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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
procedures, and uniform risk-specific
promote a safety-first culture where every the root cause and prevent recurrence, at any • Critical Risk Management practices are soon to be rolled out
individual is responsible for workplace safety. cost. After thorough analysis of the findings, across all divisions of Vedanta. Risk
All leaders are expected to exemplify the the top three causes of fatalities have been While our safety initiatives have champions have been involved in the
highest levels of safety discipline in their identified as man-machine interaction, vehicle successfully improved our injury rates, design and control of these
respective areas so that they can serve as driving, and structural stability. Further, as a the occurrence of fatalities are still a risk-specific practices. Risk champions
direct role models for those below them. In preventive measure we have also established big concern. To counter this, we have are from different BUs and they base
cases of recurring safety violations or fatal a detailed mechanism for investigating every introduced a comprehensive Critical their suggestions for improvement or
incidents, we enforce strict consequences accident that occurs onsite. As a part of this Risk Management (CRM) programme new design on their in-depth
for our management teams. mechanism, each incident will be examined by throughout our organization. CRM understanding of existing controls and
a senior leadership team member, appointed takes a risk-based approach based on factors contributing to fatalities.

Regular and comprehensive training is by the Group Executive Committee. The proven ICMM 9-step methodology. This Further, design workshops on four
initiative aims to identify and evaluate
conducted in various safety domains for all findings and conclusions from these critical risks, as well as measure, different risks have already been
levels of our workforce to ingrain a safe work investigations will then be promptly 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 being run across all our BUs. Under
a robust safety culture at our sites. Over the past two years, our Lost Time Injury 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
lanes for ash dumpers. Our main
BU leadership continues to emphasise on three
focus areas: In FY 2023, vehicle-pedestrian objective is to eliminate any potential
• Visible felt leadership segregation, man-machine interaction, fatal injuries caused by inadequate
safety infrastructure.
• Safety-critical tasks and work at heights were identified as
three critical risk areas for work onsite.
• Managing business partners

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