CAMPAIGN "KHUSHI" ADOPTS 75 CHILD CARE CENTRES IN INDIA - VEDANTA INCREASES ITS FOCUS ON CHILD CARE

Rajasthan (18), Odisha (35), Chattisgarh (10) and Tamil Nadu (12) - 2500 rural deprived children to benefit...

"Khushi" awareness campaign on child care launched by Vedanta Group in 2012 has the objective to spread the message towards care for the underprivileged children, their education, nutrition and health, and give them a life of dignity. This project of Vedanta has now moved ahead and adopted 75 child care centres in Rajasthan, Tamil Nadu, Odisha and Chattisgarh. These Centres are located in deep rural areas and the intervention by "Khushi" project of Vedanta will bring awareness and motivate about 2500 rural children.

"Khushi" has currently adopted 12 child care centres in Tamil Nadu, 18 centres in Rajasthan, 10 centres in Chattisgarh and 35 centres in Odisha. The children are below 6 years of age and would be provided nutrition, regular health check-up and will be taught through play-way method. These centres will also become a place for common immunization and knowledge sharing on health, nutrition and education issues.




These children need to be exposed to colourful books, colourful posters, toys, cleanliness in terms of sanitation & hygiene, besides finally upgrading them to join formal schools.
The world largest child population lives in India and it is also true that nearly one third of the malnourished child population also lives in India. The country also accounts for largest child deaths and school dropouts. The condition of girls is even worse. Taking cognizance of the issue, Government of India has sanctioned Rs. 129,000 crore in the current plan to be spent under the Integrated Child Development Scheme (ICDS) within 3 years.






"Khushi" will also focus on enrolling as many girl child in the centres. "Khushi" is looking to have a minimum 50% girl child in each Centre and will ensure they are attended on priority. Each centres is expected to enroll about 30 children and right from the weight measurement, the height, an overall growth chart will be prepared of each child. We would also keep their parents involved so that within the process they also learn the importance of education, health and nutrition in family.

These child care centres have been named as "Khushi - Vedanta Child Care Centres" and the community relations executives of the company are working door to door in villages for sending the children in the centres.
Recently, Vedanta's "Khushi" has joined hands with NDTV and Priyanka Chopra for a campaign " Our Girls Our Pride" that has focus towards girl children in India. This event has also ensured education for about 2200 girl children.
Khushi has a strong membership base on facebook with more than 34,000 members from across the globe -www.facebook.com/groups/vedantakhushi.




The campaign uploads success stories on the blog www.khushi-creatinghappiness.blogspot.in. The campaign that connects people of similar minds and thoughts...
Members have gone ahead and helped these underprivileged children at their own level.






Akhilesh Joshi of Hindustan Zinc, Business Today's Best CEO



Business Today Story on Mr. Akhilesh Joshi

THE MAN OF METTLE

He takes risks. He seeks results. Akhilesh Joshi has played a stellar role in the success of Hindustan Zinc.

It is October 27, 1986. A motley group of mining engineers from Hindustan Zinc, then a public sector manufacturer of zinc, lead and silver, is at work deep in inside the company's Mochia underground mines near Udaipur in Rajasthan. It is about to finish a project begun three years before. But the task at hand is a complex one, called “pillar blasting” — it is a job being attempted for the first time in India and the biggest such effort in Asia as well. When an underground mine is worked on, large pillars are deliberately left standing — unmined — to give stability to the structure. But these pillars too have rich ore. One means of increasing the productivity of a mine in its later stages is to blast some of these pillars and extract the ore. But this must be done without causing the mine’s collapse.

The atmosphere at the project site and in the company’s corporate office at Udaipur is tense but calm. The project leader, a 32-year-old mining engineer, carries out the final checks. His responsibility is immense. The Mochia mine lies beneath a mountain and an imprecise blast also risks sinking the mountain into the mine, leading to huge losses of life and property. But Akhilesh Joshi, the project leader, has been fine tuning the position and depth of the holes that will be drilled to place the explosives, the type and amount of explosive to be placed in them, and the timing and sequence of the blasts for three years now.
The detonation is carried out. A series of rapid explosions rock the mine sending reverberations kilometers away. As the dust settles, it becomes clear that the effort is a success — the identified pillars have been blasted but more importantly, the mountain has not caved in. The mine structure remains intact.

This success gave Hindustan Zinc a breathing space of five years to augment its mining capacity. It also established young Joshi as a star employee destined for a larger future role. Today, 28 years impressed later, he is the CEO of Hindustan Zinc, which is also one of the largest producing companies in the world. 

“A strong appetite for risk, the willingness to adopt innovation, the ability to plan meticulously, build a strong project team and give its ‘members operational freedom to deliver were traits Joshi exhibited fairly early in his career," says R.R. Kumar, Vice President (Mine Planning), Rampura Agucha Underground Mine Project of Hindustan Zinc. Kumar had been handpicked by Joshi to be part of the Mochia pillar blasting project in 1986.

What makes Joshi’s success all the more significant is that he has managed to effortlessly cross the public sector-private sector divide. He first proved his worth when Hindustan Zinc was a public sector unit. But after the Vedanta Group took over the company following its divestment in 2002, he impressed his private sector employers too with his expertise. He became the chief operating officer of the company in 2008 and the CEO in 2012.

Hindustan Zinc caught Joshi’s fancy fairly early in his life. “I chose to do BE (Mining) at a local engineering college and overlooked two other plum jobs to become the assistant mining engineer at Hindustan Zinc’s Zawar mines (near Udaipur),” he says. A dearth of mining engineers those days meant youngsters like Joshi had lots of opportunities to learn and test their leadership skills. “Bosses did not teach those days. You learnt from hands-on experience and from the workers you managed, “adds Joshi. He soon began to dream of becoming the head of the company’s mining operations one day.

“Though Hindustan Zinc was a public sector company, the culture inside was like that at any private sector company. Good performance was encouraged and rewarded,” he says. This helped. After the success of the Mochia pillar blasting project, he was put in charge of the company's Rajpura Dariba mines. A few days before he was to take over, a major accident in the mines led to many deaths and the mine was shut indefinitely. “It took us two months to pull out the bodies of our colleagues,” he says. Joshi put the disaster quickly behind him and restarted the mine in record time. This too earned him a promotion. He was made head of mining operations at Rampura Agucha mine, a large open cast mine that accounts for over 75 per cent of the Hindustan Zinc’s ore needs."

After the Vedanta Group took control of the company its immediate priority was to increase the output of the Rampura Agucha mine. A PSU engineering consultancy company had suggested a plan which involved investing a few hundred crore to raise the capacity of the mines from 1.35 million tonnes to two million tonnes. Joshi managed to do so at a cost of just Rs. 5 crore by streamlining operations. He increased ore recovery levels to 90 per cent from 88 per cent and cut the cost of excavation from Rs. 5O per tonne to Rs. 36 per tonne. “Today Rampura Agucha is the benchmark mine in the world when it comes to zinc production,” adds Kumar.

Joshi revels in proving others wrong. An Australian consultancy firm had said that the -maximum capacity the Rampura Agucha mine could deliver was five million tonnes. “Joshi built the manpower, bought large, modern equipment, brought in technical expertise and raised the capacity to 6.1 million tonnes by 2010/ 11," says Kabir Ghosh, Head, Technical (Mining), who had joined Hindustan Zinc around the same time as Joshi. “He loves to take up challenges and has the technical expertise and people skills to deliver results. He is not a good orator but is a great communicator."

Indeed, Joshi continues to take up fresh challenges. He intends to increase the company's annual ore output to 15 million tonnes in the next five years from the current 10 million tonnes by focusing on underground mining. Hindustan Zinc’s Rampura Agucha mine, now the largest open cast zinc-lead mine in the world, is slowly becoming unviable. “We will, over time, convert it into an underground mine,” he says. The success of this venture will have a big impact the future of the company.

He is already working towards the expansion of mining activities by investing heavily in exploration. Hindustan Zinc’s annual spend on exploration is Rs. 50 crore and this is paying dividends. Around the time of divestment the identified ore reserves of the company stood at 143.7 million tonnes. Today it is in excess of 315 million tonnes.

Joshi’s networking ability both within the company and outside is another strength. His colleagues describe him as a result-oriented leader, but one who rarely displays aggression. He delegates and Waits for results.

He says his mother, Geeta Joshi, has had the greatest influence on him. “Her words ‘You will achieve what you think’ is a mantra that I have followed through my career,” he says. It has worked well for him. He wanted to join Hindustan Zinc and did so. He wanted to head its mining operations and did so too. However, becoming the CEO of the company was not something he had expected. The management bet on him and is reaping the benefits. Under his watch, Hindustan Zinc’s revenues have grown from Rs. 8,134 crore in 2009/10 to Rs. 12,700 crore in 2012/13 and net profit in the same period has risen from Rs. 4,041 crore to Rs.6,899 crore.

Clearly, Joshi has had plenty to write home about.

By N.Madhavan - Business Today

VEDANTA “KHUSHI” NOW HAS 10 CHILD CARE CENTRES IN CHHATTISGARH ALSO…

Vedanta’s “Khushi” project moves to deep rural villages in Chattisgarh to provide health, nutrition and education to deprived children


Now, Vedanta Khushi has 10 Child Care Centres in the state of Chhattisgarh at Bhadrapara, Lalghat, Belgiri, Rumghara, Jambahar, Chuhiya, Rukbahari, Barima, Ropakhar and Sapnadhar.

 



Keeping the focus alive to strengthen the girl child presence in each centre, the Vedanta Khushi campaign has been able to get more than 50% girl child in the these centres. The total strength of children in these centres is 320, and out of these, 164 are girls, which is more than 50%.This makes the Vedanta “Khushi” centres to 22 now. India is a country with largest child population, largest child deaths, largest street children and largest malnourished children in the world.


Seeing this state of the country, for once we felt apprehensive about building India for the future. It is sure, government, NGOs, corporates alone cannot bring this problem to a solution alone and common masses need to align and join on such mammoth national missions.

This is where Vedanta decided to spread the message of "Khushi" - Care for the Underprivileged Children.  Awareness is the key for bringing change, as only due to awareness the knowledge gets shared.


The campaign Vedanta “Khushi” has ultimate objective to see no child in India remains malnourished and is deprived of primary health, education and nutrition.

 

Be part of the campaign. Join at Facebook 


www.facebook.com/groups/vedantakhushi and visit Blog - http://khushi-creatinghappiness.blogspot.in/
Vedanta is moving ahead to further have more Child Care Centres in deep rural areas of India in the State of Rajasthan and Odisha.


VEDANTA “KHUSHI” NOW HAS CHILD CARE CENTRES IN TAMIL NADU

Vedanta’s “Khushi” project moves to deep rural villages to provide health, nutrition and education to deprived children
Now, Vedanta Khushi has 12 Child Care Centres in the state of Tamil Nadu at Athimarapatti, Jahirhussain Nagar, Jamirviyas, Bharathi Nagar, Kumaran Nagar, Mattakadai, Puthukumaran Nagar, Rajiv Nagar, Savariarpuram, SBI Colony, Thalamuthu Nagar and Sami Nagar.
Keeping the focus alive to strengthen the girl child presence in each centre, the Vedanta Khushi campaign has been able to get more than 50% girl child in the these centres. 
The total strength of children in these centres is 405, and out of these, 207 are girls, which is more than 50%.
India is a country with largest child population, largest child deaths, largest street children and largest malnourished children in the world. Seeing this state of the country, for once we felt apprehensive about building India for the future.
It is sure, government, NGOs, corporates alone cannot bring this problem to a solution alone and common masses need to align and join on such mammoth national missions. 

The campaign Vedanta “Khushi” has ultimate objective to see no child in India remains malnourished and is deprived of primary health, education and nutrition.
Be part of the campaign. Join at Facebook www.facebook.com/groups/vedantakhushi and visit Blog - http://khushi-creatinghappiness.blogspot.in/

Vedanta is moving ahead to further have more Child Care Centres in deep rural areas of India.



Hindustan Zinc to Spend Rs. 80 Lakhs to Train 500 Rural Youths for Self-Employment

500 youths of rural Rajasthan of Udaipur, Bhilwara, Ajmer and Chittorgarh are all set to get vocational job oriented training from Vedanta group company Hindustan Zinc.  The company will spend Rs. 80 lakhs (8 million), in one year to train these youths most of whom could not finish their formal education and are unemployed. The program was launched on 15th November 2013, at Debari in Udaipur.
The Rural Youth Training Program has been launched in association with Udaipur based SANKALP NGO and will train these youths in fields like helpers in mining, welding, drilling, electrician, cutting, tailoring, embroidery to name a few.
Hindustan Zinc has also made a provision for free stay and boarding and lodging facilities for the trainee.  The cost per trainee is estimated to be Rs. 15,700/- per candidate.
The training in the given fields and trades has been identified on the basis of the market demand of skilled people and is expected to give ample opportunities to these candidates. The program also has provision to add new programs as per the growing market demand.
On this occasion, the Head Corporate Communication of Hindustan Zinc, Mr. Pavan Kaushik informed that, 'Hindustan Zinc has been keenly working in the areas of training of rural youth.  In the past also the company has conducted such training programs. 
Through the current program Hindustan Zinc is trying to help rural youth, particularly those who have dropped out from their education, to come come forward get trained in various vocational fields.  The fields selected are all market driven and we expect these youths will get good opportunities.'
Also present on the occasion were Dr. Vikas Goswami, Head-Corporate Relations, Vedanta Group, Mr. Manish Nalwaya – President, SANKALP and  Ms. Sushma Sharma – CSR, HZL and other dignitaries.

Hindustan Zinc launches “AAROHAN” – a Safety Excellence Drive

“My Safety My Responsibility” – Safety Mascot Launched

Hindustan Zinc today announced the launch of its special safety drive "AAROHAN", a Safety Excellence Journey, in association with M/s DuPont, which is being taken as a major step towards safety of employees.
On this occasion, the company also launched its Safety Mascot that says "My Safety My Responsibility". Meaning, safety has to be embedded within every one and each one has to be responsible for following all safety norms.
Hindustan Zinc's operations are based in Rajasthan in Bhilwara where it has the world's largest zinc producing mine, at Chittorgarh where it has the world largest single location zinc smelting complex. Also at Rajsamand, the company has mines at Dariba and Sindesar Khurd and a smelting location at Dariba. Zinc-Lead mines are also located at Zawar and a smelting location at Debari in Udaipur.
M/s DuPont has been appointed to run this safety initiative which has simultaneously started at all the location of Hindustan Zinc today. The company is looking to achieve a position of 'zero harm' to the employees.  


M/s DuPont is an American company which has over 20 years of rich experience in dealing with similar programs. The company also formally announced this association today and the campaign started.
Mr. Akhilesh Joshi, the Chief Executive Officer of Hindustan Zinc launched the safety drive in Chanderiya Smelting Complex, Chittorgarh where the District Collector Mr. Ravi Jain inaugurated the campaign. In Rajsamand where the company has mines and smelting complex, the District Collector - Mr. Yashwant B. Preetam launched the campaign and also present was Mr. Sunil Duggal - Chief Operating Officer of Hindustan Zinc. 


Mr. D.C. Saxena - Director General Mines and Safety launched the campaign at Rampura Agucha Mine in Bhilwara where Mr. Kabir Ghosh, Head – Technical (Mining), HZL was also present. Mr. Amitabh Gupta - Chief Financial Officer and Senior Vice President - Mr. H.K. Mehta of Hindustan Zinc launched the campaign at Zinc Smelter Debari and Zawar Mines respectively in Udaipur.
The CEO of Hindustan Zinc Mr. Akhilesh Joshi expressed his views on safety, "safety is our utmost priority and keeping this in mind, the company has engaged with M/s DuPont, to set newer standards of safety in the company."Also present on this occasion were senior officials of the company, federation representatives, senior officials of M/s DuPont and a number of regular and contract employees. The program also administered safety pledge by all and other activities like safety quiz, skit and exhibition.
The word "AAROHAN" has also been devised by Hindustan Zinc employees that have been finalized after an internal contest.


GREEN FOOTPRINTS OF ZINC

273.5 MW of Green Energy – 34.4 MW of power through waste heat recovery from roasters - Reduced Carbon footprint of 700,677 tCO2e per annum


Rationalisation and Innovation plays an important role in the development of any country. But as the business grows, responsibility towards the people and the surroundings also grows. It is important for the industries to adopt best environment friendly technologies for all its operations. Optimum utilisation of resources and managing the waste should be the key focus area of any industry.

Hindustan Zinc, a Vedanta group company in zinc-lead-silver business and the world's largest integrated zinc producer has been the key initiator in adopting clean green technology. The company's mining and smelting operations are based on environment friendly technologies that led the plant to conserve water and energy.

The operations are working on zero discharge principle and company is putting on efforts and research for gainful utilization of waste generated at its mines, smelters and power plants. Hindustan Zinc has persistent focus on minimal impact on environment and the company practices - reduce, recycle, reuse, and reclaim policy. The Effluent Treatment Plant with Reverse Osmosis plants installed at all smelting locations is resulting in reducing fresh water foot prints of the company and also to maintain zero discharge status.
The company installed its first Adiabatic Cooling Towers (ACTs) to replace the conventional cooling towers at the cost of about 40 crores. ACTs reduce water wastage in the form of evaporation losses by almost 80% by operating in a closed circuit. This has reduced the fresh water consumption at intake.

Care for the environment is driven by the three factors – technology, people and adherence. The company has successfully completed commissioning of 273.5 MW of wind farms in two phases, located in five states of India - Gujarat (88.8 MW), Karnataka (49.40 MW), Rajasthan (88.8 MW), Maharashtra (25.5 MW) and Tamil Nadu (21 MW). The company's entire 273.5 MW capacities of wind power generation have been registered under Clean Development Mechanism (CDM) program by United Nations Framework Convention on Climate Change (UNFCCC). They produced and sold 511.4 million units of wind power to the states' grids, an increase of 52.3% as compared to FY 2012.
The concern and the participation for the conservation of the environment cannot be forced; it has to be taken up as a responsibility. The company has been successful in reducing annual average emissions of 497,209 tonnes of carbon dioxide equivalents, by producing 536,882 MWh per year (average) equivalent amount of clean energy.

Other than wind projects, company's 9.4 MW waste heat recovery Steam Turbine Generation (STG) and 21 TPH Low Calorific Value Gas (LCV) boilers for steam generation projects are also registered under CDM. The total registered project has helped Hindustan Zinc to reduce carbon footprint by 583,685 tCO2e per annum. The company also reduced carbon footprint by 116,992 tCO2e from initiatives  other than the registered CDM projects.

Care for the environment can be done in two ways: enhancing the green belt and protecting the environment. The company's R&D efforts have materialised to utilise slag, a waste from zinc process in cement manufacturing. The fly ash which is a waste material from thermal power plant is utilised fully by cement industries. Over 1.3 million green plantation cover the company's premises. Hindustan Zinc is producing 34.4 MW of power through waste heat recovered from roasters. The company is also in the process to construct 20 million liters per day (MLD) Sewage Treatment Plant (STP) in Udaipur. This Sewage Treatment Plant is a significant step towards conservation of water and care for environment by cleaning the Ahar River thereby improving overall health & hygiene of Udaipur city.

The company innovated the 'Cansolv Technology' in the Lead Plant at Chanderiya unit that controls SO2 emissions and converts it into Sulphuric Acid. Hindustan Zinc has also installed Tail Gas Treatment (TGT) plants at its smelters that reduce SO 2 emissions below the national standards. The technology adopted does not produce waste and effluent.
Hindustan Zinc has a state-of-the-art `Central Research & Development Laboratory (CRDL)' which was established by the company in 1976 with an objective to enhance metal recoveries, to recover values from the waste and optimise waste management.

Hindustan Zinc also adheres to the highest safety standards that also have been integrated in the people management process. It enables the company to detect and eliminate any safety risk, occupational risk or health hazards. The company through PPE compliance, structured training, safety workshops and internal & external audits is committed to have zero workplace injury. The company is working towards elimination of occupational illness through providing a workplace that is free from the occupational health risk and hygiene hazard. They (OH experts & Company doctors) pro-actively work with employees and the contractors for healthier lifestyle that enables to increase the productivity of the company and reduces absenteeism.

All the mines and the smelters are having occupational health centres where experts are present for regular health examination of the employees at the workplace. These centres also have the facilities of specific examination like blood lead level test, audiometric test, spirometry test, apart from routine tests like ECG, X-ray facilities etc.

The employees also play the important role of maintaining highest standards of corporate governance. All the employees are adhered to all the Environment, Occupational Health and Safety (EOHS) policies, contributing in protecting and conserving the environment to bring ecological balance as a part of sustainable development.

"Hindustan Zinc gave me a life of Dignity", Bherulal Bheel


"I was a small farmer from Kathia Kheda village of Rajsamand District of Rajasthan, who had never seen the school. My whole family needed to get engaged in daily labour, working 14-16 hours per day, to ensure two-time meals since my childhood", says Bherulal Bheel. "But I have been always very ambitious and desirous to become a Forward Farmer", Bherulal added.
The journey of Bherulal’s success began when his family bought the land from the money they saved working as peasant and he and his brother decided to work together on their farm.
Then in April 2011, Bherulal became one of the beneficiaries of “Improved Agriculture-Horticulture and Water Conservation Project” run by Hindustan Zinc in collaboration with BAIF as part of their community service initiatives. Under this project, Bherulal along with other farmers was trained on different aspects of modern agriculture technology and systematic farming through demonstration and exposures. His exposure to different forms of seeds, fertilizers, pesticides, insecticides, technical and marketing  was helpful in his turn-around.
At the time of intervention by Vedanta's group company Hindustan Zinc, the situation of Bherulal Bheel was quite critical. His primitive and age old methods of cultivation and harvesting for not yielding good crop. Hindustan Zinc encouraged him for modern techniques and for practicing various  areas like improved agriculture techniques, commercial cultivation, organic farming, use of micro nutrients, remedial measures of local disease among crops.
The project of Hindustan Zinc was designed to reduce the risk, maximize the land usage and to prevent the dependency on rainfed cultivation. The project had focus towards short and long term farming, low margins to high return and finally making agriculture a steady source of livelihood.
Hindustan Zinc exposed Bherulal along with other fellow farmers to KVK Chittorgarh, Mount Abu and Agriculture University, Bikaner, to learn and experience best agriculture practices in horticulture, floriculture and vegetable cultivation etc. After the successful result shown by vegetable cultivation, Hindustan Zinc also helped in construction of a ploy house to grow vegetables when it is usually off season.
Gradually Bherulal Bheel became an example for other farmers of his community to follow. The then Hon’ble Minister of Road Transport and Highways, GOI - Dr. C.P Joshi recognized his contribution during District Level Agriculture Mela.
Bherulal Bheel now optimally utilizes the available water sources through Drip Irrigation System received under the Drip Irrigation Scheme of Agriculture Department of Rajasthan. Due to this project Bherulal  who earned  Rs. 80,000 per year now is aiming to earn Rs. 2.5 lacs within a year.

"Hindustan Zinc gave me a life of Dignity", Bherulal Bheel proudly mentions.

BUSINESS LEADERS MEET AT 10 DOWNING STREET, UK


Anil Agarwal - Chairman, Vedanta Group
Wednesday, 18th September 2013

It was very interesting to attend a reception on Wednesday, 18th September 2013, evening for less than 100 selected Business Leaders at 10 Downing Street hosted by the UK Prime Minister and George Osborne, Chancellor of the Exchequer. It was an august gathering. Andrew Feldman (Chairman of the Conservative Party & Chairman of the Party Board) spoke first and said how important business people are in the UK for development. Then the Chancellor spoke and looked for suggestions to reduce the debt of the country, and again stressed UK development can only happen with business development and they are all ready to extend and help and take any suggestions in this regard. 

Finally the Prime Minister addressed all & clearly stated the importance of developing infrastructure of the country, manufacturing, natural resources etc… He mentioned to use him for any part of the world where his presence can help to develop UK company businesses. 

I was surprised at how vocal he was regarding how NGOs and the media some times are against development, and we have to fight because unless we develop our shale gas, oil & gas, freight corridors and new highways, but he was fully determined on taking development forward. He also said the only way the UK is coming up is as the economy and mostly everything is privatized in the country and he was very thankful to all the business leaders & CEOs of the corporations in participating in this. In India we have a similar situation where we have may be 250 state and central government companies. A lot of them must be listed and have a very good structure, but these companies are not progressing at all. 

In India we can divest 51% of these companies in the market and with the caveat that no one can own more than 10% of these companies. The most important factor is the employees; they can be given share in the companies. This will allow them to make much more money than they currently make and their interests can be aligned. The most talented, professional management will be identified and fully incentivised so they can create world class capacity and quality with the possibility to make the company to 10 times bigger, including creating huge valuation. With this capacity companies may employ a further 50 million people. 

For example ONGC can be another EXXON and SAIL and be like VALE.

When companies like L&T, ICICI Bank, and HDFC Bank can run world class organizations without being owner driven, I am sure these companies will also follow the example made by them and create huge value. This money can be used by the government to create infrastructure. 

Ultimately the government should divest further and hold 26%.The Supreme Court has asked the government to auction Kolar Gold fields and the Bharat Gold mine. This should be done in 90 days’ time on a revenue sharing basis. With today’s new exploration techniques we will find a lot of gold and will be partially self-sufficient and it may interest a lot of foreign companies.

Aluminium is a natural metal to be produced in India. At the moment we’re producing only 2 million tonnes however we have the potential to produce 15-20 million tonnes as it will also replace wood. This will create 50 million jobs as a full production chain of bauxite, alumina, aluminium smelting coal mine, power plant, engineering construction, capital goods, and manufacturing for downstream. This will change the face of India as this is the most environmental friendly material.

This year I believe we have imported $19 billion of coal. The government should auction the coal block. Also Coal India is sitting with a lot of coal block; they should sell 51% of the various coal blocks to produce coal in India.

I thought I would share the above with you.

Anil Agarwal 


Chairman – Vedanta Group
Date: September 26, 2013

RURAL WOMEN ENTREPRENEUR OF INDIA

Rural women out to make mark in Indian market with their art and craft through Vedanta self-help-groups

When Shahnaz Hussain lost her husband 15 years ago, her life had come to a standstill. The thought of completing education of her 2 children and sustaining respectable livelihood almost dragged her into depression. This simple house-hold woman of village Bichhdi in Rajasthan had no financial support and the future looked uncertain. Speaking to fellow women of her village, for her sustainable livelihood, she came in touch with a Self-Help-Group 'Jai Hind' a women empowerment project by Vedanta Group in rural India. Shahnaz joined the group and was provided stitching and tailoring training by Vedanta Group Company in Rajasthan, Hindustan Zinc. Her determination to get her children educated and have a sustainable livelihood made her an active member of the group.

Women in rural and tribal India live a life that requires social and economic upliftment. As the women are core of family system in India, it is important for the rural society, like in urban society, that she should not only be educated but also socially and economically empowered. With this thought Anil Agarwal's Vedanta Group started Self-Help-Groups in rural India in 2006. Each Self-Help-Group needed to have about 10-15 women who would be provided relevant training according to the needs and interest and would be linked with market for selling the products and also with banks for financing the raw material.

But the large challenge was to convince them to spare time and join the groups. The rural system has its own challenges and the biggest has been the social system. The support of family members for the women becomes the vital point. The Vedanta group representatives had to convince not just the women in question but also the family members and make them understand as how her empowerment will bring prosperity to the family as well.

It was never easy to bring rural women together as they had clash of interest or rural beliefs and also difference of temperament. But once they came together, they started working like a strong team where they extended helping hand to each other and ensured their SHG comes out with best of products.
Most of these rural women were illiterate. Vedanta arranged their adult-education classes in the villages to make them capable of maintaining itinerary of their own products. Initially, Vedanta's team helped them in linkages but a situation has come when these women have become independent and they handle their ledger book and accounts with banks themselves. Shahnaz is one of the 28,500 rural and tribal women who have been able to support their families by joining Vedanta's SHGs.

A tribal woman of Lanjigarh, Kada Majhi from village Kinari who has been trained by Vedanta in stitching and tailoring sends her children to DAV Vedanta International School now. Vedanta also provided her a sewing machine and now she is able to earn about Rs.2000/- pm. In Lanjigarh area itself, 260 tribal women have been trained in various skills.

Tamil Nadu is also not behind. Lalitha from the state says, 'I and my mother and sister are members of Jasmine self-help-group and had interest in saree decoration skills, like embroidery etc. and Vedanta besides providing training also linked us with the local textile shops. Now, we are able to earn about Rs. 4000/- to 5000/- pm. About 750 such women are working in various Self-Help-Groups formed by Vedanta group company MALCO in Tamil Nadu.

In Tuticorin where Vedanta has copper plant, Juliet Suganthi showed interest in painting work. She joined 'Nachithiram SHG' and went for training in fashion jewellery. She now makes chains, necklace, rings and other items to sell in the market.

Similarly, Shanti Kanwar of Chattisgarh is a member of 'Sarvmangla SHG' formed by the group company BALCO. Shanti has been linked with rice milling and flour making unit. Girja Saarthi, a member of 'Mahamaya SHG' is engaged in paper plate making unit. Girja says, 'we started getting orders for our product from the day we started operating the unit. BALCO, besides forming our group also gave us financial support and helped us getting the orders. Now, we are directly linked with market.' Like Girja and Shanti, about 325 women are working in various SHGs and earning about Rs. 5000/- pm.

Not just in India, in the States of Rajasthan, Chattisgarh, Tamil Nadu, Goa and Orissa, Vedanta has organised Self-Help-Groups even in Zambia where the group has Konkola Copper Mines.

A number of NGOs across India and banks like HDFC, Indian Bank, Indian Overseas Bank, State Bank of Bikaner and Jaipur and State Bank of India have come forward for providing financial assistance to the members of Self-Help-Groups.

Vedanta has so far formed more than 2100 such Self-Help-Groups and the company is further scaling up to the project to bring in more rural and tribal women so that they can be socio-economically empowered. Today, these women are business women of rural India and are out to make mark in Indian market with their art & craft and their skills in handicraft, embroidery, terracotta, tailoring, saree decoration, jewelry making, mushroom cultivation, poultry, goat husbandry, puffed rice processing, leaf plate-making, fish-farming, phenyl making, incense sticks/agarbati making, beauty parlor, typing institute, gold covering, oil sales, birds rearing, to name a few.

Akhilesh Joshi, CEO-Hindustan Zinc Honoured with "MEAI - Adheraj Baldota Memorial Gold Medal Award 2012"

The Mining Engineering Association of India has honoured Mr. Akhilesh Joshi, the Chief Executive Officer of Hindustan Zinc, with MEAI - Adheraj Baldota Memorial Gold Medal Award 2012. This "Mining Engineer of the Year" award was presented to Mr. Akhilesh Joshi in the Annual General Meeting of the Mining Engineering Association of India held recently in Hyderabad.

The award was presented by Mr. S.K.Saragni, President of MEAI in an award ceremony attended my eminent industry and academicians who specialize in mining and metallurgy profession.

This year itself, the Indian Mining Engineering Journal honoured Mr. Joshi with the "Life Time Achievement Award".

His efforts and all the hard work in making Hindustan Zinc as the world largest integrated zinc producing company through systematic exploration, production increase and meeting highest standards of mine safety were rewarded with the National Mineral Award by the Government of India in 2006.

With more than 35 years of extensive experience in mining industry, Mr. Joshi had joined Hindustan Zinc in 1976 as young engineer from Udaipur. He has been the most influential strategist in expanding the mining operation at Hindustan Zinc. Spanning his career of early days, he has the distinction of improving the mine & mill capacities, metal recovery improvement, and bringing transparency in working culture.

He spent his early days, from 1976 to 1993, at Zawar mines and then moved to Rajpura Dariba mine in 1994. In the year 1997 Mr. Joshi took the charge as Chief of Mining Operations at Rampura Agucha Mine. In April 2002, as part of government’s decision to disinvest PSUs, Sterlite Industries (I) Ltd. took over controlling stake in Hindustan Zinc.

In the year 2003 Mr. Joshi was given the responsibility as Unit Head of Rampura Agucha Mine, the world's largest zinc producing mine today. Giving highest regard to environment, safety and occupational health of employees, Mr. Joshi laid the action plan that focused on systematic exploration and optimum operational excellence that would ultimately increase the mine production capacity substantially. The expansion of Rampura Agucha Mine started instantly. Soon he was given the responsibility to develop all HZL mines, which included six underground mines.

This was the beginning of expansions of mine production in Hindustan Zinc. Now, both, brown field and green field exploration were driven from the front. The mines de-bottlenecking projects work had started to give boost to the production levels. His strategies and techniques were also proving useful to mines of group companies like Konkola Copper Mines in Zambia, and Sesa iron ore mine in Goa.

In 2008, Mr. Joshi took the responsibility of Chief Operating Officer at Hindustan Zinc and also as Whole-time Director of the company. During his tenure only, Hindustan Zinc explored new deposit at Kayar in Ajmer and Sindesar Khurd mine at Rajpura Dariba. Both these mine are now being developed and in expansion mode.

The “Blast Design Theory and Practice” authored by Mr. Akhilesh Joshi, Dr. P.K. Rajmeny and Dr. Sushil Bhandari even today is referred by young mining engineers as a bible in mining studies. The book is an amalgamation of varied practical experiences in the mining sector.

It was January 21, 2012 Mr. Akhilesh Joshi was entrusted with the responsibility to Head the company as the Chief Executive Officer and Whole-time Director of Hindustan Zinc.

Hindustan Zinc is the world's largest producer of Zinc and governs 85% of growing Zinc market in India. The company is also the largest producer of lead and governs 60% of lead market in India. Besides, company is currently producing 400 tonnes of silver, the largest in India, and aims to produce 500 tonnes by end of the current financial year.

Open-heart surgery begins at Vedanta Hindustan Zinc Heart Hospital


Shri Ashok Gehlot, Hon'ble Chief Minister of Rajasthan inaugurates the upgraded Vedanta Hindustan Zinc Heart Hospital


Vedanta Hindustan Zinc Heart Hospital, Udaipur, will now have the facility for the open-heart surgery. The hospital has been built by the company in 1999 and has been upgraded in 2012 by enhancing the capacities to more than double. The hospital now has 150 beds from the earlier capacity of 69 beds, 1 more unit for cardiology along with upgraded facilities in ICU, Cardiology Department and Cardiology Surgery Department. There has also been increase in infrastructure that include construction of underground water tank, pump house, construction of 3000 sq ft of basement, 8000 sq ft third floor and Installation of a new lift with enhanced capacity to carry 26 people at a time. There has been also considerable change in ventilation and air-conditioning of the hospital.

The Vedanta Hindustan Zinc Heart Hospital, with this up-graded facilities, will start the open heart surgery and would immensely benefit the patients, particularly the BPL families.

Shri Ashok Gehlot - Hon'ble Chief Minister of Rajasthan inaugurated the upgraded Vedanta Hindustan Zinc Heart Hospital at Udaipur on 11th June, 2013. Also present on the occasion were Shri Mangi Lal Garasia - Minister for Labour and Employment, Government of Rajasthan, Shri Mahenderieet Singh Malviya, Minister for Tribal Area Development and Rural Development, Government of Rajasthan, Shri. Raghuveer Singh Meena, MP - Udaipur and Shri Sunil Duggal, Chief Operating Officer of HZL, Shri Amitabh Gupta, CFO-HZL and other senior officer of the company.

With the initial cost of about Rs. 6.5 crore and up-gradation cost of Rs. 16 crore, the company has so far spent Rs. 22.50 crore towards the hospital. The MoU signed in December 1999 had asked company to incur an expenditure of Rs. 10 crore. But assessing the needs for further improvement and towards providing better facilities, the company agreed to enhance the expenditure to Rs. 16 crore.

The Hon'ble Chief Minister visited various labs and ICU Units and also interacted with patients and their relatives. Dr. S.K.Kaushik Principal RNT Medical college explained Hon'ble Chief Minister about the enhanced facilities and how much these facilities will benefit the people, particularly the poorest of poor.

Mr. Akhilesh Joshi, Chief Executive Officer, Hindustan Zinc expressed his satisfaction on the up-gradation of the hospital facilities.

‘DUN & BRADSTREET - CORPORATE EXCELLENCE AWARD 2012’ FOR HINDUSTAN ZINC

Hindustan Zinc receives the honour for Business Excellence in Non-Ferrous Metal Sector

Hindustan Zinc, an operating company of Vedanta in Zinc, Lead and Silver business, was honoured with the prestigious ‘Dun and Bradstreet - Corporate Award 2012’ under non-ferrous metals sector in a glittering award ceremony at Hotel Trident, Mumbai on May 28, 2013. The coveted award was presented to Mr. Pavan Kaushik, Associate Vice President - Corporate Communication, Hindustan Zinc by Mr. Jayant Kumar Banthia - Chief Secretary, Government of Maharashtra.

Dun & Bradstreet (D&B), the world's leading provider of global business information, knowledge and insight, felicitated India's leading corporates during this gala event. The D&B Corporate Awards 2012, closely tied to Dun and Bradstreet's study on India's Top 500 Companies 2012, recognises the twin virtues of size and growth in corporate India.

Hindustan Zinc received the award in the non-ferrous metals category. The company is India's only and the World's Largest Integrated Producer of Zinc. With over one million tonne of metal production capacity, Hindustan Zinc also governs about 85% share in the growing Indian zinc market. The company produces 474 MW of captive thermal power and about 275 MW of wind power, as part of its green initiative. It is also India’s largest silver and primary lead producer.

Post disinvestment Hindustan Zinc has grown five-fold, from 170,000 tonnes of metal production to today over 1 million tonnes. The existing mine life also touches a comfortable base of over 25 years. Post disinvestment the company has invested about Rs. 12,000 crore in the three large scale expansion plans that included expansion of mines, smelters, captive power, silver production and foray into wind-energy business.

The company’s plants have been set-up on most environment friendly technologies that allows the plants to operate on `zero discharge’. The company has persistent focus on minimal impact on environment, re-cycle & re-use practices, and is conserving bio-diversity in and around its operating units.

The 'Dun & Bradstreet - Corporate Awards 2012' recognises and felicitate corporate India's leading companies from various sectors. The base universe of the companies considered for the Dun & Bradstreet - Corporate Awards 2012 comprises of the top 500 companies of India covered under the publication, ‘India’s Top 500 Companies 2012’. The thirteen edition of this publication was launched during this ceremony.