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Vedanta LtdIndustry : Mining / Minerals / Metals
BSE Code:500295
ISIN Demat:INE205A01025
Book Value(Rs):213.37
Div & Yield %:9.86
Market Cap (Rs Cr.):79919.68
Face Value(Rs):1
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Dear Shareholders,

The Board of Directors (Board) presents the Company's Annual Report, together with the audited financial statements for the financial year ended March 31, 2017. Your Company remains focused on cash and building further on balance sheet. The improvement has been driven by the commodity market upturn, production ramp-up as per our commitment and the simplification of our group structure, and we now aspire to attain the next investment level. There was record production of aluminium, power and copper cathodes. Cost optimisation initiatives were implemented across the businesses, which helped us to maintain cost positions on the global cost curves and generate positive cash during FY 2017 before investment for growth capex. We expect FY 2017-18 to be a transformative year for your Company. With an already strong balance sheet, a record Q4 FY 2016-17 EBITDA of Rs 7,275 Crore, continuing growth from the ongoing ramp-ups across most of our businesses, a clear capital allocation strategy and a defined dividend policy, we are confident about Vedanta's prospects for the coming years and are optimistic about the long-term outlook for the global resources sector.


FY 2017 has seen strong performance both in terms of volumes and costs. Aluminum and Power continued to ramp up and Zinc India delivered a strong performance in last quarter in line with the mine plan. Margin improved further by about 500 basis points sequentially to exit at 44%. Attributable PAT before exceptional and DDT for the year was at Rs 7,323 Crore, nearly 3 times that of previous year, reflecting the operational leverage flowing through to the bottom line. EPS is the highest in the last four years since the existence of Vedanta Limited in its current form, post the Sesa Goa-Sterlite merger.

Debt reduction continued to remain one of our key priorities. Excluding temporary borrowing by Zinc India to bridge its dividend payment and investment maturities, gross debt reduced by over Rs 4,000 Crore during the year. Our net debt to EBITDA and gearing ratios are best-in-class, and the lowest and strongest among the Indian and global peers. Some of the key financial highlights for FY 2017 are:

Solid Financial Performance

PAT1 up 2.6 times at Rs 7,323 Crore and Revenues up 12% to Rs 71,721 Crore EBITDA up 41% to Rs 21,437 Crore Free cash flow of Rs 13,312 Crore

Delivering on committed cost savings

Delivered cumulative cost and marketing savings of US$712 Mn over the last 8 quarters; ahead of plan to deliver US$1.3 Bn in four years

Strong Balance sheet

Gross Debt2 reduced by c. Rs 4,115 Crore during the year; further reduction of c. Rs 6,200 Crore post 1st April Net Debt/EBITDA at 0.4x – lowest and strongest among Indian and global peers Strong financial position with total cash and liquid investments of Rs 63,471 Crore

Highest-ever dividends declared

Vedanta Limited announced interim dividend of Rs 6,580 Crore in March 2017

Hindustan Zinc announced interim dividend of Rs 13,985 Crore including dividend distribution tax in March 2017

Contribution to the ex-chequer in FY 2017 at c.

Rs 40,0003 Crore

1. Attributable PAT before exceptional items & Dividend Distribution Tax (DDT)

2. Excluding Temporary short term borrowing (Rs 7,908 Crore) at Zinc India taken for dividend payment

3. Including Dividends to Government

The Company's financial highlights in accordance with IND AS are provided below:

(Rs in Crore)

Standalone Consolidated
Particulars Year ended March 31, 2017 Year Ended March 31, 2016 Year ended March 31, 2017 Year ended March 31, 2016
Net Sales/Income from Operations (including excise duty) 38,540.42 36,022.57 76,171.25 67,992.71
Profit from operations before other income, finance costs 3,665.15 36,022.57 15,040.42 6,579.12
and exceptional items
Other Income 9,704.92 9,925.63 4,580.59 4,443.56
Finance costs 3,896.16 3,600.44 5,855.04 5,778.13
Exceptional items (1,324.10) 25,588.02 114.40 33,784.72
Profit /(loss) before tax 10,798.01 (17,759.55) 13,651.57 (28,540.17)
Tax expense/(credit) (270.69) (5,853.32) 3,778.31 (10,677.55)
Net Profit/(loss) after tax 11,068.70 (11,906.23) 9,873.26 (17,862.62)
Share of profit/(loss) of associate NA NA (2.67) 0.23
Minority Interest NA NA 4,358.38 (5,591.92)
Net Profit after taxes, minority interest and consolidated share in profit/(loss) of associate 11,068.70 (11,906.23) 5,512.21 (12,270.47)
Paid-up equity share capital (Face value of Rs 1 each) * 296.5 296.5 296.50 296.50
Reserves excluding revaluation reserves as per balance sheet 79,396.35 78,865.69 60,128.36 43,742.67
Earnings per share (Rs) 29.04 (32.76) 18.60 (41.38)
Transferred to General Reserve NIL NIL - -
Interim Dividend 7,098.86 1,037.75 7,098.86 1,037.75
Transferred to Debenture Redemption Reserve 571.27 440.16 560.65 504.94
Proposed dividend on equity shares (incl. Dividend distribution tax)** NIL 271.58 - -

* Pursuant to the merger the increased paid up share capital would be Rs 371.75 Crores.

** Proposed dividend of erstwhile Cairn India Limited paid to external shareholders (excluding the share of dividend in Vedanta Limited and fellow subsidiaries)


In line with Vedanta's strategic priority to ramp up production at our Zinc, Aluminium, Power and Iron Ore businesses, we achieved strong results on this front during the year. In particular, record production levels at Hindustan Zinc and the ramp-up at Aluminium are well-timed in these strong commodity markets. We have maintained our commitment to prudent cost management, thereby delivering strong returns for all stakeholders.

Some of the key operational highlights for FY 2017 are: Record annual production at Aluminium, Power, Zinc India (Zinc and Silver) and at Copper-India Oil & Gas: Successful ramp up from Mangala EOR with production level of 56,000 boepd in Q4 Iron Ore: Achieved 2.6 million tonnes of the additional production capacity granted in Goa Zinc International: Gamsberg project on track to commence production in mid CY 2018


A detailed report on the Management Discussion and Analysis in terms of the provisions of Regulation 34 of the Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015 (Listing Regulations), is provided as a separate chapter in this Annual Report.


A detailed Business Responsibility Report in terms of the provisions of Regulation 34 of the Listing Regulations is available as a separate section in this Annual Report.


The Regional Director, Western Region, Mumbai (RD), vide its order dated February 2, 2017, approved the shifting of the Company's registered office from the State of Goa to the State of Maharashtra, Mumbai.

The Board on February 3, 2017, vide their resolution passed through circulation have approved the registered office address in Mumbai as Vedanta Limited, 1st floor, C Wing, Unit 103, Corporate Avenue, Atul Projects, Chakala, Andheri (East), Mumbai - 400093, Maharashtra, India with effect from February 4, 2017.


The Board on July 22, 2016, revised the terms of Scheme of Arrangement between the Company and Cairn India Limited (‘Cairn India') and their respective shareholders and creditors (the ‘Scheme'), which was initially announced on June 14, 2015. The Company received all approvals necessary for effecting the merger during the year and merger was made effective on April 11, 2017. This merger consolidates Vedanta's position as one of the world's largest diversified natural resources companies, with world-class, low-cost assets in Metals & Mining and Oil & Gas. As on the date of merger, pro forma market cap of the merged Company was US$ 15.6 Bn and a higher free float of 49.9%. The combined entity is uniquely positioned to unlock India's wealth of world-class energy and mineral resources. The merged company is committed to enhance oil & gas production, and preserving the 'Cairn' brand.

As per the terms of the merger, public shareholders of Cairn India received for each equity share held by them in erstwhile Cairn India Limited, one equity share of face value of Rs 1 each and four 7.5% Non-Convertible Non-Cumulative Redeemable Preference shares of Rs 10 each in Vedanta. Cairn India shareholders, who became shareholders of Vedanta, also received the second interim dividend of Rs 17.70 per equity share as approved by the Board on March 30, 2017.


The Company adopted Ind AS from the current financial year with the transition date of April 1, 2015. As required under Ind AS, the comparative period financial statements have been restated for the effects of Ind AS. The effect of the transition has been explained in more detail in the notes to the financial statements. The Company has also accounted for the Cairn merger as per the pooling of interests method as prescribed under Ind AS 103. The impact of the merger on the carrying value of investments in various subsidiaries including foreign subsidiaries has been accounted for as part of the merger accounting.


Pursuant to the Scheme becoming effective, the

Company's authorised share capital stands changed from 51,620,100,000 (Rupees Five thousand One Sixty Two Crore & One Lakh only) divided into 51,270,100,000 (Five Thousand One Twenty Seven Crore & One Lakh) number of equity shares of Rs 1/- (Rupee One) each and 3,50,00,000 (Three Crore Fifty Lakhs Only) redeemable preference shares of Rs 10/- each to Rs 74,12,01,00,000 (Seven Thousand Four Hundred Twelve Crores and One Lakh only) divided into 44,020,100,000 (Four Thousand Four Hundred and Two Crore and One Lakh only) number of equity shares of Rs 1/- (Rupee One) each and 3,010,000,000 (Three Hundred and One Crore) redeemable preference shares of Rs 10/- (Rupees Ten) each.


The Board approved the payment of 1st and 2nd interim dividend of Rs 1.75 per equity share and Rs 17.70 per equity share of Rs 1 each on October 28, 2016 and March 30, 2017, respectively. In view of the record interim dividend declared in March, 2017, no final dividend is recommended.


The Company proposes not to transfer any funds out of its total profit of Rs 11,068.70 Crore for the financial year to the General Reserve.


Your Board has approved and adopted a dividend distribution policy on May 15, 2017. The policy is available on the website of the Company at media/107147/vedl_dividend_policy_may_15_final.pdf


As reported last year, the Company has discontinued the renewal of its fixed deposits on maturity. As at March 31, 2017, all fixed deposits had matured, while deposits amounting to Rs 54,000 remained unclaimed. Since the matter is sub judice, the Company is maintaining status quo.


Pursuant to the provisions of Section 125 of the Companies Act, 2013, the declared dividends, which remained unpaid or unclaimed for a period of seven years, have been transferred by the Company to the IEPF established by the Central Government pursuant to Section 125 of the said Act.


The Company has been rated by CRISIL Limited (CRISIL) and India Ratings and Research Private Limited (India Rating) for its banking facilities in line with Basel II norms. During the year, CRISIL upgraded the ratings for the Company's long-term bank facilities and its Non-Convertible Debentures (NCDs) programme to CRISIL AA / Stable Outlook from our ratings at CRISIL AA- / Negative. The revision happened in three steps in September 2016 – Change in Outlook from Negative to Stable; February 2017 – change in Outlook from Stable to Positive and April 2017 – Upgrade of Ratings from CRISIL AA- / Positive outlook to CRISIL AA / Stable Outlook. The Company has the highest short-term rating on its working capital and Commercial Paper programme at CRISIL A1+. The agency expects that the ramp-up of aluminium, iron ore and power capacities; and stable commodity prices shall aid higher cash flow generation and leverage reduction for the Company in near to medium term. Also, the agency shall be guided by extent and timeline for reduction in gross debt for further positive rating action.

India Ratings affirmed the Company's ratings on long-term scale at IND AA and short-term rating at IND A1+ while keeping the Outlook Negative in December 2016. The agency expected the merger to have been completed by 1HFY17 and the shift in timelines to 4QFY17 led to maintaining of Negative Outlook. With necessary approvals for completion of merger along with consolidated leverage (including parent debt) of less than fix, we are engaging with the agency for review of the ratings.

Overall, we believe that stable price environment along with improved scale of operations across businesses shall aid faster deleveraging during FY 2017-18.


At Vedanta, Sustainable Development is integral to the core business strategy. We continue to be a transparent and responsible corporate citizen; committed to a ‘social license to operate' and partner with communities, local governments and academic institutions to help catalyse socio-economic development in the areas where we operate. The Company reaffirms its Core Values of Trust, Entrepreneurship, Innovation, Excellence, Integrity, Respect and Care, which are the basis of Vedanta's Sustainable Development Model. The model continues to be centred on the four strategic pillars: Responsible Stewardship; Building Strong Relationships; Adding and Sharing Value; and Strategic Communications.

With the Sustainable Development model, we built the Sustainable Development framework, which is aligned to global best practices and standards, including the United Nations Global Compact's (UNGC) 10 principles; the International Finance Corporation (IFC) performance standards; the International Council on Mining and Metals (ICMM) principles; UN Sustainable Development Goals (SDGs); and the Organisation for Economic Cooperation and Development (OECD) promoted Multinational Guidelines. This robust framework provides the business and the leadership teams parameters on which to assess, monitor, review key sustainability priorities, such as safety, health and environment, stakeholder engagement and community development activities, as per the Company's approach on ‘social license to operate'. Vedanta Sustainability Assurance Programme (VSAP) has been bedrock in promoting transparency and compliance of all our businesses with the Group's Sustainable Development Framework. In continuation with last year, the big focus areas have been on implementation of six key safety performance standards across the Group; VSAP process has categorically focused on compliance level to these standards and highlighted areas of improvement. During the year, we focused heavily on safety performance of our businesses under the overarching umbrella of Health, Safety and Environment (HSE) best practices. Community engagement and development programmes were geared with emphasis on need assessments and longevity of the project and related outcomes/benefits. Our resolve is strong and we continue to work towards achieving zero harm.

Vedanta's teams across businesses are driving various capacity-building and behavioural programmes. Our awareness campaigns aim to entrench a culture of safety and risk awareness. Training programmes on ‘Making Better Risk decisions' is one such programme rolled out across the businesses to improve safety decision making of people at the shop floor level. Similarly, ‘Experience Based Quantification' (EBQ) using Bow Tie Risk Assessment as methodology was utilised in identifying critical risks from safety and environmental perspective for key businesses. In FY 2016-17, over 11,155,62 hours of safety training were delivered to employees and contractors. COP 21 (Conference of partius) has been a remarkable event in changing the dynamic of climate change discourse, globally. We are pleased to see India's inclusion as a signatory, and as an Indian company, we do respect the country's unique issues in the carbon debate. We formed a multi-disciplinary committee headed by the CEO Power business to oversee development and implementation of carbon policy/strategy and action plan in lieu of Intended Nationally Determined Contribution (INDC) commitments of the Government of India (GoI).

We ensure that our Biodiversity Management Plans are in place, and our environmental footprint follows the most rigorous global standards. We have developed specific objectives and targets, particularly with regards to water and energy management.

Finding innovative ways to reduce waste is a priority for us at Vedanta. This year we focused on the concept of ‘Waste to Wealth' and through a house e-platform, Eureka, we invited ideas from our employees on the same. Overwhelming response was received, and presently implementable ideas are being taken as a project with dedicated teams for execution. Efforts on recycling/reuse of mineral waste is ongoing across the businesses with ultimate aim of achieving 100% recycling/reuse. We are present in some of the world's most unique, remote and underdeveloped regions. We are committed to respect, learn from and create a shared understanding with our communities. Connecting with our communities is not just the right thing to do; it is a fundamental imperative of our ‘license to operate'. Periodic stakeholder meetings with Socially Responsible Investors (SRI) Investors and lenders were undertaken and the update was provided in the Group Sustainability Committee; and will be considered as a stakeholder feedback for materiality analysis. It is heartening to note that the key outcomes included positive validation of our sustainability model is in line with global practices on engaging with civil society, communicating performance on community development, human rights as well as addressing legacy issues.


Cutting-edge technology is in Vedanta's DNA, and over the years, the Company has leveraged technology and innovation to ensure sustainable operations. Over the past few years, the Company has taken various steps to promote innovation and embrace digital technologies. It has a strong Innovation and Technology programme that emphasises on funding in-house opportunities for R&D across mining, exploration and production. As part of the programme, the Company has created ‘Eureka', a web-based platform to nurture and incubate in-house innovation and technology. Technology within Vedanta is shifting towards being a partner at the frontlines, directly enabling business, especially in areas like logistics automation, connected mines, integrated operations centre, mobility, IoT based analytics and wearables. The Company has invested in concepts, such as digital mining that allow them to take their mining operations to new levels of performance, from pit to port, across the whole mine value chain. Digital Oil Field (DOF) is a key technology project deployed in the Oil & Gas fields. It integrates the production process with efficient well monitoring — thus optimising the entire asset. DOF provides a user friendly, web-based interface with enhanced data mining and visualisation capabilities. It also acts as a central location for accessing real-time data available through distributed control systems/ supervisory control and data acquisition (DCS/SCADA) systems. To have a digitally enabled workforce, the organisation has undertaken many initiatives which empower the teams to deliver above par performance with real time data. Integrated enterprise platforms and ecosystems are being upgraded across the organisation. Analytics is being adopted to improve information availability on demand.

Organisation is adopting latest security standard and deploying state-of-the-art tools like DLP, SIEM, Anti-APT, PIM, MFA and more to secure digital assets.

Vedanta appreciates that the technology landscape is continuously changing at a rapid pace and the Company must constantly evolve and adapt to leverage these changes for competitive advantage. It recognises the need to develop a comprehensive digital strategy and drive transformational change across the organisation that instills digital expertise in all facets of the business and creates value proposition for all stakeholders.

Towards this end, Vedanta has created a new position of ‘Chief Digital Officer' (CDO). This position will be an integral part of the Executive Committee. The Company is looking at an innovative model to fill this position in partnership with the global technology giants to bring in cutting-edge technology and expertise to unleash the full potential of the business. This position shall be part of the top thought leadership and shall have the critical responsibility for developing and implementing Vedanta's digital strategy. Move towards digitisation shall play a key role in adding value to the business through a combination of reduction in costs, improving efficiencies and enabling decision making, among others all culminating into a positive impact on the bottom-line.


As part of our governance philosophy, the Board has formed a Risk Management Committee to ensure a robust risk management system in line with the applicable laws. The details of Committee and its terms of reference are set out in the Corporate Governance Report, which is part of the Board's Report and is available as a separate section in this Annual Report.

Our businesses are exposed to a variety of risks, which are inherent to an international mining and resources organisation. Our risk-management framework is designed to be simple, consistent and clear for managing and reporting risks from the Group's businesses to the Board. Our management systems, organisational structures, processes, standards and code of conduct together form the system of internal controls that govern how we conduct business and manage associated risks. We have a multilayered risk management framework to effectively mitigate the various risks, which our businesses are exposed to in the course of their operations.

The Risk Management Committee supports the Audit Committee and the Board in developing the group-wide risk-management framework. Risks are identified through a consistently applied methodology. The Company has put in place a mechanism to identify, assess, monitor and mitigate various risks to key business objectives.

Major risks identified by businesses and functions are systematically addressed through mitigating actions. Risk officers have also been formally nominated at operating businesses, as well as at Group level, to develop the risk-management culture within the businesses.

Our Risk Management Framework is designed to help the organisation meet its objectives through alignment of operating controls with the Group's mission and vision.


The Board has devised systems, policies and procedures / frameworks, which are currently operational within the Company for ensuring the orderly and efficient conduct of its business. This includes adherence to the Company's policy, safeguarding assets, prevention and detection of frauds and errors, accuracy and completeness of the accounting records and timely preparation of reliable financial information. In line with best practices, the Audit Committee and the Board reviews these internal control systems to ensure they remain effective and are achieving their intended purpose. Where weaknesses, if any, are identified as a result of the reviews, new procedures are put in place to strengthen controls. These controls are in turn reviewed at regular intervals. The systems/frameworks include proper delegation of authority, operating philosophies, policies and procedures, effective IT systems aligned to business requirements, an internal audit framework, an ethics framework, a risk management framework and adequate segregation of duties to ensure an acceptable level of risk. Documented controls are in place for business processes and IT general controls. Key controls are tested by entities to assure that these are operating effectively. Besides, the Company has also adopted a SAP GRC (Governance, Risk and Compliance) framework to strengthen the internal control and segregation of duties/ access. It also follows a half-yearly process of management certification through the Control Self-Assessment framework, which includes financial controls/exposures.

The Company has documented Standard Operating Procedures (SOP) for procurement; project / expansion management capital expenditure; human resources; sales and marketing; finance; treasury; compliance; safety; health; and environment (SHE); and manufacturing.

The Group's internal audit activity is managed through the Management Assurance Services (MAS) function. It is an important element of the overall process by which the Audit Committee and the Board obtains the assurance on the effectiveness of relevant internal controls.

The scope of work, authority and resources of MAS are regularly reviewed by the Audit Committee. Besides, its work is supported by the services of leading international accountancy firms.

The Company's system of internal audit includes: covering monthly physical verification of inventory; a monthly review of accounts; and a quarterly review of critical business processes. To enhance internal controls, the internal audit follows a stringent grading mechanism, focusing on the implementation of recommendations of internal auditors. The internal auditors make periodic presentations on audit observations including the status of follow-up to the Audit Committee. The Company is also required to comply with the Sarbanes Oxley Act Sec 404, which pertains to Internal Controls over Financial Reporting (ICOFR). Through the SOX 404 compliance programme, which is aligned to the COSO framework, the Audit Committee and the Board also gains assurance from the management on the adequacy and effectiveness of ICOFR. Additionally, as part of their role, the Board and its Committees routinely monitors the Group's material business risks. Due to the limitations inherent in any risk management system the process for identifying, evaluating and managing the material business risks is designed to manage, rather than eliminate risk. Besides, it has been created to provide reasonable, but not absolute assurance against material misstatement or loss. Since the Company has strong internal control systems which are further strengthened by periodic reviews as required under the Listing Regulations and SOX compliance by the Statutory Auditors, the CEO and CFO recommend to the Board continued strong internal financial controls. Based on the information provided, nothing has come to the attention of the Directors to indicate that any material breakdown in the function of these controls, procedures or systems occurred during the year. There have been no significant changes in the Company's internal financial controls during the year that have materially affected or are likely to materially affect. There are inherent limitations to the effectiveness of any system of disclosure controls and procedures, including the possibility of human error and the circumvention or overriding of the controls and procedures. Accordingly, even effective disclosure controls and procedures can only provide reasonable assurance of achieving their objectives. Moreover, in the design and evaluation of the Company's disclosure controls and procedures, the management was required to apply its judgment in evaluating the cost-benefit relationship.


The Company has in place a robust vigil mechanism for reporting genuine concerns through the Company's Whistle Blower Policy. As per the Policy adopted by various businesses in the Group, all complaints are reported to the Director – Management Assurance, who is independent of operating management and the businesses. In line with global practices, dedicated email IDs and a centralised database has been created to facilitate receipt of complaints. A 24x7 whistle blower hotline and a web-based portal was also launched during the year. All employees and stakeholders can register their integrity related concerns either by calling the toll free number or by writing on the web-based portal which is managed by an independent third party. The hotline provides multiple local language options. After the investigation, established cases are brought to the Group Ethics Committee for review and decision-making. All cases reported as part of whistle blower mechanism are taken to their logical conclusion within a reasonable timeframe. All Whistle Blower cases are periodically presented and reported to the Company's Audit Committee. The details of this process are also provided in the Corporate Governance Report and the Whistle Blower Policy is posted on the Company's website.


The Company has zero tolerance for sexual harassment at workplace. It has adopted a policy on prevention, prohibition and redressal of sexual harassment at workplace in line with the provisions of the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 and the Rules thereunder for prevention and redressal of complaints of sexual harassment at workplace.

As part of Vedanta Group, the Company is an equal opportunity employer and believes in providing opportunity and key positions to women professionals. The Group has endeavoured to encourage women professionals by creating proper policies to tackle issues relating to safe and proper working conditions, and create and maintain a healthy and conducive work environment that is free from discrimination. This includes discrimination on any basis, including gender, as well as any form of sexual harassment. During the year, there were two complaints received, all of which were resolved. Your Company has constituted Internal Complaints Committee (ICC) for various business divisions and offices, as per the requirements of the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013.


The Company is committed to conduct its business in a socially responsible, ethical and environment friendly manner and to continuously work towards improving quality of life of the communities in its operational areas. We believe that the sustainable development of our businesses is dependent on sustainable, long lasting and mutually beneficial relationships with our stakeholders, especially the communities we work with. As a responsible corporate citizen, we have a role to play in the integrated and inclusive development of the country, in partnership with government, corporates and civil society/community institutions. We also believe that our employees have the potential to contribute not just to our business, but also towards the goal of building strong communities.

The Company complies with Section 135 of the Act and the approach is focused on long- term programmes aligned with community needs. Nandghar Project has emerged as the Company's flagship CSR initiative. We have made a bold commitment of building 4,000 state-of-the-art Nandghars in India to secure our children's future. The same Nandghars will also serve as vehicles for women's empowerment and entrepreneurship. During the year, we completed 97 Greenfield Nandghars in four states (Rajasthan, Uttar Pradesh, Madhya Pradesh and Goa) and four brownfield Nandghars in Rajasthan. Other than Nandghar, the various business units of the Company continue to focus on healthcare, education, skill development, women's empowerment, agriculture and animal husbandry in our neighbourhood communities. Some of the programme highlights from our business units are –

Since its inception in 2008-09, the Subhalaxmi

Cooperative Society promoted by Vedanta Jharsuguda, has formed over 277 Self Help Groups (SHGs) consisting of 3,235 members in 63 peripheral villages of Jharsuguda, Kolabira and Kirmira Blocks. It has promoted over 2,392 micro entrepreneurs in its operational villages.

At Lanjigarh, under Project Sakhi, around 2,183 women are engaged in 186 SHGs across 45 villages surrounding our area of operation. Out of the cumulative saving of Rs 7.3 Mn, approximately Rs 2.5 Mn has been disbursed as internal loan to various members. Additionally, the SHGs have managed to create credit linkages worth Rs 6.9 Mn resulting in around 1,085 women being engaged in various income generating activities.

Sterlite Copper's ‘Ilam Mottukal' aims to ensure that every girl child is provided with quality school education in an enabling environment so that they can realise her fullest potential. This project is impacting 8,046 girl children across 86 schools in Thootukudi district of Tamil Nadu. The project, in its fifth year now, has resulted in 80% improvement in the learning level of girl children and 95% pass percentage in the class 10 exams.

With the objective of promoting digital education and literacy in the rural areas, Vedanta Foundation & Vedanta Limited, in collaboration with the Directorate of Education, Government of Goa and Government of Karnataka, have launched Smart Class and Science Lab pilot project for students. The aim is to get these students oriented to smart technology in a friendly manner.

To improve medical facilities for the community and medical education in the region, Vedanta has partnered with Odisha Government to set-up a Government Medical College in Bhangabari at Bhawanipatna, Kalahandi District at an estimated investment of Rs 100 Crore. Vedanta will provide infrastructural support and the college is scheduled to be completed by 2018. The state-of-the-art hospital, being built as part of the college, will provide easy access to medical treatment for the communities residing in the region. Since 2010, Vedanta's Skill School at BALCO (Korba,

Chhattisgarh) has, in partnership with International Leasing & Financial Services (IL&FS), trained nearly 6,120 youth and linked the marginalised sections of society with the mainstream economy.

Yuvantaran (Mining Academy of HZL) - Underground mining is the future of mining, but there is a dearth of enough skilled manpower in this area. HZL is working to change this and has initiated possibly the largest such initiative, focused on preparing manpower for underground mining. We are currently running two programmes – one is an intense 18 month residential training for Heavy Earth Moving Machinery (with 110 rural youth), and the other is an 8 month residential programme for Winding Engine Drivers (with 47 rural youth). Both programmes are being implemented in partnership with the Skill Council of Mining Sector (SCMS) and Indian Institute of Skill Development (IISD).

Skorpion Zinc is spearheading the ‘It Begins With Youth' (IBWY) project in partnership with Omayembeko Hope Foundation (OHF). The project targets young people aged between 13 and 35 years, who are experiencing social problems related but not limited to alcohol and drug abuse, crime, discrimination, HIV/AIDS, immorality, sexual and domestic violence, poverty and unemployment. The overall objective of the project is to empower young people, ensuring that they can develop and reach their potential. The project reaches out to over 6,000 youth.

CAIRN India established an RO plant in Sewniwala, which is probably the largest community drinking water plant in India running on solar power, and will have a far-reaching impact with an environment friendly process. During the year, the Company's divisions spent Rs 48.48 Crore on CSR activities, while on a consolidated basis it spent about Rs 110.04 Crore on CSR in India. A brief overview of CSR initiatives forms part of the Directors' Report and is annexed hereto as Annexure A. Your Company's CSR Policy addresses the Company's commitment to conduct its business in a socially responsible, ethical and environment friendly manner; and to continuously work towards improving the quality of life of the communities in the areas where it operates.

The CSR policy may be viewed on: http://www.



During the year under review, on the recommendation of Nomination and Remuneration Committee (‘NRC') and in accordance with provisions of the Companies Act, 2013, Mr. G.R. Arun Kumar (DIN: 01874769) was appointed as an additional Whole-Time Director for a period of three years w.e.f. November 22, 2016 and holds office upto the date of the ensuing Annual General Meeting (‘AGM') and being eligible has offered himself for appointment as a Whole-Time Director. Mr. GR Arun Kumar is also designated as CFO of the Company. The appointment is subject to approval of the members. Further, the Board at its meeting held on March 30, 2017, approved the appointment of Mr. K. Venkataramanan (DIN: 00001647), as an additional Non Executive Independent Director for a fixed term of three (3) years effective April 01, 2017. The appointment is subject to approval of the members.


In accordance with the provisions of Act and the Articles of Association of the Company, Mr. Thomas Albanese (DIN: 06853915), Whole-Time Director & CEO, is retiring by rotation and has offered himself for re-appointment. Further, on the recommendation of NRC, the Board at its meeting held on March 30, 2017 reappointed Mr. Thomas Albanese as the Company's Whole-Time Director and CEO for a further period from April 01, 2017 till August 31, 2017.

Brief profiles of Mr. Thomas Albanese, Mr. GR Arun Kumar and Mr. K Venkataramanan along with the disclosures required pursuant to Listing Regulations and the Companies Act, 2013 are given in the Notice of the AGM, forming part of the Annual Report.

Attention of the members is invited to the relevant items in the Notice of the AGM and the Explanatory Statement thereto.


Mr. DD Jalan superannuated as the Whole Time Director and CFO of the Company w.e.f. September 30, 2016. Ms. Anuradha Dutt resigned from the position of Independent Director w.e.f. close of business hours of March 31, 2017 on account of her other commitments. The Board places on record its appreciation for the valuable services rendered by Mr. Jalan and Ms. Dutt during their tenure.

All Independent Directors have provided declarations that they meet the criteria of independence as laid out under Section 149(6) of the Act and the Listing Regulations. The details of training and familiarisation programmes; annual Board Evaluation process; the policy on Director's appointment and remuneration including criteria for determining qualifications, positive attributes, independence of Director; and also remuneration for Key Managerial Personnel (KMP) and other employees forms part of Corporate Governance Report.


The Board met nine (9) times during the year. The details of Board meetings are laid out in Corporate Governance Report.


During the year under review, the Company appointed Mr. GR Arun Kumar as CFO w.e.f. October 1, 2016 and Ms. Bhumika Sood, as the Company Secretary of the Company w.e.f. November 22, 2016 and designated them as the KMP under Section 203 of the Act.

Mr. DD Jalan, Whole -Time Director and CFO and Mr. Rajiv Choubey, Company Secretary & Compliance Officer ceased to be in employment of the Company and accordingly relinquished their position of KMPs w.e.f September 30, 2016 and May 31, 2016, respectively.

The following Directors/Executives are KMPs of the Company during FY 2016-17: Mr. Navin Agarwal, Executive Chairman Mr. Tarun Jain, Whole-Time Director Mr. Thomas Albanese, Whole-Time Director & Chief Executive Officer Mr. GR Arun Kumar, Whole-Time Director & Chief Financial Officer Ms. Bhumika Sood, Company Secretary & Compliance Officer


The composition of the Audit Committee is in compliance with the provisions of Section 177 of the Act and Regulation 18 of the Listing Regulations. The information in respect of composition, scope, terms of reference, meetings etc. of Audit Committee forms part of the Corporate Governance Report. The Board has accepted all recommendations made by the Audit Committee during the year.


Human resources play a significant role in your Company's growth strategy. Your Company emphasised on talent nurturing, retention and engaging in a constructive relationship with employees with a focus on productivity and efficiency and underlining safe working practices. The significant focus areas during the year comprised the following:

Leadership Development and Talent Management

Internal Growth Workshops: Internal Growth Workshop is a uniquely designed programme with an objective to provide enhanced and elevated roles to the HIPOs in line with their career aspirations. It is a two way platform to share ideas, vision and synergies aspirations in a structured way. Such workshops enhance communication, inspire employees, and urge them to harness their potential further. So far over 300 new leaders have been identified through this initiative and has benefited them significantly in their career trajectory, which has come ahead of time opportunity. Importantly employees are encouraged to rotate / move across various new roles, locations, businesses once every three years. The average age of the participant was 35 years.

V Connect' Initiative: ‘V Connect' is a programme to anchor all 12,000 professionals globally to engage with the senior leadership team and get personal and professional development insights, ultimately leading to superior performance delivery. This is one of the largest initiatives of its kind carried out across corporates. We are utilising the power of technology using ‘App' to its optimum to ensure coverage at such a large scale.

Right Management In Place (RMIP) - Strategic Hiring

In our endeavour to strengthen management teams across business, realigning the organisation structure and bridging the critical gaps in each of the business, we initiated recruitment drive along with the business for various leadership positions including Expats / Specialist Positions. Hiring for these positions was initiated with focus on recruitment from best practices companies / diversity.

Enhanced Maternity/Paternity/Adoption Leave

A progressive parental leave policy was announced wherein maternity leave was enhanced to 26 weeks. Adoption leave of 12 weeks and paternity leave for 1 week was also announced. The new parental leave policy has been welcomed by our employees as the best-in-class in the industry.

Performance Scorecard

With an objective to further strengthen, objectivise the performance evaluation process has put in place Performance Scorecard assessment for employees. Vedanta Senior management believe in leading from the front and live up to the highest performance benchmarks. In this regard, over 300 key people in the organisation who are in the top two grades already have a Performance Scorecard created for them. Moving further, similar approach will be followed for developing output based Performance Scorecards for its professionals with clearer goals, measurable targets and defined performance levels.

Employee Stock Option Scheme (‘ESOS') 2016

ESOS 2016 aims at rewarding employees with wealth creation opportunities, encouraging high-growth performance and reinforcing employee pride. For the very first time Vedanta Limited options were conceived and scheme was launched after obtaining statutory approvals, including shareholders' approval. The Company's 1,116 employees were covered under the ESOS 2016 scheme and the same was well received by them. The Grant under ESOS is a combination of individual contribution, business as well as overall Vedanta Limited's performance.

Global Internship Programme (GIP)

GIP was launched in June 2016 to bring on board global professionals to provide their perspective on our businesses and gain exposure by working on live projects under the mentorship of the senior leadership team. Through this programme, we engaged with the Ivy League B-Schools including Harvard Business School, Wharton as well as London Business School. During the year, your Company has received recognitions at Forums like CII and World HRD Congress in fields of HR excellence and HR Tech. Your Company got facilitation by the Working Mother and AVTAR as well as WILL for progressive Women friendly policies in the area of internal development, growth opportunities, leadership development and enhanced parental leave policies. The Company is committed to provide equal opportunities to all its employees, irrespective of gender, nationality and background. It believes that diversity brings varied perspective, collaborative decision making and ideas to the organisation and collectively can create superior outcomes. The Company is conscious towards improvising the gender diversity up to 33% at board level from existing 13% and 20% at its professional employee population from existing 12% by year 2020.


The statement of Disclosure of Remuneration under Section 197 of the Act and Rule 5(1) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014 (‘Rules'), is appended as Annexure B to the Report.

In accordance with the provisions of Section 197(12) of the Act and Rule 5(2) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014, the names and other particulars of employees are set out in the annexure to this report. In terms of provisions of Section 136 (1) of the Act, this report is being sent to the members without this annexure. Shareholders interested in obtaining a copy of the annexure may write to the Company Secretary.


The Company is committed to maintain the highest standards of corporate governance and adhere to the corporate governance requirements set out by the Securities and Exchange Board of India (SEBI). The Company has also implemented several best corporate governance practices as prevalent, globally. The Corporate Governance Report as stipulated under the Listing Regulations forms an integral part of this Report.

The requisite certificate from the Company's auditors confirming compliance with the conditions of corporate governance is attached to the Corporate Governance Report.


The details forming part of the extract of the Annual Return in form MGT-9 is annexed hereto as ‘Annexure C'


Particulars of loans given, investments made, guarantees given and securities provided along with the purpose for which the loan or guarantee or security is proposed to be utilised as per the provisions of Section 186 of the Act are provided in the standalone financial statement forming part of the Annual Report.


In terms of provisions of Section 129(3) of the Companies Act, 2013, where the Company has one or more subsidiaries, it shall, in addition to its financial statements, prepare a consolidated financial statement of the Company and of all the subsidiaries in the same form and manner as that of its own and also attach along with its financial statement, a separate statement containing the salient features of the financial statement of its subsidiaries. In accordance with the above, the consolidated financial statement of the Company and all its subsidiaries and joint ventures form part of the Annual Report. Further, a statement containing the salient features of the financial statements of our subsidiaries and joint ventures in the prescribed Form AOC-1 is part of the report. The said form is included in the Consolidated Financial Statement. In accordance with Section 136 of the Companies Act, 2013, the Audited Financial Statements and related information of the subsidiaries, where applicable, will be available for inspection during regular business hours at our registered office. These may also be accessed on the Company's website

As per the Listing Regulations, a policy on material subsidiaries as approved by the Board, may be accessed on the Company's website:


In line with the requirements of the Companies Act, 2013 and Listing Regulations, your Company has formulated a policy on Related Party Transaction (RPT), which is also available on the Company's website (http://www.vedantalimited. com/investor-relations/corporate-governance.aspx). The Policy intends to ensure that proper reporting, approval and disclosure processes are in place for all transactions between the Company and related parties.

The Company presents a detailed landscape of all RPTs to the Audit Committee, specifying the nature, value, and terms and conditions of the transaction. The Company has developed a Related Party Transactions Manual-Standard Operating Procedures to identify and monitor all such transactions. All contracts/arrangements/transactions entered by the Company during the financial year with related parties were on an arm's length basis, in the ordinary course of business and were in compliance with the applicable provisions of the Act and Listing Regulations.

During the year, there have been no materially significant related party transactions between the Company and Directors, management, subsidiaries or relatives, as defined under Section 188 of the Act and Regulations 23 the Listing Regulations.

Accordingly, the disclosure required u/s 134(3)(h) of the Act in Form AOC-2 is not applicable to your Company.


No significant and material orders have been passed by any regulators or courts or tribunals against the Company, impacting the going concern status and its operations in future. However, as informed in the previous report:

1. Iron-Ore Division – Goa Operations

Following allegations of illegal mining and based on Justice M.B. Shah Commission Report, the Hon'ble Supreme Court of India on October 5, 2012 had suspended the Iron-ore mining operations and transportation of material of all miners in Goa (including the Company). Separately, the Government of Goa also banned all mining and transportation of iron ore in Goa, and the Ministry of Environment and Forest (MOEF) suspended Environmental Clearances (ECs) of all mining leases within Goa. On April 21, 2014, the Hon'ble Supreme Court lifted the ban, subject to certain conditions, limiting the maximum annual excavation to 20 million tonnes, subject to the determination of final capacity by the Expert Committee appointed by the Court; and 10% of the sale proceeds of the iron ore to be appropriated towards a sustainability fund (Goa Mineral Iron Ore Fund). The Supreme Court has held that all mining leases in Goa, including those of the Company, expired in 2007 and, consequently, no mining operations could be carried out until the renewal/execution of mining lease deeds by the Government of Goa.

On August 13, 2014, the High Court of Goa passed a common order directing the State of Goa to renew the mining leases for which stamp duty was collected in accordance with the Goa Mineral Policy (2013), and to decide the other applications for which no stamp duty was collected within three months thereof.

In January 2015, the Goa State Government revoked the order suspending mining operations in Goa and by a subsequent order of March 2015, MOEF revoked the suspension of Environment Clearance (EC). Lease deeds for all working leases of the Company in Goa have been executed and registered. The Company has obtained Consent to Operate under the Air (Prevention of Pollution) Act and Water (Prevention of Pollution) Act from the Goa State Pollution Control Board and mining plan approval from IBM for the said leases, thereby paving way for commencing mining operations of the Company in Goa. The mining operations resumed in phases during the financial year under review. On September 10, 2014, the Goa Foundation challenged the High Court order directing the renewal of mining by way of a Special Leave Petition (SLP) before the Supreme Court of India, challenging the judgment of the High Court dated August 13, 2014 directing renewal of mining leases. No stay has yet been granted by the Supreme Court. Another set of SLPs on an identical issue were filed by a local activist. Two writ petitions have also been filed before Supreme Court by Goa Foundation and Sudip Tamankar in September 2015 for setting aside the second renewal of iron ore mining leases in Goa made under section 8 (3) of MMDR Act and challenging the revocation of suspension on mining in State of Goa.

2. Aluminium Division – Lanjigarh – Bauxite and Alumina Operations

a. Bauxite Sourcing

The Company has signed a Memorandum of

Understanding (MoU) with Odisha Government for the supply of bauxite for the alumina plant at Lanjigarh. The Company has also entered into a Joint Venture (JV) Agreement with Orissa Mining Corporation (OMC) for supply of bauxite. OMC has, by a separate action, terminated the JV Agreement for which the Company is pursuing the appropriate course of action. The Company is presently sourcing bauxite from alternate sources including imports. The Company is also looking at bauxite mines which may come up for auction and at other alternatives.

b. Alumina Operations

The Company has received requisite environmental clearances regarding the expansion of its Lanjigarh alumina refinery from 1 MTPA to 6 MTPA with conditions and construction in phases. The consent to establish has been revalidated for another five years. A challenge has been filed by an individual against

MOEF, Odisha Pollution Control Board (OSPCB) and the Company before National Green Tribunal (NGT) disputing the grant of this environmental clearance. No adverse orders have been made by the NGT.

3. Oil & Gas Division

Erstwhile Cairn India Limited (‘Cairn', now Vedanta Limited or the Company) had received an order from the Income Tax Department for an alleged failure to deduct withholding tax on alleged capital gains arising during the year 2006-07 in the hands of Cairn UK Holdings Limited (CUHL), the Company's erstwhile parent company, a subsidiary of Cairn Energy Plc. This was in respect of the transaction of CUHL transferring the shares of Cairn India Holdings Limited to erstwhile Cairn India Limited as part of internal group reorganisation in 2006-07 to facilitate the IPO of Cairn India Limited. A demand of approximately Rs 20,495 Crore (comprising tax of approximately Rs 10,248 Crore and interest of approximately Rs 10,247 Crore) is alleged to be payable. The Company has filed a writ petition with the Delhi High Court praying for quashing/ setting aside the aforesaid order and is pursuing all possible options to protect its interest. Further, the Company has also filed an appeal before Commissioner Appeals. The Company's parent, Vedanta Resources Plc. has filed a notice of claims against GoI under the UK India bilateral investment treaty challenging the tax demand, seeking resolution through international arbitration.


In order to motivate, incentivise and reward employees, your Company has introduced Vedanta Limited Employee Stock Option Scheme 2016 (‘The Scheme') to provide equity based incentives to the permanent employees of the Company including holding/subsidiary companies. The Scheme is a conditional share plan for rewarding performance on pre-determined performance criteria and continued employment with the Company. The predetermined performance criteria shall focus on rewarding employees for the Company's performance vis-a-vis competition and for achievement of internal operational metrics. The Scheme is currently administered through Vedanta Limited ESOS Trust (ESOS Trust), which is authorised by the shareholders to acquire the Company's shares from secondary market from time to time, for implementation of the Scheme.

The Company's shareholders by way of postal ballot on December 12, 2016 have approved the Scheme. During the year under review, 1,116 options were granted to eligible employees including Whole Time Director and KMPs. Pursuant to the provisions of SEBI (Share Based Employee Benefits), Regulations, 2014, disclosure with respect to the ESOS Scheme of the Company as on March 31, 2017 is annexed as Annexure D to this Report and has also been uploaded on the Company's website at

The stock option scheme is in compliance with SEBI (Share Based Employee Benefits) Regulations, 2014 (‘Employee Benefits Regulations') and there have been no changes to the plan during the financial year.

A certificate from M/s S.R. Batliboi & Co. LLP, Chartered Accountants, Statutory Auditors, with respect to the implementation of the Company's ESOS schemes, would be placed before the shareholders at the ensuing AGM. A copy of the same will also be available for inspection at the Company's registered office.


Statutory Auditors

M/s S.R. Batliboi & Co. LLP, Chartered Accountants (FRN: 301003E) were appointed as Statutory Auditors of your Company at the AGM held on June 29, 2016 for a term of five consecutive years i.e. until the conclusion of the 56th AGM. As per the provisions of Section 139 of the Act, the appointment of Auditors is required to be ratified by members at every AGM. The ratification of appointment of Statutory Auditors for the 2nd year is being sought from the members of the Company at this AGM. Further, M/s S.R. Batliboi & Co. LLP have confirmed their independence and eligibility under the provisions of the Act and Listing Regulations.

The report of the Statutory Auditors along with notes to Schedules is enclosed to this Report. The observations made in the Auditors' Report are self-explanatory and therefore do not call for any further comments.

During the year under review, the Auditors have not reported any matter under Section 143 (12) of the Act, therefore no detail is required to be disclosed under Section 134 (3)(ca) of the Act.

Cost Auditor

As per Section 148 of the Act, the Company is required to have the audit of its cost records conducted by a Cost Accountant in practice. The Board has, on the recommendation of the Audit Committee, approved the appointment of M/s Shome and Banerjee as Cost Auditors for its Oil & Gas Business and M/s Ramnath Iyer & Co as Cost Auditors for its Copper, Aluminium, Iron ore and Electricity Business to conduct cost audits pertaining to relevant products prescribed under the Companies (Cost Records and Audit) Rules, 2014 as amended from time to time for the year ending March 31, 2018 at a remuneration of Rs 5,00,000 p.a and Rs 13,15,000/- p.a (plus applicable taxes and reimbursement of out of pocket expenses, if any), respectively. Further M/s Ramnath Iyer & Co have been appointed as the Lead Cost Auditors of the Company.

Secretarial Auditor

Pursuant to the provisions of Section 204 of the Act and the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014, the Company has appointed M/s Chandrasekaran & Associates, a firm of Company Secretaries in practice to undertake the Company's Secretarial Audit for FY 2016-17.

The Report of the Secretarial Audit in Form MR-3 is annexed herewith as Annexure E. The Secretarial Audit Report does not contain any qualifications, reservation, adverse remarks or disclaimer.


The information on conservation of energy, technology absorption stipulated under Section 134(3)(m) of the Act, read with Rule 8 of the Companies (Accounts) Rules, 2014, is annexed herewith as ‘Annexure F'.

The details of the Foreign Exchange Earnings and Outgo are as follows:

(Rs in Crore)
Particulars Year ended March 31, 2017 Year ended March 31, 2016
Expenditure in foreign currency 1,281.94 1,255.4
Earnings in foreign currency 21,137.58 16,453.99
CIF Value of Imports 19,322.02 16,206.91


Pursuant to section 134 of the Act, with respect to Directors' Responsibility Statement it is hereby confirmed that: (a) in the preparation of the annual accounts, the applicable accounting standards has been followed and there is no material departures from the same; (b) the Directors selected such accounting policies and applied them consistently and made judgments and estimates that are reasonable and prudent so as to give a true and fair view of the state of affairs of the Company at the end of the financial year i.e., March 31, 2017 and of the profit of the Company for that period; (c) the Directors have taken proper and sufficient care for the maintenance of adequate accounting records in accordance with the provisions of the Act, for safeguarding the Company's assets and for preventing and detecting fraud and other irregularities;

(d) the Directors have prepared the annual accounts on a going concern basis; (e) the Directors have laid down internal financial controls to be followed by the Company and that such internal financial controls are adequate and are operating effectively; and (f) the Directors have devised proper systems to ensure compliance with the provisions of all applicable laws and that such systems were adequate and operating effectively.


Your Directors place on record their deep appreciation to employees at all levels for their hard work, dedication and commitment. The enthusiasm and unstinting efforts of the employees have enabled the Company to remain as industry leaders. The Board also extends its appreciation for the support and co-operation your Company has been receiving from its customers, vendors, dealers, investors, suppliers, business associates and others associated with the Company. Your Company looks upon them as partners in its progress and has shared with them the rewards of growth. It will be the Company's endeavour to build and nurture relationships with all its stakeholders.

The Directors also take this opportunity to acknowledge the support and assistance extended to us by GoI, various State Governments and government departments, financial institutions, bankers, stock exchanges, communities, shareholders and investors at large for their continued support.

For and on behalf of the Board of Directors
Navin Agarwal
Executive Chairman
Place : Mumbai
Dated : May 15, 2017


Disclosure in Board's report as per provisions of Section 197 of the Companies Act, 2013 read with Rule 5(1) of the Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2017

. Requirement Disclosure
1 Ratio of the remuneration of each director to the median remuneration of the employees of the company for the financial year Name of the Director Category Ratio
Navin Agarwal Chairman 235.41
Din Dayal Jalan Whole-time Director and Chief Financial Officer 63.97
Tarun Jain Whole-time Director 169.84
GR Arun Kumar WTD and Group CFO* 16.04
Thomas Albanese Whole-time Director and Chief Executive Officer 157.56
2 Percentage increase in remuneration of each director, Chief Financial Officer, Chief Executive
Officer, Company Secretary or Manager, if any, in the financial year Navin Agarwal Chairman Nil
DD Jalan Whole-time Director and Nil
Chief Financial Officer
Tarun Jain Whole-time Director Nil
GR Arun Kumar Whole-time Director Nil ; as the appointment was done on November 22, 2016
Bhumika Sood Company Secretary Nil ; as the appointment was done on November
22, 2016
Tom Albanese Whole-time Director and Nil
Chief Executive Officer
Rajiv Choubey Company Secretary 3.0%


3 Percentage increase in the median remuneration of employees in the financial year The median remuneration of the employees in the financial year was increased by 6.6%
4 Number of permanent employees on the rolls of company There were 7,452 employees of Vedanta Limited as on March 31, 2017
5 Average percentile increase already made in the salaries of employees other than the managerial personnel in the last financial year and its comparison with the percentile increase in the managerial remuneration and justification thereof and point out if there are any exceptional circumstances for increase in the managerial remuneration Average increment in FY 2015-16 for Managerial Personnel (M4 and Above): 5.5% Average Increment in FY 2015-16 for Non Managerial Personnel (M5 and Below): 6.6% No exceptional increase given in the managerial remuneration.
6 Affirmation that the remuneration is as per the remuneration policy of the company Yes


Disclosure under the SEBI (Share Based Employee Benefits) Regulations, 2014

ESOS 2016 Scheme
I. Details of the ESOS
1 Date of Shareholder's Approval Postal Ballot approval on December 12, 2016
2 Total Number of Options approved 14,82,50,244 options
3 Vesting Requirements 1 to 3 years basis Company's Relative Total Shareholder
Return (RTSR) performance against two comparator groups. The first peer group consists of 15 global companies and the second group consists of 6 Indian peer companies.
4 The Pricing Formula Re. 1(Par Value)
5 Maximum term of Options granted (years) 3 years
6 Source of shares Secondary Acquisitions
7 Variation in terms of ESOP NIL
II. Method used for accounting Fair Value Method
III. Where the company opts for expensing of the options using the intrinsic value of the options, the difference between the employees compensation cost based on intrinsic value of the stock and the fair value for the year and its impact on profits and on EPS of the Company NA
IV. Option Movement during the year
No. of Options
1 No. of Options Outstanding at the beginning of the year 0
2 No. of Options Granted during the year 80,00,000
3 No. of Options Forfeited / Surrendered during the year 1,96,600
4 No. of Options Lapsed during the year 0
5 No. of Options Vested during the year 0
6 No. of Options Exercised during the year 0
7 No. of shares arising as a result of exercise of options 0
8 Money realized by exercise of options if scheme is implemented directly by the Company 0
9 Loan repaid by the Trust during the year from exercise price received Nil
10 Number of options Outstanding at the end of the year 78,03,400
11 Number of Options exercisable at the end of the year Nil
V Weighted average Fair Value of Options granted during the year whose
(a) Exercise price equals market price Nil
(b) Exercise price is greater than market price Nil
(c) Exercise price is less than market price 115.38
Weighted average Exercise price of options granted during the year whose
(a) Exercise price equals market price Nil
(b) Exercise price is greater than market price Nil
(c) Exercise price is less than market price 1.00
VI The weighted average market price of options exercised during the year No options were exercised during the year


VII Exercise Price Weighted average remaining contractual life
For Stock options outstanding at the end of the period 1.00 3.21
VIII Employee-wise details of options granted during FY 2016-17 to:
(i) Key Managerial Personnel
Name of employee Designation No. of Options granted
Mr. Navin Agarwal Executive Chairman Nil
Mr. Tarun Jain Whole Time Director 1,83,000
Mr. Thomas Albanese WTD & CEO Nil
Mr. GR Arun Kumar WTD & CFO 75,000
Ms. Bhumika Sood Company Secretary 10,000
(ii) Employees who were granted, during any one year, options amounting to 5% or more of the options granted during the year
Name of employee Designation No. of Options granted
(iii) Identified employees who were granted option, during any one year equal to or exceeding 1% of the issued capital (excluding outstanding warrants and conversions) of the company at the time of grant.
Name of employee Designation No. of Options granted

IX Method and Assumptions used to estimate the fair value of options granted during the year:

The fair value of options granted with time based vesting have been calculated using the Black Scholes Option Pricing model The Assumptions used in the model are as follows:

Variables Assumptions
1. Risk Free Interest Rate 6.50%
2. Expected Life(in years) 3 years
3. Expected Volatility 48.00%
4. Dividend Yield 3.20%
5. Price of the underlying share in market at the time of the option grant.(Rs) 236.10


As given in the Fair valuation report

The fair value of options granted with performance based vesting have been calculated using the Monte Carlo Option Pricing model The Assumptions used in the model are as follows:

Variables Assumptions
1. Risk Free Interest Rate 6.50%
2. Expected Life(in years) 3 Years
3. Expected Volatility 48.70%
4. Dividend Yield 3.20%
5. Price of the underlying share in market at the time of the option grant.(Rs) 236.10


As given in the Fair valuation report


Details Related to Trust

Details in connection with transactions made by the Trust meant for the purpose of administering the schemes under the regulations are as follows:

I General information on all schemes

Particulars Details
1 Name of the Trust Vedanta Limited ESOS Trust
2 Details of the Trustee(s) (1) Suresh Bose, Vedanta Limited, DLF Atria, Phase 2, Jacaranda Marg, DLF City, Gurgaon 122002 (Haryana)
(2) Deodatta Padgaonkar, Vedanta Limited, Vedanta House, 75 Nehru Road, Vile Parle (East), Mumbai 400099 (Maharashtra)
(3) Dilip Pattanayak, Hindustan Zinc Limited, ‘Yashad Bhawan', Udaipur – 313 004 (Rajasthan)
(4) Anup Agarwal, SIPCOT Industrial Complex, Madurai By- pass Road, T.V. Puram PO, Tuticorin- 628002 (Tamil Nadu)
(5) Mr. Niranjan Kumar Gupta, DLF Atria, Phase 2, Jacaranda Marg, DLF City, Gurgaon 122002 (Haryana) - ceased to be a Trustee w.e.f March 28, 2017 on account of his resignation
3 Amount of loan disbursed by company / any company in the group, during the year Rs 10,34,229,551
4 Amount of loan outstanding (repayable to company / any company in the group) as at the end of the year Rs 10,34,229,551
5 Amount of loan, if any, taken from any other source for which company / any company in the group has provided any security or guarantee N/A
6 Any other contribution mad N/A


II Brief details of transactions in shares by the Trust
Particulars Details
1 Number of shares held at the beginning of the year N/A
2 Number of shares acquired during the year through
(i) primary issuance N/A
(ii) secondary acquisition, 39,84,256
3 Number of shares acquired during the year as a percentage of paid up equity capital as at the end of the previous financial year 0.134%
4 Weighted average cost of acquisition per share 259.5778
5 Number of shares transferred to the employees / sold along with the purpose thereof N/A
6 Number of shares held at the end of the year 39,84,256

III In case of secondary acquisition of shares by the Trust

Number of shares As a percentage of paid-up equity capital as at the end of the year immediately preceding the year in which shareholders' approval was obtained
Held at the beginning of the year 0
Acquired during the year 39,84,256 ( 0.134%)
Sold during the year 0
Transferred to the employees during the year 0
Held at the end of the year 39,84,256 (0.134%)



a) Conservation of natural resources continues to be the key focus area of your Company. Some of the important steps taken in this direction are as follows:

Oil & Gas Business:

Rajasthan Operations

i. Maximised uptime of Vapour Recovery Units to minimise the gas flaring.

ii. Optimised usage of Steam Driven Pumps.

iii. Operation of Steam Turbine Generators at >99% of rated capacity, reducing the grid power consumption.

iv. Injection Water Heater Efficiency Optimisation

v. Replacement of existing Diesel Generators with Gas Engine Generators in NI & Raag Oil Well Pad.

vi. Solar Power Plant installation at Saraswati Well Pad-1.

vii. NI fields hydrocarbon fluids transported to MPT through NI-Bhagyam pipeline to avoid road trucking.

viii. Utilisation Natural Gas in IWBH at satellite fields lead to reduce Diesel consumption & GHG Emission.

ix. Replacement of conventional tube light (fluorescent type) with LED tube light in building lights.

x. Replacement of conventional street light (MV Lamp) with LED type Street light.

xi. Solar DC Pump for drip irrigation system at RGT LQ & WP 5 (Renewable Energy utilisation 18 KWh/day).

Cambay Asset

i. Demulsifier dosing switched over from Onshore to Offshore which enhanced water separation efficiency and resulted in reduced chemical consumption.

ii. Reduction of slop oil volume to 155 m3 in FY 2016-17 compared to 350 m3 & 650 m3 in FY 2014-15 & FY 2015-16 respectively by periodically recycling/reprocessing in Additional Liquid Handling Facility.

iii. Configured auto start of crude oil transfer pumps (2 nos) based on level which resulted in reduced pump run hours.

Ravva Asset

i. Implemented timer control circuit for switching off Air Conditioning units and Geysers during day time or when not in use to achieve reduction in LQ power consumption.

Copper Business:

i. Optimisation of thermal swing absorber unit in oxygen plant.

ii. Temperature based operation of Air-cooled condenser fans and cooling tower fans in the Smelter.

iii. Variable speed drives for Sulphuric acid plant cooling tower fans.

iv. Conversion of Furnace oil heaters from Electrical heaters to waste heat steam heaters.

v. Stoppage of Utility RO plant & usage of the process water from utility in smelter spray pond.

vi. Effective reject management in RO2 by optimised usage of evaporator operations of RO 3.

vii. Usage of Energy efficient LED lighting (Conversion of around 15% of total lighting load in phase 1).

Iron Ore Business:


i. Automation of stockhouse dedusting valves at Blast furnace 3 to optimise operation of dedusting fan by varying the fan speed maintaining constant negative suction pressure, therefore energy savings.

ii. Optimise operation of Fuel & flux dedusting fan by running both the hammer crushers simultaneously thereby reduction of run hours of fuel & flux dedusting fan in sinter plant.

iii. Installation of lighting voltage controllers in Pig iron division-II iv. Installed capacitor banks in sinter plant to improve the power factor.

v. Initiated replacement of conventional lamps with the LED lamps in Value Addition Business in phase manner.

vi. Automation of river water pump in Power plant-1.

vii. Installed energy efficient pumps for hot well pump-1 and pump-2 in Blast furnace 3.

viii. Cooling tower pump impeller trimming in Power plant-2.


i. Initiative Reduction in Diesel Consumption of Heavy earth moving machinery by 4%.

ii. Implementation of Open Access Scheme for 5 locations of IOG, by which we utilise on a monthly basis, an average of 1.5 million units, which is obtained by a conversion of around 6239 million Kcal of waste heat into electrical energy, which otherwise would be emitted in the atmosphere thus polluting it.

iii. Besides, as per the agreement with the government, we have a profit accrual by way of reduction in tariff cost for the said energy, which yields a profit of around Rs 15 lacs per month.

iv. Reduction in Diesel Consumption of DG set by utilisation of Grid power resulting in saving of 15KL diesel per month.


Fuel consumption and engine emission levels of the transport vehicles and earth moving equipment, together with the optimisation of electrical energy consumption in all activities, remains a focus area for the Company.

Installation of APFC panel in plant and admin office which has improved the power factor and reduced the energy losses. Installation of LED Lighting in Admin office and mine haul roads.

Power Business: i. Reduction of number of running mill during part load operation. ii. APH seal replaced with flexible seal to reduce APH leakages in U#2. iii. Condenser tube cleaning by bullet to improve in condenser vacuum. iv. VFD installed for Bottom Ash Slurry Pump (APC reduction to 76KW from 107KW). v. CW and CEP modification to reduce Aux power consumption (1.8MW). vi. Stopping of One CW pump Load <500MW vii. Reduction of DM water make-up by optimising cycle chemistry & arresting passing/leaking valves. viii. Reduction of specific power consumption per MT of coal feeding by increasing conveyor loading/ utilisation. ix. Reduction of Rake Turnaround Time to reduce Sp, Power consumption (1.60 hr to 1.45 hr) target 1.20 hr.

Aluminium Business:

Smelter Plant Jharsuguda: Electrical Energy:

DC Energy saving i. No. of Dead pot reduction AC auxiliary Energy saving

i. Air slide fan running hour optimisation.

ii. Sniff panel modification in Casthouse.

iii. Heater tripping reduction in GAP.

iv. Elimination of idle running of equipments.

v. LED street lights installation.

vi. Improvement in Rectifier Conversion efficiency.

CPP Plant Jharsuguda:

i. Cooling Tower fills replacement done for 27 fills in 7 units, Retrofit of BFP Recirculation valves in 7 units, Condenser bullet cleaning in five unit, Optimisation of Hoppers heaters in ESP Fields, Energy efficient drier installment, APH seals replacement done in five unit, Selective Soot blowing, Operational improvement, Optimisation of compressors. CW Interconnection done in between unit 6 & 7 to improve vacuum & reduce auxiliary power consumption.

ii. Optimisation of RH spray and RH steam temperature, water chemistry, running of drives & stopping idle equipment.

iii. Replacement of Heavy Furness oil to Light Diesel Oil system to reduce auxiliary steam consumption for oil heating in 7 units.

iv. Ever lowest DM water make-up 0.89% achieved by optimising cycle chemistry & arresting passing/ leaking valves.

v. Improving CHP belt utilisation from 64% to 65%.

vi. U#1 all FF bag replacement with new bag (emission reduced from 60 mg/m3 to 35 mg/m3)

vii. Reduction of number of running mill during part load operation.

viii. Condenser tube cleaning by bullet to improve in condenser vacuum.

ix. VFD installed for Bottom Ash Slurry Pump in all Unit (APC reduction to 76KW from 107KW).

x. CW and CEP modification done in all unit to reduce Aux power consumption (1.8MW).

xi. Stopping of One CW pump Load <500MW.

xii. Reduction of DM water make-up by optimising cycle chemistry & arresting passing/leaking valves.

xiii. Reduction of specific power consumption per MT of coal feeding by increasing conveyor loading/ utilisation.

xiv. Reduction of Rake Turnaround Time to reduce Sp, Power consumption (1.60 hr to 1.45 hr) target 1.20 hr.

Lanjigarh - Refinery:

The following major energy conservation measures are taken at Lanjigarh:-

i. VFD operation for good condensate return pump motor in evaporation.

ii. Conversion of 100 numbers of Plant Street light to LED including one high-mast light and 70 numbers fluorescent lamps.

iii. Conversion of 180 numbers Colony Street lights to LED.

iv. LT capacitor bank installation in switch gear 3.2 and 1.1.

v. Increase of throughput of Ball Mill-3 from 200TPH to 300 TPH.

vi. VFD conversion of caustic pump in calciner. vii. Diversion of red mud filtrate line from wash water tank to Washer-4 & 5.

viii. Installation of auto drain valve for saving of compressed air loss.

Lanjigarh - CGPP:

i. Internal modification of three no's of coal mill which results in reduction of power consumption – Energy Saving - 30 GJ.

ii. Performance improvement of the Ejectors – Energy Saving - 211 GJ.

iii. Boiler-1 Junior Economizer coil replacement –

Energy Saving - 744 GJ. iv. Installation of LED lightings – Energy Saving- 3.33 GJ.



Oil & Gas Business:

Rajasthan Operations i. Installation of Astro timer for Mangala Processing Terminal (MPT) lighting. ii. Replacement of existing lightings with Energy Efficient Lighting. iii. Efficiency optimisation of Injection Water Booster pumps. iv. Utilisation of Waste heat from boiler blow down to pre heat the make-up water. v. Installation of Solar lights across the satellite fields to reduced load on Diesel Generators. vi. Installation and commissioning of RSEB power for Saraswati well pad reducing the Diesel consumption. vii. Commissioning of Gas Pipeline from Raag Oil field to RGT, resulting in reduction of flaring of 3 mmscf of produced gas and same will be used for internal consumption at MPT/RGT. viii. VFD to be installed for 2nd Stage condensate pump and also replacing multi Stage pump to Triplex pump. Reduction in energy consumption is estimated as motor rating will change from 37 KW to 15 KW. ix. Replacement of Street Light fitting from conventional type MV Lamp to LED type (50 nos)

Ravva Asset

i. There was no capital investment involved for conservation of energy on account of timer based operation of A/C and geysers.

Copper Business:

i. VFD for SAP-1 SFO-14 and SFO-9 blower (500KW).

ii. Condensate recovery from oxygen plant heater.

iii. Replacement of conventional lights into LED lights.

Iron Ore Business:


i. Retrofitting energy efficient pumps for High pressure pump and low pressure pump at Complex water station in Blast furnace-3.

ii. Impeller replacement of Pulverised coal injection Induced Draft fan with an energy efficient one.

iii. Automation of sinter cooler wind box discharge gates thereby operation of Sinter cooler operation with only two chill fans instead of three chill fans.

iv. Replacement of conventional light fixtures with LED across Value Addition Business.

v. Elimination of one Blower at power plant-1(PP-1) upon connection of Blast furnace gas duct line from PP-1 to Power plant -2 (PP-2).

vi. Replacement of 2nos.of HT Blower motors of Blast Furnace 1 and 2 with an Energy efficient motors.

vii. Merging of two Power plant Raw water pumping station into a single Energy efficient pump.

viii. Elimination of Bucket elevator of Stock House Dedusting by direct loading in BF3.

ix. Replacement of impeller of combustion air fan of HBS in BF-3 with energy efficient one.


i. Lighting using conventional fixtures of around 900KW capacity is planned to be converted into LED fixtures to obtain a saving of around 50%.

ii. Study of introducing inverter technology based Air conditioning systems with a saving of approx. 30% of energy utilised.

iii. Introducing VFD starter panels in 90% of de watering associated pumping systems with a saving of around 35 % in energy expended.


i. Installation of 10KW capacity Solar Power Plant thus, focusing more on cleaner and renewable sources on energy.

ii. Installation of LED Lighting across the unit. iii. Installation of 320 KVA DG Boosters.

iv. Automation of mobile lighting device in mines resulting in reduction of extra diesel consumption.

v. Grid power supply for the plant operations instead of DG thus reducing the direct consumption.

vi. Projects regarding reduction in fuel consumption of HEMMs and DGs as a result of Fuel audit.

vii. Increasing the efficiency of 220 KW cone crusher 2 motor as a result of Energy audit.

viii. Increment in Solar Street lights in Mines.

Power Business:

i. HP turbine steam washing for reduction of first stage pressure drop.

Aluminium Business:

Smelter Plant Jharsuguda:

i. Cold well pump impeller anti corrosion coating.

ii. Replacement of office area lights with LED lights.

CPP Plant Jharsuguda:

i. Installation of VFD's for HT DRIVES.

ii. Addition of new CT Cells & Augmentation of new CT Fills.

iii. Modification of fly ash conveying system in phase-2.

iv. Conversion of HFO to LDO.

Installation of vapor absorption chillers.

vi. Installation of energy efficient driers.

vii. Truck tippler for phase-2.

viii. VFD to be installed in bottom ash slurry pump in unit # 3, 4 of Power Business.


i. Installation of 250KW compressor in Main air compressor house for avoiding operation of 1MW air compressor motor.




Oil & Gas Business:

Rajasthan Operations:

Reduction in consumption of Natural Gas. Conservation of steam.

Replacement of existing Diesel Generators with Gas Engine Generators in NI & Raag Oil Well Pad, this has resulted in saving of ~3,000 liters of diesel per day.

Solar Power Plant installation at Saraswati Well Pad-1, this has resulted in saving of ~600 liters of diesel per day.

NI field hydrocarbon fluids transported to MPT through NI-Bhagyam pipeline to avoid road trucking, this has resulted in saving of ~1,250 liters of diesel per day.

Utilisation Natural Gas in IWBH at satellite fields lead to reduce Diesel consumption & GHG Emission; this has resulted in saving of 300 liters of diesel per day.

Replacement of fluorescent tube light with LED tube light- In RGT and well pads Utility buildings 36W and 18W conventional fluorescent lamps were replaced by 18W and 10W LED respectively. Reduction of energy consumption was 51.6 kwh/ day and total reduction up to March 31, 2017 was 14087 kWh.

Replacement of conventional street light (MV Lamp) with LED Street light - In RGT area 250W MV conventional street light were replaced by 100W LED Street light from June 30, 2016. Reduction of energy Consumption was 8.25kwh/ day and total reduction up to March 31, 2017 was 2252 kWh.

Solar DC Pump for drip irrigation system at RGT Living Q & Well Pad # 5 (Renewable Energy 18 KWh/day).

Cambay Asset:

The heat load in ALHF reduced by 1500 scm/ month (Cost saving: Rs ~15000/month) due to initial separation of water in Slugcatcher and demulsifier consumption by 650 lit/month (Cost saving: Rs ~ 1.5 lacs/month).

Eliminated use of 125 KVA DG saving respective HSD consumption of ~200 lit/day. By means of recycle/ reprocessing in ALHF, reduced GHG emission equivalent to 7000 lits of HSD consumption and saving of Rs ~15 lacs/annum reprocessing cost.

Achieved power savings of Rs ~6 lacs/annum by reducing pump run hours from 48 to 30.

Ravva Asset:

By envisaging timer based operation of A/C and geysers there was a saving of power to the tune of 137160KWH (23.1%) equivalent to Rs 8 Lakh.

Copper Business:

The energy consumption per ton of anode produced 7.38 GJ/MT of Anode including waste heat Steam generation benefits.

Iron Ore Business:

The Energy Conservation measures undertaken in various areas in FY 2016-17 have an annual saving potential of 1.62 MU & 0.11 MU per annum for VAB and IOK respectively and 266.25 KL per annum of Diesel for IOG.

The proposals being implemented for Energy Conservation measures have an annual saving potential of 6.07 MU, 3 MU & 0.17 MU of Electricity per annum for VAB, IOG and IOK respectively and 465.35 KL per annum of Diesel for IOK.

Power Business:

0.12% Auxiliary Power Reduction at Power plant. Reduction of 0.05 ml/MWh Specific Oil Consumption in Power Business.

Aluminium Business:

Smelter Plant Jharsuguda:

For Smelter Plant, the total energy saved from the energy saving measures is 16 Million KWH/per annum(approx.)

CPP Plant Jharsuguda:

There is a saving of 431830 GJ/Annum for FY 16-17 from the above projects.

There is potential saving of 452522 GJ/Annum for FY 17-18 from the above projects.

0.12% Auxiliary Power Reduction at Power plant Reduction of 0.05 ml/MWh Specific Oil Consumption in Power Business.


The above energy conservation projects resulted in saving of 1971000KWH/ annum.

FY Steam (T/T) Furnace Oil (Kg/T) Electrical energy (Kwh/T)
2012-13 2.25 72.1 294
2013-14 2.27 70.5 280
2014-15 2.28 71.6 276
2015-16 2.19 70.4 287
2016-17 1.98 70.1 263


Oil & Gas Business:

Rajasthan Operations:

i. Study is in progress to procure power directly from Renewable Energy Producers.

ii. Solar Power Plant installed at Saraswati Well Pad-1 for running plant load on Solar power.

Copper Business:

i. Planning to Setup 9 MW solar power plant.

ii. Purchased Renewable Energy Certificates of non Solar 30665 certificates and Solar13161Certificates as per Tamil Nadu Electricity Regulatory Commission regulations.


Oil & Gas Business:

Rajasthan Operations:

i. Automatic Tube Cleaning System implemented for on-line cleaning of Heat Exchangers to reduce down time.

ii. Micro bubble Technology utilised in Produced water System for better Oil / Water Separation.

iii. Reduction in Dissolved Oxygen content for improvement of viscocity of polymer mother solution.

iv. Alternate biocide for Water Treatment

v. Various options being explored for : Reducing diesel consumption by laying pipelines, installation of GEG.

Reducing trucking.

Optimising QPF operations. Installing Gas driven SRP.

vi. 4" RGT-MPT condensate line can handle daily ~3000 Bbls of liquids. With the injection of chemical named "Drag Reducing Agent", now approx. ~4000-4200 Bbls of liquid per day can be dispatched which in turn has unlocked the Gas processing limitations and increased line capacity. This has resulted in avoiding the condensate dispatch through trucking & in turn cost saving

Copper Business:

Specific areas in which R&D carried out by the Company

i. Auto Sampling of copper slag in Rotary holding furnace in Smelter.

ii. Conversion of ETP waste cakes to saleable.

iii. Low Waste heat recovery from Converters and Sulphuric acid plant by using Organic Rankin cycle (ORC).

iv. Briquetting of Electrostatic precipitator dust.

v. Debottlenecking of Anode Furnace to Hybrid Smelting process.

vi. Weak Acid generation from GCP Bleed. vii. Pure Nickel production from Nickel sludge and nickel sulphate.

viii. Ferric Sulphate production from Slag & Sulphuric Acid

ix. Successful lab scale trail – Removal of Bismuth from Electrolyte in Refinery

Benefits as a result of R&D

i. Increase in copper recovery

ii. Increase revenue

iii. Increase productivity

iv. Increase Production

Future plan of action

i. Order placement and project execution

Expenditure on R&D

i. Capital - 130 lacs

ii. Recurring-Nil

iii. Total - 130 lacs.

Iron Ore Business: VAB

Specific areas in which R&D carried out by the Company

Development of ultra-Low Mn& low Ti Special grade pig iron (SSG) production.

Development of technology which helps to use 100% high Mn low cost goan ore for basic grade iron production.

Addition of ferrosilicon to convert basic grade pig to foundry grade pig at economical cost.

Sinter bed height increase to increase sinter production.

Benefits as a result of R&D

New product resulting in increased NSR. Reduction in COP and utilisation of cheap local ore.

Increase in furnace productivity. Increased sinter production. Aluminium Business: CPP Plant Jharsuguda:

LED installation in CPP


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