Community

Working with communities is an integral part of Vedanta’s sustainability strategy and the development of our medium and long-term plans and strategies. Our unique approach and our ability to work collaboratively have been important elements of our license to operate and long-term success.

Outreach and impact: 2005 - 2010

  • Strategic focus on 552 villages and 2.7 million people in eight States in India and four townships in Zambia
  • Literacy and education initiatives for more than 140,000 children and adult illiterates
  • A computer literacy programme in 300 schools and 315 literacy centres covering more than 140,000 students
  • 28 company-run schools and a post-graduate colleges for girls reaching out to 16,000 students
  • Health care services provided to 5.7 million people
  • 18 company-run hospitals and health posts
  • 250,000 children in 2,952 schools covered under the midday meal programme through eight centralised kitchens in Rajasthan, Chhattisgarh and Orissa
  • 2,546 Vedanta Bal Chetna Anganwadi Centres covering 132,000 children
  • Work in progress for a) the 350-bed Vedanta Cancer Hospital & Research Centre at Raipur in Chhattisgarh and b) the Vedanta Hindustan Zinc Heart Hospital at Udaipur in Rajasthan
  • 13,840 acres of land brought under cultivation and watershed covering 17,425 farmers
  • Veterinary services benefiting 456,581 cattle
  • 27,100 women enrolled in 2,050 self-help groups with cumulative savings of Rs. 63.4 million
  • 100 villages covered under the Integrated Village Development Programme
  • A CSR Advisory Board in Orissa comprising eminent personalities to guide and periodically assess CSR performance
  • CSR investment over five years of Indian National Rupees (INR) 463.6 crore (US$100.7 million).

Our teams of 77 full-time development personnel, 342 community co-ordinators (who are natural leaders from the same communities) and 111 NGO and government partners have made our endeavors tremendously successful, resulting in rich dividends.

Our Focus:

Sustainable development for us is an integrated concept embracing economic, social and environmental sustainability.

Social Investment – Health, Education and Livelihood

Bio Investment – Water Harvesting, Agriculture and Social Forestry

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Social Investment

The various social investment sectors at the Vedanta Group are:

  • Community Health
  • Education
  • Sustainable Livelihood Programme

Community Health

Community involvement and collaboration are the cornerstones of our action on public health. Human health in its broadest sense of physical, mental and spiritual well-being depends to a great extent on citizens’ ability to access a healthy environment.

Vedanta recognizes the importance of health in socio-economic development and the beneficial role it can play in improving quality of life. Our multi-pronged approach is both curative and preventative, based on our resolve to engrain in the communities positive behaviour towards health. We partner with various government and non-government agencies in implementing national health programmes for communicable and non-communicable diseases.

We have continued to develop sustainable models for community health services and initiatives targeted at addressing specific diseases, such as malaria control, Reproductive Tract Infection (RTI)/Sexually Tract Infection (STI) management and HIV AIDS awareness. The concept of total sanitation, safe drinking water and immunisation are the key initiatives under our preventive approach.

A key driver in our African operations has been to bring about behavioral change of a million people on the issue of HIV AIDS. As part of this, our company Konkola Copper Mines (KCM) in Zambia has adopted a non-discriminatory workplace and community-based programme on HIV/AIDS control and prevention. Under this programme, intensive awareness drives are conducted at the company’s hospitals and clinics for both employees and the community. In 2010, KCM also intensified its successful Rollback Malaria Programme, bringing Malaria cases down by 80% in its areas of operation and spraying insecticides to help prevent malaria in 40,000 households. Our scheduled mobile health clinics and awareness camps go a long way to prevent the outbreak of diseases in the communities. Our ‘health posts’ also bring primary health services to remote communities.

We also run a focused national programme in India in collaboration with Integrated Child Development Scheme (ICDS) for children aged three to six. This programme has considerable support from young people in the communities, which ensures its sustainability after we have phased out our direct presence.

Sterlite Industries (India) Limited (SIIL) sponsored a new 25-bed Sterlite Paediatric Block in the government hospital in Thoothukudi District in partnership with the Government General Hospital at Tuticorin. On average 200 children are treated in the government hospital campus every day. This specialist children’s block has helped the hospital to provide high-quality health care services in-house.

In collaboration with local village council and Mattruchaya, a local NGO, Sesa Goa runs three community medical centres (CMC) at Codli, Panchwadi and Amona in Goa, where three more are in the pipeline. It also runs two in Medikeritura and Meganhalli at Karnataka with NGO-partner SPEECH, and one in Barbil, Orissa, in partnership with the Adivasi Tulsi Munda Trust. Each of these centres has a doctor, nurse and attendant available for six days a week, three hours a day.

The sanitation programme at Hindustan Zinc Limited (HZL), Vedanta Aluminium Limited (VAL) Jharsuguda and SIIL had two components: first, the construction of toilets; and second, bringing about behaviour change to ensure they are used properly. In 2010, a total of 381 individual household toilets and one community complex were constructed in 25 villages in partnership with the government and an NGO, with the communities contributing through ‘sweat equity’. This was coupled with education sessions on the reasons for sanitation, behavioral training, maintenance of the facility and adopting personal hygiene practices.

The Group operates 18 hospitals which between them provide health care, diagnostic and treatment services to 0.7 million people, including employees and their families. Regular features of our special health camps include surgeries for eye cataracts, artificial limbs and family planning.

Under sectoral intervention, in 2010 we added cancer detection through Vedanta mobile cancer vans in our curative care portfolio. The Group is also in the process of establishing the 362-bed Vedanta Cancer Hospital, resulting from a collaborative venture between the Government of Chhattisgarh and Vedanta Medical Research Foundation (VMRF). The hospital will not only bring an international standard of cancer care to the area, but will also house a cancer research centre and an academic institution. When fully functional, the hospital will house 62 ICU beds.

Currently the Group operates two mobile cancer detection vans fully equipped with ultra modern equipment to screen suspected patients in remote villages. In the 26 camps carried out in 423 villages covering 23,589 populace, 2,319 suspected patients were registered. Of these, 129 were diagnosed as positive and treated at BALCO hospital and the Raipur Government Medical Hospital.

The Hindustan Zinc Limited Cardiology Centre - a 60-bed tertiary-level care foundation, has been upgraded to a 100-bed Heart Hospital with RNT Medical College as its associate hospital. The existing 1.5 units will be doubled to three, comprising two cardiology units and one cardio-thoracic unit. Upgrading the Cardiology Centre will also lead to an increase in the number of courses and doctors’ training seats, bringing it to a par with national-level hospitals. The greater capacity will also increase the number of patients, from 6,584 to 15,609 bed days, with patients from Udaipur to Jaipur on one end and Udaipur to Baroda and Ahmedabad on the other. The upgraded Vedanta Heart Hospital will provide comprehensive health care solutions to all sections of society.

"The community health drive of Vedanta Aluminium Limited, Bidhanbag, has brought health care to our doorstep, with services including check ups and awareness camps in the village. My family members and I have really benefited from the Mobile Health Service. I have and will continue to lend a helping hand to the people in my village and to Vedanta for improving the community health of my village" - Ananda Ruidas resident of Satgram village

Education

Education is indispensable for the development and sustainability of society. At Vedanta, it is embedded in the core values of all our Group companies to make every effort to help all target groups receive a high-quality education. Our basic approach entails partnering with government and non-government agencies to implement initiatives based on community needs.

Our holistic approach to education aims to nurture talent. To convert this vision into action, we implement various tailor-made initiatives that complement formal and informal education systems alike. We have 83 child care centres, 36 bridge schools (bridge schools are the non formal education centers providing tutorial/remedial classes to encourage under performing children back into mainstream formal education whilst improving the school academic performance), 28 formal company run schools, 37 adult education centres and skill-based training activities that benefit 140,000 children, young people and adults. All schools have the basic infrastructure facilities that support a congenial learning environment. We are also establishing educational institutions under public-private-partnerships. We are proactively engaged in establishing infrastructural facilities and providing training to support computer literacy among children and teachers. Enabling functional literacy among rural women is another significant area of contribution made via our non-formal education centres.

HZL, BALCO and VAL–Lanjigarh all run child care centres in association with the Vedanta Foundation. The 83 centres provide holistic development for more than 2,500 children aged between three and six. A playful environment facilitated by trained teachers ensures sound fundamentals and enables the overall development of the children. 560 children have passed through the 83 child care centres and all of them are now enrolled in formal schools.

At VAL Jharsuguda, Project Prayas, which is delivered in partnership with the national-scale PRATHAM NGO, is aimed at strengthening elementary education, reducing drop out rates and ensuring continuity in education. Currently the programme is running in six villages covering six schools and 525 students from standard I to V, with 12 volunteer teachers. The project supplements the efforts of Sarva Skisha Abhiyan, the government’s erstwhile education scheme. A host of need-based and complementary activities across the range of stakeholders have been planned to achieve these objectives. These include teacher training, providing additional trained teachers to support academic improvement, developing innovative teaching and learning materials, parent-teacher meetings at the school, home supervision and meetings with public representatives, councillors, SHG groups and the Village Education Committee. An impact assessment of the project over the last two years shows parents’ interest in their children’s education increasing and a 90% retention and attendance level in school. The project has been greatly appreciated both by the school administration and the community.

"I am happy that my son has an opportunity to study in a school run in collaboration with DAV. I feel confident about the future of my child"- Purnima Rohidas, mother of Sobharam Rohidas, student at DAV Jharsuguda, UKG

The Vedanta Bal Chetna Anganwadi (VBCA) project, a tripartite arrangement between the ICDS Department of the State Government, the Vedanta Foundation and Vedanta, aims to strengthen the basic health and education of children through pre-school education, supplementary nutrition/feeding and health care initiatives. In addition to improving enrollment, retention and attendance, our involvement in 2,546 Anganwadi centres is improving the nutritional levels of 132,000 children at HZL (Rajasthan), BALCO (Chattisgarh) and VAL Lanjigarh (Orissa).

The company runs and supports 28 formal schools and colleges. Most of these schools have a technical relationship with national level educational bodies such as Dayanand Anglo-Vedic (DAV) and Kendriya Vidyalaya to ensure the quality of education.

The Midday Meal project is a tripartite venture between the State Governments, the Naandi Foundation and Vedanta. In it, eight centralised hi-tech kitchens catering for 250,000 students in 2,952 primary and middle schools, have been established in the operational areas of Vedanta companies HZL, VAL, Lanjigarh and BALCO. These kitchens serve high-quality nutritious food and have helped immensely in improving school attendance and pupil retention.

In 2010, to recognise talent and encourage continued education and enrollment in professional courses, we instituted scholarships on a merit cum tested basis across different Vedanta subsidiaries. VAL, Bidhanbag, sponsored 100 students through their Project Shilpanchal Shreshth, a one-year scholarship programme for deserving students in the 8th and 9th classes. MALCO sponsored 24 high-achieving students of in the 10th and 12th classes through their Scholastic Excellence Awards. Sterlite Industries Limited awarded Scholastic Excellence Awards to 24 top performers from the 10th and 12th classes in the Tuticorin district. Cash awards were also given to students who secured more than 80% in their public exams. BALCO’s ‘UTKARSH’ scheme recognised seven students for pursuing engineering courses from Indian Institute of Technology (IIT), Birla Institute of Technology and Science (BITS)-Pilani and Indian Institute of Science (IISc) Bangalore, taking the total count of students sponsored since 2005 to 43. The scholarship meets all academic and other related expenses. On the same lines, VAL, Jharsuguda has sponsored the education of 116 children of the project affected families.

Under the Unnayan Project, BALCO intervened in 21 Schools in Mainpat and Kawardha to help improve the learning environment. The company assessed the schools’ needs and as a first step addressed gaps by constructing sanitation facilities, building a stage for cultural performances and renovating of the school building. It also provided sports equipment to promote extracurricular activities.

"The Nsugeni Centre has helped us in enrolling children in formal schools; children leaving the centre have high literacy levels and good standards, thereby making it easy to fit them into the regular government formal school programmes. The centre is also beneficial for the community as their children have access to early childhood learning. For this I thank KCM as they have indeed shown what ploughing back to the community really means." - Ines Simfukwe, Government District Education Resource Centre Director

Sustainable Livelihood

We are committed to raising the quality of life of the communities where we operate through meaningful engagement with them. We aim to empower them economically through our various initiatives. Our engagement in farm and non-farm activities has given a marginalised sector of society an opportunity to increase their income.

Our basic approach is to deliver interventions which are technically feasible, financially viable, ecologically sustainable and culturally acceptable.

Our approach to livelihood is based on a three-pronged household strategy: 1. empowerment of women through self-help groups; 2. enhancing the skills of young people; and, 3. reviving this traditional vocation through innovations in farm-based sustainability.

Our businesses create direct and indirect employment opportunities for the community in both our core operations and expansion projects. Our Group companies invest in making community-based organisations (CBOs such as self-help groups, co-operatives and more) economically independent, with an emphasis on using local resources for livelihood creation. At Vedanta, we have always seen building skills and promoting entrepreneurship for gainful employment as key priorities. Empowering women through financial independence is what Vedanta’s Self Help Group (SHG) programme aims to achieve. SHG members are now active players in family decisions, SHG loaning bodies and village institutions responsible for development of their communities. Currently 27,100 women are enrolled in 2,050 SHGs. Approximately 40% of these groups are linked to various enterprises like mushroom cultivation, poultry, goatry, puffed rice processing, vermi-composting, leaf plate-making, fish-farming and other initiatives. Women SHGs have been trained in different vocations for livelihood generation. Our Group companies are actively engaged in imparting trade-specialised training to unemployed young people and in helping farmers make agriculture a viable and preferred vocation. In 2010, 4.2 million vocational training hours were generated for unemployed rural youth and SHG members. So far 2,000 young people have been vocationally trained to enhance their employability, with 90% of them finding placement in jobs with hotels, in retail marketing, small-scale manufacturing industries, computer software and hardware firms and setting up their own enterprises in areas like tailoring, motor winding, mobile repair, electronics and electric shops.

"We participate in the decision-making􀍙 after all we are contributing to many of the household expenses such as paying school fees for children, buying books for them, buying things for the house, bringing rations and other things from the market" Women members of Laxmi SHG, Krishnapura-Udaipur,HZL

In our farm-based livelihood initiatives, our focus is to improve the agro-yield and livestock productivity, and so to enhance the economic well-being of communities. We have undertaken several training programmes and watershed management initiatives, which have resulted in water recharging, conservation and enhanced irrigation. In 2010, we worked with 3,100 farmers with a collective landholding of 4,900 acres; 375,000 cattle were covered by veterinary services and an immunisation initiative to improve milk yield and reduce morbidity.

At VAL, Lanjigarh, we have engaged with rural women through Project Jeebika, a leaf plate-making project, with the men through commercial vegetable cultivation and with young people through fishfarming. 318 women in 53 joint livelihood groups from 10 villages are engaged in leaf plate-making, earning INR 25,000 per annum. Agriculture is the main occupation of the region, and over 150 farmers have received supplementary technical and agricultural support to encourage multiple cropping in over 100 acres of land and increase their income levels to INR 35,000 per annum. Over 100 young people are engaged in fish-farming in 10 ponds, and eight villages are earning INR 12, 000 per annum as supplementary income.

Under the Tribal Development Project – WADI, a partnership between BALCO and NABARD – orchards are being developed on 500 acres of fallow land ensuring a consistent source of livelihood for 500 families in Kawardha. Complementing the agrarian economy is our intensive Livestock Development Project supported by Vedanta companies HZL, Sterlite Copper and VAL, Lanjigarh and Jharsuguda, in association with the State Husbandry Department. In 2010, we treated over 93,000 cattle through the project.

KCM has adopted the co-operative models of SHGs in its partnerships with government departments responsible for community development, agriculture and veterinary services. This is also true of its work with an NGO called Development Aid for People to People, where five distinct types of enterprises have been promoted: farming, carpentry, baking, tailoring and handicrafts.

At VAL, Jharsuguda, the Vedanta Integrated Jan Jivika Yojana at Jharsuguda is a flagship project developed in partnership with Access Development Services, a national-level NGO, to deliver farm and non-farm based livelihood options. The main goal of this project is to increase the income of SHG women and young people.

The women’s owned co-operative, Subhalaxmi Mahila Samabaya Limited, which is under the Vedanta Integrated Jan Jivika Yojana Project, was established with the objective of reaching out to 1,500 households and creating multiple opportunities for income generation and small business enterprises in the nine villages in the project. So far, 114 SHGs have been formed, comprising 1,321 members; 1,038 members have also enrolled in the Subhalaxmi Cooperative.

At VAL, Jharsuguda, 23,000 saplings were planted as part of the ‘Green Jharsuguda Drive’. Elsewhere, BALCO constructed 50 biogas plants in association with the Chhattisgarh Renewable Energy Development Authority (CREDA) to recycle cattle waste to generate fuel for cooking and electrification. At HZL, an initiative to involve over 560 rural women in environmental conservation highlighted a sense of responsibility among the villagers as they recognise the importance of social forestry. In Rajasthan in particular, the semi-arid climatic conditions do not offer much support for agriculture. However, a planned initiative and the individual commitment of the SHG members helped the cause.

The 30-strong Ubumi women's group is an SHG in Kitwe at KCM. Seventeen women from the group were identified and trained in modern agricultural farming methods and management. They were also given vegetable and legume seed packs, which resulted in increased yield and more income.

"The women were committed to the training and it's good to see that they have applied all that they learnt, which has resulted in good yields. They should continue with this practice this coming farming season as well." - Arthur Asumani – Agricultural Officer

Bio Investment

At Vedanta we believe in restoring natural systems and improving natural resource management practices at grass roots level; this strategy is central to eliminating poverty at the rural level. Watershed management, wadi development, cattle breed improvement and cash crop farming are some of the flagship initiatives we have undertaken in the farm sector. Integrating agriculture with land-water management and eco-system conservation is an essential part of our rural livelihood generation schemes, at both a community and an individual level. Bio-mass is – and will continue to be for a long time – a major source of fuel and energy, especially in rural areas. We recognise and support this concept at Vedanta and have integrated it into our sustainable programmes.

Our approach to bio investment and natural resource management (including traditional ponds, water harvesting through watershed areas, the development of green belts with large-scale plantations, waste management and recycling) has enabled us to revive the organisational processes and communityfocused spirit that are part of those systems. Land reclamation and large-scale plantation in landfill areas are now inbuilt in our mining practices across all units.

In the last five years our agriculture, wadi and watershed projects have reached 17,425 farmers in 254 villages. This has involved the formation of 199 farmers’ self-help groups (SHGs), six farmers’ cooperatives, 71 water-user committees, 57 joint liability groups, 681 women SHGs for farm-based activities. Over 13,840 acres of land has been brought under cultivation and watershed, 10.97 million saplings have been planted and 1,942 compost heaps created, while 241 vermi-composting units and 219 bio gas units have been established.

Other newly constructed or renovated items include:

  • 415 tube wells
  • 279 drains
  • 66 check dams
  • 17 irrigation channels
  • 40 ponds
  • 57 culverts
  • 100 rain water harvesting and 37,282 metres of trench cum bund structures.

In addition, 4,56,581 cattle were cared for through our animal husbandry drive and 3,459 families launched veterinary projects including goatry, mini dairy and poultry. These projects saw us partner with 12 NGOs and 17 government agencies. The collective impact has been a 43% increase in the agri-output per acre of land and a 31% increase in milk productivity per cow. 6,233 farmers have adopted agricultural best practices and their thinking towards Natural Resource Management NRM has undergone a major shift. Equipped with scientific understanding and market contacts, the farmers can now make optimum use of their land and other resources.

Community Asset Creation

One of our core activities is the expansion and upgrade of common property resources such as community centres, water tanks, roads, school buildings and more in partnership with the community and the local administration. In 2010, sharing our resources with local authorities resulted in the construction of 22.8 kilometres of local roads, 18 community centres, eight temples and sitting platforms, 54 tubewells, borewells, open wells or ring wells, 10 drains, 16 check dams, 1,467 culverts and 6,657 other structures and renovation works.

At BALCO this year we built the Kamleshwarpur and Baijalpur Rural Haats (trading centres) at the Mainpat and Kabirdham Districts within our captive mines locations. A joint venture with the NABARD, the facility is providing an all-season trading infrastructure for small and marginal traders to sell and buy right in the heart of their village.

Integrated Village Development Programme

The Integrated Village Development Programme (IVDP) is our flagship project. The programme’s fundamental objective is to provide a conducive environment for holistic development of the villages for inclusive growth, thereby improving quality of life for the people. The plan covers infrastructural support and the health, education, environmental, livelihood, energy and human resources needs of the local people. It also encourages people to participate in the collective management of their resources. It includes:

  • community mobilisation and engagement for bottom-up planning
  • an independent survey and inventory by an external agency
  • periodic meetings with local government and the community to consider the action plan
  • collective action on education, sanitation, gender bias and livelihood
  • dissemination of the plan to the Ward through Panchayat/Gram Sabha (the village council)
  • monitoring evaluation and communication on progress.

The villages are identified through indicators such as low literacy rates, a high proportion of families below the poverty line and a lack of assets such as irrigation, health care (especially for mothers and children), education, basic infrastructure, sanitation and government service facilities. We are currently working in 100 villages, reaching out to more than 230,528 people under this programme.

The programme has a well-defined approach and aims to equip villages with basic amenities in a phased manner. Each project is made up of three phases: Preparatory, Implementation and Handing over after three to four years. The process includes: dialogue with the community on the developmental aspects of their village; identification and prioritisation of needs through a baseline survey; joint action plan development and resource identification; a partnership strategy; implementation; monitoring; and lastly a full social audit, handover and phasing out. Over a period of three years, 38 villages have been ‘phased out’ in this way and handed over to the villagers to collectively manage their resources independently.

Social Audits

We periodically review our work both internally and externally

The Community Matrix, a scenario review tool, has been developed internally for planning and selfassessing our performance on the key elements of community development. It acts like a compass in defining the direction of our work with communities, in line with the social philosophy of the Group and provides uniformity and alignment within the company. Our employees are kept well informed on the CSR activities and are encouraged to participate in them. In 2010, our employees clocked up 727 hours of volunteer time, with 427 employees participating in various community development initiatives.

The Community Matrix

In 2010, baseline studies were carried out for new projects and new locations by external agencies including Action for Community Empowerment (ACE) at HZL, Department of Social Work at Loyola College, Chennai, at MALCO, the Asian Institute For Sustainable Development (AISD) at VAL Bidhanbag, the Centre for Development Planning and Research, Pune-Maharashtra at Sesa, Goa, and Development Aid from People to People (DAPP) at KCM. Social audits were conducted at SIIL, Tuticorin by the Glo Foundation, Chennai, and at MALCO by the Madras School of Social Work. A mid-term evaluation of project VIJJY was carried out at VAL Jharsuguda by independent social scientist Gilbert Ravi Chandra and Satya N. Mohanty.

In 2008, we conducted a social assessment across all our locations. Observations of our auditor – KPMG on Social Assessment – were as follows:

Progress: Vedanta’s CSR strategy has made significant progress since its inception in a formalised manner three to four years ago. A large number of community-level investments have been made in education, health, livelihood development, micro-finance and infrastructure (water supply, roads and buildings) in villages across business units. Vedanta’s High Impact Projects (stand-alone projects backed by a larger investment) are showing a positive impact at scale across the Group, most notably the Vedanta Bal Chetna Anganwadi Project (child care centres) and the Computer Education Project.

People: Vedanta’s progress on CSR has been greatly assisted by the dedicated and well-resourced CSR teams in place at each business unit. Recognizing the need to understand communities before making investments, Vedanta’s CSR teams include social development professionals, able to bridge the company-community perspective.

Similarly, we were assessed by other social organisations in Rajasthan and Orissa to assess the impact realised through our intensive approach - the Integrated Village Development Programme.

The extracts of the audits by ORG-New Delhi for HZL and AISD-Ranchi for VAL, Lanjigarh highlight the following:

HZL facts

  • Intensive planning for 32 remote villages in four districts around business operations
  • Baseline assessment undertaken in 2006
  • Three-year rolling plan implemented
  • Focus on education, health, sanitation and livelihood
  • Institutionalised community-based organisations in the 32 villages.

Impact

  • A 72% growth in basic services and amenities across the 32 villages
  • Focus on nutrition of children aged three-14 years (Anganwadi and Elementary education) with an outreach of more than 200,000 children in four districts
  • 40% improvement in women’s participation in development initiatives through institution-building and self help groups
  • Improvement in income level to Rs 8,000 per month after undertaking vocational training among 72% of targeted families
  • Empowered 215 all female self help groups totalling 3,400 memberships
  • Village development committees were given the capabilities to continue development activities and ensure sustainability of the outcomes.

VAL, Lanjigarh facts

  • In 2004, VAL, Lanjigarh rehabilitated and resettled 118 families from three villages keeping the fabric of their tradition and culture intact
  • Post ITI training, 76 youths from the displaced families were employed with the company, earning approximately INR 1, 80,000 per annum (this is three to four times their income before the advent of VAL)
  • 53 villages of Lanjigarh Block have had extensive CSR interventions
  • Mobile Health Unit (MHU) provides primary health service to over 32,000 people in partnership with the District Health Department
  • 38 child care centres and 105 VBCAs with an enrollment of more than 12,000 children
  • Two villages have been electrified under project Ujala
  • Livelihood improvements resulted via a shift away from subsistence-farming to cash-crop and multiple cropping.

The Impact Assessment Report from AISD states that quality of life significantly improved during the period (2004-08), including the following measurements:

  • Infant mortality reduced from 200 to 75 per thousand live births
  • Child malnutrition came down from 58% to 31%
  • Immunisation increased from 35% to 71%
  • Malarial death dropped from 80% to 20%
  • School drop-out rate fell from 70% to 20%
  • School attendance increased from 45% to 95%
  • Farm man-days employment increased from 120 to 250 days annually
  • Surface irrigation increased by 35% through use of the stream diversion method;
  • More than 750 acres of land came under vegetable cultivation
  • Crop failure reduced by nearly 50% due to improved cultivation techniques and plant protection
  • Roads, drains and tube-wells enabled communication, hygienic sanitation and drinkable water for over 50,000 people.

Way forward for FY 2011

We understand that in the medium and longer terms, we will be constantly challenged by the changing expectations of the communities and the pace of change in the global socio-political landscape. We believe the cornerstone to delivering on these challenges is to build the capabilities of the communities where we operate. In 2011, we will continue to increase outreach to communities and accelerate the creation of local prosperity. We will continue to strengthen:

  • convergence and inclusiveness as an approach to community development
  • primary education and health as vital needs of the community
  • rural skills, supporting a valuable heritage of hidden arts and skills.
Activities 2009-10 2008-09 2007-08
Company-run schools and colleges 28 27 16
Number of child care centres 83 83 93
Number of Anganwadi centres 2546 937 900
Number of children enrolled in Anganwadi centres 132,000 30,347 25,000
Number of people enrolled in computer education and adult literacy programmes 140,000 44,313 55,000
Company-run hospitals 18 18 8
Total patients treated in company-run hospitals 0.73 million 0.64 million 0.5 million
Total health outreach through health posts/clinics, mobile health units and camps 1 million 0.84 million 1 million
Number of mid-day meal kitchens 8 6 6
Number of children covered by the mid-day meal programme 250,000 180,000 180,000
Farmers covered by our agriculture, watershed and animal husbandry initiatives 3,100 3,360 1,650
Total land covered by the agriculture and watershed programmes. 4,903 3,225 acres 3,120 acres