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