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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.
major tracks: in Deputy CXO roles across businesses,
Under our performance management process, The survey is anonymous, enabling employees
employees are evaluated and rewarded for • Safety, risk and compliance strategic business units (SBUs), and to share their honest feedback. We hope to
driving and meeting business objectives,as well functions. We are also prioritizing on create an even more conduciveand rewarding
as, individual performance goals. The Vedanta • People development identifying successors for other executive work environment based on the valuable
Performance Management Strategy works at • Business/ function outcomes positions like Deputy Chief Human feedback that we receive.
delivering on the following key goals: Resources Officer (CHRO) and Chief
• Strategic/ long term objectives Financial Officer (CFO) roles within each
• 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,
• Fairness, transparency and consistency of leading to a unified view. All key steps
the process like KPI setting, reviews, feedback etc.
are now conducted through online
• Involvement and ownership of both platforms. Employees and managers are F Y 2 0 2 1 F Y 2 0 2 2
managers and employees 80 83
encouraged to have one on one
• Rigour in execution, implementation and discussions and feedback sessions 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
development and rewards employees undergo performance TAR G ET
appraisal and are covered by the
performance management process.
The performance management process is well
integrated with our business goals and strategic Succession Planning F Y 2 0 2 3
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
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