ESG

Report
2020-21

www.goIndiGo.in
Forward-looking statements
This report may contain some statements on IndiGo’s business or financials which may be construed as
forward-looking based on the management’s plans and assumptions. The actual results may be materially
different from these forward-looking statements although we believe we have been prudent in our
assumptions.
What's Inside
Mission Statement 1
Company Overview 2
Message from the CEO 3
About IndiGo 4
Report at a Glance 5
IndiGo's Operating Performance 8
The Year Gone By 11
Awards 17
Our Approach 18
Major Initiatives for FY’ 22 19
Good Governance 20
Corporate Governance
Introduction
Board Composition
Introduction to the Board
Board Appointment Process
Average Tenure
Non-Executive Chairman and Lead Director
Committees of the Board
Remuneration Ratio
Board Evaluation
Remuneration Policy
Board Effectiveness/ Experience
6E Ownership
Risk Management 33
Risk Management Committee
Risk Management Framework
Cyber Security 35
Cyber Risk Management
Initiatives
Creating Awareness
Compliance

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Safety at IndiGo 37
President and Chief Operating Officer/ Accountable Manager
Safety Management System
Safety Management System Structure
Safety Management (SMS) governance structure (Flow Chart)
Keeping Our Flights Safe
Fatigue Reporting for Crew
Systematic Alcohol and Drug Screening
Safety Reporting and Investigation
Emergency Response Management 41
IndiGo Care
6E Code of Conduct 43
Introduction
Whistleblower Policy
Reporting Mechanism
Complaint Resolution
Anti- bribery and Corruption
Anti-money Laundering
Preventing Insider Trading
Free and Fair Competition
Privacy of Personal Data
Protection of Intellectual Property
Ethical Labour Practices
Prevention of Sexual Harassment at Workplace
Environment, Health and Safety
Avoiding Conflict of Interest
Direct or Indirect Political and Charitable Contributions
Ethics Trainings and Awareness
Ethics Survey
Supply Chain Management 49
Process Management
Sustainable Procurement
Pursuing a Responsible Procurement Process
Some Environment Friendly Initiatives
Supplier Code of Conduct
Key Accomplishments 52
Environmental Impact 53
Carbon Footprint
CORSIA
Aircraft Noise
Fleet Modernisation
Efficiency Strategy 59
Technological Enhancement
Operational Enhancements

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 Sustainability for Office Spaces 63
Waste Management
Key Accomplishments 64
Social Responsibility 65
The 6E Family 66
Introduction
Internal Communication
Diversity and Inclusion
Health and Safety at Work
Transport Emergency Preparedness
Attracting talent
Employee Experience 74
Employee Benefits
Initiatives Taken to Improve Employee Experience at IndiGo
Rewards and Recognition
Performance Management
Learning at 6E
Standardisation of Learning Evaluation
Customer Experience 81
Managing Customer Experience
Accessibility for All
Sustainable Catering
Corporate Social Responsibility 84
Linking CSR with Sustainable Development Goals (SDGs)
Children and Education
Women Empowerment
Environment
Heritage
6E Responsibility
Employee Volunteering
Key Accomplishments 90
ESG Report | Mission Statement

Mission Statement
IndiGo is on a mission to boost economic growth and social cohesion in India.
We will do so by providing air connectivity and affordable air fares across our
country and to international destinations, thereby promoting trade, tourism,
and mobility. We aim to build the best air transportation system in the world.

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ESG Report | Company Overview

Company Overview
Our culture and our pillars will help us achieve our ambitious mission of making IndiGo the best air
transportation system in the world.

IndiGo Culture

Enthusiastic
High Engagement
employees working
in goal oriented, High Performance
high performance
teams.
Safety is key to everything we do

IndiGo Pillars

On-time Low Fares Courteous &

Punctuality of our aircraft,
people and processes. making flying accessible
Hassle-free
to a large number of We enrich customer’s
people across the country experience through
and to international hassle-free and courteous
destinations. service.

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ESG Report | Message from the CEO

Message from the CEO

IndiGo entered the Indian skies with a commitment
to offer affordable fares, on-time performance, and
hassle-free and courteous service to the nation. Flying
people across our wonderful planet and bringing them
together is our mission and our greatest joy.

We began our operation in 2006 and in these 15 years

we have become a household name in India, expanding
our fleet to 285 aircraft, and, growing rapidly as far west
as Istanbul and as far east as Hong Kong.

As a socially responsible airline, we are deeply concerned about the scarcity of natural
resources and the increasing impact of climate change on our planet; we understand
the importance of sustainability for future generations. We believe it is important for us
to contribute back to the community we serve and to maintain strong governance
processes, to ensure long term success and stability.

This report, our first in the field of Environment, Social, and Governance (ESG), is our
attempt to provide an insight into the multiple efforts being made by IndiGo to enrich
the flying experience for our customers, to develop the skills and diversity of our
employee population and to protect and nourish the biodiversity of our miraculous
planet. At IndiGo, sustainability is being integrated with day-to-day operations, and
through our membership of IATA and our own focus, we are determined to be in the
leading rank of airlines around the world in this critical effort. IndiGo is blessed with a
stellar Board, comprised of seasoned industry leading experts, and our Board places a
heavy emphasis on governance and compliance all across the company.

We are committed to enhancing long-term value for our stakeholders, investors, and
customers by maintaining high standards of corporate governance at all levels of the
organisation in accordance with our Code of Conduct. Even during the pandemic, we
ensured that the required resources were allocated judiciously to strengthen our
operations and to ensure future sustainable growth.

From investing in fuel efficient engines which save up to 15% fuel, to planting trees,
sponsoring biogas plants, and investing in water conservation projects, there are a
myriad of initiatives that we are leading to care of the environment and give back to
the society. On the people front, we are constantly updating our policies, ensuring a
diverse and safe work environment, taking steps towards providing education to the
underprivileged, and working towards women empowerment.

On behalf of the Board and all the employees of IndiGo, I would like to take this
opportunity to thank you for your generous support and encouragement, as we
continue our journey to be among the best and most sustainable airlines in the world.

Ronojoy Dutta
Whole-time Director & Chief Executive Officer
IndiGo

3
ESG Report | About IndiGo

About IndiGo
IndiGo is the largest airline in India by passengers carried and fleet size. Headquartered in Gurugram,
Haryana, the airline was founded as a private company in 2006. The first aircraft arrived in July 2006
and IndiGo commenced its operations a month later. The airline became the largest Indian carrier by
passenger market share in 2012 and went public in the month of November, 2015. Our employees,
customers, shareholders, and suppliers have played an invaluable role in our success. Pre-Covid, IndiGo
operated at a peak of 1674 daily departures to 86 destinations as on FY’20. IndiGo also has codeshare
agreements with Turkish Airlines and Qatar Airways as on FY’21.

Agile Airport Services Private Limited (“Agile”) is a subsidiary of InterGlobe Aviation Limited (IndiGo) and
was incorporated as a wholly owned subsidiary on February 14, 2017 under the Companies Act, 2013.
Agile is engaged in the business of providing ground handling services at various airports in India.

44
ESG Report | Report at a Glance

Report at a Glance
Flying is what we do and love. Throughout our 15 years of existence, it has been our passion to make
flying affordable for every person. Our belief that a high quality of service can be achieved even with low
costs has shaped us into a well-managed and sustainable organisation. IndiGo’s ESG report showcases
our outlook towards good governance and provides an overview of our environmental and social
performance.

The focus of this report is to:

Release sustainability performance in a clear, transparent and responsible manner.

Discuss the progress we have made by providing tangible and credible demonstrations of our
level of sustainability.

This report covers our ESG related initiatives during FY’21 (unless otherwise noted). This report only covers
those business activities for which IndiGo generally has complete control and ownership. This report
does not include facilities primarily controlled by others, such as airport terminal space, or outsourced
or subcontracted facilities.

In FY’22, we plan to conduct a thorough topic and gap analysis, which will help us identify our most
relevant ESG (environmental, social and governance) topics, based on insights from our leadership and
other key stakeholders. This analysis will serve as a foundation for development and implementation of
our ongoing stakeholder engagement and refinement of our ESG disclosures and communications.

As a socially responsible company, we are sharing this report demonstrating our commitment towards
sustainable governance, customer experience, employee engagement and environmental impact. We
cover the report in 3 sections, to give readers a 360° overview of our efforts:

Good Governance
Good governance ensures sound management practices and strict adherence to compliance and ethics.
The Governance section contains information relating to our board of directors, its composition and its
responsibilities. It provides key details on IndiGo’s risk management practices, safety procedures and the
6E Code of Conduct.

Corporate Governance
IndiGo’s corporate governance is driven by the Companies Act 2015 and Rules made thereunder, as well
as with the provisions of Chapter IV of the Securities and Exchange Board of India (Listing Obligations
and Disclosure Requirements) Regulations, as amended from time to time (SEBI LODR Regulations).

Risk Management
IndiGo has implemented an Enterprise Risk Management framework (ERM framework) based on the
guiding principles of risk management. It is an integral part of decision-making for the organisation and is
dynamic in nature, undergoing continuous improvement. The ERM Framework follows an annual process
of setting objectives, identifying key risks on an ongoing basis, and developing a mitigation action plan to
monitor leading indicators and identified gaps. This entire process is continuously monitored by the Risk
Management Committee of the Board.

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ESG Report | Report at a Glance

Safety Management
Safety is critical to everything we do and has the highest priority in decision making. IndiGo’s Safety
Management System (SMS) is driven by IndiGo’s Safety Policy, which helps our employees understand
and follow, safety procedures at IndiGo. The organisation invests heavily in continuous training of its
employees. We have been steadfast in creating a culture of safety that supports unhindered tracking and
reporting from all sections of our employees.

Emergency Response Management

Emergency Response (ER) planning is a vital component of the Safety Management System. Although
India does not have legislation that mandates the necessity of having a family assistance plan, IndiGo
has recognised the over-reaching importance of this particular aspect of emergency response and has
taken a step beyond mandated requirements to create a Family Assistance Care Team.

6E Code of Conduct
Our Code of conduct is periodically reviewed and updated in line with the applicable laws and
environmental requirements. The code of conduct is widely disseminated and communicated to all our
employees. All changes in the 6E Code are approved by the Board of Directors. IndiGo has established a
robust whistle-blower process for identifying code of conduct violations.

Environmental Impact
IndiGo has been committed to reducing CO2 emissions for many years. We had a steady drop in our
carbon footprint since FY ’17. We typically measure CO2 efficiency using Available Seat Kilometer (ASK)
intensity ratio, which is metric tons CO2/1,000 ASKs. (1 MT CO2=316Kg of fuel).

To reduce CO2 emissions IndiGo has consistently pursued a four-pillar strategy:

Technology enhancement – Fleet Modernisation (Higher share of A321Neo), Fuel Software
Operational enhancement – Electronic Flight Folder, Single Engine Taxi, Weight Reduction
Infrastructural measures – Airspace Management
Supplementary economic instruments – SAF

Social Responsibility
The Social section describes our people centric initiatives, our approach to employee learning and
development and our initiatives to enhance the customer experience. We believe in diversity and inclusion
amongst our employees, and our policies are fundamentally built to ensure fairness, welfare and the
well-being of our employees. Our Corporate Social Responsibility (CSR) section describes our engagement
with our communities in four focus areas: children and education, women empowerment, environment,
and heritage. Additionally, as part of our ‘6E responsibility’, we also reach out to communities wherever
there is a natural calamity.

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ESG Report | Report at a Glance

The 6E Family
Working with a highly dedicated and talented pool of professionals; at IndiGo, we are proud to be an
equal opportunity employer for people with diverse backgrounds and cultures, creating an inclusive
workplace and a work culture in which all employees are treated with respect and dignity. IndiGo has
been recognised as a “Best place to work for”.

Employee Experience
Employee feedback is considered essential for overall organisational growth. We believe that improvement
is a continuous process and therefore we frequently conduct pulse surveys. The Employee Net Promoter
Score (eNPS) is used to measure employee experience at IndiGo. Our question – around ‘IndiGo being
the best place to work for’ and ‘Proud to be a part of IndiGo’ were the highest scoring questions at (4.75
out of 5). This means a lot to us as it reflects how our employees feel about working at IndiGo.

Customer Experience
We conducted a customer survey in December 2020, 81% of our travelers were confident that IndiGo
will ensure clean and safe travel this is a 16-point improvement as compared to the same survey conducted
in June 2020. Our AI (Artificial Intelligence) chatbot, Dottie, is available 24x7 to support with customer
queries. We also have a Proactive Service Help Desk (PSHD). ifly’s (IndiGo’s learning academy’s) training
team ensures that all our frontline employees are well trained to take care of customer’s needs.

Corporate Social Responsibility

IndiGoReach , the CSR program at IndiGo is an expression of our company’s commitment to ‘Make a
Change’ which is well integrated in the business and is synonymous with IndiGo’s values.

- Children and Education,

- Women Empowerment,
- Environment,
- Heritage, and
- 6E Responsibility (relief operation work, during emergency situations)

Our CSR activities are carried out in compliance with applicable law and these are also mapped with
multiple United Nations Sustainable Development Goals (SDGs). The SDGs were adopted in 2015 by 193
countries to end poverty, protect the planet, and to ensure prosperity for all as part of a new sustainable
development agenda.

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ESG Report | IndiGo’s Operating Performance

IndiGo’s Operating Performance

As in FY’21 (or unless otherwise noted)

86 *

1674* 30.7
Daily Flights Operated
Pre-Covid
million Peak Destinations
Happy Customers (*Destinations flown to, Pre-Covid)

Safe travel barometer

Ranked #1 by the
4540
Cargo in cabin flights *
95.4% OTP
Safe Travel Barometer
as the safest airline in India (*18th April 2020 till 31st March 2021) Ranked #1 in India

105
million* 99.94%
Technical dispatch
The total income
‡156,776 million
vaccines carried
reliability
(*12th January 2021 till 31st May 2021)

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ESG Report | IndiGo’s Operating Performance

IndiGo’s performance
IndiGo Network
At IndiGo, our mission is to provide affordable travel to everyone, connect the length and breadth of the
country domestically and with the world. Over the years, we have steadily worked towards expanding our
network until FY’21, when we were hit by COVID.

Total Destinations
IndiGo Network* New Domestic
Airports - Launched

New International
100 Airports - Launched

80
Destinations

86

60 68 75

40 50
40 44
20

0 3 1 3 2 4 8 10 8 10 4

FY’16 FY’17 FY’18 FY’19 FY’20 FY’21

Years

This graph shows year on year addition of new airports since FY’16

*Data is based on actual start date of an airport. Temporary/permanent station discontinuations may not be reflected, along with
total peak destinations for that financial year.

Peak flight count

The graph below shows the steady growth of our operation and our peak flight count (highest
number of flights operated on a day of operations) for the last 5 years. A drop can be seen in FY’21
due to COVID-19.

Peak flights operated

1800 1674
1600
1400 1301
1376
1200 1086
Flights operated

1000 896
800 731

600
400
200
0
FY’21
FY’16 FY’17 FY’18 FY’19 FY’20

Years

This graph shows highest no. of flights operated on a day of Operations since FY’16

*Data taken from our quarterly results as published on goIndiGo.in

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ESG Report | IndiGo’s Operating Performance

Customers Travelled
The graph below shows the steady growth of our operation in terms of customers travelled for the last
5 years. A drop can be seen in FY’21 only due COVID-19.

Customers Travelled
Customers Travelled

75.1
80
64.8

60
in millions

52.1
43.5

40 33.1
30.7

20

0
FY’16 FY’17 FY’18 FY’19 FY’20 FY’21

Year

Total customers travelled on Scheduled and Non Scheduled flights since FY ’16

*Above information is based on our monthly operational statistics as published on goIndiGo.in

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ESG Report | The Year Gone By

The Year Gone By

In FY’ 21, IndiGo ranked 33rd among ‘India’s Top 100 brands’, a jump of 52 positions ahead of the previous
year’s ranking. Last year, the COVID-19 pandemic had rapidly developed into a global crisis forcing the
Government of India to enforce a stringent lockdown of both domestic and international flights. We
utilised this time to innovate our processes, support society, and keep our customers informed on safety
and cleanliness through our social media handle, which has a massive reach of 1.5 million+ viewers. We
were awarded a platinum certificate by APEX Health Safety, powered by ‘SimpliFlying’ for our health and
safety standards in FY’ 21. We also shaped a new network, which observed all capacity restrictions and
yet maximized revenue. Keeping with the IndiGo spirit, we wanted to get back with a bang, a distinctive
design, and a positive, fun voice that only IndiGo could pull off. So, when we were able to fly again, we
said to India, ‘Welcome aboard the Lean, Clean Flying Machine!’

To live up to this motto, we introduced several measures, including the following:

Reinvented Standard Operating Procedures

At IndiGo, we took our safety measures to the next level; from disinfecting aircraft before every departure
to spray cleaning aircraft at every arrival and increasing the frequency of deep cleaning of our aircraft.
On board, cabin air is filtered and renewed through HEPA (High-Efficiency Particulate Air) filters which
remove 99.9% of bacteria and viruses. This is in addition to all prescribed safety measures.

As a responsible airline, we went the extra mile to ensure safe travel for customers with disabilities. To
ensure peace of mind when travelling, wheelchairs were sanitised in front of our customers, specially
trained staff looked after them and ensured that customers felt assured. Announcements were designed
to reinforce customer awareness on the precautions needed to be taken while travelling.

Multiple awareness sessions for all departments were conducted by medical teams across the network to
understand COVID concerns better.

Repatriation Flights
IndiGo takes its responsibility to its country extremely seriously. A lot of Indians abroad wanted to come
back home and the Indian Government initiated the Vande Bharat Mission to repatriate Indian nationals
stranded abroad. In FY’ 21 IndiGo operated 509 flights bringing back 71,452 Indians stranded in Middle
Eastern countries including the UAE, Qatar, Saudi Arabia, Kuwait, Oman and from other Asian nations
such as Malaysia. We operated numerous charter flights all over the world, bringing customers back to India.

Bubble Flights
IndiGo operated 8,083 flights in FY’ 21 under special agreement with various countries and a total of
1,035,533 customers travelled with us on these flights.

Digitising Customer Touch Points

IndiGo understands the importance of digitising all customer touch points, from initial reservations to bag
delivery. The new mantra for us is, minimal use of paper, digitise everything!

Once the skies started opening up for the general public in June ‘20, there was a lot of emphasis on
social distancing, contactless travel and avoiding over-crowding. At this time, we sped up Project Dottie,
an AI chatbot to serve customer queries around the clock. In FY’ 21, about 16.2 million messages were
managed via WhatsApp and 20.4 million messages via the chatbot on our website.

IndiGo quickly initiated processes to make web check-ins mandatory and reduce touch points at the
airport amid the pandemic. Simultaneously, IndiGo encouraged passengers to print their own bag tags
to further reduce touch points at the airport.

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ESG Report | The Year Gone By

In FY’21, 5.7 million bag tags were generated by customers from our website. With more than 81.5%
online check-ins, we were able to make the check-in process contactless for these passengers.

To further improve the contactless experience, all in-flight menu cards were removed. A digital PDF menu
was developed and introduced. Passengers could also access the on-board menu from Dottie, over
WhatsApp or on the website.

With the movement of people came frequently changing travel guidelines and advisories issued by various
states and countries. To assist our customers with these changing requirements, we created a centralised
repository of state wise and country wise regulations to ensure passengers received timely information in
order to better prepare for travel.

In FY’21, we received 10.4 million visits on our website by passengers seeking information related to
state-wise COVID regulations. Similarly, we had 1.2 million visits on our website related to international
travel. IndiGo also won The Maddies 2020 - Silver for the ‘Most effective chatbot solution’ for ‘Dottie'.

Being Socially Responsible

IndiGo is a socially responsible organisation and we wanted to laud our COVID warriors (Doctors and
Nurses) who were at the forefront of this pandemic. In our own creative way, we launched a campaign
called ‘Tough Cookie’. We reached out to these undisputed heroes of the pandemic to express our
gratitude. We captured these moments of interaction at the airports and posted them on our social
media channels. We believe that this initiative led to thousands of medics booking their journeys with us.

Changing Employee Experience at the Workplace

During the lockdown, helping colleagues unlearn and relearn was an important aspect of assisting them
succeed in the new environment. We ensured that team members were kept engaged with initiatives that
addressed a wide range of topics, such as recognising their contribution in the form of stories under ‘6E
Spirit’, ‘6E Cares’ and #6EActofKindness. Other examples include #Missingthe6Elife, where people shared
photos of their workplace and #skywillbeblueagain or #6Epowerofpositivity, where team members shared
creative videos and photos of how they were spending time at home and looking forward to flying again.
We also launched a series of virtual wellness programs to build strength and resilience along with
leadership videos to connect with employees.

Initially, a common thought was that working from home has lower productivity levels. However, that
become a myth with departments working at the same speed, employees attending programs/meetings
online and our 6E survey showing that employees are happy at work, even while working from home.
IndiGo also won the ‘Companies with Great Managers’ Award’ for the third year in a row.

Reinventing Learning during the Year

The pandemic put the entire training ecosystem in uncharted territory. While we had the need to stay
upskilled and updated with the latest developments, we were, challenged with the inability to conduct
traditional in-class sessions with a lockdown enforced across the country. To overcome this, programs
were redesigned to cater to the ‘New Normal’, and trainers underwent a relearning process to move from
contact training to virtual training. Infrastructure was upgraded to support virtual training and we worked
closely with regulatory bodies to become the first airline to start virtual classes. We now have our safety
and other programs in both formats - contact and virtual, giving us flexibility, and keeping us ready to
manage any situation that these times may have to offer. This change will also help us reduce certain
operational costs and help reduce carbon footprints due to some part of training being managed virtually.

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ESG Report | The Year Gone By

IndiGoReach
This is our CSR program. The core pillars of IndiGoReach help make a difference in society. We have 5
broad categories through which we drive all our CSR initiatives at IndiGo. These are, children and
education, women empowerment, environment, heritage and 6E Responsibilities. The following efforts
show the difference that we have made in FY’21:

IndiGoReach through its focused initiatives adopted virtual teaching and learning processes and a joyful
methodology to impart lessons in the e-classroom. Through this intervention we have been able to reach
out to more than 44,400+ children retaining their interest in school and in learning.

Our women empowerment intervention aimed at increasing the income generation opportunities for
women with ‘on farm’ and ‘off farm’ initiatives in rural India. With these initiatives, we have skilled over
56,500 rural women to undertake income generation activities. This has helped them move towards
economic independence.

IndiGo is an environmentally conscious organisation and therefore works towards reducing the impact
of its carbon footprint. Through IndiGoReach, we upcycle old and discarded items. IndiGoReach has also
undertaken a project towards eco restoration and conservation of waterbodies and watershed areas.

IndiGo is dedicated towards the promotion, development, and conservation of India’s cultural heritage.
IndiGoReach is working on the restoration of many historic monuments such as The Lal Bagh Palace at
Indore, Mausoleum of Muhammad Qutb Shah in Hyderabad and the maintenance of the gardens, toilets,
pathways, and illumination at the Abdur Rahim Khan-i-Khanan in New Delhi.

CarGo
IndiGo launched ‘All CarGo’ flights as a standalone revenue stream for the Company during the pandemic:
we dedicated 12 A320/A321 aircraft for ‘CarGo in Cabin’ mode, with necessary DGCA and STC approvals.
By July 2021, we had crossed over 6000 Cargo charter flights using these aircraft and uplifted over
60,000 tons. Furthermore, we took and continue to take a key role in the delivery of vaccines around
India, flying around 50% of the total doses.

IndiGo has initiated a freighter programme and is in the process of sourcing 4 A321CEO aircraft each of
which will be converted from passenger to a full freighter configuration. The A321P2F (Passenger- to-
Freighter conversion) is the most efficient narrow-bodied cargo aircraft available, offering 24 container
positions and supporting a payload of up to 27 tonnes. IndiGo is expected to take the delivery of its first
freighter in the first half of calendar year 2022, which will be used for both domestic and international
missions.

IndiGo launched the CarGo Facebook page in July 2020 and CarGo booking App in October 2020 to be
well connected and to assist customers make bookings in a user-friendly manner. Looking at the need to
minimize touchpoints and ensure safety, the SAFA (Safety Assessment of Foreign Aircraft) checklist has
been automated which enables proper supervision and maintenance of records. It is also cost effective
as we minimize cost by reducing paperwork.

The following are some more achievements of our CarGo team:

Operated CarGo only flights with ‘CarGo in Cabin’ mode for the first time in the history of IndiGo from
18th April 2020
Highest tonnage carried internationally, 20.2 tonnes on A320 aircraft in ‘CarGo in Cabin’ mode from
Cochin to Abu Dhabi on 12th May' 2020

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ESG Report | The Year Gone By

On 22nd Oct 2020, we operated a record 36 CarGo charters in a single day

Highest tonnage carried domestically, 20.6 tonnes on A320 aircraft in ‘CarGo in Cabin’ mode from
Delhi to Chennai on 18th December '2020
29 international and 26 domestic destinations covered through CarGo only flights
Operated CarGo only flights to 10 additional destinations: Bishkek, Cairo, Amman, Almaty, Jakarta,
Tashkent, Chengdu, Chittagong, Moscow and Mauritius

Response to COVID – 19
6E Responsibility (relief operation work, during emergency situations) - As a responsible corporate citizen,
we believe that the company should reach out to communities affected by any pandemic or in the event
of a natural disaster. As an example, during the COVID-19 pandemic, we provided food packets to people
in the Delhi/NCR region who were struggling for their daily meals.
We are also committed to supporting our employees and have focused on the following initiatives to
address the challenges of COVID-19. among our teams:

Launch of Central Taskforce & Regional Taskforce

A central taskforce supported by regional taskforces has been established to monitor and review response
strategies and create programs to support our colleagues.

Plasma Donor Bank

We launched a Plasma Donor Bank initiative, with assistance from our colleagues who have recovered from
Covid-19 in the past three months.

Tie-up with Hotels for Quarantine Facility

To support our employees and their family members, we have partnered with hotels, which serve as a
safe and hygienic place for any of our employees and their families who are Covid+ with mild symptoms
or are asymptomatic or are staying away from their hometown and want to safely distance from their
housemates/family members.

Vaccination Drive for all Employees

Vaccination drives commenced at multiple locations across the IndiGo network and 92% of our employees
received at least the first dose by early July 2021.

Employee Assistance Program

To be able to provide wellness support during this trying time, employees can continue to make use of our
1on1 help care.

24*7 Covid Helpline

We have set up a 24*7 helpline support and wellness app which entails doctor consultation, booking of
health checks and COVID related tests such as RT PCR and other offerings.

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ESG Report | The Year Gone By

Transporting Medical Supplies and Essentials

In the initial days of the pandemic, we operated 33 relief CarGo only flights carrying medical supplies
and equipment during the lockdown from 28th March 2020 to 11th April 2020. More recently, we flew
over 50 flights between China and India importing oxygen concentrators and other medical supplies:
for instance, in May 2021, we operated a charter flight from Guangzhou to Imphal (via Kolkata) with 1,100
oxygen concentrators for the Manipur Government, becoming the first airline to fly an international
CarGo charter into Imphal (Manipur).

Covid Care Centre

We have set up Covid Care Centre for our employees and immediate family members, in partnership with
reputed Hospitals. The Covid Care facility is equipped with 24*7 oxygen support, medical staff, basic
amenities, and in-room meals. IndiGo will bear the fixed costs for use of this facility by an employee.

Motivation / employee morale

One is never alone at IndiGo. To mitigate the lack of motivation, anxiety and uncertainty that our
employees may have been facing, IndiGo launched a campaign called #Hereforyou. We organized
interactive webinars in collaboration with our EAP (‘Employee Assistance Program’) where our teams
were provided online and telephonic support to help deal with issues arising out of the pandemic.
The counselling that was provided was professional and kept confidential by the counsellors.
Topics such as ‘emotional resilience’, ‘managing kids and teens at home’, and ‘financial wellness’ were
discussed during various sessions, as well as more general subjects below:
Awareness and importance of emotional wellbeing
Leaders sharing their stories on managing the new normal
A fun stress busting initiative called Stress Bingo
An insightful meditation session on useful breathing techniques

At IndiGo, live streaming of fitness sessions was amongst the first initiatives we started with during the
pandemic. We collaborated with a service provider to facilitate virtual training sessions for our teams and
received tremendous response for this, with over a thousand staff joining these sessions.

IndiGo, also ensured frequent communication by our Leadership Team about the company, the aviation
industry, roadmap for forthcoming weeks etc. Such emails from senior leaders continued to build credibility,
transparency and confidence amongst employees which helped them place trust in us.

IndiGo released one-minute videos by our Leadership Team members on how they were dealing with the
lockdown, maintaining their mental and physical health and what are the positives that they see during
the pandemic. This helped send out a message of “being together” in this pandemic.

15
ESG Report | The Year Gone By

Health Management
COVID risk assessment by the company started proactively as early as 09 January 2020. We had our
plans ready and conducted multiple Safety Risk Assessments (SRAs) to combat COVID. IndiGo was a
pioneer in implementing preventive measures in line with industry best practices and in consultation with
the Indian Council of Medical Research (ICMR), International Air Transport Association (IATA) and World
Health Organisation (WHO) medical advisors. Preventive measures implemented by IndiGo have been
lauded as ‘best in category’. During the year, repeated reviews and SRAs were conducted by our medical
team with support from the operating departments. This helped measure process effectiveness and also
re-evaluate the current risk related to COVID. Mitigation measures were updated accordingly.

The health of our employees is of paramount importance to us. With the outbreak of the pandemic,
IndiGo has taken extra precautions at airports/workplace. We have taken several steps to stay connected
with our workforce and to support them during these uncertain times. A 24x7 COVID helpline has been
established for all staff by the internal medical team. Practical, implementable, and rigorous risk assessment
and focused COVID testing for crew has been implemented and multiple awareness sessions for all
departments have been conducted across the network. Renewed SOPs for breath analyser checks to
ensure deterrence, while addressing sanitary concerns with UV boxes, were initiated and implemented by
IndiGo and later formalised by the DGCA.

16
ESG Report | Awards

Awards
Good Governance

Best Risk/ Safety/ Policy Compliance

Training Program for our ‘Safety Training
Adaptation to the New Normal’

Environmental Impact

IndiGo wins a Silver at the SAMMIE Best Social

Media Brands Award by Social Samosa for our
‘Lean, clean flying machine’ campaign under
the ‘COVID-19 category’

Social Responsibility

1%6Ŗ*)&

IndiGo has been certified as Best Virtual Learning Program for IndiGo wins two awards at
a ‘Great Place to Work’ 2021 ‘Putting the Customer First’ and Best the AVA Digital Awards 2021;
Customer Service Training Program for International recognition for
‘Customer Service for Restart of our digital creativity and
Operations’ excellence.

7th
� eNabling North East
Award 2019-2020

Winner’s Certificate of Recognition

This is to certify that the Project titled, "Livelihood Improvement of Tribal Communities from Assam-Meghalaya Border Areas
through Multiplication of Spices,” by the InterGlobe Aviation Limited (“IndiGo”), has been selected as the WINNER of the 7th
eNabling North East [eNorth East] Award 2019-2020 in the…
CATEGORY: LIVELIHOOD & INCOME GENERATION [Micro Livelihood Intervention Category]
As announced during the 7th edition of the eNorth East Award held on June 20, 2020 (virtual)

Winning Citation

“Strengthening livelihood improvement of Tribal Communities from Assam-Meghalaya border Areas through
multiplication of spices covering 24 villages in two districts of Kamrup (Assam) and Ribhoi (Meghalaya) ”

Wishing a very best for future endeavours!

Kalyan Das Dr. Jayanta Choudhury Dr. Syed Kazi

Professor Associate Professor, President: eNorth East Award
OKD Institute of Social Change National Institute of Rural Development and Panchayati Raj 7th eNorth East Award 2019-2020
and Development, Guwahati North Eastern Regional Center (NIRDPR -NERC)
Hon’ble Jury Member, Ministry of Rural Development, Govt. of India
7th eNorth East Award 2019-2020 Hon’ble Jury Member, 7th eNorth East Award 2019-2020

IndiGo bags the 7th edition of The award bagged by IndiGo is for our
‘Enabling North East Award 2019’ for CSR projects on ‘Enhancing Livelihoods
its ongoing project, ‘Livelihood Security for Rural Women in
Improvement of Tribal Communities’ Maharashtra, Assam and Meghalaya’.
in Guwahati (Assam).

17
ESG Report | Our Approach

Our approach
IndiGo’s ESG report sets out our approach towards good governance, environment impact, and social
responsibility. It enables us to identify opportunities, helping us plan better and manage these sustainability
topics/initiatives at all levels of our company. We recognise the role we play in sustainable development
and endeavour to work closely with all stakeholders to positively impact governance, social and
environmental changes.

As India’s largest passenger airline, we are uniquely positioned to make a positive impact through our
operations. Our key strategies and ways of functioning comprising of robust governance system, diverse
and inclusive work environment geared towards providing an excellent customer experience and positively
impacting the environment and communities constitute our key approach of Sustainable Development.

At IndiGo, Sustainability is an integral part of our work. We promote the concept of Sustainability through
all our processes and activities and hence, have made it a core element of our work.

Our framework of Sustainability provides us an opportunity to understand and implement a new way of
undertaking responsible business processes particularly in the context of our society post pandemic, and
the new climatic challenges faced by the world.

This framework of sustainability encompasses:

Undertaking business operations by adopting clean and environmentally sound technologies
Fostering economic growth and creating local employment
Initiatives on diversity and inclusion
Initiatives on community development program through education for children and livelihood
creation for women
Initiatives on environmental protection
We strive for continuous improvement in the different functions of the Company so that there is an
organic growth and value creation benefitting the environment, communities, customers and all other
stakeholders. This holistic sustainable development approach is our guiding principle that is described in
this report.

18
ESG Report | Our Approach

Major initiatives for FY’ 22

Good Governance
• Renewed IOSA accreditation
• Continuous improvement of our Safety Management System

Environmental Impact
• Climate adaptation strategy and actions plan
• Supporting programs on Environment sustainability

Social Responsibility
• Accelerate people capabilities through learning and development
programs and enhance automation of policies and process.
• New campaigns and programs on Diversity and Inclusion

19
19
ESG Report | Good Governance

Good Governance
Good Governance ensures sound management practices and adherence to compliance and ethics. Our
Good Governance section shares information on our board, its members and their responsibilities towards
IndiGo, and our all new Code of Conduct, which brings in global standards for all our suppliers and
employees. This section will also speak about IndiGo’s risk management practices and information on
safety processes.

Corporate Governance

Risk Management

Safety Management

Emergency Response
Management

6E Code of Conduct

Key Accomplishments

20
ESG Report | Good Governance

Corporate Governance
Introduction
Responsible corporate conduct is integral to the way IndiGo does its business. IndiGo’s actions are
governed by its values and principles, which are reinforced at all levels within the company. IndiGo is
committed to doing the right things in the right way, which means that we make all business decisions
with honesty and within the legal framework.

We are conscious of the fact that the success of a corporation reflects the professionalism, conduct and
ethical values of its management and employees. IndiGo has a strong legacy of fair, transparent, and
ethical governance practices. The policies and practices of corporate governance followed by us reflect
our commitment to disclose timely and accurate information regarding our financial and operational
performance.

We acknowledge our responsibility to manage our business activities with integrity and in an ethical
manner. Behind our success is our belief that it requires the highest standards of corporate conduct in
respect of everyone we work with, including the communities we touch and the environment in which
we have an impact. In addition to compliance with regulatory requirements, IndiGo endeavors to ensure
that the highest standards of ethical and responsible conduct are met throughout the organisation.
IndiGo’s Code of Conduct for Directors and Senior Management reflects its commitment to ensure a
good corporate governance framework.

IndiGo has complied with the requirements of corporate governance as laid down under the Companies
Act, 2013 (the “Act”) and Rules made thereunder, as well as the provisions of Chapter IV of the Securities
and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015, as
amended from time to time (the “SEBI LODR Regulations”).

Board Composition
Board Structure
One of the factors that significantly influences the performance of a Board is its size.

Out of 10 directors, the Board has the following composition:

- 01 Executive Director
- 04 Independent Directors
- 05 Non- Executive Directors

21
ESG Report | Good Governance

Mr. Meleveetil Damodaran

Non-Executive Independent Director and Chairman

Mr. Damodaran has held several important positions in the Central and
State Governments and in India’s financial sector, including Chairman,
Securities Exchange Board of India (SEBI), Chairman, Unit Trust of India
(UTI), Chairman, Industrial Development Bank of India (IDBI), and Chief
Secretary, Government of Tripura.

After successful tenures at UTI and IDBI, where he led the turnaround
efforts, and at SEBI where he introduced improved Corporate Governance
practices, he set up Excellence Enablers Private Limited (EEPL), a
Corporate Governance and Board Advisory consultancy firm. His
pioneering role in promoting Corporate Governance in India invests
EEPL with an experience-based leadership role in Corporate Governance advisory work. In addition, he is
presently a consultant, advisor, coach and mentor and serves on the Boards of some leading companies as
well as on the Advisory Boards of some foreign entities.

Dr. Anupam Khanna

Non-Executive Independent Director

Dr. Khanna holds a Ph.D. and a Master’s degree in Electrical Engineering

and Management Science/Engineering Economic Systems from Stanford
University, California. He has a Bachelor of Technology degree from
Indian Institute of Technology, Kanpur. Dr. Khanna joined the World
Bank in December 1980. From September 2000 till March 2003, he has
been the Chief Economist for Shell International, London where he was
also a core member of the Global Scenarios Team. He joined World
Bank again in September 2003. Dr. Khanna joined our Board on March
27, 2015.

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ESG Report | Good Governance

Ms. Pallavi Shardul Shroff

Non-Executive Independent Director

Ms. Pallavi S. Shroff is the Managing Partner of Shardul Amarchand

Mangaldas and Co. with over 38 years of extensive experience. Her
broad and varied representation of public and private corporations
and other entities, before various national courts, tribunals and legal
institutions has earned her national and international acclaim. Ms. Shroff
is the Head of the Dispute Resolution practice at the Firm, with an
extensive knowledge in matters of litigation and arbitration. She also
mentors the Competition Law practice at the Firm and is a member of
the Competition Law Review Committee, constituted by the Government
of India to ensure that the legislation is in tune with the changing
business environment. Ms. Shroff has been closely involved with some
of the largest and most challenging litigation and arbitration matters in
India with regard to energy, infrastructure, natural resources, mergers and acquisitions, legislative and
policy related matters. She appears regularly in the Supreme Court and High Courts of India, and in
arbitrations, mediations and international legal disputes. She is an Alternate Member (India) at the ICC
(International Chamber of Commerce) Court of Arbitration.

In addition, Ms. Shroff also regularly advises international and national clients on various aspects of the
Competition Act, 2002. She was a key member of the high-powered SVS Raghavan Committee, which
contributed to formulating the legal framework for the new Competition law and a draft of the new
Competition Act. Further, Ms. Shroff has been conferred the ‘Lifetime Achievement Award’ at the Chambers
India Awards 2019. She has also been recognised as one of the Most Powerful Women in Indian Business
by Business Today (2013-19) and Fortune India for 2018 and 2019. Business World recognised her as the
one of ‘The Most Influential Women in India’ for her exceptional contribution in the field of law.

Dr. Venkataramani Sumantran

Non-Executive Independent Director

Dr. Sumantran has been an industry leader, technocrat, academic and

author, having worked in the USA, Europe and Asia in a career spanning
over 35 years. He has been Chairman and Managing Director of Celeris
Technologies since 2014, a strategic advisory engaged in the auto,
mobility, digital transformation, aerospace, and technology domains. He
serves on several statutory boards and advisory boards in India, Europe,
and USA. He is also an Adjunct Professor at Massachusetts Institute of
Technology (MISI). Until 2014, he served as the Executive Vice-Chairman
of Hinduja Automotive, UK, the auto and manufacturing sector holding
company of the Hinduja Group as well as the Vice Chairman of Ashok
Leyland Ltd. He led the group's expansion strategy including sectors
such as Light Commercial Vehicles, Construction Equipment, IT, and
Emission Technologies. Previously (2001-2005), Dr. Sumantran was Executive Director of Tata Motors Ltd.
and Chief Executive of the Car business during its formative years, reporting to Mr. Ratan Tata. Earlier, Dr.
Sumantran had a 16 -year career with General Motors starting in the Research and Development (Rand D)
Centre in Detroit and subsequently as Director, Advanced Engineering in GM-Europe.

23
ESG Report | Good Governance

Mr. Rahul Bhatia

Promoter and Non-Executive Director

Mr. Rahul Bhatia is a co-promoter and Non-Executive Director on our

Board. He holds a degree in electrical engineering from the University
of Waterloo in Ontario, Canada.

Mr. Bhatia established InterGlobe Enterprises in 1989 with its flagship

business of Air Transport Management. With a substantial experience of
over 3 decades in the travel industry, it is under his effective captainship
that the InterGlobe Group has diversified its portfolio, which now
includes Civil Aviation (IndiGo), Hospitality, Airline Management,
Travel Commerce, Advanced Pilot Training, and Aircraft Maintenance
Engineering. In 2011, Mr. Bhatia was recognised as the ‘Entrepreneur of
the Year’ by Ernst and Young and also by The Economic Times. In the
same year, he received ‘The Outstanding Start-Up’ award at the Forbes
India Leadership Awards as well. In 2016, he was featured on the Forbes’
Global Game Changers List.

Mr. Rakesh Gangwal

Promoter and Non-Executive Director

Mr. Rakesh Gangwal is a co-promoter and Non-Executive Director on

our Board. Mr. Gangwal holds a Bachelor’s degree in Mechanical
Engineering from the Indian Institute of Technology, Kanpur and a
Master’s degree in Business Administration from the Wharton School,
University of Pennsylvania, with a major in Finance. He has more than
32 years of experience in the aviation industry. After graduating from
the Wharton School, Mr. Gangwal worked at Ford Motor Company
from July 1979 to September 1980. He then worked as a management
consultant with Booz, Allen and Hamilton, Inc. from September 1980
till January 1984. Mr. Gangwal joined United Airlines in February 1984
where he held various positions of responsibilities before leaving as
Senior Vice President - Planning in November 1994. Mr. Gangwal then
joined Air France as an Executive Vice President - Planning and Development in November 1994. He left
Air France in February 1996 to join the US Airways Group, Inc. and US Airways Inc. as the President and Chief
Operating Officer. In November 2001, he left the US Airways Group as the President and Chief Executive
Officer and was engaged in private equity and consulting related activities. Mr. Gangwal worked with
Worldspan Technologies, Inc. from June 2003 to August 2007 as the Chairman, President and Chief
Executive Officer.

24 24
ESG Report | Good Governance

Ms. Rohini Bhatia

Non-Executive Director

Ms. Bhatia is the chairperson of the CSR committee of the Company and
is also the Chairperson of InterGlobe Foundation, the philanthropic
arm of InterGlobe Group. Under Ms. Bhatia’s guidance, IndiGo’s CSR
has gained both in depth and outreach success and is doing exemplary
work in the field of children and education, women empowerment,
environment protection and heritage restoration.

She is especially passionate about heritage restoration and waste

management and has led this work from the front. The restoration of
Rahim’s tomb in New Delhi is one of the finest examples of her interest
in this cause. Ms. Bhatia has a diploma in Textile designing and serves
as a Director on the boards of several InterGlobe Group companies.

Mr. Anil Parashar

Non-Executive Director

Mr. Parashar is a fellow member of the Institute of Chartered Accountants

of India and is a graduate in Economics from Delhi University. He has
previously been a Director of the Company for a period from May 30,
2007 to March 26, 2015. Mr. Parashar has extensive operational and
financial experience in handling various aspects of business including
raising funds, capital restructuring, mergers and acquisitions, statutory
compliances, investor relations and long-term planning.

He is currently the President, Chief Executive Officer and Whole Time

Director of InterGlobe Technology Quotient Private Limited (ITQ).
Prior to this, he was the Group Chief Finance Officer at InterGlobe
Enterprises Limited. He is a member of InterGlobe group’s Executive
Committee and holding various positions on the Boards of several InterGlobe group companies. He is
credited with over 30 years of rich experience including leadership positions at Swiss Air and Asbestos
Cement Company. He is also a representative on PHD Chamber of Commerce, Assocham and FICCI
Forums on Taxation and Travel and Tourism.

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ESG Report | Good Governance

Mr. Gregg Albert Saretsky

Non-Executive Director

An aviation industry veteran, with an illustrious career spanning over

36 years, Mr. Saretsky is presently associated with the Fort McMurray/
Wood Buffalo Economic Development Corporation, Fort McMurray, AB
as Director and Chairman of the Board (since June 2018) and RECARO
Holding GmbH, Stuttgart, Germany as Director, Advisory Board (since
October 2018) and SABRE Corporation, Dallas, TX (since July 2020).

Mr. Saretsky has been the President and CEO of WestJet, Calgary, Alberta
(Canada) for 8 years, from March 2010 to March 2018. In this role, he
was responsible for providing strategic direction to the organisation,
as well as for financial management of the company. He has been
instrumental in playing a pivotal role in management of shareholder and
board relations, public relations, internal and external communications,
labour relations, and employee engagement. During his term, the size of the airline was doubled and
revenues were diversified from a regional base in Western Canada to a network of more than 100 cities in
17 countries. WestJet was recognized as Canada’s on-time airline and multi-year winner of Waterstone
Capital’s “Most Admired Corporate Culture” award. Under his leadership, WestJet was awarded Trip
Advisor’s Traveller’s Choice Award for “Best Airline in Canada,” “Canada’s Most Trusted Airline” from The
Gustavson School of Business, and one of Canada’s “Top 3 Brands” by Canadian Business Magazine. Prior
to WestJet, Mr. Saretsky was associated with Alaska Airlines, Seattle, Washington (USA) from March 1998
till December 2008. From February 2007 to December 2008, he was Executive Vice-President, Operations
and assumed the position of COO with added responsibilities for in-flight, flight operations, dispatch and
system operations control personnel and the airline's relationship with the Federal Aviation Administration
(FAA).

Mr. Saretsky holds a degree in Advanced International Management from University of Alberta, Banff,
Alberta. He also has an MBA - Finance and Marketing and B.Sc.- Microbiology and Biochemistry from
University of British Columbia, Vancouver.

Mr. Ronojoy Dutta

Mr. Dutta is a graduate of the Indian Institute of Technology, Kharagpur
and has completed his Master’s in Business Administration from the
Harvard Business School. An aviation veteran, he was with United
Airlines for nearly twenty years, holding a broad spectrum of leadership
positions in Planning, Maintenance, Finance, and Information Technology.
Mr. Dutta was an advisor to both Air Canada and US Airways during their
restructuring and was engaged in long-term consulting contracts with
Hawaiian Airlines and Air Canada. He has served on the Boards of United
Airlines, US Airways and Marsico Trust Funds. Mr. Dutta also has
experience in the Indian aviation sector having worked with Air Sahara
as President for two years.

26
26
ESG Report | Good Governance

Board Appointment Process

The Nomination and Remuneration Committee of the Board evaluates potential candidates for appointment
to the Board. This is done based on the highest level of personal and professional ethics, standing, integrity,
values and character, appreciation of the Company’s vision, mission, values, professional skill, knowledge
and expertise, financial literacy and such other competencies and skills as may be considered. In addition
to the above, the candidature of an Independent Director is also evaluated in terms of the criteria for
determining independence as stipulated under the Act and other applicable regulations and guidelines.

Average Tenure
There is no tenure for Non-Executive Directors. The Independent Directors are appointed for tenure
based on the provisions of the Act and the SEBI LODR Regulations, as applicable to the company.

Non-Executive Chairman and Lead Director

- At IndiGo, we have split the role of CEO and Chairman of the Board of Directors and the Chairman of
the Board of Directors is an Independent Non-Executive Director. The information is publicly available
on our website and on the websites of stock exchanges where shares of the company are listed.

- We have a Non-executive and Independent Director as Chairman of the Board since 2015.

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ESG Report | Good Governance

Committees of the Board

The Board members ensure that Committees of the Board are properly constituted with distinguished
members. As of March 31, 2021, the Board had the following five committees with their indicative
terms of references:

Audit Committee
The Audit Committee oversees the company’s financial reporting process and disclosure

and credible; recommends the appointment, remuneration and terms of appointment

of auditors of the company and reviews with the management, the annual financial
statements and auditor’s report thereon, before submission to the Board for approval etc.

Nomination and Remuneration Committee (NRC)

The terms of reference of the NRC inter alia, include identifying persons who are
qualified to become Directors and who may be appointed to Senior Management in
accordance with the criteria / policy laid down by the NRC and recommend to the
Board their appointment and removal, formulating criteria for evaluation of performance
of Independent Directors and the Board, recommending remuneration of the Executive
Directors and Non-Executive Directors (in form of sitting fees) etc.

Stakeholders Relationship Committee (SRC)

SRC is primarily responsible for redressal of shareholder and investor complaints and
other stakeholders’ related issues relating to transfer/ transmission of securities,
non-receipt of annual report, non-receipt of declared dividends, de-materialisation/
re-materialisation of securities etc.

Corporate Social Responsibility Committee (CSR)

CSR oversees the Corporate Social Responsibility Policy and activities undertaken by
the Board, formulate an annual action plan, recommends, and monitors the amount of
expenditure to be incurred on the activities mentioned in the Schedule VII of the Act and
to review the performance of the Company by instituting a transparent monitoring
mechanism in the areas of Corporate Social Responsibility.

Risk Management Committee (RMC)

RMC is responsible for overall monitoring and approving the enterprise risk management

plan. It is also responsible for systematically reviewing and updating the risk management
calendar and assisting the Board of Directors in timely identification, assessment and
mitigation of risks faced by the company.

The Board reviews the composition of Committees of the Board and reconstitutes them time to time to
take optimal utilisation of expertise. The composition of the Committees as on March 31, 2021 is hereunder:

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ESG Report | Good Governance

Audit Committee
Name of the Member Position Category
Mr. Meleveetil Damodaran Chairman Independent Non-Executive Director
Dr. Venkataramani Sumantran Member Independent Non-Executive Director
Mr. Anil Parashar Member Non-Independent Non-Executive Director

Nomination and Remuneration Committee

Name of the Member Position Category
Dr. Anupam Khanna Chairman Independent Non-Executive Director
Mr. Meleveetil Damodaran Member Independent Non-Executive Director
Member Independent Non-Executive Director
Mr. Anil Parashar Member Non-Independent Non-Executive Director

Risk Management Committee

Name of the Member Position Category
Dr. Venkataramani Sumantran Chairman Independent Non-Executive Director
Dr. Anupam Khanna Member Independent Non-Executive Director
Mr. Meleveetil Damodaran Member Independent Non-Executive Director
Mr. Anil Parashar Member Non-Independent Non-Executive Director
Mr. Gregg A Saretsky Member Non-Independent Non-Executive Director
Mr. Ronojoy Dutta

Stakeholders Relationship Committee

Name of the Member Position Category
Mrs. Rohini Bhatia Chairperson Non-Independent Non-Executive Director
Mrs. Pallavi Shardul Shroff Member Independent Non-Executive Director
Mr. Ronojoy Dutta

Corporate Social Responsibility Committee

Name of the Member Position Category
Mrs. Rohini Bhatia Chairperson Non-Independent Non-Executive Director
Dr. Anupam Khanna Member Independent Non-Executive Director
Mr. Anil Parashar Member Non-Independent Non-Executive Director

The details of meetings of various Committees and attendance Directors during the FY21 is captured in the Annual Report.

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ESG Report | Good Governance

Remuneration Ratio
Ratio of the remuneration of each Director to the median remuneration of the employees of the Company
for FY 2021, the percentage increase in remuneration of Key Managerial Personnel during FY 2021:
Ratio of remuneration to
Name of Director/ Percentage increase
Designation the median remuneration
Key Managerial Personnel in remuneration
of employees
Chairman &
Mr. Meleveetil Damodaran Independent Director 7.657 Refer to note below #
Dr. Anupam Khanna Independent Director 7.657 Refer to note below #
Dr. Venkataramani Sumantran* Independent Director 6.175 Refer to note below #
Ms.
NamePallavi
of theShardul
MemberShroff Independent Director 4.446 Refer to noteCategory
below #
Promoter &
Mr. Rahul Bhatia Non-executive Director 2.964 Refer to note below #
Promoter &
Mr. Rakesh Gangwal Non-executive Director 2.964 Refer to note below #
Promoter &
Ms. Rohini Bhatia Non-executive Director 4.446 Refer to note below #
Mr. Anil Parashar Non-executive Director 9.386 Refer to note below #
Mr. Gregg Albert Saretsky** Non-executive Director 1.729 Refer to note below #
Mr. Ronojoy Dutta Whole Time Director NIL
& CEO 376.207
Mr. Jiten Chopra*** Chief Financial Officer Not Applicable Not Applicable
Mr. Aditya Pande**** Chief Financial Officer Not Applicable NIL
Mr. Sanjay Gupta Company Secretary Not Applicable Refer to point 4
& Chief Compliance
Officer

#All the Non-Executive Directors of the Company are entitled for sitting fees of Rs.100,000 for attending each meeting of the Board or it’s
Committees, of which they are members. The sitting fee as paid for the FY 2021 is included in aforementioned remuneration paid to Directors.
*Dr. Venkataramani Sumantran was appointed as an Independent Non-Executive Director with effect from May 28, 2020.
**Mr. Gregg Albert Saretsky was appointed as Non-Independent Non-Executive Director with effect from October 01, 2020.
*** Mr. Jiten Chopra was appointed as the Chief Financial Officer of the Company with effect from February 22, 2021.
**** Mr. Aditya Pande, erstwhile Chief Financial Officer of the Company resigned with effect from February 21, 2021.

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ESG Report | Good Governance

Board Evaluation
Pursuant to the provisions of the Act and the SEBI LODR Regulations, an evaluation process was carried
out to evaluate performance of the Board and the Board Committees, the Chairman of the Board, and all
Directors, including Independent Directors. The evaluation was aimed at improving the effectiveness of all
these constituents and enhancing their contribution to the functioning of the Board.

On the recommendation of the Nomination and Remuneration Committee, an independent external

expert in the area of Board evaluation, was engaged by the Management to undertake such evaluation.
He carried out the exercise through questionnaires sent directly to the Board members on confidential
basis. These questionnaires were detailed and elicited both numeric as well as qualitative responses
against a variety of evaluation parameters. The independent external expert then followed through with
confidential individual conversations with each Board Members and developed separate evaluation
reports. The conversations were free-flowing and based on themes that were generated from reviewing
the responses from the questionnaire. Subsequently, the independent external expert collated confidential
reports for (a) the Board as a Whole, (b) Chairman of the Board, (c) Individual Directors, both Independent
and Non-Independent Directors, and (d) for each of the Board Committees separately. The report of each
Committee was shared by the Chairman of the Board with the Chairperson and members of each of the
Committees. The assessment of individual Directors was sent by the external consultant to the Chairman
in separate sealed envelopes, which the Chairman passed on to the concerned Directors. The results of
evaluation of the Board and its various Committees were subsequently discussed by the Board at its
meeting and the areas for improvement of the functioning of the Board and Committees were noted.
The Board is committed to continuously looking at process improvements, rather than treating the Board
evaluation as a one-off event.

In a separate meeting of the Independent Directors, performance of the Non-Independent Directors,

and the Board as a whole was also discussed, taking into account the views of Executive Director and
Non-Executive Directors.

Remuneration Policy
IndiGo had adopted the ‘InterGlobe Aviation Limited – Nomination and Remuneration Policy’ in compliance
with Section 178 of the Act and Regulation 19(4) read with Part D of Schedule II to the SEBI LODR
Regulations, for identification, selection and appointment of Directors, Key Managerial Personnel (KMPs)
and Senior Management of IndiGo. The Policy lays down the process and parameters for the appointment
and remuneration of the KMPs and other senior management personnel and the criteria for determining
qualifications, highest level of personal and professional ethics, positive attributes, financial literacy, and
independence of a Director. The Policy is available on the Investor Relations section of the website of
IndiGo at https://www.goindigo.in/content/dam/goindigo/investor-relations/policies/2021/InterGlobe-
Nomination-and-Remneraion-Policy.pdf

Board Effectiveness/ Experience

IndiGo’s Board represents a blend of experience and expertise across diverse areas of industry, management,
finance, law, global business, sales and marketing, technology, etc.

The Directors on the Board possess professional qualifications, expertise and wide experience including
experience that is relevant to the business of IndiGo. The Board is structured in a manner which ensures
diversity by age, education/qualifications, professional background, sector expertise and special skills.
The Directors take appropriate measures to avoid any present or potential conflict of interest, ensure
adequate availability of their time to IndiGo and emulate values that embody the company’s values,
particularly integrity, honesty, and transparency.

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ESG Report | Good Governance

6E Ownership
The company has a single class of equity shares of face value of Rs. 10 each. The shareholding pattern of
the company as on March 31, 2021, is given as under

Shareholding Pattern
Promoters & Promoters Group (288,047,623 shares) 1.20
Mutual Funds, Banks & AIFs (13,954,723 shares) 0.31
FIIs, FPIs & QIBs (75,125,270 shares) 0.51
Individuals and Trusts (4,628,677 shares)
NRIs (1,202,655 shares)
Bodies Corporate and others (1,951,052 shares)

19.52

3.63

74.84

The shareholding pattern of the company is filed with the stock exchanges on a quarterly basis.
This has been placed under the Investor Relations section on the website of the company.

Legends: AIFs- Alternate Investment Funds, FIIs- Foreign Institutional Investors, FPIs– Foreign
Portfolio Investors, NRIs– Non-Resident Indians, QIBs- Qualified Institutional Buyer(s)

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Risk Management
IndiGo has put in place a structured Enterprise Risk Management framework (“ERM framework”) based
on the guiding principles of identifying, assessing and mitigation of risk. It is an integral part of decision
-making for IndiGo and is dynamic in nature, undergoing continuous improvement. The ERM Framework
follows an annual process of setting objectives, identifying key risks on an ongoing basis, developing a
mitigation and action plan and monitoring leading indicators and planning gaps.

The Board of Directors of the company has formed a Risk Management Committee to frame, implement
and monitor the risk management plan for the company.

Risk Management Committee

The Risk Management Committee has been empowered to frame, implement and monitor the risk
management practices of IndiGo. The Committee has been entrusted for systematically overseeing,
reviewing, and updating the risk management calendar, based on certain risks becoming more important
during the year. The committee meets on regular intervals and discusses risks relating to liquidity and
profitability, revenue, cyber threat & data protection, business continuity, employee relations and health,
sustainability and & climate change, airline safety and security, adverse regulatory changes and litigation,
unfavourable fuel and forex movement and any other new risk that may be identified by the Management.

The Audit Committee has an additional oversight in the area of financial risks.
The terms of reference of the Committee have been modified and updated to align with the amendments
in the SEBI LODR Regulations.

An indicative list of the terms of reference of the Committee is as follows:

- To oversee the enterprise risk management process of the company;

- To identify, review and discuss key risks for the Company including risks relating to liquidity and
profitability, revenue, cyber threat and data protection, business continuity, employee relations and health,
sustainability & climate change, airline safety and security, adverse regulatory changes and litigation,
unfavorable fuel and forex movement and any other new risk that may be identified by the Management
including reputational risks;

- To review the risk mitigation plans laid out by the management;

- To frame, implement and monitor the risk management practices;
- To oversee, review, and update the risk management calendar;
- To anticipate risks, and to plan mitigation thereof

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Risk Management Framework

We continually identify new and emerging risks and evaluate existing risks and associated controls to
determine their relevance in the current context. A Risk Assessment Matrix is in place to facilitate and
ensure consistency in the risk assessments conducted by IndiGo.

Below are the key areas identified:

Regulatory Safety Cyber Security Environmental Financial Operational

Our four-step Risk Management Process facilitates communication, understanding and application by
all levels of employees.

Identify Evaluate Mitigate Monitor

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Cyber Security
Cyber Risk Management
In today’s world of digital information, securing data is of utmost importance to our business purposes
and standards. Additionally, brand abuse has become increasingly sophisticated, and often the primary
vector to launch attacks against an organisation.

At IndiGo, brand monitoring and its protection is critical and we are committed to securing customer
and employee information to manage any cyber risk. We have opted for a cyber-security framework in
line with industry accredited benchmarks and have created processes to prioritise and remediate threats
that impact our brand reputation.

At IndiGo, we were under cyber-attack in 2020,: even though the hackers were able to bypass the perimeter
protection, we were able to timely detect and contain the threat, thereby demonstrating our cyber
resilience. The Cyber SOC (Cyber Security Operation Centre) played a key role in early identification of
this threat. ‘Fluid security’ was applied immediately to combat the threat and not only did this minimize
the damage but also ensured business continuity as usual.

Initiatives
As IndiGo moves towards further digitisation, we foresee future cyber-attacks and therefore are continuously
enhancing our security systems. At IndiGo we follow the zero trust principles for cyber security ‘never
trust and verify always’. Also, in FY’21, we have initiated implementation of adaptive authentication
(multi-factor/risk-based authentication) across business-critical assets, some of the key systems are
completed already. We have also implemented Privilege Access Management to manage and control our
IT eco system.

At IndiGo, we engaged an external consultant to conduct a cyber-security maturity study which is

helping us further enhance cyber security at IndiGo. Also, to reduce digital risks associated with vendor
relationships, we have taken up a third-party risk management framework to assess and control the risk
associated with outsourcing our services to third party vendors.

We are also implementing state-of-the-art technology ‘EDR/XDR’, an alternative to a traditional reactive

approach to detect and remove any malware or any other malicious activity on the network. As an
additional step, we will also be implementing effective email security and governance to fight back
email spoofing and targeted phishing attacks.

We have revamped our Cyber-SOC to be manned round the clock by our Cyber-SOC team for our
preparedness in identifying such attacks and not only respond but recover with the least damage.

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Creating Awareness
We promote cyber security as a culture by engaging with all employees with regular updates and upgrades.
We are also making employees aware of their role in reporting cyber incidents so that appropriate
corrective and preventive actions can be taken

Compliance
At IndiGo, we conduct periodic reviews and assessments for infrastructure and apps (including mobile
and web apps) to proactively identify bugs/vulnerabilities and timely patch them to avoid any
unauthorised events. Additionally, we have also implemented advance bot detection to spot and avert
any threats.

Conclusion
At IndiGo, we understand the importance of protecting all our digital information and are continually
enhancing our security standards in an ever-changing environment.

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Safety at IndiGo
Mr. Wolfgang Prock-Schauer
President and Chief Operating Officer/Accountable Manager

Safety is one of our core business functions. We are committed to developing,

implementing, maintaining, and constantly improving strategies and processes
to ensure that all our aviation activities take place under a balanced allocation
of organizational resources, aimed at achieving the highest level of safety
performance and meeting national and international standards, while delivering
our services. All levels of management and employees are accountable for the
delivery of this highest level of safety performance.

Our commitment is to:

Support the management of safety through the provision of all appropriate resources that will result in an
organisational culture that fosters safe practices, encourages effective safety reporting and communication,
and actively manages safety with the same attention to results as of the other management systems of
the organisation.

Enforce the management of safety as a primary responsibility of all managers and employees.

Clearly define for staff, managers and employees alike, their accountabilities and responsibilities for the
delivery of the organisation’s safety performance and the performance of our safety management system.

Establish and operate hazard identification and risk management processes, including a hazard reporting
system, in order to eliminate or mitigate the safety risks of the consequences of hazards resulting from
our operations or activities to a point which is as low as reasonably practicable (ALARP).

Ensure that no action will be taken against any employee who discloses a safety concern through the
hazard reporting system, unless such disclosure indicates, beyond any reasonable doubt, an illegal act,
gross negligence, or a deliberate or wilful disregard of regulations or procedures.

Comply with and, wherever possible, exceed, legislative and regulatory requirements and standards.

Ensure that sufficient skilled and trained human resources are available to implement safety strategies
and processes.

Ensure that staff are provided with adequate and appropriate aviation safety information and training, are
competent in safety matters, and are only allocated tasks in line with their skills.

Establish and measure our safety performance against realistic safety performance indicators and safety
performance targets.

Continually improve our safety performance through management processes that ensure that relevant
safety action is taken and is effective.

Ensure externally supplied systems and services to support our operations are delivered and meet our
safety performance standards.

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Safety Management System

IndiGo’s Safety Management System (SMS) is driven by its Safety Policy, which helps our employees
understand, follow and mitigate safety related risk at IndiGo. The organization encourages and facilitates
safety reporting issues for our employees as well as contracted and business partners.

The organization believes in creating a safety culture that supports unhindered reporting from all sections
of employees through our ‘just culture’ policy.

All hazards arising from existing operations and being proactively identified during change management
are analysed and effectively mitigated to reduce risk to an acceptable level. The sudden onset of the
COVID-19 pandemic has truly tested the organisation’s resilience towards numerous challenges posed
by hazards which were previously not foreseen. However, IndiGo’s culture of risk-based action and
response has raised the safety level across all operations. Our safety standards are a testimony as our
safety data is benchmarked against airlines around the world through exchange with IATA data as part of
an exchange program (IDX and FDX).

Safety Management System Structure

The airline follows a robust and time-tested hierarchical system to measure and monitor safety. IndiGo is
one of the few airlines in the world that has created a Local Safety Action Group (LSAG) with approximately
700 members This group functions from the airport and monitors safety at a grassroot level. In case any
action requires further intervention, it is passed on to the Safety Action Group (SAG) at the departmental
level and thereafter to the Airline Safety Committee (ASC) headed by the President and Accountable
Manager at the apex level. Last year, we conducted approximately 600 safety meetings between all safety
groups within the SMS structure.

The information received from the LSAG/SAG/ASC groups is further translated to actionable information
that helps identify future safety related issues that are mitigated before they accrue at IndiGo. The Safety
information and the lessons learnt are shared in the form of the Annual Safety Report, Annual Audit Report,
monthly Safety magazine ‘IndSafe’, Safety Circulars and Bulletins. This helps create a 360° approach
towards understanding and managing safety at IndiGo.

This structure results in proactively identifying, analysing, mitigating, and eliminating hazards and risks
that may cause accidents or injuries to our employees or customers. An important part of how we do
that is by continually monitoring and identifying safety-related issues. Identification is done through
(but is not limited to) safety investigations, audits, and flight data monitoring. Our SMS system, drives all
safety related programs at IndiGo.

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Safety Management (SMS) governance structure (Flow Chart)

Accountable Executive

Flight Safety Department

Airline Safety Committee (Leadership)

Safety Action Group (SAG)

Local Safety Action Group (LSAG)

Keeping Our Flights Safe

A Flight Data Monitoring (FDM) program is an efficient accident prevention tool used by most airlines
around the world. IndiGo, in its endeavour to maintain an excellent safety record in air transport operations,
has introduced an FDM program as one of the primary tools in the accident prevention program. This
program is further integrated into the safety management system of the airline. As per company policy,
the flight data analysis program is non-punitive.

IndiGo uses this data to improve safety, increasing savings, and reducing costs. The Flight Safety Team
collects and analyses the recorded flight data which is downloaded/automatically transferred to Company
servers from every flight under the proactive accident prevention program.

This enables the airline to improve:

- Flight crew performance
- Operational training programs and procedures
- Adherence to Air Traffic Control clearances and ATS procedures
- Aid in aircraft maintenance and improve design system
- Aircraft operations and support system design procedures

The program supports Safety Promotion with lessons learnt through De-identified Flight Safety Reports
and Flight Safety Videos. The reports and videos are circulated to crew for incident/accident prevention.

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Fatigue Reporting for Crew

IndiGo has an inherent and robust fatigue reporting system for the crew. Each fatigue report is analysed
threadbare by our Flight Safety and Medical Teams in conjunction with operating departments to ensure
that risks arising out of fatigue are mitigated at the earliest.

Systematic Alcohol and Drug Screening

We have well laid down policies regarding consumption of alcohol for operating crew and other personnel
engaged in safety sensitive functions pertaining to airside operations.

All our frontline employees are monitored for consumption of alcohol and are prohibited from operating
a flight under the influence of alcohol. A percentage of our ground personnel engaged in safety sensitive
functions are selected randomly to check for the consumption of alcohol and are restricted from carrying
out duties under the influence of alcohol.

Safety Reporting and Investigation

At IndiGo, we have a safety reporting tool as an SMS application called Integrum that team members use
to report potential hazards in the form of mandatory and voluntary reports.

In a safety management environment, the accident/incident investigation process has a distinct role,
being an essential process that is deployed when safety defences, barriers, checks, and counterbalances
in the system have failed. This is an important reactive component, which is a critical part of our SMS and
SSP frameworks. Accident investigations contribute to the continuous improvement of the aviation system
by providing the root causes of accidents/incidents and lessons learned from the analysis of events.

Steps for Incident investigation:

Immediate Plan the Information Data

Corrective and Sharing
Reporting action Investigation Gathering Analysis
Preventive Lessons
Actions learnt
Our Safety Team investigates all reported occurrences, safety concerns and incidents, as well as any
behaviour that violates our policies, industry standards, regulatory requirements, or the laws of the
countries where we operate.

Safety Workshop for Leadership

Safety Workshops are held for the leadership teams at regular intervals. These highly interactive sessions
were organized in 2019 and recently in 2021 to provide a greater understanding of the intent of safety
management concepts and philosophies. This enhanced the organisation’s Safety Management System by:

- Correctly completing safety related tasks

- Creating or complying with an effective system that delivers safety objectives and supports business
performance.

- Meeting your responsibilities more consistently

- Championing safety processes

- Breathing life into your safety management system through the adoption of key management enablers

- Driving performance through a management system approach to safety – what does good look like?

- Leadership and strategy to achieve success

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Emergency Response Management

Emergency Response (ER) planning is a vital component of the Safety Management System. Consequently,
while taking all possible measures to ensure the safety of operations, IndiGo has also invested heavily
in ensuring that an effective ER plan is in place to cater for any unfortunate eventuality.

We have established a robust ER organisation, at the centre of which is a state of the art Command
Centre that is headed by the Accountable Manager and manned by the senior management of the
Company during a crisis. Supporting the Command Centre are the Local Incident Control Centres in
the stations, the corporate Go Team including the IndiGo Care Team, and the Crisis Communications
Coordination Team. The complete organisation is based on international best practices and follows
the principles of the Incident Command System (ICS) which provides effective command and control
as well as the flexibility to quickly adapt to rapidly changing situations.

Command Centre

Crisis Communications Local Incident

Coordination Teams Control Centre

Director Go Team
Operations
Control Centre

Investigation Team Disabled Aircraft Humanitarian Administrative

Removal Team Assistance Support Team
Operations

Although India does not have legislation that mandates the necessity of having a family assistance plan,
IndiGo has recognized the over-reaching importance of this particular aspect of emergency response
and taken a step beyond the law. By considering the stringent provisions of the US Aviation Disaster
Family Assistance Act 1996 as a benchmark, we have established a humanitarian response team known
as IndiGo Care with a pool of over 600 trained and highly motivated volunteers spread over the entire
network for near-instantaneous deployment. The resources of IndiGo Care are further boosted by those
of contracted external service providers.

In the current international scenario, notwithstanding the steep reduction in flights due to COVID-19
lockdowns, two major accidents in mid-2020, one in India and another in a neighbouring country,
amply demonstrated that we cannot afford to let our guard down as far as emergency response planning
is concerned. IndiGo has continued to maintain a high state of preparedness for any eventuality. Training,
exercises and drills, both at the corporate as well as the station level, have continued as planned,
adopting a mix of live and virtual sessions. Processes and procedures have been modified to suit the
‘new normal’ and the concept of a Virtual Command Centre has been successfully established and
practiced.

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For IndiGo, preparation for any unforeseen event is an ongoing process. To ensure that our plans are up
to date and relevant, we continue to closely monitor aviation disasters around the world, draw lessons
from these, analyse their impact and modify our plans where necessary. We truly believe that there can
be no shortcut for preparation.

IndiGo Care
What is IndiGo Care?
IndiGo Care is a crucial element of crisis management. It encompasses all aspects of humanitarian
response during disaster. This includes, dealing with the families and friends of customers. Humanitarian
response is one of the predominant attributes while managing air crises. The team is responsible for
supporting families and friends, emotionally and logistically. Volunteers will either be located at the
airport, hotel, hospital, or even at the regional location of families in case they are unable to travel to the
site. The key idea is to support them and provide them accurate information.

Who is part of the IndiGo Care team?

This groups of volunteers are located across India. There are at present, about 690 volunteers in the fleet.
This is about 17% more than the actual number required as defined in the ERM manual.

IndiGo Care team preparedness:

To keep the group of volunteers prepared and to test the functionality of our activation system, we conduct
drills every quarter. The idea of these drills is to ensure that we are all better prepared for an actual event,
and also, at the same time, plug any gaps that are observed during these drills.

Way forward for IndiGo Care:

We want to move towards instant messaging e.g. WhatsApp, instead of the current mobile network based
text message (Short Messaging Service – SMS) approach to activate our volunteers. This will give us better
flexibility and ease of access for end users. Furthermore, we intend to keep adding more volunteers to the
team, so that region wise volunteer strength is always consistent.

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6E Code of Conduct
Introduction
At IndiGo, we are committed to doing the right thing, the right way, which means making the right decisions
and acting in an ethical manner and in compliance with applicable laws. Our Code of Conduct (the ‘6E Code’)
is an extension of our philosophy of conducting our business with the highest standards of transparent
governance, ethical business practices, and respect for human rights and individual dignity. The 6E Code
is applicable to all employees of IndiGo and its subsidiaries. Through successful implementation of the
6E Code we aim to build a robust ethics culture in IndiGo.

Our Code is periodically reviewed and updated in line with applicable laws and growing requirements of the
company. All changes in the 6E Code are approved by the Board of Directors, and subsequently implemented.
The 6E Code was recently updated in July 2020.
For a detailed copy of the 6E Code, visit
https://www.goIndiGo.in/content/dam/goIndiGo/investor-relations/policies/IndiGo-code-of-conduct.pdf

Whistleblower Policy
Pursuant to Section 177(9) of the Act and Regulation 22 of the SEBI LODR Regulations, IndiGo has adopted
a Whistleblower Policy/ Vigil Mechanism (Policy) for Directors, senior management and employees of the
Company and its subsidiary. The Policy provides for adequate safeguards against victimization of
whistleblowers and provides for direct access to the Chairperson of the Audit Committee, in exceptional
circumstances. The policy provides for a mechanism to report concerns about unethical behaviour, actual
or suspected fraud, instances of leak of Unpublished Price Sensitive Information (“UPSI”) or violations of
IndiGo’s Code of Conduct.

The Policy also enables suppliers, contractors, and other stakeholders to report unethical behaviour,
misconduct, violation or legal or improper practices, actual or suspected fraud by a Company official
without any fear of unfair treatment (including loss of business).

During FY 2021, no person was denied access to the Chairperson of the Audit Committee. The Audit
Committee, which oversees the implementation of the policy, on a quarterly basis, reviews the status of
complaints, summary of findings and action taken in accordance with the Policy.

IndiGo has put in place a well-defined Whistleblower Policy. The policy lays down the procedures for
dealing with whistleblower complaints and provides necessary safeguards for protecting whistleblowers
from victimisation and retaliation. The policy allows for directors, senior management and employees of
the company and its subsidiary and other stakeholders such as suppliers, to report concerns about
unethical behaviour, misconduct, violation, illegal or improper practices, and actual or suspected fraud
by a company official without any fear of unfair treatment.

All whistleblower complaints are reported to and resolved by the Ethics and Compliance Committee (“ECC”),
which has been set up by the company for effective resolution of such complaints. The policy also provides
for direct access to the Chairperson of the Audit Committee, in exceptional circumstances. The Audit
Committee oversees the implementation of the Whistleblower Policy.

During FY’ 21, a total of 25 whistleblower complaints were reported through various reporting channels. 13
out of these 25 cases have been closed within the same financial year and appropriate action has been
taken against those found guilty of violating the Code of Conduct. The remaining 12 cases are currently
under investigation.

The Policy is available on the Investor Relations section of the website of IndiGo at
https://www.goindigo.in/content/dam/goindigo/investor-relations/policies/IGAL-WhistleBlower-Policy.pdf
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Reporting Mechanism
IndiGo believes that it is critical to listen to all its stakeholders in order to take the path to sustainable
growth. Any actual or potential violation of the 6E Code, or any law governing IndiGo, howsoever
insignificant, is a matter of serious concern for IndiGo. We, at IndiGo, understand that timely reporting
of such violations could avoid or minimise the company’s reputational or financial losses. To that effect,
IndiGo has successfully nurtured a culture where all employees feel safe to report complaints about
unacceptable practices, misconduct, or violation of the 6E Code or laws governing IndiGo.

IndiGo provides multiple reporting channels to make it convenient for employees to report violations.
These reporting channels include a toll-free number, online web portal, email address, and physical
mailing address. Also, IndiGo encourages its employees to report violations of the 6E Code anonymously
and without the fear of unfair treatment or victimisation. IndiGo provides three reporting channels that
particularly provide employees the choice to report violations anonymously.

The ECC and other personnel involved in investigations are trained to keep the complainants’ identities
confidential. Only authorised representatives have access to the reporting channels and information related
to such matters is shared strictly on a ‘need-to-know’ basis throughout the complaint resolution process.

Complaint Resolution
IndiGo has implemented a transparent and independent complaint resolution mechanism, which aims at
resolving complaints promptly, in accordance with the law. For this, IndiGo has set up the ECC, which
works under the supervision of the Audit Committee of the company. The ECC comprises of five
representatives of the senior management of the organisation who represent independent functions.
The key role of the ECC is to ensure implementation of the 6E Code across the organisation, review all
the instances of non-compliance and update the 6E Code at regular intervals, if required.

IndiGo also has an Ethics and Compliance Team (ECT) to assist the ECC in reviewing and investigating
complaints and reporting its findings. The team is also accountable for promoting, monitoring and
enforcing our 6E Code. All investigations are carried out by the ECT objectively and independently,
following the principles of natural justice.

Based on results of an investigation, the ECC makes a determination whether a violation has occurred.
Accordingly, the ECC takes appropriate disciplinary or corrective action. The ECC ensures that all
complaints of suspected violations are taken seriously and reviewed promptly. Based on the nature and
severity of the violation of the 6E Code, our policies and/or the law, the ECC decides an appropriate
disciplinary action. Disciplinary actions could include termination of employment.

Anti-bribery and Corruption

IndiGo’s operations are governed by various anti-bribery laws. IndiGo respects and endeavours to comply
with all laws related to prevention of bribery and corruption, as applicable. IndiGo has a zero-tolerance
approach to bribery and corruption and does not (directly or indirectly) offer, pay, seek, or accept payment,
gift or favour or improperly influence a business outcome. As a rule, only authorised and trained individuals
are permitted to interact with government officials and regulators. During FY’ 21, there were no instances
of bribery or corruption involving our employees or business partners.

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Anti-money Laundering
IndiGo is committed to complying with global and local laws on anti-money laundering. We prohibit the
use of our resources to carry out money laundering activities. We carry out our business by entering into
relationships only with those business partners who have legitimate business activities. We have
incorporated controls in our processes to prevent receipt of proceeds from criminal activities and detect
any such suspicious activity in a timely manner. During FY’ 21, there were no instances of money laundering
activities involving IndiGo or its employees.

Preventing Insider Trading

IndiGo understands that insider trading is illegal and could result in criminal prosecution under the
Securities and Exchange Board of India (Prohibition of Insider Trading) Regulations, 2015. We endeavour to
preserve the confidentiality of Unpublished Price Sensitive Information (UPSI) and restrict our designated
persons from trading based on UPSI or disclosing UPSI to outsiders (including family members and friends)
so that they do not trade in securities of IndiGo or any other publicly traded Company.

Free and Fair Competition

IndiGo thrives on free and fair competition in all markets across operations. We act and take business
decisions independently and without any collusion, only keeping in mind IndiGo’s best commercial
interests. We do not make any business decisions by coordinating, communicating, indulging or having
any understandings or agreements (implied or express) with our competitors, suppliers or agents that
stifle or hinder free and fair competition. We also never engage in any anti-competitive acts nor exchange
any prohibited competition-sensitive information (for e.g. pricing, capacity, or cost data of any kind etc.)
at any point in time.

Privacy of Personal Data

Our customers, employees and business partners entrust us with their personal data, such as credit card
numbers, bank account numbers, identity numbers, or passport information, etc. We respect their privacy
rights and use, maintain, protect, and transfer personal data in accordance with applicable global
regulations (such as General Data Protection Regulation (GDPR) etc.), local laws, our Privacy Policy, and
Information Security Policy. We only gather, process, and use personal data that is directly related to our
business operations, in a lawful manner, and for clearly defined and legitimate purposes. We have also put
in place systems and processes of the highest standards to ensure secure use, retention, storage and
protection of personal data.

Protection of Intellectual Property

IndiGo vigorously protects its Intellectual Property (IP) by enforcing its rights on any unauthorised use
of its IP. The company’s IP is a result of the ideas and hard work by its employees, which is an asset that
provides great value to the company. Employees are permitted to use the company’s IP only for
authorised business purposes and not for personal gains. IndiGo employees are not permitted to take,
access, provide access to or use IndiGo’s proprietary information or other IP without authorisation,
particularly after leaving IndiGo. Any unauthorised use of company’s IP is a violation of the 6E Code.

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Ethical Labour Practices

IndiGo adheres to and promotes fundamental human rights and applicable labour and social standards.
We hold our suppliers and partners to the same high standards.

We nurture a work environment where employees are treated with dignity and respect and are provided
safe and humane working conditions. We ensure that our employees are compensated fairly and equitably
and have the right to rest and take regular leave of absence.

IndiGo does not tolerate any form of labour exploitation. In particular, we are strongly against exploitative
practices such as child labour, forced labour, slavery, bonded labour, human trafficking, and exploitation
of any other kind. We are committed to complying with all applicable labour laws and to take all necessary
measures to prevent such exploitation.

Prevention of Sexual Harassment at Workplace

IndiGo has a robust internal mechanism and policy to deal with matters related to sexual harassment.
All employees are sensitised about the policy right from the day when they join IndiGo. We also conduct
awareness programs for employees on the policy and have awareness posters with details of how to
report a complaint along with the details of the Internal Committee members, which are displayed across
all our working locations. The Internal Committee ensures that all cases reported are resolved in a timely
manner, in accordance with the Sexual Harassment of Women at Workplace (Prevention, Prohibition,
Redressal) Act 2013.

During FY’ 21, a total of 15 sexual harassment complaints were filed. All cases have been successfully closed
as on 1st May 2021 and have not exceeded the timeline for closure as per the POSH Act.

Environment, Health and Safety

At IndiGo, we are driven to reduce our carbon footprint and pursue environmental sustainability. We make
every possible effort to conserve scarce natural resources and reduce pollution. To this end, we invest in
environment friendly technologies where feasible and deploy our resources as efficiently as possible. We
also ensure compliance with various environmental laws and regulations that apply to our business
operations. At the same time, IndiGo is also committed to the well-being of all its stakeholders. No matter
where we work or what they do for the company, we put safety first. Compliance with safety laws,
regulations, policies and work rules ensure that we work in a safe environment, which, in turn, provides
for safe and reliable business operations for our customers.

Avoiding Conflict of Interest

Everyone at IndiGo aims to always act in the best interest of the company. This means that our actions are
free from any actual or perceived conflict of interest. IndiGo avoids actual conflicts of interest and takes
steps to mitigate potential or perceived conflict of interest situations in the larger benefit of the company.
During FY’ 21, there was no instance of a materially significant conflict of interest situation that could
impact the company.

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Direct or Indirect Political and Charitable Contributions

IndiGo does not prohibit employees from participating in their communities by involving themselves in
political or charitable activities. However, we permit our employees to offer support and contributions
for such political or charitable activities in their personal capacity. We acknowledge the fact that spending
own time and money for any political or charitable cause is entirely a personal and voluntary decision of
our employees. IndiGo complies with all applicable laws in promoting the company’s position and in
making political contributions.

Ethics Trainings and Awareness

The various provisions of the 6E Code are reinforced to the employees through a training module that
is conducted on an annual basis. Through this training, participants are familiarised with various aspects
of the 6E Code, expected behaviour and the complaint resolution mechanism. Employees are also
informed of the process of reporting violations. The training also provides for employees to confirm their
understanding of the 6E Code and undertake to comply with it.

IndiGo has also embedded the 6E Code training in its induction program for newly inducted employees.
All new employees mandatorily undergo this training module, immediately after joining the Company.
Newly hired employees are also expected to sign a declaration on compliance to the 6E Code when
they come on board. We have also covered 15,000 employees through an e-learning module in FY’ 21.

To keep all its employees updated with the 6E Code, the company also runs various awareness campaigns,
highlighting all aspects of the 6E Code. IndiGo has also taken various additional steps to popularise its
whistleblowing mechanism. These include posters in and around the workplace, regular email campaigns
to all employees, etc.

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Ethics Survey
IndiGo conducted a survey on ethics and compliance in FY’ 21. This survey was made available to all
employees. The survey sought feedback from employees on eight parameters. We received a 75% response
rate and an average score of 4.4, on a scale of 1 to 5, where 5 stands for highly positive response.

The following table provides average scoring for some of the key parameters in the survey:

SN Parameter Survey Statement Average Score

(5=Strongly Agree; 1=Strongly Disagree)

1 Understanding of ethical I clearly understand what is 4.57

behavior considered ethical behavior
at IndiGo.

2 Existence of a strong I believe IndiGo has a strong 4.48

ethics culture ethics culture.

3 Awareness of channels I am aware of all channels 4.47

of reporting unethical available for reporting
behavior unethical behavior.

The survey results show that most of our employees are aware about ethics-related policies and believe
that IndiGo has a strong ethical culture. This could be largely attributed to the regular communication on
ethics and compliance that the company conducts with its employees through various campaigns.

Key Engagement Activities:

SN Engagement Activity Frequency

1 Audits and Assessments Regular

2 Board Meetings Quarterly/Ad-hoc

3 Whistleblowing Channel Available at all times

4 New Hire Orientation Regular

5 Training Programs Regular

6 Publications (Emailers, Posters, etc.) Regular

7 Surveys / Feedback Regular

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ESG Report | Good Governance

Supply Chain Management

The main priorities of our company's general supply chain management strategy is cost, on time delivery
and quality. Additionally, all these must be done in an ethical and legal manner and therefore we have our
6E Code, which is not only mandatory for the employees, but it also covers all our partners. It is a
mandatory part of each contract, covering compliance with all applicable laws. It also covers business
ethics and corrupt practices etc.

Our top five priorities are:

- Ensuring required quality

- On time delivery
- Cost efficiency
- Compliance with laws
- Long-term relationships

These guiding principles help us manage our supply chain eco system at IndiGo

Process Management
We ensure that our supply chain management process is not only effective, but it also incorporates the
process of risk mitigation measures. Therefore, there is a clear separation between Procurement, Business
and Payables (Finance) and clear roles and responsibilities are defined for each of them, ensuring the model
segregation of duties. Requirements are defined by Business, while Procurement negotiates the commercial
terms and Finance makes the payment only if there is a valid contract, and receipt of goods/services are
certified by Business. This process ensures a clear separation ensuring there is no conflict of interest, and
that the financial risks are mitigated and there is a system of checks and balances in place.

To ensure that most cost-effective options are selected, documented justification is prepared for the
purchases with a guideline of opting for the most cost-effective vendor among all qualified vendors.
In case, the lowest costing is not chosen, justification is documented to ensure complete transparency.
All purchase orders and contracts have terms which are vetted and approved by the Legal team to ensure
compliance to statutory regulations and the 6E Code. Signing authorities for contracts are limited to a
few people and specified through Board Resolutions / Letters of Authorisation which are approved by the
Board of the Company. All transactions are recorded electronically in SAP to ensure no unauthorised
changes can take place and there is complete visibility to authorised personnel.

To ensure these processes are followed, there are multiple audits which occur. They comprise of internal
audits, statutory audits, category specific audits, governance, and risk audits etc. The periodicity of these
audits ranges from quarterly to annual as required. This not only ensures that employees follow the defined
process, but this helps evolve and refine processes through cases identified in the audit.

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ESG Report | Good Governance

Sustainable Procurement
As a service company, procurement is key to IndiGo’s business activity and low cost structure. IndiGo’s
procurement value is more than 4 billion US Dollars out of which fuel purchasing amounts to about
35-40% of this expenditure, followed by aircraft maintenance and components, airport and navigation
fees and airport handling.

We make significant contributions to regional and national economies, both through our purchases and
the trickle-down impact on other sectors. About three-fourths of our spend is spent locally at places
we operate in and only the balance one-fourth is spent away from the locations we operate in. And that
one-fourth is only because either it is mandated by our OEMs (Original Equipment Manufacturers) or is
paid for IT software services.

As a result of this, our supplier base is well spread-out and we get our supplies through local suppliers
to the extent possible. This not only ensures significant contributions to the economies of geographies
we operate in, but it also dramatically reduces our carbon footprint as the energy spent for logistics is
minimised.

Pursuing a Responsible Procurement Process

Optimising, innovating and making the supply chain more sustainable are IndiGo’s priorities, which also
contribute to improving profitability and enhancing our business. For a number of years, our procurement
policy has aimed to incorporate ethical principles into relations with suppliers by reinforcing compliance
with ethical and regulatory guidelines.

At IndiGo, the procurement team is aligned with the ethos of IndiGo’s commitment to lawful and ethical
dealings and follows the 6E Code when dealing with suppliers. The procurement team has also successfully
completed an anti-corruption e-learning module. Furthermore, all new procurement team members are
trained on duties of vigilance and anti-bribery processes.

IndiGo entrusts a significant part of its purchases to SMEs. As a philosophy, IndiGo has, to the extent
possible, a large number of SMEs in its vendor base. This is also driven by IndiGo’s focus on local sourcing.
Also, IndiGo ensures that it not only negotiates a reasonably small credit period with SMEs, but it also
pays them promptly without fail as it understands that liquidity is one of the biggest factors in an SME’s
survival and wellbeing.

IndiGo rewards the suppliers with consistently good performance with increase in business. As of now this
measurement is done more informally, this will be shortly done in a formal manner with measurement in
different areas like costs, quality and assurance of supply.

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ESG Report | Good Governance

Some environment friendly initiatives

We have completely digitised our processes of Procure to Pay, substantially reducing the usage of paper.
Our vendor on boarding process takes place electronically where a PDF file and scanned copies of required
documents are all that we use. This holds true for the entire vendor management process including
vendor record modification, purchase order exchange etc. Similarly, all our purchase orders are created
electronically, and all the supporting documents are uploaded as electronic copies. Procurement, Finance
and Audit Functions can access them as required and no hard copies are required whether for audits,
payments, or account reconciliation.

We will be shortly moving to server-based printing which in many ways reduces the usage of paper.
This tracks printing habits and the quantity each user utilises sensitizing them towards reducing usage.
Printing reports can be shared with Department Heads for monitoring and actions as required. Printing
only occurs if ID cards are scanned and any print without scanned IDs cards automatically gets deleted
from the server in 30 minutes. The default mode for printing is on both sides of a sheet of paper and
printer settings are by default set to an ‘economy’ mode. All this will lead to a significant reduction in
paper usage.

Supplier Code of Conduct

Our service providers are required to comply with a supplier Code of Conduct, covering legislations such
as the Prevention of Corruption Act of India, 1988 (POCA), Foreign Corrupt Practices Act of US, 1977 (FCPA)
and UK Bribery Act, 2010 (UKBA). Suppliers are required to comply with applicable laws and regulations
concerning bribery, corruption, fraud and any other prohibited business practices.

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ESG Report | Good Governance

Key Accomplishments

Governance

IOSA
IATA Operational Safety Audit
IndiGo successfully renewed its membership
for IOSA renewal registration audit - FY’19

SAFA
SAFA Performance Index
IndiGo’s SAFA score 0.16 as on date, is
considered to be a good score as per
industry standards.

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ESG Report | Environmental Impact

Environmental Impact
At IndiGo, we are determined to do our bit in consistently and continuously lowering our impact on the
environment through various initiatives. Despite an unprecedented economic situation in aviation globally,
we remain focused on a sustainable future and continue to steadily progress towards it. The size and
scale of our operations presents us with an exciting opportunity to be a leader in this area. This section
describes the improvement, innovation and interventions initiated by us to reduce fuel consumption and
carbon emissions. This section also covers our key achievements in supporting environmental betterment
and healthy living for all.

Carbon Footprint

Fleet Modernization

Efficiency Strategy

Key Achievements

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ESG Report | Environmental Impact

Carbon Footprint
Air travel accounts for about 2% of global carbon emissions. We recognize the impact that of our emissions
make to climate change and at the same time, the importance of our role in helping to mitigate the carbon
footprint of air travel. We aim to reduce our environmental footprint by improving our operational processes,
investing in new technology and through innovation.

IndiGo has had a steady drop in its carbon footprint since FY’17, in FY’ 23
IndiGo aims to reduce CO2 emission by 18% per ASK when compared to FY’16.

0.0750
0.0746 0.0751
0.0747
0.0722

0.0701

0.0650
0.0642

0.0635

0.0606
0.0550
FY’16 FY’17 FY’18 FY’19 FY’20 FY’21 FY’22 FY’23

CO2 Emission (T) per 1000 ASK

Savings

467,835 1,478,359
tonnes tonnes
Total fuel savings from Total CO2 emission reduction from
FY’15 till FY’21 FY’15 till FY’21

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ESG Report | Environmental Impact

CO2 Emission/Revenue Passenger Kilometer

CO2 Emission/ RPK

0.092 0.091 (Metric tonne of CO2/1000 RPK)
0.090 0.089 0.089
0.088

0.086 0.086

0.084
0.084
0.082
0.082

0.080

0.078

0.076

FY’15 FY’16 FY’17 FY’18 FY’19 FY’20

This graph shows year on year CO2 reduction per RPK since FY ’15

Reduction in carbon footprint goes hand in hand with fuel use reduction. Therefore, one of the focus
points for IndiGo to reduce the use of fuel by the following measures:

- Fleet Modernization
- Implementing weight reduction measures on board
- Optimizing flight routes
- Improving flight operations
- Following Fuel efficient best practices

At IndiGo, we also believe that the use of all the above practices combined together cannot match the
impact which can be created by sustainable aviation fuels (SAF). However, we also understand that SAF
is not in mass production. Knowing the importance of SAF, IndiGo is exploring the potential of using SAF
and is in talks with SAF manufacturers globally. The utilisation of SAF commercially is still a few years
away but as a leader in Indian aviation we have already embarked on this journey by signing our 1st MOU
with an international SAF provider.

Sources of (scope 1) emissions include the emission from ground operations such as vehicles, monitoring
data of aircraft engines etc. The approach for delivering CO2 emission reductions from ground operations
is pragmatic and relies on a series of practical “action steps” and initiatives that have been facilitated by
us through engaging and working collaboratively with different departments in the company, including
the following:

- Usage of auxiliary power units

- Engine wash
- Engine data monitoring
- Eco power wash
- Ground power units (GPUs)

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ESG Report | Environmental Impact

CORSIA
The Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA) developed by ICAO is
a global scheme aimed to stabilize net CO2 emissions at 2020 levels with carbon-neutral growth. CORSIA
is the only programme to be applied globally to reduce CO2. ICAO’s long -term goal is to reduce aviation’s
net CO2 emissions to half of what they were in 2005, by 2050.

CORSIA does not cover domestic air transport services and applies only on international services. It requires
airlines to form a baseline of their international traffic emission based on 2019. CORSIA requires airlines
to purchase carbon credits to offsets any emission more than the 2019 baseline.

In 2018, IndiGo assessed the need for necessary infrastructure and flight operation system in order to
collect the required data, such as fuel use by aircraft and getting it independently audited.

In 2019, we have finalised our internal preparations, organized our infrastructure and system to enable us
to meet CORSIA requirements of collecting data starting from 2019.

We have gone through two successful independent audits in May 2020 and Mar 2021 for CORSIA and the
report was submitted to State authorities as per ICAO CORSIA regulations,

CORSIA will be implemented in three phases. Though India is participating only in the compulsory phase
starting 2027, we are already exploring various methodologies which will be adopted to offset carbon
emissions. We are also exploring various Technological advancements like electric taxi, which can reduce
our carbon emission footprint requirements and overall reduce our carbon offset requirements starting 2027.

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ESG Report | Environmental Impact

Aircraft Noise
Aircraft noise is the most significant cause of adverse community reaction related to the operation and
expansion of airports. This is expected to remain the case in most regions of the world for the foreseeable
future. We recognise and are committed to addressing the ongoing concerns of local communities
regarding aircraft noise.

We operate with one of the youngest fleet in the region, and these newer aircraft are up to 50% quieter
than the previous generation aircraft. We are proud of the fact that our entire fleet of aircraft meets
International Civil Aviation noise certification standards.

IndiGo has also adopted world’s best practices which further reduces the noise emissions.

This includes

- Reduced Flap Take –off

- Reduced Thrust Take – off
- Reduced Flap Landing
- Use of promulgated departure & arrival procedure which avoids populated area

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ESG Report | Environmental Impact

Fleet Modernisation
The operational efficiency of an aircraft is inversely proportional to its age. Operating aging aircraft can
eventually reduce the overall productivity of an airline. The average age of the IndiGo fleet is one of the
youngest in the industry. Most of our aircraft are brand new, and this has inherently reduced overall fuel
consumption and consequently, our carbon footprint.

Over the years, we have worked towards keeping our fleet young. The average age of our aircraft is
approximately 5 years old. We are in the process of returning most of our CEO aircraft and replacing
them with fuel efficient NEOs which will further reduce our fleet’s average age. Our current fleet as on 31st
March 2021, consists of 285 aircraft consists of 120 A320 NEOs, 100 A320 CEOs, 39 A321 NEOs and 26
ATRs. This young fleet has helped us reduce fuel consumption and greenhouse gas emissions.

Savings of scope 1 energy

0.15 0.91 171,684

tonnes tonnes tonnes
Reduction in CO2 Reduction in CO2 of carbon emissions reduced
emission per flight with emission per flight with in FY’ 21, by inclusion of
fleet modernisation in fleet modernisation in more fuel-efficient aircraft
FY’ 15 FY’ 21 to our fleet

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ESG Report | Environmental Impact

Efficiency Strategy
Improving operational efficiency is the key to lowering greenhouse gas emissions. Our strategy focuses
on two key aspects - technology and operational efficiency.

While we are reliant on the work of governments and regulators to ensure that we are allowed to fly the
most efficient routes and operate in the most efficient manner during all flight phases, our strategy
provides us maximum results. IndiGo is also in continuous pursuit of other avenues of reducing
environmental impact, such as using electric baggage tugs, battery operated water carts and electric
freight loaders. Furthermore, we are in the process of moving from paperwork to electronic flight folders
which will reduce on-board weight and contribute to paper conservation

Technological Enhancement
New Engine Option
By introducing NEO (PW1100G and CFM LEAP 1A) engines since FY ’16 our fuel efficiency has improved
by 15%, as certified by Airbus. This in return has lowered CO2 emissions.

Savings
365,400 1,154,664
tonnes
of fuel saved by introduction
tonnes
of CO2 emissions saved since the
of NEO engines since FY’16 introduction of NEO engines in
till FY’21 FY‘16 till FY’21

Software Upgrade
We have enhanced our flight planning which provides accurate maps, atmospheric predictions, and the
most efficient flight paths

Descent Profile Optimiser

This reduces thrust usage when an aircraft is on descent. This helps in overall fuel conservation

Reshaped Fuel Tank (NACA) Inlet

0.3% reduction in cruise drag equals a saving of between 10 to 20 Kgs of fuel per flight offsetting CO2
emissions

Sharklets
Our aircraft with Sharklets offer approximate 3.5% extra fuel efficiency when compared to Non – Sharklet
aircraft. At IndiGo, 76% of our Airbus fleet is equipped with Sharklets

Big data approach

IndiGo has been working with various big data analytics entities over years. This has helped us in improved
planning and strategically aligned decision making, as well as crystal clear comprehension and monitoring
of all main performance drivers relevant to the airline industry.

Introduction of Electronic Flight Bags (EFBs) in 2015

We converted on board paper documents to electronic documents, which has reduced on board weight
of documents by 25 Kgs.

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ESG Report | Environmental Impact

Savings

906 223,698 70,791

tonnes tonnes tonnes
Total fuel savings
Fuel saving by Descent Total CO2 emission reduction
in FY’ 21 due to
Profile Optimisation in FY’ 21 due to technological
technological
FY’ 21 initiatives
initiatives

Operational Enhancements
Aircraft movement (taxi, take-off, and landing) and equipment used near the aircraft produce gaseous
emissions and particulates matters. IndiGo has reduced emissions with various operational changes, some
of the measures taken and their outputs are as follows:

Single Engine Taxi – Taxiing with a single engine saves us fuel and reduces carbon emissions

Employ Continuous Descent approaches and economy cruise speeds

Avionic Ventilation System Filters have been changed to reduce weight in the aircraft

Lightweight Seats – Lightweight seats help reduce weight of the aircraft. This lower aircraft weight has a
direct impact on reducing fuel burn, which inherently brings down the CO2 emissions

Optimum fuel uplift - Traffic trends and atmospheric patterns are considered to help avoid
additional/unnecessary fuel uplift

Electric tugs for tarmac operations - Electric tugs are used for tarmac operations with the help of battery
swapping by monorail crane and reduce the usage of diesel tractors by 30%

Battery operated Baggage Freight Loader (BFL)- Diesel engine driven BFL, which produces carbon emission
are now being replaced with battery operated.

Battery operated motorized water Carts - Petrol engine driven water pumps are being replaced with
battery operated water pumps.

Coaches – Delhi our largest operating station has replaced all diesel coaches with CNG operated Coaches,
saving CO2 emissions.

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ESG Report | Environmental Impact

Engine Data Monitoring

At IndiGo, our power plant group monitors real time engine data that is captured though the ACARS by
ADEM (Advanced Diagnostic Engine Monitoring) and by GE for LEAP 1A engines. This data helps us timely
troubleshoot typical snags, which could potentially cause grounding of an aircraft at an airport. The data
analysis also led to proactive replacement of affected LRUs/engine parts, which has saved cost.

Routine monitoring of engine and aircraft performance allows IndiGo to monitor long-term performance
degradation. This permits detection of unexpected shifts in engine/aircraft performance. Timely detection
and launching of appropriate maintenance actions has proactively reduced the risk of an operational
disruption and minimized any additional fuel consumption.

Savings
402 906 1,287
5,752 tonnes tonnes
tonnes Total fuel savings
by using battery operated
tonnes
Total fuel savings
Total CO2 reduction
through battery operated
Total fuel savings
tugs/water pumps/baggage by less fuel uplifted tugs/water pumps/baggage
by taxing on a single
freight loaders and in FY’ 21 freight loaders and
engine FY’ 21
coaches in FY’21 coaches in FY’ 21

Ground CO2 reduction operations

Usage of Auxiliary Power Unit
Ground power and air are significantly cheaper per hour than the APU (when considering both fuel and
maintenance costs). Consequently, the APU and engine start time is carefully choreographed to avoid
premature starts.

Eco Power Wash

With time, dirt accumulates on an engine’s fan and compressor aerofoil. This progressively reduces engine
efficiency. IndiGo has special “Eco Power Wash” equipment which recirculates water in a closed loop and
avoids dumping dirty water in the open. Water washes off dirt from an engine fan and core which restores
the efficiency of engines resulting in lower fuel burn and consequently lower CO2 emissions.

GPUs
Ground power units, of same power, with lower carbon emissions have been introduced in to IndiGo GSE
fleet and it has helped to reduce emissions, while keeping the required efficiency.

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ESG Report | Environmental Impact

Optimising flight routes

The Government of India has promoted flexible use of airspace and IndiGo has been using this opportunity
to utilise every bit of optimum airspace to reduce fuel consumption and simultaneously reducing carbon
emissions. Since its inception in August 2020, we have been able to reduce carbon emissions by 13,000
tonnes by utilising direct routes.

IndiGo CDR (Conditional route) - CO2 emission saving period 01 Aug 2020-31 May 2021

No of CDR flights Reduced CO2 Emissions due to CDR (KGs)

Fuel Burns Savings (KGs) Fuel & Time Cost Savings(Rupees)

600,000 250,000

500,000 200,000

400,000
150,000
Rupees

KGs
300,000
100,000
200,000
50,000
100,000
676 1,352 1,788 2,540 3,072 3,043 3,514 3,990 3,616 2,100
0 0
Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-21 May-21

Months

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ESG Report | Environmental Impact

Sustainability for office spaces

At IndiGo, we aim to be environmentally responsible by reducing consumption, recycling and embedding
a culture of sustainability practices for office spaces. We ensure that all the paper materials are recycled,
and waste is segregated at source and disposed by campus owners responsibly. It is our constant endeavour
to reduce energy consumption and regular energy audits are conducted for optimal performance of
equipment to save energy.

We are committed to minimise our effect on the environment and explore new research and technology
for more efficient energy consumption at our offices. Our training academy ifly also uses solar power
that helps in saving energy. All conventional bulbs have been replaced with LED lights facilitating energy
saving by 25%.

The industry EPI (Energy Performance Index) benchmark is 179 KWH (Kilowatt hour) /SQM (Square Meter)
/YEAR while in FY 21 we maintained an average EPI of 115 due to the measures mentioned above. Lower
EPI is an indicator of better energy efficiency. IndiGo always encourages and implements green building
practices and green plants are maintained in and around offices to provide fresh air.

Energy Consumption and Energy performance indicator trend

FY19 FY20 FY21
Annual Facility Area (SQM) 19,202 26,325 28,707
Annual Electricity consumption (KWH) 4,110,306 4,306,106 3,291,336
EPI (KWH/SQM/YEAR) 214 164 115

Waste Management
As a leading transport, it is our responsibility to have a strong waste management process in place from an
environmental standpoint. As our equipment undergoes servicing, waste is produced from oils, equipment
filters, batteries, plastic material, rubber/ metal parts and tyres. This waste is collected by a team, catalogued,
segregated, and stored in the scrap yard.

At IndiGo, our ground support department categorises waste into 7 types (rubber, plastic, metal, batteries,
tyres, oils and used fliers). Filters (Oil/Fuel/Air/Hydraulic) replaced from ground equipment at intervals
(hourly/calendar/KMs). Waste oils (Engine oil/hydraulic oil) drained from ground equipment at regular
intervals (hourly/calendar/KMs). Batteries scrapped when their useful life is reduced, (Voltage, specific
gravity, capacity). Plastic, rubber, and metal parts are replaced when they are found damaged/worn-out.
Tyres are sent for re-treading three times, before they are scrapped.

Authorised vendors are invited for physical examination of the scrap material and are asked to submit
quotations once in 3 months. Based on the quotation received and as per our procurement policy, a
vendor is finalised, and the scrap/waste oil is given to them under the supervision of IndiGo and the
airport operators’.

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ESG Report | Environmental Impact

Key Accomplishments

Environment
Reducing CO2 emission and conserving the
environment has been a top priority for IndiGo

Total estimated annual CO2 savings

have been 223,698 tonnes (FY’21) and the
methodology for calculating emissions
is with Block Fuel consumption.

18,176 1,154,664 28,114

tonnes of CO2 tonnes of CO2 reduced tonnes of CO2
emission reduced Fleet Modernisation emission reduced
SET (Single Engine Taxi) By inclusion of more Reduced Flap Selection
Using one engine during fuel-efficient aircraft in Lowest Flap selection during take-off
Taxi-In and Taxi-Out our fleet since FY ’16 produces the least drag and results
in the lowest fuel burn.

2,861 2,863
tonnes of CO2 tonnes of CO2
emission reduced emission reduced
Descent Profile Optimisation Reduction in Extra Fuel Uplift
It is a fuel saving initiative which Reducing uplift of additional
updates the Flight Management System ‘discretionary’ fuel over the
performance database by reducing mentioned amount in the
margins in the descent profile Flight Plan

Data as in FY21.

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ESG Report | Social Responsibility

Social Responsibility
At IndiGo, employees, customers, and communities have always been at the centre of every business
decision we make. We believe in diversity and inclusion amongst our employees and customers, and our
policies are fundamentally built on fairness, welfare, and well-being of our employees. The Social section
describes various employee centric initiatives, our approach to learning and development and towards
managing customer experience at IndiGo. Our Corporate Social Responsibility (CSR) section describes
the initiatives that IndiGo has been associated with i.e. children and education, women empowerment,
environment and heritage. Additionally, we also reach out to communities during natural calamities, as
a part of our ‘6E responsibility’.

The 6E Family

Employee Experience

Customer Experience

Corporate Social
Responsibility

Key Achievements

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ESG Report | Social Responsibility

The 6E Family
Mr. Raj Raghavan
Senior Vice President: Human Resources

“The core pillars of IndiGo’s culture are employee experience, social

responsibility and learning and development. Our vision is to create an
employee centric culture through inclusive leadership and collaborative
mentoring. At IndiGo, we have created a safe team environment where
all employees can speak up, be heard, and feel welcome. It is our
constant endeavour to devote the same care and attention to our
employee experience as we do for our customer experience.

We are eager to support our community and create a meaningful impact

on society through value added CSR programs which are mapped with
multiple United Nations Sustainable Development Goals. IndiGoReach,
the CSR program at IndiGo is an expression of our company’s
commitment to ‘Make a Change’ which is well integrated with IndiGo’s values.

We ensure that learning is a systematic process that enhances the employee’s skill, knowledge, and
competency, resulting in better performance. Additionally, our personalised learning and development
initiatives are designed to guide our employees achieve their dream career in the industry. We take great
pride in calling IndiGo, our family, which inspires a sense of belonging.”

Introduction
IndiGo stands on three pillars - On time performance, affordable fares and courteous and hassle-free
service. This mantra led by our goal to be a world class organization has been our guiding force in
delivering a wow employee experience. Over the past 14+ years, IndiGo has been able to create an
impressive employment brand in the market through our success as a business, employee advocacy,
career longevity and fast paced growth.

We ensure

- On-time salaries,
- On-time meetings,
- On-time trainings

Each of our policies and processes in our system goes through the filters of ‘On time, low cost, courteous
and hassle free’, just the way it is for our customers. We can proudly say that it is a shared vision, an
organisation wide thinking methodology and way of working.

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ESG Report | Social Responsibility

At IndiGo, challenges like changing market scenarios, volatile rupee and fuel prices, talent crunch coupled
with high growth rate means that HR needs to quickly adapt and gear up to help the business overcome
these challenges. This is done by scaling up hiring yet ensuring simple and robust processes that are
scalable and ensuring consistency, as we continue to grow over the next few years. With increasing
operational complexity, HR ensures simple SOPs and cascading of performance parameters across levels,
coupled with automation of HR processes that tie in well with our principle of creating a hassle-free work
environment for all. We have invested in automating our processes and all our people processes and
policies are not just available online through the intranet but also through our mobile app that rings in
very well with our new-gen workforce.

Working with a highly dedicated and talented pool of professionals; at IndiGo, we are proud to be an
equal opportunity employer for people with diverse backgrounds and cultures.

The lockdown was a time in human history that needed us to change our outlook towards work and life.
To ensure the success of our airline it was imperative that our staff were in the right state of mind when
they got back to work and most importantly stayed positive during the lockdown. Therefore, taking care
of our colleagues became our top priority. We launched multiple initiatives to help our colleagues stay
positive, learn new skills and unlearn a few old skills. Developing an evolved mind set was required to
adapt to the new normal.

Recognising that employee mental health was paramount, we started engaging them in challenges and
contests. For examples, through #MissingThe6ELife contest, we invited everyone to share throwback
photos of their workplace with a note on what they miss the most and then published them internally
as well as on our official social media channels. We delved into people’s nostalgia with this. With
#6EPowerofPositivity we got to see another side of our colleagues. As our teams discovered or rediscovered
their talents and hobbies, we invited them to send in their best creative expression (poem/quote/painting/
doodle etc.) of how they perceive the current situation positively. We received an overwhelming response
in these contests.

We recognized our frontline staff for braving the COVID-19 scare and helping
customers reach their destinations safely by celebrating special days like:

Ninjasonboard-International Cabin Crew Day

EngineerAtHeart -Engineers Day

PowerofWe -AOCS Day

Being connected with each other was another important aspect, so we introduced multiple innovative
virtual engagement programs, contests, webinars and activities such as ‘Happiness in a Snap’, ‘Create Your
Own Mask’, videos contests etc. We also increased communication through interesting mails and flyers
highlighting the fact that the organisation cares for them and ‘we want to know’ how they were feeling.

For our people, working from home was a very new concept and therefore we sent out flyers on virtual
etiquette to help employees feel comfortable connecting online. We also explained the importance of
being professional while interacting in a virtual environment.

Our meetings, briefings and organisation wide highlights laid the emphasis on being cost conscious,
our current revenue status, the importance of planning the restart of operations and most importantly,
being efficient.

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ESG Report | Social Responsibility

We aim to create a safe and motivating environment for our employees. We continually develop skills to
ensure professionalism and employability of our staff to achieve the best results for our business. To
improve efficiency, a capacity planning tracker is being put into place to track savings across functions
in the organisation.

Internal Communication
At IndiGo, we strive to align employees to IndiGo’s values and culture and provide avenues to contribute
and be a significant part of the organisation’s future. Internal communication is the glue that binds an
organisation’s employees with its values and objectives as well as challenges and solutions so that they
truly feel that they are a part of an ‘open and honest’ organisation.

Our approach
- Share internal mission and values
- Provide timely organisational updates
- Professional and personal connect with senior leaders
- Engage and Inspire employees by encouraging dialogue and input
- Communicate internal brand strategy and embedding it
- Rewards and recognition

How we do it
- Transparent and open communication with regular company and brand updates
- Sharing Leadership views and personal information to break down barriers
- Our ExCom team (including the CEO / President and HR head) communicate directly with employees
- Keeping employees updated with other department achievements and highlights
- Reinforcing IndiGo’s safety culture

Internal Communication Channels

For an organisation our size, we need multiple channels, each with a specific objective, to reach out to
every employee in a way that they connect with. We have the following channels:

Just Plane Stuff – to align employees to IndiGo values,

culture, and objectives
A newsletter that encompasses internal and external company news for employee consumption and quick
and easy to read. The name ‘Just Plane Stuff’ too was finalized after we ran an employee engagement
activity, and this name was suggested by an employee.

6E Broadcast - to create Open and Transparent communication

As our airline grew and important updates became very frequent, we felt that it was imperative for
employees to identify with a communication handle for all key company updates. Thus, the 6E
Broadcast handle was created to ensure all employees were kept up to date with the latest company
news, both internal and external.

Leaderspeak - Getting to know your leader on a personal level

Since most interactions with our leaders are mainly professional, we thought it was important to also
understand our leaders from a different perspective – to see and connect with them beyond a designation,
as a person. Therefore, we started Leaderspeak – an initiative to create a more casual interaction with
our leaders, to understand them as people, know a bit of their life’s journey, along with their interests
and hobbies.
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Monthly Blog Post from the

Chief Commercial Officer – Sharing commercial updates
The CCO’s blog was started to ensure all employees were given updated information on IndiGo’s growth
and market positioning for the month gone by. Coming directly from the commercial head, this helps
employees stay connected to all business-related news. It also reassures all employees of the company’s
financial stability and future business strategy.

INDSAFE Newsletter
The most important aspect in the aviation business and in IndiGo’s culture is safety. Therefore, Safety is
one of IndiGo’s organisational focal points – something that is non-negotiable for us. To ensure that
this ethos seeps through to each person in the organisation, an INDSAFE newsletter is sent out by the
Chief Safety Officer every month.

Diversity and Inclusion

At IndiGo, we recognise the value of a diverse workforce. We are committed to providing equal
opportunities in employment, creating an inclusive workplace and a work culture in which all employees
are treated with respect and dignity. In this way, we hope to be able to better meet the needs of our clients
and customers thus producing business excellence.

A few years ago, we decided to start a conversation on gender equality. We have now identified employees
across all locations and departments, as ‘Diversity and Inclusion Champs’. These 109 employees across
our network assist in making IndiGo a more inclusive workplace. One of our key accomplishments this
year was taking awareness to the next level, In FY’ 2021, IndiGo launched its first Diversity and Inclusion
e-learning Module that saw an organization wide completion of 94%.

We believe in providing equal opportunities to differently abled people, by hiring, training, and supporting
them for success. We are constantly motivated to come up with innovative processes that revolutionise
the way people with disabilities work and travel. This means, providing necessary infrastructure, along
with sensitivity and inclusivity training.

In our endeavour to provide equal opportunities to all, we make efforts to be an inclusive organisation
that respects and encourages perspectives from different socio-economic backgrounds. We constantly
modify our infrastructure to make it conducive to meet the requirements of a workforce that comes
with special needs. This helps us in nurturing special talent that otherwise would have gone unnoticed.

At IndiGo, we hire people with disabilities as frontline employees, breaking barriers, and stereotypes. As
on FY’ 2021, we have 10 employees with disabilities working with us. This initiative has contributed to
influencing the mind-set of our employees about people with disabilities and their capabilities to perform
on an equal platform. It has also helped sensitise our other employees towards customers with disabilities.

Support provided to our employees with disabilities at work:

Service Booklet - For our speech and hearing-impaired employees
Specially Designed Electronic Wheelchair – For our staff who use wheelchairs, to enable them to freely
navigate through allocated work areas
Cab Service – To ensure ease of transportation for staff using wheelchairs

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Women in Diverse Roles: We have increased the number of women working at the ramp, in baggage areas,
engineering and even as specialised marshals. We have hired women in various roles across the network
in collaboration with transport vendors. These include roles like drivers and female service partners. We
have provided employment and growth opportunities to women from underprivileged backgrounds.

6E Flying Mothers: This is an ongoing program, which allows pilots and cabin attendants who are mothers
to have the benefit of availing one planned weekend off (either Saturday or Sunday). This is apart from
their weekly offs that are as per standard flying hours. This initiative ensures that our flying mothers get
to spend the weekend with their children.

Crèche: We have crèche facilities at our corporate offices at Gurgaon, at ifly Gurgaon and for our operating
team members at Delhi Airport, for many years now. Though the facility has not been active since the onset
of the pandemic, it was deeply appreciated by parents whose children stayed at the day care facility under
the expert supervision of trained staff. To bring balance to our colleagues’ work-life choices and facilitate
women in continuing to work with us even after they choose to start a family, these facilities provides
additional reassurance to our working parents. We have also introduced an application for all our working
parents to keep an eye on their little ones while the toddlers are at the day care facility.

Sexual Harassment at the Workplace

IndiGo has a zero-tolerance policy towards cases of sexual harassment at the workplace reported by or
against its employees as well as consultants, trainees, apprentices, temporary and contractual staff. We
have a robust Prevention of Sexual Harassment at Workplace Policy, which is gender neutral.

IndiGo has constituted an Internal Complaints Committee, with the Chairperson being a female member
from our senior management team. It also conducts awareness programs for employees on the policy
and has awareness posters with details of how to report a complaint, along with the details of the Internal
Complaints Committee members, which are displayed across all our working locations. The Internal
Complaints Committee ensures that all cases reported are resolved in a timely manner, in accordance
with the POSH Act. All employees are made aware through an E-learning module on the prevention of
sexual harassment.

Inclusivity of LGBTQ+
IndiGo has always walked the talk on issues such as sustainability and workplace equality. Globally, the
month of June is recognised as ‘Pride Month’. It is about coming together in love and friendship to show
solidarity towards the LGBTQ+ community. We have supported the ‘Pride Month’ movement through our
social media campaigns and wish to continue spreading awareness in ways that we can. In our social
media campaign, we impart our message of acceptance in our unique 6E way. The campaign is called
#TagsAreForBags, the end goal for empowerment is normalisation, where people can be okay with each
other, regardless of where on the rainbow they may be. IndiGo’s Mediclaim Insurance policy now also
covers gender reassignment surgery.

Going forward, we plan to introduce more awareness sessions for our employees on Diversity and
Inclusion and create calendar events to further ingrain this culture in our employees.

We introduced 6E safespace, a group for the LGBTQ+ community members. 6E safespace is intended to
form a welcoming, supportive and safe environment for the LGBTQ+ community members. The platform
will be utilised to bring together thoughts, ideas and suggestions within the community in creating a
more positive and LGBTQ+ inclusive culture at IndiGo. It will also allow community members to network
with other employees from the community.

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Our diverse workforce

39.6% Women,
60.4% Men

23,711
Strong 6E family
*
As diverse and widespread
as the country itself!

14.1% women pilots

**IndiGo has one of the
16.1% highest number of women
Females in management pilots in the world
positions

Women Board Members

20% This is significantly higher than the country (India) average of 17.1% as per the
Egon Zehnder Global Board Diversity Tracker 2020. IndiGo strives for diversity
across all areas and functions sharing equal opportunity and talent

“Diversity in the workplace is very important for the success of any organisation. It brings in a
whole new range of talent, of different perspectives and of different sensitivities which allows
us to make better decisions and serve our customers better…”- Mr. Ronojoy Dutta (Whole Time
Director and Chief Executive Officer)

* Includes ON ROLL Employees and International Employees (Excluding GSA employees) as of March 31, 2021.
** Percentage has been calculated based on the total pilots at IndiGo

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Health and Safety at Work

Health and safety of staff at the workplace and maintaining a good quality of life are imperative and an
absolute priority for IndiGo and have a direct impact on the company’s business and strategic plan. We take
a strong-willed and proactive approach to prevent risks and protect our employees. To reach our goal and
bring the number of workplace incidents to an absolute minimum, we focus on a global approach to all
health-related matters. This enables us in pursuing a more concrete and efficient policy. We are increasingly
investing in preventive measures to improve working conditions and promote healthy lifestyles for our
employees.

Being vigilant and taking action are now more of a priority than ever. The involvement of managers on
the ground and the alertness of all staff, supported by a network of health and safety managers, enables
the detection and prevention of difficult situations. To place accident avoidance and a culture of risk
prevention at the heart of our business, we have reaffirmed our long-term commitment to the following
five priorities:

- Preventing Serious Accidents: The physical and mental well-being of employees and partners must be
a primary concern
- Respecting ourselves, others, and the rules when running operations and managing infrastructure and
materials
- Developing Ergonomic Approaches: Reducing the incidence of musculoskeletal disorders
- Improving Quality of Life: Preventing psychosocial risks at the workplace with the awareness that the
well-being of everyone contributes to the Company’s levels of performance and customer satisfaction

Transport Emergency Preparedness

Transport emergencies can occur anywhere and at any time. Therefore, it is critical to the success of any
transport emergency response that an appropriate emergency organisation structure is established. All
personnel who are members of the emergency response team are well briefed and competent to handle
the situation in as professional a manner as possible. A Road Transport Emergency Preparedness Plan takes
this one step further by looking at the actions and initiatives that need to be developed prior to any such
incident. This process would entail the following activities:

- Response planning
- Training and practice
- Doing a risk assessment at the time of an incident

Attracting Talent
At IndiGo, recruitment is done in a defined and structured manner for all functions. Over the years, we
have been successfully attracting talent for our diverse roles across all locations and building brand equity
amongst aspiring candidates. We have ensured that attracting talent is done though a structured
recruitment process, including the following:

6ERecruit – It is an AI enabled platform providing a hassle-free experience for candidates. Through this
platform, jobs are posted on job sites and candidates can apply easily. Resumes are collected in a database
enabling recruiters to approach them for other jobs as well, with the help of AI powered candidate
recommendation.

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Focus on candidate experience – We believe in the concept of treating talent as customers, implying
‘candidate experience’ as an important aspect of the entire recruitment process.
- 6ERecruit offers a great candidate experience by giving step by step visibility of the candidature.
- Recruiters use features of bulk email/messages to connect with candidates regularly during the entire
period of interview and selection.
- There is regular connects with the candidates post selection, ensuring their complete documentation,
virtual onboarding etc.
- Conversations and sessions are held with candidates post joining, to understand their feedback on the
interview process which helps us to work on and bridge any gaps.

The career page - This page gives candidates a glimpse of our culture at IndiGo. We also have videos
giving a glimpse of what working at IndiGo looks like, which helps candidates understand a little about
us even before they start interacting with recruiters.

The website clearly mentions that we believe in equal opportunities in employment and creating an inclusive
workplace and work culture in which all employees are treated with respect and dignity- thereby
encouraging diverse candidates to be part of our organisation.

Campus Hiring - Engineering and Inflight Services are focused on campus hiring, giving IndiGo an
opportunity to interact with many students who are keen to start their career with us. We also hire
candidates from premier management institutes and nature them within the organisation for future
management roles.

Made in IndiGo (Internal job posting) - IndiGo encourages internal job postings, enabling employees
to grow across functions. There is a unique program for employees who aspire to become pilots, referred
to as 6E Fly High- this program has been introduced to provide opportunity to all CPL holders working in
IndiGo to be inducted as Junior First Officers, after successfully clearing the screening process.
Referral Programs - Referral programs are prevalent for almost all functions. Our flight operations have
a program called 6E Family FLY, for all employees of IndiGo whose immediate family members fall in any
of the categories listed such as CPL holders, Type Rated Pilots (Zero time or with hours) and Non -Type
Rated Pilots.
6e Fly High - To reinforce our culture by giving dream career paths to many of our employees who wished
to become pilots, a special program called 6E Fly High was launched in 2014 and is rolled out at regular
intervals. It has been introduced to provide an opportunity to all eligible aspirants working in IndiGo to
be inducted as ab-initio pilots with IndiGo, after successfully clearing the screening process. This scheme
is applicable to all employees who have been continuously employed with IndiGo for 2 years as on the date
of the written examination. 61 employees have been inducted in the program as on FY20-21.

Family Fly Program - IndiGo employees’ family members who have the necessary licenses, after
completing the evaluation stage are recruited as a pilot. Special training classes are held for Junior First
Officer aspirants to prep them for the evaluation. Since the launch of this program in 2014, IndiGo has
inducted 160 family members through this program as on FY’ 21.

Hub Hiring – In functions like Inflight Services and Airport Operations where bulk hiring is carried out,
we recruit locally and prioritize the candidate database available locally before searching for candidates
from elsewhere. This “Hub Hiring” process ensures local employment and job continuity.

IndiGo Cadet Pilot Program – This program is specifically designed to enable aspiring young pilots to
receive both their initial Commercial Pilot License (CPL) and Airbus A320 Type Rating in a focused and
efficient manner. This program was launched in the year 2011 and the 1st batch was inducted as Junior
First Officers in March’2014. Since then, we have inducted 300 cadets as JFOs and about 870 cadets are
presently under training.

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Employee Experience
Employee experience is a key element of the people strategy at IndiGo and will remain so, in the future.
Our people deliver our customer experience, and it is through them that the company can outperform
its competitors.

6E Speak – Know the Pulse of our People

Employee feedback is considered quintessential for overall organisational growth. We believe that evolving
is a constant process and therefore we conduct pulse surveys from time to time.

The Employee Net Promoter Score (ENPS) is used to measure employee experience at IndiGo. Through
this, senior management and people managers can understand if our teams were able to adapt to the new
way of life. Managers use these scores to have a dialogue with their teams, find what drives them and
manage their expectations. This, in turn, helps us build commitment and improved overall team morale.

We ran multiple surveys to understand the pulse of our colleagues. Through the survey our colleagues
expressed that they were inspired and motivated to put in extra effort and deliver good work. They also
understood how their work goals were aligned with IndiGo’s goals. Our question - ‘IndiGo being the
best place to work for’ and ‘Proud to be a part of IndiGo’ were the highest scoring questions at (4.75 out
of 5). This reflects what our employees feel about working at IndiGo. Our constant endeavour is to keep
getting better.

With 6E Speaks, our employee engagement survey program, we moved away from annual surveys to
more frequent pulse surveys with an aim to collect feedback regularly at all stages of our employee
experience, giving better real time visibility of the pulse of our people.

Employee Benefits
Employee wellbeing is an integral part of the company’s policy. Apart from cash compensation, the
organisation is committed to assisting employees with health and aid in maintaining their desired lifestyles.
We also help employees and their dependents during unforeseen or adverse life events both from the
perspective of health and financial challenges. To tide over such life events, IndiGo provides specific
benefits like:

Medical Insurance - The Group Medical Insurance Cover Policy, in addition to employees, also provides
medical cover for the spouse and up to 2 dependent children, below the age of 30. Coverage varies as
per the employee’s band. Apart from coverage as per this policy, employees have an option to buy a top
up for themselves and their dependents, with the additional premium to be borne by the employee.
Also, our employees have the option to buy a coverage plan for their parents/ parents-in-law at company
negotiated rates, although the premium is sponsored by the employee themselves. Part time employees
are also covered by this policy.

Life Insurance - All employees in the organisation are covered by an extensive life insurance coverage plan.

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Group Personal Accident Insurance - This is for a limited set of employee population in roles which have
a higher probability of accidents. This policy provides financial assistance to an employee’s family on
his/her death, partial dismemberment, and total disablement due to an accident whilst in the employment
of the company. The pay outs vary in case of:
- Death
- Permanent Total Disability
- Permanent Partial Disability
- Temporary Disability
Executive Health Check Up - With focus on employee health, the company provides employees of middle
management and above, an opportunity to get a health check- up done on a regular basis (once in 2 years).
Within this policy, employee’s dependants can also get their check – up done at subsidised rates.

Initiatives Taken to Improve Employee Experience at IndiGo

Staff Leisure Travel (SLT) 2.0 - We revamped our SLT website for all our employees which included
improving the look and feel of the website and the application, similar to our IndiGo customer website,
making them user friendly. This website enables our employees and their immediate family members book
air tickets at subsidised rates, that gives our employees an opportunity to travel to all the destinations
that we operate a flight to.

Virtual Town hall/Employee connect – We organised town halls at company and function levels, led
by our leadership to not just address common areas of concern but also for the general well-being of
employees. It helped our teams stay connected.

The Recruitment process has been automated on the 6E Recruit portal which led to cost saving and
reduced paper usage, as interviews are virtual, and the process of application is now online.

Digitisation - All documents for international employees are electronically maintained to reduce use of
paper. Our engineering team’s overtime process has also been digitised, therefore increasing efficiency
and reducing the use of paper. We are also planning to automate our engineering trainee assessment
and evaluation process from a paper-based system to a digital system. Automation of dependability grid
will reduce manual intervention, linkage with performance and save paper by digitally maintaining
documents for employees.

6E MyPay - Compensation Management Tool, which helps plan & administer the annual increment
cycle efficiently, as against manual spreadsheets. This also helps employees view their ‘Total Rewards
Statement’ (annual pay revision letters) and has compensation analytics for HRPs reference and usage.

IndiGo Active - Different months were dedicated to Yoga, Zumba, Mat Pilates and more to enhance
physical fitness and maintain overall health and wellness of our employees. We introduced virtual fitness
sessions with IndiGo for our employees to stay home and stay active. ifly, (IndiGo’s learning academy)
also has a gym that employee/trainees may use post training/work to keep themselves fit and this facility
is complimentary for all employees.

24 hours cafeteria - At IndiGo we understand the importance of employees being provided a place to
unwind themselves during breaks. At airports that have 24*7 operations and at all our stations we have
cafeteria providing complimentary tea/coffee and at larger airports we also have a food vendor providing
wholesome meals, snacks and juices at a subsidized rate. We also have a large cafeteria at ifly (IndiGo’s
learning academy) and our head offices at Gurugram.

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Rewards & Recognition

My 6EWorld is our intranet portal used for sharing information, creating transparency and building a
well-connected workforce. It is a platform for our employees to connect, reward, recognise and share
with each other. It has a user-friendly, and appeasing design which is characterized by simplicity and the
intrinsic feel of IndiGo. Some of key features of this site are:

3R - our Reward and Recognition Framework - an online, instant recognition program consisting of a
variety of recognitions which speak to different behaviours that we are trying to drive as an organisation.

6E Achievers- This is our employee of the month reward and is awarded to the employees who fulfil one
or more criteria of Customer Orientation, Consistent Delivery, Quality and Innovation, Revenue Generation,
Cost Reduction and Significant Policy change. This reward is immediately published on our main newsfeed
wall of the tool (My 6E World) and is open for anyone in the organisation to ‘like’ or ‘comment’ on.

6E Claps- This is a recognition mechanism for an employee to recognise fellow colleagues for their
positive behaviour and impact towards the team, organisation, or customer. This is instantaneous and the
recognitions feature on our main newsfeed wall of the tool and are open for ‘liking’ and ‘commenting’.

Employee of the Quarter – This award is specially designed for Operating Functions (AOCS, Inflight
Services, Engineering and Flight Operations). This award is for those employees who rise to the occasion
and go beyond their call of duty to ensure safety and wellbeing of IndiGo and its customers. This award
is dedicated to recognising such shining stars and role models who are a testimony of our culture. By
doing so, our endeavour is to drive IndiGo’s customer centric culture and uplift our 6E Spirit.

Function specific Rewards – It is imperative to recognise and reward contribution of individuals and
teams, based on behaviours that we are trying to drive in a particular function, and we do this through
function specific rewards. Some of these are: 6E Fab Debutant for promising newcomers in CarGo, 6E
Service Guru for exceptional customer orientation shown by an AOCS (Airport Operations and Customer
Service) staff, 6E Queen for the most well-groomed Cabin Crew from Inflight Services, 6E Fighting Fit
– An appreciation meant for those pilots who have not reported sick in the last 6 months and so on
This also aims to institutionalise a culture of openness, transparency, and meritocracy.

For Each Other - This award is to promote cross-functional collaboration. It is designed to help teams
break their departmental silos and come forward to recognise peers from other teams for their efforts in
specific projects, tasks, or assignments.

Recognition - Many of our employees stepped up to help the organisation through the crisis by either
operating relief flights or CarGo flights. They have been no less that superheroes for us. We recognised
those employees and showcased their stories on social media through “Wings of Steel”, “6E Spirit” and
“6E cares”.

We also brought out stories of community service through #6EActofKindness which motivated and
encouraged other employees to do their bit.

We celebrated special days like Pilots Day and Cabin Crew Day through virtual calls, contests, and videos
to reiterate how important they are to us.

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Performance Management
IndiGROW
IndiGROW (IndiGo Get Ready for Opportunities to Win) is IndiGo’s performance management system for
our non-crew employee base. The entire performance management process happens online on a simple
and intuitive-to-use platform called IndiGROW. This makes it convenient to capture performance data as
well as cull out performance insights which feed into all our talent decisions.

Our performance management process follows an April to March cycle and has three phases;
A. KRA setting – kick-starts in April
B. Check-in conversation – continues throughout the year
C. Annual Review

Talent Councils are held for assessing performance for managers and above. The talent review process at
IndiGo is conducted towards the end of performance year (as part of the annual check-in) and involves
discussing talent profiles of all employees designated as managers and above. Some of the discussion
points during the talent review process revolve around employee strengths and development areas,
short-term and long-term career aspirations, next role readiness etc.

Our talent review framework allows for talent segmentation basis performance and potential. This enables
talent calibration and brings in objectivity through shared understanding of a common talent framework.

Performance Management for Cabin Crew

The performance assessment for cabin crew is divided into two categories: on-board performance and
availability.

On-board performance is assessed through planned and on-spot audits. The parameters for such
assessment are decided basis the regulations set by the regulatory authorities as well as our internal
performance standards.

Availability and reliability of crew is of utmost importance in the world of aviation. It directly contributes
to one of our values of on-time performance. Hence it the second criteria of performance evaluation for
crew. We have a specialised software to track and maintain the availability of cabin crew. The software is
our leave and sickness management tracker and shares trends where we see last minute sick reports/
unavailability so that corrective actions can be taken accordingly.

Performance Management for Cockpit Crew

Performance management for our cockpit crew is done basis the defined SOPs laid out by the regulator.
At IndiGo, we have a dedicated performance management system (6E PerfIndex). This software caters to
about 60 leadership pilots who are responsible for managing the entire cockpit crew segment of IndiGo.

The 6E PerfIndex is a unique platform which assesses the performance of the leadership pilots on different
parameters on a monthly, quarterly as well as annual basis. The cycle starts with setting KRAs which are a
combination of individual flying hours and SOPs as well as team management of the pilot groups allotted
to them. To make the process real-time and have regular check-ins, the scorecards of the trackers are
published and reviewed on a quarterly basis to identify areas of improvement and any persistent trends.

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Outcome of Performance Management Process

Ours is a development-oriented performance management process which results in generating lot of
performance data that eventually becomes an input for other key talent processes such as succession
planning and learning & development.

- Succession Planning

The objective of succession planning exercise is to make us future ready for expansion and growth and
ensure business continuity by identifying and developing a viable pool of succession candidates for all
Director & above roles at IndiGo. Identification of succession candidates happens during the talent reviews.
Thereafter, a comprehensive development plan is put in place to groom the succession candidates for
the identified roles.

- Learning & Development

Another key outcome of the performance management process is identification of strengths and
development areas for all employees. While we have a very robust learning function which addresses
common learning themes, we encourage the employees to own their learning by having one of their
development areas as a KRA for the next performance year.

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Learning at 6E
“Learning is an investment in human capital of employees”

In carrying this belief forward, IndiGo has invested in a large team of more than 100 learning facilitators
at ifly, the learning and development arm of IndiGo and a critical contributor to IndiGo’s success. This
team consists of individuals with over 1000 years of collective experience and a passion for sharing their
experience and knowledge with trainees, which ensures that any participants excel at their roles. This year,
virtual, contact and eLearning have engaged 97% plus employees in the organisation.

At IndiGo we are committed to updating our training programmes continuously according to the need of
the hour, including the new normal for aviation post the pandemic. Being an IATA approved academy, in
addition to cabin crew and pilots training, aircraft engineering and aviation security, we also train
non-scheduled operators and provide regulatory training on dangerous goods regulations, safety
emergency procedures, communication protocols etc., which is attended by other airlines as well.
What makes our training programmes distinctive is unlike other organisations, we do not simply hand
over a standard operating procedure to the training team. Our operating team in collaboration with the
ifly team draw up the draft module, combining knowledge with their experience and wisdom before
commencement of training. ifly conducts specific trainings throughout the year like Safety & Emergency
Procedures, Load and Trim training, Pilots Ground training, Aircraft Maintenance training, Customer
Services, Ramp & Marshalling Training, Communication & Leadership Training and ACE (Airport Core
Essentials) training.

Our safety training contributes to the prevention of accidents and incidents and protection of the
aircraft’s occupants, through proactive safety management, including hazard identification, safety risk
management and the increase of survivability in the event of an emergency situation. Training is necessary
to prepare our operating teams to conduct their safety-related duties and responsibilities during normal
day-to-day flights and essential to enable them to recognise and act on any abnormal or emergency
situation.

IndiGo developed a practical based safety training programme for cabin crew so that cabin crew members
could be proficient in performing their duties and responsibilities, and with the goal of establishing a
robust baseline for cabin crew competencies. The ifly Learning Academy of IndiGo not only provides
well rounded training that imparts the required skills for job performance, but also prepares young
women for life, ready to change lives and people, across geographies and generations. Not only does our
cabin crew save lives on board the aircraft but also on the ground. Safety training enables crew
members to immediately recognize an abnormal or emergency situation, rapidly gain awareness of
situational dynamics, if necessary, initiate communication with the other teams and/or take necessary
measures to deal with the situation. An exhaustive oral online assessment introduced over and above
Government regulations is aimed at keeping cabin crew’s subject matter knowledge fresh as it is prone
to erosion due to the nature of its occasional use. In addition, periodic programmes aid in disseminating
information on new practices or change in methods, which are a constant in the industry.

During lock down as the contact training was halted for a few months, one of the biggest requirements
was to keep our operating teams abreast of current changes. With help and guidance from the civil
aviation ministry, IndiGo carried out a phased approach to enable the implementation of safety training
through virtual and e-learning platforms. As time progressed, Health Authorities and regulators determine
which measures can be alleviated. Training programmes were regularly reviewed to ensure compliance
with regulations and facilitate a gradual return to more normal operations. In compliance with the
Government regulations and basis the result of risk assessment, e-learning and virtual training on safety
procedures were introduced for operating staff to enable face to face interaction with the instructor.

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IndiGo has endeavoured to provide the best training experience for pilots. We have always kept abreast
of the latest training concepts and implemented them in the most efficient manner e.g. Upset Recovery
Training (UPRT), Computer Based Training Assessment (CBTA), Evidence Based Training (EBT), distance
learning etc. We transcended from contact classes to virtual platforms for counselling/ Flight Crew
Training / interviews etc. in 2019. This has resulted in more robust training methodologies along with a
reduction in travel time. At IndiGo, we always ensure that our pilots comply with regulatory requirements.
We develop in house content to keep learning specific to current trends and the flight training team keeps
collaborating with other teams to ensure content is updated and relevant to the changing environment.
To further enhance our pilot training programme, in FY’ 22 we plan to introduce iPads for real time
feedback on fuel consumption and other real time data from the aircraft to improve their knowledge
and optimise aircraft performance.

What makes the ifly training different is the inclusion and steady indoctrination of IndiGo values like
being on time, cleanliness, politeness, humility etc. that are an essential part of the instruction modules.
ifly is the channel for IndiGo’s culture. Starting from instructors and trainees being in time for class, the
no wastage policy in the cafeteria to smiling and greeting everyone within the building and outside, the
training incorporates the IndiGo culture, built on a carefully implemented system of rewards and recognition.
The topmost stair of each stairway in the seven-story building lists the number of calories spent climbing
up. An entire wall is dedicated to kudos or thoughts from the participants for the instructors. Each room
within the ifly structure has a special name. Dream Theatre for example, hosts the emotional graduation
ceremonies, marked with tears of joy, where the pilots and engineers get their epaulettes and the cabin
crew get their hats at the conclusion of training.

We reached out to our key operational stakeholders to help build stepwise organisational priorities. These
priorities are catered through our monthly calendar and address the organisational vision head on. We also
strategized to bring together various programmes that would continue to build inter-department channels
to facilitate the operations and interactions in the new normal. Specific programmes like - Managing the
New Normal, Virtual Briefings, Conflict Management, Interpersonal Skills and For Each Other were
developed and customised with agility to specifically address the needs of the changing times. IndiGo’s
training academy ifly has conducted 1,075,433 hours of training in FY ’21.

IndiGo strongly believes in creating an army of leaders with a futuristic mind set to take the baton and
achieve their personal or professional goals aligned with IndiGo. For this, Leadership training is given
particular importance. With a diverse set of people, roles and changing times, IndiGo’s Leadership
programmes are designed to develop role specific and generic leadership skills. Some of the courses
were also developed specifically for managing the current times and for specific functions, as leadership
challenges in these functions were different.

Standardisation of Learning Evaluation

Last year we implemented standardised evaluations in our Learning Management System (LMS) for both
Instructor led training and online training. By using standardised questionnaires for feedback, we now
have access to overall training performance scores that provide us critical insights for training and trainer
development. These are used to ensure that our learning and development efforts are focused in the right
direction to ensure a robust set of employees and organisation.

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Customer Experience
IndiGo wants to offer customers a memorable experience. Therefore, we empower our employees to be
‘the best of themselves’ by creating an optimal, engaged, diverse and inclusive workforce that can execute
the company’s strategy and act in line with the IndiGo value compass. We conducted a customer survey
in December 2020, where 81% of our travelers are confident that IndiGo will ensure clean and safe travel.
This is a 16-point improvement as compared to the same survey conducted in June 2020.

Managing Customer Experience

Strong relationships with our customers have led to increase in customer loyalty. Currently 84% of our
customers rate us ‘Good’ on our customer experience surveys. Our call centre service levels are currently
above 96% with quality rated by customers at 4.6 on a scale of 5. We used to survey at 25% in the year
2018, which has now increased to 100% in FY’ 21. We understand the importance of supporting our
customers with their queries and keeping them informed on current events at all points in time. Booked
customers constantly receive information via email, SMS, WhatsApp, and social media posts. Our AI chatbot,
Dottie is available 24x7 to support with customer queries. To further support our customers, we also have
a Proactive Service Help Desk (PSHD). This special desk is where operational employees proactively report
information of dissatisfaction expressed by customers. The team at this desk immediately reaches out to
a customer and does a service recovery. Our well-trained airport person goes out of their way to create a
positive experience for our customers.

Customer feedback/NPS data is analysed in depth on almost a daily basis. The outcome of the analysis is
followed by a weekly review to strategically address all developing issues or concerns. This has helped us
see a steady improvement in our NPS since pre-COVID levels. At IndiGo, we are constantly listening to our
customers and looking at better ways to improve customer interaction.

Examples of products offered to improve customer experience.

Flexi Plus - We launched a new product called Flexi-Plus to provide our customers necessary flexibility
post COVID-19. An automated solution was built with the help of Our IT and Revenue Management team
to process refunds in a controlled manner to generate liquidity in the market, which helped our travel
partners issue fresh tickets. Flexi Plus offers seat, meal, and flexibility to make changes to the ticket.

Double/Multiple Seat – This product provides a lot of choice to our customers as it gives the customers
the choice to keep the next seat/s empty.

Digitalised Customer Empowerment – IndiGo has a responsive website and app with regular upgrades
and promotions for products and services. We have achieved 81.5% web check-in, health declarations
and itinerary retrievals in line with contactless check-ins and aim to achieve 100% in the near future.

Ka-ching credit card – IndiGo announced strategic partnerships with various brands to provide
accelerated 6E Rewards to Ka-ching card holders. Using the Ka-ching card provides card holders
with 7%-15% 6E Rewards, depending on the featured partner. The added benefit for Ka-ching cards
is that customers earn more 6E Rewards on all their transactions, over and above those that they
would earn on our featured partners.

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Accessibility for All

At IndiGo we truly believe that everyone has the right to travel, and we are committed towards making
flying ‘hassle free for all’. In our commitment to our customers with disability, we revolutionised the way
they travel by air.

The Ramp - Customers now enjoy better mobility into the aircraft and out of it. The ramp ensures that
wheelchair users do not need to be lifted from the ramp to the aircraft.

Safety Guide in Braille - This innovation helps our customers with visual impairment to read and
understand safety instructions without being dependent on anyone.

WCAG (Web Content Accessibility Guide) - This gives our customers the freedom to use our website
as per their requirement.

24x7 Special Assistance Help Desk - Provides exclusive support to all our customers with disabilities.

Special Assistance Video – Helps customers understand our processes through an animated video.
IndiGo endeavours to improve customer experience by further digitising the air travel experience.

Sustainable Catering
We choose sustainable food sources by ensuring that no endangered species or genetically modified
products are a part of our menus. Our caterers are recognised with the ‘Law of the Land’ certifications.
Our focus and aim is to minimise wastage of food. Pre COVID-19, as an airline our on-board sale menu
had approximately 40 products out of which only 6 were perishable. This helped us keep wastage low.
In FY’21, keeping the new normal in mind, we did not have any perishable items for sale on board to
further reduce wastage. We are also moving towards reducing our carbon footprint by shifting from plastic
packaging to paper packaging wherever possible. All cutlery is wooden, and the major component of
perishable packaging is paper.

Our caterers ensure that single use products are compliant with IS 17088 standards and the products
must be certified by any CIPET laboratory as compliant to IS 17088. Our water cups and hot ripple cups
using PLA lining have been certified by CIPET. They are ‘aerobically biodegradable’ or ‘industrially
compostable’.

Pre booked snacks

6E Tiffin is our pre booked menu online that has a range of hygienic, healthy and delicious snacks, for
domestic and select international bookings. The pre booked menu helps reduce on-board interaction
times, in addition to the reduction in wastage of perishable food products.

Food quality and safety process

Our food safety management system (FSMS) provides a structured approach in ensuring the safety of food
and enabling the identification of the points in the food chain that are likely to have the most effective
impact on the safety of the final product. The safety of food relies on adherence to high standards of hygiene
along the entire supply chain, from the sourcing and storage of fresh food products and ingredients to
safe processing and preparation, and from delivery to final services.

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Food safety management process

As our catering services are outsourced for effective monitoring of the FSMS, the principal task for us is
regular auditing of caterers by competent staff to assess their compliance with HACCP, FSSAI and
guidelines shared by IndiGo. This is necessary to ensure that food quality processes are being followed
in a manner consistent with good hygiene practices.

Staff competency
Each catering station/unit has a certified Catering (Level-2) Food Safety Supervisor who has successfully
completed FSSAI’s QA training program ‘FOSTAC-Food safety training and certification’. Regular audits are
carried out to ensure compliance with FSMS, other SOPs and the end-to-end process flow conforming
to HACCP and FSSAI food safety guidelines. Each catering unit is audited once in a month (cross station
audits) covering physical, paper and hi-lift (mechanical) checks and findings are recorded in the audit tool.
Non-conformity findings, RCA and CAPA were being recorded through individual mail communication
but effective June 2021 findings, RCA and CAPA will be recorded in IndiGo’s audit portal. IndiGo follows
a detailed complaint handling process for any highlighted foreign object sample.

Local sourcing
Recognising the need to boost the local economy, all food and beverage items with a shelf life and storage
conditions are made in India and purchased locally. Local manufacturers strictly follow the specified FSSAI
and HACCP standards as may be applicable in production plants across the country. These are then locally
distributed across the network to our catering points. All fresh menu items like sandwiches, wraps, etc.
(all perishables) are freshly prepared in the catering units located across the network. These units too are
in conformance of all regulations. The exception to this is, alcohol, which is for sale and service on
international flights. All alcohol products are imported.

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Corporate Social Responsibility

IndiGoReach, the CSR program at IndiGo is an expression of our Company’s commitment to ‘Make a
Change’ which is well integrated in the business and is synonymous with IndiGo’s values. The CSR approach
adopted by us, envisages that the company evolves and executes strategies to support communities in
partnership with government, civil society, and relevant stakeholders to implement programs across
multiple states of India.

The core pillars of IndiGoReach, with which we strive to make a difference for our communities include:
- Children and Education,
- Women Empowerment,
- Environment,
- Heritage, and
- 6E Responsibility (relief operation work, during emergency situations),

All our programs implemented in the communities by our partner organisations, are identified after a
thorough due diligence process. Continuous monitoring systems and engagement of communities in
each stage of the programs development are built into the processes of our CSR programs. Our employees,
which constitute the most important asset for us generously give their time, experience, and talent to
contribute to the CSR programs of their choice.

Linking CSR with Sustainable Development Goals (SDGs)

Each of the thematic areas of our CSR work are in accordance with the Schedule VII of Section 135,
Companies Act 2013 and are also mapped with multiple United Nations Sustainable Development Goals
(SDGs). The SDGs were adopted in 2015 by 193 countries to end poverty, protect the planet, and ensure
prosperity for all as part of the new sustainable development agenda. India along with other countries
has signed the declaration on the 2030 agenda for sustainable development thereby adhering to 17
SDGs and 169 targets. Our CSR programs are mapped with the following 7 SDGs:

4 Quality Education 5 Gender Equality 6 Clean Water and

Sanitation

10 Reduced 12 Responsible Consumption 13 Climate Action 17 Partnerships for

Inequalities and Production the Goals

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UN Sustainable Development Goals Our Approach

SDG4: Quality Education All Education programs work towards enhancing teaching
learning processes in the identified schools. The programs
focus on increasing the learning level for the children
through a joyful and a contextualized curriculum. Hence,
academic improvement within the schools, development
of safe and attractive physical infrastructure and access
to digital learning through ‘IndiGo Get Smart’ buses help
children in their learning.

SDG5: Gender Equality Though Gender Equality is intrinsically built in all our
programs yet, it finds its strongest expression in Women
Empowerment which is one of the core pillars of our CSR
intervention. Our program here focuses on building
capacities of women to increase their income and leverage
their entitlements as citizens of the country. We work
through institutionalizing and strengthening women
collectives such as ‘Nariadalats’ so that women can raise
their voice against issues such as domestic violence, gender
bias and inequality. We provide Self-Help Groups (SHGs) to
augment their incomes.

SDG6: Clean Water & Sanitation Our programs on Environment are implemented strategically
to revive age old waterbodies and restoration of areas that
are ecologically sensitive. Additionally, our targeted approach
towards sustainable practice of waste management is
through capacity building of waste pickers (including local
communities) and cleaning of legacy waste in few identified
public spaces.

SDG10: Reduced Inequalities Institutional building at the grass root level and capacity
building and training of women for increasing their income
constitutes the chief characteristics of our women
empowerment interventions.

SDG12: Responsible Our emphasis on designing some of our CSR programs stems
Consumption and Production from our belief on the circular economy which is a systemic
approach to benefit all stakeholders like business, society
and environment. We recycle our old aircraft carpets and
seat covers into marketable products such as bags, pouches,
folders. The sale proceeds form an income generating
opportunity for women residing in slums or villages.

SDG13: Climate Action We promote clean energy through usage of Biogas for
cooking instead of firewood, kerosene or LPG, thus
preventing carbon emissions into the atmosphere.
Our emphasis on building environmental awareness of
communities and safeguarding biodiversity (by restoring
degraded forest caused due to shifting cultivation) are some
of our approaches contributing to climate action goal.

SDG17: Partnership for the goals We implement programs in partnership with Government
departments, Civil Society, Communities and other
Stakeholders. Communities’ ownership of the programs
is built in by engaging people at all levels of program
planning and implementation.

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Children and Education

Education is one of the core pillars of our CSR interventions. Our initiatives aim to educate underprivileged
children in multiple states of the country. Today, our education program reaches out to more than 44,400+
children in multiple states in country. In all our interventions teachers employ a joyful methodology to
impart lessons in the classroom, thus facilitating a child’s interest in school and learning.

To ensure that students did not miss their studies during the COVID-19 pandemic lockdown, we introduced
targeted initiatives to promote learning across multiple states in India. One such initiative was the
introduction of the Mohalla Learning Activity Center (M-LAC) in Madhya Pradesh. These neighborhood
centres, equipped with teaching learning materials (TLM) are held in well ventilated spaces, with 30 children
of the elementary school level and have local youth teaching the class. The teachers who are selected
through community meetings, are trained by our partner organisation to teach English, Hindi, and
Mathematics. The ideas of ‘learning by doing’, ‘learning from the environment’ and ‘learning from each
other’ are important components of teachings imparted in the M-LACs.

Our Initiatives

44,400+
Education is another key area of work and we have
facilitated learning of over 44,400 children through
various education interventions.

Another important education intervention by IndiGoReach is to cover 5,000 students from Class 6 to 10,
in 25 rural Government schools across Badgaon and Kurabad blocks of the Udaipur district in the state
of Rajasthan. This program aims at enabling these school children with the required academic skills and
conceptual clarity while improving the relationship between the students, teachers, and parents.

The IndiGo School Adoption Program is another program aimed at improving the quality of the
teaching learning process and maintaining existing infrastructure facilities created across seventy-five
(75) Government schools in Indore (Madhya Pradesh), Dehradun (Uttarakhand), Vadodara (Gujarat),
Dibrugarh (Assam) and Noida/Greater Noida (Uttar Pradesh). This project is designed for academic
improvement of children through headmaster and teacher training, provision of remedial classes, academic
resource center engagement, learning level assessment, utilisation of science labs and libraries etc. The
other focus area of this project is enhancing digital literacy through the ‘Get Smart’ bus initiative. The Get
Smart bus, through video/audio content and its repositories aims at enhancing children’s learning, facilitating
community based digital literacy programs, and increasing awareness of people on social issues.

IndiGoReach is supporting the running of two schools which work as a bridge education program for
school dropouts. Children in these schools are enrolled as per the Right to Education Act (RTE). In FY’ 21,
265 children have been enrolled and are being educated through innovative teaching and learning
processes.

To reach out to children with special needs, IndiGoReach has been supporting education and the holistic
development of 50 autistic children through interventions such as occupational therapy, physiotherapy,
and sensory therapy. Individual attention is provided to each child helping them develop their skills as
per their learning capabilities and milestones. Special counselling sessions imparted to parents help
them support their children with their growth and development.

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Women Empowerment
IndiGo Shakti is our CSR initiative on women empowerment. It aims at increasing the income generation
opportunities for women through ‘on farm’ and ‘off farm’ initiatives in the project villages of rural India. As
part of these interventions, about 56,500 rural women are trained to undertake certain income generation
activities which helps them move towards economic independence.

Under one such initiative, in the state of Tripura, 3,000 rural women identified from West Tripura district,
are being collectivised into producer’s organisations. They are then trained and engaged in livelihood
activities for enhanced production and income. The program focuses on the usage of innovative technology
in farming, livestock management, orchard development, community awareness, and other interventions
that contribute to the economic growth of these valiant women in our villages of India.

Our Initiatives

56,500+ We have impacted the lives of over 56,500 women through

financial inclusion and other income generating activities.

The ‘WATER’ (Women Collectives led Action Towards Environment Rejuvenation) project reaches out to
benefit approximately 37,500 rural women in Hazaribagh, Godda and Bokaro districts of Jharkhand over
a span of five years (2017-2022). This project is to enhance the capabilities of women through institution
building by strengthening Community Based Organisations (CBOs). Moreover, the project works on
accelerating environmental sustainability by investing in integrated natural resource management to
increase the productivity of land.

Another initiative under the IndiGo Shakti program has been implemented in 4 districts of Maharashtra
namely, Pune, Ahmednagar, Nashik, and Thane. Identified women have been trained on several agricultural
and non-agricultural interventions in these districts resulting in increased incomes for them. Likewise, in
Assam and Meghalaya, we are supporting 1,500 rural women in 24 villages by promoting cultivation of
ginger, turmeric, and spices and strengthening village level institutions and market linkages. Hence all our
Women Empowerment programs focus on increasing income through agricultural or non-agricultural
interventions.

Environment
At IndiGo, we are deeply concerned about the effects that the aviation sector has on the environment,
and climate change. As part of one of our CSR interventions on environment, IndiGoReach, is upcycling
old and discarded items such as aircraft carpets and seat covers into useful and marketable products such
as folders, carry bags, lunch bags, school bags, travelling pouches, laptop sleeves, iPad covers etc. These
products are designed and developed by the artisans and women of the rag picking community in New
Delhi who are trained to make quality finished products by our partner organisation. This upcycling project
is creating livelihood opportunities for artisans from the communities and contributing towards a greener
environment by preventing discarded material from going into landfills.

IndiGo has also undertaken a project towards eco restoration and conservation of a watershed and a
waterbody at Sikandarpur, Gurugram. Under this initiative, we are supporting the initial cleaning and
conservation of the waterbody and the watershed area. The revival of the Sikandarpur Pond and its
surrounding areas will enhance the quality of life of the people using and living around it.

In addition to this, we are also working on creating sustainable practice of waste management through
capacity building of waste pickers (including local communities) and cleaning of an identified public
space in New Delhi. The project focuses on creating zero waste at source by promoting local residents
to engage actively in waste segregation and wet waste composting.

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Few other environment initiatives

We are rehabilitating 18 structures (8 village water tanks and 10 ponds) to support agriculture, rural
livelihoods, and household water usage in the districts of Madurai, Virudhunagar and Ramanathapuram /
Sivaganga in Tamil Nadu where water is scarce. This project will create sustainable resource management,
especially for water and land resources.

Our Initiatives

Eco restoration and conservation of the waterbody and watershed area

We have undertaken an environment project on safeguarding biodiversity and conservation in Tamenglong

and Noney districts of Manipur to restore the degraded forest area due to the practice of traditional
shifting cultivation in the area. The project will also work towards awareness creation amongst the local
communities on environmental conservation, generate employment opportunities, build capacities of
frontline forest department personnel in wildlife monitoring and surveillance etc.

We have initiated programs to recycle our used papers and have collaborated with the two organisations
engaged in the business of wastepaper recycling in Delhi and Bangalore. In FY’21 we have recycled
approximately 21 tonnes of wastepaper.

Heritage
We are dedicated towards the promotion, development, and conservation of India’s cultural heritage.
As part of this, we are carrying out restoration of historic interiors of the Lal Bagh Palace at Indore. The
Lal Bagh Palace is one of India’s finest neo-classical buildings built by the Holkar dynasty and is one of
Madhya Pradesh’s most iconic 19th century palaces. The project aims at carrying out civil and interior
restoration work at the palace. This will serve as a model for conservation and sustainable management
of palaces and would increase the footfall of students, residents, and other tourists visiting Indore.

Our Initiatives

Conservation and promotion of India’s cultural heritage

Another heritage program initiated is at the Mausoleum of Abdur Rahim Khan- i- Khanan in New Delhi,
where we are supporting the maintenance of the gardens, toilets, pathways, and illumination.

In addition to the above, we have also undertaken a project towards conservation and restoration of the
Mausoleum of Muhammad Qutb Shah in Hyderabad.

One of the spinoff impact of our conservation initiative is preserving the dying skills of ancient craftsmen.
Similarly, the revival of local arts, paintings, architectures, and intricate tile work of ancient buildings have
been some of the steps towards cultural revival through these conservation efforts. Lastly, these projects
have also contributed to the economy for e.g. creation of 3,000 days of work for the lime craftsmen,
stone masons and other artisans from the community in one of our projects. All these will serve as a
sustainable model for conservation of monuments and increased footfall of visitors and tourists in the
years to come.

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6E Responsibility
As a responsible corporate citizen, we believe that the company has a responsibility to reach out to
communities who are affected in the event of a natural disaster. Hence, we have reached out to flood
affected victims during the Assam floods by transporting relief material to the flood affected regions.

In response to the COVID-19 pandemic and the national lockdown we provided more than 200,000 food
packets to people in the Delhi/NCR region who were struggling for their daily meals.

Any surplus ready to consume food or beverage packets (which are sold in-flight) is further donated to a
not-for-profit organisation which distributes them to children and families in need. In the FY’ 21, a total of
11.70 lakhs (approx.) ready to consume food or beverage packets were distributed in multiple locations.

Employee Volunteering
Employee volunteering within IndiGo is a result of a sustained demand by employees across locations
to participate in initiatives to reach out to vulnerable communities. It is a part of our cultural growth and
development. Employee Volunteering in our CSR activities is one of the strategies where we encourage
employees to generously give their time, experience, and talent to reach out to communities. Our
employees have always come forward enthusiastically to support communities in need. One such
activity was the celebration of the ‘International Day of Charity’ on 5th September. Our employees,
maintaining all safety norms, reached out to children, and provided them hand sanitizers, masks, gloves
and other stationery items. They visited the Bosconet Shelter Home in Mumbai and SOS Children's Villages
of India in Cochin, Delhi, Hyderabad, Jaipur, and Kolkata locations.

Our Initiatives

Relief Operations Employee Volunteering

during natural disasters making a difference

The 'Joy of Giving’ or the ‘Daan Utsav’ Week is observed in the country between 2nd to 8th October, every
year. IndiGo employees across India celebrate this festival with great passion and energy. This year, due
to the pandemic, our programs were planned with minimal physical contact and only at select locations.
As a part of this program, our teams from Pune, Ahmedabad, and Lucknow visited SOS Children's Villages
of India, Yuva Unstoppable and Bosconet India, respectively.

We also celebrated ‘Christmas Day’ on 25th December across multiple locations in India. Our employees
and children were very thrilled during the events. Employees carried goodies with them when they had
gone to meet them. The children were overjoyed to have some of their small wishes fulfilled by the 6E
Santa Clauses.

International Women’s Day is observed on 8th March every year. To celebrate this important occasion, we
organized a series of online interactive sessions for 800+ girls enrolled in select Government Schools of
Kolkata.

During these four days our team of IndiGo Pilots came forward and shared their personal stories of growth,
success, and resilience. Our women pilots shared how their hard work, perseverance and determination
helped them in achieving their own ‘flight of dreams’ and becoming successful pilots today.

In a first of its kind initiative, the students enthusiastically came forward and interacted with our pilots
and enquired about the ways and means of choosing aviation as a career. Truly an enriching experience
for children and an inspiration for all of us at IndiGo.

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Key Accomplishments

Social

220,000+
In FY’ 21, 227185 people with reduced
mobility have flown with us in the current
fiscal year

IndiGo is running a program with 9,500+ biogas units

which plans to reduce (approx.) 2.34 lakhs CERs
(Carbon Emission Reduction) by 2023. Till FY’ 21,
we have offset 68,000+ CERs

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