Water Management Diversity and Inclusion growth, margins, and capital requirements. These and Development Talent Attraction and Retention topics were assessed against Vedanta's risk Learning and Development tolerance, as defined in our Enterprise Risk Labor Practices Management (ERM) framework. For instance, climate change and decarbonisation are both high-priority material topics and a "principal risk" in Aim 3 Aim 6 Aim 9 our ERM framework, with potential wide-ranging Community Engagement Waste Management Business Ethics and impacts on our business. and Development Biodiversity and Ecosystems Corporate Governance Air Emissions and Quality Risk Management By integrating materiality assessment with ERM, we and Controls are able to align the sustainability strategy with the Tailings Management risk management framework and address our ESG impact more effectively. This integration informs our internal decision-making process, by taking into account a wider range of metrics such as changes to profitability, liquidity, and capital High Impact Topics for our External stakeholders Key Material Topics provisioning. Governance of the materiality assessment ensures that this process is well-regulated and structured. 29

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Material Issue Business Case Impact (Cost, Business Strategies Risk, Revenue) Climate Change & Transitioning to a lower-carbon economy requires extensive changes in policies, regulations, Risk Our climate change strategy and roadmap prioritize net-zero emissions by aligning our financial capital allocation Decarbonization technologies, and markets to address mitigation and adaptation requirements related to climate framework and social values with the goals of the Paris Agreement. The roadmap consists of four stages: change. Depending on these changes, transition risks may pose varying levels of financial and a) From 2021 to 2025, we aim to reduce GHG intensity (TCO e/MT) of our metal businesses by 20% compared reputational risks to the Company. Increasing regulatory change and investor pressures aimed 2 at limiting or reducing GHG emissions are likely to impact the Company’s operations due to to the FY 2021 baseline, with cumulative progress assessed in FY 2025. increased costs for fossil fuels, levies for emissions exceeding permitted levels, and increased b) Between 2021 and 2030, our focus is on creating renewable energy capacity. By FY 2030, we aim to establish administrative costs for monitoring and reporting. For instance, the Carbon Border Adjustment enough capacity to provide 2.5 GW of round-the-clock (RTC) renewable power for our facilities. Mechanism will be applicable for our Aluminium as well as Iron & Steel business. The Company c) From 2026 to 2030, we expect to achieve a 25% reduction in absolute GHG emissions compared to FY 2021. would need to account for the carbon content of its products and potentially pay additional This reduction will be measured against the baseline as we actively pursue decarbonization. taxes for imports into countries implementing CBAM. Also, CBAM could potentially increase the Company’s risk exposure due to decreased market access. d) Beyond 2030, we will intensify the deployment of emerging technologies and expand our renewable energy capacities. These efforts will propel us towards becoming a net-zero carbon business by FY 2050. Workplace Health Maintaining a safe work environment is a top priority for our company. Unsafe conditions lead to Risk We have implemented processes and checks to identify and mitigate hazards. Our employees undergo rigorous & Safety absences, loss of productive hours as well risk of reputation loss. To ensure the well-being of training to understand the risks associated with their work. The Safety Community of Practice oversees the our workforce, we prioritize creating a safe workplace that promotes their health and safeguards implementation of these measures throughout our organization. their overall well-being. This commitment is fundamental for our organizational growth and the positive impact we can make on society. In FY 2023, the company reported 13 fatal incidents. Our safety framework is comprehensive and includes 17 safety performance standards and 20 health and safety technical and management standards. To validate our commitment, all our operational facilities and sites have By prioritizing health and safety, we build trust with our employees and other stakeholders. A obtained prestigious certifications such as ISO 45001 and OHSAS 18001. strong health and safety record demonstrates our responsibility as an employer and showcases our caring nature. This enhances our reputation in the industry and positions us as an employer We have also initiated a Critical Risk Management program aimed at identifying and prioritizing critical risks, of choice. Consequently, we can attract and retain talented employees who value their allowing us to focus our efforts on effectively managing and mitigating them. Furthermore, we are currently in the well-being. process of overhauling our safety standards under the VSF initiative, ensuring continuous improvement and alignment with the best practices in the industry. Water Water is a critical input for Vedanta’s operations and has the potential to disrupt operations, to Risk Vedanta has comprehensive water management strategy in place at operations to ensure that fair allocation of Management impact productivity of staff as well as to impact revenues and logistics. With operations in both water is maintained for key municipal, agricultural and industrial users in the regions where the Company operate water-stressed areas and areas prone to flooding, change in water availability is a material risk in. Vedanta has undertaken significant initiatives to progress towards becoming water positive: for businesses like BALCO, HZL and Cairn Oil and Gas. a) Site-specific roadmaps are being developed, which involve identifying projects both within and outside the There could be water-related stakeholder conflicts, due to which, availability and accessibility of Company’s premises to improve the Company’s water positivity ratio. Four sites have attained water-positive the water with required quality for our operations and stakeholders will be impacted. These status (HZL, IOB, Cairn India and BMM). impacts can result in: b) To reduce freshwater usage, the Company is banking on technology deployment across our sites for process improvement and recycling of wastewater. a) Decrease in the capacity utilisation of operation resulting in productivity losses c) As part of their integrated watershed management initiatives (IWMI), the Company is creating rainwater b) Legal conflicts resulting in loss of credibility and reputation of the Company. harvesting and groundwater recharging projects for communities to improve freshwater availability. c) Higher financial burdens and increase in specific water cost of product due to high degree of pre-treatment if quality is the issue and handling, storage issues if availability is the cause of the conflict. 30

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Progress against our Goals Mapping Materiality Matters to Stakeholder Impacts and Expectations Material Topics Material Topics Water Waste Management Management Page Number: 63 Page Number: 68 Impact, Risk, Opportunity Impact, Risk, Opportunity External Stakeholder Impact on External Stakeholder Impact on Community Community, Customers Interest from: Employees, Business Interest from: Senior Management, Partners, Community, Customers, Industry Employees, Business Partners, Community, Forums, Regulators Customers, Industry Forums, Regulators Impact Areas: Society & Environment Impact Areas: Society Impact Impact Negative Positive Output Metric: Water withdrawn(cu.m) and Output Metric: Waste diverted from landfill As part of our ongoing commitment to water replenished (cu.m) 29,930,371 (in metric tonnes) ‘Transforming for Good’ by transforming the planet, communities, and workplace, Impact Valuation: Net Impact Ratio Impact Valuation: Environmental Value Lost we have developed an ESG scorecard to track our progress toward our aims Impact metric: Ratio of Water Impact Metric: Avoidance of productive land and targets. This helps us monitor our replenishment to water withdrawn used for landfill in Ha performance and take corrective action Performance: Water positivity ratio: 0.62 Performance:173.17 Ha avoided in FY 2023 wherever necessary. 31

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Transforming Communities Aim 1 Aim 3 Keeping community welfare at the core of business decisions Uplifting over 100 million women and children through Education, Nutrition, Healthcare, and Welfare Key Performance Sustainability Performance Material Indicators Goals in FY 2023 Matters Key Performance Sustainability Performance Material Indicators Goals in FY 2023 Matters Impact FY 2025: Zero social Zero Category 4 social incidents Management incidents category 4 Four Category 1 social incidents Nand Ghar FY 2025: 4,533+ Nand Ghars and above st (Number of Nand 19,000 Nand Ghars built till 31 March Ghars to be 2023 Transparency & FY 2025: Become Security Community of Community completed) FY 2030: Trust signatories and Practice formed and initial Engagement and 29,000 Nand Ghars Community participants in VPSHR work has started Development Engagement and Education, Nutrition, FY 2030: 11.74 million women Development FY 2025: Annual 100% businesses Healthcare and 48 million and children uplifted human rights assessed (desktop) for Welfare (Number of assessment across human rights risks. women and children Envisioned: all the businesses to be uplifted 100 million for External expert agency through Nand Ghar long term contracted to conduct initiatives) human rights assessment across all businesses and develop a roadmap to close gaps. Work to be conducted in FY24. Aim 2 Empowering over 2.5 million families with enhanced skillsets Key Performance Sustainability Performance Material Indicators Goals in FY 2023 Matters Skilling FY 2025: 0.6 million families Community (Number of families 1.5 Million families skilled Engagement and to be impacted Development through skill FY 2030: development and 2.5 million families training) 32

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Transforming the Planet Aim 4 Aim 5 Net-carbon neutrality by 2050 or sooner Achieving net water positivity by 2030 Key Performance Sustainability Performance Material Key Performance Sustainability Performance Material Indicators Goals in FY 2023 Matters Indicators Goals in FY 2023 Matters Absolute GHG FY 2030: 25% 9% higher than FY Net water FY 2030: Net Water positivity emissions (% reduction 2021 baseline positivity water positivity ratio: 0.62 reduction from FY 2021 baseline) Freshwater FY 2025: 15% 11.32% reduction consumption reduction from FY21 baseline GHG Emissions FY 2025: 20% 6.25 TCO e/Tonne (% reduction from 2 Intensity reduction of Metal vs 6.45 FY 2021 baseline) (% reduction from TCO2e for FY 2021 Water FY 2021 baseline) (base year) Management Water-related FY 2030: Zero Zero category 4 and 5 Renewable Energy FY 2025: 500 MW of 230 MW RTC incidents category 4 and 5 incidents related to (use RE RTC or RE RTC or equivalent equivalent used incidents related water in FY23 equivalent) to water FY 2030: 2.5 GW of RE RTC or equivalent Water recycling (%) FY 2025: 33% 29.3% Climate Change and Decarbonisation LMV FY 2025: 50% LMVs 35 LMV's deployed Decarbonisation across BUs (% LMVs) FY 2030: 100% LMVs EV Purchase Policy introduced for all employees - 48 EVs purchased by employees across all BUs Capital Allocation FY 2030: US$ 5 billion US$ 66.7 million spent for transition to on environment-related net zero capital expenses Hydrogen FY 2030: To be as fuel Commitment to undertaken accelerate the adoption of hydrogen as a fuel and seek to diversify into H fuel or 2 related businesses 33

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Transforming the Workplace Aim 6 Aim 7 Innovations for a greener business model Prioritising safety and health of all employees Key Performance Sustainability Performance Material Key Performance Sustainability Performance Material Indicators Goals in FY 2023 Matters Indicators Goals in FY 2023 Matters Fly ash FY 2025: Sustain 204% Fatalities (No.) FY 2025: Zero 13 (12 contract workers, (utilisation) 100% utilisation 1 full-time employee) Legacy fly ash FY 2030: Zero 44.42 million Waste legacy ash tonnes Management Lost Time Injury FY 2025: 10% 0.52 (10.3% YoY Frequency Rate reduction reduction) Waste Utilisation FY 2025: 100% 164% (LTIFR) (year-on-year) (High volume, low toxicity) Total Recordable FY 2025: 0.98 TRIFR 1.20 Tailings dam audit FY 2025: 100% 1. Site assessment Tailings Injury Frequency per million man hours and findings closure facilities completed. Management Rate (TRIFR) (30% reduction from 2. 60% closure of FY 2021 baseline) findings of stage FY 2030: 0.8 TRIFR per 1 study million man hours Biodiversity FY 2025: 100% Baseline studies to Risk locations reviewed for determine biodiversity Occupational FY 2025: In progress Health, Safety and biodiversity risk risk completed Health Management Health performance Well-being Systems standards Biodiversity and implemented and part Biodiversity FY 2025: Determine Target related to Ecosystems of VSAP the feasibility of NNL/NPI to be set commitment to by FY24 No-Net-Loss or Exposure FY 2025: To be Net-Positive-Impact Monitoring Employee and undertaken (NNL/NPI) targets community exposure FY 2030: Implement monitoring to be roadmap to achieve completed No-Net-Loss or Net-Positive-Impact Exposure FY 2030: No employee In progress prevention exposure to red zone areas Employee FY 2025: Mental health 100% completed well-being programme in place for all employees FY 2025: 100% of 100% completed eligible employees to undergo periodic medical examinations 34

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 8 Aim 9 Promote gender parity, diversity, and inclusivity Adhere to global business standards of corporate governance Key Performance Sustainability Performance Material Key Performance Sustainability Performance Material Indicators Goals in FY 2023 Matters Indicators Goals in FY 2023 Matters Gender diversity FY 2030: 20% women 14% Safety Programme FY 2025: Rubaru is to Critical risk (% women in the for Business be introduced at all management FTE workforce) Partners Business Units across programme rolled out Vedanta for all employees and business partners Gender diversity FY 2030: 40% 9.1% Sustainable and (% women in women Supply Chain GHG FY 2025: Work with Commercial CoP Inclusive Supply leadership roles transition long-term, tier 1 constituted to Chain in FTE workforce) suppliers to submit address supplier their GHG reduction chain related ESG Diversity and strategies issues (including Gender diversity FY 2030: 30% 28.34% inclusion GHG emissions) (% women in women FY 2030: Align GHG decision-making reduction strategies bodies in FTE with our long-term workforce) tier-1 suppliers Training on Code FY 2025: Continue to 100% completed of Conduct cover 100% of Gender diversity FY 2030: 10% 13% employees (% women in women technical Business Ethics leader/shop floor % Independent FY 2025: 50% 50% and Corporate roles in FTE Directors on Board Independent Directors Governance workforce) on Board as per SEBI requirements % gender diversity FY 2025: 25% 25% on the Board 35

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE As a globally recognized and Strategy: Our Sustainability Implementation Roadmap offers diversified mining business, comprehensive guidance to mine teams, assisting them in aligning our primary focus lies in their sustainability goals with corporate objectives, implementing ensuring the implementation sustainability interventions, reporting performance and financial of sustainable mining elements such as reduced cost and increased profitability. It also provides direction on integrating mine-specific factors like lifecycle practices throughout all our stage, mineral type, extraction methodology, and land ownership operations across the world. into goal-setting and intervention design, enabling each mine to We firmly believe in the prioritize issues and tailor solutions to its specific requirements responsible utilization of natural resources and the preservation of the environment for future Exploration • Conducting ESIA studies generations. • Develop mine closure plan To demonstrate our dedication to Development • Incorporating local community environmental stewardship, we have needs, environmental and social risk taken significant steps to align our mitigation actions into the mine plan operations with internationally accepted standards. This involves a comprehensive approach that integrates environmental Sustainable considerations into our everyday Operational • Develop annual and long term targets Mining operations. Through ongoing • Design interventions related to energy evaluation, monitoring, and waste, climate, biodiversity, human collaboration with stakeholders, we rights, etc. strive to continuously enhance our • Develop a plan to execute different environmental management initiatives for stakeholder engagement practices. By doing so, we aim to minimize the potential environmental • Review and report performance impacts of our mining operations, preserve biodiversity, and contribute Site Closure • Our site closure plan is centered to the long-term well-being of the around empowering the local communities and ecosystems in community through training and which we operate. collaboration with external organizations, fostering local development opportunities 36

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Our closure plans are carefully developed, considering the following aspects: • A comprehensive understanding of the operating Adequate financial resources are allocated to environment, encompassing socio-economic, cover closure and rehabilitation activities, cultural, and environmental factors, as well as ensuring the successful execution of the legal and regulatory requirements for closure. closure plan, regardless of whether it occurs as planned or prematurely. We continuously update • Evaluation of various closure options, the closure plans and associated cost considering criteria such as environmental estimates to adapt to evolving circumstances in impact, reputational risk, socio-economic mine development, operational planning, factors, and community considerations, with a environmental and social conditions, clear rationale for selecting the preferred option. stakeholder expectations, and advancements in techniques and technologies. To enhance • Assessment of the primary risks and transparency and accountability, we provide opportunities associated with the chosen regular reporting on the implementation of our closure option. closure plan and site rehabilitation. Progress against the closure plan is communicated • Extensive consultation process involving internal openly and regularly to all internal stakeholders and external stakeholders, recognizing the and relevant external parties. importance of community involvement in plan development. This ensures that their Furthermore, all subsidiary companies and expectations are understood, managed, and that operations under Vedanta Ltd. adhere to the they are informed about any residual impacts stipulations concerning decommissioning and resulting from decommissioning and site closure procedures. They ensure that the post-closure activities. mechanisms employed for decommissioning and site closure align with international • Our commitment to mine closure including social closure initiates even before the commencement standards, such as the IFC performance of mining operations and remains an ongoing standards, IFC EHS Guidelines, ICMM principles, process throughout the entire life cycle of the as well as impact assessment and consultation mine. Our closure plans are built upon the processes where applicable. technical standard for site closure, which encompass prioritizing safety and stability, Vedanta has successfully completed the fostering socio-economic transition, and closure of a single site: Lisheen, in Ireland back contributing to risk mitigation efforts. in 2015. There have been no recent mine closures for Vedanta. 37

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Sustainable growth means In this section finding an equilibrium between Aim 1 our progress and the surrounding • Keep community welfare at the core of communities. At Vedanta, this is business decisions the simple truth that we live and work by. Aim 2 • Empowering over 2.5 million families with As one of the world’s largest producers of enhanced skillsets key metals and oil and gas, we provide the resources on which nations build their Aim 3 present and conceive their futures. As an agency of growth, we help to stretch the • Uplifting over 100 million women and children boundaries of human potential. Equally, we through Education, Nutrition, Healthcare and carry the responsibility of conducting our Welfare business in a sustainable and equitable way. We deeply value the social license to KEY HIGHLIGHTS operate that communities entrust in us. We honour and maintain this trust through Local procurement improved to our commitment to causing no harm to communities, by sharing the benefits of 40% Transforming our business and growth, and through open communication, empathetic engagement and proactive conflict Communities resolution. 4,533 Our conscious approach is to make better Nand Ghars completed the lives of those we touch, for true progress happens when all move forward. We have set ourselves the goal of eempowering more than 2.5 million Launch of Nutribar: families with augmented skillsets and A millet-based uplifting over 100 million women and supplement to eliminate children through education, nutrition and malnourishment in healthcare. We co-create progress, we six months build trust, and we give back with responsibility. 38

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE SDG Board Board Committees POLICIES Social Performance, Human Rights, CSR, Indigenous Peoples ESG Committee CSR Committee STAKEHOLDERS IMPACTED Local Communities, Vendors/Suppliers/Business Partners Executive Management TARGET ESG ManCom CSR ManCom Aim 1 Implementation Zero social incidents Signatories and Annual human rights category 4 and above participants on VPSHR assessment across all the businesses Social Performance Steering Community of Practice (CoP) Committee (SPCC) Human Rights Community Development Aim 2 Skilling (Families impacted 1.5 million 2.5 million Community Grievance Community through skill development Infrastructure and training) families by FY 2025 families by FY 2030 Security practices Indigenous people Resettlement and Aim 3 Land Acquisition Uplifting over 29,000 100 million Nand Ghars to be completed women and children through Education, by FY 2025 Nutrition, Healthcare and Welfare 39

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 1 Keeping community welfare at the core of business decisions Key Material Issues Driving accountability through top-down ownership and effective implementation Community Engagement & Development Human Rights We have established a three-tier concerns, and can respond in a iii. Strategies are in place to ensure system for managing our coordinated manner to build local procurement and local community relations and these community trust. SPSC consists of employment. exist at every individual site. The representatives from functions that iv. That a coordinated stakeholder ownership for smooth conduct of include: External Affairs/Public engagement strategy is in place Mining is a high-stakes endeavour, involving heavy community relations lies at the BU Relations, Operations, Security, CSR, that involves relevant internal investment, long operating periods, changes to CEO-level and it flows down to the Human Resources, HSE, Finance, and teams like CSR, External Affairs, habitats and close dependence on local site-level staff for effective Corporate Communications. and Security, among others populations. The social license to operate - implementation. represented by the surrounding communities’ The SPSCs help ensure: We have a dedicated social approval and cooperation in the carrying out of A cross-functional "Social i. Social incidents are investigated, performance management team Performance Steering Committee" and that the resolution of grievances on-site and an established grievance mining activities, is thus a crucial part of our (SPSC), chaired by the BU CEO or happen in a timely manner. redressal framework for handling our business, and vital for carrying on operations. site-head, has been established at ii. Individual sites take proactive or community relations effectively. all our sites to ensure that site remedial actions on grievances management is fully aware of raised by the community. community expectations and Implementing social performance management onsite Social Performance Community Liaison Grievance Manager (SPM) Officer (CLO) mechanism cells • Present at each site • Supports the SPM • Works through well-defined • Ensures implementation of social procedures to address • Act as a liaison between community grievances performance principles on-site company and community transparently and promptly • Cordinates the • Maintains regular communication, community-company interaction addresses community concerns and anchors initiatives through prompt interventions 40

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Managing community relations through consultation framework We give shape to the three pronged Localised community engagement Collaboration with communities Local capacity building strategy of No Harm to Communities, Building Trust and Benefit Sharing by actively engage with our host Identifying the affected communities Need Assessment Handholding & capacity building communities throughout the lifecycle of our projects, from planning to site closure and beyond. Our approach is to Implmenting Stakeholder Engagement Plan Tailored project design Grievance Redressal co-create positive alternatives so that livelihoods and living conditions improve over time, and communities become Information sharing Optimised investment Reporting & communications economically independent. By seeking community input and implementing targeted investments, we aim to foster positive relationships, Across all our businesses, we follow a findings and subsequent actions interactions, which proves crucial in the address concerns, and contribute to localized community consultation and communicated back to relevant event of staff rotation or turnover. This sustainable development. need assessment route. We actively stakeholders for their input. To ensure practice safeguards the interests of engage in open dialogues with continuity and transparency, we maintain both the community and the company. communities residing near our mines, comprehensive records of all community Our strategy around building and maintaining facilities, and proposed projects, to meetings, commitments, and significant ‘Social license to Operate’ rests on these understand their developmental and foundational elements livelihood needs and design appropriate interventions. Such a direct engagement Building trust approach recognizes each community’s • Open and consistent communication unique needs and aspirations. Through • Stakeholder engagement this approach we empower communities, 52 100% promoting local capacity-building, and Production assets with community • Grievance management ensuring that the community's needs and expectations are met. Assets consultations No harm to communities • Health, Safety, Environmental impacts Two-way communication mechanisms • Loss of land and resettlement are in-built into the system whereby there • Human rights is systematic capture and documentation of any questions, complaints, grievances, 2 Benefit sharing or incidents raised by communities. 100% Similarly, site-level staff also file reports Development Development projects • Local employment opportunities and community incidents and concerns Project with community • Local procurement opportunities are discussed in larger employee • Welfare and community development meetings. These reports undergo consultations programmes thorough investigations using standardized procedures, with the 41

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Resettlement and Land Acquisition At the start of a new project, 1 Restoring Lives and Communities: Vedanta's commitment to Resettlement and Rehabilitation in Lanjigarh land acquisition and resettlement are two critical Minimizing the activities that require sensitive acquisition of land handling of community 2 concerns and expectations. Disclosure of Resettlement is done in those displacement cases where communities are eligibility and in close proximity to the mines 3 entitlements Grie At our Lanjigarh facility, we have been working to improve their lives as they gain new skills that resettle and rehabilitate 261 families that have can help them create a better future. or operational sites and are at v risk of adverse impact. Identification of ance R been displaced due to our project-related Project Affected activities. The resettlement and rehabilitation People (PAP) Vedanta follows a well-defined 4 edr has been meticulously planned over several Technical Standard for Land years, under the guidance of the Government of and Resettlement Development of essals Odisha. New housing, employment opportunities Livelihood Restoration Resettle and rehabilitated Management and Grievance & Resettlement Action for each household, and compensation for the Mechanism, to facilitate Plans land/crops affected, has been agreed on, with cohesive handling of 5 the whole process being carried out in 261 families project-affected communities' accordance with our Land Acquisition & physical and economic Implementation & Resettlement standard. Site teams have resettlement. Comprehensive Monitoring of plan provided alternative homestead lands, socio-economic and homebuilding assistance, employment environmental impact opportunities, and cash payments in lieu of assessments are done to We acknowledge the potential human employment. A total investment on INR guide our actions and impacts of resettlement as: minimize biodiversity-related 130,720,000,000 is being made that includes impacts. Throughout the • Loss of productive land payments for land purchase, Resettlement course of these exercises, we • Loss of employment and income colony construction, R&R package, R&R actively engage with the subsistence allowance, trainee stipends, and • Loss of housing skill-development training. Additionally, `45.60 communities to understand and manage their concerns • Loss of access to common resources and million has been allocated for ongoing skill and expectations and to be public services development training. These efforts just and fair in our handling of • Social fragmentation demonstrate Vedanta's commitment towards the transition. providing fair compensation to those affected by The human aspects of displacement involve our business activities, and the involvement that movement from an individual’s home and we have in their proper resettlement and familiar environs to a resettlement location. This is a consideration under Vedanta's rehabilitation so that these families and large Cultural Heritage Land Acquisition and communities are not disadvantaged. Rather they Resettlement Standards, and is used as a can leverage the changed circumstances to Guidance Note for all our operations to better understand and handle such aspects. 42

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Indigenous Peoples Rights Mineral-rich regions in India and in many parts of the Corporate approach to engagement with indigenous peoples world are often home to indigenous peoples, who share deep bonds with the forests and tracts of land that contain this mineral wealth. Dependent on forest produce Identifying Principles of Commitment to Audit and and to certain unique ways of living, these indigenous affected good protect and assessment of groups are repositories of knowledge, cultures, and indigenous engagement of preserve relocation / practices that are distinctive and not part of the peoples indigenous cultural heritage resettlement mainstream. At Vedanta, we hold great regard for the peoples from the rights, cultures, knowledge, interests, and aspirations of adverse impacts Indigenous Peoples. Our commitment lies in establishing of local robust and enduring relationships with Indigenous activities communities and to promote their socio-economic development. In all those areas of our operations that are contiguous to Understanding Free prior and Grievance habitations of indigenous people, we try to ensure that the local context informed mechanisms there is no negative impact on people’s specific rights to for engaging with consent protect their cultures, traditional lifestyles, and close ties indigenous (FPIC) with land and water. Preserving cultural heritage is a peoples fundamental component of our commitment to effectively manage our social impact. Our corporate actions align with the UN Declaration on the Rights of Indigenous Peoples and ILO Convention 169 on Indigenous and Tribal Peoples. These international frameworks provide guidance on respecting the rights and safeguarding the well-being of indigenous and vulnerable tribal groups. To understand their perspectives and needs, we actively In the fiscal year 2019, we conducted an independent assessment to evaluate the Free, Prior, and engage in dialogue and implement impact management Informed Consent (FPIC) requirements alongside the existing rigorous Indian regulations designed to processes that are designed after two-way consultations and have the support and agreement of affected protect the rights of indigenous communities. The study indicated that certain aspects of the Indian communities. We have established the programme regulations align with the principles of FPIC. Where there are gaps, we are actively developing internal design, risk management controls and supporting standards to ensure our compliance and uphold our commitment to FPIC. This exercise highlights our information needed to avoid, reduce, and in some cases determination to follow well-regarded standards and best practices to ensure that our organization uses compensate for adverse project impacts on indigenous all means possible to protect the best interests of the indigenous peoples. peoples and our approach is based on fairplay, whereby their marginalized status is not exploited, and standardized, internationally mandated mechanisms, No incidents of violations were reported against the indigenous peoples over the last three years. based on fair market value, are used. Refer, Restoring Lives and Communities: Vedanta's commitment to Resettlement and Rehabilitation in Lanjigarh 43

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Human Rights Given the nature of our industry, human rights Cultural Rights (ICESCR), International Bill of standards as well as applicable been developed in reference to the International assume great significance. We are sensitive to the Rights, and ILO. We report on the potential impact statutory requirements concerning Finance Corporation (IFC) Performance need for following high standards of human rights of our operations on human rights and outline business integrity, labour and human Standards and International Council on Mining within our business and are dedicated to our methods for recognizing and minimizing rights, health, safety and environment and Metals (ICMM) guidelines. safeguarding these rights throughout our value associated risks. In 2023, Vedanta initiated the chain. Human dignity and the dignity of work is well revision of our Social Performance Standard, Human Rights Training aligned with our core values and central to the encompassing human rights prerequisites. This vision. Vedanta’s reputation and relationships with move facilitates collaboration with our Annual training programmes are held to 81% employees, local communities, suppliers, stakeholders to further advance our commitment acquaint employees and contractual People trained on customers, investors, governments, is directly to upholding human rights.Further, we are a workers with our Human Rights policy Human Rights influenced by our human rights actions. member of the United Nations Global Compact and Code of Business Conduct and and abide by its 10 principles. Ethics. This is to make our employees Violations of human rights can lead to reputational and contractual workers aware of their damage, legal disputes, and strained relationships. By articulating our human rights approach in an rights and responsibilities and ways of 818 On the other hand, when we respect human rights, inclusive way, the policy also serves as a recourse in case of infringement of Suppliers Assessed uphold the dignity of labor, ensure fair treatment guidance on issues pertaining to labour rights rights. The trainings are also aligned for our workforce, and provide a safe and secure and industrial elations, and aids strategic with our guidance notes, which have working environment, we foster trust, cultivate a decision-making. social license to operate, and establish a foundation for sustainable business practices. Our pursuit of being the gold standard for workforce-focused policy development does not Human Rights Due Diligence Process This exercise covers our own operations, our Upholding high values through our Human end here. We also take cognizance of the Modern To minimize the risk of human rights value chain and other activities related to our Rights Policy and Code of Conduct Slavery Act, and have been complying with the infringements, we conduct a business. Human Rights due-diligence is an Vedanta’s core value of Respect finds reflection in Modern Slavery Act (UK) or MSA since 2016. We company-wide due diligence exercise integral part of our risk assessment process our approach to human rights. Driven by the conduct periodic and systematic updates and bi-annually to systematically identify when acquiring new business relations(of objective of setting an industry benchmark in the audits to ensure that our vendors and supply potential human rights risks and their entities that are part of the Group by virtue of area of human rights, the policy was updated in chain are entirely free of slave labour. Each of our likely fallout. mergers, acquisitions, joint ventures etc.). 2023 and is recognized and applied across the vendors and suppliers are mandated to provide a company. The 2023 update was developed in MSA self-declaration. consultation with external and internal experts, Our Code of Business Conduct and Ethics Tracking and communicating Integrating findings reviewed by the Company's HSES and ESG (COBE) is aligned with all relevant national laws performance and potential impacts ManCom's respectively and members of Vedanta's and regulations. Every year, all employees and Senior Management Team, and approved by business partners have to give a positive Vedanta's Board of Directors. Vedanta affirmation that they continue to adhere to the incorporates human rights considerations into its Assessment of actual strategies for social management, environmental requirements of COBE. Additionally, COBE is a and potential impacts management, health and safety, security, and mandatory part of our contract agreeements and (i.e. human rights risk human resources. Our policy adheres to the our business partners have to abide by the as Remediation of Our effective assessment) United Nations Declaration on Human Rights, UN well. adverse impacts human rights due diligence process Guiding Principles of Business and Human Rights Our Supplier Code of Conduct helps ensure that Commitment to (the Ruggie Principles), Universal Declaration of all third parties, including their employees, agents Vedanta Human Rights Human Rights (UDHR), the International Covenant and representatives who have a business & Labor Rights Policy on Civil and Political Rights (ICCPR), and the relationship with Vedanta, are bound by industry International Covenant on Economic, Social, and 44

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE with fairness and respect. Of all sites that were assessed, 30.7% were identified to have potential human rights issues. The company has not 100% 100% caused nor contributed to any human rights violation, and therefore, no Operational sites high risk sites have Own remediating actions were expected. assessed mitigation plans Employees Potential Human Rights Risks Identified and Mitigation actions taken Local Forced labor, human Women Communities trafficking, child labor, Potential human rights risks Mitigation actions Freedom of association, Right to collective bargaining, equal Health and safety • Policies and standards to reduce the risk level in high-risk areas. remuneration, • Structured monitoring, a review mechanism and a system of positive compliance reporting are in place discrimination, • Vedanta Critical Risk Management programme will be launched to identify critical risk controls and to measure, environmental impacts monitor and report control effectiveness and anti-corruption • 100% (VSAP and AO audits) sites are ISO 45001:2018/OHSAS 18001 certified and are audited by the third party once in three years • Implemented AI cameras (T-Pulse system) for reporting of unsafe acts/conditions automatically Third-party Children • Geo fencing to ensure unauthorised entries in most critical operational areas employees Hours, wages and leave • Roaster system for monitoring and capturing time-in and time out Freedom of Association • Compliance with the Modern Slavery Act (UK) or MSA since 2016 Indigenous Forced labour • Child and forced labour policy people Child labour • Vedanta Sustainability Assurance Programme Module assessment, and all units are annually audited by a third party under VSAP The figure above shows the actual or potential human rights • Digitised entry systems issues covered/identified and the Groups at risk from the • Inspections and audits of all key suppliers and problematic issues are communicated to the contractor, human rights issues covered/identified. and undertakes • Sustainability screening on human rights and child labour, environment, and labour aspects for all new suppliers and contractors Human Rights Assessment Discrimination • Sensitisation and training for all employees 1 to conduct • Established an Internal Complaints Committee (ICC) In FY2022, we used the Global Compact Self-Assessment Tool human rights assessment at all our sites. The assessments were carried out • Strict adherence to policy on discrimination and harassment by cross functional site teams headed by site heads, including functional site • Grievance mechanism leaders. The tool assessed site conditions on various thematic parameters such as management approach, health safety impacts, labour rights – Common Practices: including human trafficking, forced labour, child labour, right to collective bargaining and freedom of association, equal remuneration, discrimination, • Established Social Performance COP at group level anti-corruption, and the rights of vulnerable groups. Through this • A functional Social Performance Steering committee (SPSC) at all sites. assessment, we identified areas for development. Site level policies and • Each site has a Social Performance Manager (SPM), whose role is to drive the implementation of social performance principles at the location. plans have been modified and updated to ensure that human dignity is • Implemented standards on: Human Rights, Social Performance, Stakeholder Engagement, Grievance Mechanism maintained in our day-to-day operations, and that every employee is treated • Our suppliers adhere to the Supplier & Contractor Sustainability Management policy and supplier code of conduct 1 Global Compact Self-Assessment Tool. Developed by the Danish Institute for Human Rights, the Confederation of Danish Industries, the Ministry of Economic and Business Affairs and the Danish Investment Fund for Developing Countries 45

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Artisanal and Security Practices Right to Freedom of Living Wage Small-Scale Mining It is our goal to become Association signatories to Voluntary Principles Paying fair and commensurate wages 2022, we conducted an initial We understand the on Security and Human Rights We make no distinction between to our workers is another aspect of assessment that has given us a environmental and social (VPSHR) by 2025. To achieve this employees on our payroll and the respect that we have for our baseline against, which we are now risks associated with goal, we have established the contractual workers. We follow a workforce. Living wage methodology drafting a living wage policy to be artisanal and small scale Security Community of Practice, comprehensive system of serves as a common model for incorporated across our businesses. mining, more so in the which is responsible for contractual labour management evaluating and determining the we have been offering significantly emerging economies where implementing the requirements of and employee well-being minimum pay level that is acceptable higher remuneration to our workers, government regulations may the VPSHR. We conduct trainings practices and standards that are and fair to give for a basic number of across all our sites and have easily not be as stringent. for our security personnel on a common across all our locations. working hours and coverage of surpassed the minimum wage levels. regular basis, as they are our first We endorse the right to freedom families’ basic needs, we have In 2023, we are aware that no line of defence and first informers of association. Transparent and referred to “The Asia Floor Wage” By FY2030, we aim to set the living related sector artisanal in cases of human rights fair discussions between union framework as our standard. This wage across all our operational mining took place adjacent to transgressions. To raise representatives and management framework assesses the wage sites and to assess the wage our production sites at any of awareness about human rights, are initiated to form collective standards necessary for families to structure of full-time employees, the locations. However, we and emphasize the importance of bargaining agreements. These afford suitable housing, basic contractors, business partners and understand the risk of responsible security practices, we discussions cover remuneration, nutritional needs of a worker, suppliers. Such an assessment will artisanal mining lies in the proactively engage with both allowances, working conditions, education, healthcare, and savings. In help us to identify those pockets geographies that we work in. private and public security forces, incentives and bonuses, health within the workforce that earn below Going forward, we intend to promoting dialogue and sharing and safety, manpower productivity, the norm and to bring them at par engage with local our corporate approach to among others. with normalised wage levels. governments to increase enhance the overall security awareness on environmental environment. & social impacts of small-scale mining. 26% of workforce covered by collective bargaining agreement (full-time employees) 46

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Local Employment Local Procurement The approach that we take in engaging with the Along with our focus on employment, we Project Utthan boosts employment opportunities in Kalahandi and Rayagada local communities that are proximate to our actively engage with local vendors and mines and plants is founded on a few key levers. suppliers, wherever possible. By sourcing education and employment, fostering goods and services locally, we contribute growth and development in these regions. Creating employment opportunities: This is the to the growth and sustainability of local foremost lever through which we ensure that the businesses, and stimulate economic benefits of our business extends to the people activity within the region. As a part of our Local employment living in the vicinity. There are various ways in targeted CSR initiatives, we endeavour to Project Utthan is committed to creating which employment opportunities are created. In generate direct employment through our jobs for educated youth in Kalahandi and created for remote areas, we make sure that eligible people operations and to encourage indirect Rayagada, with a focus on graduates. from the local population get recruited. We also employment. By training local populations Recently, they recruited 73 young 4,000 conduct vocational and skill development in skills and trades where business individuals from these districts for roles trainings for local youth and housewives as part opportunities exist and where they can at an alumina refinery, 43 from Kalahandi, individuals of our income generation activities. Further, the commercially transact with the company, and 30 from Rayagada. In a ceremony at CSR programmes offered under our CSR policy we help to build a positive ecosystem of Bhawanipatna Town Hall, Ms. P Anwesha take a bottoms-up community engagement employment generation and sourcing and Reddy, the District Collector, handed out approach and our employment generation procurement that works beneficially for appointment letters to the Kalahandi activities are customized to the needs of the local both us and our dependent communities. recruits, marking the beginning of their populations, with project design and delivery In this way, we foster long-term economic careers and underlining their dedication done in consultation with the beneficiaries. In progress in the regions where we operate. to local youth employment. The program certain cases, even senior management includes additional training to nurture positions maybe filled by individuals from nearby their skills and promote growth into communities, given our commitment of providing leadership roles. commensurate employment. Our operations in other geographies contribute to job creation and Since its inception, Vedanta Lanjigarh growth of the local economy by recruiting a has employed over 270 graduate significant percentage of our workforce from the country where our operations are based. students from Kalahandi and Rayagada INR 351.16 in both technical and non-technical billion spent on positions. Many have risen to managerial roles, enriching the company's pool of local procurement capable local employees. Over the years, approximately 4,000 individuals from these districts have found employment in technical roles, significantly boosting rural incomes and 21% developing the talents of local youth Share of local people in who might not have had such opportunities otherwise. Project Utthan Project Uthhan - NSW at Lanjigarh - employment senior management positions Graduate youths from Kalahandi and continues to bridge the gap between Rayagada trained under Project Uthhan at the operating site level 47

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Flagship programme: Nand Ghars Nourishing Futures: Empowering Children with Multi-Millet Nutri-Bars • Early childhood education Innovative teaching tools are employed to deliver quality pre-school education to children aged three to six years, laying a strong foundation for their Anil Agarwal Foundation, the philanthropic arm of Vedanta future. As a key component of our ingredients for six days of the week Ltd., focuses on several key areas, including Nand Ghar flagship project, Nand Ghar, which over a period of six months. The Nutrition, Healthcare, Education, Women Empowerment, and • Skill and entitlement Women are empowered through skill development focuses on the well-being of distribution of these bars is Animal Welfare. The foundation's marquee CSR project, programs and market linkages, enabling them to children and women, a nutrition focused on three blocks in Nand Ghar initiative aims at transforming the lives of millions earn a sustainable livelihood and improve their initiative was recently introduced. Varanasi, namely Sewapuri, of children and women in India. With a comprehensive vision socio-economic status. The pilot project that started in Arajiline and Kashi Vidyapeeth, and a model Anganwadi approach, the foundation aims to 2023 is planned for 6 months benefiting nearly 50,000 children provide holistic development opportunities through • Building as Learning Aid since then and involves the attending the Anganwadis, education, healthcare, nutrition, and skill training. The foundation's comprehensive approach aims to uplift Nand Ghars are constructed or upgraded with distribution of nutrient-rich including Nand Ghars, across communities and create a sustainable impact. state-of-the-art technology, serving as centres for multi-millet bars to children, 1,400 locations daily. holistic development and learning. The initiative has aimed to enhance their overall already been impacting the lives of 240,000 development. This effort aligns The expected outcome is: Vision children and 180,000 women annually, with a target • To create a positive differentiator to reach 1,200,000 children and 900,000 women by with the Government of India's in improving the daily nutrient Anil Agarwal Foundation aims to positively impact the lives 2024. The foundation aims to expand its reach POSHAN Abhiyaan, which of 70 million children and 20 million women across 1.37 significantly by providing a comprehensive support emphasises the importance of intake of children million Anganwadis in India. This transformation is nutrition. The Prime Minister, Shri system that strives to break the cycle of poverty • To boost children’s cognitive progressing through the implementation of Nand Ghars, which offer best-in-class curriculum delivered via televisions and empower vulnerable communities across India. Narendra Modi, has officially development designated the year 2023 as The for e-learning, doorstep healthcare services, hygienic • To reduce absenteeism while pre-cooked meals for nutrition, and customised skill training International Year of Millets. This increasing enrolment in programmes to economically empower women throughout significant declaration pre-schools at centres the country. emphasises the crucial role of millets in the development of a Model Anganwadi Approach nutritious and healthy diet, specifically aimed at addressing The Nand Ghar initiative focuses on various essential concerns related to malnutrition. aspects of child and maternal welfare: In support of the government's • Maternal and Child Health initiative, Vedanta has introduced a nutri bar as part of its efforts to Through trained Maternal Health Visitors (MHVs) and strengthening government delivery systems, primary enhance the nutritional intake of healthcare services are provided, ensuring the well-being children aged three to six years, of mothers and children. by complementing government-provided meals. This • Nutrition Healthy and nutritious food is provided to reduce initiative follows a 6x6x6 model, malnutrition, ensuring that children receive proper delivering multi-millet bars nourishment for their growth and development. containing six power-packed 48

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 2 Aim 3 Empowering over 2.5 million families Uplifting over 100 million women and children through with enhanced skillsets education, nutrition, healthcare and welfare Key Material Issues Community Engagement & Development Women Empowerment Project Nayi Kiran - Menstrual Health Management In the four years since its launch, BALCO has spent At Vedanta, we believe that the well-being of the close to INR 170 million and the project has now communities where we do business is crucial for the reached over 48,000 individuals, including women, long-term prosperity of our company. Communities give us men, adolescent girls, and boys. The project has indeed proven to be a ray of hope, as its name the social licence to operate and are therefore a top Menstrual health and hygiene play a significant role in priority in our efforts to strengthen our bonds and gain womens’ health and wellbeing and in safeguarding promises, spreading awareness and dispelling myths trust and support. Building and maintaining a social license their dignity, privacy and self-worth. However, about menstruation and truly ‘Transforming Together’ menstrual health has often been a subject of social as it has been overwhelmingly embraced by the to operate is essential for the long-term sustainability of stigma, particularly in rural India, leading to low community across 45 neighboring communities at our operations; which, in turn, provide employment awareness, poor access to menstrual hygiene BALCO, covering all the 5 blocks of Korba district viz. opportunities, stimulate local economies, and contribute to products and lack of support and understanding from Korba, Podi Uproda, Kartala, Pali and Katghora. The local development through various community other family members. success of the project lies in its multi-level outreach development initiatives at the site level. and its use of powerful local influencers like SHG BALCO realized the gravity of this issue, and its ability women, health workers and adolescent youth leaders to limit the potential of young women. To address this to drive the message home. problem, the company partnered with Sarthak Jan The project’s success has been driven by certain key Vikas Sansthan (SJVS) to launch Project Nayi Kiran in 2019. The project objectives were developed on the levers: recommendations of the need assessment study conducted by TARU Leading Edge and sought to: Use of multiple modes of communication • Raise awareness about menstruation, hygienic The primary project objective was to demystify all the practices and product choices among women and misinformation around menstruation and highlight its In FY 2023, we young adolescents and important stakeholders biological and health-related role for women, so that it allocated `4,460 and community members would be viewed as a natural bodily process requiring million to various appropriate attention. The change which was sought community • Build capacity, so that awareness initiatives could required both attitudinal and behavioural change, and programmes, multiply and penetrate deeper to reach the means of outreach were thus diverse, with the positively impacting marginalized and less accessible groups like intent of communicating strongly and repeatedly. the lives of 44 differently abled girls and women From door-to-door campaigns to nukkad nataks; million people. Over the past five years, • Foster leadership among women, adolescent girls school awareness sessions to gram sabhas – the we have spent and even young men to spread the message far message was communicated to people across `17.5 billion for this and wide. genders and age. same purpose. 49

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Creating Leaders Korba have been transformed into Community Infrastructure To initiate and sustain the social and MHM-friendly environment through such behavioural change across communities, it training. The first ever MHM session for was important to engage powerful local specially-abled students has also been Reviving Indigenous Handicrafts - Dhokra Craft and Saura Art influencers so that a chain of learning and organized at Korba’s only government school for the differently abled. sensitization could be built. More than 600 of employment, enabling them to earn a livelihood in their villages. In FY23, Dhokra SHG women and frontline health workers (including anganwadi and ASHA workers), Creating MHM infrastructure and Saura artists achieved INR 0.7 million adolescent girls and boys were trained as BALCO has established four Swastha in sales, resulting in an average 15% growth in household income. Vedanta also ‘Master Trainers’ on Menstrual Health Suvidha Kendra’s (SSK centres) as a Vedanta Lanjigarh initiated a mission to revive launched an online art gallery to increase Management (MHM). Involving “Men in one-stop solution point for MHM. It is two traditional art forms, Dhokra metalwork and market reach and visibility. Menstruation” by training adolescent boys driven by adolescent leaders and Saura tribal paintings, which carry immense and youth from the community was a functions as a platform for counselling cultural significance in India's history. In calculated step to create inclusive buy-in and and capacity building where girls and Vedanta's efforts in reviving indigenous Lanjigarh's Kankeri village, artisans struggled to handicrafts, Dhokra craft, and Saura art, to present MHM as a ‘community’ health and women come to learn and further sustain their craft, pushing many to abandon not only preserved these traditions but well-being issue, thereby creating empathy propagate the knowledge that they gain their ancestral skills for migrant labor. Similarly, also economically empowered the artists. with the woman’s situation. The community on menstruation. the future of Saura art in Odisha was uncertain. Through training, marketing support, and now takes the lead by organizing Vedanta recognized the need to preserve these financial assistance, the project MHM-friendly gram sabhas, that carry forward The impact created by the project has art forms and took proactive steps. the work of spreading awareness and building been life-changing, and the community transformed the lives of artists in Kankeri support, and is a testimony to the positive village and beyond, attracting attention has driven through Nayi Kiran with great To support the artisans, Vedanta provided from local authorities, leading to essential change that has been achieved. momentum as it answers a heartfelt training in contemporary designs using modern infrastructure development and inclusion need. So far, more than 48,000 techniques, enhancing their ability to create of social schemes. Transitioning to Hygienic Menstrual Health community members have been marketable products. The company facilitated Practices their participation in events, exhibitions, and art sensitized on MHM; more than 600+ The project has successfully created community leaders shows, promoting and selling their work at awareness about menstrual hygiene across a better prices. Financial assistance and financial wide cross section of young girls and women, literacy training empowered the artists to introducing them to menstrual health manage their earnings effectively. products and aids. As a cost-effective and The impact of the Dhokra Art Revival project easy option, we have initiated the ‘Stitch My has been substantial. A community of poor Own Pad Campaign’ under this project migrant laborers in a remote Kalahandi jungle wherein 30 SHG women and adolescent girls village transformed into thriving, prosperous have been taught methods of making artists. Household incomes increased by over reusable cloth pads. This has also opened up 50% since the project's inception. Recognizing business opportunities for the SHG women. its success, local authorities extended government social schemes to the village, As a part of the school awareness sessions, including access to electricity and LPG adolescent girls have been sensitized about connections, and improved essential menarche and ways to manage it better. More infrastructure. than 50% of the block-level government secondary and higher secondary schools of Expanding the project to other villages, Vedanta aims to prevent artists from migrating in search Dhokra art - Tribal couple A bronze sculpture depicting a tribal couple 50

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Sports and Culture Microenterprises Promoting Archery for Student Development in Lanjigarh Economic Prosperity through Microenterprises Sports play a vital role in the growth and c) Equipment and Uniform Support The transformational narrative of economic Operating under the nurturing umbrella of development of students, contributing to Vedanta has facilitated the progress of empowerment has unfolded with the launch the 'Heart with Fingers' (HWF), known as WIP, their mental well-being and physical 30 archery students by providing them of DAICHI brand, spearheaded by Ms. Priya the initiative witnessed a remarkable surge. fitness. Vedanta recognises the with essential equipment and uniform Agarwal, the Chairperson of HZL as a The Dairy Processing Unit exemplified this importance of sports and has been kits. This support ensures that they have commitment to fostering economic growth growth, recording a staggering 6-fold actively supporting archery in Lanjigarh to and innovation. increase in milk intake within a mere 8 enhance the performance of students in access to the necessary resources for months, surging to 600 liters per day. The this discipline. Archery is deeply rooted in their training and participation in The venture commenced with the cumulative yearly results were equally tribal culture and acts as a motivator for competitions. establishment of the Sakhi Pickle Unit at impressive as 1,42,941+ liters of milk were youths to engage in the training Rudrapur and the Sakhi Namkeen Unit at procured, yielding 35,495 liters of butter milk programme. As a part of this initiative, Zawar. This visionary move led to the and 489 liters of ghee annually. Vedanta provides extensive assistance to creation of 12 exciting snack variants and 5 talented students, offering equipment, diverse pickle options. These culinary The DAICHI initiative also extended uniform kits, and certified trainers to offerings not only delighted palates but also partnerships, contributing to INR develop their skills so that these students symbolized a commitment to diversity and 15,100,000 in convergence through can excel in archery. culinary excellence. collaborations with PNB Housing, NABARD, and Capri Global. The DAICHI story serves These efforts have yielded significant Expanding its reach beyond traditional as a beacon of hope, illustrating how results. The project's achievements markets, DAICHI introduced a novel economic prosperity is not just a concept, include: 'Store-in-Store' concept at Udaipur's but a tangible reality. Rooted in commitment, Celebration & Paras Mall. showcasing innovation, and community, the journey a) National Level Performances DAICHI products in a setting that seamlessly embodies the potential of microenterprises Of the 100 students trained, 18 blends tradition with modernity. The success to elevate lives and reshape destinies. students from Lanjigarh have of this concept has led to the establishment successfully qualified and participated of 10 additional 'Store-in-Store' outlets and 290 Sakhi Haat, fusing innovation with in various archery championships at the accessibility. Women Engaged national level. This accomplishment showcases their A pivotal facet of DAICHI's journey is the 12 dedication and the effectiveness of the 'Business Sakhi' initiative, where economic Microenterprises training provided. landscapes transformed as sales reached an impressive INR 4,373,000 in FY 23. This b) State Level Competitions milestone, however, represents more than INR 33.1 million The supported students have excelled just numbers – it reflects the collective in state-level competitions, securing a dedication of Sakhis, whose efforts Business Turnover remarkable 85 medals; 26 gold, 25 contributed to a total income of INR 3,337,000. With three distinct brands – silver, and 42 bronze, highlighting their Upaya for apparels, Daichi for food, and 200+ exceptional performance and the Guaum for dairy – a vibrant ecosystem Products Range impact of Vedanta's support. emerged, weaving dreams of prosperity. (Textile, Food & Animal Feed) 51

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Future growth should be impact In this section neutral for the environment if life Aim 4 on Earth is to continue. This undeniable truth is the conundrum • Net-carbon neutrality by 2050 or sooner that businesses must solve. As an AIM 5 industry leader we have taken on this challenge proactively, and set • Achieving net water positivity by 2030 ourselves key zero impact goals – AIM 6 to reach Net Carbon Zero by 2050, become Net Water Positive by • Innovating for a greener business model 2030 and to achieve Net Positive Impact for all sites designated as KEY HIGHLIGHTS critical habitats. GHG Intensity Our net-carbon neutrality strategy uses a mix of reduce and replace to achieve its 6.25 TCO e goal, by switching to alternate fuels and per tonne of metal 2 renewable energy, through LMV (4% lower from FY 2021 baseline) decarbonization and by altering our operations and processes to become more Transforming environment-friendly. Our water positivity goal takes a multi-level ~164% route including the adoption of less recycling of our HVLT waste the Planet water-intensive technologies, embedding circularity and replenishing water in watersheds and other community sources. We have taken the No Net Loss and Net 39.29 Positive Impact commitments to ensure GJ/INR million that we leave behind a greener footprint. energy intensity We are on a mission to make mining compatible with sustainable living and we are tackling the task through innovation, 4 meticulous planning and a science-based approach. water positive business units (HZL,IOB, Cairn and BMM) 52

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE SDG Board Board POLICY Environmental Policy, Energy & Carbon, Water Management Policy, Tailings Management Policy, Biodiversity Policy ESG Committee STAKEHOLDERS IMPACTED Employees, Local Community, Civil society, Industry, Governments Executive Management TARGET ESG ManCom Aim 4 FY 2025: FY 2030: 20% reduction in GHG intensity of 25% reduction in absolute emissions by 2030 (baseline: FY2021) Implementation metals business (baseline: FY2021) 2.5 GW of RE RTC or equivalent 500 MW of renewable energy mixmix 100% of LMVs decarbonised 50% LMVs to be decarbonised Aim to spend US$5 billion by 2030 to accelerate transition to Community of Practice (CoP) Achieve energy savings of 10 million GJ net-zero Commitment to accelerate adoption of hydrogen as a fuel and seek to diversify into H2 fuel or related businesses Topics Covered Aim 5 Energy FY2025: FY 2030: 15% reduction in freshwater consumption (Baseline: FY2021) Net water positivity Climate Change Zero category 5 incidents related to water 10% increase in the water recycling rate (Baseline: FY21) Water Waste Aim 6 FY 2025: FY 2030: Biodiversity Sustain the fly ash utilisation at 100% Zero legacy ash 100% low toxicity, high volume generated waste to be utilised All tailing facilities audited and critical Tailings actions closed with real-time monitoring Review of site biodiveristy risk across all our locations 53

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 4 Net-carbon neutrality by 2050 or sooner Key Material Issues For such attempts to be effective and levels, causing certain regions to become copper, lead, lithium, manganese Climate change and decarbonisation real, it must be collaborative and more water stressed than earlier. This can etc are making the transition to coordinated, and businesses have a lead to situations of conflict with other green energy technologies leading role to play. As a metals and stakeholders, as competition increases possible. The importance of our role mining company, climate change can for shared and dwindling water resources, in determining the next course in affect us in several ways. Here we leading to serious operational hurdles human history thus makes it doubly understand what these are and and even jeopardising our social licence important for us to adopt a Climate change is the single biggest challenge facing evaluate the repercussions: to operate over the longer term. low-carbon path to our growth. As humanity today. From rising sea levels that threaten an organization, we are committed catastrophic floods to searing heat waves that cause Disruption of business as usual More regulations leading to higher to reaching Net Carbon Zero by droughts and wildfires, the global temperature rise Extreme weather events like operating costs 2050 or potentially earlier. has triggered a chain of events that is likely to change hurricanes, floods, droughts can Governments across the world have Earth forever. Caused by human activities, the onus disrupt mining operations and been tightening regulatory and We have already put in place a and responsibility for arresting climate change and damage infrastructure, making it compliance requirements as climate definitive course of action with our mitigating its impact also lies with us. difficult to extract and transport change gains in severity, and global decarbonisation and energy use minerals. This, in turn, can disrupt the consensus for taking emphatic action, targets identified for 2025 and 2030. These targets have been supply chain for metals, while also builds. Measures like carbon pricing, significantly increasing costs for additional regulations to reduce developed through a thorough, metals and mining companies. greenhouse gas emissions maybe science-based assessment. To introduced in the future. This will further reach our goals, we have developed Water scarcity and conflicts increase costs and affect the profitability a comprehensive climate change Climate change-related water of the company. strategy and roadmap, which scarcity can also affect the includes an extensive climate risk The role of metals in the low-carbon assessment and scenario analysis. processing of metals. Mineral extraction and purification processes economy Our FY 2030 and FY 2050 GHG extensively use water. However, The low-carbon economy cannot come reduction commitment targets are changing weather patterns have into being without the use of metals and aligned with the 2C Science Based Target Initiative (SBTi) scenario. triggered variability in precipitation rare earth minerals. Metals like aluminium, 54

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Climate Governance Climate change is considered a crucial 4-stage GHG Reduction Roadmap aligned We are fully committed to becoming a "Net Zero Carbon" organization by 2050, or Net GHG emissions of governance issue at the Board level, and with 2⁰ C scenario. potentially even sooner. To achieve this goal, the Company has identified four key 3.31 MTCO e against 2 FY 2021 baseline and it is regularly discussed in various levers that will help us to reduce GHG emissions and meet our 2030 emission contexts such as strategy discussions, targets. These levers will pivot around renewable energy deployment, switching to 14.73 MTCO e against 2 business performance, investment low-carbon or zero-carbon fuels, improving energy and process efficiencies, and 2012 baseline decisions, and the assessment of From 2021 to 2025, we plan to reduce purchasing carbon offsets for residual emissions. scenario triggers and signposts . The GHG intensity (TCO e/MT) of our metal 2 Board members bring diverse expertise businesses by 20%, with the cumulative from sectors including resources, energy, change achieved being assessed in FY Levers for achieving decarbonization finance, government, and public policy. 2025, for a FY 2021 baseline. Lever 1: Increasing Renewable Energy Lever 3: Improving the energy and process efficiency At Vedanta, we have implemented a of our operations comprehensive governance framework • By end of FY 2023, power delivery agreements to effectively integrate climate change From 2021 to 2030, we will create (PDAs) for 788 MW of renewable energy have • Several energy efficiency projects completed: considerations into our business been finalized and an additional 50 MW has (i) R&M of 1 unit of 600 MW at VAL Jharsuguda Savings potential renewable energy capacity that can been approved by the Board. 370,000 TCO e/year operations and strategic planning. ensure 2.5 GW of Round-The-Clock 2 The Board assumes responsibility for • Resultant avoidance of 6.6 million tonnes of (ii) VAL Lanjigarh Evaporation - 1 Calendria 1 & 2 tubes (RTC) equivalent renewable power CO2e per year replacement Savings potential 18,000 TCO e/year overseeing all sustainability matters, power for our facilities by FY 2030. 2 (iii) VAL Lanjigarh Boiler 2 junior APH replacement Savings which includes the climate change • 32% of the target of 2,500 MW RE-RTC power by 2030, aligned potential 16,000 TCO e/year agenda. 2 (iv) ESL Fuel crushing index improvement Savings potential 31,000 TCO e/year Aligning with the global call for climate Lever 2: Switch to low-carbon/zero- 2 Between 2026 to 2030, we will push carbon fuels (v) ESL LD gas recovery project completion Savings potential action and transparency, we have taken 18,000 TCO e/year towards decarbonisation to actually start 2 the bold step of integrating climate yielding results. We anticipate a reduction considerations into our long-term • Target of 5% coal substitution with biomass in Several projects are planned with the target of bringing energy strategies and decision-making in our absolute GHG emissions in line with our thermal power plants efficiencies to the aluminium sector. These include: processes. Our management is firmly our target of 25% absolute GHG (i) In FY 2023, 4x YoY growth in biomass usage, (i) 100% graphitisation with copper inserted collected bar Savings emissions reduction by FY 2030. This will potential: 1.1 MnTCO e/year 2 committed to stewarding a low-carbon reaching approx 78,000 MT growth path for our Company and be against a FY 2021 baseline. • Fleet electrification for mining fleets and (ii) Vedanta pot controller implementation Savings potential: 0.2 MnTCOe 2 oversees the systematic implementation Light-Motor-Vehicles: (iii) Commissioning of TRT and BPRT at ESL Savings potential: of our climate-focused strategies. Our (i) HZL launched its first BEV for working 82,000 TCO e/year underground and first 2 ESG Board Committee meets twice a (iv) Natural gas usage at Lanjigarh alumina refinery Savings year to discuss climate issues and their Beyond 2030, we will deploy emerging LNG-powered 55-tonne heavy-duty trucks potential: 1,20,000 TCO e/year technologies at scale and expand our (ii) Jharsuguda facility is running 27 electric 2 implementation. Climate issues are also forklifts on the agenda of the Board of Directors renewable energy capacities to become a and come up for annual review and net-zero carbon business by FY 2050. • Biofuel trials underway at BALCO and Purchase of carbon offsets for residual discussion. VAL-Jharsuguda and will soon start at Sterlite emissions Lever 4 Copper and Sesa VAB Our climate change strategy and We will consider this option for hard-to-abate GHG emissions at the roadmap follows the guidelines set by end of our target period, once our mitigation drives are over. the Paris Agreement to limit global temperature rise to well below 2°C, We aim to spend US$ 5 billion over the next decade to expedite our transition towards Net Zero operations. ideally within 1.5°C. The strategy revolves around: 55

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Climate-related Risk Assessment Internal carbon pricing aids the transition to decarbonisation We carried out an in-depth climate risk assessment and scenario analysis to comprehensively understand At Vedanta, we are using Internal Carbon and analyse the risks and opportunities posed by Price (ICP) to future-proof our business climate change to our business. The findings of these against potential ad hoc cost escalations. By studies helped to make a roadmap to achieve Net embedding climate risks into our investment Zero target by 2050. decisions and proactively directing our focus • Physical risk assessment: As part of the physical towards clean energy technologies, risk assessment, acute risks arising out of processes and ecosystems, we are ensuring increasing severity of extreme weather events and that our preparedness extends across our chronic risks resulting from longer-term changes in businesses and countries of operation. ICP, is climate patterns were studied for 55 business a voluntary price that is linked to every unit of locations. We studied the historical trends and CO2 emissions. From FY 2023 onwards, we future projections of various climate hazards such have set the ICP at $15/tCO e. 2 as change in temperature, change in precipitation, The ICP mechanism is applicable across all floods, droughts, and cyclones to understand how our BUs and is used for capex evaluations the changing climate may impact our different that fulfil the following criteria: business locations. Two climate change scenarios RCP 8.5 and RCP 4.5 were used for two time periods • All capital expenditure (excluding admin, 2020 to 2039 and 2040 to 2059 extending over security, IT, digital and pre-operative Vedanta’s short, medium and long-time frames. expenses) > INR 50 million made by • Transition risk assessment: For our transition risk Vedanta and its operating subsidiaries. assessment, we used the Network for Greening the • Any project, with GHG emissions > 500,000 Financial System (NGFS) Scenarios developed in partnership with an academic consortium from the MT, irrespective of the cost • Any exemption from this policy has to be Potsdam Institute for Climate Impact Research (PIK), International Institute for Applied Systems Analysis pre-approved by Group Energy & Carbon Community of Practice Forum (IIASA), University of Maryland (UMD), Climate Analytics (CA) and Eidgenössische Technische For a detailed report on climate related risk Hochschule Zürich (ETH). assessment please refer to our TCFD Report For more information, please refer to our TCFD report 2023. https://www.vedantalimited.com/SiteAssets/Images/ TCFD-Report-FY23.pdf 56

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Systematically reducing our GHG Emissions In FY 2023, our operations emitted 65.36 MMT of CO e from Scope 1 and Scope 2 footprint as our operations are heavily reliant on coal-based energy. The plan sets short-, medium- 2 sources, marking a 4.02% increase compared to FY 2022. This is in line with our and long-term GHG emission reduction targets to reach our Net Zero goal in a phased manner, projections of increasing GHG emissions till FY26 when our emissions are expected to while also fulfilling national and international commitments and generating sustainable value for our peak. Our Decarbonization Plan for FY 2021-2030 recognizes that we have a high carbon business and stakeholders. FACOR expansion 3 12 Planned MW RE RTC (~1,900 MW) HZL + VZI expansion 4 5 Energy conservation projects 3 5% Biomass firing Steel expansion 5 71 Pending RE RTC (~600 MW) 65 14 Aluminium expansion 6 Additional RE RTC (~2,000 MW) 62 12 e Emissions Additional 5% Biomass 3 Offsets 45 26 MMTCO e 20 MMTCO e 5 Absolut 2 2 26 MMTCO e 2 Projects Planned Actions Required FY21 FY23 FY25 FY30 Actual FY30 Target FY Emissions Growth Projects Decarbonization initiatives All Emissions are in Million Tonnes CO e 2 57

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE This year, we saw a significant rise in Scope 2 emissions Since 2021, we have begun accounting for our Scope 3 emissions Managing emissions from aluminium operations and a corresponding drop in Scope 1 emissions due to the which are prepared based on the GHG Protocol’s Scope 3 coal supply crisis faced during the year. As more energy Value-Chain Accounting and Reporting Standard for Oil & Gas and was taken from the grid and less energy was produced at Steel sectors. While accounting for our emissions, we include the Responses GHG emissions reduction timeline our captive power plants our Scope 1 emissions were CO carbon equivalent for CH , N O, HFCs, PFCs, SF , and NF . 2 4 2 6 3 Renewable energy, Produced substantially lower than in earlier years. However, currently Vedanta does not have company-wide, Scope biomass co-firing, 3-specific emissions reduction targets but we are actively working carbon offsets Our Scope 3 emissions make up almost 35% of our total towards finalizing these by the end of FY 2024. 65 MTCO e 2 GHG emissions, which is a higher share than the other two in FY 23 categories of emissions that we produce. Just the oil & gas Almost 60% of our total annual emissions originate from the business accounts for nearly 65% of our Scope 3 aluminium smelters in Jharsuguda and Korba, and the alumina To reach emissions. This higher share originates from the nature of refinery at Lanjigarh. As we move toward decarbonisation, we are Vedanta’s business, with many emissions creating trying to achieve carbon-neutral growth and our plans for 45 MTCO e activities lying beyond the boundaries of our business. increasing alumina operations to 2.8 million capacity by FY 2024, by 2030 2 puts this option into action. GHG Intensity - Metals Businesses (Million TCO e/MT) 2 FY 2021 FY 2022 FY 2023 Business Production Emission - Intensity Production Emission - Intensity Production Emission - Intensity Unit MTCOe (TCO e/ton MTCOe (TCO e/ton MTCOe (TCO e/ton 2 2 2 2 2 2 (Scope 1 & 2) of (Scope 1 & 2) of (Scope 1 & 2) of production) production) production) Aluminium 3.82 36.03 9.44 4.24 37.64 8.88 4.14 37.99 9.17 Steel 1.29 2.95 2.3 1.36 2.57 1.9 1.37 3.11 2.27 Iron Ore Business 0.59 1.67 2.82 0.79 2.04 2.58 0.70 1.75 2.51 Facor 0.06 0.44 6.4 0.08 0.46 6.17 0.07 0.40 5.97 Copper 0.12 0.11 0.89 0.13 0.10 0.76 0.16 0.11 0.69 Zinc India 0.98 4.89 5 0.97 4.82 4.98 1.02 4.58 4.49 Zinc International 0.20 0.22 1.07 0.23 0.24 1.02 0.25 0.23 0.92 Vedanta- Metals Business 7.06 46.31 6.56 7.79 47.87 6.14 7.71 48.18 6.25* This number excludes Fujairah and BMM 58

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Building up our renewable Energy efficiency measures energy resources We have successfully implemented a range of targeted energy reduction initiatives that are driving impact by improving energy efficiency and In 2022, we announced a 2.5 GW reducing consumption. commitment to renewable energy. As a part of this commitment, we have Achieving Impactful Energy and Emission Reduction entered into a partnership with Through Targeted Initiatives Direct and Indirect Energy Consumption (million GJ) Serentica Renewables to develop ~0.9 GW of RTC RE equivalent power 619,721 across Karnataka, Rajasthan, 6,00,000.00 Maharastra, & Andhra Pradesh. This 506,592 work will be completed in two phases, 5,00,000.00 32.1 46.03 with first power coming online in FY25. Discussions are underway to 4,00,000.00 3,00,000.00 7.8 8.75 further develop the remaining 1.6 GW of RE power. 2,00,000.00 531.8 8 525.32 1,00,000.00 60,986 518.1 7 515.7 6 7,722 0.00 Energy Savings (GJ) Emission Reduction (Tonnes) FY 2020 FY 2021 FY 2022 FY 2023 Energy efficiency in production process Low carbon energy generation Direct Energy Indirect Energy Reduction figures reported are based on estimated energy and GHG savings, not the actual reduction realized. Renewable and Non-Renewable Energy Consumption (million GJ) 8.41 14.62 0.6 2.13 562.9 4 549.3 5 525.3 7 522.3 9 FY 2020 FY 2021 FY 2022 FY 2023 Non-renewable energy Renewable energy 59

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Shift towards green economy Consumer preferences have been steadily The unique quality of these products is their low GHG emissions With the launch of the Restora line of products, we have become the shifting in favour of sustainable products, as the intensity, which is much below the global threshold of 4 TCO e first major non-ferrous Indian metals producer to manufacture low ravages of climate change become more 2 carbon primary aluminium. To establish credibility and validate the tonne of aluminium. Restora is produced at our state-of-the-art devastating and governments and other aluminium smelters and uses renewable energy in its production authenticity of our products as one of the most carbon-light products international bodies seek to do more for greater processes. Additionally, Restora Ultra is crafted from recovered in the market, the Restora lineup will undergo independent verification everyday impact. For every manufacturing aluminium and is infused with the qualities of the virgin metal by a reputed global assurance firm. industry, the journey towards greater through the use of cutting edge technology. Our collaboration sustainability has a product and process aspect. with Runaya Refining, a revolutionary Indian manufacturing The successful completion of this certification exercise will make it While we have already discussed the multiple startup dedicated to resource sector innovations, has given us possible for us to take these products across the world, as an changes that our traditionally energy-intensive access to this technology. Restora Ultra boasts an even lower alternative for customers who want carbon-light aluminium options. manufacturing processes are now making, carbon footprint, ranking among the world's most carbon-light Approximately US $150 million-worth of revenues were generated product innovation is another fascinating from the sale of low-carbon aluminium in FY2023. aspect of our sustainability transformation. aluminium products. This aspect involves innovative approaches like embracing circularity through the use of reclaimed and recycled material, as well as, the As an outcome of the Restora manufacturing process, we have use of ground breaking technologies. become India's largest industrial consumer of renewable energy, Global Standard with over 2 billion units of renewable energy consumed to Vedanta realized early that a shift towards produce Restora and Restora Ultra. greater sustainability offers a rare chance to 4 TCO e/ ton break out of the box, and to imagine and of metal 2 innovate along unconventional tracks. In the process, we would gain competitive advantage, build brand distinctiveness and gain a price premium too. As a market leader, we gladly took Restora (low carbon aluminium) on the role of product stewardship that was required. 2.36 TCO e/ ton Our aluminium segment offered some exciting of metal 2 possibilities. Given the traditionally high carbon footprint of alumina processing, the potential for making significant impact was very high. In FY Restora Ultra (ultra-low carbon aluminium) 2022, we launched our first line of green aluminium products, under the brandname of 0.37 TCO e/ ton Restora. Positioned as a low carbon aluminium 2 brand, Restora offers two distinct product lines of metal – Restora featuring low carbon aluminium and Restora Ultra, featuring ultra-low carbon aluminium. 60

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Decarbonization of alumina refinery and transitioning to green alumina manufacture Roadmap to Green Alumina 20.8% GHG Intensity reduction curve 0.60 12.5% tCO2e/T By FY30 Green To achieve our goal of reducing overall In FY 2022-23, significant progress 0.6% Alumina was achieved towards improving GHG emissions we are first transitioning our most emission-intensive production energy efficiency and sustainability. Natural Gas in Calciner & Boilers lines to greener energy sources. Our More than 3,200 LED lights were Biomass Cofiring • 100% replacement alumina refinery at Lanjigarh is making installed during the year, accompanied in Boilers of FO in Cal. this shift along with building capabilities by the implementation of more than 5 • 3.5% by FY24 Variable Frequency Drives (VFDs), and 10MW Hybrid Power • 30% Cofiring in for the production of Green Alumina. Plant • 20% by FY30 Boilers the adoption of Advanced Process • 55% Utilization factor • 0.12 tCO e/T Control (APC) systems in key units. 3.1% 2 • 0.2 tCO2e/T Making this shift involves a • Partnered with comprehensive approach covering CO Additionally, measures like increased 2 Sterlite Grid emissions reduction, transitioning to net liquor productivity, implementation Energy Conservation • 0.01 tCO e/T Projects 2 more sustainable practices and also of an Acid Wash system, reduction in GHG • Plant energy reduction annually decreasing specific energy coal consumption, biomass firing in Intensity • 1% every year consumption by 1%. At the operational boilers, green power import, and a 0.96 level, this means reducing specific steam decrease in specific energy tCO e/T • 0.03 tCO2e/T 2 and fuel oil consumption, specific consumption to 7.16 GJ/T were also electrical energy reduction, and specific accomplished, demonstrating a greenhouse gas emissions reduction. strong frontline commitment to This is being done by optimizing energy efficiency and environmental Our copper business too has processes, implementing sustainability. been actively exploring avenues energy-efficient technologies, and to produce low carbon copper. exploring alternative energy sources. Total Produced (MT) in FY23 The cumulative impact of all these During FY 2022, we conducted a Product Green measures is expected to significantly successful pilot programme, Copper from 2,780 bring down the environmental footprint of the alumina refinery. producing 3,000 MT of copper (4.15% of total production) products from scrap and Sterlite Copper, recycled copper. Encouraged by Additionally, efforts are focused on these results, we have ambitious Fujairah improving the station heat rate in the plans to substantially scale up Combined Gas and Power Plants (CGPP) associated with the refinery. By production of this low-carbon upgrading heat recovery systems, product line in the future. optimizing combustion processes, and enhancing overall plant efficiency, the goal is to maximize energy generation while minimizing emissions and waste. Further, auxiliary consumption in CGPP is also targeted for reduction. 61

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Graphitized cathode installation in smelter India's 1st BEV ( Battery Electric Vehicle ) Vedanta's EV Policy: Sustainable Transportation leads to reduction in GHG emission intensity in Underground Mine Propellant towards a Solutions at CAIRN carbon-neutral horizon Cairn India as part of its emission reduction initiatives, has In a resounding commitment implemented a sustainable to sustainability and green transportation solution for its mobility, Vedanta has employees and their families since introduced an Electric November 2022. The company has This project aims at reducing GHG Hindustan Zinc Ltd. (HZL), a subsidiary of Vedanta Vehicle (EV) policy for its partnered with a cab service emissions resulting from higher power Limited, introduced India's first Battery Electric workforce. This visionary provider to offer sustainable consumption in the smelter. In FY21, the Vehicle (BEV) in the underground mining operations initiative is set to redefine our transportation for their employees power consumption was 14,048 kWh per at Sindesar Khurd Mine as an imperative to address carbon footprint by and their families. With over 4,500 metric ton of aluminium (MT-Al), contributing emissions from the underground mining fleet and to a baseline GHG emission of 17.46 optimize financial expenditures on maintenance. encouraging employees to rides taken till May 2023, the TCO Deployment of a Battery Electric Vehicle for the initiative has helped to save 2e/MT-Al. In order to reduce these transition to electric vehicles. approximately 3.5 tonnes of emissions, graphitized cathode installation underground mine is a part of Vedanta’s on – going was implemented in the potline. vision to decarbonize our operations in a bid to lower The newly launched EV policy emissions. the emissions caused by the regular diesel operated serves as a vital catalyst in These installations have resulted in mine vehicles. The project is first of its kind in the attaining the objective of The service, allows employees to reduction in AC power consumption. From underground mining operatuions all over India – decarbonizing 100% of our book cabs on a self-service basis, where a battery-operated vehicle is being used for with a dedicated kiosk within the the earlier 14,048 kWh/MT-Al of light motor vehicles fleet by consumption, post installation of the underground mining. ASF office. The service has other cathode the needle moved to 13,782 2030. Under this attractive features too to draw in At its core, the project sought to decarbonize commitment, we extend kWh/MT-Al, which is a 1.8% decrease with a more users, with benefits like operations by replacing regular diesel-operated commensurate drop in the GHG emissions concessions that are both corporate discounts, preferential from the smelter. mine vehicles with environmentally-friendly inspiring and far-reaching, booking slots, carbon-saving digital alternatives. In a first-of-its-kind initiative in the Indian with incentives ranging from certificates, zero cancellation fees, The initial investment made totalled INR mining sector, SK Mine has commissioned Normet 30% to 50% for the purchase fair pricing, courteous drivers, safe Agitator SmartDrive EV in its underground mining 3200 million and has resulted in total GHG of electric 4-wheelers and rides for female employees, and emission reduction of 0.26 TCO operations. The batterypowered service equipment 2e/MT-Al 2-wheelers across various easy reimbursement, all on offer. achieved till date. A further reduction of 0.02 will help decarbonise and improve environmental employee grades. TCO sustainability in the mining industry. Further, two 2e/MT-Al is expected over the next six months. Our future plans for further more BEVs – Normet SmartDrive Spraymec EV and reducing the emissions intensity include Normet SmartDrive Charmec EV – are queued for new technology in cathode lining to reduce commissioning at SKM after due approval from energy consumption beyond the 100% DGMS. graphitization, identifying energy efficiency improve opportunities, and aiming for 995 Moving forward, we aspire to achieve carbon neutrality by progressively decarbonizing our mining MW of green power usage by FY30. These concerted steps will accelerate our journey fleet across various sites and operations. towards becoming a Net Zero organization. 62

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 5 Achieving net water positivity by 2030 Key Material Issues One (HZL) of our four (HZL,IOB, Cairn Efficient water management can lower operational expenses, greater lead to significant competitive resilience to sudden setbacks and Water management and BMM) water positive operations is located in water-stressed areas advantage for the company given increased buy-in from the and in coastal regions, highlighting the importance of this resource as community. the need for conservation, efficient an input. We aim to be self-reliant in water use, recycling, responsible terms of our water demand and are To meet our sustainability goal of 1 water treatment and discharge. We building our capabilities through the becoming water positive by 2030, Water is a key resource for our business and ensuring water follow a comprehensive and holistic implementation of water Vedanta is focusing on localized sustainability is a strategic priority for us. Since metals approach to water management with conservation measures, by solutions. The importance that we production and processing is water intensive our operations the intent of promoting long-term optimizing water usage, recycling attach to water management is require regular supplies of significant volumes of water. conservation, replenishment and water within operations to ultimately addressed through our corporate Assuring access to reliable water sources is thus essential self-reliance. Thus, our water reduce the reliance on freshwater level water policy, which is applicable to all our operations, for continuous operations. Water scarcity can severely management practices involve using sources. Greater control over water disrupt our production commitments, supply chains and less water-intensive technologies, supplies and the minimal use of businesses, and subsidiaries, with ultimately, our profitability. On the other hand, judicious use embedding circularity, ensuring water freshwater from external sources particular focus on those in water and management of shared water resources is equally vital, security and replenishing water in has many advantages in terms of stressed areas. as situations of conflict can negatively affect our Social watersheds and other community Licence to Operate within the local community. sources. Vedanta's corporate water policy • Compliance with • Prevent water • Categorizing and applicable national, pollution and periodically regional and local maintain zero liquid monitoring the water regulations discharge risk of every BU • Monitor water • Water conservation • Track performance In FY 23, we saw a usage performance through reduction, through indicators like 11.32% reduction in using industry recycle and reuse freshwater withdrawal, our overall freshwater accepted metrics water recharge etc consumption against the 2021 baseline. Our water positivity ratio improved to 0.62 in comparison to 0.51 achieved in FY 22. 1 Vedanta defines net water positive impact as the ratio of Water Credit (water given back to natural water bodies) and Water Debit (water taken from natural water bodies). If the ratio is >1, then the site is said to be water positive. 63

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Water Risk Assessment Water Risk management Vedanta takes a science-based approach to Sustainable Development (WBCSD) All water-related issues come under direct practices across the organization in order water management at each of our comprising of Water Risk Filter, India Water Board-level oversight. The Board’s ESG to safeguard water resources over the operational sites and the process involves Tool Version 4 (IWT 4.0), and also WRI's Committee regularly reviews the water-related lifecycle of an asset. By doing so, water risk assessment, risk categorization, Aqueduct Water Tool. status of our sites, going through comparability and parity in assessment is targeted solution identification and assessments and performance metrics, ensured, leading to more effective implementation followed by periodic The business units are categorized based on evaluating future scenarios and taking remedial measures being designed and performance reviews. The water-related their overall water risk. Internal Risk decisions to ensure stability and consistency implemented. business risk assessment is undertaken at Assessment of the business units includes of water resources. The Group Head – HSE & the catchment level, over the lifecycle of an comparing the incoming risk likelihood score Sustainability updates the Board ESG Our stakeholder engagement standard, asset covering, but not limited to, physical, with the outcomes from the Water Risk Committee on long-term actions that the helps us to identify and prioritize regulatory, environmental/ ecological, Monetizer tool. Basin-level value chain water company is taking to better manage the stakeholders who are impacted by our social/reputational, and economic risks to risk assessments are conducted to quantify evolving impact of climate change on our business operations or vice versa. Given the business. inherent water risks, along with water supplies. The Board members are also that many of our operational sites are local/operational assessments to measure informed about the progress on water situated in water-stressed regions, we The baseline operational and basin water risk residual water risks. By combining basin and management as a part of the overview maintain a systematic approach towards assessment for businesses and operational risk data, we identify the sites provided on the Group’s ESG performance. tracking and monitoring existing communities is conducted using a suite of with the highest risk, residual risks, and stakeholder concerns around water and tools from World Business Council for prioritise on shared water challenges. The Vedanta Water Management Standard the mitigation measures being taken. This seeks to standardize water management approach helps us to address water-related concerns proactively, take steps towards sustainable water Business Basin Risk Operational Risk management and collaborate with our Unit stakeholders in ensuring a water-secure Very Low Medium High Total Very Low Medium High Total future for all. Low Risk Risk Risk Sites Low Risk Risk Risk Sites Risk Risk Another critical aspect of our water Oil and Gas - - - 7 7 2 5 - - 7 management strategy is to review water-related risks through the lens of Aluminium - - 2 1 3 - 3 - - 3 regulatory changes and potential changes in price structure. Aspects like water tariffs, Iron and - - 6 3 9 1 8 - - 9 withdrawal restrictions, discharge Steel standards, discharge tariffs are Power - - - 1 1 - 1 - - 1 independently evaluated to assess the TSPL extent and likelihood of their impact on Sterlite - - 3 1 4 1 3 - - 4 operations and how they can affect water Copper availability and viability. Zinc - - - 9 9 - 6 2 1 9 Further, each of our operational sites have Total - - 11 22 33 4 26 2 1 33 a Water Management Plan (WMP). These plans are updated every year in conjunction with the annual value of water Very Low Risk Low Risk Medium Risk High Risk balance assessed at each individual site. 64

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Water-Related Regulatory Changes Systematic tracking and Water Withdrawal and Consumption monitoring of waters level Regulatory changes at the local level across the project lifecycle. Along with Untreated water discharged from these measures, we are also deploying mining operations can adversely All Vedanta companies comply with all Our operations are guided by an EMS applicable local, regional and national-level high-technology solutions to accelerate impact the environment and human system and our Water Management TS, laws on water management. Our facilities water and resource conservation. which provide a clear process for health. Inappropriate disposal of adhere to the water withdrawal limits set by tracking and monitoring water wastewater, contaminated water, or local authorities. We have also put in place Understanding and preparing for availability at the local level. We ensure pollutants can pollute local water stringent policies that support the high-risk situations responsible water management by bodies, degrade water quality, and harm responsible and sustainable use of Through scenario analysis using RCP 4.5 measuring, monitoring, and reporting aquatic ecosystems. These impacts resources at our owned and/or managed and 8.5, we have identified several the volume of water withdrawn, can, in turn, affect the livelihoods and operations. high-order potential risks that can affect our discharged, and consumed, as well as, well-being of communities that depend business. our current water intensity. Daily data on these water resources for their daily Estimating and preparing for potential required for preparing each of these needs. regulatory changes at the local level • In the RCP 4.5 scenario, we anticipate water scarcity at our BALCO and Cairn Oil metrics and others, are mandatorily Water conditions are specific to every collected by our BUs, in compliance We take a dual approach to the water region and influenced by local conditions & Gas units. Our IOB units face a high risk we use. We follow the principle of zero like topography, average rainfall, population of flooding over the next decade. Vedanta with our corporate and legal liquid discharge at all our sites, and density and so on. For this reason, our water Aluminium at Lanjigarh and Jharsuguda, requirements, as well as for the GRI treat and recycle all the wastewater management plans consider the specific in Odisha, already face cyclone risk, which Mining and Metals Performance water conditions of each location where we is likely to get accentuated in the future, Indicators. These performance metrics that we produce. By doing so, we have operate. We also closely track water given the increasing risk of cyclones over are regularly tracked and reported to been able to progressively reduce our consumption patterns at our individual the Bay of Bengal. management by our Water Community freshwater withdrawals. Our rate of sites, coupled with periodic risk assessment of Practice. recycling has improved by 2% in • Under the worst-case scenario (RCP 8.5), FY2023 as compared to last year. For studies to devise our location-specific many of our businesses, including Sterlite Other systematic tracking exercises our new projects, we are prioritizing on water management plans. Copper (at Thoothukudi, Tamil Nadu), include installation of water meters at minimum freshwater use and building in Talwandi Sabo Power Ltd (TSPL) at our sources to record daily water recycling and reuse capabilities right Approximately 66.66% of our operational Mansa, Punjab ; BALCO at Korba, from the start, while also making sites are situated in water-stressed areas. In quantity KPIs. Additionally, our water Chattisgarh, and Cairn Oil and Gas, will managers also conduct an internal innovative use of other supplementary these regions, we anticipate stricter face extreme climate risks, including sources. Among the projects in our regulations around water usage by water stress and scarcity. Consequently, water audit every year, covering businesses, over the medium- to long-term, we anticipate a potential increase in local aspects of water withdrawals. Annual pipeline, 77% are focused on reusing considering the likelihood of water shortage and national reporting requirements on external water audits are also carried wastewater in operations. The remaining 23% plan to use multiple and other issues like salt-water intrusion. To water consumption and withdrawal by our out as a part of ISO 14001, GRI, and effectively address such situations, we have operations, in the near future. Vedanta will VSAP compliance needs. sources like municipal wastewater, implemented several measures that also experience very high temperatures at saline water, and rainwater harvesting. promote extensive water conservation, TSPL and at our units in Namibia and including rainwater harvesting, water South Africa. To proactively prepare for recycling and reuse; implementation of zero the future, Vedanta and its subsidiaries discharge at all sites; and facilitation of are already measuring their water use and participatory water monitoring with affected consumption and implementing initiatives communities for better management of towards water conservation. potential conflicts related to water use 65

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE 3 Water withdrawal and discharge (m ) Strategic Water Management: Innovations in Water Conservation and Sustainability Water withdrawal 2020 2021 2022 2023 Surface water (A) 150,631,744 152,751,636 152,411,149 146,449,646 River, lake, pond, etc (i) 150,517,963 152,377,640 152,115,631 145,305,251 Rain Water (ii) 113,781 373,996 295,518 1,144,395 Ground Water (B) 19,201,348 16,554,124 17,432,334 17,174,125 Hindustan Zinc Limited (HZL) Black Mountain Mine (BMM), Third-party Water (C) 9,149,419 7,474,566 9,814,121 12,195,567 Its operations in the water scarce state of South Africa Rajasthan. The problem of water stress, and At Vedanta Zinc International’s operations at STP Treated Water (iii) 7,036,647 7,180,873 9,590,120 8,568,609 Northern Cape, in South Africa, water is the need for active water management is thus Municipal Water/Water through Tanker (iv) 2,112,772 293,693 224,001 3,626,958 more severe. supplied from the Orange River. South Africa’s Produced Water (D) 37,451,655 40,564,901 40,775,601 37,109,961 National Water Resource Strategy proposes HZL has adopted the approach of conserving constructing several dams on the Orange Seawater (E) - - - - fresh water with a strategic focus on the River and this could reduce the supply of water reduction of water drawn at source, through available to our plant. Total Water Withdrawn (F=A+B+C+D+E) 216,434,166 217,345,227 220,433,205 212,929,299 zero liquid discharge (ZLD), effective recycling Discharged Water (G) 8,785,462 4,663,635 6,023,953 20,171,667 and reuse, utilization of alternative sources, To tackle imminent problems, Vedanta Zinc and replenishment of water in watersheds International has identified the following key Total Net Freshwater Consumption 163,046,621 164,561,822 163,748,013 145,934,667 through various innovative measures. projects – the installation of water recycling (H=A(i) + B + C(iv) - G) Initiatives like rainwater harvesting, storing plants at BMM to reduce water usage; and the water during the wet season and utilizing it upgrading of water balances to allow the during the dry season are some of the deployment of an online water management proactive measures underway to reduce system through which water performance can Water consumed and recycled (million m³) overall water withdrawal. be managed. HZL also has a water treatment plant to 3 manage its wastewater and ensure zero liquid 2 0 3 2 187.81 77.70 265.51 million m discharge. By adopting this approach of water FY 29.26% T stewardship, HZL is not only securing its own o 2 tal W water supplies and ensuring business 2 0 3 2 194.44 85.78 280.22 million m at continuity, it is also serving as a role model for FY 30.61% er C both civil society and businesses in the region onsump on how water can be managed judiciously to 21 0 3 2 187.35 83.05 270.40 million m FY 30.71% tion create conditions of water security in water scarce regions. 0 2 0 3 2 177.20 73.90 251.10 million m Furthermore, HZL has set high standards for FY 29.43% itself. It aims to become a five times water-positive company and reduce 25% Fresh Water Consumption Recycled/rused water freshwater consumption by 2025. Water stewardship pledge at Vedanta Zinc International 66

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Jharsuguda smelter: A national benchmark in water efficiency Vedanta Aluminium's Smelter-1 located at • Revamping of dual media filter for STP Future plans Jharsuguda, Odisha, has emerged as a leading to increase in amount of water Given the high carbon footprint of national benchmark in water efficiency recycled smelters, the water wins achieved among aluminium smelters in India. 3 at Jharsuguda come as a beacon √ Impact: 0.01 m Through various initiatives and /MT of hope for our business and the investments, the smelter has successfully industry at large. We have minimized its water footprint, maximized The cumulative savings are to the tune of ambitious plans of amplifying and 3/MT of water and has positively water reutilization, and reduced its 0.06 m optimizing these positive results specific water consumption. contributed to the overall water to drive even greater impact. We efficiency of the smelter. intend further increasing the The milestone has been achieved through rainwater utilization through the several initiatives, and these are: Magnetic float valve installed in all end users' installation of a lift pump in the Sintex tanks to minimise water wastage SWPH Reservoir, with a target of • Installation of storm water utilization 3 achieving 0.04 m system to increase usage of recycle /MT savings. water Additionally, plans are underway Fire Water line placed above ground to to install Reverse Osmosis (RO) √ Benefits achieved: Reduction of minimize the fire water leakages and Multiple Effect Evaporator freshwater consumption (MEE) systems with a capacity of 3 200 cubic meters per hour √ Impact: 0.03 m /MT 3 (m /HR). In the short term, the • ETP sandbed replacement to increase focus is on minimizing firewater ETP efficiency leakages by implementing √ Benefits achieved: Increase in recycling above-ground firewater lines. water percentage √ Impact: 0.02 m3 /MT 67

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 6 Innovating for a greener business model Key Material Issues Waste Management Waste management, Tailings management, Air emissions & quality, Biodiversity & ecosystems Our waste management Waste management principles founded framework follows the principles of on generating less waste minimization, optimization and circularity, to create low-waste trail operations, generate the maximum Reduce waste at source The world relies on the metals and mining of pollutants. In biodiverse areas, mining benefit from production industry to provide inputs for its progress can lead to habitat destruction, processes, significantly lower and help it transition to more carbon-light biodiversity loss and displacement of operational costs and comply with Reduce toxicity through ways of living. At Vedanta, we are fully plant and animal species. These impacts national and international waste treatment management regulations. cognizant of the responsibilities that we of our business need to minimized and, to carry. The act of mining affects the the extent possible, reversed. We balance In adherence with the principle of Recover waste for reuse environment, often leading to the release these conflicts through our business minimization, our attempt is to model which seeks to optimize what we produce less waste by volume and do and restore what we harm – by making to also reduce its toxicity. This is followed by recovery and recycling Recycle waste for reuse the most out of waste, through (either through our own processes end-to-end tailings management, and by or by authorized recyclers), which implementing the principles of leads to minimal waste for disposal Minimum waste to landfill No-Net-Loss (NNL) in areas of biodiversity to landfill or by incineration. We loss. Our constant attempt is to change produce a wide variety of waste the commonly-held negative associations streams across our sites and about mining through our actions, and to these include: Effective waste management practices make our activities compatible with the leads to cost savings. By reducing waste • Hazardous waste generation, optimizing processes, and functioning of natural ecosystems and promoting recycling, the company communities. • Non-hazardous waste minimizes waste disposal costs, raw material expenses, and energy • High-volume low toxicity waste consumption. Implementation of (HVLT) efficient waste management practices enhances operational efficiencies for us. • Acid Rock Drainage (ARD) By effectively managing waste and through proper treatment and disposal • Tailings of hazardous wastes, we also avoid fines, penalties, and legal liabilities associated with non-compliance. 68

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Our Waste Community of Practice takes Hazardous Waste The secure storage of waste, especially • Jarofix, produced from jarosite, lime and the lead in promoting initiatives that The hazardous waste generated at our sites mineral waste and tailings, is a high priority cement, is a commonly used construction minimize waste generation. A large includes. Items like waste refractories, spent area, as both these categories carry high material and we have a target of utilizing 0.5 proportion of the waste we produce pot lining, and residual sludge from smelters. potential for harm. million tonnes. During the reporting year, consists of mineral-based materials, like 140,820 MT of jarofix was utilized for flyover tailings, overburden and waste rock. The enduring philosophy underlying our waste From Waste to Wealth construction and 111,226 MT in the cement Tailings are the materials left over after management activities is to cause zero harm Our Waste to Wealth philosophy pivots around industry. removing the usable part of the ore, while to the external environment and the people, our focus on minimizing waste to landfill and • Another upcoming initiative involves overburden consists of waste rock or flora and fauna dependent on it and we integrating greater circularity into our diverting the entire slag from our smelters to other overlying materials. Tailings carry observe all necessary measures to realise this production processes. Aligned with our ESG the cement industry. Currently, we are hazards of toxicity and need to be stored objective. Management of our highly diverse vision, we are working towards becoming a exploring technology options that will render under strictly defined conditions. We waste streams are done in adherence with the "Zero Waste" organization, and several this slag suitable for various uses in the discuss this area later in this section. Waste Management Standards and Guidance initiatives are underway to completely utilize cement industry. Notes, which have been developed in mineral and non-mineral waste. alignment with the guidelines set by • We are partnering with research institutions International Council on Mining and Metals Recycling mineral wastes to develop options for utilizing jarosite as a (ICMM) and IFC (International Finance plaster, and a pilot is currently underway. Corporation) Performance Standards. • The use of Jarosite, a common ore processing waste, is being extended to • Additionally, we have initiated an R&D project multiple applications with the help of to explore the utilization of red mud, a waste in-house technologies. In FY 2023, close to material produced during the processing of 33% of the jarosite generated was used for bauxite into alumina. This project aims to find various purposes like constructing roads, innovative ways to repurpose and make and also creating enhanced use in cement productive use of red mud, further industries. consolidating our circularity initiatives. In FY 2023 we were able to utilise 6% of red mud we produced. Hazardous waste (metric tonnes) 2020 2021 2022 2023 Total hazardous waste recycled/ reused 406,242 382,934 455,808 482,138 Total hazardous waste disposed 67,987 47,847 69,246 50,065 Hazardous waste landfilled 40,247 44,873 68,571 46,477 Hazardous waste incinerate 1,607 1,017 675 310.41 Hazardous waste otherwise disposed 26,133 1,957 - 3,277 69

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Management of Non-Hazardous Waste High Volume Low Toxicity Waste Non-hazardous waste covers general waste like paper, plastic, wood, Our operations generate High Volume Low Toxicity Waste (HVLT) like fly ash, bottom ash, red mud (aluminium refinery scrap metals and food waste. Given our commitment towards zero waste waste), jarosite (from zinc smelting), slag, lime grit (process residues from smelters and aluminium refineries), and to landfill, we aim to utilize all non-hazardous waste. phosphogypsum (phosphoric acid plant). TSPL follows a strict ‘No Single-Use Plastic’ policy and has received Single High-Volume-Low-Toxicity Waste Use Plastic Free certification from the Confederation of Indian Industry (CII). FY 2021 FY 2022 FY 2023 As a part of the certification process, verification is done by CII, under the Generated Recycled/ % Generated Recycled/ % Generated Recycled/ % provisions of the Plastics-use Protocol: Verification and Certification (Million MT) Reused Recycled (Million MT) Reused Recycled (Million MT) Reused Recycled (1.0). Cairn has received a similar certification from CII. (Million MT) (Million MT) (Million MT) HVLT Waste Disposal (metric tonnes) Fly Ash 13.98 15.4 110% 14.54 16.7 115% 13.85 28.2 204% (*includes Fly ash and Bottom ash) 2023 37,58,432 2,99,30,371 Slag 1.01 1.15 114% 1.31 1.27 100% 1.35 1.31 96% 31,08,569 Jarosite 0.6 0.15 25% 0.64 0.096 97% 0.63 0.2 33% 2022 1,85,94,629 30,17,823 Red Mud 2.27 0.13 5.70% 2.51 0.52 15% 2.55 0.15 6% 2021 1,68,43,075 Lime Grit - - - 0.01 0.012 21% 0.009 0.01 104% 2020 26,14,430 1,33,25,785 Total HVLT 17.85 16.83 94.28% 19.01 18.6 98% 18.42 29.93 162% Total waste recycled/ reused Total waste disposed Mineral Waste Disposal (metric tonnes) Acid Rock Drainage Management 2,62,34,497 This condition occurs when mining cause long-term damage to both practices for the scientific and 2023 3,18,264 2,64,42,334 residue reacts with surface water and surface water and groundwater. Out systematic management of ARD 1,10,427 shallow subsurface water, to create of the 17 mines under Vedanta's and its associated environmental 1,85,71,046 2022 2,04,840 reactive mineral waste. Acid rock ownership and control, six mines – impacts. In all our ARD-affected 1,86,67,036 drainage (ARD) is a significant Kayad, Rampura, Agucha, Zawar, BMM mines, measures are being 1,00,921 1,87,10,338 environmental concern for the mining and Gamsberg, exhibit ARD, which is implemented in conformance with 2021 22,51,677 industry, and needs to be handled about 35% of our total mines. this technical standard. 1,87,10,338 22,51,677 responsibly. If left in an unstable 1,50,59,116 condition ARD can hinder successful We have a Technical Standard on ARD 2020 1,41,35,872 revegetation of mining wastes and that incorporates industry-leading 1,50,59,116 1,41,35,872 Mineral waste generated - Waste rock Mineral waste generated - Tailings Mineral waste repurposed/reused Total mineral waste disposed 70

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Partnering the cement industry’s move towards greater circularity Vedanta Aluminium ties up with NHAI to help build greener roads Low carbon cement is leading the green carbon trails, by helping to lower the need An extensive use of circularity principles traditionally been viewed as ‘waste’ shows change for the cement sector as this for natural and mineral resources and and turning waste to resource underlies the shift that we are trying to catalyse. On cement alternative offers all the properties decreasing fuel consumption, thereby our vision of Transforming Together and our journey towards becoming ‘zero-waste’ of cement without its high carbon saving costs. The initiative is also an partnering in India’s transition to a such innovative use of overlooked footprint. At Vedanta, we have joined example of the many ways in which low-carbon economy. The several resources will help to build a robust and hands in accelerating this planet-friendly Vedanta is bringing to life its motto of innovative ways in which we are utilizing circular production value chain, with change by helping to promote circularity ‘Transforming Together’ by discovering fly ash – a common by-product of our immense benefits to the environment and for allied industries. In FY 2022-23, synergies and acting on them to create a thermal combustion processes – the planet. Vedanta Aluminium entered into a better place for everyone to live in. demonstrates this eloquently. We are strategic partnership with Dalmia Cements actively developing several downstream NHAI will be using the fly ash that they users for our fly ash waste, and Vedanta procure from us for making roads in Odisha. for the supply of industrial wastes like fly Aluminium has recently signed a ash and spent pot lining. As a part of this long-term agreement with the National A greener base for roads carries huge collaboration, approximately 20 rakes of fly Highways Authority of India (NHAI) to carbon-saving potential, particularly as ash produced at our thermal power plants this end. NHAI will be using our fly ash India expands its infrastructural networks. in Jharsuguda will be supplied every for embankment construction, as the month, over a period of five years, along characteristics of this so-called ‘waste’ with spent pot lining. Spent pot lining makes it particularly suitable for the (SPL), obtained from the de-lining process purpose. Fly ash is light weight, has a of electrolytic pots. SPL can work as an higher California Bearing Ratio (CBR) alternate fuel for cement industries during which makes it strong as a paving co-processing of waste. Our supply material, is easy to handle and offers contract for SPL is for a period of three great stability at slopes, is highly years. Both these inputs will be used at permeable and has low compressibility. Dalmia Cement's manufacturing units in These qualities also make it a more durable material for withstanding wide Odisha, Jharkhand, Meghalaya, and temperature variations. Further fly ash Assam, leading to a truly sustainable helps to conserve the precious top soil manufacturing cycle whereby our from runoff, which, in turn, helps to industrial wastes will be utilized conserve the soil quality of adjacent sustainably. Such sustainable areas. manufacturing significantly reduces The reorientation towards making productive use of by-products that have 71

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Pilot on red mud utilization raises hopes for carbon-light road construction Sustainable sodium sulphate management helps in cost reduction and waste valorization Utilizing the waste that we produce, construction material and structural filler, Hindustan Zinc Limited (HZL) is the country’s internally generated Na2SO4 salts now opened up which varies from low to high levels was explored. The study has been largest zinc producer and operates several large a whole new vista of opportunity as they could be of toxicity, in a manner that is completed and further evaluation is smelters. The zinc production process consists used as a replacement for the commercially productive and with neutral impact awaited. of various stages and different techniques are procured ones. The substitution would not only on the environment, is an ongoing used as per the output desired. Roasting and help to cut down on operational costs, it would priority for us. We regularly If pilot trials prove successful, the leaching are two constituent processes of zinc significantly further the waste-to-wealth objective collaborate with institutions and potential for utilization of red mud in road production, with the removal of iron being an that underpins every aspect of our manufacturing organizations that are working on construction could reach 1.5 MMT per essential part of the production cycle. The operations. Another crucial advantage was the allied objectives. Bayer process, year. This would not only address the jarosite process is the most widely used route for substantial reduction in hazardous waste storage which is used for refining bauxite to environmental issues associated with removing iron elements from zinc, and it is and maintenance costs. The prospect of produce alumina, generates red mud accumulation but also provide a deployed in our smelters, with jarosite emerging substituting the commercial procured Na SO 2 4 approximately 3 million metric sustainable alternative for road as the waste byproduct. Our 92000 crystals with the internally generated ones carried tonnes (MMT) of red mud annually, construction materials. Achieving the tonnes-smelter at Debari, near Udaipur in a potential for 50% replacement, which meant a posing a significant environmental nation’s growth ambitions in a Rajasthan, is a hydrometallurgical zinc smelter sharp increase in the internal production of these hazard in terms of soil and water carbon-neutral way is essential if India is and produces High Grade (HG) zinc. In FY salts. This would parallelly reduce the volume of toxicity. Additionally, at our sites to meet its Net Zero commitments and 2022-23, this plant faced a problem as it hazardous waste that we are liable to manage, there is pre-existing accumulation of through our ‘Transforming Together’ witnessed a cost escalation in the zinc sulfide handle and store as per Hazardous Waste around 20 MMT of red mud, which focus we are collaborating in making this detector (ZSD) process due to the rising prices Management Rules, 2016. Clearly there were further exacerbates the possible. of commercial sodium sulphate (Na SO ) which several high-impact gains that would originate 2 4 environmental risk. was used in the Jarosite precipitation stage. The from this waste valorization initiative. ZSD plant uses nearly 12 -13 MT/day of Na SO . 2 4 Meanwhile for construction of roads, Clearly, a cost-effective alternative had to be The following steps were involved before a materials like soil and aggregate found else profitability would be significantly full-fledged transition to in-house Na SO 2 4 materials are traditionally used. Due affected. crystals-based Jarosite precipitation could be to the high demand for such done. materials from the construction Though the challenge pertained to operating sector, soil and its aggregates are costs, the Plant Operations team decided to take • First, a study was conducted to assess the quality of the internally produced Na SO now severely depleted, and there is a a comprehensive approach that would address 2 4 crystals and their suitability for use in the need for finding viable alternatives. other priorities too. The Debari smelter has a Jarosite precipitation process. To address these different 3000 KLD Zero Liquid Discharge plant for challenges, Vedanta was recently treatment of effluents. The ZLD plant helps to • Next, experimental trials were carried out to involved in a laboratory-scale study meet our zero-waste objective. Further, the verify the efficacy of Jarosite precipitation with conducted by the CSIR-CRRI sludge generated from the treatment goes these crystals. (Central Road Research Institute) through a crystallization process, and Na 2SO4 • Plant trials were then initiated to validate the under which the potential application crystals are generated as a byproduct. These findings on a larger scale. of red mud as an alternative 72

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Tailings Management Tailings are the inevitable byproducts of Tailings management is subject to various mining and the storage and management of environmental regulations and failure to comply with • Financial validation through a cost-benefit analysis (CBA) was performed to these waste streams complement the mining these can result in penalties, or even the suspension determine the economic viability of the process. process. Tailings are toxic and need to be of mining operations. It is thus clear, that the stored in secure areas, in compliance with management of tailings and their storage is of • Finally, once all the evaluation parameters were satisfied the project was rolled out for implementation within a timeframe of six months. regulations. For the mining industry utmost importance and requires our complete worldwide, tailings management poses attention. The success of this waste valorization initiative highlights the immense potential significant social, safety, and environmental that innovative ‘waste’ recovery and reuse carries in terms of resource challenges across the entire lifecycle of Tailings Management Facilities (TMF) are extremely conservation, cost control, business profitability and reduced industrial footprint. mining operations. Tailings that are left critical parts of the metals and mining processing unsecured can leach contaminants into cycle and failure to manage them properly, and as nearby water bodies, resulting in water stipulated by law, can pose several forms of risk to The initiative has seen a steady increase in the replacement of commercially pollution. Such pollution can harm aquatic the company – from social and environmental, to procured Na SO salts with internally produced ones, achieving a 58% utilization ecosystems, and negatively impact the flora economic and reputational. A TMF failure would 2 4 rate by September and a projected cost savings of Rs 24.60 million over a and fauna that relies on these ecosystems. mean the release of toxic residue into the six-month timeframe. surrounding environment, habitat and/or Further, the tailings storage facility needs to ecosystems, leading to significant loss of life, be well fortified as any breaches or extensive damage to infrastructure and the Internal Utilization of RO ZLD Salt breakdowns can prove to be catastrophic, environment. This can lead to loss of flora and fauna, resulting in large-scale environmental along with contamination of rivers and other disasters. ecosystems. Such impact would be long-term and 300 70% extensive, thus difficult to control and treat. At 250 58% 60% Vedanta, we remain fully cognizant of these grave 48% 50% risks and are deeply committed to implementing a 200 stringent framework for meticulous tailings 40% 150 30% 30% management. 30% 100 20% 20% 50 5% 10% Our management approach includes: 85 124 128 254 222 0 0% • Comprehensive risk assessments for scoping, Apr’22 May’22 Jun’22 Jul’22 Aug’22 Sep’22 assessing and outlining the different kinds of risks and their solutions; Na SO salt consumption 2 4 • Deployment of robust engineering and design practices to ensure that the structures that house the tailings are strong, secure and weather and region-appropriate; • Conducting of regular monitoring and inspections, and preparation of detailed emergency response plans. Incorporation of industry best practices and other high-tech features to enhance the safety and resilience of our TMFs. 73

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Assessment of risks associated with Tailings Storage Facilities During FY 2023, we completed a • High: Actions should be implemented comprehensive assessment of all risks within the next 6 months. associated with the storage and • Moderate: Actions should be management of tailings at all our sites. At the reviewed by the EoR and site-level, this involved evaluating and implementation coordinated by the analysing all potential risks through review of RTDE, within the business planning the existing, site-level Tailings Management cycle. Implementation should occur System (TMS), taking into account the within the next 12 months. specific requirements outlined in the Global • Low: Actions should be reviewed by Industry Standard on Tailings Management the EoR and implementation (GISTM). The key aspects of the review relate coordinated by the RTDE, within the to the 6 broad areas and 15 principles related business planning cycle. to the safe design and development, Implementation should occur within operation, emergency preparedness and the next 24 months. closure of TSF’s as defined in the GISTM. The desktop review then assessed the extent of In addition to this standalone risk implementation of the TMS at the site against assessment, we also conduct regular the specific requirements of the principles of audits of all our tailing dams in the GISTM. Each requirement was then conformance with the performance assigned scores on a scale of I (low) to IV standards established under the (high). Vedanta Standard. Tailings Risk Potential FY 2023 After the successful completion of this standalone risk assessment, we are better Total Number Number of facilities Managing slurry water for reuse and of Facilities categorized as able to align our TMS with the GISTM methodology. Certain gaps have been improved tailings compaction "high risk potential" exposed as a result of this exercise, and to ("extreme" and "very Tailing slurry consists of about 50-55% high") help individual sites improve the TMS, certain water, and at Hindustan Zinc Ltd, the dry Active Facilities 16 1 actions have been prioritized. Given below is the priority ranking that will be followed to tailing plant system allows the filtration Inactive Facilities 9 0 action the changes required: process to lower the water content to ( including facilities 16%. The extracted water is then in care maintenance • Critical: Actions should be implemented circulated into the milling operation, or closed) with urgency and outside of the usual therefore reducing overall water Planned Facilities 0 0 business planning cycle. Completion within consumption. The remaining slurry is then 90 days and with corporate oversight used for compaction and plantation. involved. Zero TSF failures (due to leakage, overflow, etc) in the past four years 74

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Biodiversity Management The frequency of extreme climate events like planned and scientific manner, can cause • Our policy and standards address any tally, we at Vedanta believe that we have an heat waves, wildfires, severe storms and long-term damage to community groups in risks associated with biodiversity in all our important responsibility to discharge. As floods are directly related to accelerating the vicinity and therefore need to managed operations. the nation’s largest natural resources biodiversity loss and ecosystem degradation. with sensitivity and understanding. company, we must set the benchmarks for As such events cause widespread • Identifying affected stakeholders basis accountable operations and strong destruction and loss of lives, the world is still Vedanta recognizes its role and their interest in the use or management of governance. In line with this objective, we grappling to cope and find solutions, while responsibilities within the increasingly biodiversity or those who are affected by have integrated a wide variety of simultaneously trying to prevent further climate-challenged world and the necessity conservation initiatives. Stakeholders may international best practices into our deterioration of existing natural ecosystems. of acting for the good of all. Human society include organizations, communities or operational processes and governance Against this backdrop, the pressures on the needs healthy ecosystems for its survival, individuals. mechanisms. Our assessment frameworks mining industry to visibly minimize its and so do our operations. Across the 52 Managing biodiversity risks are modelled on sector-leading environmental impacts is even greater. sites that we operate, we depend on natural international frameworks that answer to the ecosystems to safeguard water supplies, act Biodiversity risks originate from specific needs of a study and its sampling Mining as an activity causes habitat as a barrier against storm surges in coastal deterioration and disruption of biodiverse universe. destruction and disruption, leading to regions, and create liveable conditions for regions and are today a matter of concern for a large number of stakeholders. As a biodiversity loss and displacement of plant the communities that reside near our natural resources company, we are The Vedanta Biodiversity Management and animal species. Its principal activities operations. Vedanta’s long-term growth and Standard has been developed by consist of ground excavation, ore extraction aspirations hinge on being a responsible cognizant of limiting our impact on incorporating elements from the and processing, causing disintegration of corporate that doesn’t denude natural biodiversity. The growing sensitivity to International Finance Corporation‘s (IFC) existing land tracts and dependent habitats wealth, rather creates a legacy for future environmental issues and their impact on Performance Standard 6 that covers and the potential release of pollutants into generations to benefit from. Our biodiversity conservation and pollution biodiversity conservation and sustainable soil and water bodies. These impacts of commitment to ensuring No-Net-Loss or prevention can occasionally lead to management of biological resources. economic activity, unless mitigated in a Net-Positive-Impact (NNL/NPI) stems from challenges for our organization. These this belief, as we responsibly manage our challenges encompass various aspects, Recently we have completed a assets throughout their productive life and including potential disruptions to our core comprehensive assessment of the impact then ensure their safe revegetation and production materials, complexities within of our operations on biodiversity across 52 natural reclamation. our supply chain, and associated economic of our sites. The methodology followed for and business risks. Given the importance of this assessment aligns with evolving Our biodiversity management programme this category of risks, they are integrated biodiversity and nature-related frameworks considers certain critical parameters to into our overall risk management framework. like Taskforce on Nature-related Financial achieve the objectives of biodiversity In this way we ensure that a comprehensive Disclosures (TNFD) that require companies conservation across the project life cycle – and holistic approach is taken to identifying to assess biodiversity impact using the from initial development to and addressing these potential risks within following criteria: decommissioning, closure, and rehabilitation. our operations. We are also able to monitor • Locate: This involves identification of The programme is spearheaded by the and mitigate these risks and their impacts high-risk biodiversity sites, Biodiversity Community of Practice, which across all our operations, fostering a more ensures proper implementation at every sustainable and responsible approach to • Evaluate: This involves understanding the stage and at every site. resource utilization and conservation. impacts and dependencies of our operations on nature, and The parameters that we consider are: Aligning with international standards and • Prepare: This involves developing frameworks for effective evaluation strategies and action plans to address • Taking a comprehensive approach to As India leads the world’s economic growth nature-related issues managing land use in critical habitats. 75

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE The TNFD framework is spread across these As a part of our NNL commitment, we have Our targets as change drivers three phases. updated Biodiversity Management Plans (BMP) to identify impact-based risks to biodiversity. By 2024 By 2025 By 2030 We apply the UN Environment Programme's Integrated Biodiversity Assessment Tool Tools like IBAT or STAR are used to identify • Finalise actions and • Undertaken to (IBAT) or Species Threat Abatement and priority sites where Nature-business interfaces • These initiatives Restoration (STAR) metric to screen for risk, occur, and to also mark out of other sensitive timelines to reach the would plant 7 million identify priority sites where Nature and habitats, important bird areas and key No Net Loss state contribute to trees as a part of business interface, followed by site-specific biodiversity hot spots. This information is then • Kickstart relevant the national goal the World assessments to identify sensitive habitats, used in the BMP design. Standard actions are actions that will lead of increasing Economic important bird areas and key biodiversity hot then aligned as per the mitigation hierarchy. At to the achievement of green cover, and Forum's '1 trillion spots. The results that emerge from such the first level, operations aim for avoidance and this goal foster the the trees' campaign. extensive risk screening activities and minimization of impacts to biodiversity and UN decade assessments are used for updating ecosystems, planned eco-restoration • Take action to (2021–2030) on Biodiversity Management Plans (BMPs) for all interventions in areas of impact, and balancing mitigate operational ecosystem our main sites. of any remaining impacts by designing impacts on restoration. biodiversity conservation projects (or offsets). biodiversity Vedanta actively participates in the India Finally, the aim is to go beyond NNL through the • Compensate for Business & Biodiversity Initiative. HZL implementation of measures to conserve and biodiversity impacts engages in IUCN's Leaders for Nature restore biodiversity elsewhere, and to claim of our operations by programme, while Zinc International works these as offsets, ensuring overall positive implementing with IUCN to ensure strict adherence to the biodiversity impact for our operations. This is comprehensive No Net Loss principles at Gamsberg, the crux of our roadmap for achieve Net ecological restoration situated within the Karoo Biosphere Reserve Positive Impact. in South Africa. programme Base-lining biodiversity and preparing for Our Commitment NNL/NPI • Committed to achieving No-Net To systematically address the issue of Loss at our project operations by See appendix for our IUCN red list biodiversity conservation and long-term implementing the mitigation rehabilitation and reinstatement of our hierarchy of avoiding, minimising, mines, it is very important to have a baseline and restoring the direct impacts reference of biodiversity conditions. This and offsetting the residual impacts. was accomplished this year, with the establishment of the biodiversity baseline • Achieving Net Positive Impact for for our sites. This has helped us understand those sites that are designated as the impact of our operations on biodiversity Critical Habitats. and determine the nature of actions to be taken to achieve No Net Loss (NNL)/Net • Committed to including a Positive Impact (NPI) over the long term. nature-based solution approach in decision-making. 76

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE STAGE 1: Biodiversity Risk Screening Biodiversity risk screening involves identifying Activities done and guidelines provided at the Risk Screening stage known or ostensibly sensitive biodiverse areas within core areas and buffer areas that may be directly or indirectly be affected as a result of our operations. Impacts on these areas are usually of two types and are classified as • Use of the IBAT and/or STAR tool habitat related or species related. We • Identification of highly biodiverse areas undertake a location specific approach to through IBAT carry out risk assessment. • Identification of areas and species under threat by the STAR tool Our deep commitment to minimizing negative impacts of our operations is demonstrated by our use of evaluation metrics. To assess potential impact on species loss we use the Project Threat Restoration STAR (Species Threat Abatement and initiation evaluation initiatives Restoration) metric, which is based on International Union for Conservation of Nature (IUCN) Red List of Threatened Species. The metric-based assessment is done for each business unit. STAR then combines the data on species, the threats they face and their risk of extinction, to produce two complementary global data layers for threat abatement (STAR-T) • Preliminary evaluation of • STAR-T and STAR-R and restoration (STAR-R). biodiversity impact on provide guidance on project premises and locations where proximate areas threat abatement • Based on Vedanta's and restoration Technical Standard on activities can help reduce species Biodiversity Management extinction risk and contribute to conservation goals 77

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE STAGE 2: Biodiversity Risk Assessment The risk and impact identification process crystallizing of the to-be way forward. Accordingly, additional These include: helps to determine biodiversity risks and biodiversity management practices and measures necessary to 1) Ecosystems most likely to be impacted by daily operations, resulting impacts from a proposed project achieve our NNL goal are determined, designed and subsequently, in adverse impacts to proximate communities, construction and operations aspect, within a deployed. 2) Ecosystems on which our operations depend. Further, an ecosystem 10 km radius of the site. This part of the risk and impact identification process aligns with • Where operations are likely to adversely impact ecosystems, a dependency and impact assessment may be conducted in order to regulatory requirements like EIA Notification review of priority ecosystem impact is undertaken. identify critical ecosystem services in the area. 2006, and international standard requirements like Environmental and Social Impacts and dependencies identified in the Biodiversity Risk Assessment Impact Assessments, Biodiversity Management Plans, Critical Habitat Studies, Potential impacts on nature include loss of to name the key evaluation exercises. habitat and/or species and degradation of Biodiversity Risks Mitigation Hierarchy natural ecosystems, including the impact of pollution. Use of natural capital as • Loss of modified habitats due to • Avoid • Offset Further, at this stage, Key Biodiversity Areas construction of infrastructure (high) - No discharge policy to prevent - Expansion of vegetative cover represented by natural resources like water, (KBA) and Protected Areas (PA) located pollution of water bodies in barren/degraded lands within a 50 km radius of the site are soil, minerals is the other aspect of our • Disturbance due to dust and - Due diligence to avoid/restrict - Restoration of wildlife habitats screened using IBAT and secondary impact. Today there is heightened awareness pollution from the movement of regarding companies’ use of natural capital vehicles (high) procurement from Critical and corridors literature. Stakeholder consultations are also and the corporate world is moving towards Habitats - Restoration of coastal extensively held to understand the localized • Habitat degradation due to fugitive - SOPs to prevent introduction of ecosystems including wetlands natural capital accounting as a basis for emissions from the plant (high) invasive species during and mangroves point of view and any distinctive project cost evaluation. At Vedanta, we • Habitat degradation due to air movement of vehicles and goods socio-economic, geographic or climactic recognize our use of natural resources as a pollution and vehicular movement • Transform dynamics that may have been overlooked in key dependency, which gets reflected in (medium) the standardized studies. these risk assessments. • Minimize - Conservation of endangered - EMP to minimize air, noise, water, fauna • Introduction of invasive species from vehicular movement (medium) soil pollution - Conservation centres for Post-evaluation outcomes and actions The biodiversity risk assessment exercise - Afforestation and greenbelt endangered plants prioritised the sites on the basis of risk and • Faunal injury/fatality due to plantation to reduce disturbance - Wildlife rescue support After the evaluation metrics furnish their movement of vehicles (medium) classifies them as: High, Medium and Low. - Regulation of and defining routes - Support in prevention of forest results, sites can be clearly classified on the This assigned priority rating then determines • Loss of animal movement corridor for vehicular movements fires (medium) basis of the biodiversity risk they pose. the nature of Biodiversity Management Plan - Improved monitoring of habitats - Livelihood improvement and According to such classifications, the (BMP) to be prepared for the relevant site. engagement with local • Possible loss of endangered plant conservation actions to be taken are Once the plan is prepared, it is implemented species (low) • Restore community determined. and helps to manage and mitigate our impact - Soil & moisture conservation - Public awareness campaigns on biodiversity against a variety of • Freshwater pollution from accidental activities - Capacity building for forest run-offs (low) • Where sites are in close proximity to parameters. - Plantation of native and personnel biodiversity rich areas, as has been • Loss of natural/wildlife habitats (low) endangered species - Bamboo fodder development identified above, three further evaluation A consolidated list of impact-based • Loss of migratory and congregatory - Removal of invasive species actions are taken. The current status of biodiversity risks and examples of actions to wetlands for birds (low) - Introduction of aquatic be taken as per the mitigation hierarchy are vegetation biodiversity is assessed, along with the • Withdrawal of water resources from - Restoration of water bodies interaction of biodiversity with operations depicted below: water stressed areas (low) at the project site. Further, the biodiversity conservation approach currently being followed is also evaluated. We completed the Baseline Biodiversity Survey this year for all our sites. The baseline establishes a core set of biodiversity assessment criteria or This leads to a pragmatic understanding of indicators, which form the basis of site-specific impact analysis and guides the shaping and definition of mitigation and management measures. the as-is conditions, helping in the 78

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE STAGE 3: Biodiversity Management Plan Biodiversity Management Plan (BMP) is the supply of raw materials. Our primary developed for all our operations based on the upstream supply chain includes supply of findings of the technical biodiversity risk raw materials like coal, alumina to our assessment and provides detailed guidance processing operations. The main on the implementation of appropriate impact-based risk originating from mechanisms that can help to minimize impact. upstream operations includes loss, The biodiversity management procedures degradation or disturbance to wildlife focus on specific biodiversity topics relevant habitats due to procurement of material to the sector that the site falls under, and from Critical Habitats. provides direction on how evaluation and monitoring can be done across the project life As a mitigation measure, for procurement cycle, in conformance with milestones that of raw material from ecologically sensitive need to be achieved for NNL outcomes. areas, the Biodiversity Management Plans prepared for the sites include Risk management measures outlined in the recommendations to carry out due BMP are commensurate with the level of risk diligence assessment for entities in the identified during the Biodiversity Risk supply chain. One of the key criteria Screening Assessment. For sites that fall proposed in the assessment includes within 50kms of a Key Biodiversity Area (KBA), avoiding sources or transportation routes Protected Area (PA), the BMP provides that could disturb biodiversity sensitive recommendations on due diligence areas such as Protected Areas or Key assessment for supply chain entities and for Biodiversity Areas. This in addition to the sourcing of material from biodiversity rich requirement for partners in the supply areas. chain to have necessary clearances and permits including Environmental In addition to direct operational impacts, the clearance, Forest clearance, Wildlife BMP extends the risk screening process to clearance as applicable. identification of potential impacts from upstream operations, specifically in relation to 79

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE STAGE 4: Implementation and monitoring We create customized protocols for corporate and legal requirements and uses the Mitigation Approach biodiversity and ecosystem services GRI Mining and Metals Performance Indicators Transform management that is specific to each site. as reference points. These protocols keep evolving based on our Net positive Additional impact conservation examination of existing Best Management BMP monitoring entails: actions Practices (BMP) and procedures, as we seek • Collection of data on the implementation of to address incremental and emerging activities and outputs, according to the Residual Offset Offset requirements. These protocols are + impact developed in alignment with global best action plan; Biodiversity No net loss values Biodiversity Biodiversity Biodiversity Biodiversity practices and are constantly informed by our • Collection of data on the delivery of results - impact impact impact impact No Net Loss vision, ensuring that the bigger and impacts according to the indicators goal of neutralizing net impact on identified in the logical framework/monitoring biodiversity over the longer term, remains and evaluation activity/ programme; Restoration Restoration Restoration consistent. Each Vedanta site develops • Collection of data on the indicators specified performance indicators on the basis of Minimization Minimization Minimization Minimization in the BMP. Sites adjacent to areas of high biodiversity value Avoidance Avoidance Avoidance Avoidance Avoidance Business Unit Site Location Area of Biodiversity Value Area (Ha) Aluminium Vedanta Lanjigarh Lanjigarh, India Niyamgiri, Khambesi 833 ESL Steel Bokaro Plant Near Bokaro, Notified forest 540 Limited Chattisgarh adjacent to the plant Zinc Skorpian Zinc Rosh Pinah, Sperrgebiet 1,705 International Namibia National Park Black Mountain Aggeneys, Succulent Karoo 23,997 Mines South Africa Biodiversity Hotspot BMM - Gamsberg Gamsberg, Succulent Karoo 15,205 South Africa Biodiversity Hotspot Total 42,281 Biodiversity Mitigating Actions are the final resort for compensating for any The underlying objective behind these such impacts that remain after all possible extensive screening and evaluation exercises avoidance and mitigation measures have been is the avoidance or mitigation of negative implemented. Net positive gains achieved biodiversity impacts, and these are through offsets are designed to rebalance any implemented on priority. Biodiversity offsets critical habitat impacts that cannot be avoided. 80

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Revival of Khejari in the Thar ecosystem through agro-forestry measures Manmade mangroves and species conservation at Ravva right direction.These luxuriantly, dense wetlands support approximately 150 species of avifauna, Cairn has also committed to plant 15,000 52 species of butterflies, more than 5 species of mammals and snakes each, and hundreds of saplings of Khejari in the Thar desert species of insects, beetles, spiders. Species like Target region, thereby helping to support the Over the past 20 years, Cairn has transformed local biodiversity of this fragile and 56 acres of waste land adjoining its Ravva oil the Fishing Cat, Smooth coated Otter, Black 15,000 plantations by FY 2025 unique ecosystem. Tailed Godwit, Painted Stork, Black-headed and gas field in Krishna-Godavari basin near Ibis,Spot Billed Pelican, which are classified as Surasaniyanam in Andhra Pradesh, into a lush ‘nearthreatened’ or ‘vulnerable’ in the IUCN Red Progress till 31st March 2023 Impact spread of mangroves that hosts thousands of 300 plantations done different species of flora and fauna. The Ravva List of Threatened Species, are all found in these Biodiversity conservation and livelihood oil field on the Bay of Bengal coast, is a joint mangroves, which provide them with a natural generation for farmers by providing the habitat. The disappearance of mangroves from venture between Cairn Oil & Gas-Vedanta Ltd, higher yielding variety of Khejari. India’s and south Asia’s coastal regions have also As part of Cairn’s ESG commitment toward Oil & Natural Gas Corporation, Videocon meant that a lot of aquatic, amphibian and No Net Loss to biodiversity and to Industries Ltd and Ravva Oil Singapore Pvt. Ltd. tropical rain forest-based species have lost conserve indigenous and ecologically Way Forward Cairn became the operator of this field in 1996. habitats, a gap that Ravva is filling. The wetlands sensitive floral species of the Thar region Cairn’s long term objective is to increase are also enriching the soil beneath. Revva’s in Rajasthan, we have initiated a project for The reclamation of the 56-acre stretch of dry the population of Khejari in western topsoil samples are estimated to have an organic the revival of Khejari. The Khejari tree is Rajasthan, by involving both local wasteland began as a social and environmental carbon content greater than 1.9%. The very Rajasthan’s state tree and has both communities and the government. Our change initiative and subsequently became an high-density canopy created by the mangroves ecological, social as well as, economic short- to medium-term goal is to increase ongoing CSR initiative for the JV entity. The also makes it an exemplary carbon sink. So far, importance. This species is adapted to the number of plantations in the areas reclamation entailed the creation of manmade the wetlands have stored more than 2000 thrive in the harsh and arid conditions of surrounding our site. mangroves and wetlands in the area which tonnes of carbon and sequestered nearly 7500 the region and helps in sustaining the houses Cairn’s crude oil storage and processing TCO e of greenhouse gases from the nutrient value of the soil. The leaves are terminal. As a part of the reclamation initiative, 8 2 used as fodder for livestock. The tree also mangrove species out of the 40-odd commonly atmosphere. helps in nitrogen fixation and improves the found species endemic to the eastern coast, quality and fertility of the soil. Further, have been transplanted and nurtured in Ravva. Khejari pods, locally known as sangari are used as a vegetable and is rich in proteins, Impact minerals and fibers. The tree is also used South and South East Asia are losing for medicinal purposes, for curing of mangroves at the fastest rates in the world. Yet ailments like asthma, bronchitis. mangroves have an even greater role to play in However, due to over-cultivation, grazing these regions which face some of the fiercest and habitat degradation the Khejari storms and hurricanes in the world, against population has been decreasing. Cairn has which mangroves can act as natural barriers. distributed 300 saplings of Shobha Khejari These regions also have high population to farmers in 2022 as a part of its Van densities and high carbon emissions Mahotsav initiative. This activity will help in trajectories, where mangroves can make a dent improving soil quality and also generate given their high rates of carbon sequestration. livelihoods for the farmers. Our wetlands at Ravva are thus a step in the 81

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Air emissions and quality Air quality management and the air quality at our sites so that Air Emission (metric tonnes)* emissions control are issues that effects of our operations can be affect a large number of stakeholders evaluated in real time and suitable and need strong oversight and interventions for maintaining 89,857 regular monitoring. The efficient mandated standards of air quality, FY 2023 502,403 18,275 management of air emissions from can be taken. We do this with the our sites, their impact on the ambient help of emission control 84,641 air quality is a vital component of our technologies and advanced FY 2022 509,069 sustainability strategy and crucial for monitoring systems, which flag off 11,827 fostering positive relationships with any potential issues. We actively 66,305 our neighbouring communities. monitor SPM, sulphur oxides (SO ), FY 2021 526,421 PM Emissions x 19,693 SOx Emissions and nitrogen oxides (NOx) as part of NOx Emissions Further, it is mandatory for us to our ambient air quality monitoring 67,317 comply with environmental process. Additionally, lead emissions FY 2020 508,206 regulations on a variety of air from our zinc operations, fluoride 11,215 emissions like emissions of emissions from our copper and particulate matter, sulphur dioxide aluminium operations, and Polycyclic SOx emissions have been recalculated based on revised SOx emission factor in FY23 (SO ), nitrogen oxides (NO ), and Aromatic Hydrocarbons (PAHs) from 2 x others. Non-compliance can result in our aluminium operations are being fines, penalties, and legal monitored to align them with our Air quality improvements consequences for the company and Environmental Management Operations/Units Activities (Policies/Technological interventions etc.) also disrupt regular operations. Standard. Therefore, rigorous air emissions management is necessary as Measures to enhance air quality ESL HFTR Installation in Sinter High Frequency rectifier transformer is installed in Sinter Plant to bring the significant operational and As in other areas, our focus on air emission below 100 mg/Nm3 by improving the frequency of Electrostatic reputational risks are involved. emissions management goes well Precipitator (ESP). beyond mere compliance. We are HZL Tail Gas Plant (TGT) Processes involved in mining, such as Installed in smelter to further cut down SO emissions from stack. using advanced technologies and 2 drilling, processing, and processes to minimize our emissions VAL Jharsuguda Installation of Wheel Wash System transportation, all have an impact on and reduce our environmental Wheel Wash System improves the ambient air quality at Ash Handling Plant AHP air quality. We have established impact. In 100% of our sites we have & Coal Handling Plant CHP area during transportation has been improved and it systems for continuous monitoring of met the compliance requirements. meets NAAQS 82

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Our organization owes its six In this section decades of extraordinary growth to Aim 7 the commitment and resourcefulness of our employees. • Prioritising safety and health of all employees We strive to make our workplace AIM 8 distinctive – by nurturing and rewarding talent, by maintaining • Promote gender parity, diversity, and inclusivity exemplary safety standards, by AIM 9 promoting diversity and equality across all levels and by always, • Adhere to global business standards of honouring merit. corporate governance A workplace that prioritizes safety is also a workplace that experiences higher levels of productivity. This principle is what fuels our KEY HIGHLIGHTS continuous efforts to establish a safer workplace with a goal to attain zero workplace fatalities by FY 2025 and no exposure to red 1.20 zone areas by FY 2030. To achieve these goals, we are actively educating and equipping TRIFR Transforming our employees, adopting state-of-the-art technologies, overhauling our safety management systems and building in the Workplace oversight and accountability at different levels. 25 Diversity at the workplace richens perspectives and sharpens our number of transgenders competitiveness. We have set aggressive diversity goals that will enable us to tap into non-traditional talent pools and to introduce a heterogeneous mix into our leadership pipeline. Our governance standards and the mechanisms that we follow to uphold ethical 81% conduct, integrity and accountability remain robust and well entrenched. significant suppliers assessed Our global ambitions and national priorities are fuelled by our belief in ourselves – the quality of our people and the strength of the organization that we have built. 83

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE SDG Board Board POLICIES Diversity, Equity and Inclusion Policy, Board Diversity Policy Code of Business Conduct and Ethics, Supplier Code of Conduct, ESG Committee Nomination and Supplier and Contractor Management Policy Remuneration Committee STAKEHOLDERS IMPACTED Executive Management Employees, Suppliers, and Investors HSES Mancom HR Mancom TARGET Implementation Aim 7 Zero fatalities 30% reduction in TRIFR by FY 2025 No employee exposure (with FY 2021 as baseline) to red zones by FY 2030 Safety Community DEI Council of Practice (CoP) Implementation Aim 8 responsibility Equal Opportunity 20% gender diversity 40% gender diversity in leadership for everyone by (Full-time-Employees) roles (Full-time-Employees) by FY 2030 Health Diversity FY 2025 by FY 2030 Injuries and Fatality Employee well being 30% gender diversity in decision- making 10% gender diversity in technical / shop-floor bodies (Full time -Employees) by FY 2030 roles (Full-time employees) by FY 2030 Emergency Response Inclusion Occupational Safety Employee engagement Aim 9 Zero governance Rubaru to be introduced at Continue to cover 100% issues by FY 2025 all Business Units across employees in code of Vedanta by FY 2025 conduct training Minimum 50% Independent Directors on 25% gender diversity on Board as per SEBI requirements FY 2025 the board FY 2025 84

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 7 Prioritising safety and health of all employees Key Material Issues It also helps to attract and retain Promoting Safety at Every Step international best practices. The Health, safety & well-being employees, foster positive Our Commitment to Zero Harm performance against these standards relationships with local communities, is internally audited in keeping with the investors, and customers. A safe Under Aim 7 our focus on occupational Vedanta Sustainability Assurance work environment reduces health and safety is driven by the goal of Programme (VSAP). absenteeism and improves overall establishing a zero-harm work productivity, leading to cost savings. environment. As a mining major, we are Taking a no-compromise approach Unsafe work conditions can fully cognizant of the inherent risks that towards our safety commitment, we Creating a safe workplace for our employees that significantly impact productivity and, accompany the act of mining and we have also integrated the highest promotes and safeguards their health and consequently, have a negative effect have built in processes and checks and international quality and occupational wellbeing is the foundation for organizational on the company's reputation. balances within the system that can health and safety parameters into our growth and the collaborative impact that we can .Therefore, ensuring the good health identify hazards early and mitigate or ways of working and control. and safety of our workforce is of the remove them. Our employees are duly create on society. Maintaining a strong health and highest priority for us. trained in the risks attached to their work All our operational facilities and sites safety record helps build trust with our employees and taught methods to act with utmost have obtained prestigious and other allied stakeholders and strengthens our We administer our health and safety caution and care, under all conditions. certifications like ISO 45001 and reputation as a responsible and caring employer. processes through a well-defined The implementation of Aim 7 is led by the OHSAS 18001. We are also aligned framework of policies and processes Safety Community of Practice across the with the guidelines set forth by the with supervisory oversight at the entire organization. International Council on Mining and highest levels of the organization, and Metals (ICMM), whereby we not only managerial control flowing down to In our overarching organizational vision of ensure that our operations are safe, the functional leadership levels and ‘Transforming for Good’ the Healthy and with all proactive safeguards in place, to the site, plant and office staff. Safety function has a central role to play but also environmentally sustainability. Procedures for hazard and risk for a ‘sustainable’ future can only be built management are well-defined and on the plinth of safety, health and The other aspect of our the workforce is regularly trained on wellbeing. This long-term vision informs comprehensive safety framework are these, along with independent audits our thinking around the Health and Safety the protocols that we observe to keep being carried out to check function, and our constant attempt is to our practices updated with the latest preparedness and conformance with benchmark it with the best in the world. advancements in the field of procedures. We employ a large occupational health and safety. We do number of contractors as a part of Our comprehensive safety framework this through regular assessments, our regular workforce and similar integrates several aspects to ensure audits, and through dedicated health and safety practices are top-order safety compliance and feedback mechanisms, learning from maintained for them. performance. We have implemented of industry used cases and evolving 17 safety performance standards and 20 national and international systems. Our ultimate goal is to keep health health and safety technical and and safety incidents at the minimum management standards. Currently, we are All our operational facilities and sites and to build, reinforce and maintain a in the process of updating these have ISO 45001 and OHSAS 18001 very strong safety culture. standards and aligning them with 85

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Occupational Health and Safety Performance Safety Management Despite our ongoing efforts to achieve the We have identified three key levers for Each business unit CEO is personally Our safety committees play a vital role in ambitious goal of zero fatalities, in FY 2023 we enhancing our safety performance and responsible for specific risks, and a driving and assessing safety performance regrettably experienced 13 fatalities. In preventing fatal injuries in future. well-defined governance structure has within our organization. With the objective of response, we have conducted comprehensive been implemented. Further, we are in creating a zero-harm work environment, we investigations into each accident to identify These are: the process of standardizing risk promote a safety-first culture where every the root cause and prevent recurrence, at any procedures, and uniform risk-specific individual is responsible for workplace safety. cost. After thorough analysis of the findings, • Critical Risk Management practices are soon to be rolled out All leaders are expected to exemplify the the top three causes of fatalities have been While our safety initiatives have across all divisions of Vedanta. Risk highest levels of safety discipline in their identified as man-machine interaction, vehicle successfully improved our injury rates, champions have been involved in the driving, and structural stability. Further, as a the occurrence of fatalities are still a design and control of these respective areas so that they can serve as preventive measure we have also established big concern. To counter this, we have risk-specific practices. Risk champions direct role models for those below them. In a detailed mechanism for investigating every introduced a comprehensive Critical are from different BUs and they base cases of recurring safety violations or fatal accident that occurs onsite. As a part of this Risk Management (CRM) programme their suggestions for improvement or incidents, we enforce strict consequences mechanism, each incident will be examined by throughout our organization. CRM new design on their in-depth for our management teams. a senior leadership team member, appointed takes a risk-based approach based on understanding of existing controls and by the Group Executive Committee. The proven ICMM 9-step methodology. This factors contributing to fatalities. Regular and comprehensive training is findings and conclusions from these initiative aims to identify and evaluate Further, design workshops on four conducted in various safety domains for all investigations will then be promptly critical risks, as well as measure, different risks have already been levels of our workforce to ingrain a safe work monitor, and report on the completed. The complete programme culture. Our safety leadership actively disseminated horizontally across all Business effectiveness of control measures. We is expected to be rolled out by the first collaborates with site in-charges and their Units (BUs), ensuring that the lessons are have partnered with global experts for quarter of FY 2024, taking us closer to safety officers, to regularly upgrade their skill learned quickly and disseminated effectively. deploying this programme and it is our zero-harm workplace goal. development, thereby once again, reinforcing Over the past two years, our Lost Time Injury being run across all our BUs. Under a robust safety culture at our sites. CRM, we have identified 13 critical risks • Improving safety infrastructure Frequency Rate (LTIFR) has remained constant across Vedanta, based on trends and We understand the significance of at 0.58. In FY 2023, the Total Recordable Injury fatalities observed over the past 10 ensuring a secure working environment Frequency Rate (TRIFR) for Vedanta was 1.22, years. For 9 out of 13 of these critical for our staff and have made it a top which reflects a steady decline from the 1.44 risks, control designs have already priority to enhance our safety recorded in FY 2022. This indicates a been developed, and we have infrastructure. Our efforts include the favourable decrease in the frequency of successfully rolled out 6 critical risk installation of designated walkways recorded injuries within the organization. controls across the company with the equipped with guiding rails, marked help of the external consultant team. roads with traffic signals, and dedicated BU leadership continues to emphasise on three lanes for ash dumpers. Our main focus areas: In FY 2023, vehicle-pedestrian objective is to eliminate any potential fatal injuries caused by inadequate • Visible felt leadership segregation, man-machine interaction, safety infrastructure. and work at heights were identified as • Safety-critical tasks three critical risk areas for work onsite. • Managing business partners 86

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Lost Time Injury Frequency Rate (LTIFR) (per million man-hours) • Employee and business partner training Awareness building on safety best practices, potential hazards and emergency procedures 0.52 are fundamental to maintaining a strong safety FY 2023 0.54 0.44 culture within the company. We do this through 0.58 on-site trainings, virtual webinars and group FY 2022 0.59 CEO sessions. Our regular workforce, 0.55 0.56 contractors and business partners are all FY 2021 0.54 included in such activities. Such awareness 0.46 0.67 building sessions are held at regular intervals FY 2020 0.71 and help to build and reinforce understanding 0.45 and familiarity with standard safety practices 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 that need to be observed at all times. Total Contractors Employees Employees and partners are also trained on behaviour patterns or sequence of actions that need to be taken in case of any kind of Total Recordable Injury Frequency Rate (TRIFR) (per million man-hours) hazardous circumstances so that operations can be halted promptly. Total Contractors Employees 1.2 FY 2023 1.26 0.82 1.4 FY 2022 1.49 0.96 1.48 FY 2021 1.57 1.08 1.62 FY 2020 1.76 1.89 million 0.99 man-hours of safety training Fatalities Permanent Employees Contractors 12 12 8 2.49 6 Average H&S training hours per FTE 1 1 0 0 FY 2020 FY 2021 FY 2022 FY 2023 87

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Details on Fatalities Business Type of Number of Vedanta Employee/ Risk Category Detail of the incident Actions Taken Operations Fatalities Business Partner Zinc Mine, HZL 1 Business Partner Shaft & Hoisting A fatal injury occurred when a rock fell from the gap between the shaft and man-cage, which Designed and implemented hardwire interlocking to allow only Business (Contractor) hit the individual who was entering the man-cage. The rock originated from the skip, which either skip or cage to operate at a time. operates within the same shaft, and the incident was a result of the skip being overfilled. Smelter, HZL 6 1 Employee Structural Integrity Catastrophic damage to the sulfuric acid tank resulted in acid splash, the leakage of sulfuric A complete Structural Integrity review was carried out for 5 Business Partners acid resulted in acid burn injuries and loss of human life, as well as shutdown of the unit. all tanks. (Contractors) Aluminium Power Plant, Val-J 1 Business Partner Vehicle & Driving The silo operator was hit by the vehicle body due to the sudden movement of Hyva and came Action has been taken to implement Integrated Traffic Business (Contractor) under rear tyre that resulted in the injury. Management and mobile phone ban on shopfloor. Steel ESL Steel Ltd. 1 Business Partner Confined Space During the tare weight measurement of a cement bulker, the driver noticed the presence of All Bulkers have been recategorized as “confined spaces” Business (Contractor) leftover cement inside the bulker. As a result, driver decided to return to the DI Plant to ensuring that no individual is permitted to enter the tank unload the cement. To do so, he opened the lid to enter the bulker, as the bulker contained without proper controls and safety measures in place. concentrated nitrogen used for cement unloading, the driver suffered from asphyxiation and lost consciousness, falling into the bulker, which is considered a confined space. ESL Steel Ltd. 2 Business Partner Electrical An electrical flashover due to testing on live busbar caused burn injuries to 4 BP engineers Backdoor panel interlocks have been installed to prevent (Contractor) involved, out of which two of them succumbed to their injuries. inadvertent opening of panel if there is power supply present. FACOR FACOR 1 Business Partner Vehicle and A diesel filling tipper ran over the right leg of the BP employee who was close by the vehicle A dedicated pedestrian path has been established to ensure (Contractor) driving and the IP succumbed to his injuries. the segregation of personnel movement. An action plan with defined timelines has been formulated to enhance road infrastructure. FACOR 1 Business Partner Molten Materials IP got entrapped during severe furnace eruption where he got exposed to hot fumes and dust. Automation of all high-risk activities of Molten Materials to (Contractor) eliminate people in line of fire has been carried out. Incident Cause Analysis Method (ICAM) underlying causes and shortcomings. Based organizational culture, communication understanding the causes and circumstances for Safety Investigations on their findings, recommendations are breakdowns, inadequate procedures, pattern of surrounding each incident. The findings and Vedanta views fatalities very seriously and formulated and communicated across the equipment failures, or training deficiencies. analysis of causes emerging from these has used each such setback to company through safety alerts. investigations are being shared and cascaded progressively improve safety management. At Vedanta, we have developed multiple ICAM through an extensive training program, while Our Incident Cause Analysis Methodology ICAM follows a holistic approach that involves leaders across sites to investigate the fatalities specific learnings are being disseminated (ICAM) comes into play immediately after a gathering information, analysing evidence, and that have occurred this year. Each investigation horizontally across all BUs. Sharing of such fatality occurs. A cross-functional team is identifying contributing factors to determine has been meticulously examined by a valuable insights and learnings can prevent put together after the occurrence of an the sequence of events leading up to the designated senior leadership team, appointed future incidents while also fostering a culture of incident, and this team conducts the ICAM incident. The method emphasizes the need to by the esteemed Group Executive Committee. continuous improvement and heightened investigation on-site to identify the look beyond immediate causes and uncover Their collective expertise and insights have awareness within the organization. deeper underlying factors such as played a pivotal role in comprehensively 88

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Cross Business Audit Programme At Vedanta, we are trying to build a highly Vedanta’s leadership has This organization-wide programme has been More than 2,500 employees and business evolved safety culture that is undertaken the SMRITI Initiative, initiated to enhance the dissemination of partners have completed the training on well-entrenched and also dynamic and as a dedicated effort to revisit learnings and facilitate the sharing of best five Critical Safety Standards. In Phase 2, 6 adaptable. The organization is working and reflect upon the lessons practices horizontally. Approximately 25 additional modules will be launched. The together – from senior leadership, and learned from incidents that have internal auditors from Vedanta sites have modules will also be made available in the onsite management, to our workers and received training from the British Safety regional language for business partners. By partners – to help improve and evolve our resulted in fatalities. Council. The audit methodology and utilizing Enablon, we can thoroughly analyse safety practices and to learn from past comprehensive check sheets have been incidents, gaining significant insights into incidents to build a safer future for all. To By revisiting these tragic developed taking into account the critical risks vulnerable areas at our sites and identifying become a sustainable and safe business, incidents and their underlying identified at the Business Unit level. underlying causes that require attention. this is the only way forward. causes, the CEO actively This data-driven approach enables us to initiates discussions and sets Driving Safety through Digitalisation make informed decisions for improvement. Forum with Group CEO: Empowering We have successfully implemented the Enablon analytical capabilities allows the Dialogue: Engaging with Leaders into motion activities that aim at Enablon platform, which is a leading integrated examination of historical data, helping us to We have recently introduced Group CEO recalling the circumstances of software solution for effective risk verify our analysis against past trends and townhalls, providing a monthly opportunity these incidents, their causes, management. This implementation will further enhance our understanding of for the CEO to engage with the HSE teams. associated learnings, and ways significantly support the management of our incidents, leading to more effective This platform serves as a valuable space of prevention. safety performance, helping to mitigate risks, decision-making. for individuals to directly communicate with and enhance data analytics for swifter and senior leaders, sharing their perspectives more effective decision-making. By utilizing and obtaining senior management insights Enablon, we can ensure transparent reporting, Based on last 10 years’ data, we have on safety matters. Within these townhalls, thereby facilitating a culture of continuous developed a matrix of recommendations we recognize and celebrate Safety Heroes improvement within our organization. specifically addressing considerations for from both our employees and business infrastructure development and engineering partners, acknowledging their exceptional controls. This matrix helps to prioritize on commitment to promoting safety. improvement areas so that the most Our subsidiary, BALCO has pressing safety measures can be successfully introduced a digital implemented, and future incidents solution that guarantees complete prevented. It also serves as a tracking safety compliance on the shop floor mechanism, highlighting all those areas where improvements are necessary. The by employing pre-trained Artificial matrix is now a mandatory aid for safety Intelligence (AI) models. This initiative infrastructure creation, enhancement, and Safety KPIs are incorporated involves the continuous monitoring of refurbishment. Sites will have to comply with into the perfiormance unsafe activities through a network of its recommendations as per a time-bound management of all employees, cameras, with real-time data being fed action plan. Third-party verification will be incentivizing safe behaviour and into a centralized AI data lake. The carried out once 100% compliance has proactive risk management. project provides comprehensive been reached. coverage, particularly in challenging or inaccessible areas, thereby ensuring safer work environments with 360-degree monitoring. 89

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Enhancing workplace safety at BALCO through introduction of Lightening Protection System Emergency Preparedness Emergency preparedness is crucial for contractors working in any of Vedanta’s operating locations. Contractors are required to understand the site's emergency evacuation plans, including evacuation routes, assembly points, and any In the mining industry, workplace safety covers a wide range The LPS also plays a protective role in several ways. When it detects bad designated safe areas, andfamiliarise with of hazards. At Vedanta, we follow uncompromising safety weather, the LPS automatically switches off sensitive and high-value emergency exits, fire extinguisher locations, and standards, and stay alert to emerging hazards to ensure electrical assets to auxiliary power, until safe conditions return. Once the other safety equipment on-site. all-round worker safety. In 2023, we made our workplace danger has passed, the safety system seamlessly transfers these assets safety even more robust through the installation of a back to the main power supply. The LPS also prevents harm from Driving Safety Digitally Lightening Management and Alert System, which provides lightning strikes through its feature of providing a low impedance route to Secure implementation of digital tools, comprehensive predictive and protection capabilities. the ground. technologies and online platforms in the workplace have been remarkable aspects of Lightening has immense destructive force as it carries These very useful features help to effectively safeguard high-value and Vedanta’s journey towards making our operations massive electrical discharge of nearly a billion joules of sensitive equipment, and to protect human lives from danger of sudden safer. After a pilot study conducted at energy, and can have catastrophic impact on human life and lightning strikes. HZL-Chanderiya facility, we have adopted a property. After experiencing a fatality caused by a lightning camera-based surveillance technology, that strike in the ash dyke at BALCO it was decided that we helps monitor and track safety violations in would take all necessary protection to prevent any such real-time. recurrences. To aid employees’ understanding of safety Ten lightning arrestors (LA) have been installed in different standards, we have introduced various digital areas of the Ash dyke. Eleven Lightning Protection Systems safety e-learning modules across business units (LPS) have also been installed, which activate alarms in case and seamless implementation of these standards of lightning occurring in the area and actuates safety earth is ensured through Enablon. Enablon’s expertise and dissipates the impact of lightning in case of a strike. in integrating safety solutions into operations, has helped us minimise risks, drive data-driven The LPS has predictive capabilities and its sensitive solutions and ensure transparent reporting. equipment can detect the occurrence of storms and lightning in the vicinity. The LPS consists of a network of air terminals, bonding conductors, and ground electrodes designed to provide a low impedance path to ground for potential strikes. The LPS acts as an early warning system whenever it detects bad weather. Through warning flashes of revolving light and hooter alerts the LPS provides warning on imminent storms and weather disturbances, allowing adequate time for preparation and precautions. 90

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Using immersive and intuitive technologies to create a safer workplace Safety Patrollers Project The Safety Patrollers project is another innovative initiative aimed at enhancing safety at the workplace. Safety Patrollers work as safety officers, and help to identify unsafe acts or conditions on a regular basis. They also conduct safety interactions, Transforming the Workplace is an • Provides a safe environment to the help of virtualized technologies. In this and assess other safety-related critical tasks. essential pillar of our ‘Transforming practice before putting workers in the way we are also giving shape to Vedanta’s How the project works Together’ vision, and this involves actual physical environment vision of being a digital-first organization. creating zero-harm work environments • Avoid incidents that may result from This project involves more than 5000 operation and for our workforce through the use of learners’ unsafe behaviour or maintenance (O&M) employees who take on the role innovative technologies. Reducing learning mistakes, thus enabling of Safety Patrollers. The rotation of duties works workplace risk for those in high-risk roles employees to learn from their according to a roster that is drawn up on a monthly has been a priority area for us and mistakes basis, with selective O&M employees being BALCO has launched a project which identified at respective BU levels and then addresses this comprehensively. The project has proved to be highly designated as safety patrollers with the approval of BALCO’s XR Experience Zone uses successful both in terms of reducing BU Heads. Safety patroller schedules are Augmented Reality, Virtual Reality and workplace incidents and through periodically uploaded onto a web portal for easy Mixed Reality technologies to train improved financial returns. The initial access and reference. Each day, auto generated employees by creating a realistic, project setup, which included the emails are sent to the safety patrollers, providing simulated experience of high-risk installation of virtual reality equipment them with the necessary information and reminders. activities within a controlled environment. at two units, involved a total spend of Every day, nearly 40 to 50 Safety Patrollers actively The simulated exercises and situations Rs 700,000. The return on investment fulfil their duties. In their role as the safety officer, that are provided as part of this training has been manifold, with savings worth they spend their time focusing on safety exercise are deeply immersive, and help Rs 1,868,00,000 generated. These interactions, observations, verification of critical employees develop the skills and reflexes savings have originated as a cumulative controls, permits to work (PTW), toolbox talks (TBT), intuitively, better preparing them for work result of the implementation of BALCO's XR Experience Zone is the and injury corrective and preventive action (CAPA) in high-risk, high-hazard jobs like working heightened safety measures and the first programme of its kind within verification. They report their observations and at heights, without facing any physical virtualized, real life-approximated the Vedanta Group and fills the interactions through the web portal. Compliance risk. The simulated conditions under training, which has reduced the number monitoring of the safety patrollers is conducted on which employees can train and hone their of accidents, lost mandays and much-needed gap of virtual a monthly basis to ensure adherence to safety skills have a number of benefits, like: compensation payouts, and reality-based training for protocols and responsibilities assigned. significantly minimized equipment employees in high-risk activities. • Engaging mode of training with damage. By training employees in simulated Overall, the Safety Patrollers initiative has helped in hands-on experience For the implementation of this initiative, risk-prone conditions it not only two ways: In the establishment of a positive safety • Builds muscle memory in ways that are BALCO won the Platinum Award at sharpens their skills and reflexes culture and the development of safety not possible via passive classroom CII-IQ National Safety Competition within safe and controlled settings, competencies among employees. These outcomes trainings 2022, in the category of safety it has also generated substantial contribute to our long-term vision of a zero-harm • Provides ability to analyse user digitalization. The stupendous success cost savings to the tune of Rs workplace and is a wonderful example of how our behaviour via performance and of this project has strengthened our collaborative efforts can sustainably drive safety analytics through competency intent of scaling up such safety training 186.8 millions. awareness and practice across the organization. assessment exercises across the organization with 91

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Gems of wisdom Experts’ guidance on safety To enhance employees' understanding of various health and safety subjects, safety webinars are regularly organized for the entire staff. These webinars feature an expert from the field who shares knowledge and insights on different aspects of maintaining a safe and secure working environment. The webinars serve as a platform for employees to gain a deeper understanding of important safety topics, enabling them to make informed decisions and take preventive actions that promote safety and well-being in the workplace, on a daily basis. 92

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 8 Promote gender parity, diversity and inclusivity Key Material Issues Workplace diversity helps build a orientation, disability, etc. We firmly get the best kind of talent from both Diversity & Inclusion, Talent Attraction and Retention, culture that is welcoming of believe in fostering an inclusive and genders, we regularly recruit Learning & Development, Labor Practices differences, promoting qualities of diverse environment, and recognize and outstanding talent from top-ranking assimilation and collaboration and respect our employees for their abilities, campuses in our country. recognizing what is best in people. potential and achievements alone. All Employees feel valued in such an other considerations are immaterial at A number of initiatives are underway environment, increasing productivity our workplace and we actively promote a to facilitate the practice of gender and reducing attrition. Today, many work culture that celebrates and equality and parity within the Embracing diversity and fostering an inclusive governments and regulatory bodies reinforces high performance. organization and to help in ensuring work environment helps to create a vibrant have created policies and laws that adequate numbers from both promoting equality and diversity in Vedanta has an internal Code of Conduct genders are recruited and integrated workplace that is open to new ideas and is the workplace. There are corporate (CoC), which is part of the onboarding across levels. Several initiatives like adaptable to a changing world. It also opens us a reporting requirements related to processes that new recruits are taken V-Lead, SheLead, Pragati, Tarang are much larger talent pool for us and we are able to diversity and inclusion, and failure to through. The CoC encapsulates our underway under direct Board attract and retain the best talent. meet these may lead to legal company’s policies and work principles oversight and these are consequences, financial penalties, and every employee is required to be strengthening our efforts in and reputational risks. These familiar with it and to observe it. Our promoting gender equality. These concepts have thus moved much anti-harassment policy is part of the CoC programmes are designed to beyond philosophies or and is diligently upheld across all levels. mentor, train, guide and promote our good-to-have goals to full scale In case of complaints of harassment, we talented women professionals so requirements, with targets and have appropriate mechanisms for that they earn their rightful place responsibilities attached across addressing such grievances, deterring within the organization. different levels of the organization. the recurrence of misbehaviour and penalization of the offender. To ensure that equality and diversity Vedanta has championed equality of remains an abiding organizational opportunities and diversity and priority that sees real-time inclusion within our company for we Awarded Great outcomes, we have integrated key firmly believe in its positive impact in Place to Work for performance indicators (KPIs) into making our people open to the second our Environmental, Social, and challenges, and helping enrich their consecutive year Governance (ESG) framework. These perspectives and experiences. KPIs serve as benchmarks to drive continuous improvement. When At Vedanta we have put in place evaluating candidates with similar policies that ensure equal Gender Parity skillsets, we prioritize the inclusion of opportunities for all. At the time of We have instituted a policy for lateral deserving women, in a bid to recruitment, and during their time as hires that mandates that 50% of all new balance our workforce that has an employee the organization hires should be women, helping us historically been gender skewed due assesses each individual strictly on remain committed to our goal of to the paucity of women in the the grounds of merit. No distinction is maintaining a 50% gender diversity ratio manufacturing and metals and made on the basis of caste, religion, at the time of hiring. To ensure that we mining industry and other race, gender identity, sexual socio-economic factors. 93

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Elevating Women in Workforce Workforce Breakdown: Nationality We have implemented programmes designed valuable insights, advice, and expertise that to support and develop women professionals helps them navigate their career paths and to take on greater responsibilities and overcome challenges. India US Zambia advance in their careers. Through these interventions we provide targeted mentoring, We provide an overview on some of our 91.91% 0.03% 0.02% guidance, and support to a select group of leading initiatives in the area of workplace 91.32% 0.03% 0.02% women leaders. These women are aligned equality and diversity. with senior leaders or mentors who provide South Africa Canadian Bahrain 7.90% 0.02% 0.01% 8.48% 0.02% 0.01% V Lead: Empowering Women Leaders at Vedanta UK Nepal German in leadership roles. The percentage went up 0.04% 0.02% 0.01% Vedanta Group's leading Women Leadership 0.04% 0.02% 0.01% Development Program, V-Lead underscores from 7.7% in FY22 to 9.2% in FY23, which we the organization's unwavering commitment to believe is a massive leap given the fact that Zimbabwe Namibia promoting gender diversity, inclusion, and metal and mining sector has been a male women's empowerment. The primary dominant sector and Vedanta’s development 0.03% 0.02% objective of this program is to identify and program like these, are able to bring a big 0.03% 0.02% nurture aspiring female leaders within the change. Share in total workforce (as % of total workforce) Share in all management positions (P to M10) group, with a specific focus on cultivating women to assume top executive positions, commonly known as CXOs. Through a meticulous selection process, 120 Remuneration Ratio Female to Male exceptional young female leaders were handpicked from a large talent pool consisting of over 720 women out of our total female 0.86 population of 2387. These selected Ratio of average 0.84 individuals have undergone extensive Renumeration 1.22 grooming and mentoring to equip them for 0.85 future leadership roles, not only within the Ratio of average 0.84 company's domestic operations but also in Basic Salary 1.23 international business units. This initiative aims to empower women, elevate their professional status, and contribute to the Remuneration ratio of Female to Male Junior Management Level (M6 and Below) overall success and growth of the Vedanta Remuneration ratio of Female to Male Management Level (Middle Management) Group. Remuneration ratio of Female to Male Executive Level (Top Management) This program gave a very positive outcome, we were able to increase the share of women 94

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Easing the transition to work for new mothers Workforce Breakdown: Gender Motherhood places several demands on safe hands and under proper the new mother, who very often has to supervision. This helps eligible balance multiple priorities. At Vedanta, we employees enjoy peace of mind as they understand these needs and are are close at hand in case of need, while committed to making motherhood a they can simultaneously fulfil their smoother experience. professional responsibilities. To ensure Our human resource practices are guided that all our eligible employees get to by Vedanta's core value of Care and we utilize the convenience of the onsite child strive to create a supportive and inclusive care centres, HZL provides a fixed sum workplace that accommodates the various as child-care contribution for the stages of our employees' lives. We offer day-care of the child. flexible working hours to support new Breast-feeding/lactation facilities parents, recognizing the time and space they need to adjust to their new roles. As a ESL and HZL provide onsite result of the supportive environment, of breast-feeding/ lactation facilities in the women who had taken maternity leave child care centres where women can chose to continue in their roles even 12 freely breast feed their newborn in a months after rejoining work, reflecting the private, comfortable and hygienic support they received in childcare and the environment. At VZI, we provide lactation overall atmosphere of cooperation. room facilities to new mothers, as an enablement initiative, despite there being Diversity Indicator Our mentoring programme ‘Buddy’ system no regulatory requirement in South is a case in point. As a part of this, Africa. These lactation rooms can be experienced senior women colleagues who used upto a period of 12 months for an have passed through similar life individual infant, with the mother required experiences, provide guidance and support to bring her own equipment for availing of 20% 23% 14% to new mothers in making decisions related these facilities. At these subsidiaries, FY 2030 Target FY 2030 Target FY 2030 Target to their career and personal choices. daily nursing breaks are also provided 14% 21.30% 11.80% within the timeframe of a working day to Gender diversity Share of women in junior management Share of women in management positions in Several subsidiaries like ESL, VZI and HZL accommodate the new mothers’ (Fulltime employees) positions, i.e., first level of management revenue-generating functions (e.g. sales) as have launched empathetic programmes for breastfeeding needs. (as % of total junior management positions) % of all such managers (i.e. excluding support new mothers, empowering them to handle functions such as HR, IT, Legal, etc.) their responsibilities more easily. These Paid parental leaves initiatives are diverse in nature, and include Vedanta provides paid parental leaves for 18% 12% 13% provision of onsite day care facilities for both primary and secondary caregivers, FY 2030 Target FY 2030 Target FY 2030 Target young children, breast feeding / lactation 18.30% 9.20% 15.70% facilities, paid parental leaves, amongst with 26 weeks of paid leave provided to Share of women in all Share of women in top management Share of women in STEM-related positions others. female employees, 7 days to male management positions, positions, i.e. maximum two levels (as % of total STEM positions) employees. Additionally, keeping in mind including junior, middle away from the CEO or comparable the needs of those mothers who go in for and top management positions (as % of total top Day care centres (as % of total management management positions) adoption we also provide 12 weeks of positions) ESL and HZL are providing day care adoption leave to female employees who centres onsite where new mothers can have adopted a child. leave their infants and young children in Performance in FY 2023 95

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Three-tier approach to sensitization promotes Gender sensitisation programme helps to mainstream greater assimilation transgender hiring We have initiated a comprehensive sensitization To reinforce our commitment towards creating a LGBTQ+ talent. Currently, we are proud to have campaign that focuses on various dimensions of discrimination-free and inclusive workplace and to promote 25 transgender employees who are an active Diversity, Equity and Inclusion (DEI) supportive behaviour within our organization, we have launched part of the organization. encompassing gender, sexual orientation, ‘Samanvay’, a group-wide gender sensitization and awareness physical ability and regional/ethnic diversity. This drive that helps managers understand unconscious biases, campaign follows a structured three-tier address them and maximize inclusion within teams. The Number of transgenders in workforce approach, focused on CXOs, managers, and programme aims at facilitating the seamless inclusion of LGBTQ+ front-end supervisors. To ensure its individuals into the mainstream at the workplace. Other enabling 25 4 effectiveness, we have collaborated with initiatives that we have undertaken include identifying specific FY 2023 FY 2022 external experts who specialize in facilitation of roles, providing sensitivity training, creating appropriate such assimilation. In the first phase, our goal is infrastructure and ensuring a smooth onboarding process for to reach over 2,000 managers and 300 CXOs, equipping them with the necessary knowledge and stimulating the appropriate sensibilities Parental leave distribution necessary for creating an inclusive and respectful workplace. Total Number of Employees that Number of employees who resumed Total number of employees who are due Return to Work Rate were entitled to Parental leave office post completion of paternal to return to work in April 2022-March during April 2022-March 2023 leave in April 2022-March 2023 2023, after taking parental leave CXOs Male Male Male Male 10,263 469 469 100% Female Female Female Female Managers 1,939 83 84 99% Total Number of Employees No of employees who were in continuous Total number of employees Retention rate who took Parental leave during service for next 12 months after returning returning from parental leave in the April 2022- March 2023 from Parental leave in April 2022- March 2023 prior reporting period Frontline Male Male Male Male supervisors 470 432 472 90% Female Female Female Female 89 52 62 84% 96

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE BALCO: Creating a Transgender-Inclusive Workplace Empowering the specially-abled Recruitment and Training Programs Vedanta provides support Employee with Disability and specially-designed BALCO has successfully hired transgender employees in accommodations for our FY 22 various roles within the organization. By engaging four specially-abled employees so transgender individuals to operate forklifts in its Cast House that they feel at ease in the BALCO has taken significant strides towards fostering diversity and three in security roles, BALCO became the first company in workplace and are at their and inclusion by implementing initiatives that promote equality Chhattisgarh to make such hires. To ensure job readiness, productive best. This includes 20 1 and acceptance of transgender individuals. The attempt is to BALCO provides structured safety training, equal opportunity making necessary workplace create a discrimination-free environment. Under this training sessions, shop floor and technical training, tailored to modifications, providing programme, BALCO offers domestic partner benefits, the needs of transgender employees. assistive technologies, and FY 23 recognizing and supporting diverse family structures. offering training programs Creating Inclusive Policies and Practices tailored to their specific Sponsorship of Affinity Groups and LGBTQIA+: BALCO recognizes the importance of adapting its policies, needs. Premises/offices 18 5 Friendly Practices practices and facilities to include the needs of transgender accessed by people with BALCO actively sponsors affinity groups to provide a individuals and to minimize negative impacts. The company has disabilities (PwDs) are Business Partner with Disability supportive network for LGBTQIA+ employees. These groups been progressing on this path with an open mind and equipped with enabling play a crucial role in fostering inclusivity, promoting dialogue, empathetic intent, while continuing to respect the privacy of infrastructure such as ramps, FY 22 and sharing experiences within the organization. Additionally, transgender individuals. walkways, braille-enabled the company has enacted other LGBTQIA+-friendly practices elevators, text-to-speech to ensure a welcoming atmosphere for such employees. Future Outlook software for the visually BALCO's D&I initiatives have had significant impact towards impaired, washrooms with 18 0 Infrastructure Improvements and Facilities for creating a transgender-inclusive workplace. But there is still a lot special facilities as per the Transgender Individuals of work to be done. BALCO recognizes the importance of job requirements of Rights of FY 23 Recognizing the importance of providing safe and comfortable readiness, retention, and growth opportunities for transgender Persons with Disabilities Act, spaces for transgender employees, BALCO has made several employees. The company intends keeping the door wide open 2016. infrastructure improvements. The HR department oversees the for talent from the LGBTQIA+ community. By doing so, BALCO 15 0 provision of gender-specific facilities and amenities as part of reiterates its commitment to promoting equality, respect, and Additionally, we constantly the transgender person's recruitment process. These steps not dignity for all employees and to driving positive social change. work at promoting awareness only help to address the unique needs of transgender and sensitization among our individuals, they endear these employees with the organization workforce so that they remain and foster their well-being and greater productivity. conscious about creating and supporting an inclusive and Grievance System and Accountability respectful work environment. An online grievance system portal has been established where Through such efforts, we are employees can report any violations of the company's policies. actively integrating the hiring In cases of discrimination or harassment, the HR department of specially-abled employees ensures that grievances are dealt with fairly and into our business. commensurately, without any discrimination. All management personnel bear responsibility for implementing and upholding these policies, creating a culture of accountability throughout the organization. 97

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Aim 9 Adhere to global business standards of corporate governance Key Material Issues Ethical lapses, such as fraud, bribery, ethical behaviour, and provides Statutory committees (Audit & Risk Business Ethics & Corporate Governance, or non-compliance with laws and effective guidance for Vedanta's Management, Nomination & Risk Management and Controls, Data Privacy & Cybersecurity regulations, can result in legal operations and strategy. At Vedanta, Remuneration, Corporate Social penalties, reputational damage, and the objective of CBCE is to build Responsibility Committee and financial losses. Effective corporate positive stakeholder relationships Stakeholders' Relationship Committee), governance is embedded in our code through a well-defined framework of that play a crucial role in executing their of business conduct and ethics policies, standards, procedures, and designated tasks on behalf of the Board. (CBCE). It plays a crucial role in defining obligations. Business ethics is a material topic as it directly impacts rules for professional conduct that are consistent with our values and To facilitate specific responsibilities, Corporate Governance Award conferred the company's reputation and the level of trust a company purpose, risk management, promoting the Board has established four by the Indian Chamber of Commerce builds with their stakeholders. Ethical misconduct can create significant risks for a company. It can lead to reputational damage, loss of customers and investors, employee turnover, lawsuits, and financial penalties. By prioritising business ethics, Vedanta mitigates these risks and protects the long-term sustainability of its operations. SEVEN PILLARS OF VEDANTA Sustainability, People Values, Digitalisation, Quality Growth Giving back to Health, Ethics & Innovation, Community/ Safety & Governance Technology Society Environment & Excellence GUIDING PRINCIPLES Transparency Policies & Managment/ Values & Monitoring Executing and Regulatory Board and Ethics & Internal Strategy & Accountability Framework Committees Control Managing Risk 98

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TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE ernanc Upholding Integrity and Accountability through Policy Infrastructure v e Go Fr ate am por ewo or rk Strong corporate governance demands Vedanta establishes that business C regular checks on actions and decisions decisions are made objectively and before they’re implemented by Vedanta. with the organisation's best interests in Risk Governance With integrity being one of its core mind, and that relationships with Management values, ethical conduct is integrated into stakeholders do not compromise the business ecosystem. The following independent judgment. Emphasis is policies are in place and are part and placed on ensuring employees Strategy, Planning & Stakeholders parcel of Vedanta’s initiative to promote prioritise the Company's interests and Performance transparency and integrity. avoid conflicts of interest. Employees are required to disclose and report potential conflicts of interest, promote Anti-Corruption transparency and integrity through Integrity & policies, such as refraining from ESG Transparency & Bribery offering or accepting bribes, avoiding Compliance conflicts of interest with other & Reporting employees, reporting any potential Political Activities conflicts of interest, and abstaining & Personal Political from unfair or anti-competitive trade practices. Contributions Reporting Concerns VEDANTA LIMITED Vedanta upholds a strong commitment Board Commmittees Conflict of Interest to ethical conduct and expects every employee to adhere to the company's Code of Business Ethics and policies. Statutory Board Committees It is the responsibility of each Prevention of Fraud employee to ensure that their own Audit & Risk Management Nomination & Corporate Social Stakeholders' behaviour and that of their Committee Remuneration Committee Responsibility Committee Relationship Committee subordinates align with these Fair Dealing standards, and that any known or suspected breach of the Code or applicable laws, rules, regulations, or Special Committees policies must be reported immediately ESG Commitee Share & Debenture Transfer Commitee Committee of Directors Anti-Money Laundering to a supervisor. In the case where reporting to a supervisor is By delegating specific matters to each of these committees, the Board ensures that sustainability uncomfortable, employees have the considerations are integrated throughout the organisation. This approach ensures that global standards, Reporting Violations option to use the Whistleblower Policy strategies, business plans, and remuneration plans are designed to foster strong sustainability by anonymously reporting to performance at all levels of the company. [email protected]. A comprehensive description of the Company's approach to corporate governance can be found in our Annual Integrated Report. 99

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Data Privacy and Cybersecurity The treatment of complaints within Vedanta thorough investigations, to providing A cybersecurity breach or data privacy In the era of digital advancements, Limited follows a systematic approach; from periodic reports to the relevant authorities incident can have severe financial and cybersecurity is imperative, given the addressing complaints and conducting and management by the following process: reputational consequences for Vedanta. interconnected nature of our global The costs associated with investigating society. The exponential growth of the Review and Investigation Cooperation and Input Reporting and remediating a breach, potential legal internet and smart devices has liabilities, regulatory fines, and the loss of heightened the vulnerability of • The Head of Management • The individuals named • The Head of Management customer trust and confidence can businesses to cyberattacks. It is no Assurance reviews the in the complaint are Assurance submits a report to the significantly impact the Company's longer a question of "if" a business will complaint and may expected to cooperate Audit Committee and any other bottom line and brand reputation. Data face such threats, but rather a matter conduct the investigation with the investigator designated members of company privacy and cybersecurity are crucial to of "when." Safeguarding information personally or assign it to • They have the right to management protect sensitive information, comply systems and data has thus become a another employee, provide their inputs • The report is submitted at least once with regulations, mitigate cyber threats, paramount concern for Vedanta. committee, outside and present their side every six months, or whenever counsel, advisor, expert, or of the story during the deemed necessary maintain stakeholder trust, and prevent third-party service investigation financial and reputational damage. By The Company deeply understands the provider • The report summarizes each prioritising these areas, Vedanta can significance of cybersecurity and have • The assigned investigator complaint made within the last 12 ensure the confidentiality, integrity, and identified it as a primary risk within its may work under the months and includes the following availability of its data and systems, comprehensive enterprise risk direction of the Head of • Identification of the complainant enabling sustainable business operations management framework. Vedanta Management Assurance (unless anonymous, which will be in an increasingly digital world. acknowledges that the potential or in conjunction with indicated) impact of cyber threats extends far other attorneys during the • Description of the complaint's beyond the organisation; it can affect investigation substance individuals, the environment, • Status of the investigation communities, and even its operational • Conclusions reached by the performance. Through robust investigator measures and continuous efforts, the • Findings and recommendations Company strives to ensure the resulting from the investigation resilience and integrity of its information systems, minimising the Reporting on Breaches risks posed by cyber threats. Vedanta’s robust information security Corruption or Bribery Conflicts of Interest framework includes policies, standard 14 4 operating procedures (SOP), technology standards and an effective security assessments and audit Discrimination or Harassment Money Laundering or Insider trading process to prevent cyberattacks. In FY 7 0 2022-23, Vedanta experienced zero cybersecurity breaches. Customer Privacy Data 0 Breaches in FY 2022-23 100

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Information Security Policies and Certifications We have established an information security a) Internal Vulnerability Assessment and Business ISO 27001 ISO 22301 ISO 31000 ISO 27701 policy and data governance policy, covering Penetrating Testing (VAPT) Program Unit/Group implementation implementation implementation implementation aspects such as information security, risk undertaken by BU Information Security status status status status management, disaster recovery, business Function (Through Third-Party Expert continuity management, and data privacy. Agency) Cairn √ √ √ √ These policies form an integral component b) External Vulnerability Assessment and of Vedanta's Information Security framework, Penetrating Testing (VAPT) Assessment HZL √ √ √ √ showcasing the Company’s dedication to through Group Management Assurance robust management practices. Business VZI √ √ √ X continuity/contingency plans and incident System (Through Third-Party Expert response procedures are in place that are Agency) BALCO √ √ √ X tested bi-annually. Regular trainings for our c) Red Teaming Exercise as part of point # 2 employees on cybersecurity are conducted. JSG √ √ √ X d) Surveillance Audit under ISO 27001, ISO 22301, ISO 31000, and ISO 27701 LAN √ √ √ X Policies defined by Vedanta are categorised under Framework Requirements (Through the following areas: Surveillance Audit Partner) TSPL √ √ √ X e) Assessment of IT General Controls (ITGC) • Information Security ESL √ √ √ X Management Policies by Statutory Auditor under Sarbanes-Oxley (SOX) Compliance IOB √ √ √ √ • Data Governance & Privacy Framework (Through Statutory Auditor) Policies FACOR √ √ √ √ • Risk Management Policies These vulnerability assessments, including VGCB √ √ √ √ • Business Continuity Management simulated hacker attacks are carried out on Policies an annual basis by globally reputed and Nicomet √ √ √ X recognised third-party agencies, including a • Incident Response & Emergency team of certified and qualified personnel in Preparedness Plan Sesa Coke √ √ √ X various domains of cyber security and data governance. Gujrat NRE √ √ √ X Vulnerability Assessment BUs have obtained ISO certifications and are Desai Cement √ √ √ X Vulnerability identification, monitoring and committed to establishing, implementing, tracking of mitigation actions and continuous maintaining, and continuously improving their Sterlite Copper √ √ √ √ compliance level are being done through Integrated Management System (IMS) in various assessments. Vedanta carries out alignment with the standards set forth by ISO Fujairah Gold √ √ √ X and undergoes the following assessments to 27001, ISO 27701, ISO 22301, and ISO identify vulnerabilities, threats, 31000. 71.43 % of our IT infrastructure is short-comings, and the associated certified as per ISO 27001 risk/impact: 101

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Third-party certifications and assessments are also conducted twice a year. Incident Reporting Escalation Process Security incidents are addressed by Vedanta diligently tracks and monitors all Certification/Assessment Service provider diligent tracking and monitoring until security incidents, ensuring they are resolution. A comprehensive root cause thoroughly investigated, and actions are Internal Vulnerability Assessment and Information Security Function through a analysis is conducted, and action plans are taken for their resolution. To encourage Penetrating Testing (VAPT) Program, including third-party expert agency developed to mitigate future incidents. We reporting, Vedanta's BUs have established stimulated hacker attacks have a well-defined Incident Management a central email address:, [email protected], External Vulnerability Assessment and Group Management Assurance System & Data Breach Policy communicated to all where users can report any suspicious Penetrating Testing (VAPT) Assessment (through Third-Party Expert Agency) stakeholders. To facilitate incident activities related to Information Security. ISO 27001, ISO 22301, ISO 31000, Surveillance audit conducted through an reporting, Vedanta has a centralised email Reported incidents undergo investigation and ISO 27701 audit partner address for reporting suspicious activities by the Chief Information Security Officer related to information security. (CISO), and appropriate measures are implemented to address each incident. Awareness and Capacity Building Lessons learned from these simulations Incidents are generated through various Incidents reported through the Security As part of the onboarding process, all are shared with the users, while individuals channels, including 24/7 monitoring of Information and Event Management (SIEM) new joiners at Vedanta are required to who fall prey to the simulations are required critical IT assets, daily monitoring of data system by employees and end users are attend mandatory cybersecurity training to undergo specific phishing training movement using data leakage prevention evaluated by the BU’s CISO and further to ensure their awareness and videos for further learning. tools, incident reports from end users, and reviewed by the BU’s Chief Information understanding of security protocols. internal security organisation observations. Officer (CIO). Data incidents reported 100% of our employees are trained on Performance Evaluation and Reporting through Data Loss Prevention (DLP) cybersecurity. In addition, an Online Each employee in the IT function has Each reported incident is thoroughly systems and by end users are evaluated by Awareness Training Capsule is made well-defined KRA/KPI, in line with Vedanta’s investigated by the Chief Information the BU’s Data Governance and Privacy available on a self-service basis. The Information Security Goals as part of their Security Officer (CISO), and appropriate Officer (DGPO)/BU’s CISO and reviewed by Information Security function closely Annual Goals and Performance actions are taken. Vedanta uses advanced the BU’s CIO. The severity and impact of monitors and tracks the training status of Management process and requirements. tools and technologies to continuously these incidents and observations are users, conducting periodic follow-ups to monitor IT assets and data movement, reported and discussed in various forums, promote completion. Virtual Classroom Performance evaluation of Information automatically generating incidents based including the BU’s Executive Committee sessions are also organised periodically, Security is carried out based on the on predefined rules. These incidents are (EXCO), Vedanta Group's Executive allowing voluntarily participation and following aspects: then tracked and resolved by the IT Committee (EXCO), the BU’s Audit & Risk self-nomination for further training. To • People Operations Team with guidance from the Committee, and Vedanta’s Audit & Risk assess the level of user awareness, BUs Information Security Organization. Committee. Compliance with agreed-upon conduct Dip-Stick Assessments in the • Process observations is reported on a quarterly During the reporting period, no incidents of basis to ensure timely and effective form of periodic tests and quizzes. Based • Technology on the effectiveness of these leaks, thefts, or data loss were identified, resolution. assessments, targeted trainings and Performance of the employee is measured resulting in no impact on clients, communications are conducted against these goals. Similarly, employees customers, or employees. throughout the organisation. Phishing working on OT environment and managing simulations are carried out for all users to such systems also have KPI aligned to evaluate their vigilance and awareness. Vedanta’s Information Security Goals in their Annual KRA/KPA Plan. 102

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Risk Management and Controls Given Vedanta’s global operations, its Risk Management Process businesses are exposed to a diverse The group enterprise risk management range of risks. Having a risk management system is crafted to ensure effective valuate system in place allows the Company to management of risks that Vedanta’s External E Strategic identify, understand, and prevent or businesses are exposed to through minimise the occurrence of regular business-level review meetings, low-probability, high-impact accidents, and are conducted at least once every and emergencies with significant potential quarter. ageme environmental and social externalities. an n t M F Implementing effective risk management k r M These meetings serve as a platform for s am i i and control measures ensures compliance each business division to review their R t y e g and mitigates operational risks. specific risk matrix, which is further f i p u o o w t a Vedanta’s robust risk governance evaluated by the Business t n r G k r e framework focuses on the management of Management Committee. Each e d issues inherent to the business model or business division maintains their own I common practice in the industry that are risk registers to track and monitor risks. in potential conflict with the interest of During these meetings, respective broader stakeholder groups. By doing so, it businesses thoroughly review the aims to avoid potential liabilities or any identified risks, any changes in the risks that could limit or even lead to the nature and extent of major risks since Monitor loss of our license to operate. the last assessment, and the effectiveness of existing control Financial Operational measures. The control measures outlined in the risk matrix are periodically reviewed by the business management teams to ensure ongoing ESG Risk Governance effectiveness. As a natural resource company, Vedanta • The Committee of Directors (COD), led by experiences risks that are beyond operations, the Vice Chairman and Group CFO, Chaired by the CEOs of the respective compliance, and finance. These risks are provides support to the Board by business, these meetings are attended related to material impact on environmental, examining, assessing, and granting by CXOs, senior management, and social and governance aspects of the approval for borrowing and investment concerned functional heads. To business. ESG risks related to sustainability proposals. These proposals fall within the develop and nurture a risk are critical to the Company’s sustainability limits authorised by the Board. The management culture within the strategy. Hence, the responsibility of committee meetings are attended by the businesses, Risk Officers are appointed identifying and managing these risks is given CEO, business CFOs, Group Head Treasury, at each business level and at the Group to the Chief Risk Officer, who is the and BU Treasury Heads, depending on the level. member/chair of the Company’s risk agenda. management committee. • The ESG Committee focuses on reviewing In addition, the following key risk governance sustainability-related risks, ensuring that and oversight committees in Vedanta support environmental, social, and governance the management of ESG risks: factors are effectively considered and managed within the organisation. 103

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE There are several Group-level Management Emerging Risks Committees (ManComs) in place to address specific areas of focus. They include the Emerging Risk Prolonged Global economic recession Resource Nationalism Commercial ManCom, HSES & ESG ManComs, due to climate change HR ManCom, Finance ManCom, and CSR ManCom. These committees are responsible for identifying risks in their respective domains Category Economic Geopolitical and implementing appropriate measures to mitigate them. Description Economies are very sensitive to prolonged shocks such as supply chain disruptions, war & The geographic distribution of numerous metals and minerals has conflict, and pandemics among other factors. Historically, these shocks have occurred in ensured a degree of mutual interdependence. For example, Brazil isolation. has scaled lithium, rare earth elements and nickel production, but The Management Assurance Services (MAS) has remained dependent on others for refining and on neighbours plays a crucial role in ensuring the As climate change becomes more pronounced and more frequent, we anticipate that climate for other resources such as copper and cobalt. change impacts combined with other shocks can significantly hamper global economic implementation of policies and processes conditions. Yet resource nationalism has also driven cracks with disputes aligned with management's performance goals arising first around the application of state aid to boost domestic and risk tolerances. They serve as a vital element For example, economic downturn in developed markets such as China have impacted global mining and processing industries. The expanding use of the demand for metals. Combined with the impacts of frequent extreme weather events such as national security exemption at the WTO has also increasingly of the internal control process, providing the flooding and drought, the damage to the economy is in billions of dollars, which may send the paralysed multilateral trade mechanisms, rendering them Board with necessary assurance. This involves global economy into a prolonged recession. ineffective in addressing geopolitical confrontation in a world systematic assessment of measures, tools, and where local resilience and security is prioritized over comparative The collective impact of these events can result in a decline in demand for our products & advantage and efficiency. processes used to identify, evaluate, control, impact the overall financial performance of the company. monitor, and report on risks. The Audit Export constraints on minerals have placed upwards pressure on broader international governance and enforcement mechanisms Committee regularly evaluates the scope, that oversee new exploration zones – including those relating to authority, and resources of the Management mining. Assurance Services (MAS). As a result, an internal audit plan is developed with a risk-based approach, considering the risk matrix, insights Impact A prolonged global recession due to climate change, combined with other macro-economic State intervention has become more common and stringent, with from senior management, business teams, and factors, will impact the demand of our products as well as the LME prices. This will significantly government planning directly and indirectly allocating available the Audit Committee. Past audit experience, impact the revenue as well as the cost of raw materials procured. resources for prioritized industries. Also, in many cases due to factual or perceived shortages, states quickly and regularly financial analysis, and the prevailing economic exercise control over key resources to protect their own and business environment are considered during population. the planning stage. For example, state intervention could impact aspects related to access to minerals, taxation rates, profit-sharing agreements, etc, with a resultant impact on the company's revenue sources. ESG Risks The Board, with support from the management, Mitigating Key mitigation measures include: Key interventions include: conducts periodic and robust assessments of actions a) Identifying alternative markets for our products. a) Diversification of businesses averse from resource principal risks and uncertainties through an b) Assessing supply chain impact and dependencies. nationalism impacts annual materiality assessment, which are then c) Establishing long-term agreements with our customers as well as suppliers. b) Public Advocacy with governments and industry associations. integrated into Vedanta’s enterprise risk d) Diversification of products and markets. c) Ensuring stakeholder engagement at every stage of the management framework. These risks can be project lifecycle economical, environmental, geopolitical, societal, d) Strict vigilance on compliance to national regulations or technological depending on their long-term impact on Vedanta’s business. 104

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Compliances, Audits and Controls There are other unprecedented risks to Industry Thinktanks & Academic NGOs and Civil operations that is significant with respect Compliance, audits and control Associations Subject-matter Institutions Society to the long-term impact on Vedanta’s is to ensure that an effective expert Organisations Organisation business activities, listed below. While audit and assurance these risks may not have a clear financial programme is in place in Aluminium Association of India Quality Circle Forum of India IIT Madras Wockhardt Foundation Charbhuja Filling impact, their potential impact on the relation to the management of Station Company’s business is already assessed, sustainability-related risks and and mitigation strategies are already overall sustainability Federation of Indian National Safety Council IIM Sambalpur Action for Food Middle East Council developed for each risk. Mineral Industries (FIMI) Production of Churches (MECC) performance. This includes Risk Culture having a system that evaluates International Zinc Association TERI IIT Bombay Drishtee Foundation Barmer Jan conformance to Vedanta Group Sewa Samiti Effective risk management helps us requirements, the Company and prevent incidents that could harm operations requirements, Confederation of United Nations ISB Hyderabad Sarthak Jan Vikas IPE Global Vedanta's reputation, stakeholder trust, and stakeholder requirements and Indian Industry (CII) Global Compact Sansthan social license to operate. By addressing regulatory requirements where risks proactively and transparently, the applicable. It provides FICCI UN Women’s IISc Bengaluru Learnet Skills limited Paralympic Company aims to maintain positive Empowerment Principles Committee of India relationships with stakeholders, including assurance to the Board and its local communities, regulators, and stakeholders that sustainability ASSOCHAM IUCN – Leaders for Nature BITS Pilani BAIF Development GT Healthcare investors. risks are being managed Research Foundation Trust appropriately and to a Vedanta’s commitment to risk consistent level across the Indian Steel Association British Safety Council IIM Raipur Sehgal Foundation CHETNA Foundation management is upheld by all employees business. and executives, as reflected in the code of Federation of Indian Indian Green Building Council National Forensic Swajal Pvt. Ltd Navrachna Mahila business conduct and ethics and annual Public Advocacy Petroleum Industry Sciences University Vikas Trust trainings. At Vedanta, risk mitigation plans (NFSU), Gandhinagar are an integral part of the Key Result Areas Organisation and Membership (KRAs) and Key Performance Indicators Vedanta is a member of several The Federation of Mine Ventilation Society of Waterlife CEDRA industry associations that share Indian Chambers of South Africa (MVSSA) (KPIs) of process owners. Leadership Commerce and Industry teams within each business division common goals. The Company oversee the governance of our risk and associations routinely work Minerals Council Recycling and Environment Fontus BODH Siksha Samiti management framework, ensuring its together to advance public South Africa Industry Association of India proper implementation and continuous policies of interest to Vedanta effectiveness. and the natural resources Mine Health & Rural Development HelpAge India industry. In FY 2023, INR 15.8 Safety Council (MHSC) Organisation (RDO) By actively addressing risks, embracing billion was spent on Vedanta’s strategic objectives, and membership fees to industry implementing mitigation plans, the and trade associations, and Association of Vodalife Company strives to maintain positive Mine Managers (AMMSA) relationships with stakeholders and ensure sponsorships to the events the long-term success of the organisation. organised by these Recycling and Environment SEEDs associations. Electoral bonds Industry Association of India Read more in the risk management section worth INR 1.55 billion was of the Annual Integrated Report FY purchased. 2022-23. 105

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Supply Chain Management An agile and resilient supply chain helps The Supplier Code of Conduct (SCOC) HSE, necessary policies, and strategic objectives. Significant/Critical Suppliers Vedanta navigate unforeseen disruptions serves as the guiding principle for all of The standards, and responsibilities of critical role such as natural disasters, supplier issues, or Vedanta’s engagements with suppliers and holders are also considered. For risks related to Significant suppliers play a crucial role in market fluctuations. Diversifying suppliers, vendors, and is a mandatory adherence for human rights, suppliers need to declare their Vedanta’s operations, as any disruption in implementing contingency plans, and all suppliers and vendors. The SCOC is commitment to compliance with the Modern the supply chain can greatly affect fostering strong relationships with key comprehensive; it addresses various areas, Slavery Act. This approach further helps to prioritise production, costs, and revenues. These partners enhance Vedanta's ability to including anti-corruption, human rights, Vedanta’s risk management measures for its suppliers are of utmost importance to the respond swiftly to challenges and maintain health, safety, environment, climate change, suppliers. The Company also engages a third-party Company due to the potential risks and business continuity. and sustainability. to conduct a risk assessment of their suppliers on impact associated with their products. various aspects, including regulatory compliance Integration of ESG in our Supply Chain To uphold human rights laws and practices and compliance with the Modern Slavery Act (MSA). ABC Supplier classification: It is crucial for Vedanta to effectively and ensure relevant legislations are being During supplier screening 20% weigtage is given to Suppliers are classified as Significant/critical address corruption, human rights violations, complied throughout Vedanta’s supply chain, ESG parameters for and suppliers who do not and non-significant/critical based on five environmental impacts, climate change, and the Supplier and Contractor Sustainability qualify are not given contracts. dimensions under the ABC framework: other risks that arise within its supplier Management Policy has been established. • Business outcome Periodic inspections are conducted at the network. By actively engaging with suppliers • Spend (value/volume) and gaining a deeper understanding of their Company’s remote mine locations to • Critical business operation operations and practices, the Company monitor and address any potential violations. aims to proactively manage and address the They verify proof of age for all contract • Sensitivity associated risks. Vedanta recognises the workers, and employ radiological age Environmental • Substitutability significance of this task and is committed to identification processes to detect and Sustainability high-risk implementing dedicated strategies and address any instance of child labour programmes to mitigate these risks. violations. Training is provided for the Company’s buyers and/or internal Vedanta defines risk as a factor of stakeholders on their roles in the supplier Aspects of likelihood of occurrence and its severity. ESG programme. Business Supplier Social The Company’s suppliers are thus Relevance screening categorised under the following to reflect Supplier Screening their high-risk potential: Vedanta evaluates potential and current 1) Suppliers from countries which have the suppliers, before engaging in business likelihood of incidence of slave partnerships or procurement activities labour/child labour based on company, sector specific and Governance 2) Suppliers not having adequate safety commodity specific risks. It is crucial to trainings in place for their workforce ensure that the Company works with reliable and reputable suppliers who can meet high 3) Suppliers lacking a concrete policy on standards of quality, safety, sustainability, Country: Specific Risks considered human rights, fair wages, proper working and compliance. Anti-corruption & bribery and business ethics conditions, etc When screening potential suppliers, Vedanta 4) Environment, Social and Governance considers their performance on, business, misconducts resulting in disruption in HSE, human rights and climate change by Sector: Specific Risks considered Human supply chain assessing it against the criteria, such as the rights, air emissions and climate change leadership commitment to performance in “A” category suppliers are critical suppliers for our business 106

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Supply Chain Assessment and Capacity Building Programmes Development business-critical partners who provide Evaluation criteria for our business partners We maintain ongoing engagement with our Vedanta upholds its brand values of essential components or services with include: supply chain partners through various integrity, transparency, and responsibility limited alternative follow a risk-based initiatives such as training programmes. These with utmost dedication. To ensure approach to determine the need for • Historical financial performance training sessions are specifically designed to consistency, we have streamlined a additional due diligence or risk audits for • Management capability, including the enhance safety awareness and practices methodological approach for assessing its business partners. This may involve ability to meet regulatory among our business partners and and monitoring key performers based on third-party audits against benchmarked requirements contractors, including on-the-job safety HSE, business ethics and climate change standards. Business partners are training and safety town-halls aligned with parameters. This process helps to identify segmented based on the risks they • Stability and scale of their business Management Standard Competency, Training and track potential risks within the pose to our operations, using criteria operations and Awareness. By providing these platforms, Company’s supply chains. we not only prioritise the safety of all business such as inbound supply chain risk and • Quality of the product/service offered the significance of suppliers and service partners, but also create opportunities to Risk Assessment: Our Technical Standard providers as per defined definitions. To • Ability to adhere to our Supplier Code explore new markets and services while Supplier and Contractor Management ensure responsible sourcing, especially of Conduct - including HSE criteria, familiarising them with the best industrial outlines the fundamental components of in conflict-affected and high-risk areas MSA (Modern Slavery Act) compliance, practices. This approach allows us to deeply our Supplier Risk Management procedure. (CAHRA), robust internal management environmental compliance embed sustainability principles, including This comprehensive process establishes a practices are implemented for Vedanta's decarbonisation aspirations, • Adherence to timelines and continuity uniform method for handling risks conducting due diligence, that enables of delivery throughout the entire value chain. associated with suppliers and their Vedanta to identify, assess, and performance throughout the entire effectively manage potential risks • Collaborating with new-age innovative organization. associated with its supply chains. start-ups CAPACITY BUILDING PROGRAMS • Capacity building around best Desktop assessment: The preliminary In addition, the Company has industrial practices Total number of suppliers in capacity assessment of a supplier involves a implemented a process to identify and building programs thorough analysis conducted through report potential red flags and the desktop review. This helps us to recognize outcomes of risk assessments to senior 492 sustainability matters associated with a management. This enables Vedanta to FY 2023 supplier. These matters could be of proactively identify and address risks present significance and interest to within its supply chains. In cases where % of significant suppliers in capacity essential external stakeholders like red flags are detected, enhanced due building programs regulators, NGOs and wider industry/sector diligence measures are undertaken to developments. thoroughly investigate the presence of 44% risks, which may include serious human FY 2023 On-site Assessment: Vedanta conducts rights abuses, risks related to security annual third-party on-site assessment for forces, support to non-state armed its significant suppliers to understand groups, money laundering, tax evasion, whether the suppliers are compliant with bribery, and fraudulent social and environmental regulations misrepresentation of material origins. applicable in their respective regions Vedanta prioritises strategic or 107

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Largest Contributions and Expenditures Climate Advocacy including climate change, meets monthly. Vedanta and its subsidiaries actively This committee ensures that the BUs and Issue or Topic Corporate Description of Total Spend participate in stakeholder discussions sustainability teams have a clear Position Position / Engagement in FY 2023 understanding of the Group's climate with industry bodies and trade associations. During these change and sustainability targets, and that Enhancing domestic Support Working with government INR 6,540,000 engagements, the Company ensures they are performing in accordance with market share of primary authorities/policy makers/regulators/ these objectives. This internal metals made in India to industry bodies that perspectives are aligned with fortify raw material Vedanta’s climate change commitments, communication and coordination security and self guarantee Vedanta’s long-term strategy is sufficiency on which are applicable to all our group mineral front. companies and subsidiaries. effectively disseminated within the organisation, enabling individual BUs to Vedanta proudly supports initiatives such engage with trade associations and as the CII Climate Charter and the CEO policymakers from an organisational Declaration on Climate Change. As standpoint. members of these platforms, the Company strongly advocates for Indian Vedanta's Chief Operating Officers (COOs) industries to make ambitious climate across multiple businesses actively commitments, aligned with the country's participate in the Energy & Carbon Net Zero goal. Vedanta recognises the Community of Practice (CoP). This importance of addressing climate exclusive forum focuses on climate change change and actively promote actions, sharing best practices, discussing sustainability within its operations and emerging climate change risks and throughout the industry. opportunities, and assessing the Company’s alignment with the evolving To ensure effective decision-making and climate change scenario. This platform alignment on climate change matters, ensures a clear dissemination of Vedanta’s Vedanta's Group Executive Committee climate change strategy to BUs and serves (Group ExCo), which serves as the apex as the foundation for their engagement body for all organisational decisions, with trade associations and policymakers. 108

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Human Capital Development Enriched quality of life Our workforce plays a pivotal rolein the effective implementation of our Our focus is on providing the necessary To foster a sense of community and strategic goals and in executing sustainable business performance. resources, opportunities, and support provide recreational opportunities, Vedanta's people-first approach is geared towards fostering a culture that systems that enable our workforce to Vedanta creates social spaces. This is engaging and empowering. Our core values of innovation, creativity, and reach their full potential. We seek to includes clubs, which offer avenues for diversity infuse our organizational culture and inform our industry-leading empower our employees to strike a leisure activities and social interactions, harmonious balance between personal promoting a healthy work-life balance. people practices. needs and desires and professional Essential amenities like markets are also responsibilities and ambitions. We foster located onsite, to help provide a culture of continuous learning, nurture convenient access to daily necessities. leadership talent, and develop strong Moreover, the availability of gyms in the employee engagement, thereby helping societies promotes physical well-being, to enhance individual and collective encouraging employees to maintain a performance. healthy and active lifestyle. Our goal of enriching the quality of life of By offering these amenities and creating our employees, encompasses both a conducive environment, we recognise full-time employees and our business that employees need to have a partners (contractors), and we take a congenial work life balance, to remain holistic approach to employee wellbeing. engaged and productive. One aspect of enhancing the quality of Kincentric Best Employer life of our employees is by providing Award – India 2022 essential amenities. Our plant sites are accompanied by self-sufficient townships where all daily necessities for comfortable Vedanta has been conferred with a Our HR priorities are driven by living are easily accessible including prestigious global recognition. four levers schools, markets, clubs, and gyms. The award comes as part of Kincentric’s • Freedom to have an robust assessment that measures and enriched quality of life Vedanta provides accommodation for its identifies organizations who have employees, ensuring comfortable living transformed their people practices • Freedom to learn and grow spaces that meet their needs. leading to better business outcomes. • Freedom to innovateand Additionally, we also provide schools for maximise potential employees' children, ensuring access to • Freedom to be recognised quality education. and rewarded 109

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Learning and growing Vedanta is deeply committed to taking remedial measures. We deploy a wide Strategic Workforce Planning nurturing internal talent, recognizing and array of strategies and initiatives for retaining exceptional talent and workforce management so that employee Talent is a key asset and balancing The model assesses formal and informal promoting deserving individuals to potential is recognized, ambitions are business needs with employee training methods, and rates them against higher leadership positions. The honoured, and just remuneration and expectations requires strategic four criteria: Reaction, Learning, Behaviour company recognizes the importance of benefits are awarded. management. At Vedanta, our human and Results. having a skilled and knowledgeable resources planning takes an analytical workforce, and therefore places strong approach that leverages on the tools of Job Rotation Adherence: In line with our emphasis on competency development. people analytics: strategic workforce commitment of making the best We have talent development initiatives, planning, retention analysis, evaluation of opportunities available to our internal designed to ensure that employees skill gaps and skill transformation. talent we provide them with options to acquire the necessary knowledge, skills, INR 59.54 move into new roles, businesses, and attitude to meet present and future Our structured manpower planning functions and locations, which is enabled needs of the business. These initiatives million processes ensure optimum utilization of through our job rotation policy. span various types of interventions Expenditure on human resources (both direct and including broad-based and specific Training and indirect) across the organization. We also Flight Risk Analysis: Retention of key learning and development activities, do position revalidation against approved talent is of the highest priority and we assessing gaps in our talent pipeline and Development of vacancies from the manpower plan of regularly conduct a flight risk analysis for evaluating employee satisfaction and Employees respective businesses in anticipation of this purpose. We use 10+ drivers future separations, including attritions impacting attrition such as grade, age, and talent migration to other group location, experience etc. and deploy companies. In our journey to reach the internal scoring parameters to rank each 48,930 global benchmark of productivity, we employee on their risk of leaving the number of have partnered with reputed third parties organization. In FY23, a few of our to achieve our talent management and businesses conducted a first time ever employees employee productivity goals. To minimize engagement survey specifically targeting upskilled attrition risk, some of our businesses freshers (

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Having a strong network is crucial, since it Emerging Leaders Program: Nurturing Talent for Future Leadership facilitates an avenue to provide employees with clarity in terms of their roles, responsibilities, and Our Emerging Leaders programme embodies In line with this, an initiative was launched functional requirements. our belief in "Leadership from Within" and our to identify 100 Top-Quality young minds Measuring Employee Performance: At Vedanta, dedication to cultivating a robust leadership with solid Pedigree, Performance and we follow a robust system of having well-defined pipeline. The principal objectives of the Potential (3Ps) and place them in No.2 Key Performance Indicators(KPIs) and Key Result programme are: leadership Roles/Positions across Areas (KRAs) in place, with the help of which we Businesses/ SBUs/Functions • To identify high-potential employees and assess the performance of our employees develop them into future leaders. periodically. This exercise is supported by data and A pool of 3,000 employees was 2.5% identified basis desktop shortlisting. improvement in tools and platforms like Synergita and Darwinbox, • Ensure diversity in front-line decision-making which help us to analyse gaps and periodic trends. roles, promote a range of perspectives and These individuals underwent varied kind employee We are also supported by our project management experiences. of assessments evaluating their satisfaction score partners Deloitte and Korn Ferry. competencies and proficiencies in • Provide high-impact roles to identified talent. Business Acumen, Volume, Cost, R&R, By taking a well-structured, data based approach HSE, Business Partner Management, to the different aspects of workforce planning and • Facilitate cross-business and location Best Practices, Data Analytics, management, we ensure that our talent pipeline movements, thereby exposing emerging Digitization and other qualitative remains equipped to handle the demands of a leaders to diverse environments and information. A series of workshops/panel fast-growing organization. experiences. engagements with the participants and high potential leaders were conducted to identify top performers. Promoting learning for transformational growth Capacity Building of Senior Management on ESG This unique initiative helped us in identifying young talent and elevating The commitment of our leadership and the them to significantly higher roles thus, engagement of our employees play a crucial role in catering to aspirations and ambitions of advancing our ESG initiatives. We have young and talented minds. The initiative successfully implemented an essential ESG has played a pivotal role in increasing training programme, called Sustainability 101, for employee retention and thereby our senior managers and it is now being extended reducing the attrition rate in FY22 from across the entire organization. This comprehensive 11.15% to 8.86% in FY23. programme is designed to deepen employees’ understanding of ESG-related issues, challenges, opportunities, and their relevance for our business operations. By raising awareness and sensitivity among our employees, we hope to cultivate a culture of sustainability and align our collective efforts towards achieving our ESG goals. 111

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Recognised and Rewarded At Vedanta, we have always recognised and managers. In addition, selected senior (IJPs) and meticulous selection of Employee Satisfaction Survey rewarded exceptional performance both leaders undergo a 360 degree outstanding leaders to identify potential To better understand employee expectations through significant opportunities for personal evaluation as part of their annual successors for each COO position. and work-related experiences, Vedanta growth and wealth creation for employees. The performance evaluation. At Vedanta, we conducted the Gallup Study to survey performance incentives that we offer to our ensure SMARTER (Specific, Measurable, Our recently launched Emerging Leaders employee satisfaction. The survey was based employees set the industry benchmark. Achievable, Relevant, Time Bound, programme will be carrying forward with this on a comprehensive questionnaire covering Excellence Oriented, Rigorous) goal exercise. The programme focuses on job satisfaction, internal motivation, happiness, Performance Appraisal setting and evaluation focused on four identifying and placing high-potential talent work environment and stress management. Under our performance management process, major tracks: in Deputy CXO roles across businesses, The survey is anonymous, enabling employees employees are evaluated and rewarded for strategic business units (SBUs), and to share their honest feedback. We hope to • Safety, risk and compliance functions. We are also prioritizing on driving and meeting business objectives,as well identifying successors for other executive create an even more conduciveand rewarding as, individual performance goals. The Vedanta • People development work environment based on the valuable Performance Management Strategy works at positions like Deputy Chief Human feedback that we receive. • Business/ function outcomes Resources Officer (CHRO) and Chief delivering on the following key goals: Financial Officer (CFO) roles within each • Strategic/ long term objectives • To create a “High Performance Culture” business division, through this programme. which encourages differentiation in The performance management system performance has been digitalized through Darwin Box, leading to a unified view. All key steps • Fairness, transparency and consistency of the process like KPI setting, reviews, feedback etc. are now conducted through online • Involvement and ownership of both platforms. Employees and managers are FY 2021 FY 2022 managers and employees encouraged to have one on one 80 83 discussions and feedback sessions • Rigour in execution, implementation and 67 73 adherence to the process, by all offline which are then updated in the system for record and tracking. All our 90 • Appropriate linkages to personal employees undergo performance TARGET development and rewards appraisal and are covered by the The performance management process is well performance management process. integrated with our business goals and strategic Succession Planning FY 2023 priorities, with employee KPIs being aligned with 84 our business targets. Performance review and We have recently completed our most feedback is conducted half-yearly for all the extensive leadership succession 76 employeesand on a quarterly basis for senior planning exercise till date. The primary managers and key talents identified through goal of this initiative has been to various talent management initiatives. establish a comprehensive three-level succession slate for Chief Operating % of employees with top level of engagement, satisfaction, wellbeing, or employee net promoter score (eNPS) All employees are assessed semi-annually Officers (COOs) across our key business % of employees who responded to the survey against a set of predefined goals, set in units. We have achieved this by utilizing consultation with their respective line a combination of internal job postings 112

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Employee Wellbeing Employee Support Programmes Employee well-being encompasses a range Some other employee wellbeing initiatives These programmes aim to raise Our employee support programmes of programs that span across our Business include: awareness about the effects of stress on prioritize the well-being of employees, Units, extending support not just to the body, provide resources, and support employees but also to their families. Each • Annual health check-ups, covering a employees in maintaining their mental recognizing that their physical, mental, and year begins with the creation of a thorough comprehensive range of health well-being. At HZL, employees have emotional health directly impact their well-being calendar, encompassing a assessments access to our Tranquil App which offers a performance and productivity. These wide range of meditation courses that programmes aim at fostering employee diverse array of wellness aspects to be • Reimbursement ofthe cost of well-being have been designed to help individuals engagement, reducing turnover rates, and focused on every month. The success of packages utilized by employees cultivate a sense of inner peace and these endeavors is evidenced by the mindfulness. boosting productivity. Various initiatives remarkable level of employee engagement • Company sponsored multi-course meals have been implemented to ensure the are provided at our facilities, with each well-being of employees and aid in they have generated, ultimately resulting in meal being carefully designed to address • To promote employee fitness, we provide elevated levels of involvement and both diverse dietary preferences and sports and fitness facilities across our workplace stress management. These commitment. balanced nutritional needs. business locations. Regular tournaments include providing access to comprehensive and events are organized, fostering a healthcare facilities, offering wellness sense of camaraderie and encouraging Emotional Well-being: Our commitment to • Various stress management programmes employees to lead an active lifestyle. programmes and resources, and fostering a emotional well-being is showcased through are organized across our different supportive and inclusive workplace culture. business units. By investing in employee well-being, our observance of World Mental Health Day Vedanta demonstrates that it cares for the across the Group. Notably, at HZL, the "Give overall happiness and success of its Back" initiative empowers employees to employees. express gratitude to those who have made a positive impact on their lives. Arogya World Yoga at Home and Social Well-being: Vedanta's dedication to Healthiest Workplace Yoga with Family societal betterment finds expression in our Award given to Sterlite International Yoga Day CSR endeavors. HZL's flagship program, Copper, Aluminium & Power was celebrated across all Sakhi, has transformed 209 villages, businesses. We conduct benefiting 27,568 women and 2,118 Self regular yoga sessions at Help Groups. some of our BUs Spiritual Well-being: Collaborations with Art of Living centers by several Business Units offer employees rejuvenating yoga sessions, nurturing their spiritual well-being. Umang: Introduced in our Jharsuguda business, Umang is a holistic lifestyle and #RunForZeroHunger: Vedanta is a sponsor of the Delhi Half Marathon, and encourages its well-being program. It caters to emotional employees to participate. For every kilometre an employee walks during the marathon, Vedanta well-being, physiotherapy, meditation, and donates one meal to those in need. This initiative answers to the dual objectives women's wellness, facilitated through a ofpromotingphysical fitness andcreating positive social impact multi-lingual mobile application. 113

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Employee Benefits Workplace flexibility and Part time work: As of FY23, the widespread remote work potential to assume CXO roles within 8-10 The emergence of Covid-19 compelled initiative was phased out. Acknowledging years. This initiative not only offers rapid companies to reevaluate and adapt their the significance of workplace flexibility, we advancement but also fosters mentorship workplace strategies to safeguard the have a policy on workplace flexibility and from senior leaders, cross-functional well-being of their workforce. This led to the part time work wherein employees are now learning opportunities, and tailored career introduction of measures like health offered the opportunity to work from home progression pathways. screenings, social distancing protocols, and under special circumstances, subject to remote work, which became standard agreement with their respective managers. In addition to these overarching Group across all our locations. This approach ensures the preservation of initiatives, individual Business Units devise However, considering Vedanta's position in operational efficiency while upholding the their own Career Development Initiatives the manufacturing sector where on-site well-being of our staff. catering to their specific talent pools. The presence is essential, as the Covid-19 "Star of the Business" program identifies threat receded, it became evident that the Work Integrated Learning Programme high-potential employees from both practices adopted during the pandemic enabling and technical functions, could be adjusted to prioritize our Vedanta enlists bright and dynamic culminating in personalized career employees' health without compromising it. individuals from prestigious universities development plans for each year. worldwide, nurturing their potential through strategic role assignments, well-defined Lactation and creche facilities career paths, cross-functional projects, The Business Units offer childcare mentoring, and top-tier benefits. To ensure amenities, including crèche facilities, a constant infusion of adept knowledge, catering to both Vedanta staff and Business skills, and attitudes, Vedanta concentrates Partners. Notably, Cairn, one of our on enhancing employees' competencies. Business Units, has established a This focus caters to both present and collaboration with the reputable Play future business needs through robust School and Day Care Chain, Footprints. talent development programs, with multiple This partnership ensures the provision of interventions aimed at talent retention. crèche services to all female employees Vedanta spearheads an array of throughout the Delhi-NCR region. Group-Wide Talent Development Initiatives, including Vedanta Leadership Development Program (VLDP). VLDP, initiated in 2017, is a meticulously structured leadership development pathway for early-career professionals. This program recruits top talent from premier B-Schools and Engineering Campuses across India, molding them into future leaders within Vedanta. Presently, over 150 VLDP members are affiliated with the Group. VLDP participants experience accelerated career growth, enabling lateral movement across Business Units, with the 114

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE ESG Factsheet from Data Annexure ENVIRONMENT Direct Non-Renewable Energy consumption within the organization (Business wise) Business Unit FY20 FY21 FY22 FY23 Aluminium GJ 317,975,459 330,774,567 323,024,910 287,716,506 Copper Business GJ 505,559 601,881 638,737 770,431 Iron Ore Business GJ 257,899 291,876 331,158 17,715,752 Oil and Gas Business GJ 23,489,258 24,739,239 22,576,373 19,810,968 Port Business GJ - - - 25,192 Power Business GJ 122,843,288 108,913,938 129,394,511 154,575,324 Steel GJ 7,123,193 5,868,781 6,385,091 3,073,853 Zinc India GJ 44,647,286 43,882,174 43,380,672 34,638,170 Zinc International GJ 1,323,808 686,753 1,513,385 1,370,477 FACOR GJ - 0 3,519,756 2,091,023 Total (Vedanta Ltd.) GJ 518,165,749 515,759,208 530,764,592 521,787,697 MWH 143,946,445 143,277,908 147,446,404 144,941,027 Indirect Non-Renewable Energy consumption within the organization (Business wise) Business Unit FY20 FY21 FY22 FY23 Aluminium GJ 3,479,264 2,248,640 9,162,839 29,845,520 Copper Business GJ 208,618 287,074 293,877 391,901 Iron Ore Business GJ 3,603 7,291 2,585 19,033 Oil and Gas Business GJ 592,627 634,124 1,158,129 1,747,545 Port Business GJ 46,494 - 46,655 38,472 Power Business GJ 12,647 34,020 3 - Steel GJ 5,045 685,454 946,319 1,539,429 Zinc India GJ 1,114,052 1,355,856 6,044,725 6,056,205 Zinc International GJ 1,739,976 1,375,230 884,079 970,893 FACOR GJ - - 48,947 543,209 Total (Vedanta Ltd.) GJ 7,202,325 6,627,688 18,588,158 41,152,208 MWH 2,000,806 1,841,172 5,163,790 11,431,169 115

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Direct Renewable Energy consumption within the organization (Business wise) Business Unit FY20 FY21 FY22 FY23 Aluminium GJ - - 307 71,018 Copper Business GJ - - - - Iron Ore Business GJ 0 0 915,564 - Oil and Gas Business GJ 2,284 2,363 1,810 4,341 Port Business GJ - - - - Power Business GJ - 41 48 42 Steel GJ - - - 219 Zinc India GJ - - 198,386 3,460,663 Zinc International GJ - - - - FACOR GJ - - - - Total (Vedanta Ltd.) GJ 2,284 2,404 1,116,115 3,536,283 MWH 634 668 310,057 982,301 Indirect Renewable Energy consumption within the organization (Business wise) Business Unit FY20 FY21 FY22 FY23 Aluminium GJ - 2,432 10,850,720 4,655,615 Copper Business GJ 82,966 72,887 69,602 64,909 Iron Ore Business GJ - - - - Oil and Gas Business GJ - - - - Port Business GJ - - - - Power Business GJ - - - - Steel GJ - - - - Zinc India GJ 519,049 2,049,468 2,586,586 155,524 Zinc International GJ - - - - FACOR GJ - - - - Total (Vedanta Ltd.) GJ 602,015 2,124,787 13,506,908 4,876,048 MWH 167,240 590,266 3,752,219 1,354,458 116

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Energy consumption within the organization (Business wise) Business Unit FY20 FY21 FY22 FY23 Aluminium GJ 321,454,723 333,025,639 343,038,776 322,288,658 Copper Business GJ 797,142 961,841 1,002,216 1,227,242 Iron Ore Business GJ 261,502 299,167 1,249,307 17,734,785 Oil and Gas Business GJ 24,084,168 25,375,726 23,736,312 21,562,854 Port Business GJ 46,494 46,655 63,664 Power Business GJ 122,855,935 108,947,999 129,394,562 154,575,366 Steel GJ 7,128,238 6,554,235 7,331,410 4,613,502 Zinc India GJ 46,280,387 47,287,498 52,210,369 44,310,562 Zinc International GJ 3,063,784 2,061,983 2,397,464 2,341,370 FACOR GJ 3,568,703 2,634,232 Total (Vedanta Ltd.) GJ 525,972,373 524,514,087 563,975,773 571,352,235 MWH 146,115,125 145,710,013 156,672,470 158,708,954 GHG Scope 1 Emissions (Business wise) Business Unit FY20 FY21 FY22 FY23 Aluminium TCO2e 34,664,758 41,364,189 35,518,717 31,992,077 Copper Business TCO2e 35,037 41,284 28,684 34,822 Iron Ore Business TCO2e 1,750,789 1,689,317 2,058,130 1,862,912 Oil and Gas Business TCO2e 1,841,600 1,970,766 2,075,802 1,777,161 Port Business TCO2e 0 1,750 1,595 2,301 Power Business TCO2e 11,804,420 6,376,205 12,456,858 14,791,782 Steel TCO2e 2,719,295 2,856,311 2,429,510 2,858,733 Zinc India TCO2e 4,480,887 4,582,808 4,321,317 3,444,672 Zinc International TCO2e 186,082 53,629 142,825 114,489 FACOR TCO2e - - 453,310 296,441 Total (Vedanta Ltd.) TCO2e 57,482,868 58,936,259 59,486,747 57,175,391 117

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE GHG Scope 2 Emissions (Business wise) Business Unit FY20 FY21 FY22 FY23 Aluminium TCO2e 804,257 519,576 2,117,489 5,994,336 Copper Business TCO2e 48,314 65,227 73,079 87,924 Iron Ore Business TCO2e 762 1,536 593 3,805 Oil and Gas Business TCO2e 134,987 142,325 254,143 344,655 Port Business TCO2e 10,601 8,318 10,237 7,588 Power Business TCO2e 2,775 8,128 1 - Steel TCO2e 113,155 95,963 143,321 249,986 Zinc India TCO2e 253,756 307,059 497,965 1,135,622 Zinc International TCO2e 496,104 164,686 235,053 249,700 FACOR TCO2e - - 10,864 106,915 Total (Vedanta Ltd.) TCO2e 1,864,711 1,312,818 3,342,745 8,182,542 We calculate and report Greenhouse Gas (GHG) inventory i.e. Scope 1 (process emissions and other direct emissions) and Scope 2 (purchased electricity) as defined under the World Business Council for Sustainable Development (WBCSD) and World Resource Institute (WRI) GHG Protocol. GHG Scope 3 Emissions Categorization Unit FY21 FY22 FY23 Scope 3-Upstream Million TCO2e 7.23 8.04 8.58 Scope 3-Downstream Million TCO2e 29.09 29.37 29.61 Total Million TCO e 36.32 37.41 38.19 2 The Scope 3 accounting was prepared based on the GHG Protocol’s Scope 3 Value-Chain Accounting and Reporting Standard. For Oil & Gas and Steel sectors, sector specific standards were used. To determine, which of the 15 upstream and downstream categories were relevant for our business, we conducted a materiality assessment that used the following criteria of significant - magnitude, influence, stakeholder interest, sector guidance and risks. 118

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE GHG Scope 3 Emissions (category-wise) Unit FY21 FY22 FY23 Category 1- Purchased Goods and Services TCO2e 4,161,727 4,988,940 5,441,919 Category 2- Capital Goods TCO2e - 2,232 28,929 Category 3- Fuel and Energy related TCO2e 2,146,367 2,627,796 2,543,743 Category 4- Upstream Transformation TCO2e 458,512 373,841 510,132 Category 5- Waste Generated in Operations TCO2e 445,290 38,623 39,610 Category 6- Business Travel TCO2e 1,406 591 2,984 Category 7- Employee Commute TCO2e 12,101 11,804 10,595 Category 8- Leased Assets TCO2e Not Applicable Not Applicable 66 Category 9- Downstream Transport TCO2e 234,805 487,723 580,432 Category 10- Processing of sold products TCO2e 1,001,617 1,639,653 4,083,312 Category 11- Use of sold products TCO2e 25,163,167 24,357,685 21,898,351 Crude Oil TCO2e 22,296,453 21,626,744 18,820,015 Natural Gases TCO2e 2,633,400 2,466,407 2,864,242 Coal TCO2e 233,313 264,534 214,094 Credit due to Slag recycling/reuse TCO2e -430,000 -340,000 -522,839 Category 12- End of Life Treatment of Sold Products TCO2e 2,692,971 2,881,698 3,047,478 Category 13-Downstream Leased Assets TCO2e Not Applicable Not Applicable Not Applicable Category 14- Franchises TCO2e Not Applicable Not Applicable Not Applicable Category 15- Investments TCO2e Not Applicable Not Applicable Not Applicable Scope 3 was recalculated in FY 2022-23 and we have included Category 12 emissions this year and restated the information for the same for last two years Top 3 scope 3 emission sources (FY23) st nd rd Business Unit 1 largest Source 2 largest Source 3 largest Source Vedanta Ltd TCO2e Category 11 - Use of Sold Products Category 1 - Purchased Goods & Services Category 10 - Processing of Sold Products 21,898,351 5,441,919 4,083,312 119

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE GHG Emissions Intensity Business Unit FY20 FY21 FY22 FY23 GHG Emission Intensity (Scope 1) (TCO2e/INR Million) 68.8 60.61 45.39 39.32 GHG Emission Intensity (Scope 2) (TCO2e/INR Million) 2.23 1.35 2.55 5.63 GHG Emission Intensity (Scope 1 and 2) (TCO2e/INR Million) 71.04 61.96 47.94 44.95 Intensity calculation does not include BMM and Fujairah Gold. GHG Emissions Intensity per tonne of metal Vedanta Ltd FY21 FY22 FY23 TCO2e/ton of metal 6.45 6.14 6.25* *This number excludes Fujairah and BMM AIR EMISSIONS PM Emissions (Business wise) Business Unit FY20 FY21 FY22 FY23 Aluminium MT 2,908 2,611 4,754 6,072 Copper Business MT 0 0.16 Iron Ore Business MT 324 478 1,085 1,450 Oil and Gas Business MT 41 256 Port Business MT - Power Business MT 4,634 4,846 4,921 5,987 Steel MT 2,322 10,653 3,373 Zinc India MT 1,027 1,105 964 1,047 Zinc International MT - FACOR MT 62 67 Total (Vedanta Ltd.) MT 11,215 19,693 11,827 18,252 120

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE SO* Emissions x Business Unit FY20 FY21 FY22 FY23 Aluminium MT 232,847 229,108 211,636 200,104 Copper Business MT - - - 0.08 Iron Ore Business MT 100 95 98 97 Oil and Gas Business MT - - 137 56 Port Business MT - - - - Power Business MT 248,124 273,054 268,603 277,027 Steel MT 3,272 4,156 6,451 6,506 Zinc India MT 23,864 19,980 22,006 18,448 Zinc International MT - - - - FACOR MT - - 126 165 Total (Vedanta Ltd.) MT 508,207 526,393 509,056 502,403 *Corrected SOx values for BALCO and BALCO IPP based on SOx emission factor calculated in FY23. NO Emissions x Business Unit FY20 FY21 FY22 FY23 Aluminium MT 21,714 25,130 45,252 39,165 Copper Business MT 0.25 Iron Ore Business MT 73 59 43 53 Oil and Gas Business MT - - 723 1,495 Port Business MT - - - - Power Business MT 32,131 32,733 32,337 41,297 Steel MT 1,486 1,364 2,803 Zinc India MT 8,913 7,020 6,144 4,851 Zinc International MT - - - - FACOR MT - - 143 192 Total (Vedanta Ltd.) MT 67,317 66,305 84,641 89,856 121

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Wastewater Discharge Business Unit FY20 FY21 FY22 FY23 Aluminium m3 105,304 120,037 - Copper Business m3 2,994,846 2,581,167 3,406,440 17,064,563 Iron Ore Business m3 3,639,459 61,571 132,090 88,961 Oil and Gas Business m3 1,946,503 1,896,530 2,485,423 1,943,867 Port Business m3 - - - - Power Business m3 - - - - Steel m3 - - - - Zinc India m3 - - - - Zinc International m3 119,271 4,330 - - FACOR m3 NA NA - 1,074,276 3 8,805,383 4,663,635 6,023,953 20,171,667 Total (Vedanta Ltd.) m Volume and disposal of formation or produced water (FY23) Business Unit Total volume of produced water Total Water Re-injected CAIRN m3 37,109,961 35,576,265 Exposure to Water Stressed Areas (FY23) Total production plants Production plants in water-stressed areas Cost of Goods Sold (COGS) from Production plants in water-stressed areas % 33 22 31.94 3 Water Consumption in Water-Stressed Areas (million m ) Water consumption in areas with water stress FY20 FY21 FY22 FY23 Total net freshwater consumption in water-stressed areas (Total water withdrawn - Total water discharged) 55 43 47 54 % of water withdrawn from areas of water stress 28 21 23 27 122

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Revenue contribution of sites in Water Stressed Areas (FY23) Business Total Sites Accessed for water risk (basin-level) Sites accessed with high risk (basin-level) % Revenue contribution to the group Oil & Gas Cairn 7 7 10.34% HZL 9 9 22.78% Vedanta Aluminium – Lanjigarh 1 1 3.74% Facor Ltd, Sukinda, Jajapur, Odisha 1 1 0.53% IOK, Megalhalli, Chitradurga, Karnataka 1 1 1.15% VGCB, Vizag 1 1 0.00% TSPL, Mansa, Punjab 1 1 3.99% Sterlite Copper, Tuticorin, Tamilnadu 1 1 0.00% Business Impacts of Water Related Incidents Incidents FY20 FY21 FY22 FY23 Total actual and opportunity costs from water-related incidents 0 0 0 0 Number of Tailings dam (Business wise) Business Number of active tailings dam Number of inactive tailings dam Number of closed tailings dam Aluminium 9 2 4 Copper Business 0 1 0 Iron Ore Business 0 0 0 Oil and Gas Business 0 0 0 Port Business 0 0 0 Power Business 1 0 0 Steel 0 0 0 Zinc India 3 1 0 Zinc International 3 0 1 FACOR 0 0 0 Total (Vedanta Ltd.) 16 4 5 123

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Biodiversity Assessment Number of Sites Area (Ha) Overall sites 52 53,806 Sites where Biodiversity impact assessment conducted 52 53,806 Sites having a significant biodiversity impact 2 2,536 Sites having significant biodiversity impact having management plans 2 2,536 IUCN red list species and national conservation list species IUCN CLASSIFICATION AFRICA ASIA AUSTRALIA Critically Endangered - 7 - Endangered 3 17 8 Vulnerable 10 41 7 Near Threatened 4 15 - Least Concern 55 280 - OG 11: Number of sites that have been decommissioned and sites that are in the process of being decommissioned Business Unit Operational Site Total Land Area (Ha) Status (Active/Inactive) Cairn Oil & Gas MPT & other facilities 208.12 Active Mangala fields 85.67 Active Bhagyam Fields 74.04 Active Aishwarya fields 45.08 Active North Satellite fields 17.31 Active RGT & other facilities 21.00 Active South satellite fields 66.54 Active Suvali 33.14 Active Ravva 116.40 Active Viramgam Terminal 31.33 Active Radhanpur Terminal 0.40 Active Bhogat Terminal 149.43 Active Barmer Gujrat Pipeline (Mangala Development Pipeline) ~670 KM pipeline Active 124

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Total amounts of Overburden, Wasterock, Tailings generated (Business wise) FY23 Business Unit Overburden (MT) Tailings (MT) Waste Rock Aluminium MT NA NA NA Copper Business MT NA NA NA Iron Ore Business MT 3,700,072 NA NA Oil and Gas Business MT NA NA NA Port Business MT NA NA NA Power Business MT NA NA NA Steel MT NA NA NA Zinc India MT 5,280,408 14,505,607 0 Zinc International MT 4,40,76,332 11,936,728 110,427 FACOR MT NA NA NA Total (Vedanta Ltd.) MT 53,056,812 26,442,335 110,427 Hazardous Waste Generated, Recycled and Disposed in MT (Business wise) FY23 Business Generation Recycled/ Reused Landfilled Incinerated with Incinerated w/o Otherwise disposed energy recovery energy recovery Aluminium 404,894 383,745 8,677 - 279 3,278 Copper Business 3,110 2,968 - - - - Iron Ore Business 77 59 - - 1.9 - Oil and Gas Business 34,086 43,124 - - - - Port Business 2.15 1.44 - - - - Power Business 75.6 91.87 - - 6.46 - Steel 245.3 239 13.34 - - - Zinc India 93,578 50,779 37,771 - - - Zinc International 83.5 60.7 15 - 21 - FACOR 1,089 1,071 - - 1.94 - Total (Vedanta Ltd.) 537,241 482,138 46,477 - 310 3,277 125

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Mineral Waste Unit FY20 FY21 FY22 FY23 Mineral waste generated – Waste rock MT 14,135,872 2,251,677 100,921 110,427 Mineral waste generated - Tailings MT 15,059,116 18,710,338 18,667,036 26,442,334 Mineral waste repurposed/reused MT 14,135,872 2,251,677 204,840 318,264 Total mineral waste disposed MT 15,059,116 18,710,338 18,571,046 26,234,497 Geochemically reactive mineral waste: 0% Environmental Investment and Savings (FY23) Capital Expenditure on environment Operating expenses on Savings from water Savings from energy Total Savings environment environment conservation programs conservation programs ₹5,469,143,522 ₹13,563,742,012 ₹ 144,418,432 ₹ 4,668,899,248 ₹4,813,317,680 Environmental violations* Unit FY20 FY21 FY22 FY23 Number of Violations reported during the year Number 0 0 0 0 In FY23, NGT imposed a fine of INR 250 million on Vedanta Aluminium - Lanjigarh. The ruling was on a case that had been filed in Nov 2015. 126

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE SOCIAL CSR Spend Total CSR (in INR) Business FY22 FY23 Vedanta Ltd ₹ 3,996,000,000 ₹ 4,540,000,000 Business Cash Contributions (Mn INR) Management Overheads (Mn INR) Cash contributions and Management Overheads for CSR Spent for FY23 Vedanta Ltd 453.60 9.44 Active Community Engagement Community consultation assets Development projects Number of current Production Assets % of current Production Assets under Number of Development Projects % of current Development Projects community consultation under community consultation 52 100 2 100 Security personnel trained in human rights policies or procedures Business Unit FY21 FY22 FY23 Vedanta Ltd % 90 94 81 In FY23, ESL and VGCB data did not undergo assurance Incidents of violations involving rights of Indigenous Peoples Business Unit FY21 FY22 FY23 Violations Number 4 0 0 Freedom of Association Unit FY23 Full-time employees covered by collective bargaining agreements % 26 127

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Employee Volunteering for CSR (Business wise) Business Unit FY23 HZL Hours 10,044 Cairn Hours 1,213 IOB Hours 800 TSPL Hours 300 VAL-L Hours 440 VAL-J Hours 1,333 ESL Hours 400 FACOR Hours 281 BALCO Hours 163 Copper Hours 25 Total (Vedanta Ltd.) Hours 14,998 Safety Performance Employees Total Injuries Injury Rates (TRIFR) Lost Day Rate Work-Related Fatalities Business FY20 FY21 FY22 FY23 FY20 FY21 FY22 FY23 FY20 FY21 FY22 FY23 FY20 FY21 FY22 FY23 Vedanta Ltd. 42 42 37 30 0.99 1.08 0.96 0.82 25.39 11.79 22.95 39.91 1 - - 1 Safety Performance Business Partners (Contract workers + Third party) Total Injuries Injury Rates (TRIFR) Lost Day Rate Work-Related Fatalities Business FY20 FY21 FY22 FY23 FY20 FY21 FY22 FY23 FY20 FY21 FY22 FY23 FY20 FY21 FY22 FY23 Vedanta Ltd. 330 253 279 271 1.76 1.57 1.49 1.26 96.32 158.11 59.41 88.19 6 8 12 12 128

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Lost Time Injury Frequency Rate (LTIFR) Vedanta Ltd. FY20 FY21 FY22 FY23 Employees 0.45 0.46 0.55 0.44 Contractors 0.71 0.54 0.59 0.54 Total 0.67 0.52 0.58 0.52 Number of Process Safety Incidents Tier 1 Tier 2 Total Business FY20 FY21 FY22 FY23 FY20 FY21 FY22 FY23 FY20 FY21 FY22 FY23 Vedanta Ltd.* 2 2 1 0 5 5 2 1 7 7 3 1 Process Safety Incidents are only applicable to Cairn Process Safety Incidents (Tier 1) OG-13 Process Safety Incidents (Tier 1) Man hours BUSINESS Incidents per million-man hours worked Man hours FY20 FY21 FY22 FY23 FY20 FY21 FY22 FY23 Cairn 0.04 0.05 0.03 0 49,970,249 36,785,234 34,338,084 38,034,913 129

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE HUMAN CAPITAL New Employee Hires Age Group FY20 FY21 FY22 FY23 Male Female Male Female 50 yrs 19 20 27 6 37 4 Total 1,409 1,411 1,011 454 1,407 772 Internal Hires: Age and Gender wise Positions filled by internal candidates (internal hires) Age FY20 FY21 FY22 FY23 < 30 years of age 34 71 93 398 Internal Job Male (only internal employees) Posting ≥30 and < 50 years of age 206 249 252 485 Movements ≥ 50 years of age 48 36 34 60 < 30 years of age 40 53 61 106 Internal Job Female (only internal employees) Posting ≥30 and < 50 years of age 35 42 46 77 Movements ≥ 50 years of age 0 0 2 1 Total 363 451 488 1,127 % internal hires 78% 83% 81% 82% Workforce Breakdown Gender Age Employee Count Male < 30 Yrs 4,318 30 - 50 Yrs 7,947 > 50 Yrs 2,430 Female < 30 Yrs 1,689 30 - 50 Yrs 627 > 50 Yrs 71 Total < 30 Yrs 6,007 30 - 50 Yrs 8,574 > 50 Yrs 2,501 Total Employees 17,082 130

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Total employee turnover rate: Age and Gender Wise (FY23) Age Employee Turnover % Male < 30 Yrs 18.02 30 - 50 Yrs 6.18 > 50 Yrs 13.33 Female < 30 Yrs 16.64 30 - 50 Yrs 11.48 > 50 Yrs 16.90 Total < 30 Yrs 17.63 30 - 50 Yrs 6.57 > 50 Yrs 13.43 Grand Total 11.46 Voluntary employee turnover rate: Age and Gender wise (FY23) Voluntary Employee Turnover Rate Age Employee Turnover % Male < 30 Yrs 16.63% 30 - 50 Yrs 5.29% > 50 Yrs 1.48% Female < 30 Yrs 15.93% 30 - 50 Yrs 11.00% > 50 Yrs 1.41% Total < 30 Yrs 16.43% 30 - 50 Yrs 5.70% > 50 Yrs 1.48% Grand Total 8.86% Remuneration ratio of Male to Female Executive Level (Top Management) Management Level (Middle Management) Junior management level Male: Female Ratio of average Basic Salary 0.81 1.18 1.17 Ratio of average Renumeration 0.81 1.24 1.14 131

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Employee Training FY21 FY22 FY23 Male Female Male Female Male Female Total Training Hours - Full-time Employees 351,610.20 66,632.80 252,468.39 48,383.39 3,22,003 94,896 Average Training Hours for FTEs 23.23 34.87 16.95 24.66 21.91 39.76 Periodic assessment of all employees Employee assessment and review Percentage Coverage FY 23 Employee undergoing periodic assessment and review 100% Employee undergoing multi assessment 2.55% Employee Well-being FY20 FY21 FY22 FY23 FY23 target % of employees with top level of engagement, - 80 83 84 90 satisfaction (% of satisfied employees) % of employees who responded to the survey - 67 73 76 Training & Development FY 23 Employee Training Male Female Total Average hours per FTE of training and development 21.91 39.76 24.3 Average amount spent per FTE on training and development (INR) 1,094.73 1,877.40 1204.1 Employee Development Programs Name of the program % of FTEs participating in the program V-Lead 13.9 Emerging Leaders Program 18 132

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE GOVERNANCE Industry Associations Type of Organization Total amount paid in FY 23 Federation of Indian Petroleum Industry Trade Association ₹ 1,34,52,000 IHS PEPS Trade Association ₹ 57,08,107 FICCI Trade Association ₹ 47,11,180 FIMI Trade Association ₹ 23,12,119 Contributions & Other Spending (INR Million) FY20 FY21 FY22 FY23 Lobbying, interest representation or similar - - - - Local, regional or national political campaigns / organizations / candidates 1,140 - 1,230 1,550 Trade associations or tax-exempt groups (e.g. think tanks) 56 30 53 37 Other (e.g. spending related to ballot measures or referendums) - - - - Total contributions and other spending 1,196 30 1,283 1,587 Largest Contributions & Expenditures Issue or Topic Corporate Position Description of Position / Engagement Total spend in FY 23 Increasing the competitiveness of Indian metals and mining industry and products through Support Working with government authorities/policy ₹12,771,000 cost competitiveness, raw material security, import substitution and energy logistics reduction. makers/regulators/ industry bodies Enhancing domestic market share of primary metals made in India to fortify raw material Support Working with government authorities/policy ₹ 6,540,000 security and self-sufficiency on mineral front. makers/regulators/ industry bodies 133

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Procurement Spend on Suppliers FY 23 Procurement budget INR (millions) % spent Total procurement budget spent 868,761 100% Total procurement budget spent on suppliers belonging to same country 618,235 75% Total procurement budget spent on suppliers belonging to same state 351,160 43% Total procurement budget spent on suppliers belonging to same district 139,402 17% Supplier Screening Supplier Screening FY 23 Total number of suppliers 5,572 Total number of Tier-1 suppliers 4,682 Total number of significant suppliers in Tier-1 1,099 % of total spend on significant suppliers in Tier-1 67% Total number of significant suppliers in non Tier-1 58 Total number of significant suppliers (Tier-1 and non Tier-1) 1,157 Supplier Assessment Supplier Assessment FY 23 Total number of suppliers assessed via desk assessments/on-site assessments 1,986 % of significant suppliers assessed 81% Number of suppliers assessed with substantial actual/potential negative impacts 298 % of suppliers with substantial actual/potential negative impacts with 1.07% agreed corrective action/improvement plan Number of suppliers with substantial actual/potential negative impacts that were terminated) 0% 134

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Capacity building programs Capacity building programs FY 23 Total number of suppliers in capacity building programs 492 % of significant suppliers in capacity building programs 44% Corrective action plan support Corrective action plan support FY 23 Total number of suppliers supported in corrective action plan implementation 5 % of suppliers assessed with substantial actual/potential negative impacts 2% supported in corrective action plan implementation Reporting on breaches Reporting areas Number of breaches in FY 23 Corruption or Bribery 14 Discrimination at Workplace 7 Customer Privacy Data 0 Conflicts of Interest 4 Money Laundering or Insider trading 0 Cybersecurity Breaches of information security FY 20 FY 21 FY 22 FY 23 Total number of information security breaches 0 0 0 0 Total number of clients, customers and employees affected by the breaches 0 0 0 0 Total 0 0 0 0 135

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE GRI Content Index Omission Section Omission Section Reference Disclosure Requirements Reason Reference Disclosure Requirements Reason No. omitted No. omitted GRI 2: General Disclosures 2021 2-9 Governance structure Aim 9: Adhere to global and composition business standards of 2-1 Organizational details Vedanta at a Glance, Pg. 13 corporate governance, Pg. 98-99 2-2 Entities included in the About this Report, Pg. 6-7 Sustainability Governance, organization’s Pg 17-18 sustainability reporting Integrated annual report FY 23, Pg. 238-245, 253 2-3 Reporting period, About this Report, Pg. 6-8 frequency and contact Integrated Annual Report 2-10 Nomination and Integrated annual report point FY 2022-23 published on selection of the highest FY 23, Pg. 257-258 19th June 2023 governance body 2-11 Chair of the highest Sustainability Governance, governance body Pg 17-18 2-4 Restatements of Restatement of Integrated annual report information Information, Pg. 8 FY 23, Pg. 243 2-12 Role of the highest Sustainability Governance, 2-5 External assurance Data Compilation governance body in Pg. 17-18 Methodology and overseeing the Integrated annual report FY Assurance, Pg. 8 management of 23, Pg. 262-263 impacts Independent Assurance Statement, Pg. 145-147 2-13 Delegation of Sustainability Governance, responsibility for Pg. 17-18 managing impacts ESG Risk Governance, 2-6 Activities, value chain Products and Production, Pg 103-104 and other business Pg.14 relationships Integrated annual report Integrated annual report FY 23, Pg. 292 FY 23, Pg. 262-263 2-14 Role of the highest Sustainability Governance, 2-7 Employees Workforce Breakdown, governance body in Pg. 17-18 Pg. 130 sustainability reporting Integrated annual report FY Integrated annual report 23, Pg. 262-263 FY 23, Pg. 292 2-15 Conflicts of interest Integrated annual report FY 23, Pg. 248, 257, 302-303 2-8 Workers who are not Workforce Breakdown, employees Pg. 130 2-16 Communication of Integrated annual report Integrated annual report FY critical concerns FY 23, Pg. 310-312 23, Pg. 292 2-17 Collective knowledge Integrated annual report of the highest FY 23, Pg.242, 247 governance body 2-18 Evaluation of the Integrated annual report performance of the FY 23, Pg.249-250 highest governance body 136

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Omission Section Omission Section Reference Disclosure Requirements Reason Reference Disclosure Requirements Reason No. omitted No. omitted 2-19 Remuneration policies Vedanta Sustainability 2-27 Compliance with laws Compliance, Audits and Controls, Assurance Process (VSAP), and regulations Pg 105 Pg 19 Environmental Violations, Pg 126 Integrated annual report Integrated annual report 2022-23, FY 23, Pg. 85, 186-187, Pg. 197 359, 413, 536-537, 2-20 Process to determine Integrated annual report FY 2-28 Membership Organisation and remuneration 23, Pg. 186-187, 257-258 associations Membership, Pg 105 2-29 Approach to stakeholder Knowing our 2-21 Annual total Integrated annual report engagement stakeholders, Pg 24-26 compensation ratio FY 23, Pg. 313 2-30 Collective bargaining Right to Freedom of agreements Association, Pg 46 2-22 Statement on In Conversation with the sustainable Group CEO & Chief Safety 3-1 Process to determine Stakeholder Engagement, Pg 24-26 development strategy Officer, Pg 11 material topics Approach to Materiality 2-23 Policy commitments Upholding integrity and Assessment, Pg 27-30 accountability through policy infrastructure, Pg. 99 3-2 List of material Approach to Materiality Policy Advocacy, Pg 105 topics Assessment, Pg 28 Code of Business Conduct 201-1 Direct economic value Vedanta TTR FY 23, Pg. 11 and Ethics, generated and Vedanta Policies & Practices, distributed Vedanta Sustainability Framework 201-2 Financial implications Vedanta TCFD Report FY and other risks and 23, Pg 13-25 2-24 Embedding policy Upholding integrity and opportunities due to commitments accountability through policy climate change infrastructure, Pg. 99 Policy Advocacy, Pg 105 201-3 Defined benefit plan Integrated annual report Code of Business Conduct obligations and other FY 23, Pg.412-414 and Ethics, retirement plans Vedanta Policies & Practices, Vedanta Sustainability 201-4 Financial assistance We do not receive any Framework received from financial assistance government from government 2-25 Processes to Risk Management and 203-1 Infrastructure Aim 2 remediate negative Controls, Pg 103-105 investments and Empowering over 2.5 million impacts Compliance Management, services supported families with enhanced skillsets Stakeholder Engagement, Aim 3 Grievance Mechanisms Uplifting over 100 million women and children through education, nutrition, healthcare and welfare, 2-26 Mechanisms for Reporting concerns, Pg 49-51 seeking advice and Pg 99-100 CSR Spend, Pg 127 raising concerns 137

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Omission Section Omission Section Reference Disclosure Requirements Reason Reference Disclosure Requirements Reason No. omitted No. omitted 203-2 Significant indirect Aim 2 Energy economic impacts Empowering over 2.5 million families with enhanced skillsets 3-3 Management of Aim 4 Aim 3 Material Topics Net Zero Carbon by 2050 Uplifting over 100 million women and or sooner, Pg 54-55 children through education, nutrition, Energy and Carbon Policy healthcare and welfare, Pg 49-51 302-1 Energy consumption Energy consumption 204-1 Proportion of spending Highlights Transforming within the within the organization, on local suppliers Communities, Pg 5 organization Pg 115-117 Local Procurement, Pg. 47 302-2 Energy consumption We do not have energy 205-1 Operations assessed Integrated annual report outside of the consumption outside the for risks related to 2022-23, Pg. 197, 302 organization organisation contributing corruption to total energy consumed by Vedanta Ltd 205-2 Communication and Integrated annual report training about 2022-23, Pg. 302 302-3 Energy intensity Transforming the Planet: anti-corruption policies Key Highlights, Pg 52 and procedures 302-4 Reduction of energy Energy efficiency 205-3 Confirmed incidents Integrated annual report consumption measures, Pg 59-62 of corruption and 2022-23, Pg. 302 actions taken 302-5 Reductions in energy Shift towards green requirements of economy, Pg 60 206-1 Legal actions for Integrated annual report products and services Vedanta TCFD Report FY anti-competitive 2022-23, Pg. 321 23, Pg 21-22 behaviour, anti-trust, and monopoly practices 207-1 Approach to tax Vedanta TTR FY 23, Pg. 16-19 Water and Effluents 207-2 Tax governance, Vedanta TTR FY 23, 3-3 Management of Aim 5 control, and risk Pg. 16-19, 29-31 material topics Achieving net water management positivity by 2030, Pg. 63 207-3 Stakeholder engagement Vedanta TTR FY 23, Pg. 18-19 and management of 303-1 Interactions with water Aim 5 concerns related to tax as a shared resource Achieving net water positivity by 2030, 207-4 Country-by-country Vedanta TTR FY 23, Pg. 24 Pg 63-65 reporting 303-2 Management of water Water Withdrawal and discharge-related Consumption, Pg 65 11.21.8 Reporting on payments Vedanta TTR FY 23, Pg. 22-23 impacts to governments 138

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Omission Section Omission Section Reference Disclosure Requirements Reason Reference Disclosure Requirements Reason No. omitted No. omitted 303-3 Water withdrawal Water withdrawal and G4-MM2 Number and Biodiversity Assessment, discharge, Pg 66 percentage of total Pg 124 Water Consumption in sites identified as Water-Stressed Areas, requiring biodiversity Pg 122 management plans according to stated criteria, and number 303-4 Water discharge Water withdrawal and (percentage) of those discharge, Pg 66 sites with plans in Wastewater Discharge, place Pg 122 303-5 Water consumption Water withdrawal and Emissions discharge, Pg 66 Water Consumption in 3-3 Management of Aim 4: Net-carbon neutrality Water-Stressed Areas, material topics by 2050 or sooner, Pg. 54-55 Pg 122 Air Emissions and Quality, Pg. 82 Biodiversity 305-1 Direct (Scope 1) GHG Scope 1 Emissions, GHG emissions Pg 117 3-3 Management of Biodiversity Management, Vedanta TCFD Report FY material topics Pg. 75-76 23, Pg 28-30 304-1 Operational sites Sites adjacent to areas of owned, leased, high biodiversity value, 305-2 Energy indirect (Scope GHG Scope 2 Emissions, managed in, or Pg 80 2) GHG emissions Pg 118 adjacent to, Biodiversity Assessment, Vedanta TCFD Report FY protected areas and Pg 124 23, Pg 28-30 areas of high biodiversity value outside protected 305-3 Other indirect GHG Scope 3 Emissions, areas (Scope 3) GHG Pg 118-119 emissions Vedanta TCFD Report 304-2 Significant impacts of Impacts and FY 23, Pg 28-30 activities, products dependencies identified in and services on the Biodiversity Risk biodiversity Assessment, Pg 78 305-4 GHG emissions GHG Intensity, Pg 58 intensity GHG Emissions Intensity, 304-3 Habitats protected or Biodiversity Mitigating Pg 120 restored Actions, Pg 80 Vedanta TCFD Report FY 23, Pg 21-23 304-4 IUCN Red List IUCN red list species and species and national national conservation list 305-5 Reduction of GHG Achieving Impactful Energy conservation list species, Pg 124 emissions and Emission Reduction species with Through Targeted Initiatives, habitats in areas Pg 59 affected by operations Vedanta TCFD Report FY 23, Pg 28-30 139

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Omission Section Omission Section Reference Disclosure Requirements Reason Reference Disclosure Requirements Reason No. omitted No. omitted 305-6 Emissions of Our operations do not Tailings Management ozone-depleting emit ozone depleting substances (ODS) substances 3-3 Management of Tailings Management, material topics Pg. 73-74 305-7 Nitrogen oxides (NOx), Air Emissions, Pg 120-121 G4-MM3 Total amounts of Tailings Risk Potential sulfur oxides (SOx), overburden, rock, FY 2023, Pg 74 and other significant tailings and sludges air emissions and their associated risks 11.2.4 Reporting on climate Vedanta TCFD Report adaptation, resilience, FY 23 Supplier Environmental Assessment and transition 308-1 New suppliers that Supply Chain were screened using Management, Pg 106-107 environmental criteria Supply Chain, Pg 134-135 Waste 3-3 Management of Waste Management, 308-2 Negative Supply Chain material topics Pg. 68-70 environmental Management, Pg 106-107 306-1 Waste generation Waste Management, impacts in the Supply Chain, Pg 134-135 and significant Pg. 68-70 supply chain and waste-related impacts actions taken 306-2 Management of Waste Management, significant Pg. 68-70 Employment waste-related impacts 306-3 Waste generated Hazardous Waste, Pg 69 401-1 New employee hires Human Capital, and employee turnover Pg 130-131 HVLT Waste Disposal, Mineral Waste Disposal, Pg 70 Hazardous Waste Generated, 401-2 Benefits provided to Employee Benefits, Recycled and disposed, Pg full-time employees Pg 114 126 that are not provided Integrated annual report to temporary or 2022-23, Pg. 536-539 part-time employees 306-4 Waste diverted from HVLT Waste Disposal, disposal Mineral Waste Disposal, 401-3 Parental leave Paid Parental Leaves, Pg 70 Pg 95 Integrated annual report 306-5 Waste directed to HVLT Waste Disposal, 2022-23, Pg. 306 disposal Mineral Waste Disposal, Pg 70 140

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Omission Section Omission Section Reference Disclosure Requirements Reason Reference Disclosure Requirements Reason No. omitted No. omitted Labour/Management Relations 403-4 Worker participation, Safety Performance, Pg consultation, and 89-90 communication on Vedanta Safety Standards 3-3 Management of Human Rights, Pg 44-47 occupational health Material Topics and safety Integrated annual report 2022-23, Pg.307-310 402-1 Minimum notice Employee level M3 or periods regarding below: 8 weeks 403-5 Worker training on Employee and Business operational changes Employee level M2 above: occupational health Partner Training, Pg 87 12 weeks and safety Integrated annual report 2022-23, Pg.43, 79, 307 Occupational Health and Safety 403-6 Promotion of worker Safety Performance, 3-3 Management of Our commitment to zero health Pg 89-90 material topics harm, Pg 85 Integrated annual report 2022-23, Pg.307-310 403-1 Occupational health Aim 7: Prioritising safety and safety and health of all 403-7 Prevention and Safety Performance, management system employees, Pg. 85-87 mitigation of Pg 86-90 Integrated annual report occupational health Integrated annual report 2022-23, Pg.307-310 and safety impacts 2022-23, Pg.307-310 directly linked by Vedanta Safety Standards business relationships Vedanta Corrective and Preventive Action Management 403-2 Hazard identification, Safety Performance, Pg risk assessment, and 86-87 403-8 Workers covered by an Integrated annual report incident investigation Incident cause analysis occupational health and 2022-23, Pg. 307-310 method (ICAM) for safety safety management investigations, Pg 88 system Integrated annual report 2022-23, Pg.307-310 403-9 Work-related injuries Safety Performance, Vedanta Safety Standards Pg 87 Vedanta Incident Integrated annual report Reporting Standard 2022-23, Pg. 307-310 Safety Performance, Pg 130 403-3 Occupational health Safety Performance, Pg services 86-87 403-10 Work-related ill health Safety Performance, Pg 87 Integrated annual report Integrated annual report 2022-23, Pg.307-310 2022-23, Pg. 307-310 Safety Performance, Pg 130 141

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Omission Section Omission Section Reference Disclosure Requirements Reason Reference Disclosure Requirements Reason No. omitted No. omitted Training & Education Freedom of Association and Collective Bargaining 404-1 Average hours of Training & Development, 407-1 Operations and Right to freedom of training per year per Pg 132 suppliers in which association, Pg. 46 employee the right to freedom of association and collective bargaining 404-2 Programs for Learning and Growing, may be at risk upgrading employee Pg. 110 skills and transition Employee Development assistance programs Programs, Pg 132 Child Labor 404-3 Percentage of Periodic assessment of all employees receiving employees, Pg 132 408-1 Operations and Human Rights, Pg 44-45 regular performance suppliers at significant Supply Chain Management, and career risk for incidents of Pg 106-107 development reviews child labour None of our operations and suppliers are exposed to risk of child labour Diversity and Equal Opportunity 3-3 Management of Aim 8: Promote gender Forced or Compulsory Labour material topics parity, diversity and inclusivity, Pg. 93 409-1 Operations and Human Rights, Pg 44-45 suppliers at Supply Chain Management, 405-1 Diversity of Workforce Breakdown: significant risk for Pg 106-107 governance bodies Nationality, Pg 94 incidents of forced or None of our operations and and employees compulsory labour suppliers are exposed to Workforce Breakdown: Gender, Pg 95 risk of child labour 405-2 Ratio of basic salary Remuneration ratio of and remuneration of Male to Female, Pg 131 women to men Security Practices 410-1 Security personnel Security Practices, Pg. 46 trained in human Security personnel Discrimination rights policies or trained in human rights procedures policies or procedures, Pg 127 406-1 Incidents of Reporting on Breaches, discrimination Pg 135 and corrective Integrated annual report Rights of Indigenous Peoples actions taken 2022-23, Pg. 306, 314 3-3 Management of Indigenous Peoples material topics Rights, Pg 43 Indigenous People 142

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Omission Section Omission Section Reference Disclosure Requirements Reason Reference Disclosure Requirements Reason No. omitted No. omitted Public Policy 411-1 Incidents of violations Indigenous Peoples involving rights of Rights, Pg 43 415-1 Political contributions Integrated annual report indigenous peoples 2022-23, Pg. 422 Local Communities Customer Privacy 3-3 Management of Aim 2 418-1 Substantiated Reporting on Breaches, material topics Empowering over 2.5 million complaints concerning Cybersecurity, Pg 135 families with enhanced breaches of customer skillsets privacy and losses of Aim 3 customer data Uplifting over 100 million women and children through education, nutrition, healthcare and welfare, Pg 49-51 413-1 Operations with local Managing community community relations through engagement, impact consultation framework, assessments, and Pg 41 development Active community programs engagement, Pg 127 413-2 Operations with Managing community significant actual and relations through potential negative consultation framework, impacts on local Pg 41 communities Active community engagement, Pg 127 Supplier Social Assessment 414-1 New suppliers that Supply Chain were screened using Management, Pg social criteria 106-107 Supply Chain, Pg 134-135 414-2 Negative social Supply Chain impacts in the supply Management, Pg chain and actions 106-107 taken Supply Chain, Pg 134-135 143

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE UNGC Index Principle Section Page No. Human Rights Principle 1 Businesses should support and respect the Human Rights 44 protection of internationally proclaimed human Human Rights Policy rights; and Principle 2 Make sure that they are not complicit in human Human Rights due 44 rights abuses diligence process Human Rights Policy Labour Principle 3 Businesses should uphold the freedom of Right to freedom of 46 association and the effective recognition of the association right to collective bargaining; Principle 4 The elimination of all forms of forced and Human Rights 44 compulsory labour; Principle 5 The effective abolition of child labour; and Human Rights 44 Principle 6 The elimination of discrimination in respect of Human Rights 44 employment and occupation. Aim 8: Promote gender 93 parity, diversity and inclusivity Environment Principle 7 Businesses should support a precautionary Transforming the Planet 52-53 approach to environmental challenges; Principle 8 Undertake initiatives to promote greater Transforming the Planet 52-82 environmental responsibility; and Principle 9 Encourage the development and diffusion of Transforming the Planet 52-82 environmentally friendly technologies. Factsheet: Environment 115-126 Anti-Corruption Principle 10 Businesses should work against corruption in all Upholding integrity and 99 its forms, including extortion and bribery. accountability through policy infrastructure 144

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE Assurance Statement 145

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE 146

TRANSFORMING TRANSFORMING TRANSFORMING SUSTAINABILITY REPORT FY 2023 COMMUNITIES THE PLANET THE WORKPLACE 147

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