Vendanta Resources Sustainable Development Report 2014-15

Sustainable Development Report 2014-15
COMMIT
CONNECT
CARE

Vedanta Resources plc
Annual report and accounts FY2015
FIND OUT MORE ONLINE
Visit our interactive online
Sustainable Development Report
2014–15 at
sd.vedantaresources.com/
SustainableDevelopment2014-15
IN THIS REPORT
OVERVIEW 1
A global footprint 2
From the Chairman’s desk 4
Highlights of the year 5
CEO’s statement 6
Q&A with our leaders 8
The global context 10
A strategy to commit, connect, care 12
How we performed 18
RESPONSIBLE STEWARDSHIP 20
Fair and transparent business 22
Safety and health 25
Environment 30
BUILDING STRONG RELATIONSHIPS 40
Stakeholder engagement 42
Human rights 44
Neighbourhood dialogue 46
ADDING AND SHARING VALUE 48
Employees 50
Community relation 53
Other stakeholders – (Shareholders & Lenders,
Governments, Industry and Civil Society) 58
Awards and Accolades 63
DISCLOSURE AND ASSURANCE 64
About this report 66
Key Performance Indicators 67
Assurance statement 68
External Indices and Benchmark 71
GRI Index 72
THIS REPORT
Welcome to our seventh Sustainable Development Report, which is prepared based on
Global Reporting Initiative (GRI) G4 – ’in accordance’ – Core guidelines and is mapped to
the United Nations Global Compact (UNGC) and Millennium Development Goals (MDGs).
It reports our approach and disclosure towards triple bottom line principles – people,
planet and profit over the 2014–15 financial year. See page 66 for more information
about our reporting.
Annual Report and
Accounts FY 2015
Vedanta Resources plc Sustainable Development Report 2014–15

One Vision – One Vedanta
Our Core Values
Trust / Entrepreneurship / Innovation / Excellence / Integrity /
Respect / Care
Our Core Purpose
Vedanta is a globally diversified natural resources company with
low-cost operations. We empower our people to drive excellence
and innovation to create value for our stakeholders. We
demonstrate world-class standards of governance, safety,
sustainability and social responsibility.
COMMIT
CONNECT
CARE
1Vedanta Resources plc Sustainable Development Report 2014–15

OVERVIEW
A GLOBAL FOOTPRINT
A DIVERSIFIED NATURAL
RESOURCES COMPANY OPERATING
ACROSS FOUR CONTINENTS
WHERE WE OPERATE
Headquartered in London, Vedanta Resources encompasses India, Zambia, Namibia, South
Africa, Liberia, Ireland, Sri Lanka and Australia, through two subsidiary companies: Vedanta Ltd.
(previously Sesa Sterlite Ltd.) and Konkola Copper Mines (KCM). Each of these businesses has
its own unique and diverse culture but they are united under one Vedanta.
REVENUE
$12.9bn
EBITDA
$3.7bn
82k
people employed directly
and indirectly
4m*
beneficiaries of our
community investment
$4.6bn**
tax payments to exchequers
* Some beneficiaries may have been
involved in more than one project
** Includes direct and indirect taxes,
royalties, sales tax and dividend tax
Our key operations include:
Zinc-Lead-Silver
1. Debari smelter
2. Chanderiya smelters
3. Rampura-Agucha mine
4. Rajpura Dariba mine smelters
and Sindesar Khurd mine
5. Zawar mine
6. Skorpion mine, Namibia
7. Black Mountain mine, South Africa
8. Lisheen mine, Ireland
Oil Gas
1. Rajasthan block
2. Ravva (PKGM-1) block
3. Cambay (CB/052) block
4. South Africa block
Iron Ore
1. Iron ore operations – Goa
2. Iron ore operations – Karnataka
3. Iron ore projects – Liberia
Copper
1. Silvassa refinery
2. Tuticorin smelter
3. Mt Lyell mine, Australia
4. Konkola and Nchanga copper
mines Nchanga smelter, Zambia
Aluminium
1. Lanjigarh alumina refinery
2. Jharsuguda smelters
power plants
3. Korba smelters power plants
Power
1. MEL power plant
2. SEL
Captive thermal power plant
1
2
1
2
3
1
2
1
3
2
1
2
1
4 3
2
5
8
3
7
6
4
4
3
India and Sri Lanka
Africa
Ireland
Australia
2 Vedanta Resources plc Sustainable Development Report 2014–15

HOW OUR BUSINESS FITS TOGETHER
Unlisted entity
Listed entity
* Option to increase stake to 94.4%
** Option to increase stake to 100%
*** Zinc International
Note: Our subsidiary Sesa Sterlite Ltd. was renamed Vedanta Ltd. in April 2015. The name change from Sesa Sterlite to
Vedanta Ltd. positions us as a united and aligned identity, strengthening the linkage between our global businesses and
communities.
For more information about our
businesses, please refer to the Key
Performance Indicator section in this
report and the Vedanta Resources
Annual Report 2015
FIND OUT MORE
VEDANTA LTD. (62.9%)
Divisions:SesaIr
on Ore • Sterlite Copper • Powe
randAluminium
KONKOLA
C
O
PPER MINES (
KCM)(79.4%)
VEDANTA
RESOURCES
100%
100%
100%
100%*** 100%
51%**
64.9%*
59.9%
Australian Copper
MELPower
(1,980MW)
100% BMM – 74% (Liberia)
(BALCO)
ZincIndia
Cairn India
Mines
(100MW)
TalwandiSaboPower
Skorpion Lisheen Western Cluster
BharatAluminium
(HZL)
REFRESHING THE VEDANTA BRAND
The refreshed logo signifies Vedanta’s approach to the triple bottom line that focuses on People,
Planet and Prosperity. A leaf, an unmistakable ‘symbol of life’ which has now been included into
the Vedanta globe, and the new colour ‘green’, symbolise Vedanta’s ethical credentials. The
colour ‘blue’, reflects Vedanta’s distinct virtues of integrity professionalism.

OVERVIEW
FROM THE CHAIRMAN’S DESK
THE NATURAL RESOURCE
SECTOR HAS THE POTENTIAL
TO GENERATE MILLIONS AND
MILLIONS OF JOBS.
“Vedanta’s success has been built not
just by executives in boardrooms but by
talented people fulfilling their potential
every day in our mines, smelters and
offices, who are our brand ambassadors.”
The resources that we mine contribute to the growth of
our communities and nations. The natural resource sector
has the potential to generate millions and millions of jobs
and that is the key to accelerate the growth and
development of India. My vision is to open up the
potential of India’s natural resources which can make
India self-sufficient, to make India’s dreams my own and
contribute to nation building by educating and
empowering India’s youth.
India’s current regulatory framework is pushing towards a
sustainable natural resources industry that will ensure that
there is a stable economic model at work, assurance of
resources for future generations, well-being of the
communities around the operations and overall making
natural resources an integral part of the economy. With
the current reforms push and an investor friendly regime,
a company like Vedanta which has capabilities across
mining, smelting, refining and several distribution
channels is instrumental in creating hundred thousand of
direct and indirect employment. I believe there is no
better way to alleviate poverty.
This year we have delivered long-term social and
economic benefits to about 4 million people. We engage
in skill development and nation building, and have
invested in delivering wider value over the last 30 years,
not because it is the right thing to do but because it gains
us a ‘Licence to Operate’, building resilience to risk, and
enhancing our reputation as a responsible company.
We continue to be guided by global best practices
through our robust Sustainability Development Model and
Framework, and I am pleased to introduce this report that
details our approach and achievements in Sustainable
Development.

A DECISIVE LEADERSHIP PEOPLE
BUSINESS
Today’s volatile commodity markets present challenges but our
diversified and well-invested asset base, low cost of production,
investment in Africa and exposure to the fast-growing Indian
market, together with higher public spending on infrastructure
and social security, give us resilience to navigate a strong
position over the long-term horizon.
I am optimistic as ever on the emergence of India’s economy
as one of the most dominant forces on the global platform.
That is the reason why we have continued to invest heavily
not just in our businesses in India, but also in the communities
to ensure the social well-being of the people. Our businesses
maintain financial strength and flexibility during this period of
weak commodity prices through capital and resources
re-phasing and cost management initiatives.
I continue to be inspired by the dedicated efforts of the
Vedanta team. Listening to their ideas is invaluable. Vedanta’s
success has been built not just by executives in boardrooms
but by talented people fulfilling their potential every day in our
mines, smelters and offices, who are our brand ambassadors.
We are very fortunate that in his first year as Chief Executive,
Tom Albanese has demonstrated a passion and dedication
towards managing the business ethically, committed to
complete transparency, and continues to ensure that we
operate in a ‘zero harm culture’ for our workforce, with the full
support of the communities around our operations.
Although we have improved our safety record over the year, I
am deeply saddened that eight of our people lost their lives.
My heart goes out to the loved ones of these individuals and I
give my personal assurance that safety is and will be at the
top of my agenda in the coming year.
And of course, our business growth and stability is aligned to
the growth of our communities. My leadership team and I
take great pride in the positive relationships we have built with
those living near our sites and the organisations that represent
them. I am also delighted that the Indian government shares
my personal views on values of community empowerment
and fair distribution of wealth, and I look forward to working
alongside the local governments to shape business policy and
make it easier for the private sector to share economic value.
LOOKING AHEAD
As India grows by leaps and bounds its appetite for metals
and minerals for infrastructure and power will increase rapidly.
My dream as an entrepreneur is to create the world’s best
natural resources company that is from India. Today there are
limited players in the Indian mining industry, who are
engaged in large-scale national activities. My vision is that
India will not just be a large consumer of commodities in the
years to come, but it will be a pioneer in creating companies
with world-class infrastructure, community development at
the heart of its philosophy and sustainable methods.
Businesses today are not isolated entities and their success
needs empowering and developing their host communities.
Rural India especially is benefiting from this philosophy of
running an efficient and sustainable business.
The basis of life and the motivation of living for these communities is largely
based on the natural elements around them. I stand by the principle of free, prior
and informed consent whenever we start new exploration, applying our heritage
of neighbourhood dialogue to ensure all issues are addressed. It has been my
categorical statement across forums and to my employees that not a blade of
grass will be touched or cut without the prior consent of the local communities.
As we continue to grow, we need to simplify our Group structure; focus on
increasing the mining life of all assets through exploration around our sites;
optimise our assets and drive higher returns; and identify appropriate merger and
acquisition opportunities that align to our values.
I am also committed to finding more, mutually beneficial partnerships that will
deepen our community impact and uphold our licence to operate in countries
with rising expectations of corporate social responsibility.
ANIL AGARWAL
CHAIRMAN.
SUSTAINABILITY HIGHLIGHTS OF THE YEAR
4m
beneficiaries
(FY 2014: 4.1 m) *
US$42m
invested in community development
(FY 2014: US$49 m)
40m MT
carbon footprint
(FY 2014: 37 m MT)
0.46lost time injury frequency rate
(FY 2014: 0.54)
US$4.6bn
tax payments to exchequers
(FY 2014: US$ 5.3 bn)
2,325full-time female employees
(FY 2014 : 2,329)
100%
periodic medical examinations for all
applicable employees
US$61.5m
invested in environment initiatives
(FY 2014: US$57 million)
88%
of sites certified to ISO 14001
environmental standard
(FY 2014: 83%)
4,635village meetings held
(FY 2014: 3,538)
1.2m
training hours delivered to workforce
(FY 2014: 1.1 m)
0category 4 or 5 (severe) environmental
incidents (FY 2014: 1)
100%
of subsidiary businesses have
Biodiversity Management Plans
in place or in preparation
(FY 2014: 63%)
55%
non hazardous waste recycling rate
(FY 2014: 74%)
* Some of the beneficiaries could be involved in
more than one project.

OVERVIEW
CEO’S STATEMENT
LIVING OUR VALUES
Our approach to achieving our long-term business goals places utmost importance on safeguarding the
welfare of our people by upholding safety as a core value in our operations to build a zero harm culture,
and engaging transparently with our communities in a way that shares fairly the value we create.
Economic, demographic and environmental change across all of our markets, makes it imperative that
we commit to our vision of long-term sustainable development, to deliver on our organic growth strategy
and maintain our ‘Licence to Operate’. In my first year as CEO, I am encouraged to see the efforts taken
at Vedanta to embed sustainable management practices across our operations and community
development programmes.
WE ARE COMMITTED
The Responsible Stewardship that we embark on for all our
activities is integral to our business growth. Our
stakeholders have rated safety and health as Vedanta’s
highest strategic priority and we continue to foster a
culture of zero harm across all of our businesses.
The health, safety and well-being of our 82,000-strong
workforce are paramount. We released six key safety
standards for Group-wide implementation and we have
asked for a personal commitment to not walk past any
unsafe act or condition; report each near miss to correct
the situation before it turns into a potential injury; and
most importantly be mindful in assessing job hazards and
putting risk mitigation plans in place before you and your
co-worker take up any job. This year, over 750,000 hours of
safety training were delivered to employees and
contractors. Our lost time injury frequency rate fell to 0.46
from 0.54 in the prior year, and we saw fewer fatalities.
However, even one work-related fatality is too many and I
echo the Chairman, Mr. Anil Agarwal’s sentiments that we
must not be complacent despite seeing improvements in
our safety record. That is why we have introduced
campaigns that aim to entrench a culture of safety
awareness, like our Konkola Copper Mines’ Chachilamo
project. Chachilamo means ‘enough is enough’ and this
project has introduced practical safety standards to the
company’s 16,500 employees through mentoring,
coaching and competitions.
Our commitment to safety can be seen at Board-level, in
our policy framework and real-time auditing. This year,
Vedanta joined other industry leaders in signing the World
Business Council for Sustainable Development (WBCSD)
Pledge for access to safe Water, Sanitation and Hygiene

(WASH) in the workplace, which begins with a three-year
commitment. We manage our environmental footprint to the most
rigorous global standards and have developed specific objectives and
targets, particularly with regards to water and energy management.
Concentrated efforts have helped save 7.2 million cubic metres of
water, going beyond our target of saving 2.49 million cubic metres of
water, and 0.92 million GJ energy, achieving more than our target of
0.87 million GJ in the last year. 88% of our sites are now certified to
the ISO 14001 environmental standard and I continue to be
impressed by the innovative ways in which we turn waste into new
and efficient products. Take, for example, the world’s first plant that
makes cement-free concrete from fly ash by Vedanta Ltd.’s Aluminium
division in Lanjigarh; or extracting gypsum from smelter waste to be
used in the construction industry and on our own roads at Vedanta
Ltd.’s Copper division in Tuticorin.
WE ARE CONNECTED
It is crucial that we maintain an ongoing, transparent dialogue with
all of our stakeholders in order to build the strong relationships that
will allow our business to succeed and to maintain our ‘Licence to
Operate’. Our operations are in remote areas that are home to
indigenous communities. Local communities have the right to
participate in the decision making and we respect the principle of free,
prior informed consent. Drawing on 30 years of community expertise,
we place special emphasis on ensuring that the community’s rights
are protected at all times and engage with local people through group
meetings, public hearings, grievance mechanisms, cultural events and
philanthropic activities.
In my visits to almost every Vedanta asset, I have seen the inclusive
interaction among our people and the local communities, through
the wide spectrum of community development programmes.
I cannot emphasise enough that identifying and proactively
managing community needs and expectations is a complex and
sensitive process. This is why we work in partnership with our host
communities. And it is why stakeholder engagement plans backed by
robust grievance management systems have been implemented, and
we have conducted over 4,600 village meetings during the year which
gave local communities the opportunity to voice their opinions and
concerns. Our businesses in India have also undertaken a community
led need assessment exercise to align our programmes
with community needs.
Human rights remain an important issue to our stakeholders. We
undertake internal reviews related to human rights and child labour
risk assessments led by the Sustainability Committee. We have
completed internal assessment on the UN Guiding Principles on
Human Rights. Our commitment to protecting the fundamental rights
of our employees and contract workforce is underpinned by our Code
of Conduct and Human Rights Policy, aligned to the UN Guiding
Principles on Business and Human Rights.
Our inclusive, high-performance culture attracts the right skills, while our
proactive stance about championing the rights of women is evident in
our commitment to the promotion of women’s rights, and I am proud
that this year we became a signatory of the ‘CEO Statement of Support’
for the United Nations’ Women’s Empowerment Principles (WEP),
‘Equality Means Business’. These principles establish high-level corporate
leadership for gender equality, ensuring the fair treatment of men and
women at work and promoting education, training and professional
development for women.
To reinforce our commitment to complete transparency and
emphasise our principles of community dialogue and mutual respect,
we communicate with all stakeholders. An integrated and united
message boosts employee morale and retention and also makes local
communities and the talent pools they represent more driven to
working with us, and they in turn are our ambassadors in the
communities where we operate.
It also underlines my intention, going forward, to deepen our
positive socio-economic impact, by partnering with like-minded
businesses and organisations.
WE CARE
I feel privileged to lead a business that makes significant contributions
to partner local governments in achieving their development goals; to
strengthening national and local economies, and to build
infrastructure and facilities for education and healthcare. We believe
Vedanta’s role is to create value for all our stakeholders. We believe
that the communities in and around the areas in which we operate
should share the value that we create. Only by working in partnership
with our communities will our business grow along with our shared
financial, economic and social value and that will help us maintain our
licence to operate.
This year we invested US$42 million in community development and
we are consistently demonstrating how we can bring about economic
empowerment and social mobility. Whether it’s helping over 15,000
women in India set up small scale businesses, providing over 4,000
youngsters with technical training and work placements, or bringing
solar energy to remote villages, Vedanta’s social investments have
benefited 3.8 million people globally, especially in the areas of
education, childcare and women empowerment. In the journey of
continuous improvement, I am committed to ensure that Vedanta
continues to build on our culture of respect and engagement with
the communities.
These are exciting times for us all and to maintain our licence to
operate, as we will continue to commit, connect and care in this
sustainable development journey.
TOM ALBANESE
CEO

OVERVIEW
Q. WHAT HAVE BEEN THE KEY ACHIEVEMENTS
DURING 2014–15?
TA: In over a year since I have been CEO, I have been struck by
the sheer breadth and depth of our community development
activities. Many companies use the term ‘community investment’
but this is the first time that I have seen a company which truly
embodies the phrase. Vedanta does things differently; building
interdependence and empowerment instead of dependence and
philanthropy. We have now entered a performance-driven phase
of our sustainability strategy, having put tried and tested systems
into action in recent years. The significant improvements to our
safety performance are testament to this.
RB: In 2014–15 we completed our most comprehensive, structured
and collaborative community needs assessment exercise in
India, reaching every village in the vicinity of our operations.
The main concerns we heard were about improving livelihoods
(either in terms of employment or supplier opportunities with
Vedanta) and the environment (primarily water and soil quality).
We plan to concentrate our efforts on these areas in the year
ahead, in addition to any issues that are raised through our
material issues assessment.
Q. WHAT CHALLENGES HAVE YOU FACED?
TA: This year, we faced tax reporting issues, which are relevant
not just to us, but to all our global peers. However, ethics
and integrity are at the heart of our agenda for sustainable
development, and I am determined to resolve any issues. Going
forward, there will be even more emphasis on human rights,
as I believe that our corporate social responsibility is only as
strong as our human rights practices.
RB: These issues are a timely reminder that transparent reporting
is critical to our reputation and licence to operate, and we are
working on producing a detailed tax report in conjunction with
our Annual Report.
Adding a fourth pillar, strategic communications, to our
Sustainable Development Modelin 2014–15 reflects our
commitment to becoming a more transparent and responsible
corporate citizen. As part of this initiative, all of our policies and
company news are made available on our website.
QA WITH OUR LEADERS
SUCCESS STORIES,
CHALLENGES AND
WHAT LIES AHEAD
Tom Albanese, CEO, and Roma Balwani, President, Group Sustainability, CSR and Communications,
converse on Vedanta’s vision of sustainable development.
RB – Roma Balwani TA – Tom Albanese

Q. HOW HAVE STAKEHOLDERS INFLUENCED
YOUR APPROACH?
TA: Our employees and our neighbouring communities have also
been instrumental in creating a spirit of entrepreneurship that
will play an important role in bringing successful, sustainable
solutions to our stakeholders. Leaving behind a positive legacy,
by implementing a number of sustainable development projects
during the life of the mine for a responsible mine closure, is one
of the company’s priorities. At Lisheen, which is expected to close
soon, the objective is to rehabilitate the facility such that it is
secure, sustainable and can be used for the widest possible
range of potential after uses. To date, approximately nine
hectares of the facility have been rehabilitated, extensive
monitoring data is being collected and Irish regulatory
authorities and their retained experts have independently
validated and approved the project.
RB: Communities will always be one of our key stakeholders. Our
heritage of social investment and local ownership differentiates
us from other corporate responsibility programmes. It is rooted
in 30 years of experience and its legacy will last for many years
to come. We have held meetings with the NGOs, to gain their
view to the approach on our on-ground activities. We encourage
stakeholder input, including from the UN, governmental and
non-governmental organisations (NGOs), and you will see
outcomes of these partnerships throughout the Sustainable
Development Report. It is the feedback from our stakeholders
that has led to the report being aligned with our Annual Report.
This report is prepared based on -‘in accordance with’- the Global
Reporting Initiative (GRI) G4 Core guidelines.
Q. WHAT DOES THE JOURNEY AHEAD HOLD?
RB: Public expectations of big business have never been greater,
and we are increasingly seeing companies held accountable for
irresponsible and opaque practices around the world. My priority
is to keep building positive relationships with those who have an
interest in Vedanta. The goal is to empower communities through
instilling a practice of sustainable, self-dependent growth. I look
forward to convening all of our stakeholders in a neutral forum
to explore ways that we can add more value and teaming with
governments on social responsibility projects, to be the partners
in progress. At this stage, we are focused on continuing to improve
our performance, with an emphasis on minimising our footprint
on the environment and setting out a roadmap for the long-term
sustainable development of the company.
TA: We are learning more and more about how we can create value
for our shareholders whilst also contributing to the society in which
we operate. However, we cannot claim to have mastered this yet.
We are focusing on ethical and green practices for our supply
chain management, so that an environment of a zero harm
culture is imparted in all our relationships. The management of
our Gamsberg project, one of the world’s largest undeveloped zinc
deposits, is benchmarked to global best practices.
I believe that we need to focus on improving performance
against our sustainability metrics, as well as managing community
expectations following our universal needs assessment in India.
We are now at a point where we have a comprehensive, robust
and successful sustainable development story to tell, and we
intend to build more high-level partnerships and collaborative
industry memberships to allow us to share our experiences.
We are well positioned to collectively drive excellence and sustainable long-term
value for our stakeholders through our core assets our people – while prioritising
a zero harm culture.

OVERVIEW
THE GLOBAL CONTEXT
Our role is to harness the opportunities of global economic, social and
environmental megatrends while mitigating negative impacts
This graphic depicts the projected urban populations in 2050 and the percentages reflect the urban
proportion of the total population.
“The mining sector has a crucial role in fostering sustainable
development where it matters most. Poverty alleviation in the world’s
poorest countries is inextricably tied to the minerals and metals that
underpin modern society.”
– International Council on Mining and Metals, October 2014
POVERTY AND INEQUALITY
Operating in some of the fastest growing economies in the world, our business: has around 82,000 direct and
indirect employees; create opportunities for downstream industries that generate jobs for millions of people;
generates US$4.6 billion in tax revenue; builds 14.5 kilometres of road and railway networks; and creates
entrepreneurship opportunities in our extensive supply chains. We also support communities more directly,
investing US$42 million in health, education, livelihoods and environment projects that reached around 4 million
people over the year.
We are proud of our 30-year record in working towards the cause of poverty and inequality and our public
commitment to initiatives such as the UNGC principles and MDGs (see page 71). Across all our work, we prioritise
the empowerment of women and social mobility for those marginalised in society.
CONNECTING
GLOBAL TRENDS
United States
90%
Mexico
88%
Brazil
94%
“To ensure that our youth
get proper jobs, we have
to aim to make India the
manufacturing hub of
the world.”
– Mr. Arun Jaitley,
Indian Finance Minister,
Union Budget Speech
2015-16
OUR BUSINESS
EMPLOYS
82,000 PEOPLE
CONTRIBUTES
US$4.6 BILLION
IN TAXES
AND EMPOWERS COMMUNITIES BY
INVESTING
US$42 MILLION IN
HEALTH, EDUCATION,
LIVELIHOODS AND
ENVIRONMENT
PROJECTS
SEE MORE ONLINE AT WWW.UNICEF.ORG/SOWC2012/URBANMAP

Zinc
Lead
Silver
Power
Oil
and
gas
Iron
Ore
Copper
Aluminium
CLIMATE CHANGE AND RESOURCE DEPLETION
Many of our operating regions such as India, Australia and Africa are predicted to
experience the worst impacts of a changing climate. Paradoxically, these are also
regions that rely on accessing reserves of finite natural resources.
Therefore, while the materials we mine, such as lightweight aluminium, can help to
reduce greenhouse gas emissions, as a business linked to fossil fuels we have a
profound responsibility to drive down our carbon footprint, waste and resource use.
That’s why we apply the very highest international standards and cutting-edge
technology to reduce emissions and increase energy efficiency; it’s why we are
re-purposing by-products like fly ash and scrubber ‘cake’ for further use to eliminate
waste entirely; and why we are investing US$61.5 million in environmental initiatives.
This graphic depicts the projected urban populations in 2050 and the
percentages reflect the urban proportion of the total population.
DEMOGRAPHIC CHANGE
Global population is predicted to rise by more than
a quarter by 2050, with some developing countries
doubling in size. Further, by 2030, two-thirds of us
will be living in cities. This, alongside rising
disposable incomes among middle class Africans
and Asians, will increase consumption and the
purchasing power of emerging economies.
Our business is part of a value chain that is
enabling more of us to access mobile devices,
labour-saving appliances, air travel and well-
equipped hospitals. Many of these products and
services are becoming affordable for poorer people
and those living in remote rural communities. They
can transform life quality and break generational
cycles of poverty.
We are a lifeline for many developing nations like
Zambia, as we create jobs, nuture growth in
micro-businesses and invest in trade-enabling
infrastructure. For emerging economies like India,
we can offer a route to maturity by giving
consumers better quality and choice, and
empowering entrepreneurs.
Nigeria
75%
UK
88%
France
94%
Russia
83%
Turkey
84%
Iran
86%
Ethiopia
37%
Japan
80%
Egypt
63%
DRC
63%
Pakistan
59%
India
54%
Bangladesh
56%
China
73%
Indonesia
66%
Vietnam
59%
Philippines
69%
Urban society depends on minerals
and energy to meet its modern
needs. We have a portfolio of
power and minerals that enables
modern progress.
SEE MORE ONLINE AT WWW.UNICEF.ORG/SOWC2012/URBANMAP

OVERVIEW
A STRATEGY TO COMMIT, CONNECT, CARE
INTEGRAL TO
OUR BUSINESS
Responsible
Stewardship
It is our responsibility to respect
natural and human resources, at all
stages of a project.
Adding and
Sharing Value
We have a purpose beyond
profit and make an important
contribution to socio-economic
development.
Building Strong
Relationships
Connecting with stakeholders
helps us build a business fit
for the future.
Strategic
Communications
Alongside delivering high-quality assets and
low-cost operations, our Sustainable
Development Model is integral to core business
strategy and helps us conduct our business in
line with the values of trust, entrepreneurship,
innovation, excellence, integrity, respect and
care – whatever the jurisdiction.
The Model is made up of three pillars based on our strategy
to commit, connect and care. In 2014–15 we added a fourth
dimension: strategic communications. This reflects our dedication
to transparency and to engaging in meaningful dialogue with
all stakeholders.
For three years, the Model has been aligned with the UNGC’s 10 principles and the MDGs (see page 71). It also takes guidance from global
standards set by the International Finance Corporation, the International Council on Mining and Metals and the Organisation for Economic
Co-operation and Development.
This consistently rigorous approach has helped us win over 40 awards during the year (see page 63).
Commit
Responsible governance supports
relationship building
IN ACTION: healthy workplaces
How we are working towards making
our employees safe
See page 29
Connect
Relationships enable us to
contribute to wider society
IN ACTION:
neighbourhood dialogue
How Vedanta Ltd. responded
to a village grievance.
See page 47
Care
Value will help us to maintain
a licence to operate
IN ACTION:
skills schools
How we are nurturing our
future stars.
See page 52

SUSTAINABLE DEVELOPMENT FRAMEWORK
IMPLEMENTING OUR STRATEGY
EMBEDDING
SUSTAINABILITY
We have created a Sustainable Development Framework to help each of our businesses put the
Sustainable Development Model into practice. It points to global best practice standards (see previous
page) as well as our own policies and guidance notes for the most critical issues. We are committed to
ensuring that the Framework is followed and managed in all our operations and new projects
as part of our sustainability journey.
Our goal is for the Framework to be delivered by all employees and embedded in every decision we take, ensuring what we do is safe, ethical
and transparent every time. Since rolling out the Framework in 2012-13, we have trained more than 12,000 management-level employees, with
e-learning modules at most of our businesses and refresher training available throughout the year. Further, Board members are engaged in
sustainability through in-house experts, who either sit on or are invited to the Executive and Sustainability Committees.
Our approach continually evolves to reflect changing market trends, varying local contexts and stakeholder feedback (see page 43). Continuous
internal auditing is fundamental to keeping us on track and the Vedanta Sustainability Assurance Programme (VSAP) drives compliance with the
Framework (see page 22). Results and action plans are reviewed by the Executive and Sustainability Committees on a periodic basis.
Going forward, global partnerships such as our involvement with the WBCSD, UNGC and GRI will become increasingly important to challenge
ourselves to go further.
Lenders Equator Principles
STRATEGIC COMMUNICATIONS
IFC performance standards, EHS guidelines, ICMM and OECD guidelines and material issues
Responsible Stewardship Building Strong Relationships Adding and Sharing Value
Policies
HZL
Vedanta Al
Power
Sesa Iron
Ore
BALCO
Sterlite
Copper
MEL WCL ZI CMT
Cairn
India
Technical standards / Management standards / Guidance notes
Upgrading of all subsidiary company management systems including ISO 14001, ISO 9001, OHSAS 18001
Subsidiary local assurance process
Implementation of Sustainable Development Framework in all operations
Gap analysis
Internal
verification
process
(Vedanta
Sustainability
Assurance
Programme)
Vedanta Ltd. KCM

OVERVIEW
MATERIALITY
We know that our business gives rise to a number
of social and environmental impacts, both positive
and negative. Along with our stakeholders, we have
to prioritise which of these issues we will tackle, and
when. A process of ‘materiality’ helps us to do this.
Our FY 2015 materiality process consisted of the identification of
material sustainability topics, the prioritisation of these topics, and
verification of our analysis. We repeated last year’s materiality review to
understand if stakeholder priorities had changed. This meant
commissioning an external consultation process with six groups:
Shareholders and lenders, Industry (suppliers, customers and peers),
Civil society (NGOs and other organisations) and Governments,
Employees and Communities. To get the management perspective,
internal leadership and operational management workshops
combined with interviews and ranking exercises formed the basis to
guide the consensus on, and prioritisation of, material issues to be
managed, measured and disclosed through our sustainability reporting
process.
A QUESTION
OF PRIORITY
ASPECTS AND BOUNDARIES
Outcomes from these engagements are plotted on the matrix above,
with the top-right corner indicating highest priority issues. We have
considered the highest priority issues (highlighted in blue box) for
both our stakeholders and us as a scope for this year’s reporting.
Overall, stakeholder priorities remain consistent with the previous year.
However, ethics and integrity, community engagement and impact,
public policy and advocacy, and child and forced labour have all
become more prominent.
Our most salient sustainability issues may affect stakeholders inside
our organisation, outside our organisation, or both. Therefore, for each
of our key material aspects, we have described whether the impacts of
these topics occur within our organisation and also whether
significant impacts are believed to predominantly affect or extend to
stakeholders outside the organisation – to our contractors and
subcontractors, local communities, or municipal and regulatory
agencies (refer to the materiality chart). We have described our aspect
boundaries within the narrative of the report.
–– Employment (1,2,3,4,5) –– Human rights and rights of indigenous
people (1,2,3,4)
–– Child and forced labour (1,2,3,4,5,6)
–– Labour rights and relations (1,2,3,4,5)
–– Land and resettlement (1,2,3)
–– Economic value (1,2,3,4)
–– Equal opportunity (1,2,3,4)
–– Communityhealthandsafety(1,2,3,4)
–– Training and leadership development
(1,2,3,4)
–– Broader economic benefit (taxes and other
payments) (1,2,3,4)
–– Retention (1,2,3,4)
–– Energy and climate change (1,2,3,4)
–– Employee health and safety (1,2,3,4,5,6)
–– Environmental management (water, waste,
air, emissions, incidents) (1,2,3,4,5)
–– Ethics and integrity – code of conduct
(1,2,3,4)
–– New project management and site closure
(1,2,3)
–– Biodiversity (1,2,3,4)
–– Community engagement
and impact (1,2,3,4)
–– Public policy and advocacy (1,2,3)
–– Succession planning (1,2,3,4)
–– Gender diversity (1,2,3)
–– Supply chain management
(1,2,3,4)
Relevance to Vedanta Management
Low Medium High
RelevancetoVedanta’sStakeholders
LowMediumHigh
Internal businesses
1 Mining, smelting refining 2 Oil Gas 3 Commercial power
4 Ports 5 Company transportation
External to the business
6 Outside boundary / supply chain

GOVERNANCE
Embedding sustainability into day-to-day activities is no easy challenge in a business as large
and complex as ours. It requires leadership from all levels, with ultimate accountability lying with
the Vedanta Board.
We have clear lines of responsibility to ensure that business
performance – including meeting our sustainability goals – is
vigorously reviewed and mechanisms are in place to promote shared
learning across the Group. Our policies and guidance notes are
available to all employees through the corporate website, subsidiary
portals and through awareness-training sessions.
RESPONSIBLE
LEADERSHIP
SEE PAGE 22 FOR MORE INFORMATION ON
CORPORATE GOVERNANCE AND ETHICS.
Audit Committee
Chaired by Non-executive
director Aman Mehta. The
committee maintains and
monitors Group systems
and internal controls,
including integrity of
financial statements,
anti-bribery and corruption
procedures and employee
whistle-blowing policies
See the Annual Report for
detailed information
Executive Committee
Chaired by CEO, Tom
Albanese. The Executive
Committee meets monthly
and is responsible for
implementing strategic
plans formulated by the
Board, allocating resources
in line with delegated
authorities and monitoring
the operational and
financial performance of
the Group.
Sustainability
Committee
director Euan Macdonald.
The committee oversees
the Group sustainability
performance and reports
to the Board on a periodic
basis.
See page 16 for detailed
information
Nominations
Committee
Chaired by Chairman,
Anil Agarwal, with other
Executive Directors and
members of senior
management. The
committee identifies the
optimum balance of skills,
background and
experience on the Board.
Remuneration
Committee
director Euan Macdonald.
The committee monitors
the effectiveness of
communication with
analysts and shareholders
concerning the Board’s
Remuneration Policy.
VEDANTA BOARD
SUSTAINABLE DEVELOPMENT TEAM
Community Relations Environment Occupational Health
Reporting
Communication
Safety
Monthly Sustainable Development Team and Segment Business Committee’s reviews
(Monthly Operational Reviews / Business Management Group Meetings)
NUMBER OF PEOPLE WITH SUSTAINABILITY
RESPONSIBILITIES ACROSS THE VEDANTA GROUP
Community
Relations
10%
Occupational
health
19%
Environment 26%
Safety 45%
656

OVERVIEW
SUSTAINABILITY COMMITTEE REPORT
This report provides details of the role and responsibilities of the Sustainability Committee and the work it has
undertaken during the year.
Vedanta’s business model is to deliver operational excellence while demonstrating world-class standards for
governance, safety and social responsibility in the locations of operations. This approach is fundamental to gain and
maintain our licence to operate and is vital to capture loyalty and insulate the company against crisis. The
Sustainability Model, comprising three pillars: Responsible Stewardship, Building Strong Relationships and Adding and
Sharing Value, was further strengthened this year with the addition of a fourth pillar – Strategic Communications, that
reflects our commitment to complete transparency and emphasises our principles of community dialogue and mutual
respect, including free, prior informed consent to access natural resources. The Sustainable Development Modelguides
us in ensuring the long-term, sustainable future of our business operations, meeting our growth targets, and creating
long-term value for all our stakeholders.
The Vedanta Sustainable Development Framework has enabled significant improvements in the way we do business.
The Group’s vastly improved safety performance is testament that robust practices and processes can have a direct
impact on performance. In 2014–15, we began to see tangible outcomes of our safety drive, with far fewer fatalities
and lost time injuries. However, any unsafe incident is entirely unacceptable and I am deeply saddened that eight
people lost their lives while working at Vedanta. Each subsidiary company’s Chief Executive presented a detailed
appraisal of the root causes and action plans to the committee. We maintained our focus on containing our impact
on air, water and land use, to achieve our target for water savings and energy savings this year. As the businesses have
met many of our goals, we have set escalated benchmarks.
As we enter a new phase of our sustainability journey, the committee recommended businesses to join the WBCSD
– WASH Pledge, Global Compact Network – Women Empowerment Principles and other charters, to contribute
towards establishing formal partnerships with national and international bodies in the cause of sustainable
development. The committee also formed an internal committee to review gap assessment against UN principles of
Human Rights and recognised that the subsidiary businesses need to improve their stakeholder engagement and
management processes.
We are using the Vedanta Sustainability Assurance Programme (VSAP) as our internal sustainability risk management
tool to ensure Framework compliance. As a result of a follow-up audit process, review and implementation of action
plans, each of the businesses has made the sustainability objectives in line with our Framework requirements and now
monitors performance at regular intervals. I take this opportunity to thank management across our businesses for
their commitment to VSAP, which has been a demanding exercise.
“The Vedanta Sustainable Development Framework has
enabled significant improvements in the way we do business.
The Group’s vastly improved safety performance is testament
that robust practices and processes can have a direct impact
on performance.”
– Euan Macdonald, Chairman, Vedanta Sustainability Committee

Membership and Attendance
The Sustainability Committee comprises the following directors and
met on four occasions during the year.
Number of
meetings
attended
Percentage
attendance
Euan Macdonald, Chair 4/4 100%
Tom Albanese 4/4 100%
Kishore Kumar 4/4 100%
The President, Group Communication, Sustainable Development and
CSR, acted as secretary of the committee and the Group’s subsidiary
companies’ Chief Executives or their representatives were invited to
attend the meetings.
Responsibilities of the Sustainability Committee
The responsibilities of the Sustainability Committee are set out in its
terms of reference which are available on the company’s website
www.vedantaresources.com or from the Company Secretary.
The main responsibilities of the Sustainability Committee are:
–– To advise on sustainability policies and framework, clearly setting
out the commitments of the Group to managing matters of
sustainable development effectively;
–– To review and approve targets for sustainability performance, to
report to the Board with respect to their appropriateness and to
assess progress towards achieving those targets;
–– To recommend initiatives required to institutionalise a sustainability
culture through involvement of leadership, employees and
communities at all levels;
–– To review and report to the Board the performance of the Group
and the Group companies with respect to the implementation of
the Vedanta Sustainable Development Framework through the
Sustainability Assurance Programme so that sustainability and
reputation-related risks are assessed, controlled and
managed effectively;
–– To approve the Sustainable Development Report prior to publication.
Sustainability Committee activities during the year
The main areas of activity of the Sustainability Committee during the year are summarised below:
Area of Responsibility Item
Framework –– Review and update Sustainable Development Policies;
–– Provide oversight of the progress made on the development of the Sustainable Development Model
and Framework;
–– Review the implementation of the action plan emerging from Vedanta’s Sustainability
Assurance Programme (VSAP);
–– Review and approve sustainable development objectives and targets;
–– Review and approve sustainable development initiatives, charters and partnerships.
Health and Safety –– Review of safety incidents and performance;
–– Oversee the implementation of action plans with respect to fatal accidents;
–– Ratification of Group’s safety performance standards;
–– Review of High Potential Incidents and other leading indicators.
Environment –– Oversee the Group’s initiatives for reduction in specific water and energy consumption;
–– Monitor and follow up of higher category environment incidents;
–– Review fly ash management plans and statistics;
–– Review biodiversity initiatives and action plans.
System Development and
Performance Reporting
–– Review the implementation of IESC close-out audit recommendations of URS final report
(October 2013);
–– Oversee the implementation of Group-wide SAP-EHS IT Solution;
–– Review of performance evaluation of the Sustainability Committee and review of terms
of reference;
–– Review and approval of the Group’s Sustainable Development Report 2013–14.
Community Relations and
Engagement
–– Ratification of the Group’s community relations framework;
–– Oversee the implementation of strategic CSR projects;
–– Review the progress on the Group’s Human Rights programme and initiatives;
–– Review of important stakeholder engagements.
EUAN MACDONALD
CHAIRMAN, SUSTAINABILITY COMMITTEE

OVERVIEW
HOW WE PERFORMED
We set ourselves challenging targets, designed to take us towards our vision of becoming a leading
diversified natural resources company. These targets are aligned to our Sustainable Development Model
and reflect the priority issues identified by our stakeholders.
Objectives and targets FY 2014–15 Status Performance FY 2014–15 Objectives and targets FY 2015–16
RESPONSIBLE STEWARDSHIP
Health and safety
Achieve zero fatal accidents 8 fatalities (5 in India and 3 in Africa) Achieve zero fatal accidents
Lost time injury frequency rate (LTIFR)
to be 0.51 or less
LTIFR (Vedanta): 0.46
LTIFR (Vedanta Ltd.): 0.43
Re-establish LTIFR base performance as
per recently released ICMM reporting
guidelines and enable future reduction in
LTIFR targets
Total recordable injury frequency rate (TRIFR)
to be 1.47 or less
TRIFR (Vedanta): 1.46
TRIFR (Vedanta Ltd.): 1.23
Implement Safety Performance
Standards with more than 75% of critical
elements in the standards to be
implemented across the business
Behaviour-based safety training module to be
rolled out to other subsidiary businesses
Successfully rolled out at HZL Implement Safety Interactions at two
businesses in addition to HZL
Understanding Occupation Health Risks-
Performing a baseline assessment across
the aluminium and copper businesses.
Environment
Water savings – MCM – 2.49 Early commissioning of innovative water
recovery initiatives and implementation of
water resource management plan have led
to a water saving of 7.38 MCM
Water savings – 2.39 MCM
Energy savings – m GJ – 0.87 Internal benchmarking and technological
process intervention have led to an energy
savings of 0.92 million GJ
Energy savings – 0.88 MCM
Report on Scope 3 emissions disclosure
by 2015–16
Subsidiary businesses established the
systems and started reporting Scope 3
emissions internally
Report on Scope 3 emissions disclosure
by 2015–16: Corporate to internally
confirm the robustness of Scope 3 data
Initiation of high-risk Biodiversity
Management Plans (BMPs) across all sites
All our sites either have BMP in place or in
preparation to meet our FY 2015–16 target
By 2015–16, all sites to have
BMP in place
Continue to monitor new projects and site
closures as per the Sustainable Development
Framework
All existing greenfield and brownfield projects
at Zinc International, KCM and HZL subsidiaries
are being managed as per Vedanta Sustainable
Development Framework guidelines. Further, the
Lisheen site closure plan has been put in place
in compliance with the Framework.
Continue to monitor new
projects and site closures as per
the Sustainable Development Framework
5% increase in non-hazardous waste recycling
tonnage as compared to FY 2014
Total recycling tonnage – 8 million MT
5.76 million MT of non-hazardous waste was
recycled against the targeted 8 million MT.
The decrease in recycling is the result of
increased generation and decreased utilisation
of fly ash.
Explore opportunities and areas to
increase the fly ash utilisation rate
MONITORING OUR
MATERIAL ISSUES
Status
Achieved In progress Not achieved

Objectives and targets 2014–15 Status Performance FY 2014–15 Objectives and targets FY 2015–16
BUILDING STRONG RELATIONSHIPS
All sites to review their needs and impact
assessments
Need-based assessment completed at major
Indian sites, whereas remaining sites to be
completed
–– All sites to complete need-based
assessment
–– Pilot social impact assessments for
Indian sites
Ensuring 100% coverage of Human Rights and
Code of Conduct training for all new hires
All new joinees are inducted and trained in
Code of Conduct / Human Rights aspects as
part of induction programme
Capacity building and refresher course
– e-learning module on Code of Business
Conduct and Ethics to be implemented
Implementation of Grievance Systems to
be monitored
Community Grievance Management System
at all Vedanta operations is monitored by
separate team
Roll out of SAP based programme-
management tool for community
grievance development and stakeholder
engagement
ADDING AND SHARING VALUE
Training and development
Roll-out of Technical ACT UP in all Group
companies for specified technical roles
–– Pilot assessment completed for the two job
families (Smelting Mining) in Sterlite
Copper and HZL respectively
–– Roll out plans for other job families in all the
businesses are in place
To include 1,000 eligible employees for
the Technical Assessment
Identification of next set of 50 stars for the
intensive programme, grooming next-
generation talents for leadership roles
Phase I of the programme successfully
completed, including 50 high-potential stars in
a structured development programme
Phase II planned covering next 50
high-potential stars for the intensive
programme, grooming next-generation
talents for leadership roles
Diversity
25% female representation at
Vedanta Board level by 2015
Ms. Zotova joined Vedanta’s Board this year.
We look forward for more women candidates
on the Board
25% female representation at
Vedanta Board level by 2015
(all appointments will be made
on merit)
15% of total female hiring at a lateral and
fresher level
15% of professional women joined Vedanta Continue to focus on diversity with an
objective of 15% of total women hiring at
a fresher and lateral level
Status
Achieved In progress Not achieved

COMMIT
CONNECT
CARE
Employees at our Skorpion Zinc Mine.

WE COMMIT TO
ZERO HARM
IN THIS SECTION
Fair and transparent business – 22
Safety and health – 25
Environment – 30
We are privileged guardians of some of the most precious and finite resources of
our planet. It is our responsibility to ensure a zero harm culture for our planet and
people. Together with integrity and transparent business practices, our
commitment is enshrined in our Code of Business Conduct and Ethics.
WHAT WE FOCUS ON
Our priorities identified through our materiality process
–– Employee health and safety
–– Environmental management (water, waste, air,
emissions, incidents)
–– Ethics and integrity
–– Biodiversity
–– New project management and site closure
–– Energy and climate change
AddingandSh
aring Value
Resp
onsible Stewar
dship
Building Stron
gRelationships
Strategic
Communications

TRANSPARENT BUSINESS
We integrate a transparent policy framework into all corporate
affairs and maintain the highest ethical standards in our dealings
with stakeholder groups. To this end, we continually review our
systems and processes to achieve excellence in corporate governance,
as outlined in our Annual Report.
Our Board of Directors is keenly aware of the need for a strong
corporate governance framework in the context of an organically
growing business and global social and environmental change
(see page 10). The Board comprises eight Directors, of whom more
than 50% are independent.
ETHICS AND INTEGRITY
The Code covers aspects like human rights, insider trading and
political contributions, competition, conflicts of interest and
confidentiality. It provides guidelines for all businesses to assist
employees in meeting high standards of personal and professional
integrity. Training in our Code is mandatory for all new hires.
A key focus is absolute intolerance of fraud, bribery and
corruption, and we welcome the Indian government’s
policy in recent years to confront this. Despite our
predominant presence being in India, we are held to
account by laws in the United States, United Kingdom
and Europe, due to our dual listings. Therefore, if we suspect
malpractice anywhere in our operations, we undertake a rigorous
investigation under the UK Fraud and Bribery Act. We are supporting
the external investigation authorities with reference to the recent
Cairn India Petrogate case.
The Vedanta Audit Committee applies rigorous assurance
processes. During the year, all business units were reviewed for
risks related to corruption and bribery, and employees were trained
in our anti-corruption policies and procedures.
Employees and external stakeholders have the opportunity to
anonymously report inappropriate behaviour under the Whistle-
blowing Policy (available on our website). The email address
whistleblower@vedanta.co.in and a 24-hour hotline are dedicated to
give our employees and external stakeholders a voice, while protecting
their identity. The Group Director for Management Assurance is
responsible for whistle-blowing procedures while the Audit Committee
reviews any reports made under the policy twice a year, and ensures
that appropriate actions are taken. Outstanding cases are referred to
the Ethics Committee for further assessment.
VEDANTA SUSTAINABILITY ASSURANCE PROCESS
(VSAP)
VSAP is our sustainability risk assurance tool, which we use to assess
the compliance of all our businesses with the Sustainable
Development Framework and final recommendations of the
Independent Environmental and Social Consultant Report 2013. The
assurance model has different modules, which cover environment,
health, safety, community and human rights elements. The assurance
system works on the premise of tracking corrective and preventive
action by our subsidiaries and commissioning periodic formal audits
by external experts.
VSAP is an annual process with clear tracking of results by the
Sustainability Committee and the Executive Committee, which in turn
report to the Board. As per the identified gaps, respective businesses
make management plans and undertake corrective gap-filling actions,
which are periodically reviewed, evaluated and documented. The
successes and failures are identified and highlighted, and cross-
learning opportunities are created.
VSAP has been instrumental in helping us embed sustainable
development into every activity. For example, our business units
now have SMART sustainability objectives that align to our
Framework, while their performance is monitored at regular intervals.
During 2014–15, VSAP scores reveal that all businesses increased
rigour around implementing resource use, Waste, Water and
Biodiversity Management Plans. Today, all planned and unplanned
changes follow a detailed procedure, including review and
communication to key internal and external stakeholders through
structured Management of Change processes.
FAIR AND TRANSPARENT BUSINESS
To meet our strategic objectives and create value for all of our stakeholders, we commit to developing
the culture and implementing the programmes needed to conduct our business in a responsible and
ethical manner at all times. This is governed by our values and evident in how we manage risk, health,
safety and environment.
Our Code of Business Conduct and Ethics (the Code) provides a set of principles to guide our employees, while our Sustainable Development
Framework outlines best practice standards that drive improvement consistently across all operations.
RESPONSIBLE
ETHICAL PRACTICES
90whistle-blower reports
UNGC
PRINCIPLE 10

RESPONSIBILITY THROUGHOUT THE PROJECT
LIFE CYCLE
In order to ensure that risk is minimised in new projects and to obtain
and sustain our licence to operate, we are committed to implement a
new project planning process i.e. conducting Environmental and Social
Impact Assesments (ESIA) to international standards and site closure
management standards, as prescribed by our Framework.
The management standard also obliges our businesses to ensure that
adequate resources have been planned for, and are made available to
implement site closure plans, including initiatives to prepare staff for
closure and retraining. All our mines have site closure plans and
continuous auditing monitors compliance with ESIA requirements,
while stakeholder engagement helps ensure that project decisions
reflect the views of all concerned. See the Community neighbourhood
(page 46) and Environment (page 30) sections for more information.
HOW WE PERFORMED
During the year we provided more than 24,000 hours of training in
our Code of Conduct to our employees and contract workforce. We
have also strengthened executive-level training in integrity and ethics
over the year.
All employees and stakeholders can register their integrity-related
concerns either by calling on a toll-free number which provides
multiple language options or by reporting to the web-based portal.
Between January and December 2014, there were 90 Whistle-blowing
cases, of which 34 were upheld, resulting in appropriate disciplinary
actions including separation, warning, counselling and transfer
against our employees, contract workforce and vendors..
Our Blackmountain Mine is located in a remote and arid region
at Aggneys, South Africa.

HOW IS A NEW MINE
CREATED?
The Gergarub deposit is a greenfield
zinc site located in the south-western
corner of Namibia, close to our
Skorpion Zinc mine. As the deposit is
near a biodiversity hotspot, an ESIA
study was commissioned before any
other technical studies could begin.
A number of international best practice
standards were drawn upon in the ESIA
including the International Finance
Corporation’s environmental and social
risk standards, risk management
frameworks of the global Equator
Principles, Namibian government
legislation and our own sustainability
guidance notes and policies as laid
down in our Sustainable Development
Framework (see page 13).
External consultants were appointed
to undertake the ESIA and, since
commissioning it in 2012, a number
of further baseline studies have been
conducted including vegetation, air
pollution, fauna and health.
Background information documents
have been drafted and circulated for
public consultation.
At the end of 2014, specialist reports
and a draft ESIA were under review
and we expect to submit the final ESIA
by early 2016.
...AND WHAT HAPPENS
WHEN A MINE REACHES
THE END OF ITS LIFE?
Our Lisheen mine is an underground
lead and zinc mine located in north
Tipperary, Ireland. The mine has
been operating since 1999 but is
expected to close in 2015. As
responsible stewards of the site, we
aim to leave a positive legacy, both
socially and environmentally.
Achieving successful mine closure is a
complex challenge, requiring the
consideration of substantial
environmental and geochemical
information. The closure process must
be effective, efficient and sustainable.
The project is well underway, with an
extended programme of expert
consultations and workshops to
develop a closure plan framework.
Further, a task force made up of local
government representatives, Lisheen
staff and members of governmental
industrial development agencies is
already working in partnership to
manage the closure of the site and
create new livelihood options for the
community.
The team has been progressively
rehabilitating its tailings management
facility. To date, approximately 34
hectares (45%) of the site have been
rock-capped and 8.5 hectares fully
rehabilitated and restored to
agricultural pasture land, with
technological support to prevent metal
uptake by plants. We have made a
commitment to the local community
and to regulatory stakeholders to
complete 60% of the cap for the main
facility within the operational life of the
mine, with the balance to be
completed after the mine closes.
Our commitment to Lisheen will
extend far beyond its closure; we will
monitor the site for an eight to 10-year
period and maintain accountability for
up to 30 years.
FAIR AND
TRANSPARENT
BUSINESS
IN ACTION
45%
The Gergarub deposit
Lisheen mine
Approximately 34 hectares of the site have been
rock-capped and 8.5 hectares fully rehabilitated and
restored to agricultural pasture land
Exploration activities at Gergarub
deposit, Namibia.
Rehabilitation and reclamation of closed tailing dam at Lisheen mine, Ireland.

SAFETY AND HEALTH
Protecting the safety, health and wellbeing of those who work for us is a business imperative.
Both we and our stakeholders recognise this and we have rated safety and health as our highest
strategic priority.
In a geographically diverse business like ours, where attitudes to health and safety can vary, fostering a culture of zero harm is no
easy challenge. Our Sustainable Development Framework points us to the highest recognised global standards, while continuous auditing and
decisive leadership drive compliance.
EMBEDDING ZERO
HARM CULTURE
SAFEGUARDING OUR WORKFORCE
All subsidiary businesses are obliged to ensure that their safety
management programmes meet the requirements of the Sustainable
Development Framework. In addition, 45 of our 52 sites are OHSAS
18001 certified. Businesses adopt a robust approach to hazard
identification and risk assessment, as shown below.
As per the listed high-risk occupational hazards below, we issued
safety performance standards including confined space entry,
electrical, ground management, isolation, working at height, and
vehicles and driving. We also worked with mining experts to develop a
ground control standard for best practice. This has been a significant
achievement given the complexity of technical and behavioural
controls associated with working underground. It will be rolled out in
2015.
CHANGING BEHAVIOURS
Monthly meetings, videos and infographics, safety alerts and
leadership audits are in place at Group, business and site level to
manage health and safety issues. Behaviour-changing campaigns
have also proven to be an important tool – for example, KCM’s
Chachilamo (‘enough is enough’) campaign in Zambia (see page 29)
– while Hindustan Zinc has partnered with DuPont to deliver cultural
transformation in safety and a zero harm workplace. This journey
has been named Aarohan, which means ‘stepping up’ towards safety
excellence,andhasreducedlosttimeinjuriesby38% foroneHZLbusiness.
We also work with our senior management team to ensure they
are appropriately motivated to emphasise and reinforce this culture.
Our approach to safety is tailored to the particular operation and its
local context. For example, linguistic and literacy skills of employees
and contractors will influence how training is delivered.
HAZARD IDENTIFICATION AND RISK
ASSESSMENT STUDIES
Application of relevant policies or technical standards
Draw on applicable sector and peer best practices
Training and awareness at site level
Health and safety is a mandatory module in our human resources
training programme, and health and safety outcomes are linked
directly to remuneration to further emphasise their importance,
as with other sustainability objectives
Group audit and review
All high-potential, lost time injury, fatality and key health issues
are monitored and reviewed by the business and Group Safety
team along with the Sustainability and Executive Committees
(see page 16)
In FY 2014-15, approximately 75% of incidents resulting in lost time occurred in the five hazard areas below.
Occupational hazard Our approach
Working at height Application of working at height standards
Driving a company vehicle Adherence to Vehicles Driving Safety standards
Work associated with electrical equipment Effective implementation of Electrical Isolation standards
Ground control management Compliance with ground control management standard
Walking near vehicles or machinery Compliance with machine guarding guidance note and Vehicles Driving standard

SAFETY AND HEALTH CONTINUED
HOW WE PERFORMED
In 2014-15, we began to see tangible outcomes of our safety drive,
with fewer fatalities and lost time injuries. However, any unsafe
incident is entirely unacceptable and tragically eight employees (five
in India and three in African operations) died due to work-related
causes over the year. Each fatality has been fully investigated, with
causes being fall of ground, electrocution, fall from height, drowning,
being hit by a vehicle, and crushing. Each subsidiary company’s Chief
Executive or Chief Operating Officer presented a detailed appraisal of
the root causes of each fatality to the Board’s Sustainability
Committee and updated it on action plans in response.
During the reporting year, 756,643 hours of safety training were
delivered to employees and contractors on subjects including working
at height, permit to work, job safety analysis, first aid, incident
reporting, safe behaviour and falls. We also made progress over the
year on strengthening our risk assessment processes.
ROAD SAFETY
Road safety continues to be a priority for the business due to the ongoing risks it presents to
employees, contractors and the public. Over the year, our programmes continued, including
road safety week celebrations across our subsidiaries Vedanta Ltd. Jharsuguda, Bharat
Aluminium Company, Talwandi Sabo Power and Hindustan Zinc (HZL) (see page 28) where
communities and drivers alike received coaching in safe practices on the road.
Vedanta Ltd.’s Jharsuguda site has been tackling road safety in and around its premises
since 2012. With around 1,500 coal truck movements every day, the facility had been
experiencing an unacceptable rate of accidents, with a lack of driver or pedestrian
awareness, poor road conditions and weak signage. The business has taken action by
installing road signs and speed monitoring cameras, recruiting traffic control personnel,
improving the state of the roads, building pedestrian pathways and regularly breathalysing
drivers for traces of alcohol. As a result, this site has seen a reduction in road accidents and
improved staff morale, winning first prize for environment, health and safety at the
Confederation of Indian Industry awards in FY 2014–15.
FATAL INCIDENTS
69%
Reduction in fatal incidents as compared to FY 2011
22
26
2011 2012 2013 2014 2015
20
19
8
LTIFR (PER MILLION MAN-HOURS WORKED)
47%
Reduction in Lost Time Injury Frequency Rate as compared to FY 2011
0.83
0.86
2011 2012 2013 2014 2015
0.55 0.54
0.46
LOOKING AHEAD
–– Re-establish LTIFR base performance as per recently
released ICMM reporting guidelines
–– Implement Safety Performance Standards with more
than 75% of critical elements in the standards to be
implemented across the business
–– Performing an Occupational Health baseline
assessment for aluminium and copper businesses.
Safety steward monitoring vehicle speed at
Vedanta Ltd. – Jhardsuguda.
8fatalities (FY 2014: 19)
756,643hours of safety training delivered (FY 2014: 810,000)
100%periodical medical examination for all applicable employees

HEALTH
Employee well-being is not only a moral obligation for us but, by reducing turnover and absenteeism,
it is a key enabler of productivity.
Each jurisdiction maintains its own occupational health management system appropriate to the local context, while our Group approach is
guided by a global health management standard and is structured around three areas – prevention, monitoring and support recovery.
ENABLER
OF PRODUCTIVITY
HOW WE PERFORMED
During the reporting year, all of our sites conducted medical
examinations for their staff. In our Liberia operations, we conducted
screenings for Ebola and supported employees and their communities
with aid parcels. In Zambia, our KCM subsidiary has worked in
partnership with the Zambian government on a Prevention of Mother
to Child Transmission of HIV programme. This includes maternal
and infant HIV testing and prevention counselling. Vedanta Ltd. –
Jharsuguda has nominated employee change agents to identify,
monitor and improve workplace health.
87% of sites became OHSAS 18001 certified (FY 2014: 85%)
for occupational health and safety management.
Prevention
–– First aid and occupational health training to employees and contractors
–– Health and wellness programmes including respiratory health, hearing
conservation, eye checks and ergonomic surveys
–– Mandatory use of Personal Protective Equipment
–– Pollution control equipment, effluent treatment and the correct
storage of hazardous chemicals
–– Screening for diseases particular to the location, for example HIV
(Zambia), Ebola (Liberia) and malaria (India and Zambia)
–– Training in healthy lifestyles and disease prevention and treatment
Support recovery
–– Medical insurance for 100% of full-time employees whereas contract employees are covered either by employee state insurance or through
Group insurance/workmen compensation
–– Stress management programmes for employees at risk, and support and recovery programmes including yoga and training etc.
–– On-site and outreach health and disease treatment programmes for employees’ families
Monitoring
–– Investment in technologically advanced
processes that reduce possible exposure levels;
workplace monitoring
–– Baseline studies to identify key risks
–– Pre-employment medical checks and
ongoing monitoring
–– Tests for noise, dust, heat exposure
and silicosis
–– Continuous internal audit
CARING FOR OUR COMMUNITIES
In addition to prioritising the health needs of our workforce,
we also provide medical assistance to the communities that
surround our operations. We offer advice and treatment for
a variety of illnesses and conditions, educating employees,
their families and the wider community.
Our approach is based on local community needs (see page 53),
World Health Organisation health surveys and employee health
indices. Community-specific awareness programmes are
organised on health and nutrition, HIV/AIDS awareness, malaria,
tuberculosis and cancer.
Free VCT camp for contract workforce and communities at KCM, Zambia.

ROAD SAFETY ON THE
MOVE, INDIA
More people die on the roads in India
than anywhere else in the world. Our
subsidiary HZL in partnership with the
organisation Rajasthan Parivahan
Nirikshak Sangh is bringing road safety
messages direct to people’s doors in a
travelling van.
Designed to reach even the most
remote communities in the desert of
Rajasthan, the vehicle is equipped with
an LCD projector to give audio-visual
demonstrations. The videos cover
traffic rules, safe driving and first aid,
and are followed by a QA session.
So far the project has given around
600 demos to 100,000 people. In one
district, Rajsamand, road accidents
have reduced by 40%.
BRIDGING COMMUNITY
THROUGH SAFETY, INDIA
When we talk about workforce safety,
there is no difference between a
contract worker and an employee.
Contract workers make up 70% of
Vedanta’s workforce and contractors
are obliged to submit their safety
credentials in the tendering process.
Once a contract is awarded, on-site
training, support and supervision are
given, and post-contract a safety audit
and evaluation are completed.
As well as maintaining high
expectations of contractors, HZL and
Sterlite Copper teams are also working
with families of these workers through
the initiative ‘Bridging community
through safety’. Safety officers visit
families in their homes to share
experiences of workplace safety, offer a
free home safety audit, hand out
emergency instruction pamphlets and
safety kits.
Thirty households were involved during
2014, with families reporting improved
confidence in taking responsibility for
personal safety and health.
A DAY IN THE LIFE OF A
SAFETY OFFICER, TAMIL
NADU, INDIA
Sterlite Copper’s motto is ‘Make safety
a way of life’. The company has taken
this quite literally by giving employees
the chance to be a safety officer for the
day. A total of 245 employees from
different departments got to
experience first-hand what safety
officers do, recording 6,694 unsafe acts
and situations between them.
Although this exercise was a fun
team-building experience, its message
was serious and we are pleased to
report greater awareness and a
reduction in injuries.
“The road safety mobile van is proving to be very useful. We are
able to reach remote villages, schools and rural people. We are
able to show short films on road safety, which is helping make
people understand the gravity of the situation.”
– Veerendra Singh Rathore, State President,
Rajasthan Parivahan Nirikshak Sangh
SAFETY AND
HEALTH
IN ACTION
80%
245
6,694
EMPLOYEES
RECORDED
UNSAFE OBSERVATIONS
of HZL’s workforce are contract
workers and they are obliged to
submit their safety credentials in
the tendering process
Road safety mobile van at HZL’s community school.
Sterlite Copper – Tuticorin team providing
safety kits to contract workforce families.

At Konkola Copper Mines (KCM)
in Zambia, risk analysis had shown
that 96% of accidents, including three
fatalities in FY 2015, could have been
avoided. So KCM launched the safety
campaign Chachilamo, which means
‘enough is enough’.
With the aim of creating a zero-harm
environment for employees, contract
workers and visitors alike, the
campaign focused on high-risk areas,
namely electrical appliances, machine
guarding, fire equipment, gas cylinders
and welding machines. Over 12 weeks,
safety champions were selected
and trained to engage at least five
colleagues each. This included
spending time observing others
at work and mentoring them in
safer behaviours. Recording and
monitoring of incidents was also
addressed and processes brought
in line with Group standards.
Since Chachilamo, there has been
a 92% compliance rate with safety
measures and greater awareness
of how easy it can be to be safe.
HEALTHY MINERS, IRELAND AND INDIA
For our miners around the world, health is a key priority. Even before an employee
(whether permanent or on contract) begins work, they undergo a pre-
employment medical check, and free health examinations are available
throughout their career.
At Lisheen mine, Ireland, health and well-being programmes include: screening
for heart disease, cholesterol, body mass index and artery conditions; ergonomic
surveys; and the promotion of healthy lifestyles (including smoking prevention,
exercise and weight loss). Lisheen’s award-winning on-site canteen serves low-fat,
low-salt foods and fresh fruit, while physiotherapy and fitness classes run all week.
At HZL’s larger mines and smelters in India, occupational health centres offer
audiometric tests, spirometry, ophthalmology and chest X-rays, as well as toxic
elements profile testing to check for any presence of arsenic, cadmium, mercury,
cobalt, lead or chromium. During the year, 14,711 employees received medical
examinations and no cases of occupational disease were reported.
HZL’s commitment to health extends beyond employees to their families and the
wider community. The centres run special campaigns on issues such as stress
management, bone density and hypertension for both employees and
dependants. In the villages surrounding the zinc mines, monthly health check-ups
have reached approximately 18,000 people, while 4,000 have attended HZL
medical camps.
92%
18,000
COMPLIANCE RATE WITH
SAFETY MEASURES
SEE PAGE 54 FOR MORE ON OUR COMMUNITY HEALTH STRATEGY.
MONTHLY HEALTH CHECK-UPS HAVE REACHED APPROXIMATELY
PEOPLE
Health and Wellness camp at Lisheen, Ireland.
Chachilamo safety talk with contract
workforce at KCM, Zambia.

ENVIRONMENT
This means not simply complying with national laws;
we look to internationally recognised standards of best
practice to find new and innovative ways of protecting the
environment. We invested US$ 61.5 million over the year (US$186
million in the last three years) because it can bring efficiency savings
to our bottom line; it helps build relationships and trust with
stakeholders; and it means we can keep doing what we’re doing long
into the future.
Our Sustainability Framework (see pages 12 and 13) shows the toolkit
of policies, standards and guidance to rigorously manage
environmental impact, as shown below. For the environmental
priorities arising from the materiality process, we have developed
specific objectives and targets, and review performance against
these issues on a periodic basis, particularly with regard to energy
and water management.
We are conscious that what we do can give rise to negative environmental impacts, from gas and
particulate emissions and hazardous waste to water extraction and landscape modification. To this end,
we manage our footprint to the most stringent global standards throughout the project life cycle.
HOW WE PERFORMED
We are proud to report zero serious environmental incidents over the
year (compared to one in FY 2014). Our goal is to obtain ISO 14001
certification at all sites, and as of now 46 of our 52 operations are
certified. All subsidiary businesses have been assessed against internal
audit modules and gaps were identified in energy, water
management, greenhouse gas emissions and biodiversity. Action
plans are now in place to close all the identified gaps.
WORKING TOWARDS
GLOBAL STANDARDS
Environmental and Social Impact
Assessments carried out for all new
projects
–– Environmental Management Systems
(EMS) set up for every existing project.
–– Environmental incidents monitored
and categorised 1–5 (5 being most
critical)
Evaluation of category 4 and 5 incidents by Group Sustainability and Executive Committees
Management teams given training in meeting Framework requirements
REVIEW AND AUDITS BY BOTH BUSINESS
AND VSAP TEAMS
88%of sites certified to ISO 14001 for environmental management
(FY 2014: 83%)
0Category 4 or 5 (critical) incidents (FY 2014: 1)
12Category 3 (moderate) incidents (FY 2014: 24)
LOOKING AHEAD
–– Implement actions identified in each business’s
Environmental Management Plan
–– Implement Biodiversity Management Plans
at all sites
–– Implement WASH Pledge action plan and water tool
–– Explore potential further global or industry
partnerships to share best practice
UNGC
PRINCIPLE 7
–– Internal assurance assesses
compliance with EMS
–– Monitoring, reporting and
investigation of all category incident
–– Alignment to ISO 14001 and ISO
50001 standards to monitor
effectiveness of the EMS

BIODIVERSITY MANAGEMENT PROCESS
VedantaCorporate
SiteEnvironmentalManager
Knowledge and awareness
Stage 2: Achieved Stage 4: Initiated
Biodiversity risk
assessment
–– Desk-based research and
risk assessment
–– Validation of biodiversity
risk rating and IBAT results
Stage 1(Achieved)
Biodiversity risk
screening
–– Initial biodiversity risk
rating using IBAT
–– Identification of hot
spots and IUCN red
listed species
Monitoring and
reporting
–– Monitoring biodiversity
impacts
–– Detailed reporting against
GRI by FY 2016
Develop BMP for risk
management
–– Development of a
biodiversity management
plan (BMP)
–– Implementation of the
Biodiversity Management
Plan (BMP)
Stage 3: BMP in place or in
preparation
BIODIVERSITY
Protecting biodiversity is an integral part of Vedanta’s commitment
to sustainable development. Our dedicated Biodiversity Policy and
Management Standard advise how disruption to wildlife should be
avoided, minimised or compensated for, from project scoping to site
closure and beyond. Our aim is to achieve a minimum of No Net Loss
(NNL) of biodiversity and Net Positive Gain (NPG) of biodiversity (in
case any critical habitat is present) at all our operations.
We apply the UN Environment Programme’s Integrated Biodiversity
Assessment Tool (IBAT) to screen for risk, followed by site-specific
assessments to identify sensitive habitats, important bird areas
and key biodiversity hot spots. The results of risk screening and
assessments are applied to develop Biodiversity Management Plans
(BMPs) for all our main sites (see graphic below). The intention is to
have a full suite of BMPs in place by 2015-16.
HOW WE PERFORMED
We are on track to meet our biodiversity targets. Almost all our
subsidiary sites have BMP either in place or in preparation to meet
our FY 2015-16 target. The sites that have completed a BMP made
good progress in implementing the recommendations of their plans
(see page 38), while remaining subsidiaries are working to develop
BMPs.
As with our wider approach to sustainable development, we work
alongside others. For example, by invitation of the India Ministry
of Environment, Forest and Climate Change, Vedanta Ltd. became a
signatory to the India Business and Biodiversity Initiative, a national
platform for business and its stakeholders around mainstreaming
sustainable management of biological diversity into business strategy.
Over the next two years the initiative will build awareness among
businesses, share best practice examples and advocate public policy
at a national and international level.
PARTNERING WITH
CONSERVATION
EXPERTS
An extractive site can affect the habitats of flora and fauna. Where this is the case, we partner with
expert conservation bodies such as the International Union for Conservation of Nature (IUCN) to
ensure we leave our sites as (if not more than) bio-diverse as we found them.
Fish restocking programme at KCM.

MINIMISING
WATER FOOTPRINT
WATER
We recognise the value of water as an increasing global concern and are conscious of the impact of its
use in mining, smelting and refining and at our power plants. Hence we are committed to minimising
our water footprint and reducing the amount of fresh water we consume by reusing as much water as
possible in our processes.
Our approach is outlined in our Water Policy and delivered through our
Water Management Standard. We facilitate the integration of water
management into decision-making processes for all our new and
existing projects, which helps ensure all necessary measures are in
place to avoid, minimise, or, in some cases, compensate for the
impacts of our projects. This includes an obligation for all our
subsidiary businesses to conduct a water-screening assessment to
identify sensitive water resources, aquatic habitats and any known or
suspected water resource constraints in proximity to each operation.
Most of our operational processes have been designed to be ‘zero
discharge’, where the generated waste water is treated and recycled
for cooling and other applications. In addition to these initiatives,
effluent and sewage treatment plants are installed at many locations
for reusing water at primary locations.
Due to the high water table in Zambia, Ireland and Australia, we have
to ‘dewater’ (remove) a large quantity of water from these
underground mines. Approximately 49% of the water withdrawn
(around 178 million cubic metres) is discharged into nearby water
bodies, complying with applicable regulatory limits, and treated in
effluent treatment plants. Vedanta’s Iron Ore division, HZL, Cairn India
and Sterlite Copper in Tuticorin have met some of their water
requirements through rain water harvesting of 560,891 cubic metres.
Further, Cairn India utilises the abundant supply of sub-surface saline
water to meet its operational and domestic water needs, to avoid any
risk to the fresh water resources of the region.
WBCSD – WASH PLEDGE
A staggering 1.8 billion people worldwide lack access to safe
drinking water, while 4 billion are without adequate sanitation.
In India, the government has announced that all households
will have complete sanitation by 2019.
In 2014–15, we pledged universal access to safe Water,
Sanitation and Hygiene (WASH) in the workplace, an initiative
of the World Business Council for Sustainable Development,
which brings businesses together to create a sustainable
future.
All Vedanta’s business units have completed the self-
assessment questionnaire highlighting the gaps in compliance
with the Pledge. Action plans, including budgets, resources and
responsibilities, have been chalked out to plug gaps by March
2016. Progress will be reviewed by the individual business
committees and the Sustainability Committee at Group level.
“It has been highly valuable to have
Vedanta Resources on board with the WASH
Pledge. The company is at the forefront of
leadership on WASH issues, not only in the
Indian business space but also in its industry.
The company is sending a strong message
to the global business community that business
can and should make a concrete contribution
to the societal goals surrounding water,
sanitation and hygiene.”
Joppe Cramwinckel
Director, WBCSD’s Water Cluster
HZL Chanderiya employees supporting and signing the WBCSD –
WASH Pledge.

INNOVATING TO SAVE WATER
During 2014–15, many of our operations applied creative
thinking to find ways to reduce water consumption and recycle
more waste water back into use.
Such initiatives include:
–– Vedanta Ltd.’s aluminium refinery in Lanjigarh, Odisha is the
first in India to operate at zero discharge, reducing
consumption of external water by over 60%
–– BALCO in Chhattisgarh, India, has improved the reliability of
dyke water recirculation pumps, saving 200 cubic metres of
water per day
–– KCM’s Nkana Refinery, Zambia, initiated an effluent
recycling project to capture, treat and re-use waste water
(see page 38)
–– HZL installed Udaipur’s first sewage treatment plant,
treating 20 million litres of effluent a day. It also installed its
first adiabatic cooling towers, which reduce waste water by
almost 80%
–– Cairn India uses the abundant supply of sub-surface saline
water to meet its operational and domestic water needs.
Total volume of produced water amounts to 17.78 MCM of
which 17.26 MCM is re-injected back into the system.
Further, nearly 3,600 Kg of hydrocarbon was discharged in
the produced water.
HOW WE PERFORMED
All subsidiary businesses now have a Water Resources Management
Plan in place to eliminate, minimise, mitigate and manage impacts
on water resources. Total water conservation levels reached 7.38
million cubic metres, against a target of 2.49 million cubic metres for
2015-16. Further, all waste water discharge complies with applicable
regulatory limits, and at all sites waste water is treated in effluent
treatment plants. Metals are precipitated by addition of lime and
flocculants and the use of sediment ponds.
During the reporting period, we withdrew 362 million cubic metres of
water, with 59% from ground water, 40% from surface water and 1%
from rain water and utility.
The Group’s water conservation efforts, across its subsidiaries on a
global basis, led to the recycling of nearly 40 million cubic metres of
water during the period, which has fulfilled our 17% requirement of
overall water consumption.
TOTAL GROUP WATER CONSUMPTION (m3
)
198
Zinc India 17%
Oil and Gas 15%
Zinc International 3%
Power 13%
Iron Ore 2%
Copper India/Australia 3%
Aluminium 26%
Copper Africa 21%
TOTAL GROUP WATER CONSUMPTION (m3
)
198
Zinc India 17%
Oil and Gas 15%
Zinc International 3%
Power 13%
Iron Ore 2%
Aluminium 26%
Copper Africa 21%
TOTAL WATER RECYCLING 2014–15 (%)
Zinc India 28%
Zinc
International 1%
Aluminium 15%
17
Oil and Gas 44%
Power 2%
Copper Africa 8%
TOTAL WATER RECYCLING 2014–15 (%)
Zinc India 28%
Zinc
International 1%
Aluminium 15%
17
Oil and Gas 44%
Power 2%
Copper Africa 8%
SPECIFIC WATER CONSUMPTION (M3
/ UNIT OF PRODUCTION OUTPUT)
Business Sector Company Name 2014–15 2013–14
Zinc India Hindustan Zinc Ltd – Mines 0.50 0.52
Hindustan Zinc Ltd – Smelters 6.89 9.29
Zinc International Skorpion Zinc 22.96 20.76
Lisheen mine 0.02 0.02
Black Mountain mine 0.88 0.91
Copper India / Australia Sterlite Copper 6.95 7.38
Copper Africa KCM 231.52 382.78
Aluminium BALCO 2.30 1.84
Vedanta Ltd – Lanjigarh 2.58 2.41
Vedanta Ltd – Jharsuguda 0.55 0.58
Vedanta Iron Ore Sesa Iron Ore 2.08 1.99
Power MEL 3.40 3.53
SEL 2.35 2.50
Oil gas Cairn India 1.10 0.99
During 2014–15, production at our Copper Mines of Tasmania (Australia) operation ceased due to closure, hence data not included.

ENERGY AND CLIMATE CHANGE
Our Energy and Carbon Policy commits our operations to adopt and
maintain global best practices in carbon and energy management
and to minimise greenhouse gas (GHG) emissions. We are aware of
the opportunities that energy management and climate change
present and understand the business case for these initiatives, which
can include efficiency savings based on a combination of new
technology and advancing our business processes. To add further
robustness to our energy programmes, subsidiary businesses are
upgrading existing business management systems to allow
accreditation to the energy standard ISO 50001. Our Sterlite Copper
– Tuticorin and Silvassa, Vedanta Ltd. Aluminium (Jharsuguda and
Lanjigarh), Sesa Iron Ore (Pig Iron Division) and Sterlite Energy
Limited operations have obtained ISO 50001 certification.
As Vedanta is part of an energy intensive industry, our direct and
indirect energy consumption is in the order of 363 million GJ. It is
important that we carefully consider our approach to energy use,
including our use of technology to maximise efficiencies. We have
completed a carbon footprint exercise across all our manufacturing
and mining locations. The long-term strategy for addressing climate
change issues consists of diversifying the energy portfolio and water
sources of all our companies, and the Group is developing its thinking
around these issues and how best to implement them.
RISKS AND OPPORTUNITIES
We understand that climatic change risks arising due to changes in
regulations, operating / physical parameters and carbon taxes and
consumer behaviour may have the potential to generate a
substantive change in our business operations, revenue or
expenditure. As an example, the change in UK GHG reporting
regulation and India’s / Zambia’s increasingly proactive and aggressive
stance towards managing their GHG inventory may drive stringent
regulations leading to higher fuel costs, ultimately reducing operating
margins and profits for our businesses. All these changes pose a
potential compliance risk for our operations, which may result in direct
financial implications like financial sanctions or indirect financial
implications such as loss of reputation, which can affect stakeholder
confidence.
DIRECT AND INDIRECT ENERGY
CONSUMPTION (million GJ)
363
2012-13 2013-14 2014-15
331 342 349
13 13 14
Direct energy
consumption
Indirect energy
consumption
Meeting growing energy demands while limiting carbon emissions is a global challenge. We recognise
that we have a social and economic responsibility both to take action to reduce our footprint and to
engage constructively on climate change issues. Although this issue was deemed a slightly lower priority
to our stakeholders over the year, it remains a high-profile challenge across our markets, with many of our
operating countries (such as India, Australia and African nations) predicted to experience the worst
impacts of a changing climate.
MEETING THE
GLOBAL CHALLENGE
We feel that an understanding of the risks can highlight opportunities
for us to improve ways in which we reduce our own impact on the
environment and also to make a positive contribution to the debate.
The voluntary reporting of our efforts to fulfil our environmental and
social responsibility helps us in addressing key stakeholder concerns,
meeting their expectations, increasing brand perception, and
attracting suitable financial investment opportunities.
We have observed a significant reduction in our energy performance
over the year, which has helped us in creating a new benchmark for
energy performance in our sector. Thus, any mandatory cap and trade
scheme may serve us with revenue generation opportunities owing to
our excellent energy performance in comparison to other major
players in the sector. Over the past few years, we have aggressively
pursued the rewards offered by the Kyoto Protocol’s Clean
Development mechanisms to reap multiple benefits – enhanced
energy security, improved GHG performance, revenue generation
through sale of CERs, and increased stakeholder confidence.

SCOPE 1 EMISSIONS
(tonnes of CO2
equivalent)
2013–14 2014–15
35,949,149
38,274,754
Zinc India
Zinc International
Aluminium
Copper India/Australia
Copper Africa
Vedanta Iron Ore
Oil and Gas
Power
SCOPE 2 EMISSIONS
(tonnes of CO2
equivalent)
2013-14 2014-15
1,167,209
1,581,703
Zinc India
Zinc International
Aluminium
Copper India/Australia
Copper Africa
Vedanta Iron Ore
Oil and Gas
Power
CLEAN ENERGY
As well as optimising our efficiencies, we also look to renewable
energy to power our operations. While we currently source only
2% from renewable sources, we are taking the lead from
subsidiaries like Copper Mines of Tasmania and KCM Zambia,
where 100% of energy derives from hydropower.
Our HZL subsidiaries have 273.5 megawatts (MW) of wind
farms in two phases across five states in India. All wind power
generation has been registered under the CDM and 511.4
million units have been sold to the electricity grid in each state,
an increase of 52.3% compared to 2012.
Thanks to wind generation and other investments such as
waste heat recovery steam turbine generation and low-energy
boilers (also registered under the CDM and bringing the total
clean energy generation to 536,882 MWh per year), HZL has
reduced annual average emissions by 583,685 tonnes of CO2
e.
HOW WE PERFORMED
In 2014-15, we conducted internal benchmarking on energy
consumption among our subsidiaries, in order to understand where to
focus our efforts and create a sense of competition with Vedanta to
drive performance. Vedanta Ltd.’s Jharsuguda unit made energy
efficient modifications to its smelting infrastructure, such as flue wall
replacement, optimisation of fan power and greater deployment of
compressed air. At KCM’s Nchanga mine in Zambia, changes to air
compressors saved 55,560 GJ of energy, while ore flow optimisation
saved a further 163,279 GJ. At BALCO, automation in the smelting
furnace and cooling tower resulted in savings of more than 750,000
GJ in the reporting period. As a result of this approach, we are pleased
to report that we met our energy targets over the year, consuming
1.15 million GJ. Consequently, we saw a decrease in our carbon
footprint normalised by turnover. During the reporting period, we
identified renewable projects under the global Clean Development
Mechanism (CDM), with a certified emissions reduction of 1.4 million
units. These projects are registered by the UN Framework Convention
on Climate Change. In 2014-15 we accrued around 0.54 million units.
HZL operates 273.5 MW of wind power plants.

AIR QUALITY
Each facility applies air quality prevention and mitigation measures,
and across the Group we monitor air quality for its impact on
employees, local communities and the environment. This includes
both ambient air quality monitoring (AAQM) and stack emissions
monitoring. We require all our operations to apply air quality
prevention and mitigation measures.
Suspended particulate matter (SPM), SOx and NOx are generally
monitored as part of AAQM. The AAQM reports are regularly
submitted to the regulatory authorities. In relation to stack emissions
of particulate matter, emissions are legally regulated at most of our
operations and are monitored to ensure compliance. During the year,
we also monitored SOx, NOx and other relevant emissions including
lead emissions in our zinc operations, fluoride emissions in our copper
and aluminium operations, and polyaromatic hydrocarbons (PAHs) in
our aluminium operations.
When transporting extracted materials like bauxite, coal, lime and
alumina, we work hard to minimise dust. We have installed bag filters
and dry fog systems with water sprinklers. Further, all trucks are covered
with tarpaulin to ensure no spillage or dust generation.
HOW WE PERFORMED
Our significant emissions include SOx, NOx, and PM and are
summarised in the graph below right. Other include fluoride emissions
(112 MT) from aluminium operations, lead emissions (23 MT) and
PAH emissions (5 MT) from our zinc operations, and VOC emissions
(188 MT) from our Cairn India operations.
In all operations we now fit bag filters and scrubbers to minimise dust
and pollution. Over the past year, we have also put in place a number
of initiatives to improve air quality. For example, Vedanta Ltd. Sterlite
Copper has identified seven point sources for continuous ambient air
quality monitoring and has invested US$320,000 in installing
fence-line SO2 detection systems. Its factory is now continuously
monitored for air quality. The system works on the principle of UV
Differential Optical Absorption Spectroscopy to monitor SOx and NOx
emission, along the four sides of our factory operation. Further, our
Vedanta Ltd. – Jharsuguda thermal powerplant has completed
hybridisation of all its electrostatic precipitators with bag filters,
making it one of the best in terms of air emissions from the stacks.
Excess Gas Flaring
At our Cairn business, we currently use associated gas at the Mangala
Processing Terminal to generate power for our operational facilities.
The excess associated gas is flared at the assets where gas sales
infrastructure does not exist. We have undertaken a project to
compress and condition the excess gas. Post-conditioning, this gas
will be commingled and exported with the Raageshwari gas for sale
STACK EMISSION DATA (MT)
6,066 6,008
2013–14
2014–15
PM emission
from stacks
SOx emission
from stacks
NOx emission
from stacks
128,157
146,371
33,995
42,351
Our Environmental Management Standard commits all our operations to identify and manage
emissions to air from point, fugitive and mobile sources, as well as from process activities associated
with combustion and materials storage.
MANAGING
AIR QUALITY
to our gas customers. This will help in conserving energy and
reducing GHG emissions. For the reporting period, the volumes
of flared and vented hydrocarbon emissions from Cairn operations
were approximately 38.23 million SCM and 0.52 million SCM.
Air quality monitoring system at Sterlite Copper – Tuticorin plant.

Our mining and smelting/refinery operations generate significant amounts of non-hazardous waste
and some hazardous waste. Finding innovative ways to reduce and commercialise waste is a approach
we are tackling with pioneering innovation.
TURNING WASTE
TO WEALTH
WASTE AND RESOURCE USE
We have in place a Resource Use and Waste Management Technical
Standard and supporting guidance notes. Our main priority is to reduce
both the quantity and the toxicity of our waste, followed by recovery,
re-use and recycling, with disposal in landfill or by incineration viewed as
a last choice. The technical standard obliges our subsidiary businesses
to systematically identify these opportunities wherever practicable.
Our hazardous waste generation includes used/spent oil, waste
refractories, spent pot lining and residual sludge from smelters.
Hazardous wastes are stored in authorised, licensed and secured
landfills, while some have value and are sold to authorised recyclers.
The key non-hazardous waste we generate includes fly ash (from
captive and merchant power plants), red mud (aluminium refinery
waste), jarosite/jarofix (from zinc smelting), slag, lime grit (process
residues from smelters and aluminium refineries) and phosphor
gypsum (phosphoric acid plant).
HOW WE PERFORMED
We generated around 10.91 million MT and recycled/re-used 55%
of non-hazardous waste. Hazardous waste was stored in a secured
landfill and some of it was sold to authorised recyclers. Further, around
96 million MT of overburden and waste rocks and 28 million MT of
tailing were produced. Much of our generated overburden is used
Process / Business
Waste Product
Reused
Useful purpose /
products (brick, road
and cement making)
351K
tonnes sent to
make cement and
bricks nearby
208K
tonnes reused in road
construction and brick
manufacturing
484K
tonnes reused for road
construction and cement
production
2,060K
tonnes reused in road
construction and brick
manufacturing
Captive and
merchant power
plants
Created fly ash
Aluminium
Red mud
Iron Ore, Zinc
and Copper
Slag
Copper
Gypsum
CLOSING THE LOOP
AMOUNT OF WASTE GENERATED (million MT)
10.91
2012–13 2013–14 2014–15
8.36
7.08
10.15
0.64
0.64
0.76
Non-hazardous
waste
Hazardous waste
Sterlite Copper has achieved a 100%
non-hazardous waste recycling rate and provides
livelihood opportunities for nearby industries.
HZL’s state-of-the-art Central Research
and Development Laboratory is exploring
how to recover more metals from mining
and smelting operations
in secondary construction work, for example, in raising tailing dam
heights, and back-filling mined out areas and exhausted mine pits.
For our Cairn operation, around 38,536 MT of drill mud and cuttings
were produced using non-aqueous drilling fluid, out of which 100%
was disposed at onshore and offshore facilities.

ENVIRONMENT
IN ACTION
HAZARDOUS WASTE – A PIECE OF CAKE, INDIA
Hazardous waste such as oil, residual sludge and scrubber ‘cake’ is an unwanted by-product
of many of our processes. Sterlite Copper is determined to recycle 100% of its scrubber cake.
The smelting business has discovered that scrubber cake contains the right balance of chemicals
to produce gypsum, which has a rising value in global commodity markets. Following approval
from the India Central Pollution Control Board, it invested approximately US$33.3 million in
state-of-the-art technology to neutralise and repurpose its cake.
Metal dust is now restricted from entering lime scrubbers at its primary and secondary smelters,
while a ‘bag house’ and flue gas desulphurisation remove noxious sulphur dioxide and dust
from the air. Residual ‘bleed’ is taken to a plant for poly-electrolyte treatment. The final product is
gypsum, a harmless mineral used to manufacture cement and plasterboard.
The investment has reduced hazardous waste by 40% and doubled the life of surrounding
landfill sites.
SAVING WATER, CUTTING COSTS, ZAMBIA
KCM’s Nkana Refinery has initiated an effluent recycling project
to capture, treat and re-use effluent from its operations.
Before 2014, refinery waste water had been exceeding legal
discharge concentrations of 1.5 milligrams of copper per litre.
This, together with high costs of water consumption at the
refinery, prompted the team to explore a cheaper, more
sustainable approach to waste water management.
A water filtration system was introduced and the time period
for neutralisation and precipitation of copper and other elements
in settling ponds extended.
Thanks to this innovative thinking, Nkana Refinery now operates
at zero effluent discharge. The project has also reduced pressure
on fresh water abstraction by over 60%, with associated costs
substantially reduced.
PROTECTING THE NATIONAL
BIRD OF INDIA, RAJASTHAN
An extensive biodiversity study covering a
10-kilometre radius of HZL’s mines revealed
the need to protect the endangered peacock
(Pavo cristatus), India’s iconic national bird.
In partnership with Rajasthan’s Forest and
Wildlife Department, the business has invested
over US$43,000 in a conservation plan.
The strategy involves reforestation
of high-branched trees to offer peacocks
shelter and protection from predators,
planting species that attract the insects and
snakes on which the birds feed, as well as
water feeding points. These measures were
supported by the engagement of employees
and communities in the importance of
conserving peacocks, as well as fire and
poaching prevention measures.
INVESTED APPROXIMATELY
US$33.3min state-of-the-art technology
60%Reduced pressure on fresh water
abstraction by over
INVESTED OVER
US$43,000in a conservation plan
The biodiversity study also revealed the
need to protect rare plants and those
important to people’s livelihoods as food,
medicine, herbs and animal fodder. HZL
created a plant nursery, reintroducing species
once they became saplings. For example,
around 500 Commiphora wightii saplings
were planted over the year.
Recycled water getting used for washing copper plates at KCM, Zambia.

CONSERVING ECOSYSTEMS FOR GREEN
ENTERPRISE, SOUTH AFRICA
Namaqualand in South Africa contains ecologically sensitive
ecosystems with critical value for biodiversity conservation,
local livelihoods, eco-tourism and agriculture. Researchers
highlight that the plant and fauna diversity of this habitat
is particularly vulnerable to anthropogenic impacts and
climate change.
Black Mountain Mining (BMM) has partnered with the
International Union for Conservation of Nature (IUCN) to
develop a Sustainable Biodiversity Management System at
the proposed Gamsberg zinc mining site in Northern Cape
Province. The system aims to enhance and diversify rural
livelihoods within Namaqualand by promoting green
enterprise development and biodiversity-related technologies.
An external Biodiversity and Livelihoods Coordination
Committee (BLCC) has been set up to advise on BMM’s
wider sustainable development strategy in Namaqualand.
FLY ASH – WASTE TO WEALTH, INDIA
Fly ash is a residue generated in combustion processes and comprises fine
particles that rise with flue gases. At HZL and Sterlite Copper, 100% of fly ash
is captured and sold on to nearby cement industries. Bottom ash is also stored
and supplied to brick-makers and internal road-making applications. Following
the success of this initiative, other Vedanta businesses such as BALCO, Vedanta
Ltd. Jharsuguda, and Lanjigarh are interested in following suit.
Our Vedanta Ltd. Lanjigarh Alumina refinery has become the first company
in the world to develop cement-free concrete using fly ash. The product,
Cold-Setting Geopolymer Green Concrete, has the unique property of fast
setting in ambient conditions and reduces costs and carbon by up to 15%. The
company is devising a road map to extend this initiative to other subsidiaries.
NATURAL WASTE WATER TREATMENT, INDIA
Cairn India is finding new, sustainable ways to deal with effluent near its Bhagyam oil
field in Rajasthan.
A reed bed wetland has become a natural treatment works, removing harmful bacteria
through sedimentation, filtration, biological degradation, adsorption and nutrient uptake.
The water quality is tested daily and found to be well within the limits for use in irrigation or
surface discharge. Over time, as the plant roots establish, water quality will become even better.
Savings in fresh water irrigation and effluent transportation costs amount to over US$300,000 a year.
This pilot project has demonstrated that reed bed technology is viable for treating domestic
waste water in arid climates.
SAVING OVER
US$300,000a year from fresh water irrigation
and effluent transportation costs
UNGC PRINCIPLES
8 9 Black Mountain mine, South Africa – working towards
the conservation of rare plant species.
Road made of Cold-Setting Geopolymer Green Concrete at Vedanta Ltd. –
Lanjigarh, India.

COMMIT
CONNECT
CARE
Our CSR personnel are crucial to driving
and managing local engagements and
act as a point of contact for communities.

CREATING WINNING
PARTNERSHIPS WITH
STAKEHOLDERS
IN THIS SECTION
Stakeholder engagement – 42
Human rights – 44
Neighbourhood dialogue – 46
Transparent and continuous engagement with our stakeholders builds long-lasting
relationships and maintains our licence to operate.
WHAT WE FOCUS ON
–– Community engagement and impact
–– Human rights and the rights of indigenous
peoples
–– Child and forced labour
–– Land and resettlement
AddingandSh
aring Value
Resp
onsible Stewar
dship
Building Stron
gRelationships
Strategic
Communications

To illustrate the importance we place on this, we have added Strategic
Communications as a fourth pillar of our Sustainable Development
Model. This reflects the emphasis we place on partnership working
and also global trends of consumerism in emerging markets, meaning
that more people than ever have an interest in commodity
production.
We have identified six stakeholder groups that have a significant
interest in our operations:
CIVIL SOCIETY
(NON-GOVERNMENTAL
AND OTHER
ORGANISATIONS)
SHAREHOLDERS
AND LENDERS
COMMUNITIES
EMPLOYEES
INDUSTRY (SUPPLIERS,
CUSTOMERS, PEERS)
GOVERNMENTS
When deciding where to focus our sustainability efforts (the
materiality process – see page 14), we consult formally with every
group. We also engage on other issues throughout the year, as
shown opposite and throughout this report.
The approach we take to connect with different stakeholders is
guided by our Stakeholder Engagement Technical Standard. All
of our operations run their own stakeholder identification and
analysis process. As part of this, they identify potential stakeholder
representatives who act as a channel for the receipt and
dissemination of information.
In addition, our sites identify individuals and groups who may be
additionally affected by operations due to their disadvantaged or
otherwise vulnerable status. Ways in which stakeholders may be
affected and the extent of both actual and perceived impacts are
identified and recorded against each group. Using the information
gathered, we then determine with the stakeholders themselves the
level of communication and consultation that is appropriate.
From this, Stakeholder Engagement Plans (SEPs) are developed and
continuously updated as circumstances develop on-site. These SEPs
aim to:
–– Identify, categorise and engage stakeholders at all stages of the
project life cycle
–– Ensure that systems are in place for stakeholders to feedback to us
–– Outline the resources and responsibilities for implementing
engagement activities
–– Identify relevant information for local disclosure
RESPONDING TO STAKEHOLDER CONCERNS
As part of our continual engagement with those interested in our
business, we are committed to responding effectively to stakeholder
feedback. Effort is made by the business to ensure that multiple
channels are used to maintain contact; for example, at Group level
a dedicated email address – sustainability@vedanta.co.in – is
available and is displayed in the Contacts section of our website.
This is complemented by an online feedback form in the Sustainable
Development section of our website. All issues, feedback points
and grievances raised are recorded, and contribute to our continual
monitoring and understanding of stakeholder interests and inform
our materiality review (see page 14).
We meet pro-actively with key stakeholder groups including civil
society organisations, media and industry associations to increase
awareness about our business, explain our point of view and answer
queries. We also publish in-house journals and newsletters, such as
Zinc News and Yagna, to engage with employees, our wider industry
and communities and host governments. We also have an active
presence on various social media (YouTube, Facebook, Twitter, Flicker,
Pinterest, blogs) to increase awareness about our business and
activities.
STAKEHOLDER ENGAGEMENT
We stand by our principle of transparent dialogue and believe that anyone should be able to voice
their opinions; that they should be listened to; and that they can expect a considered and constructive
response. This is the basis for connecting with others and building strong relationships.
TRANSPARENT
DIALOGUE
Cairn India – stakeholder enagement is an ongoing and dynamic process.

HOW WE PERFORMED
Here we outline the various ways in which we engage with our six key stakeholder groups, highlighting the mode of engagement, and identifying
the material aspects in which they have an interest and the outcomes. This report, coupled with our Annual Report, responds to these areas.
COMMUNITIES
Mode of engagement
Community group meetings, village council meetings, public hearings,
grievance mechanisms, cultural events, engaging philanthropically
with communities via the Vedanta Foundation.
Identified material aspects
–– Community engagement initiatives
–– Infrastructure projects
–– Land and resettlement
Outcomes
–– Revisited the community base need assessment for major Indian sites
–– Stakeholder engagement process is being followed as per the Framework
–– Around 4 million beneficiaries via integrated development programmes
–– US$42m invested in community development
–– All land and resettlement to follow the process laid down in the Framework
EMPLOYEES
Mode of engagement
Chairman’s workshops, CEO meetings and feedback sessions,
performance management systems, various committees at the plant
level: mentor programme, event management committee and welfare
committee, women’s clubs etc.
–– Employee health safety
–– Gender diversity, succession planning
Outcomes
–– Group-wide training and behavioural-based programme initiated
–– Technical ACT-UP process rolled out
–– Identification of Future Leaders – intensive employee grooming programme
initiated
–– Preference for women and regional hiring at all locations
SHAREHOLDERS AND LENDERS
Mode of engagement
Regular updates, investor meetings, site visits, Annual General Meeting
and conferences, dedicated contact channel ir@vedanta.co.in and
sustainability@vedanta.co.in.
–– Economic performance
–– ESG (Environment, Social and Governance) performance
–– Adherence to international standards for new projects
–– Sustainability risk management
Outcomes
–– US$3.7bn EBITDA, US$12. 9bn revenue
–– All new projects are carried out per the Sustainable Development Framework
and International Finance Corporation standards
–– Sustainability assurance audits through VSAP
CIVIL SOCIETY
Mode of engagement
Partnerships with and membership of international organisations,
working relationships with organisations on specific projects,
engagement with international, national and local NGOs, conferences
and workshops, dedicated contact channel sustainability@vedanta.co.in.
–– Project partnerships
–– Community development
–– Human rights compliance – child labour and forced labour
Outcomes
–– Membership of international organisations including the United Nations
Global Compact and the World Business Council for Sustainable
Development, Indian Biodiversity Business Initiative, etc.
–– More than 250 partnerships with non-government organisations, schools,
academic and government bodies
–– Sustainability Committee reviewed human rights and child labour risk
assessment for all Vedanta operations
INDUSTRY (SUPPLIERS, CUSTOMERS, PEERS)
Mode of engagement
Customer satisfaction surveys, scorecards, in-person visits to customers,
supplier and vendor meetings.
–– Contractual integrity – payments
–– Partnerships
Outcomes
–– SAP – Supplier Relation Management systems in place to facilitate
transparency
–– Whistle-blower complaints – hotline service and email ID
GOVERNMENTS
Mode of engagement
Participation in government consultation programmes, engagement
with national, state and regional government bodies at business
operational level.
–– Economic performance
–– Community development
–– Environmental initiatives
Outcomes
–– US$42m in community development
–– US$61.5m spent on environmental improvement projects
–– US$4.6 bn payment to exchequers

HUMAN RIGHTS
Human rights training is an integral part of our Sustainable
Development Framework implementation, with over 24,000 man
hours of training in Code of Business Conduct and Ethics including
Human Rights provided to our employees and contract workforce.
These range from our on-site security guards – who are required to
work in compliance with International Finance Corporation (IFC) and
International Council on Mining and Metals guidelines – to our
transport workforce, where we have previously identified some risks of
child labour. In 2014-15, all security guards in the Group received
training in our Human Rights Policy.
Human rights-related risks may occur in our supply chain. Therefore,
although all our significant suppliers have adequate systems to
safeguard the human rights of their workforce, we continue to engage
these businesses diligently. To this end:
–– All our new suppliers and contractors are provided with an induction to
our Code of Conduct, sustainability policies, standards and systems.
–– All our new suppliers and contractors undergo sustainability
screening on human rights and child labour, environment and
labour aspects etc.
–– Inspections and audits of all key suppliers and contractors are
undertaken and any issues identified are recorded and
communicated to the contractor.
–– Supplier and contractor performance and compliance with human
rights law is monitored by our continuous audit function.
–– A supplier relationship management e-learning module ensures
transparency and provides a communication mechanism for all
registered suppliers to voice their concerns.
We support collective bargaining and our businesses, namely BALCO,
Hindustan Zinc, Vedanta Ltd. (Iron), Konkola Copper Mines, Copper
Mines of Tasmania and Zinc International, recognise unions, while
other businesses have adequate systems for employee development,
remuneration and grievance redressal. The rigorous Environmental
and Social Impact Assessments (ESIAs) and our Sustainable
Development Framework compliance that apply to all projects include
the obligation to undertake human rights screening in all MA
activities (of which there were none in the reporting period).
Under the leadership of the Vedanta Sustainability Committee, we
carried out internal due diligence according to the UN Guiding Principles
on Human Rights for all Vedanta operations. This included risk
assessments to identify potential human rights, child and forced
labour-related risks within our boundary, communities and supply chain.
The assessment confirmed that the Human Rights Policy is being
effectively implemented by all units. However, the need for periodic
internal capacity building around implementing our human rights
standards is required. The review also helped us in strengthening our
existing systems and delivering focused training for our staff.
Also, during the year we became a signatory to the WBCSD Water,
Sanitation and Hygiene (WASH) Pledge to fulfil global human rights
to water.
24,000hours of training in Code of Business Conduct and Human Rights
UNGC PRINCIPLES
1, 2, 4 5
Our Human Rights Policy is aligned to the UN Guiding Principles on business and human rights and
includes strict prohibition of child or forced labour – either directly or through contract labour.
Additionally, our Code of Business Conduct and Ethics (Code) commits us to comply with all relevant
national laws and regulations, underpinning our approach to protecting the fundamental rights of all
our direct and indirect employees.
SAFEGUARDING
HUMAN RIGHTS
PROTECTING CHILDREN AND INDIGENOUS
PEOPLES
Despite operating in countries where the risk of child and forced
labour may be high, during the past year no instances of child
labour in our operations came to the Group’s attention. We
ensure that contractors and vendors understand our
expectations, with guidance provided to sites to eliminate any
breach. We also carry out periodic inspections of our remote
mine locations and require proof of age for all contract workers.
The Indigenous Peoples and Vulnerable Tribes
The Group’s standards and guidance note on the subject was
rolled out to support the implementation of our related
technical standard. The core aim of the standard is to enable
our project teams to engage, negotiate and partner with these
vulnerable groups in a manner that avoids negative impacts
and risks for all stakeholders, especially the indigenous peoples
and vulnerable tribes.
It also outlines our desire to create opportunities for positive
economic and social development, within the context of the
unique requirements of these groups. During the reporting
period none of our operating mines was found to be operating
in or adjacent to indigenous peoples’ territory and hence no
violations involving the rights of indigenous people or
vulnerable groups were observed during the reporting period.

BUILDING COMMUNITY UNDERSTANDING
In line with our principle of community empowerment, we carry out a participatory
needs assessment, working alongside communities (with a focus on those most
marginalised such as women or indigenous peoples), governments and non-
governmental organisations to co-create programmes that will have the most
tangible long-term impact. The result is a three- to five-year plan owned jointly by all
those involved.
Entry point activity
Approaching the
community
Preliminary dialogue with
the community
Baseline study need
assessment
Isolating issues
Wider consultation
with the project-affected
families
Public hearing
Feedback
Phase 1 Phase 2 Phase 3
OUR CONSULTATION APPROACH
SUPPORT FOR FEMALE EQUALITY
Vedanta Resources has become a signatory to the ‘CEO Statement
of Support' for the United Nations’ Women's Empowerment
Principles (WEP) – ‘Equality Means Business'.
WEP are produced and disseminated by the United Nations Entity
for Gender Equality, the Empowerment of Women (UN Women)
and the United Nations Global Compact.
The CEO pledge was signed by Vedanta’s Chief Executive Officer,
Tom Albanese. Women are increasingly playing an irreplaceable
role across societies, and we are committed to providing equal
opportunities within the Vedanta Group. As a part of Vedanta’s
Corporate Social Responsibility, we continue to provide platforms
that empower women in our communities. To be associated with
the cause of advancing women by the United Nations Global
Compact is an extension of our commitment to a holistic
development of communities.
WEP present seven steps that businesses and other sectors can take
to advance and empower women:
(1) Establish high-level corporate leadership for gender equality
(2) Treat all women and men fairly at work – respect and support
human rights and non-discrimination
(3) Ensure the health, safety and well-being of all workers
(4) Promote education, training and professional development
for women
(5) Implement enterprise development, supply chain and
marketing practices that empower women
(6) Promote equality through community initiatives and advocacy
(7) Measure and publicly report on progress to achieve
gender equality.
We practise and promote equal employment opportunities. Our
Board has a 13% representation of women and in 2012 set out a
target to reach over 20% by 2018. We have also empowered over
25,000 rural women through the creation of about 1,800 Self Help
Groups in the communities, across the locations of our operations.
Over 39,000 people benefited from Vedanta's female
empowerment and entrepreneurship skill development initiatives
that contribute towards the socio-economic empowerment of rural
women and youth.
On International Women's Day, 8 March 2015, Vedanta Group
companies conducted a series of awareness programmes on
health and nutrition benefiting over 11,000 women and adolescent
girls in India.
The celebrations included 19 health camps in various rural locations
around the business operations and nine Mobile Health Units
travelling in remote locations, with the focus on treating women
and creating awareness of the importance of health and hygiene
practices. The celebrations took place across the states of
Rajasthan, Chhattisgarh, Tamil Nadu, Odisha, Goa and Punjab
in India.
The UN Global Compact is a strategic policy initiative for businesses
that are committed to aligning their operations and strategies with
universally accepted principles in the areas of human rights, labour,
environment and anti-corruption. By doing so, business, as a
primary driver of globalisation, can help ensure that markets,
commerce, technology and finance advance in ways that benefit
economies and societies everywhere.
The Biometric gates at KCM ensure restricted entry
and prohibit child and forced labour practices.

NEIGHBOURHOOD DIALOGUE
Research shows that thriving communities support
business growth. An engagement with local neighbours
can help employees feel rewarded and connected,
safeguard a future pipeline of talented people, and
contribute to resilient supply chains. Our ethos of community
empowerment goes back over 30 years and has made us a trusted
corporate citizen. It starts with understanding the potential impact our
business may have on the community. This is further strengthened
with a robust stakeholder engagement mechanism to incorporate
community feedback into our systems. Some of the impacts which
take place in areas where we operate include shifts in employment
patterns, lifestyle and attitudes. We have extensive risk and hazard
identification mechanisms at shop floor level to ensure that controls
are in place to avoid any negative impact on the community because
of our operations.
Our approach is based on the global principle of free, prior informed
consent whereby local communities, particularly indigenous peoples,
have the right to participate in decision-making about access to
natural resources. This is delivered through a suite of technical
standards, which cover land and resettlement management,
grievance mechanisms, stakeholder engagement and community
consultation. These standards are applied in conjunction with the
ESIA and together enable our businesses to understand their
responsibilities to their host communities. Our community investment
programmes are in response to the engagement with our
stakeholders. Our community development initiatives have focused on
enhancing income for our communities, increasing domestic savings
for households and developing micro-enterprises to enable women
entrepreneurs. Farmers in our communities have benefited from
access to improved farm-based practices, water management and
animal husbandry.
COMMUNITY GRIEVANCE MECHANISMS
We are aware that any project is likely to raise issues for a host
community and we have in place community grievance processes
for issues to be raised with our skilled on-the-ground business
representatives. This is a key step in preventing concerns from
escalating into significant issues or disputes, risking the viability
of operations.
All public grievances are resolved per the process and procedure laid
down in our Sustainable Development Framework Grievance Redressal
Technical Standard. External grievances regarding Vedanta and its
subsidiaries can also be logged at sustainability@vedanta.co.in. All
community incidents (social and labour) and grievances are recorded
and categorised as negligible (1), minor (2), moderate (3), serious (4)
or disastrous (5), and captured on a monthly basis.
HOW WE PERFORMED
A total of 2,916 community grievances were recorded across our
businesses, of which 2,204 were actionable and were resolved in a
timely manner. None of the cases were related to human rights
violations. No category 4 or 5 social and labour incidents were
recorded in 2014-15, although lower-level incidents such as village
road blockages and strikes were recorded, particularly related to
employment and contractor issues, infrastructure projects and some
operational issues including land and traffic management.
Over the year, we completed an ambitious project applying our
community consultation model to all sites in India. Drawing on
dedicated local personnel to act as conduits between business and
community, we undertook around 3,500 village and community
meetings and around 250 panchayat meetings (village self-
governments) across our operations. The main requests raised were
around infrastructure and community asset creation, community
development and employment opportunities. No significant disputes
relating to land use, or customary rights of local communities and
indigenous peoples, were brought to our notice.
MDG 8
We are privileged visitors to some of the world’s most remote and underdeveloped regions. We have a
duty to respect, learn from and create a shared understanding with those who host us. Connecting with
our communities is not just the right thing to do, it is fundamental to our licence to operate.
A CULTURE OF
MUTUAL RESPECT

OUR BIGGEST-EVER COMMUNITY
NEEDS ASSESSMENT, INDIA
Understanding community needs and expectations is a complex
and sensitive process. In 2014–15, we completed our most
comprehensive, structured and collaborative community
engagement to date to develop medium and long-term
development plans in participation with our stakeholders. 61% of
our subsidiaries and divisions have completed the study or are in
the process of completion and the rest have committed to working
on it. This was done in partnership with government and
non-government organisations (with a focus on those active in
remote regions of India), for every community adjacent to our sites
(two-thirds of communities were assessed in 2014 while one-third
had been assessed in 2013).
WHAT WE HEARD
We were one of many stakeholders working together to listen to
and understand the needs of our neighbours. Each community
group (including women and marginalised individuals) had the
opportunity to speak separately and voice their opinions without
fear or shame. The main concerns we heard were around
livelihoods (in terms of either employment or supplier opportunities
with Vedanta) and the environment (primarily water and soil
quality). This was a valuable feedback for our businesses, many of
which are now developing projects around vocational training for
them.
HOW WE WILL RESPOND
Going forward, we will be working with communities to help them
understand our business better, including a focus on environmental
hazards. A challenge will be managing expectations arising from
this consultation. For example, where we cannot provide
employment we will explore vocational training (for example, in
brick manufacturing), entrepreneurship options (focusing on
women) and other employability routes. We will align our
programmes with these needs, at the same time ensuring that the
business goals are also attained. The needs assessment will be
repeated in three to four years’ time.
MDGs
1 AND 8
A TRANSPARENT
RESPONSE TO GRIEVANCES,
INDIA
When a community grievance was reported
to Vedanta Ltd.’s Aluminium division in
Odisha, the business put its Stakeholder
Engagement Plan (SEP) into action to ensure
a transparent, objective investigation and a
fair outcome. Individuals from the villages
Kurebaga and Brundamal had sought
compensation for crops believed to be
damaged by gas leakage from Vedanta Ltd.’s
plant. The process below shows
the chain of events.
–– Community grievance reported
–– Preliminary discussion with villagers
to understand concerns
–– Field visits by Central Rice Research
Institute (CRRI) to test soil quality
–– CRRI report confirms no visible toxicity
symptoms
–– Findings communicated to the
District Magistrate
–– Recommendations made to farmers
around use of fertiliser
–– Summary of the findings reported in
local media
As a result of this open and consultative
process, no further grievances were reported
and communities were reassured by Vedanta
Ltd.’s comprehensive response to any
potential safety or environmental risks.
MDG
7
NEIGHBOURHOOD DIALOGUE
IN ACTION
Community led needs-based assessment exercise at HZL location. Stakeholder Engagement and Grievance redressal process at
Vedanta Ltd. – Aluminium – Jharsuguda business.

COMMIT
CONNECT
CARE

WE CARE BY
DEMONSTRATING
A PURPOSE
BEYOND PROFIT
IN THIS SECTION
Employees – 50
Community relations – 53
Other stakeholders – 58
Awards Accolades – 63
We make an important contribution to socio-economic development through job creation,
taxes, access to commodities and infrastructure, community empowerment and social
mobility. In doing so we demonstrate that our business has a purpose beyond profit.
WHAT WE FOCUS ON
–– Economic value
–– Community engagement and impact
–– Succession planning
–– Labour rights and relations
–– Broader economic benefits
AddingandSh
aring Value
Resp
onsible Stewar
dship
Building Stron
gRelationships
Strategic
Communications

EMPLOYEES
Our strategy is to build a culture of high-performance, entrepreneurial
innovation, while caring for and supporting everyone who works with
us. To safeguard our future competitiveness, we also seek to identify
and develop leadership skills; create a fair workplace free from
discrimination; and respect human rights above all else. This has
never been more important in an organically growing business with
so many different businesses. During the year, we continued to focus
on five priority areas, as shown on the following page.
Our approach is focused on ensuring that we have the right person
in the right role, along with clear succession planning, with a focus
on critical positions. This is important in our industry, where securing
high-potential talent is a challenge because of high growth and
competition for skilled personnel across the industry.
We are committed to hiring the right person for the right job,
and expect all decisions relating to employee development and
progression to be based on proper evaluation directly related to
work performance. We continue to focus on hiring more women
professionals for business roles and this is an internal priority set by
management to bring in diverse skills across the Group. We also focus
on recruiting from the communities that surround our operations to
encourage local employment generation. Over the reporting period,
across our business, the total percentage of senior management who
are locally hired is: India (87%), Australia (nil), Zambia (67%), Namibia
(nil), Ireland (100%) and South Africa (75%). We believe that we must
invest in developing and retaining key talent to drive innovation and
efficiency within the business. In this regard, our attrition rate has
remained stable and this year was reported at less than 5%.
We continue to attract talent from top engineering institutes,
business schools and graduate colleges. This is an important step
in sourcing a strong talent pipeline for the future. We also focus on
effectively utilising and grooming talent by appropriately rotating
them across businesses for experience in new roles and to prepare
them to take up various key positions in the future. In particular, this
year, due to volatile market conditions and owing to disruptions in
our business, we have redeployed and optimised appropriate
resources to other businesses.
82,534direct and indirect employees
1.24mtraining hours delivered to workforce
(FY 2014: 1.1 million man hours)
2,325full-time female employees
(FY 2014: 2,329)
MDG 3
UNGC
PRINCIPLES
3 6
WOMEN IN WORKFORCE* (%)
8.6%
8.2
0,000
2012 2013 2014 2015
8.1 8.3
8.6
* Full-time employees
Our employees are our key asset and our growth and success are attributable to them. Our people
strategy is founded on this belief and is designed to recruit, develop and retain the talented workforce
that run our businesses.
BUILDING A FUTURE
BUSINESS

BECOMING AN EMPLOYER OF CHOICE – KEY PRIORITIES AND PROCESSES
Organisational growth
Ensuring we have the right person in the right role, along with
clear succession planning, with a focus on critical positions.
We expect all decisions relating to employee development
and progression to be based on robust evaluation directly
related to work performance.
To this end, we:
–– Work with universities and training institutions to
develop the future pipeline of talent
–– Offer rotation opportunities around the business,
mentoring and career development
–– Extend more opportunities to women, particularly at
managerial level
Performance management
All employees participate in a reward-linked annual
appraisal programme where performance is gauged against
key performance indicators. Refer to the Remuneration report in
our Annual Report.
–– Appraisal based on annual goals measured against
a pre-determined five-point scale
–– Feedback and identification of areas for improvement
–– Individual key performance indicators linked to
sustainability outcomes
Talent development
Over the last year we have delivered 1.24 million training hours
for all staff, averaging 25 hours per full-time employee. Owing to
the high proportion of our workforce who join Vedanta as new
graduates, managing career progression and development is very
important to the business, particularly to ensure talent retention.
–– Expert-led training on issues including health and safety,
behaviour and technical skills
–– Orientation programme to manage new recruits’ transition
from ‘campus to corporate’
–– Chairman’s workshops attended by more than 2,000 people
in the last five years
–– Initiatives like Technical Act Up, Club 100 and leadership
workshop provide opportunities for talent to build their careers
Processes and systems
This was a area of focus for 2014-15 and it is important
to ensure we offer consistency in human resources support
and development across all of our businesses.
–– Digitalising our processes
–– Employee redressal mechanism
Employee engagement
Employees are encouraged to communicate their views
and opinions. We measure our success in fostering positive
engagement through internal and external employee surveys,
including Aon Hewitt’s ‘Great Places to Work’ programmes,
and internal ‘dipstick’ surveys. We use these results to inform
our employee programmes over the following year.
–– Welfare and benefits including performance-related
compensation, maternity leave, medical insurance covering
family and dependants, health support, transport facilities,
subsidised canteens, and a share option programme for
executive-level employees.
–– Whistle-blowing procedure to anonymously report unsafe
or unethical practices (see page 22)
–– Volunteering, collective bargaining
–– Ethics Committee oversees issues including cases of
discrimination and harassment
–– Suggestion box and open door policy to senior management
LABOUR RIGHTS AND RELATIONS
We aim to have constructive relations with all employees and labour
unions in the locations where we operate, and to ensure that
compensation for workers meets or exceeds the legal requirements.
We do not believe that any country where we have operations
represents a risk to freedom of association and collective bargaining,
and we uphold this right at all the operations we manage.
We understand that collective bargaining offers the opportunity to
build a constructive relationship with unions – management and
union representatives negotiate agreements which include clauses
on productivity, health and safety, working conditions, remuneration,
allowances, incentives and bonuses. In addition, unions play an active
role in safety committees at many sites and union representatives
participate in various steering committees. We have a collective
bargaining mechanism at our HZL (48%), Zinc International (68%),
KCM (87%), Sesa Iron Ore (73%) and BALCO (61.5%) operations.
A mechanism is in place to make employees aware of any significant
operational changes like restructuring, mergers and acquisitions,
expansions and the like. Notification periods for such events are
contained in collective bargaining agreements and certified standing
orders of respective entities. For example, in India the notification
period is 21 days, in Zambia and Namibia it is 30 days, whereas in
South Africa it is 90 days.

OUR FUTURE STARS
We have identified over 800 individuals at Vedanta
whom we consider to be ‘high potential’, 10% of whom
are women. We develop these future leaders through
initiatives like Leaders Connect, which aims to create
a strong leadership cadre to complement the senior
management team. Participants can expect to see
accelerated growth through targeted support such
as coaching. In 2014-15, 214 senior management
professionals underwent the external assessment
process. And our ‘Club 100’ of potential future leaders
now has 100 members, 7% of whom are women.
In Rajasthan we have established a Mining Academy to
support those with enhanced underground mining skills,
while Technical Act Up is a structured programme for
those who are technically highly proficient.
Initiatives like Women’s Interactive Network (WIN) at
Hindustan Zinc Limited (HZL) inspire female professionals
into leadership roles. WIN promotes fair treatment in the
workplace, breaks down infrastructural and safety barriers
to equality, builds positive relationships with line managers
and colleagues, and promotes a culture of zero tolerance
of sexual harassment.
HZL has four WIN coordinators at each location to support
delivery of:
–– A human resources policy framework that gives all female
employees access to a fair, timely and confidential redressal
–– Professional development programmes aimed at women
–– Engagement opportunities such as quarterly women’s
networking events
–– An online WIN Portal for communication on gender issues
Going forward, WIN aims to increase its crèche offer at all
HZL locations and further increase training and awareness
in its focus areas.
EMPLOYEES
IN ACTION
MDG 3
A WIN-WIN, INDIA
Vedanta Senior Leadership Workshop – Club 100.
WIN volunteers at HZL, India.

This resonates with our corporate values of trust, entrepreneurship,
innovation, excellence, integrity, respect and care. So, in addition to
extensive neighbourhood dialogue (see page 46) and our wider
economic contribution, we see it as our responsibility to invest in
communities in a meaningful way.
Our community investment strategy focuses on health, education,
livelihoods and environment. In 2014-15, we invested US$42 million,
benefiting around 4 million people globally through building hospitals,
schools and infrastructure, developing employability skills, and
engaging in community programmes. Our priority over the year was
supporting rural livelihoods.
Consistent with our Sustainable Development Model of drawing on
global best practice, our community investment approach is evaluated
against the UN Millennium Development Goals and tends to follow a
Public-Private-People-Partnership (4P’s) structure, in line with our goal
of co-creation and handing ownership to communities as early as
possible. As the MDGs expire in 2015 we will also evaluate how
our projects will contribute to the sustainable development goals
highlighted in Rio+20.
COMMUNITY RELATIONS
We are clear that the communities in and around our operations should get a fair share
of the benefits, whether those are through employment, trade and enhanced infrastructure,
or greater empowerment to voice opinions.
BREAKING THE POVERTY CYCLE, ZAMBIA
Raphael Mulenga Kalima, a peasant farmer and father of
three in Chililabombwe, northern Zambia, only ever dreamed
of owning cattle, but today is the proud owner of four: “My
children won’t have any problems. If they pass to go to
university, I will use cattle to sponsor their education.”
Mr Kalima is among the beneficiaries of a US$2.5 million
sustainable livelihoods project run by Konkola Copper Mines
(KCM). KCM is working with the NGO Village Water Zambia,
the Ministry of Agriculture and 20 women’s organisations to
target 2,700 of the poorest rural households and support them
with animal husbandry skills and veterinary advice. Using a
‘pass-on’ model, two cattle and seven goats are given to each
family on the condition that the calves are passed on to the
next generation.
Women, the main income earners but with virtually no land
rights, are the focus of the programme. This simple idea has
the potential to break generational cycles of poverty and
enable social mobility – philosophies that are at the heart
of our Sustainable Development Model. Since 2010, KCM has
given 596 heifers and 2,000 goats, and intends to hand
ownership of the project to specialist organisations in 2015.
“The Agro advisory services are helping me immensely in better planning of crop management and
improved harvesting and yield.”
–Santi Naik, ‘Veggie Kart’ farmer
See page 54
SHARED VALUE FOR
COMMUNITIES
US$42m
invested in community programmes,
benefiting around 4 million* people
MDGs 1-8* Some of the beneficiaries could be involved in more than one project.
Cattle breeding programme at KCM, Zambia.

FOCUS AREA DETAILS PERFORMANCE
EDUCATION The Vedanta Bal Chetna Anganwadi (VBCA) programme
targets pre-school level education through the Integrated
Child Development Scheme, run in partnership with the
Indian government. We promote women’s education by
sponsoring girls who opt for higher education. We support
a midday meal programme through eight centralised
kitchens, aimed at improving the health status of children
from Class I to VIII in government-aided schools as well
as encouraging regular attendance at school. We also
assist adult literacy centres, distribute education kits and
provide proactive support and encouragement for
educational enrolment and achievement. Skills
development training is offered in a wide range of
marketable trades and we encourage development
of small business enterprises and entrepreneurship.
–– 550 young scholars from economically
disadvantaged backgrounds were provided
with scholarships.
–– 813 adults were taught to read and write by KCM
in collaboration with the Zambian Ministry of
Education. Several of them have passed certificate
exams organised by the Ministry.
–– More than 6,000 adolescent girls covered through
one of its kind outreach programme for sexual health
in Tamil Nadu by Copper division.
–– To inculcate scientific learning among students and
improve pedagogical tools for teachers, Cairn India
works in Rajasthan and Gujarat covering more than
150 schools.
HEALTH Our activities include the delivery of medical
infrastructure such as the 44 hospitals/health posts
we run across the Group supported by medical outreach
services. These include mobile health vans and medical
outposts to provide isolated rural communities with
access to medical services. We have programmes to
support access to clean water and increase awareness
of the importance of sanitation, providing practical
assistance in developing related infrastructure, such as
toilets, garbage disposal facilities and waste recycling.
We particularly focus on women, through targeted
nutrition programmes and family planning, combined
with child welfare initiatives.
–– Sterlite Copper’s mobile medical bus delivered primary
healthcare services to 35,000 people in Tamil Nadu.
–– 400 community cataract operations funded by
Black Mountain mine, South Africa.
–– More than 4,000 household toilets have been built
over the last year by HZL and Cairn in Rajasthan.
–– 3,393 people benefited from free eye check-ups
funded by Sterlite Energy Limited.
–– Over 50,000 people were reached by 36 water kiosks
in Rajasthan, funded by Cairn India.
–– HZL’s occupational health centres have reached
approximately 18,000 people and more than
40,000 have attended medical camps for
neighbouring communities.
–– Konkola Copper Mines (KCM) operates two hospitals
and eight clinics, providing free medical services to
more than 63,200 people, including employees and
their dependents.
–– HZL and Cairn signed an agreement with the
government of Rajasthan to build more than
40,000 household and school toilets.
LIVELIHOODS On farms, we distribute high-yield seeds, and
provide education and training in fruit and vegetable
cultivation and in animal rearing practices, breed
selection and animal vaccination. We offer a range
of technical assistance through partners, including
adopting new scientific technologies such as compost
pits and drip irrigation systems. We also focus on
non-farm interventions to create economic opportunity
for rural youth.
–– Vedanta Ltd. launched ‘Veggie Kart’, a microfinance
project that helps farmers through agro-advice,
procurement and marketing. In 50 farmers generated
a substantial surplus in 2014, Odisha.
–– 1,082 young people have graduated as electricians
and plumbers from Vedanta Ltd.’s technical school
in Goa in the past 10 years.
–– BALCO’s skills school has benefited more than
3,800 young people to date, in five communities
in Chhattisgarh.
–– Cairn India completed construction of the Cairn
Centre of Excellence in Jodhpur, Rajasthan, offering
skills development and employment in partnership
with TUV Rhineland.
OUR AREAS OF FOCUS
We have seven discrete focus areas in our community programmes: health, education, sustainable livelihoods, women’s empowerment, community
asset creation, bio-investment and integrated village development. These areas have been chosen due to the relevance they have to the development
agendas of our major host countries, and regional areas of operation.
COMMUNITY RELATIONS CONTINUED

FOCUS AREA DETAILS PERFORMANCE
WOMEN’S
EMPOWERMENT
Our main activity in working to empower women is our
support for over 1,200 women’s Self Help Groups (SHGs).
These SHGs bring women together to develop skills and
create income-generating micro businesses. As
economic opportunities are very limited in isolated rural
villages, SHGs not only give women a chance to
contribute towards the income of their families but also
provide an opportunity to socialise and share concerns
and experiences with other women outside the home,
leading to overall empowerment of women. Specific
opportunities include training in tailoring, stitching and
local crafts to women, providing them with skills that can
enable sustainable income generation. Market links are
also provided. We partner to provide livelihood skills,
including animal husbandry; support is also provided to
establish links with financial institutions.
–– 1,056 Self Help Groups for women, reaching
15,251 women since 2004, Sterlite Copper (see
following page). HZL and Cairn have installed sanitary
vending machines for women along with incinerators
to promote menstrual women’s health. The sanitary
pads are made by women’s SHGs.
–– Skorpion Zinc sponsored the Confederation of African
Football’s Women’s Football Championship, Namibia.
–– KCM has invested US$2.5 million in a community
livestock programme focused on women, giving
596 cows and 2,000 goats since 2010 (see page 53).
COMMUNITY ASSET
CREATION
Amongst other initiatives, this also includes the building
of schools in rural and remote locations. Facilities are
built on a needs basis in discussion with the community
and have included community halls, roads, health and
education facilities.
–– HZL has invested over $800,000 for a sewage
treatment plant which provides clean and safe drinking
water to the community as well as helping the local
administration combat the challenges of urban waste.
BIO INVESTMENT
AND ENERGY
This year, our focus has been on significant planting
programmes around our operations. The aim of these
mass plantings is to reduce dust emissions and preserve
habitats and water tables. In addition, investment in
energy where communities which are remote. The
community owned model where we partner in capex
and the community runs it on a fee model was piloted.
–– 100 households receive energy from Cairn India’s
community-run solar PV plant.
–– KCM partnered with Village Water Zambia, the
government Forestry Department and communities
to plant 7,000 fruit and animal fodder trees as
nutritional supplements for communities.
Direct Economic Impacts 2014–15
Youths provided vocational training 3,844
Youths linked to Job After training 2,213
Youths linked with job/ self-employment engaged under micro-enterprise development for self-employment 718
Direct Economic Impacts 2014–15
Number of Self Help Groups (SHGs) (old + new) 1,571
Women members in SHGs 33,375
SHGs engaged in income generation activities 326
Number of women establishing micro-enterprises 3,371
Average income of Women Entrepreneurs (monthly income in Rs.) 6,302
Total number of Special/Mega Camps e.g. eyecare, cardiac care, family planning, TB, HIV/AIDS etc. 2,944

MDGs 1, 3 8
COMMUNITY INVESTMENT
IN ACTION
PREPARING YOUNGSTERS FOR WORK, INDIA
In the state of Chhattisgarh, central India, young people lack manufacturing
and service skills. The Chhattisgarh State Skills Development Corporation (SDC)
has set a target of training 2 million youngsters by 2020.
As a key employer in the region, Vedanta’s aluminium business, BALCO, is offering
vocational training and work placements. Its skills school provides the facilities,
resources, transportation, uniforms and work placements, while training is
delivered by experts from the SDC. All 30-45-day courses are free and subjects
include hospitality, welding, sewing and electrical fitting, all certified by the SDC.
So far the project has benefited 3,000 young people across five communities.
It has been commended as a model project by the State Secretary of Technical
Education and has won a number of awards.
In Goa, Vedanta Ltd.’s technical school celebrated a 10-year anniversary, with
1,082 young people graduating as electricians and plumbers over the decade
– a 100% pass rate.
SOLAR MICRO-GRID FOR 100 DESERT
HOUSEHOLDS, INDIA
When night falls, the villages around Cairn India’s
operations in Barmer, Rajasthan, are in complete
darkness. But thanks to Cairn’s rural solar mini-grid
pilot project, people now have the light and power
to work, run small businesses and study safely.
In partnership with the photovoltaics company
SunEdison, the grid is made up of a centralised
solar energy production and storage facility, and
electricity lines connecting each house. By pooling
power in this way, each household can access
energy more reliably than via the national grid,
which is prone to outages.
With 100 households now able to run lights,
fridges and fans, community productivity has
dramatically improved. Television was even
introduced to one remote village for the first time.
By replacing kerosene lamps, which are prone to
fire and emit petrol fumes, safety and health are
also improved and villagers save two-thirds of
the cost.
Following the success of this pilot, ownership of the
solar facility was transferred to the Gram Panchayat
(local self-government) and will be run as a Village
Electricity Committee where community members
are responsible for collecting payments, operations,
basic maintenance and security of the facility.
This initiative is an exemplar of Vedanta’s philosophy
of grassroots development, empowering women,
working in partnership and handing ownership to
beneficiaries at the earliest opportunity.
“After training, the school gave me an offer to join a hotel.
I happily joined there and today I am earning Rs.4,500 as
monthly income.”
– Sangeeta Ekka, student at the BALCO skills school
“Now the schoolchildren are able to
study at night. Housewives and girls
can now get freedom from working in
the dark.”
– Bhanu Devi, beneficiary,
Cairn India solar grid
Vocation training for youth at BALCO, India.
Energising lights through solar power, Cairn, India.

MDGs 1, 3 7
SUSTAINABLE WATERSHED MANAGEMENT, INDIA
In partnership with the National Bank for Agriculture and Rural Development,
the NGO Action for Food Production and community Panchayat councils,
BALCO conducted a needs assessment in four villages in Chhattisgargh.
This consultation revealed the requirement for better watershed management
for agricultural irrigation.
BALCO stepped in to fund 33 acres of fencing, a cascaded dam, three farm
ponds storing 850,000 litres of water, two wells and 600 kilograms of seed
potato. The results have been impressive: 40 acres of land can now be irrigated,
benefiting 28 farmers; rabi crop yields have increased and further crops including
wheat, gram and mustard have been planted; 2,400 kilograms of potatoes have
been harvested; soil water retention is helping preparedness for climate change
drought; and fish are being reared at all three ponds. Farmers also received
training in sustainable cultivation, nutrient and pest management and animal
husbandry, and a cattle vaccination programme was initiated.
After successful implementation of this initiative, BALCO has begun the
process of handing ownership to communities, in line with Vedanta’s model
of social empowerment.
HELPING VILLAGERS
TAKE CONTROL OF
SANITATION, INDIA
Over the year, 11,426 household
toilets were built as part of HZL’s
agreement with the State Government
of Rajasthan to invest £848 million in
building 30,000 rural toilets for families
classified as in poverty, over three years.
The community development team
has been working in and around 200
villages in Rajasthan where 60% of the
population lacks access to a toilet and
where open defecation leads to disease.
Lack of sanitary wear is also preventing
girls from attending school.
Also in Rajasthan, Cairn India has
constructed 2,200 household toilets in
three communities. Its goal is to build
20,000 household toilets and 150
school toilets in 120 communities by
FY2018.Workingcloselywithgovernment
and NGO partners, it saw satisfaction
reported by 81% of beneficiaries.
HZL and Cairn India follow a public
– private partnership model that
involves close collaboration with
communities and external
stakeholders. An extensive process of
Panchayat consultations and focus
groups runs in parallel
with awareness-raising campaigns
on the importance of sanitation. Both
businesses apply Vedanta’s ethos
of long-term community ownership
as beneficiaries share the costs
of construction.
In Tamil Nadu, Sterlite Copper has
invested £84,000 in building 195
individual toilets and 23 school toilets
since 2011, alongside social NGO
Sulabh International. Sanitation levels
have increased by 24% in the two
targeted communities.
PROJECTS LIKE THESE
CONTRIBUTE TO
MDGs 4, 5 AND 6
CHAMPIONING WOMEN ENTREPRENEURS, INDIA
Sterlite Copper has been creating and supporting Sakhi self-help groups for rural
women for 10 years and has formed 1,056 groups over this period, reaching
15,251 women. The Sakhis bring together government organisations and six
non-government organisations (NGOs) under Vedanta’s vision of developing
women entrepreneurs to create social mobility and economic empowerment
(see page 55).
Training is offered in book-keeping, leadership and decision-making, and
members receive assistance to grow income-generating enterprises ranging
from prawn pickle processing to dried flower production; candle making to
rabbit rearing.
Groups are based on principles of fairness and democracy and are born out
of a needs assessment to understand the issues and barriers facing women.
For example, many women have reported a lack of access to credit as a barrier
and thus microfinance has become a key focus of Sakhis.
As a result of these self-help groups, women are earning an average of US$48 a
month more than they were previously, a relatively large sum in rural Tamil Nadu.
Furthermore, many have secured loans ranging from US$800 to over US$6,000
to grow their enterprises. The collective savings of the group during the reporting
period was US$642,000, a milestone in the Sakhi goal of being self-sufficient
in funding.
Livelihood enhancement through watershed management programme at BALCO, India.

SHAREHOLDERS AND LENDERS
Positive relationships with our shareholders and lenders ensure that we are able, through access to
finance, to expand and grow our business. As many lenders are aligned to the Equator Principles and
International Finance Corporation standards, our Sustainable Development Framework and this report
act as important tools to build this relationship.
In order to meet the economic commitments that the business has
with its finance providers, Vedanta invests in projects and businesses
that drive the development of the Group asset base and increase
production, and therefore sales. The Group has a balanced debt
portfolio, with a diversified range of funding sources and a balanced
maturity profile.
DIALOGUE WITH SHAREHOLDERS AND LENDERS
We engage with shareholders and lenders in a targeted and timely
way and as part of this year’s materiality process we consulted with
representatives of our shareholders and lender institutions. Our Annual
General Meeting also enables two-way dialogue with shareholders,
and members of our senior management team engage with
shareholders on a periodic basis to enable understanding of our
business and strategy.
HOW WE PERFORMED
Consistent returns
We have a progressive dividend policy and have returned dividends to
shareholders since the IPO in 2004. Since our IPO at 390p in
December 2003, shareholders have seen a Total Shareholder Return
of over 200% and we have paid a progressive dividend that was
EBITDA MARGIN (%)
38%
41
39
2011 2012 2013 2014 2015
45 45
38
MULTIPLYING
RETURNS AND
RELATIONSHIPS
increased in nine out of ten years and held constant for one year.
Over the last ten years, Vedanta has returned US$1.6 billion to
shareholders, an average return of 8% per annum. Dividends have
been paid out every year, across the commodity cycle, increasing
progressively from 17.0 US cents per share ten years ago to
63.0 US$ per share this year.
Track record of delivering EBITDA growth
Our broad natural resources portfolio diversified across base metals,
bulks and oil gas has delivered consistent EBITDA margins in
excess of 30% over the last ten years.
Throughout this year, we have remained focused on our stated
strategic priorities. We have started to ease back on capital
expenditure and concentrated on increasing production through
optimising our core assets.
We have seen unprecedented declines in oil and iron ore prices,
though zinc and aluminium prices were relatively resilient. These
affected Group EBITDA, which decreased by 17% to US$3.7 billion
(FY2014: US$4.5 billion). However, our diversified portfolio allowed
us to maintain a robust adjusted EBITDA margin of 38%.
RETURNS TO SHAREHOLDERS
(US$ PER SHARE)
63
55
52.5
2011 2012 2013 2014 2015
58 59
63

For example, where infrastructure, including roads, housing, sanitation
and healthcare facilities, are not adequate we partner with host
governments to develop these areas for future generations.
At a broader level, we are committed to contributing to the development
of democracy and democratic processes in the countries where
we operate. We do this in a number of ways, including through
membership of industry organisations and international bodies.
Protecting the environment also involves working closely with host
governments and our US$61.5 million investment in environmental
initiatives helps support government priorities.
We make a direct, positive economic contribution to national and
state budgets through the taxes and royalties we pay. We also make
a broader contribution through developing industry, infrastructure
and skills, and by providing some 82,000 direct and indirect
employment opportunities and many times that through secondary,
supporting industries. This is underpinned by the broad range of
health, and education services and infrastructure that we provide,
either independently or in constructive partnerships, benefiting some
4 million people.
In the last year, in total the Group contributed US$4.6 billion to host
governments by way of taxes and royalties. Importantly, we have a
transparent approach to disclosing the tax we pay and, for developing
countries, the revenue received facilitates the sustainable
development of host communities.
We have not received any direct financial assistance from
governments, although as a part of various direct tax holidays
and similar exemptions Vedanta did benefit by US$239 million
during 2014–15.
It is Board policy, as per the UK Bribery Act, that neither Vedanta nor
Group subsidiaries will make donations or contributions to political
parties within the United Kingdom or European Union. In India, political
donations or contributions made within the context of legitimate
business operations are only made with the approval of the Board.
GOVERNMENTS
Working within the jurisdictions of developing countries necessitates an understanding of the
socio-economic, political and cultural contexts of these nations, which are often distinct to those of
developed economies. We believe that, as a Group, we make a significant, valuable contribution by
ensuring that both the financial and non-financial returns that the business can deliver are realised.
PARTNER
IN GROWTH
Tax Transparency has been gaining importance
for the stakeholders like Government and
the communities and range of initiatives have
been taken worldwide for the tax disclosure
requirement. We have also produced our first
voluntary Tax Transparency Report that shows
the contributions we make to the public finances
in the countries in which we operate to provide
insights into the contributions made by us to
public finances.
VEDANTA’S ECONOMIC CONTRIBUTION (US$m)
Economic Value Generated and Distributed (EVGD) FY 2013–14 FY 2014–15*
Economic value generated 12,945.0 12,878.7
a) Revenues 12,945.0 12,878.7
Economic value distributed 12,118.1 12,298.6
b) Operating costs 9,830.8 10,159.1
c) Employee wages and benefits 801.6 812.8
d) Payment to providers of capital 1,194.5 802.8
Net Finance costs (including other gains/losses) 1,032.0 631.5
Dividend paid 162.5 171.3
e) Payment to government – Income Tax 128.7 352.6
f) Community investment (including donation) – already included in operating costs 49.0 42.37
Economic value retained 826.9 580.1
* (Calculated as Economic Value Generated less Economic Value Distributed – excluding impairment).

INDUSTRY (SUPPLY CHAIN AND PEERS)
Vedanta operates across the value chain, undertaking exploration, asset development, extraction,
processing and value addition with a primary focus on upstream operations.
We capitalise on our strategic capabilities to create value for all our stakeholders: our shareholders, our employees, our customers and the
communities where we operate. Further, we are committed to the highest standards of sustainable development in all aspects of our business
with a well-developed Sustainable Development Framework underpinning everything that we do.
CONTRIBUTING TO
THE MARKET
DEVELOPMENT
HIGH VALUE OUTPUTS
Natural resources
Our diversified portfolio produces high quality metals and minerals,
LME-branded refined metals, and oil gas, delivering industry
leading EBITDA margins of over 40%. Our business activities are
underpinned by a well-established Sustainable Development
Framework to minimise our environmental footprint.
People and skills
We invest in developing our workforce, delivering over 1.24 million
hours of training, including over 756,000 hours of health safety
training. We attract and retain talented employees through
management training and development programmes, supported
by specific initiatives to encourage gender diversity.
Governments
We are a substantial contributor to the economies where we operate,
both as an employer and a tax payer. We paid a total of US$4.6
billion in taxes and levies across the Group.
Society
We make an economic and social contribution to the communities
where we operate, investing US$42 million in building hospitals,
schools and infrastructure and providing community programmes
for around 4 million people.
Customers
We deliver high quality raw materials for our customers in line with
international standards for quality settlement terms and delivery
dates. We operate more than 25% of India’s oil production and
contribute to the nation’s energy security. India has a deficit market
and we are a large generator of power in India.
Shareholders
We have a progressive dividend policy and have returned
US$1.6 billion in dividends to shareholders since the IPO in 2004.
VALUE CHAIN
Exploration
We focus on extending the life of our mines and oilfields through
focused exploration, aimed at increasing our RR base over and
above what we extract each year. We prefer to explore brownfield
opportunities across our current asset base, and a few select,
large-scale, low-cost greenfield sites.
Asset development
We develop our resource base to optimise both production and the
life of the resource. We also develop processing facilities that are
strategically located close to our resources to optimise our costs
and access to markets.
Extraction
Our operations are focused on mining metals and bulks, extracting oil
gas and generating power. We operate mines in India, Africa, Australia
and Ireland, extracting zinc, lead, silver, iron ore, bauxite and copper. We
produce oil gas from three operating blocks in India.
Processing
In line with our integrated value chain, we produce refined metals
by processing and smelting the ore that we extract. We have
smelters and other processing facilities in India and Africa. We
generate our own power for most of our operations, selling any
surplus. We also sell power generated by our independent power
plants and wind farms.
Value addition
While we are primarily upstream, we selectively add value by
converting some of our primary metal products into higher margin
products such as sheets, rods, bars and rolled products at our zinc,
aluminum and copper businesses, depending on the profitability
of adding value and the customer demand for these products.

SAVING US$800 MILLION IN OUR SUPPLY CHAIN
We believe that we can make savings of up to US$800 million, as well as substantial carbon savings, by engaging more effectively with our supply
chain over the next four years. This is how we aim to do it.
KEY INITIATIVES
Improve procurement unit prices
–– Optimise supplier portfolio and
combining purchases at Group level
(e.g. fuel, coal)
–– Combine logistics activities and better
leverage of our assets e.g. Vizag port
–– Work with Government for easier access
to raw materials
Improve quality, processing
and technology
–– Optimise products to best fit our assets
(e.g. alumina, copper concentrates, coal)
–– Improve asset flexibility to process
wider range of commodities
(e.g. complex copper concentrates)
–– Strengthen quality assurance and full life
cycle value e.g. reduced consumption)
Improve performance
of our operations
–– Reduction in after-treatments
and waste
–– Develop closer relationships
with key vendors to achieve
benchmark performance
DEVELOPING LOCAL MARKETS
As the largest producer of aluminium, copper and zinc-lead in India
we make a significant contribution to the development and maturity
of many markets. Due to the scale of our operations, we generate
opportunities for downstream industries and support services which
has led to the growth of other industries which have capitalising on
the increased availability of domestic raw materials. Sourcing locally
not only benefits local economies and governments but also
contributes to reducing the carbon footprint. In addition, we strive
to work with local suppliers wherever possible, contributing to local
market development. Importantly, this relationship extends to
non-financial benefits such as skills development and training
in areas such as health and safety, as well as making improvements
to local infrastructure.
SUPPLIERS
Our SAP supplier portal is an easy-to-use, highly efficient and secure
method of communication between purchasing organisations and
vendors. Requests for quotations, vendor bidding and auctions are
carried out online to ensure transparency, with easy access to the
status of offers, material dispatched and payments, ensuring
transparency within the business and added value to our suppliers.
Sourcing locally not only benefits local economies and governments
but also contributes to reducing our carbon footprint, and can improve
skills development and training in areas such as health and safety, as
well as making improvements to local infrastructure.
CUSTOMERS
We understand that meeting our customers’ expectations is crucial
to the growth of our business, particularly when we have such a
significant presence in the market. We therefore ensure that our raw
materials meet the required London Metal Exchange (LME) standards
for entering the commodity market. We have defined systems and
practices in place to understand and meet customer expectations
and regularly engage with them through our marketing and customer
relationship personnel.
All our activities are focused on ensuring customer needs are met in
an appropriate and timely manner, including assisting our customers
with technical issues and product development for first use. Customer
satisfaction surveys are conducted periodically by external third
parties.
HOW WE PERFORMED
Last year Group-wide SAP – Supplier Relationship Management
(SRM) IT module, which ensures transparency and adds value to
our suppliers, who can access the system once registered..
No cases of non-compliance with relevant regulations, anti-
competitive behaviour, anti-trust, monopoly and voluntary codes
concerning the health and safety impacts of our products and
services were observed or reported. Similarly, no significant fines for
non-compliance with laws and regulations concerning the provision
and use of products and services were reported.

CIVIL SOCIETY
As a major contributor to the social and economic development of the communities in which
we operate, we advocate policies which promote sustainable development and value creation
for all stakeholders.
The world faces many pressing issues including climate change,
poverty and the depletion of finite natural resources. By our
engagement and partnerships with civil society – encompassing
a wide range of non-governmental and not-for-profit organisations
– we can make a contribution to meeting these global and local
challenges. In addition, to deliver our many community development
programmes we partner with a wide range of civil society organisations
as they can offer valuable expertise and personnel. These relationships
are managed at the appropriate level: at the Group corporate level,
at our subsidiary businesses and at the local level, utilising our CSR,
investor relations, sustainability and other functional teams. We also
listen closely to the views of organisations that challenge our business.
Engaging with civil society (non-governmental organisations, religious,
academic and healthcare institutions) helps us to tackle the world’s
changing social and environmental megatrends and reduce business
risk (see page 10). It is also fundamental to our corporate values of
trust and sustainability.
HOW WE PERFORMED
In 2014–15, we focused on increasing our presence with global
bodies such as UNGC – Women Empowerment Principles and
EFFECTIVE PARTNER
IN CHANGE
becoming a signatory to the World Business Council for Sustainable
Development’s Water, Sanitation and Hygiene (WASH) Pledge to fulfil
global human rights to water by 2050. We also identified renewable
projects under the International Panel for Climate Change’s Clean
Development Mechanism (CDM), with certified emissions reduction
of 1.4 million units. These projects are registered by the United
Nations Framework Convention on Climate Change. Some of our
subsidiary companies are members of trade and industry bodies like
the Federation of Indian Mining Industries, Confederation of Indian
Industries, India Lead Zinc Development Association, Indian Institute
of Metal, Federation of Indian Chambers of Commerce Industry,
Zambia Extractive Industries Transparency Initiative, Irish Business
and Employers’ Confederation, and The Energy Resources Institute,
India, where they actively participate and contribute.
This year, we have continued to engage at a more local level, for
example hosting NGO workshops at Lanjigarh and Jharsuguda,
engaging existing and new organisations to share our baseline studies
and meaning. Going forward, we aim to host a workshop with civil
society organisations to gauge wider perceptions of our activities
in a neutral forum.
Stakeholders meet with senior management at BALCO, India.

AWARDS
Hindustan Zinc Ltd.
–– HZL – Chanderiya received National Awards for Manufacturing
Competitiveness by International Research Institute for
Manufacturing, India
–– HZL – Chanderiya received ‘Green Manufacturing Excellence
Award 2014 – Challenger Award’ by Frost Sullivan
–– HZL – Kayad Mine received the ‘Federation of Indian Mineral
Industries (FIMI) Abheraj Baldota Environment Award’ for
the year 2013–2014
–– HZL – Dariba received National Awards for Manufacturing
Competitiveness by International Research Institute for
Manufacturing, India
–– HZL received ‘Best Sustainability Performance Award 2014’
in the Non Ferrous category by Indian Institute of Metal
–– HZL awarded for ‘Outstanding contribution in the field
of Environment’ by Udaipur Chamber of Commerce
–– HZL – Sindesar Khurd Mines received – ‘Energy Efficient Unit
Award 2014’ by Confederation of Indian Industry
–– HZL – Chanderiya Smelting Complex Unit-2 received Gold Award
– ‘Economic Times India Manufacturing Excellence Awards 2014’
–– HZL – Chanderiya Smelting Complex received – ‘CII-ITC
Sustainability Award 2014’ for outstanding accomplishment
–– HZL received ‘Commendation Certificate’ from CII-ITC
Sustainability Center
–– HZL was recognized for excellence in CSR at India’s Most Ethical
Companies 2014 by World CSR Day
BALCO
–– BALCO (Plant II and CPP I) received the Shristi G3 runner up awards
–– BALCO (Plant II) received India Green Manufacturing Challenge
Award , Silver Award
–– BALCO was recognized for its watershed project case study by
India CSR – 2014.
–– BALCO received Gold Award for Excellence in CSR in Metals
and Mining Category from Green Tech Foundation
Vedanta Ltd. – Aluminium (Jharsuguda and Lanjigarh)
–– Vedanta Ltd. – Jharsuguda Smelter-1 and CPP awarded
Frost Sullivan’s Safety Excellence Award 2014
–– Vedanta Ltd. – Jharsuguda Smelter-1 and CPP awarded Frost
Sullivan’s Safety Green Manufacturing Excellence Award 2014
–– Vedanta Ltd. – Jharsuguda awarded GOLD award at 4th Annual
Greentech HR Award 2014 in the category of ‘Best Strategy’ in HR
–– Vedanta Ltd. – Jharsuguda received Kalinga Safety Award in
Aluminum Sector.
–– Vedanta Ltd. – Jharsuguda received CII Odisha Award –
2014 first prize for Best Practices in Health, Safety Environment
–– Vedanta Ltd. – Jharsuguda received Kalinga Safety award in
Odisha state conclave
–– Vedanta Ltd. – Jharsuguda received 15th Green tech Award
on Environment Management under Silver category in Metal
and Mining
–– Vedanta Ltd. – Jharsuguda Smelter-1 Awarded 15th National
Award for Excellent in Energy Management by CII
–– Vedanta Ltd. – Jharsuguda CPP Awarded 15th National Award
for Excellent in Energy Management by CII
–– Vedanta Ltd. – Jharsuguda received National award for best
practices in CSR at National CSR conclave Green Tech CSR Award
–– Vedanta Ltd. – Jharsuguda received India CSR award – 2014 for
best CSR initiative in Women Empowerment
–– Vedanta Ltd. – Lanjigarh received 4th Annual Green tech
Award 2014
–– Vedanta Ltd. – Lanjigarh received Odia Tele-viewers award 2014
–– Vedanta Ltd. – Lanjigarh received CII Industrial Innovation
award 2014
–– Vedanta Ltd. – Lanjigarh received Skoch Renaissance award 2014
–– Vedanta Ltd. – Lanjigarh received 4th Annual Green tech Award
2014 (GOLD Category)
–– Vedanta Ltd. – Lanjigarh received PR CII award
–– Vedanta Ltd. – Lanjigarh was recognized for its Green Concrete
Project Case study by India CSR – 2014
Vedanta Ltd. – Iron Ore
–– Vedanta Ltd. Iron ore business won 3rd Prize in World Environment
Quiz organized by Goa State Pollution Control Board
–– Vedanta Ltd. Iron Ore (Met coke Division) received the first prize
in the Medium scale (Category 1) in ‘4th FICCI Safety System
Excellence Award for Manufacturing’
Zinc International
–– The Lisheen Mine won two awards for Health and Safety at the
23rd Annual National Irish Safety Organization / Northern Ireland
Safety Group (NISO/NISG) Safety Awards
Vedanta Ltd. – Sterlite Coper
–– Sterlite Copper received excellent award trophy for reducing the
PPE inventory by 25% from current level in safety by National
convention for Quality Circles – National level competition
Cairn India
–– Cairn India (CB/OS-2 block) received National Safety Awards
(Mines) for ‘Lowest Injury Frequency Rate’ for year 2011 and 2012
from Ministry of Labor and Employment, (Directorate General
Mines Safety)
–– Cairn India (Ravva Onshore Offshore Facilities) received two CII
awards under Large Scale Industries category
–– Cairn India was selected as one of the 12 finalists among the
major global oil and gas companies under ‘Stewardship Awards –
Corporate Social Responsibility’ category by Platts, USA.
–– Cairn India received the IPE Excellence Award in the Development
Sector for contributing to society at large through our well planned
and executed CSR portfolio
–– Cairn India (Ravva Block) received National Safety Award (Mines)
in category of longest accident free period – runner up for 2011
–– Cairn India (RGT) has received ‘Second Prize’ of FICCI Safety System
Excellence in the category of ‘Large Scale Manufacturing Industries’
–– Cairn India received Golden Peacock award for business
excellence 2014

COMMIT
CONNECT
CARE
Cultural dance activities at KCM, Zambia
DISCLOSURE AND ASSURANCE
64 Vedanta Resources plc Sustainable Development Report 2014-15

WE REPORT
TO GLOBAL
STANDARDS OF
EXCELLENCE
IN THIS SECTION
About this report — 64
Key Performance Indicators— 65
Assurance statement — 66
External Indices and Benchmarks — 69
GRI Index — 70
In line with the Strategic Communications pillar of our Sustainability
Model, our reporting is transparent, credible and rigorous. It covers the full
scope of our operations; is aligned to the external benchmarks like the
Global Reporting Initiative (GRI), UNGC and MDGs
and is externally verified.
65Vedanta Resources plc Sustainable Development Report 2014-15 65Vedanta Resources plc Sustainable Development Report 2014-15

ABOUT THIS REPORT
This is our seventh Sustainable Development Report and coincides with the publication of our Annual Report. Combined
these two documents provide an overview of our approach and our achievements in FY 2014-15, outlining our actions
over the past year to achieve our mission to be a world-class diversified natural resource company.
REPORTING SCOPE AND BOUNDARY
Covering the financial year 2014-15, the report is structured around our Sustainable Development Model’s pillars of
Responsible Stewardship, Building strong relationships, and Adding and sharing value. All group subsidiary companies
except Fujirah gold have been reported in full as though they were 100% wholly owned as we recognise the level of
control and sphere of influence the Group has over these operations.
The aspect boundaries and content of this Sustainable Development Report have been defined using reporting
principles prescribed in the GRI G4 guidelines and is prepared ‘in accordance’ – Core criteria of the Global Reporting
Initiative (GRI) G4 Guidelines.
We followed the approach described in GRI implementation manual for designing the report content. The material
aspects that have been covered in the report are clearly brought out in the materiality matrix. In the report, the
DMA (Disclosure on Management Approach) describes the Company’s approach to the subjects relevant to it and
the indicators provide details on performance on the specific subjects. Our subsidiary Sesa Sterlite Ltd. was renamed
as Vedanta Ltd. in April 2015 and the same has been reported everywhere in the report. There are no specific
restatements of the information provided in the previous reports and no significant changes in terms of acquisition
and physical boundaries from the previous reporting periods in the scope and aspect boundaries.
The report is also mapped to the United Nations Global Compact (UNGC) and Millennium Development Goals
(MDGs) principles. It reports our approach and disclosure towards triple bottom line principles – people, planet
and profit over the 2014-15 financial year.
GRI G4 CONTENT AND DISCLOSURE DOCUMENT
The GRI G4 detailed content index and Vedanta GRI G4 Disclosure Document FY 2014-15 includes the core and
additional indicators including the Mining and Metal and Oil and Gas supplements disclosure is available on our website
at: http://sustainabledevelopment.vedantaresources.com/sustainable-development/performance-and-reports.html
ASSURANCE AND DISCLOSURE
Assurance of this report was carried out in accordance with the DNV GL Protocol for Verification of Sustainability
Reporting (VeriSustain). There is an internal approval system in the Company for appointment of external assurance
provider for the sustainability report.

Description Zinc / lead / silver Oil gas Iron ore
• World’s second largest integrated
zinc-lead producer
• Zinc operations in India, Namibia,
South Africa and Ireland
• Operators of the world’s largest zinc
mine at Rampura Agucha, India
• One of the largest silver producers
globally with an annual capacity of 16
moz.
• Cairn India is one of India’s largest
private sector oil and gas companies
• Interest in seven blocks in India, and
one each in Sri Lanka and South Africa
• Contributes to ~27% of India’s
current domestic crude oil production
• Operations in India and Liberia
• Goa iron ore exported, with
Karnataka iron ore sold domestically
• Large iron ore deposit in
Liberia
Market share We are the leading supplier of zinc in
India, with an 78% market share. We
are also the country’s leading supplier
of lead and silver.
We produced 27% of India’s domestic
crude oil in FY2014 and is well-
positioned to reduce country’s energy
import burden.
We are a major supplier to the to
domestic market with the Goa iron ore
mine, India also serving the Chinese
and Japanese export markets.
Location India, Ireland, Namibia, South Africa India, Sri Lanka, South Africa India, Liberia
Revenue (US$ million)* 2,943.9 2,397.5 326.5
EBITDA (US$ million) 1,476.8 1,373.3 31.4
Production volumes Zinc – 774 kt; Lead – 113 kt;
Silver – 10.53 units million oz
211.6 Kboepd 1.2 million tonnes
Total no. employees
including contract
workforce
23,768 8,591 5,933
Total no. fatalities 2 0 0
High-category
environmental incidents
0 0 0
Total payment to local
exchequer (US$ millions)
911.2 3,115 72
Community investment
(US$ millions)
11.2 11 1.3
Description Copper Aluminium Power
• Smelting and mining operations
across India, Australia and Zambia
• Largest custom copper smelter and
copper rods producer in India
• Integrated copper mining and
smelting operations in Zambia
• The largest aluminium producer in
India with a current capacity of 2.3
million tonnes
• Strategically located large-scale
assets with integrated power from
captive power plants in the Indian
states of Chhattisgarh and Odisha
• 3.2GW of commercial power
generation capacity
• Largest supercritical unit in India
operational at Talwandi Sabo Power
plant
• One of the largest producers of wind
power in India
Market share We not only serves over 800 small and
medium enterprises (SMEs) in the
downstream industry for the critical
electrical sector, but is also the major
supplier of copper to the country’s
defence sector
We are the leading supplier of
aluminium in India, with over 44%
market share.
Our generating capacity is around 5%
of India’s generating capacity.
Location Australia, India, Zambia India India
Revenue (US$ million)* 4,777.8 2,081.9 671.9
EBITDA (US$ million) 277.2 415.5 153.8
Production volumes 478 kt 877 kt 9.859 million units sold
Total no. employees
including contract
workforce
18,970 21,032 2,909
Total no. fatalities 3 2 1
High-category
environmental incidents
0 0 0
Total payment to local
exchequer (US$ millions)
271.5 98.1 34
Community investment
(US$ millions)
15.8 2.8 0.86
KEY PERFORMANCE INDICATORS
67Vedanta Resources plc Sustainable Development Report 2014-15

INDEPENDENT ASSURANCE STATEMENT
INTRODUCTION
DNV GL represented by DNV GL Business Assurance India Private Limited
has been commissioned by the management of Vedanta Resources plc
(‘Vedanta’ or ‘the Company’) to carry out an independent moderate level
of assurance engagement on the Company’s Sustainable Development
Report 2014-15 (‘the Report’) in its printed and online formats prepared
in line with the ‘in accordance’ – Core reporting requirements of
the Global Reporting Initiative’s (GRI’s) G4 Sustainability Reporting
Guidelines (GRI G4). The engagement was carried out against the
DNV GL Protocol for Verification of Sustainability Reporting (‘VeriSustain’
– available on request from www.dnvgl.com).This engagement
focused on verification of qualitative and quantitative information
(sustainability performance) disclosed in the Report, and underlying
management system and reporting processes.
The intended user of this assurance statement is the management
of the Company. The management of the Company is responsible
for all the information provided in the Report as well as the processes
for collecting, analysing and reporting the information presented in
the printed, online and web based Report, including the maintenance
and integrity of the website. Our responsibility in performing this work is
regarding the verification of sustainability performance disclosed in the
printed and online Report in accordance with the scope of work agreed
with the management of the Company. The assurance engagement
is based on the assumption that the data and information provided
to us is complete, sufficient and authentic. We disclaim any liability
or responsibility to a third party for decisions, whether investment
or otherwise, based on this Assurance Statement. Our assurance
engagement was planned and carried out in March – June 2015.
SCOPE, BOUNDARY AND LIMITATIONS
OF ASSURANCE
The scope of assurance as agreed upon with Vedanta included the
verification of the Economic, Environmental and Social information
in the Report. In particular the assurance engagement included:
–– Verification of the application of Report Content Principles as set
out in GRI G4 and the quality of information presented in the report
over the reporting period (1st April 2014 to 31st March 2015);
–– Review of the policies, initiatives, practices and performance
described in the Report;
–– Review of the disclosures made in the Report against the
requirements of VeriSustain, with a moderate level of assurance;
–– Verification of the reliability of GRI G4 Performance Indicators
–– Confirmation of the fulfillment of GRI G4 guidelines’ ‘in accordance’
– Core criteria, as declared by Vedanta.
The reporting Aspect boundaries are as set out in the Report under the
section “Materiality – A Question of Priority” and “About this Report”
covering the sustainability performance of Vedanta Resources plc. As part
of our verification, we visited Hindustan Zinc Limited (HZL; Dariba mine
and smelter, Debari – smelter), Bharat Aluminium Company (BALCO;
Head office, smelter and Kawardha mine), Vedanta Ltd. – Sesa Iron Ore,
Goa, Vedanta Ltd- Sterlite Copper- Tuticorin (Smelter and Captive Power
Plant), and Konkola Copper Mines (Head office, Konkola, Zambia) in
addition to Vedanta’s Corporate Office at New Delhi, India.
Our engagement did not include assessment of the adequacy
or effectiveness of Vedanta’s strategy or management of
sustainability related issues and during the assurance process,
we did not come across limitations to the scope of the agreed
assurance engagement. The financial disclosures in the Report
are based on the audited financial statements issued by the
Company’s statutory auditors. Further Tax transparency report
discussed and referred in the report was not included in the scope
and boundary of verification and assurance. No external stakeholders
were interviewed as part of this assurance engagement.
VERIFICATION METHODOLOGY
This assurance engagement was planned and carried out in
accordance with VeriSustain. The Report has been evaluated
against the following criteria:
–– Adherence to the principles of Stakeholder inclusiveness Materiality,
Responsiveness, Completeness, Reliability and Neutrality;
–– Application of the principles and requirements of GRI G4 for its
‘in accordance’ – Core criteria, including the material Aspects of
the Metals and Mining and Oil and Gas Sector Disclosures;
During the assurance engagement, we have taken a risk-based
approach, meaning that we concentrated our verification efforts
on the issues of high material relevance to Vedanta’s business
and its stakeholders. We have verified the statements and claims
made in the Report and assessed the robustness of the underlying
data management system, information flow and controls. In doing
so, we have:
–– Reviewed the approach to stakeholder engagement and
materiality determination process;
–– Verified the sustainability-related statements and claims
made in the Report and assessed the robustness of the
data management system, information flow and controls;
–– Examined and reviewed documents, data and other information
made available by Vedanta for the reported disclosures including
disclosure of management approach and performance indicators;
–– Conducted interviews with key representatives including data
owners and decision-makers from different functions of the
Company during corporate and site visits;
–– Performed sample-based reviews of the mechanisms for
implementing the sustainability related policies, as described
in the Report;
–– Performed sample-based checks of the processes for generating,
gathering and managing the quantitative data and qualitative
information included in the Report.

CONCLUSIONS
The Sustainable Development Report 2014-15 is prepared based
on GRI G4 Reporting Principles and Standard Disclosures for ‘in
accordance’ – Core. In our opinion, based on the scope of this
assurance engagement, the disclosures on sustainability performance
reported in the Report along with referenced information provides
a fair representation of the material Aspects, related strategies,
management systems and performance indicators and meets
the general content and quality requirements of GRI G4 i.e.,
–– General Standard Disclosures: We are of the opinion that the
reported disclosures generally meet the GRI G4 reporting
requirements for ‘in accordance’ – Core reporting;
–– Specific Standard Disclosures: We are of the opinion that the
reported disclosures generally meets the GRI G4 reporting
requirements for ‘in accordance’ – Core based on GRI G4 covering
generic Disclosures on Management Approach (DMAs) and
Performance Indicators for identified material Aspects as below:
ECONOMIC
–– Economic Performance – G4-EC1, G4-EC3;
–– Market Presence – G4-EC6;
–– Indirect Economic Impacts – G4-EC7, G4-EC8;
–– Reserve – OG1;
ENVIRONMENTAL
–– Energy – G4-EN3, G4-EN5, G4-EN6, OG2, OG3;
–– Water – G4-EN8, G4-EN9, G4-EN10;
–– Biodiversity – G4-EN11, G4-EN12, MM2, OG4;
–– Emissions – G4-EN15, G4-EN16, G4-EN18, G4-EN21;
–– Effluents and Waste – G4-EN22, G4-EN23, MM3, G4-EN24,
G4-EN25, OG5, OG6, OG7;
–– Supplier Environmental Assessment – G4-EN32;
SOCIAL
Labour Practices and Decent Work
–– Employment – G4-LA1, G4-LA2, G4-LA3;
–– Labor Management Relations – G4-LA4, MM4;
–– Occupational Health and Safety – G4-LA5,
–– G4-LA6, G4-LA8;
–– Training and Education -G4-LA11;
–– Diversity and Equal Opportunity – G4-LA12 ;
–– Equal Remuneration for Women and Men – G4-LA13;
–– Supplier Assessment for Labour Practices – G4-LA14;
Product Responsibility
–– Fossil Fuel Substitutes – OG14.
Human Rights
–– Investment – G4-HR1;
–– Child Labour – G4-HR5;
–– Forced or Compulsory Labour – G4-HR6;
–– Security Practices – G4-HR7;
–– Indigenous Rights – G4-HR8, MM5, OG9;
–– Assessment – G4-HR9;
–– Supplier Human Rights Assessment – G4-HR10;
Society
–– Local Communities – G4-SO1, MM6;
–– Anti-Corruption – G4-SO3, G4-SO4, G4-SO5;
–– Public Policy – G4-SO6;
–– Asset Integrity and Process Safety – OG13;
–– Involuntary Resettlement – MM8;
–– Closure Planning – MM10;
–– Grievance Mechanisms for Impacts on Society – G4-SO11.
We have evaluated the Report’s adherence to the following principles
on a scale of ‘Good’, ‘Acceptable’ and ‘Needs Improvement’:
Stakeholder Inclusiveness: The stakeholder identification and
engagement process is well documented and implemented through
the Vedanta Sustainability Assurance Programme and the Report
brings out key stakeholder concerns as material aspects of significant
stakeholders. In our view, the level at which the Report adheres to this
principle is “Good”.
Materiality: The process of materiality assessment has been carried
out based on the requirements of GRI G4, considering Aspects that
are internal and external to the the Company’s range of businesses.
The Report fairly brings out aspects and topics and its respective
boundaries for the diverse operations of Vedanta. In our view, the
level at which the Report adheres to this principles is “Good”.
Responsiveness: We consider that the responses to material aspects
are fairly articulated in the report i.e. disclosures on Vedanta’s policies
and management systems including governance. In our view, the
level at which the Report adheres to this principle is “Good”.
Completeness: The Report has fairly disclosed the General and
Specific Standard Disclosures including the Disclosures on Management
Approach covering the sustainability strategy, management approach,
monitoring systems and sustainability performances indicators
against the GRI G4 – ‘in accordance’ – Core option. In our view, the
level at which the Report adheres to this principle is “Acceptable”.
Reliability: The majority of data and information verified at the
Corporate Office and sites visited by us were found to be fairly
accurate. Some of the data inaccuracies identified during the
verification process were found to be attributable to transcription,
interpretation and aggregation errors and the errors have been
corrected. Hence, in accordance with VeriSustain for a moderate
level assurance engagement, we conclude that the sustainability
data and information presented in the Report is fairly reliable and
acceptable. In our view, the level at which the Report adheres to
this principle is “Acceptable”.

INDEPENDENT ASSURANCE STATEMENT
Neutrality: The disclosures related to sustainability issues and
performances are reported in a neutral tone, in terms of content
and presentation. In our view, the level at which the Report
adheres to this principle is “Good”.
OPPORTUNITIES FOR IMPROVEMENT
The following is an excerpt from the observations and further
opportunities for improvement reported to the management
of Vedanta and are not considered for drawing our conclusion
on the Report; however, they are generally consistent with the
Management’s objectives:
–– The sustainability performance of individual business may be
disclosed considering the sustainability context, diverse nature
of business and location of operations in various geo locations
for the benefit of stakeholders
–– The existing management systems needs to be further
strengthened so as to enable each business vertical to further
enhance the sustainability performance related to environmental
and social dimensions.
–– A system of periodic communication regarding sustainability
parameters of individual businesses may be evolved to disclose
key sustainability parameters for the benefit of stakeholders to
arrive at informed decisions;
–– Review and periodic validation of sustainability related data
may be carried out by cross functional teams to further improve
the quality and reliability of reported sustainability data.
OUR COMPETENCE AND INDEPENDENCE
We are a global provider of sustainability services, with qualified
environmental and social assurance specialists working in over
100 countries. While we did conduct other second party and third
party assessment work with Vedanta in 2014-15, in our judgment
this does not compromise the independence or impartiality of
our assurance engagement or associated findings, conclusions
and recommendations. We were not involved in the preparation
of any statements or data included in the Report except for this
Assurance Statement. DNV GL maintains complete impartiality
towards any people interviewed.
For DNV GL
VADAKEPATTH NANDKUMAR
PROJECT MANAGER,
Regional Sustainability Manager,
DNV GL Business Assurance India Private Limited, India.
PRASUN KUNDU
ASSURANCE REVIEWER,
Global Service Responsible – Social Accountability,
DNV GL Business Assurance India Private Limited, India.
10th June 2015, Bengaluru, India.

EXTERNAL INDICES AND BENCHMARKS
UNITED NATIONS GLOBAL COMPACT (UNGC)
We are committed to upholding the ten principles of the UNGC. Our Sustainable Development Report communicates our progress in
implementing the ten principles, and below we have mapped the principles against our material issues and specific report sections.
Material issue UNGC principle Report reference Page
Human rights Principle 1: Businesses should support and respect the protection of
internationally proclaimed human rights
Human rights 44
Principle 2: make sure that they are not complicit in human rights abuses Human rights 44
Labour rights Principle 3: Businesses should uphold freedom of association and the effective
recognition of the right to collective bargaining
Employees 51
Child and forced
labour
Principle 4: the elimination of all forms of forced and compulsory labour Human rights 44
Principle 5: the effective abolition of child labour Human rights 44
Principle 6: the elimination of discrimination in respect of employment and
occupation
Employees 50-51
Environment Principle 7: Businesses should support a precautionary approach to
environmental challenges
CEO Statement, Environment 6-7, 30
Principle 8: undertake initiatives to promote greater environmental responsibility CEO Statement, Environment 6-7. 30-39
Principle 9: encourage the development and diffusion
of environmentally friendly technologies.
CEO Statement, Environment 6-7. 30-39
Ethics and integrity Principle 10: Businesses should work against corruption in all its forms, including
extortion and bribery.
Fair, transparent business 22
UNITED NATIONS MILLENNIUM DEVELOPMENT GOALS (MDGs)
We also align our reported activities to be broad aims of the MDGs. The table below maps our contribution.
MDG Report reference Page
1. Eradicating extreme poverty and hunger Neighbourhood dialogue
Community Relations
54-57
2. Achieving universal primary education Community Relations 50, 54-57
3. Promoting gender equality and empowering women Employees
Community Relations
54-57
4. Reducing child mortality rates Community Relations 54-57
5. Improving maternal health Community Relations 54-57
6. Combating HIV/AIDS, malaria, and other diseases Safety and health
Community Relations
25-27,
54-57
7. Ensuring environmental sustainability Environment
Community Relations
28, 54-57
8. Developing a global partnership for development From the Chairman’s Desk
Water
Community Relations
4, 26,
54-57

GRI INDEX
This report aligns to and is developed in accordance with the Global Reporting Initiative’s (GRI) G4
guidelines, following both sector-specific supplements for mining and metals, and oil and gas companies.
GENERAL STANDARD DISCLOSURES
General
Standard
Disclosures
Page Number (or Link)
Information related to Standard Disclosures required by the ‘in accordance’ options may already be
included in other reports prepared by the organization. In these circumstances, the organization may
elect to add a specific reference to where the relevant information can be found.
External Assurance
Indicate if the Standard
Disclosure has been
externally assured.
If yes, include the page reference
for the External Assurance
Statement in the report.
Strategy and analysis
G4-1 Page 4 – 7 (Overview) Yes
Organisational profile
G4-3 Front Cover Yes
G4-4 Page 2 (Overview) and Page 65 - 67 (Disclosure and Assurance) Yes
G4-5 Page 2 (Overview) and Back Cover Yes
G4-6 Page 2 (Overview) Yes
G4-7 Page 2, 3 (Overview) Yes
G4-8 Page 2 (Overview) and Page 64 (Disclosure and Assurance) Yes
G4-10 Page 50 (Adding sharing values), Page 64 (Disclosure and Assurance)
Vedanta GRI G4 Disclosure Document FY 2014-15
Yes
G4-11 Page 44 51 (Adding Sharing values) Yes
G4-12 Page 10 - 11 (Overview) and Page 58 - 61 (Adding and Sharing values) Yes
G4-14 Vedanta Annual Report 2014-15 Yes
G4-15 Internal Front Cover and Page 65 (Adding and Sharing values) Yes
G4-16 Page 60 - 61 (Disclosure and Assurance) Yes
Identified material aspects and boundaries
G4-22 Vedanta GRI G4 Disclosure Document FY 2014-15 Yes
Stakeholder engagement
G4-24 Page 14 (Overview), Page 42 and 43 (Building Strong Relationships) Yes
Report profile
G4-28 Front Cover and Page 65 - 66 (Disclosure and Assurance) Yes
G4-31 Back Cover Page Yes
G4-32 Internal Front Cover and page 65 and 66 (Disclosure and Assurance) Yes
Governance
G4-34 Page 15 - 17 (Overview) Yes
Ethics and integrity

SPECIFIC STANDARD DISCLOSURES
DMA and
Indicators
Page Number
(or Link)
Information related to
Standard Disclosures
required by the ‘in
accordance’ options
may already be
included in other
reports prepared by the
organization. In these
circumstances, the
organization may
elect to add a specific
reference to where the
relevant information
can be found.
Identified Omission(s)
In exceptional cases,
if it is not possible to
disclose certain required
information, identify
the information that
has been omitted.
Reason(s) for
Omission(s)
information, provide
the reason for omission.
Explanation for
Omission(s)
information, explain
the reasons why
the information
has been omitted.
External Assurance
Disclosure has been
externally assured.
If yes, include the page
reference for the External
Assurance Statement
in the report.
CATEGORY: ECONOMIC
Material aspect: economic performance
G4-DMA Page 4- 7 (Overview), 58 - 59 (Adding Sharing Value) Yes
G4-EC1 Page 58 - 59 (Adding Sharing Value)
Yes
G4-EC3 Vedanta GRI G4 Disclosure Document FY 2014-15 Yes
Material aspect: market presence
G4-DMA Vedanta Sustainability Report 2014-15 : Page 4- 7, 58 - 59 Yes
G4-EC6 Page 60 - 61 (Adding Sharing Values) Yes
Material aspect: indirect economic impacts
G4-DMA Page 4- 7 (Overview), Page 48, 60 - 61(Adding Sharing Value) Yes
G4-EC7 Page 50 (Adding Sharing Value) Yes
G4-EC8 Page 4- 7 (Overview), 53 - 55 (Adding Sharing Value) Yes
Material aspect : reserve
G4-OG1 Vedanta GRI G4 Disclosure Document FY 2014-15 Yes
CATEGORY: ENVIRONMENTAL
Material aspect: energy
G4-DMA Page 34 - 35(Responsible Stewardship) Yes
G4-EN3 Page 34 - 35(Responsible Stewardship)
Yes
G4-EN5 Vedanta GRI G4 Disclosure Document FY 2014-15 Yes
G4-EN6 Page 34 - 35(Responsible Stewardship)
Yes
Material aspect: water
G4-DMA Page 32 - 33 (Responsible Stewardship) Yes
G4-EN8 Page 32 - 33 (Responsible Stewardship) Yes
Material aspect: biodiversity
G4-DMA Page 22, 30, 31 (Responsible Stewardship) Yes
G4-EN11 Page 22, 30, 31 (Responsible Stewardship) Yes
G4-EN12 Page 22, 30, 31 (Responsible Stewardship) Yes
G4-MM1 Page 22, 30, 31 (Responsible Stewardship) Yes
G4-MM2 Page 22, 30, 31 (Responsible Stewardship) Yes

GRI INDEX CONTINUED
DMA and
Indicators
Page Number
(or Link)
may already be
included in other
circumstances, the
organization may
can be found.
has been omitted.
Reason(s) for
Omission(s)
Explanation for
Omission(s)
the reasons why
the information
has been omitted.
External Assurance
Disclosure has been
externally assured.
Assurance Statement
in the report.
CATEGORY: ENVIRONMENTAL CONTINUED
Material aspect: emissions
G4-DMA Page34 - 35 (Responsible Stewardship) Yes
G4-EN15 Page 35 (Responsible Stewardship) Yes
Material aspect: effluents and waste
G4-DMA Page 32, 37, 38, 39 (Responsible Stewardship) Yes
G4-EN22 Vedanta Sustainability Report 2014-15 : Page 32
Yes
G4-EN23 Page 37 (Responsible Stewardship)
Yes
G4-MM3 Page 37 (Responsible Stewardship)
Yes
G4-OG5 Page 33 (Responsible Stewardship) Yes
G4-OG6 Page 36 (Responsible Stewardship) Yes
Material aspect: supplier environmental assessment
G4-DMA Page 30 (Responsible Stewardship) Yes
CATEGORY: SOCIAL
Sub-category: labor practices and decent work
Material aspect: employment
G4-DMA Page 50 (Adding Sharing Values) Yes
G4-LA1 Vedanta GRI G4 Disclosure Document FY 2014-15 Yes
Material aspect: labor/management relations
G4-DMA Page 51 (Adding Sharing Values) Yes
G4-MM4 Vedanta GRI G4 Disclosure Document FY 2014-15 Yes
Material aspect: occupational health and safety
G4-DMA Page 25 - 27 (Responsible Stewardship) Yes
G4-LA6 Page 25 - 27 (Responsible Stewardship)
Yes

DMA and
Indicators
Page Number
(or Link)
may already be
included in other
circumstances, the
organization may
can be found.
has been omitted.
Reason(s) for
Omission(s)
Explanation for
Omission(s)
the reasons why
the information
has been omitted.
External Assurance
Disclosure has been
externally assured.
Assurance Statement
in the report.
CATEGORY: SOCIAL CONTINUED
Material aspect: training and education
G4-DMA Page 52 and 53 (Adding Sharing Value) Yes
Material aspect: diversity and equal opportunity
G4-DMA Page 52 and 53 (Adding Sharing Value) Yes
Material aspect: equal remuneration for women and men
G4-DMA Page 52 and 53 (Adding Sharing Value)
Vedanta Annual Report 2014-15
Yes
Material aspect: supplier assessment of labor practices
G4-DMA Page 53 (Adding Sharing Value)
Vedanta Annual Report 2014-15
Yes
G4-LA14 Page 46 (Adding Sharing Value)
Yes
Sub-category: human rights
Material aspect: investment
G4-DMA Page 44 (Adding Sharing values) Yes
G4-HR1 Page 44 (Adding Sharing values)
Yes
Material aspect: child labor
G4-DMA Page 44 (Building Strong Relationship) and Page 51 (Adding Sharing Values) Yes
G4-HR5 Page 44 (Building Strong Relationship) and Page 51 (Adding Sharing Values) Yes
Material aspect: forced or compulsory labor
G4-DMA Page 44 (Building Strong Relationship) Yes
G4-HR6 Page 44 (Building Strong Relationship) Yes
Material aspect: security practices
G4-HR7 Page 44 (Building Strong Relationship)
Yes
Material aspect: indigenous rights
G4-HR8 Vedanta GRI G4 Disclosure Document FY 2014-15 Yes
Material aspect: assessment

GRI INDEX CONTINUED
DMA and
Indicators
Page Number
(or Link)
may already be
included in other
circumstances, the
organization may
can be found.
has been omitted.
Reason(s) for
Omission(s)
Explanation for
Omission(s)
the reasons why
the information
has been omitted.
External Assurance
Disclosure has been
externally assured.
Assurance Statement
in the report.
CATEGORY: SOCIAL CONTINUED
Material Aspect: Supplier Human Rights Assessment
Sub-category: society
Material aspect: local communities
G4-DMA Page 32 (Building Strong Relationship) and Page 53 (Adding Sharing Values) Yes
G4-SO1 Page 32 (Building Strong Relationship) and Page 53 (Adding Sharing Values) Yes
Material aspect: anti-corruption
G4-DMA Page 22 (Overview) Yes
G4-SO3 Vedanta GRI G4 Disclosure Document FY 2014-15 Yes
G4-SO4 Page 22 (Overview) Yes
G4-SO5 Page 22 (Overview) Yes
Material aspect: public policy
G4-DMA Page 59 (Adding and Sharing Values) Yes
G4-SO6 Page 59 (Adding and Sharing Values) Yes
Material aspect : asset integrity and process safety
Material aspect : involuntary resettlement
Material aspect : closure planning
G4-MM10 Vedanta Sustainability Report 2014-15 : Page 22
Yes
Material aspect: grievance mechanisms for impacts on society
G4-DMA Vedanta Sustainability Report 2014-15 : Page 44 Yes
G4-SO11 Vedanta GRI G4 Disclosure Document FY 2014-15 Yes
Material aspect : fossil fuel substitutes
G4-OG13 Refer GRI Word Document Yes

GET IN TOUCH
We value your feedback and welcome comments on this report
or any aspect of our approach to sustainability reporting.
sustainability@vedanta.co.in
MORE ONLINE
View our Sustainability website
sd.vedantaresources.com/SustainableDevelopment2014-15
View our online Annual Report 2014–15
ar2015.vedantaresources.com/
Sustainable Development Report
2014–15
Vedanta Resources plc
5th Floor, 16 Berkeley Street
London W1J 3DZ
Tel: +44 (0)20 7499 5900
Fax: +44 (0)20 7491 8440
www.vedantaresources.com
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