A Landmark Moment for Hindustan Zinc and for India

Becoming India’s first and only metals and mining company to join ICMM

Hindustan Zinc operates in a global environment where investor expectations on safety, environmental stewardship, human rights, and ethical conduct continue to rise. In August 2025, we marked a significant milestone by becoming the 25^th member of the International Council on Mining and Metals (ICMM), the first Indian metals and mining company to be admitted and also the first new member inducted since 2021. This milestone strengthens our governance and performance discipline through adherence to ICMM’s Performance Expectations, independent assurance, and transparent reporting, while placing India firmly at the highest table of global responsible mining.

1^st and Only

Indian Metals & Mining Company in ICMM

25^th

Global ICMM Member

Performance expectations to be met

2 years

Commitment action plan

Why this matters for investors

ICMM membership necessitates commitment to 40 rigorous performance expectations across ESG dimensions, all independently assured, translating into five tangible benefits:

Stronger ESG credibility: Independently verified consistent standards and third-party assurance
Reduced operational and regulatory risks: Stronger practices embedded across safety, human rights, community engagement, and environmental management
Measurable, time-bound progress: A structured ICMM Action Plan with defined milestones and accountability
Access to peer learning and best practices: Strengthens preparedness for emerging ESG risks, evolving regulation and stakeholder expectations
Robust governance and leadership oversight: Steering governance chaired by the CEO and representation from the COO, CFO, CHRO, Chief HSE&S, Head CSR, and IBU CEOs, reinforces ownership, monitoring, and delivery of commitment across assets

How we advanced ICMM performance expectations during FY2026

Following the launch of the ICMM Action Plan, we made measurable progress across every dimension that membership demands.

Governance and oversight

Increased the frequency of site-level Social Performance Steering Committee meetings from quarterly to monthly to strengthen oversight of social, human rights, and community-related risks and actions.

Critical risk management (CRM)

Advanced a risk- and psychology-based safety framework, supported by enhanced underground supervision, deployment of safety technologies, and a Mine Safety Assurance Programme.

Human rights and social performance

Implemented a rights-based approach through third-party human rights assessments, Social & Human Rights Impact and Risk Assessment (SHIRA) workshops, Voluntary Principles on Security & Human Rights (VPSHR) aligned security reviews, and site-level risk registers.

Psychological Safety

Embedded psychological health and safety into the Occupational Health & Safety (OH&S) Policy to promote holistic worker well-being across the value chain.

Indigenous peoples and community rights

Embedded Free-Prior Informed Consent (FPIC), due diligence, benefit sharing, and Indigenous Peoples Development Plans through a dedicated Indigenous Peoples Technical Standard.

Environmental and social impact assessment (ESIA)

Enhanced transparency through public disclosures, capacity building, third-party onboarding, and initiation of IFC-aligned studies for brownfield expansions.

Tailings management

Achieved c.57% alignment through advancement of GISTM implementation across Rampura Agucha Mine (RAM), Zawar Group of Mines, and Rajpura Dariba Complex, supported by expert engagement, dam break analysis at RAM, and digital knowledge management systems.

Participatory Social Risk Monitoring

Initiated discussion with stakeholders to ensure community participation in formalising principles for strengthening social performance.

People, inclusion and value chain

Progressed psychological safety initiatives, supplier capability building, and rollout of a diversity, equity and inclusion (DEI) roadmap.

Leadership and Management Capacity Development

Delivered 80 hours of workshops for 100+ executives from social performance teams, such as CSR, security, HR, land & legal, external affairs, exploration, and other field officers to strengthen understanding on SHIRA, VPSHR and FPIC-based human rights frameworks, risk assessments, and community engagement principles, aligning with the Company’s broader social performance vision.

Local procurement

Introduced a Local Procurement Policy and achieved c.22% local spend during the year.

Leadership accountability

Embedded ESG-linked KPIs into CXOs performance evaluation.

The
broader
purpose

Hindustan Zinc’s ICMM journey reflects a disciplined approach to embedding globally benchmarked standards into core operating and governance processes. With strengthened oversight, clearer accountability, and a structured implementation roadmap, we aim to further enhance safety and sustainability performance, improve the quality and assurance of ESG disclosures, and reinforce stakeholder confidence over the long term.

Powering an India of Tomorrow ↗ Building a larger, multi-metal enterprise ↗ Being smarter, more efficient, and value-accretive ↗ Being more resilient and responsible ↗ A landmark moment for Hindustan Zinc and India ↗