ESG Report FY2023

Contents

About the Report

InterGlobe Aviation Limited (hereafter referred to as “IndiGo”, “We”, “Our Company”) is pleased to present the Company’s third Sustainability Report that shares our performance on the Environment, Social and Governance (ESG) parameters related to our operations for the Indian Fiscal Year FY 2023.

This report has been developed in accordance with the Global Reporting Initiative (GRI) Universal Standards 2021. It also aligns with the Sustainability Accounting Standard Board (SASB) sector standard for the airline industry and outlines our contributions to the United Nations (UN) Sustainable Development Goals (SDGs).

In this report we have tried to present an overview of our initiatives and performance in conducting business ethically and sustainably. These are in line with our responsibility towards the community, customers, governance, inclusivity, safety, and environment. We aim to present in this report a holistic view of what matters most to our stakeholders and business, in line with sustainability parameters and policies.

Scope and boundary of the Report

The scope of the report covers our global operations, including passenger transport and cargo business, unless stated otherwise. Our wholly owned subsidiary, Agile Airport Services Limited, is excluded from the reporting boundary.

Reporting period

The information contained in the report pertains to the period between April 01, 2022 and March 31, 2023.

Forward-looking statements

This report includes statements regarding anticipated events that could impact the operations of IndiGo in the future. These are based on estimations, and are subject to inherent risks and uncertainties. Hence, it is important to exercise caution when considering these assumptions, predictions, and other forward-looking statements. Actual future results and events may differ significantly from what is expressed in these forward-looking statements. The Company is under no

obligation to update these statements after the publication of this document, as they reflect events or circumstances at the time of reporting.

For any feedback, questions, or comments on this report, please email us at: esg@goIndiGo.in

About IndiGo

Founded in 2006, IndiGo has grown to become India’s most preferred passenger airline and is amongst the fastest growing low-cost carriers in the world. With a fleet of more than 300 aircraft and 1,800+ flights a day, we connect 78 domestic and 26 international destinations. In FY 2023, we served around 86 million passengers.

IndiGo offers affordable fares, on-time flights, and a courteous and hassle-free service across its unparalleled network. We are a publicly listed entity traded on the Bombay Stock Exchange (BSE) and National Stock Exchange (NSE) in India.

Purpose

Giving wings to the nation by connecting people and aspirations.

Vision

To be India’s preferred airline for connectivity in and with India, and by doing so being one of the leading airlines in the world.

Mission

IndiGo is on a mission to boost economic growth, social cohesion and mobility in India by developing our own model with affordable air connectivity, on-time performance and hassle-free service across our country and the globe.

Message from the CEO

Dear Stakeholders,

It is a genuine pleasure for me to share my thoughts with you for the first time in our ESG report. Ever since my start at IndiGo in September 2022, I have been equally excited and proud to be a part of this wonderful Company. I am happy to present our third ESG report for IndiGo, in which we aim to show our commitment of being a responsible airline.

The financial year 2023 was a year of first recovery and thereafter growth. In the first half of the year, we witnessed a global recovery from Covid-19. With easing of travel restrictions, air traffic rebounded remarkably, and passenger traffic for IndiGo surpassed pre-Covid levels. In the second half of the year, a lot of exciting initiatives were launched as part of our new strategy. As a result of the improved environment and the initiatives that were undertaken, IndiGo’s financial performance considerably improved. We are extremely proud of all our teams whose efforts and determination helped us to deliver our courteous and hassle-free service to a record-high of approximately 86 million passengers.

In FY 2023, we formulated, communicated and started to execute our new strategy of ‘Towards new heights & across new frontiers’. This will be, for the years to come, the next chapter of the inspiring IndiGo story. We have identified three pillars for our (growth) strategy - Reassure, Develop and Create - which we will focus on in parallel. The wide range of initiatives that were collectively set in motion across our Company under these three pillars have already started to yield results in all areas. Our ESG agenda is mostly part of the second pillar - Develop. You can find more information on our achievements across our three pillars in our Annual Report.

Company which cares for the planet and the people. Our

approach to sustainability

At IndiGo, we strive to deliver our customer promise in the most sustainable way possible. Sustainability has always been a priority for us and it is ingrained and embedded into the mindset with which we conduct business.

Being an airline, our main lever is our fleet. Around 80% of our fleet is from the Airbus A320 NEO family, which comes with two advantages. Firstly, it is 15% more fuel efficient and secondly, it is 50% quieter1 than the older generation aircraft. This has helped us reduce our CO2 emissions by 20% per ASK (available seat kilometres) compared to the 2016 baseline, placing us amongst the global leaders in low emissions per unit and noise abatement category. Next to this, sustainability is integrated at the operational level, and we are making a series of investments towards more responsible flying including single engine taxiing, optimal climb and descent profile, introduction of electric ground vehicles, combo units, electronic flight bags and water conservation techniques on-board.

Giving wings to the nation

At the end of FY 2023, we operated more than 1,800 daily flights, covering 104 destinations, with our fleet of more than 300 planes. With our vast network we are enabling air travel to all large, medium, and smaller cities across India. Right from 2006, when IndiGo started, it has been our mission to connect the vast and diverse India, supporting social cohesion, mobility and economic progress. And so, in the past financial year we had formulated our purpose as ‘Giving wings to the nation, by connecting people and aspirations’. This is something we have lived by since our inception and will continue to fuel going forward. ESG is naturally connected to our purpose as we want to support the country in its development, while being a responsible

IndiGo is committed and focused on deploying sustainable aviation fuel (SAF) as an alternative fuel option. We acknowledge that SAF is an important next step to make further progress in the low emissions journey. However, the limited availability of SAF globally restricts our reach on this front. We have meanwhile partnered with a research organisation in India and are well engaged with oil marketing companies, who are leading these initiatives in India. We continue to show our commitment going forward.

With our CSR arm, IndiGoReach, we enhance green cover in ecologically fragile regions of the country, while also engaging the community to take ownership of the forests. We have planted and are maintaining more than 140,000 saplings across 380 acres of land. Other environmental initiatives include reduction of carbon emissions through commissioning of biogas units. This has helped us offset about 121,000 Carbon Emission Reductions.

Our social approach

At IndiGo, we have always nurtured a strong 6E culture. Made in IndiGo is one of the programmes that makes me very proud to be part of this Company as we give room for the talent of our employees. In the second half of the financial year, we have seen an uptick in our employee promotor scores and we are continuing to build on initiatives that strengthen our employee engagement and talent management.

Roughly half of our employee strength is women and we are proud to have the highest number of women pilots in the world. We are committed to IATA’s initiative of 25 by 2025 and are focused on increasing the share of women in leadership positions. Our teams pushed our diversity agenda further in FY 2023 with sensitisation trainings to help create an inclusive environment for all, including the LGBTQ community and people with disabilities.

We served 800,000+ customers on our regional routes under the UDAN scheme, which focuses on connecting the remote parts of the country with both metro and non-metro destinations. In line with our purpose, this initiative serves three objectives. Firstly, it helps many to fulfil their dream to fly, secondly it helps in generation of trade and commerce opportunities, and thirdly, it helps in creation of new and structural employment opportunities in remote parts of the country. Also in a broader context, with our high seat share in tier-3 cities of approximately 70%, we are proud to have a substantial contribution to the economic development of the nation.

We reach out to people not only with our planes, but also with our hearts. The initiatives of our CSR arm, IndiGoReach, continue to make a positive impact on the environment, restoring heritage, and impacting the lives of underprivileged women and children. I had the opportunity to visit one of our projects near Guwahati, and found it greatly rewarding to see the results - both in terms of the income growth and future perspectives for women. Here, our purpose of ‘Giving wings to the nation’ also comes to life.

Our approach to governance

Our Board of Directors plays a critical role in establishing a robust governance framework. They provide strategic guidance and oversight to ensure that our operations align with the Company’s objectives and values. Our strong Board enables us to establish and maintain an effective governance framework that promotes ethical conduct, sound decision-making, and sustainable growth. We continue to build a robust ethics culture at IndiGo. During the year we undertook multiple initiatives, including our Ethics Ambassador Programme and the Annual Ethics Week Celebration. Our Ethics Survey had a 99.5% response rate.

Way forward

Sustainability, social initiatives, and strong governance are a part of our ESG efforts. I hope this report gives you a better understanding of our commitment to being a responsible airline that cares for the planet and its people. ESG reporting in the Indian context is relatively new. We are taking the required efforts in this direction by adhering to requirements set by SEBI under BRSR, and aligning with international reporting frameworks like GRI and SASB. I am confident that with the consistent and earnest efforts of our 32,000+ motivated team members, we will continue to make progress in our ESG efforts, while continuing to deliver a courteous and hassle-free service to our customers.

Let me conclude by expressing my deepest gratitude to all our customers, stakeholders and partners for their unwavering faith in us. For our 6E stars, and all the colleagues at the various disciplines and geographical locations, I would like to take a deep bow for your support, dedication and relentless efforts for our customers, our ESG commitment and the Company itself.

In FY 2024, we will reach new heights as we gear up to become a 100 million passenger airline. By the end of this decade, we are looking to double in size and scale. Committed to remain at the forefront, our growth story will be well-aligned with our ESG commitment. As a result, we will be able to further give wings to the nation. India by IndiGo!

Regards,

Pieter Elbers Chief Executive Officer

32 k+ workforce

44.2% women

One of the largest training academies in the world with

0.2% Lowest cancellations globally trainings conducted every day

1,800+

largest airline daily departures

Awards and accolades

Best Low-Cost Airline in India & South Asia 2022

Highest number of women pilots employed by an airline in the World

World’s Youngest Aircraft Fleet in 2023 in the 100+ aircraft category

“Value Airline of the Year” ATW’s Airline Industry Achievement Awards 2022

IndiGoReach won best CSR award for Women Empowerment at the 20th FICCI (CSR) Awards

Won Seven Awards at the ‘Chief Learning Officer (CLO) Awards 2022’

India

IndiGo

Green

IndiGo Green: Our approach to ESG

At IndiGo, we believe in an action-oriented approach to sustainability and take active measures to conduct business responsibly. Our strategy focuses on minimising our environmental footprint, fostering an inclusive culture, uplifting communities, upholding strong governance practices, and ensuring a sustainable and responsible future.

We believe in measurable outcomes and started reporting on our ESG progress two years ago, in line with the Global Reporting Initiative (GRI) and Sustainability Accounting Standards Board (SASB) standards. We also adopted the Business Responsibility and Sustainability Reporting (BRSR) voluntarily in FY 2022, a year before it became mandatory for the top 1,000-listed companies in India.

IndiGo Green, our sustainability philosophy, articulates how ESG considerations are integrated into our business ethics,

Suppliers and Partners

decision-making processes, and day-to-day operations.

Stakeholder engagement and materiality

Stakeholder engagement is a crucial part of our ESG strategy development process. We undertake consultations, surveys, and discussions with our stakeholders to gain valuable insights into their expectations, concerns, and aspirations related to sustainability. These perspectives shape our sustainability strategy and business goals.

Investors and Shareholders

Regulatory

The materiality assessment process enables IndiGo to identify and prioritise ESG issues that are most relevant to both the Company and our stakeholders. We focus our resources and efforts on addressing IndiGo’s Stakeholders. The materiality assessment process enables IndiGo to

identify and prioritise ESG issues that are most relevant to both the Company and our stakeholders. We focus our resources and efforts on addressing material issues derived from mapping the concerns and interests of stakeholders against our operational impacts, risks, and opportunities.

The materiality process at IndiGo is briefly described below:

Identify

We analysed global aviation industry trends using the SASB standard and peer analysis. The most important trends were categorised under economic, environmental, social, and governance aspects to form our material topics. Our ESG Task Force members provided inputs through an online questionnaire, ensuring a comprehensive assessment with diverse viewpoints specific to IndiGo.

Prioritise

IndiGo’s senior management assessed the significance of material topics to the business and their impact on key stakeholders. This process allowed us to allocate appropriate attention and resources to address critical topics, aligning them with our business objectives and stakeholder expectations.

Review

Following materiality considerations of the GRI Universal Standards 2021, we reviewed our material topics’ impact on the environment, people, economy, and human rights. Detailed information on the material topics and associated impact is provided in the table below.

IndiGo Green: Our approach to ESG

We have categorised our ESG approach into six focus areas to take forward measures to address our material topics. Environment

We understand the environmental impact of our operations and are committed to decarbonisation initiatives to improve our CO2 footprint. Our investments in latest generation aircraft, adherence to fuel optimisation SOPs, usage of renewable energy sources at ifly, and electrification initiatives at our airports help us with our climate change agenda. We are actively engaged in afforestation activities, working on reducing single use plastic, and adhering to responsible waste management practices.

Governance

We adhere to the highest standards of corporate governance, promoting ethical business practices and ensuring transparency in our operations. A strong code of conduct and ethical principles, steered by a leadership team that upholds integrity and accountability in all decision making processes, fosters trust among all our stakeholders.

IndiGo Green

Safety

Safety is of paramount importance to us. Our safety management system helps us to protect our customers, team members, and equipment. Our dedicated team of experts regularly monitor and enhance safety standards, utilising the latest advancements in aviation technology. Additionally, we maintain a robust emergency response preparedness framework to handle any unforeseen events, swiftly and effectively.

People

At IndiGo, our people are at the heart of everything we do. We believe in fostering an inclusive and diverse workplace where individuals are valued for their unique contributions. We invest in talent development initiatives to help employees achieve their career aspirations.

Community

Our Corporate Social Responsibility (CSR) initiative, IndiGoReach, takes forward our commitment to social development through programmes focused on children and education, women empowerment, environment and heritage. We work towards the upliftment of communities across the country.

Customers

With a focus on punctuality, affordability, and hassle-free services, we strive to provide a seamless travel experience. Our well-trained staff, modern fleet, and cutting edge technology solutions ensure a comfortable journey for every passenger.

IndiGo Green is our structured approach to strategizing ESG, and integrating it in our business decisions and daily operations.

Governance of ESG matters

A key component of IndiGo Green is our robust governance framework that ensures effective management of ESG. This governance structure follows a three-tier approach, starting with the Board’s top-level oversight to ensure ESG considerations are integrated throughout the organisation.

01

The Board of Directors provides strategic guidance and oversight of ESG initiatives. They play a crucial role in setting the overall direction and goals of the Company’s sustainability efforts, aligned with the long-term business strategy.

02

At the operational level, the Head of ESG oversees and drives implementation of the ESG strategy across the organisation. He is the focal point for all ESGrelated matters, and partners with both internal and external stakeholders to drive the strategy.

03

An ESG taskforce, comprising of members from various operational areas, brings together expertise and perspectives from different departments. This fosters crossfunctional collaboration and knowledge sharing. The taskforce collaborates closely with the Head of ESG to monitor emerging sustainability trends, identify potential risks and opportunities, recommend actions to mitigate impact and enhance performance, and undertake reportinging of material ESG developments, in line with global standards such as GRI and SASB.

Environment

Environment

Environment

We are dedicated to conducting business in a sustainable and responsible manner, taking into account the impact of our activities on the environment. The aviation sector contributes slightly over 2% of global CO2 emissions. Long term reduction in greenhouse gas emissions requires responsible actions and collaboration between all stakeholders across the industry. As an airline, we are taking proactive steps to mitigate the impact of our business operations on the environment.

Our commitment to climate-related issues is reflected in our investments, operations, and strategic approach across the Company. Since our inception, we have focused on balancing the needs of our stakeholders and the environment.

Our fleet decisions reflect our climate focus

In 2011, we were amongst the first few airlines in the world to place an order for 180 Airbus A320 NEO aircraft. With our most recent order, placed in June 2023, we have approximately 1,000 next generation aircraft that will be delivered by 2035. As of March 2023, approximately, 80% of IndiGo’s fleet was Airbus A320 NEO family, compared to the global average of 20%2. These aircraft are 15% more fuel-efficient as compared to the older generation aircraft.

Light-weight aircraft:

Since aircraft weight has a bearing on the fuel it burns, we are cognisant of the load that items used inside our aircraft – such as the seats, wheels and brakes, avionics, paint, and tyres - take up.

High seat density:

High seat density has been an inherent part of our business strategy and since we have more seats, we are able to carry a greater number of passengers for an almost similar amount of fuel. This results in a better CO2 profile, per ASK3 and RPK4

Young fleet:

Our strategy of maintaining a young fleet aligns well with our sustainability strategy. A young fleet not only lowers maintenance costs but also has a superior emissions profile since the aircraft’s airframes generate slightly higher drag and engines lose some efficiency as they age. With an average age of 3.5 years, IndiGo has the youngest fleet5 in the world, in the category of airlines, with 100+ aircraft.

Fleet modernisation (CEO NEO)

Our A320 NEO family aircraft helped us avoid 1 million+ tonnes of CO2 emissions in FY 2023.

Case study: Reducing paper usage and carbon footprint through automation

IndiGo has been granted Less Paper Cockpit (LPC) approval by the Directorate General of Civil Aviation (DGCA). This approval allows IndiGo to remove Technical Paper Manuals, weighing 40 kgs, from each aircraft cockpit of its Airbus fleet.

IndiGo has been at the forefront of adopting technology in the cockpit. In 2015, IndiGo became the first in the region to launch the Electronic Flight Bag (EFB), reducing 25 kgs of paper on our Airbus fleet, and replacing paper charts and manuals with iPads. The adoption rate was phenomenal with digital manuals making it easier for the crew. Digitally updating manuals is a far simpler and quicker process compared to updating paper charts in the complete fleet, which used to take days. This initiative has not only decluttered the cockpit but also helped us to reduce our carbon footprint annually, to the tune of approximately 2,500 tonnes.

In continuation of the LPC program, IndiGo has now

Our operations support our climate agenda

Our standard operating procedures ensure that we fly the aircraft in the most fuel-efficient manner. Practices like single engine taxi, optimal flap settings during landing and takeoff, and well-designed climb and descent profiles, contribute significantly to lower fuel emissions. The skill level of our fuel monitoring team and usage of technology contributes significantly to maintaining a healthy emissions trend.

Engine Eco wash:

During normal operations, the aircraft’s engine accumulates dust, greasy materials, and pollutants. This results in degradation of the engine’s performance and higher fuel consumption. Over a decade ago, IndiGo adopted the engine Eco wash as part of its operations, which improves the engine’s efficiency and reduces CO2 emissions.

been authorised by the DGCA to remove the remaining set of on-board paper manuals. The robustness of our processes, iOS ecosystem, and world practices, followed with trials and safety risk assessment, were proving points for the regulator to authorise IndiGo’s LPC programme.

By replacing paper manuals with iPads, we have taken a big step towards strengthening digitisation and increasing sustainability. The initiative will not only decrease the usage of paper but also help us reduce our carbon footprint. The iPad allows pilots to access information quickly and nimbly, making decisions in the cockpit safer and more efficient. IndiGo is leading the way by being the first airline in the region to launch EFB on its Airbus fleet. IndiGo is committed to using technology to provide a better and safer flying experience for its customers, while contributing to a sustainable future.

In FY 2023, our Eco wash programme prevented up to 5,000+ tonnes of CO2 emissions.

Environment

Electrification drive at airports

Our ground operations are working on a focused electrification strategy. As a part of this strategy, we have been investing heavily on electric vehicles (EVs) as a preferred option for all new vehicle purchases. However, this is subject to the availability of corresponding airport infrastructure and opportunity in the form of re-fleeting or expansion plans.

Since our inception, operations have been heavily reliant on ground power units (GPUs), instead of auxiliary power units (APUs). The former significantly contributes to reducing CO2 emissions. In FY 2023, we initiated utilising pre-conditioned air to further our decarbonisation journey.

Sustainable aviation fuel

Sustainable aviation fuel (SAF) is emerging as a game changer in decarbonisation efforts for most global airlines. SAF reduces life cycle emissions by up to 80%6, when compared to Jet Fuel. As per the IATA Net Zero by 2050 roadmap, 65% of the net zero goal will be achieved through the use of SAF. IndiGo is committed and focused on deploying SAF as an alternative fuel option. However, globally, and also in the Indian context, SAF’s availability is a constraining factor. We have already partnered with IIP (Indian Institute of Petroleum) Dehradun, a research organisation, which is conducting research in this field. In FY 2023, a leading oil marketing company in India has initiated work on commissioning a plant in northern India, which is likely to reach completion by 2026. This is a welcome news for the industry as it will help airlines deploy sustainable fuel options in the near future. However, for the Indian aviation industry to use SAF as mainstream fuel, it is imperative that significant SAF capacity is created rapidly and the fuel is available at a commercially viable price to allow an easy substitution for the operators.

IATA roadmap to achieving net zero by 2050

Electrical and CNG ground vehicles and equipment

206,444 GJ

Energy saving

14,540 tCO2

Carbon emission saving

65% Sustainable Aviation Fuel (SAF)

13% New technology, electric and hydrogen

3% Infrastructure and operational efficiency

19% Offsetting and carbon capture

GHG Intensity

GHG (Greenhouse Gases) Intensity, a unit measure of GHG emissions for an airline, can be calculated by dividing the total carbon emissions of an airline with its capacity (measured in ASKs7), or its passenger traffic (measured in RPKs8).

GHG Intensity is positively affected by usage of latest generation aircraft, sustainable aviation fuel, high seat density, passenger load factor, and efficiency during in-flight

59.5 gm of CO2 /ASK in FY 2023

and on-ground operations. Our focussed efforts on most of these items have helped us improve our GHG Intensity over the years, making us a global leader in low GHG emissions. In the future, GHG Intensity may become an influencing factor in a customer’s decision-making process. There is a growing consensus in certain parts of the world on the eco labelling of flights. This will enable customers to review the environmental impact of the flight they are booking.

72.4 gm of CO2 /RPK in FY 2023

20% reduced emissions vs FY 2016

Environment

Noise abatement

Aircraft noise has been a cause of concern for local communities. In addition to being a source of annoyance, prolonged exposure to loud noise can adversely affect health. Our investments in advanced technology and latest generation aircraft have placed us as a global industry leader in terms of noise abatement. We are proud to share that 85% of our fleet is compliant with Chapter 14 limits set by ICAO, which are currently the most stringent for noise abatement - roughly 17EPNdB lower than Chapter 3 aircraft and 7EPNdB lower than Chapter 4 aircraft. Our latest generation aircraft are 50% quieter10 than the older generation aircraft.

Aircraft noise certification

During the aircraft type certification process, aircraft are certified for noise levels in compliance with the applicable noise standards, as defined in ICAO Annex 16, Volume I. The primary purpose of noise certification is to ensure that the latest available noise reduction technology is incorporated into aircraft design and that this is demonstrated by procedures that are relevant to daily operations. This aims to ensure that noise reduction offered by technology is reflected in overall noise reduction around airports.

ICAO noise standards11

Over the years, noise limits have been established by ICAO taking into account the noise reduction achieved for individual aircraft as a result of technological improvements. Newer and more stringent noise limits have fostered the development of quieter aircraft.

For jets, the noise limits in ICAO Annex 16, Volume I are referred to as Chapter 2, Chapter 3, Chapter 4, and Chapter 14. Depending on the year the type certificate is submitted, aircraft must comply with the limits as defined in these Chapters.

Graphical description of the progression of ICAO Noise Standards for aircraft:

derivedversions

Chapter 2 - CAN 1973

Chapter 3 - CAN 1977

Chapter 4 - CAEP/5-2001

Chapter 14 - CAEP/9-2013

Chapter 14 Noise Standard is expected to result in a significant reduction in the number of people affected by aircraft noise. It is expected that improvements in aircraft technology will benefit more than one million people between 2020 and 2036.

Waste management

Our efforts for waste management are targeted to reduce the waste generated in our flights, during airport and engineering operations, and in our corporate offices. As part of our in-flight operations, we offer food, beverages, and drinking water to our customers. This results in waste generation in the form of food remnants and packing

Managing waste

material. Our airport and engineering operations generate waste in the form of residuals - lubes, oils, metallic remains, seats covers, and/or fabrics - from servicing ground equipment or aircraft. Lastly, waste is also generated as a result of daily operations at our offices, either from the cafeterias or as e-waste when discarding old technological equipment.

We have a four-step approach for waste management, led by circular economy principles that promote resource conservation and reduce volumes going to landfill.

1 Manage waste generation through responsible consumption

2 Sort and segregate waste to facilitate efficient recycling and reuse of materials

Our first point of responsible waste management starts with the ground support staff, who sort waste into five categories -

1. Used lubricant oil

2. Metallic scrap

3. Non-metallic scrap

4. Scrapped tyre

5. Scrapped battery

As part of aircraft maintenance, equipment filters and waste oils (oil/fuel/hydraulic) are regularly replaced, as are batteries and worn-out plastic, rubber and metal parts. Discarded tyres are sent for multiple rounds of re-treading to ensure longevity, while used oils/lubricants are stored in barrels and sent to recyclers in line with the Hazardous Rules, 2016. The waste from our offices is sent to certified third-party vendors for recycling following the E-waste/ Hazardous Waste Management Rules of the Government of India. Our e-waste is disposed following data destruction norms to ensure data privacy.

Managing food wastage

Food waste has a huge impact on the environment and economy. IndiGo has implemented a comprehensive process for managing food waste, recycling and reusing, wherever feasible. To reduce food wastage on our flights, perishables are served to passengers only against pre-booked orders and only non-perishables with longer shelf life are available for instant orders.

Reduction of single use plastic

The rapid growth of air travel has led to a rise in plastic waste generated on flights in the form of cutlery, cups, and packaging materials. Being cognisant of the negative impact of single use plastic (SUP), we have been making continuous efforts in replacing it from our operations.

Case study: Upcycling at IndiGo

Several items like aircraft upholstery and crew uniforms have to be discarded periodically at IndiGo, which adds to an ever-increasing pile of waste. We are running a project to upcycle these materials into marketable finished products and reduce the volume of waste going to landfills.

The project also looks at capacity building and training participants on concepts of product pricing, negotiation, marketing, and bookkeeping. Additionally, IndiGo is collaborating with institutions and local shops to upcycle discarded textiles while expanding earning opportunities.

In FY 2023, we have upcycled 5,000+ waste items that resulted in income generation for a community of women supported by the project.

4 Proper disposal and treatment of non-recyclable and hazardous waste to minimise environmental impact

3 Resource recovery through upcycling and repurposing discarded materials

In FY 2023, we replaced over 83 million SUPs with biodegradable options.

Safe

ety

Safety first. Safety always.

IndiGo’s evolution to becoming India’s most preferred passenger airline has been powered by our operational reliability, on-time and hassle-free service, and relentless focus on the safety and well-being of passengers, crew, ground staff, aircraft and communities in the vicinity of the airports we serve. We follow global best practices and standards set by the Directorate General of Civil Aviation (DGCA) to run safe operations. Our commitment to safety goes beyond mere compliance; we actively collaborate with regulatory authorities to set new benchmarks for safe practices to prevent any negative impact of our activities on the people, assets, and planet.

At IndiGo, a commitment to safety lies at the core of our organisational culture and sustainability mission. Safety considerations permeate every aspect of our business. Our employees, value chain partners, and other stakeholders take collective responsibility for and abide by the safety norms that govern our activities to help us run incident-free operations. They are empowered to raise concerns, ask questions, and report hazards and incidents proactively and freely, without any fear of reprisals.

Safety Management System

A comprehensive Safety Management System (SMS) covers all direct and indirect elements of our operations. The SMS forms the backbone of IndiGo’s safety practices. It helps strengthen the robustness, responsiveness, and resilience of our processes as we expand our footprint and fleet. Our SMS is built on the four pillars of safety policy, risk management, assurance, and promotion.

IndiGo maintains a rigorous Safety Management System that adheres to international standards and regulations. We invest in advanced technologies, equipment, and training programmes to enhance safety practices across our operations. Safety audits, risk assessments, and continuous monitoring of safety performances are conducted proactively and periodically.

As an industry leader, we collaborate and cooperate with other like-minded organisations to strengthen safety practices across our Company and the sector. As a member of the global Flight Safety Foundation, we share global insights on safety best practices with our teams.

We are also a part of the International Air Transport Association (IATA) Data Exchange programme which allows us to share and compare our safety-related data with worldwide performance metrics.

Safety Management System

Safety Policy Safety Assurance

Safety Risk Management Safety Promotion

Safety Policy

IndiGo’s Safety Policy outlines the practices, roles, and accountability for implementing requisite checks and balances to take forward our safety commitments. It applies to all our employees, contract workers, and others, engaged directly or indirectly, in our operations. Our Accountable Manager commits to the Safety Policy on behalf of the Board of Directors. The Executive is tasked with sharing the Policy and setting expectations for employees on maintaining the required standards of precaution and prevention. The Policy complies with all applicable regulatory requirements of India and other countries where we operate. This is reviewed periodically to ensure that it remains relevant and appropriate.

Safety Risk Management

Our Safety Risk Management processes help us identify potential hazards and assess risks associated with our operations in a timely manner. This system serves as a critical checkpoint, analysing underlying risks and implementing necessary controls. Regular risk assessments for significant changes, such as the induction of new aircraft types or operational procedures, ensure that potential hazards are identified and addressed proactively, thereby minimising risks and strengthening the safety of our operations. Information related to incidents is submitted to regulatory bodies, as per the law.

Safety Assurance

Our focus on systematic Safety Assurance enables us to track the effectiveness of existing controls and identify areas for improvement. These ongoing monitoring activities and review of control measures strengthen our operational safety. The Safety Risk Management process is reinitiated to evaluate and assess new controls, wherever necessary, to guarantee continually safe operations.

Safety Promotion

Promoting a safety culture across the organisation forms a key component of SMS. We share critical safety information with our employees across operational departments through an in-house monthly journal - IndSafe - along with flyers and circulars. Ongoing reiteration of the importance of imbibing a safety culture across the Company has increased awareness levels among our teams.

Safety Reporting and Investigation

Underlying the SMS is a strong foundation of transparent and accurate Safety Reporting and Investigation process. We employ a safety reporting tool, Integrum, to report potential hazards. This tool allows us to submit both mandatory and voluntary reports to address potential risks. It also empowers employees across levels to easily report safety concerns, facilitating a proactive approach to risk mitigation.

In the event of an accident or incident, a well-documented

investigation process plays a critical role in determining the root cause and recommending appropriate mitigation action. We collaborate with relevant stakeholders, such as Flight Operations, Engineering, In-Flight Services, Airport Operations, OEMs and airport operators, to thoroughly investigate occurrences, determine the root cause(s) and contributory factors, and formulate and implement mitigation actions to prevent future occurrences. IndiGo’s Permanent Investigation Board collaborates with regulatory authorities to conduct thorough investigations of all major incidents.

Safety first. Safety always.

Responsibility framework

A dedicated Flight Safety department is responsible for designing and implementing safety practices and procedures at IndiGo. The department is led by the Chief of Flight Safety, who oversees the operations, assisted by four Deputy Chief of Flight Safety; each responsible for specific functional areas. These include Reporting and Investigation for Technical and Operations areas, Safety Management System (SMS) and Quality Assurance (QA), and Flight Data Monitoring (FDM).

The Chief of Flight Safety is also supported by the Head of Emergency Response and Chief Medical Officer, along with a team of experts. Together, they ensure that effective

emergency response protocols are in place, along with medical support readiness, to manage incidents and minimise impact.

As part of the organisational SMS, we have established safety action groups at different levels. The Local Safety Action Group is responsible for addressing safety matters specific to each station. At the departmental level, the Group focuses on driving relevant initiatives within their respective departments. The Safety Review Board or Airline Safety Committee oversees and guides the development and implementation of our organisational safety strategy and initiatives at a leadership level.

Deputy Chief (Reporting & Investigation –Technical)

Deputy Chief (Reporting & Investigation –Operations)

Deputy Chief (Safety Management System & Quality Assurance)

Emergency response

Even though air travel is accepted as the safest mode of transportation, IndiGo remains vigilant and committed to the safety of our passengers, employees, and other stakeholders through a comprehensive emergency response mechanism. An Emergency Response Management (ERM) team conducts regular trainings and reassesses response capabilities to handle incidents.

Additionally, to improve our emergency response preparedness, we conduct mock drills and exercises. These drills play a critical role in identifying gaps in the existing response plans, so that we can make the necessary adjustments and mid-course corrections.

Deputy Chief (Flight Data Monitoring (FDM)

Flight safety practices

Systematic alcohol testing: In compliance with DGCA’s regulations, our operating crew and other personnel, engaged in safety-sensitive functions related to airside operations, are strictly prohibited from operating a flight under the influence of alcohol. Our frontline employees undergo regular alcohol testing.

Psychoactive drug testing: We comply with DGCA’s psychoactive drug testing policy that was introduced in 2022 and applies to our flight crew, including the cockpit crew and aviation maintenance engineers.

Fatigue reporting for crew: IndiGo has established an inherent and robust fatigue reporting system for our crew members. Our Flight Safety and Medical teams analyse each fatigue report, in collaboration with our operating departments.

Head of Emergency Chief of Flight Safety Chief Medical Officer

Safety training

Regular training sessions by the Flight Safety department equip our people with the necessary skills and knowledge to respond swiftly and effectively in emergencies. Our leadership team and key departments undergo specially designed training sessions to deliver on their specific roles, as part of emergency response preparedness. Certified trainers provide safety training to new employees during their orientation, ensuring all team members possess an adequate level of awareness and understanding of safe practices and protocols.

Our safety training programmes focus on two key areas: Safety Management System (SMS) training: In FY 2023, the Flight Safety department conducted several training sessions for new employees, as part of their induction, to help them understand SMS principles. Refresher trainings were organised for the leadership team, flight and cabin crew, ground operations, cargo, engineering teams, dispatchers, and SEP instructors to reinforce their knowledge of SMS practices and procedures.

During audits conducted at various stations, SMS sessions were conducted to ensure consistent implementation of safety protocols across the organisation.

Emergency Response Preparedness (ERP) training: Specially designed training sessions on ERP are periodically conducted for employees across hierarchies, including the leadership team and key departments responsible for managing emergencies.

80 safety training sessions

54 stations

We also conduct mock drills to simulate various emergency scenarios and test our readiness to handle them effectively. These drills serve as valuable training opportunities and are integral to our comprehensive emergency preparedness strategy. By simulating emergency situations, these drills familiarise our teams with their respective roles and responsibilities, as well as the necessary protocols and procedures to follow, in the event of an accident or incident. Additionally, they allow us to evaluate the functionality of our equipment and facilities in a controlled setting. These drills help identify potential deficiencies in our emergency plans and their execution, thereby allowing us to rectify any shortcomings and strengthen our overall emergency response capabilities.

In addition to the drills, we also conducted 41 tabletop exercises at our corporate headquarters and individual stations that provided insights and opportunities to improve safety practices. Additionally, two full-scale exercises that were coordinated at a corporate level, led to significant

reorganisation and enhancements to our overall emergency response system.

Our station teams actively and regularly participate in partial and full-scale drills organised by airport authorities that contribute to the collective efforts in maintaining the highest emergency preparedness standards.

As a responsible airline, IndiGo is committed to raising the industry standards of emergency response preparedness. To that effect, an IndiGo delegation participated in the IATA Emergency Response Forum, held in Geneva, where the latest industry standards and practices were shared.

Simulated emergency response exercise

We conducted a full-scale simulated emergency response exercise, in the reporting year, at a station in India involving teams from IndiGo, Airport Authority, and Medical Services. The exercise provided valuable insights into the actions taken by IndiGo and the Airport Authority, and the subsequent areas of improvement.

Implementing the recommendations drawn from such exercises, and continuously refining our emergency response plans leads, to better preparedness, coordination and safety for all parties involved during critical situations.

Safety audits and reviews

IndiGo maintains a proactive approach towards safety audits, recognising them as essential tools for continuous improvement to ensure the highest levels of safety for our passengers, employees and stakeholders. Regular review and coordination of emergency response plans have been the cornerstone of our approach. Our Corporate office, station, and departmental safety plans undergo rigorous assessments to evaluate their readiness and relevance, aligned with best practices.

In FY 2023, our Eco wash programme prevented up to 5,000+ tonnes of CO2 emissions.

Station safety audit

IndiGo has established a quality assurance programme that guides the auditing and evaluation of management system and operations, and maintenance functions to ensure the following:

• Compliance with applicable regulations and IndiGo standards.

• Satisfaction of stated operational needs.

• Identification of improvement areas.

• Identification of operational hazards.

We conducted 98 station safety audits in FY 2023.

Safety first. Safety always.

External Safety Audit: To ensure compliance with national and international standards, various audits and inspections are carried out by the regulatory authorities, such as the Directorate General of Civil Aviation (DGCA) Safety audit.

IATA Operational Safety Audit (IOSA): This audit assesses whether our operational management and control systems are in compliance with international safety standards.

Technology interventions to enhance safety

As we expand our operations, we continually invest in advanced technology solutions to improve the responsiveness and agility of our safety management processes. In FY 2023, we adopted a cloud-based software that facilitates holistic control, visibility, and real-time reporting of our safety and operational risk landscape. This innovative technology will improve our capability to conduct audits effectively and monitor compliance more efficiently.

Safety incidents

During FY 2023, we observed a rise in work-related injuries due to the expansion of our operations and a surge in passenger traffic, post-pandemic. The challenges associated with scaling up our operations to meet increased demand, coupled with the reintegration of new and returning team members into our workforce, contributed to this increase. We are fully committed to reducing injuries and have intensified our efforts to improve our health and safety policies, procedures, and overall safety culture.

Peo

eople

Empowering our people

Our 32,000+ team members are our biggest strength and the key drivers for our business’ success. Our highly engaged and motivated workforce enables us to deliver best-in-class customer service. We offer our employees an open and fair workplace where they feel empowered to achieve their aspirations and contribute their best for the growth of our business. Our employees are equipped with the necessary skills and capabilities to thrive in today’s highly competitive business environment and strengthen our market leadership. Trust, teamwork and safety form the foundation of our Company’s culture; fostering an environment where our people can thrive and excel.

Attracting talent

Our hiring programmes are designed to help us strengthen our value proposition as an employer of choice in the industry to attract and retain the talent we need to achieve our business goals.

Hub Hiring: For functions like In-flight Services and Airport Operations, we focus on hiring from communities around our stations. This allows us to tap into their knowledge of local realities, cultures, and customer preferences. Hub Hiring generates local employment and strengthens the job continuity of employees with IndiGo.

Cadet Hiring Programme: This initiative was launched in 2011 in response to the increasing demand for skilled and

qualified pilots in the aviation sector. A comprehensive twoyear course, this programme grooms aspiring candidates with no flying experience, to become professional pilots. The training is designed to secure an initial Commercial Pilot License (CPL) and an Airbus A320 Type Rating, equipping cadets with the necessary qualifications to operate this aircraft. IndiGo has established strategic partnerships with seven leading Flight Training Schools to manage the Cadet Programme efficiently. These training establishments are carefully chosen for their expertise, resources, and ability to meet IndiGo’s rigorous standards. A stringent selection process evaluates suitable cadets and ensures that only individuals who meet the highest standards are admitted into these Flight Training Schools.

Inclusive hiring:

We emphasise unbiased recruitment practices and ensure that gender biases do not influence the selection process. Targets have been set to hire deserving PwD (Persons with Disabilities) and LGBTQ (Lesbian, Gay, Bisexual, Transgender and Queer) candidates across all functions. Our hiring manager training programme has specific content on inclusive hiring.

Diversity Equity and Inclusion (DEI)

At IndiGo, our dynamic, diverse and inclusive workforce gives us an edge in the market, and helps us meet various customer needs. Our commitment to DEI is rooted in creating

Since 2014, the IndiGo Cadet Pilot Programme has successfully inducted over 700 cadets as Junior First Officers (JFO).

a work environment that welcomes talent, regardless of gender, race, colour, religion, caste, creed, ethnicity, language, social and economic status, sexual orientation, disability, nationality, age, marital, or maternity status. A designated DEI leader under the Group CHRO oversees the lifecycle, internal communications, and programme

DEI strategic framework

IndiGo’s DEI strategy is grounded in three overarching principles to deepen inclusivity across the Company:

Diverse hiring: An inclusive hiring framework that ensures equal opportunities for all.

Inclusive culture: We actively advance our DEI culture by introducing meaningful interventions throughout the employee life cycle; driving positive change and inclusivity at every stage.

Highlights: FY 2023

Diversity hiring

• Customised hiring tool for agencies to help in PwD hiring.

• Partnering with NGOs to support PwD and LGBTQ candidates’ hiring.

• Increased the number of PwD team members by 8 times between April 2022 and March 2023.

management related to DEI activities. IndiGo DEI champions serve as torchbearers to cascade our inclusive culture. Our DEI team keeps HR vertical leaders updated every month on inclusivity aspects that require attention and ways they can be improved.

Effective communication: Our organisational communications are well designed to ensure that they are sensitive to all employee groups, and our awareness and sensitisation programmes cascade this message to all employees. Our in-house publications, like All aboard, are a step forward in the direction of creating a more inclusive culture.

Inclusive culture

• Module on bias introduced in hiring manager training.

• All policies in gender-neutral language.

• Revision of HIV/AIDS policy as per the Establishment Act.

Effective communication

• Masterclass for DEI champions.

• Anti-bias campaign covering IndiGo employees.

• Indian sign language workshops for all.

Empowering our people

Pay parity

Our pay structure and Performance Management System (PMS) reflect our commitment to DEI by ensuring a No Discrimination policy regarding compensation, and

Promoting DEI

Policy framework

• All IndiGo policies are in a gender-neutral language

• Medical insurance policy covers partners, along with spouses, and includes gender reassignment surgery

Awareness and training programmes

• Ongoing DEI awareness campaigns and multiple training programmes

• Dedicated internal magazine for DEI that celebrates the achievements of our people

• Amplify voices of women employees through 6E Speaks

considering only an individual’s achievements in meeting Key Result Areas (KRAs) and their demonstrated skills.

Operational support

• All IndiGo stations are equipped with ramp support for PwD employees

• Sign language training for the airport and corporate office teams to help them interact better

Celebrating inclusivity

• Celebrating occasions like Pride Month, Pride Parade, and hosting talks by celebrity speaker

Supporting working mothers

• Day care facilities to support working mothers

• Flexible work arrangements for working mothers

• ‘Take-off 2.0’ inviting women on a break to come back to work

IndiGo received the ‘Fast Runners in Disability’ award at the ‘Disability Positive Summit & Awards’ 2023 in recognition of our success in increasing the number of PwD employees, and creating a safe and conducive space for them.

Empowering our people

The 25 by 2025 IATA programme

IndiGo joined this initiative in 2022 to become one of the change agents in the aviation industry to make it truly diverse and inclusive, along with other airlines and industry partners. We are committed to the 25 by 2025 initiative by IATA, wherein we are aiming at:

• 1/2 - 50% women representation on overall headcount

• 1/3 - 33% women representation in non-crew

• 1/4 - 25% women representation in leadership positions

All our operational and corporate teams are working towards achieving these targets.

Workforce composition: FY 2023

Almost half of our team members are women

44.2% 55.8% Male Female

The aviation industry has traditionally been maledominated, with a significant gender disparity in pilot positions. IndiGo recognised this imbalance and set out to bridge the gap by encouraging women pilots to join us through enabling policies and initiatives.

Today, IndiGo has the highest number of women pilots employed by any airline in the world*.

We offer women pilots the flexibility of choosing a flying schedule which allows them to balance their professional and personal commitments effectively. Mothers with young children can work on a reduced availability basis, with lesser hours and days of availability per month. Pregnant pilots are offered the option of handling ground duties, in compliance with regulatory guidelines that restrict flying during pregnancy.

IndiGo received the prestigious ‘Women Empowerment in Aviation and Aerospace’ award from IWPA (Indian Women Pilots Association); acknowledging our remarkable achievement of employing 643 women pilots, accounting for approximately 15% of our total pilot pool.

*As assessed by the Indian Women Pilot Association (IWPA) in October 2022

IndiGo has the highest number of women pilots globally

Empowering our people

Talent development

IndiGo has integrated organisational processes, systems, and initiatives to attract, develop, motivate, and retain productive and engaged employees. We have invested in comprehensive learning and development programmes, and a state-of-the-art training centre, ifly, to groom industryleading aviation professionals.

ifly - The spirit of IndiGo

ifly is recognised as one of India’s premier aviation training facilities. It has been instrumental in shaping the culture of excellence at IndiGo. It houses 74 custom-made training halls, utilised across three shifts, to accommodate multiple learning sessions and is equipped with the latest technological devices that facilitate practical classroom sessions. We draw on customer and employee feedback, assessing skill requirements, aligned with organisational goals, and employees’ career aspirations to design targeted learning programmes. From safety procedures to customer service excellence, our trainings go beyond the basics, emphasising the importance of empathy and professionalism in every interaction. IndiGo continues to work with regulatory authorities to facilitate compliance learning through a Learning Management System, the 6E LMS.

All new hires undergo the ‘You’re Onboard’ induction programme which ranges from 24 to 90 days, depending on the regulatory requirements and their corresponding job roles. This programme helps new hires understand IndiGo’s brand promise, values, culture, regulatory compliance,

The Leadership pool

safety, and policies. All customer-facing new employees must demonstrate their learning live at the airport. Our cabin crew are taken on board the aircraft to experience first-hand, on-the-job learning.

IndiGo’s cabin crew and pilots undergo various drills to ensure the safety of our customers when they travel. In addition to the in-person training sessions at ifly, we also conduct online learning sessions at regular intervals. We strongly focus on training employees on business priorities and future leadership behaviour.

7 awards, including L&D Team of the Year (for the fourth successive year) and Customer Service Training (for 9 consecutive years).

IndiGo invests in preparing employees for broader responsibilities through various leadership training programmes tailored to different cadres. These programmes play a pivotal role in ensuring we have a ready leadership talent pool to steer the growth and expansion of our business and facilitate robust succession planning.

6E People Beacon

A new programme designed for Managers on behaviours expected from them. This includes driving and living the 6E culture of integrity, support, respect, inspiration, and care.

Crafting the IndiGo Promise

A dedicated workshop to reaffirm the IndiGo Promise across various functions like in-flight, airport operations, sales, digital, and customer.

Through the year, we also rolled out learning programmes for new aspirants, and upskilled our people on competencies to address emerging business needs and stay relevant. These include:

• An eight-month analytics training programme, the IndiGo Aviation Applied Analytics (IAAA), to build critical skills required in aviation with a focus on projects in the Network Planning and Revenue Management departments.

Leaders Learning Circle

This programme has been launched to draw on the experiences and knowledge of senior leaders, and deepen visibility, transparency and trust in the IndiGo leadership.

• An activity-driven two-year programme, DigiStar, to enhance capability and leadership in the digital vertical.

• A monthly Aviation Masterclass series with our senior leaders to gain in-depth knowledge of the emerging trends in the aviation industry.

ifly received the Tata Institute of Social Sciences & Leapvault

Chief Learning Officer Summit Awards 2022, winning

Training highlights: FY 2023

1,864

Average number of employees trained per day

Case

study:

Inclusivity training

for all We run a range of programmes to help our employees understand our DEI principles better, and be sensitive and inclusive to the needs of all colleagues. These include:

• Learning programmes that enable Persons with Disabilities to work equitably as frontline employees and perform to the best of their abilities.

Number of trainers 3.9 million+

Total training hours delivered during FY 2023

118

230+ Average training hours per employee

• E-learning refresher for all employees annually to stay updated with our DEI strategy.

• Anti-bias training as part of the ‘Hire Right’ training programme for all Managers.

• Sensitisation sessions for teams and departments.

• Sign language workshops to help employees interact with colleagues with a hearing impairment.

Empowering our people

Compensation and benefits

Our compensation policy is aligned with our business strategy, market dynamics, internal policies, and organisational complexities. It is designed to provide a fair and transparent structure, building competitive advantage and brand equity. Our ‘Pay for Performance’ culture considers factors like differentiated roles, skills/ competencies, experience, and grade/seniority, to ensure fair compensation.

A comprehensive Total Rewards Statement has been designed for crew and non-crew employees comprising of Gross and Variable Pay, retiral contributions including provident fund, gratuity and National Pension Scheme, along with other allowances and benefits. To maintain transparency, the career roadmap of crew members is shared as part of the employee contract, along with the defined compensation figures for all levels. This is also available to view on IndiGo’s People Policy page.

Insurance

We stand by our employees and their dependents during challenging times, ensuring they receive necessary aid and care through comprehensive insurance policies. Our insurance benefits cover the following:

• Comprehensive medical insurance covering the employee, their spouse and dependent children, with an option to include parents or in-laws.

• Life insurance policy covering all employees of the Company.

• Group accident policy covering employees in the event of an accident.

Voluntary benevolent schemes

Our benevolent schemes offer a much-needed support for families in the unfortunate event of an employee’s demise while in service. Additionally, these schemes extend coverage for situations where an employee becomes medically unfit to perform flying duties.

We comply with regulatory guidelines regarding retiral benefits covering Provident Fund, Gratuity, and the National Pension Scheme.

Employee Stock Option Scheme

We rolled out an Employee Stock Option Scheme on June 25, 2015, which was amended on September 07, 2016, to grant share-based benefits to eligible employees. This initiative was designed to attract and retain talent, and encourage employees to align their individual performances with the Company’s broader growth objectives. In FY 2023, there has been no change in the scheme, and we continue to comply with the provisions of the SEBI (Share Based Employee Benefits and Sweat Equity) Regulations, 2021, as amended (“SEBI SBEB Regulations”). The disclosure, in compliance with the SEBI SBEB Regulations, is uploaded on the Investor Relations section of the website.

Employee well-being

We believe that employee’s well-being is crucial for the overall success of our organisation, and we undertake several initiatives to foster the same.

Parental leaves:

Our maternity benefits cover a paid leave of 26 weeks for all expecting mothers. Male employees get a paternity leave of 4 days. In addition to this, we provide flexible working options and reassignment of responsibilities for the cockpit and cabin crew during and post pregnancy.

Employee Assistance Programme:

We have partnered with 1to1help.net, a provider of Employee Assistance Programmes (EAP), to give our employees access to psychological counselling and comprehensive wellness solutions. This is undertaken with strict confidentiality to help employees navigate through stress, anxiety, parenting, relationship issues, and work-life balance.

Supporting educational pursuits and special circumstances:

We provide sabbaticals to employees who want to pursue their aspirations to become a pilot or take a long break due to special circumstances.

Empowering our people

Employee engagement

At IndiGo, we believe that a deeply engaged and motivated workforce contributes to high customer service standards. Given the broad spectrum of employees we hire, ranging from experienced to beginners, our engagement

programmes are designed to align our people with our sustainability goals and expansion strategies, compliance, health and safety commitments, and form bonds of trust and empathy.

Communication

• The annual Townhall is attended by all employees and led by our executive leadership team. This forum has a mix of updates, celebrations, and opportunities to address employee’s questions

• Excutive leaders conduct individual Townhalls with their teams during the year

• 6E Broadcast provides updates to employees on all key developements in the Company

• Forums like ‘Just Planestuff’ and ‘Know your Leader’ help employees know their leaders better

• Surveys are conducted quarterly and annually to provide us with vital feedback on employee’s experience and areas for improvement

Rewards & Recognition

Rewards & Recognition

• Our guiding principles are Respect, Recognise, and Reward

• Each function in the Company conducts a Rewards and Recognition session on a quarterly basis to recognise high performers and performing teams

• High performing teams and individuals are also recognised in the annual Townhalls

Celebrations

• IndiGo’s anniversary is celebrated on 4th August. Members of the leadership team visit individual stations and take part in various celebrations

• Each function celebrates their department day, where leaders engage with teams and address their questions

• We also celebrate Women’s Day, Pride Month, 6E Carnival, and many other special occassions

Our Rewards & Recognition framework, the 3R, is ingrained in our culture. It consists of various programmes that recognise the behaviour we aim to encourage within the organisation.

6E Speaks

We conduct quarterly and annual employee engagement surveys through the 6E Speaks programme. The surveys are anonymous and the results are available in real time. Managers and Heads of Departments can access the results to analyse and plan actions to enhance employee engagement.

Respect

Where employees can freely share ideas and concerns that are directly addressed by the leadership

Recognise

Peer-to-peer recognition allowing employees to appreciate each other’s efforts

Reward Formal award categories, including quarterly and monthly awards, specific to various functions

81% employees responded to our latest employee engagement survey. We scored 7.7/10 on the question, “Would you recommend IndiGo as a workplace to your friends or family members?”

Custome

Customers

Redefining flying experiences

At IndiGo, our commitment to a courteous and hassle-free customer service is ingrained in every aspect of our operations. From the moment a customer starts evaluating options for travel to when they step onboard an IndiGo aircraft and reach their destination, we ensure their experience with us is enjoyable, seamless, and leaves behind happy smiles.

We constantly explore new and innovative solutions to craft care-led experiences for our customers. From the moment they first interact with us to the post-service support, every touchpoint is designed keeping our customers’ convenience at the forefront.

Our industry-leading performance

Courteous and hassle-free experience

Our teams, both on-ground and in-flight, have an unwavering focus on providing courteous and hassle-free support to make our customers feel valued throughout their journey. With one of the lowest cancellation rates in the industry, at 0.2%12, we strive to minimise disruptions. Any delays or cancellations are communicated to customers with adequate time to prevent inconveniences. This is critical to earn and retain customer’s trust in our ability to help them reach their destination, as planned.

Our investments in baggage handling, tracking, tagging and identification technologies, process orientation, and skilled employees help minimise mishandling of customer baggage. This has helped us in achieving the lowest mishandled bags rate13 in the country.

Revolutionising disembarkation

In August 2022, IndiGo introduced a revolutionary Three Point Disembarkation process to allow customers to exit the aircraft faster than ever before. The new Three Point Disembarkation process will be carried out from two forward,

We use digital self-service platforms, automation, and streamlined processes to ease the customer journey. Our website, mobile app, chatbots, WhatsApp interface, and social media handles like Twitter, Facebook and Instagram, offer our customers numerous ways to reach us with their concerns and service needs. A dedicated and responsive customer support team ensures customer queries are addressed promptly.

On the ground, our coaches are designed to ensure a seamless and comfortable boarding experience for our passengers. IndiGo’s ramps, for passengers to ascend and descend from the aircraft, are recognised for their unique attributes that improve passenger’s ease, and accessibility for wheelchair-bound people and senior citizens.

Listening to our customers

At IndiGo, customer engagement is at the core of our operations, and we value their feedback which helps us improve touchpoint experiences continually. We draw on insights and inputs from our social media interactions, customer experience surveys, Net Promoter Score (NPS), and customer complaints. We analyse and share the data gathered from NPS, including customer comments, with respective stakeholders, daily. Additionally, we conduct weekly reviews to identify action plans based on the analysis. This year, we introduced additional NPS (Net Promoter Score) notifications through WhatsApp for our domestic customers, resulting in a remarkable 50% increase in customer response rates.

and one rear, exit ramps, making IndiGo the first airline in the world to use this approach. Adding a third ramp for disembarkation is a simple, yet effective way to ensure a smooth travel experience for our customers. We have initiated this across many stations in FY 2023.

NPS score for FY 2023: 33

Rating for our mobile app on the App Store: 4.6/5

Rating for our mobile app on the Play Store: 4.5/5

Commu

ommunity

Transforming communities through enduring

IndiGoReach, our CSR division, is designed to facilitate transformations that empower individuals to positively shape lives. We recognise the wide range of issues that affect our society - from education to empowerment and social aid - where we strive to address them head-on by partnering with our employees, customers, suppliers and other like-minded organisations. IndiGoReach is about reaching out to people; not only with our planes, but also with our hearts.

Our Corporate Social Responsibility (CSR) programmes focus on four key areas.

Children and education Women empowerment Environment Heritage

Children and education

At IndiGo, we believe quality education for all children underpins a nation’s long-term development and growth. Our developmental programmes look at broadening access to learning opportunities so that no child is left behind, infrastructure development to improve student experiences, and skill-building to enhance the employability of youngsters from underserved communities.

Our initiatives revolve around two core pillars: Access to Education and Nurturing Excellence - primarily focusing on rural India, where the need for educational support is particularly pronounced, and children dwelling in urban slums. We also support the upskilling of teaching faculty and administrators from identified government schools to improve the quality of teaching and learning.

We have adopted 75 government schools across Indore (Madhya Pradesh), Dehradun (Uttarakhand), Vadodara (Gujarat), Dibrugarh (Assam), and Noida/Greater Noida (Uttar Pradesh). Our education programmes currently benefit over 45,100 children across the country.

Women empowerment

Creating equal opportunities and fostering gender equality are core to our organisation and community development goals. IndiGo Shakti is a programme designed to broaden livelihood opportunities for women, enabling them to build fulfilling, happy, and healthy lives for themselves and their families.

Our programmes on Women Empowerment focus on enhancing access to education, vocational training and livelihood opportunities for women, enabling them to become self-reliant, confident and active participants in the socio-economic development of their communities. Interventions are undertaken to train and build the capacity of rural women, equipping them with the necessary skills to undertake various on- and off-farm income-generating activities. We also help organise women into Self Help Groups (SHGs) and Producer Groups (PGs) for collectivisation.

Our training, support, and access to government schemes have helped over 53,000 women increase their income by 20% - 25%, compared to baseline levels.

enduring change

Environment

IndiGoReach’s initiatives support our commitment to environmental conservation and reducing carbon footprint through collective social action and impact. Our communityfacing interventions promote sustainable livelihood practices and biodiversity conservation. We employ Clean Development Mechanism (CDM) technologies, such as biogas plants, solar lights, and smokeless chulhas, to reduce greenhouse gas emissions in the areas where we implement these programmes.

By promoting the adoption of 9,500 biogas units and restoring 57.5 hectares of forest land through sustainable agricultural practices, we aim to offset carbon emissions. To date, our community environmental initiatives have positively impacted over 15,600 households.

Heritage

India is home to architectural wonders that have stood proud for centuries, testifying to our rich history and culture. IndiGoReach advocates the preservation of our heritage structures so that future generations can continue celebrating our glorious past.

We have contributed to the restoration of heritage sites like the Lal Bagh Palace in Indore, Mausoleum of Abdur Rahim Khan-i-Khana in New Delhi, and the Mausoleum of Muhammad Qutb Shah at the Qutb Shahi Heritage Park in Hyderabad.

Encouraging employee volunteerism

Our 32,000+ employees share our values of fostering inclusive well-being, and spreading joy and happiness amongst the communities in which we operate. They volunteer their time and effort to expand the reach and impact of our developmental initiatives. This year, employee volunteers mentored children, participated in clean-up drives, and conducted heritage walks. Their efforts helped collect and give over 5,000 gifts to children and senior citizens. Our teams personally visited schools, NGOs, and care homes to distribute these gifts and organise fun-filled activities to spread cheer among children.

Case study: School Adoption Programme

IndiGo’s School Adoption programme aims to positively impact the lives of over 22,500 children, across various states in India, through the holistic development of government schools, to bring about academic and infrastructure transformation. The programme looks at developing school’s infrastructure, including constructing or upgrading safe drinking water facilities, separate toilets for boys and girls, playgrounds, libraries, and science labs. The interventions also include leadership and curriculum training for teachers, principals, and school committees to ensure that the programme’s best practices are implemented and cascaded to have a lasting impact, resulting in a brighter future for the children.

These infrastructural upgrades have seen student learning outcomes improve by 15% - 20%. Other benefits as outlined below:

80-85%

Increase in attendance

70%

Increase in girl’s enrolment

Digital literacy through Mobile Bus Classroom

Transforming communities through enduring

Case study: GetSmart programme

Recognising the importance of digital literacy, especially for marginalised groups, IndiGo has launched the GetSmart programme in partnership with SRF Foundation in five Indian states- Madhya Pradesh, Uttarakhand, Gujarat, Assam, and Uttar Pradesh. The programme is designed to equip children and youth with the skills they need to succeed in the digital age and improve the effectiveness of India’s education system. This initiative aims to bridge the existing digital divide by bringing information and knowledge to students in rural and semi-rural locations through mobile buses that are equipped with computers, internet, and other digital solutions that facilitate learning.

Case study: Women’s empowerment at the grassroots

Our efforts to empower marginalised and underserved women have resulted in significant grassroot-level progress in North-East India. This developmental initiative aims to broaden and scale livelihood and income generating opportunities for tribal women by imparting knowledge about scientific agricultural practices, training, and establishing strong market linkages. Partnering with the women participating in the programme, we have successfully brought around 3,500 bighas of land under integrated cropping practices for spice cultivation. Through our efforts to enhance the skills and capacities of farmers, we have observed a significant rise in the income levels of the targeted families.

We have established Farmer Producer Groups for women and provided institutional support. Additionally, we have trained women on adopting scientific cultivation processes and postharvest management practices, thereby strengthening the entire value chain of production. Furthermore, our business development initiatives have created essential market linkages for the farmers.

The outcome of this initiative has been truly transformative. We have observed improved agricultural productivity, resulting in enhanced food security, and increased household consumption. Two Farmer Producers Organisations have been formed and registered, benefiting 1,670 women. The annual family income has more than doubled from INR 40,000 to INR 95,000.

enduring change

Case study: Suvidha

IndiGo has launched a programme in Sirmaur, Himachal Pradesh, to introduce climate-friendly interventions that reduce carbon footprint and improve the quality of life in rural areas. Under this initiative, 4,000 families have been provided biogas units, smokeless chulhas, and solar lights for domestic use. The use of these items has helped reduce emissions, health risks, and improve air quality in the area.

IndiGo’s commitment to affordable air travel and UDAN scheme

The UDAN scheme, or Ude Desh ka Aam Nagrik, is the regional airport development programme of the Government of India, and part of the Regional Connectivity Scheme (RCS) for upgrading under-serviced air routes. The programme aims to make air travel affordable, create local jobs, and improve economic development in India.

IndiGo has flown over 800,000 passengers and 650 flights under the UDAN scheme in FY 2023. Our success under the UDAN scheme is a testament to our commitment to making flying feasible and affordable for people from all parts of the country, thereby improving access to education and healthcare, and increasing local economic activity and growth.

Governan

ernance

Good governance for sustainable growth

Responsible corporate conduct is integral to the way we conduct business at IndiGo. Our actions are governed by our values and principles, which are reinforced at all levels within the Company. Our corporate governance principles are based on transparency and accountability, and are designed to enhance the long-term sustainability of the Company.

Our multi-tiered governance structure has three components: oversight by an experienced Board, strategy formulation and execution by the Management Executive Committee, and a well-articulated policy framework that provides guidelines on matters such as ethical behaviour, financial management, risk management, safety and security, human resources, and corporate social responsibility.

Board of Directors

At the centre of IndiGo’s governance structure is the presence of a strong and experienced Board of Directors. Our Board members have diverse skills, expertise, and knowledge of the industry. They provide directions and inputs to the

The Board’s composition

13% Female

50% Aviation Expertise

Executive Management team on strategic matters related to future growth, operations, risk mitigation, and protecting stakeholder value through ethical and sustainable business practices.

50% Independent Directors

87% Male

50% Non-Aviation Expertise

50% Non-Independent Directors

ACM

Board of Directors

Dr. Venkataramani Sumantran

Ms. Pallavi Shardul Shroff

Mr. Vikram Singh Mehta

ACM B. S. Dhanoa (Retd.)

Mr. Rahul Bhatia

Mr. Meleveetil Damodaran

Mr. Anil Parashar

Mr. Gregg Albert Saretsky

Industry Knowledge

Risk Management Social Sector Law and Corporate Governance

Financial Expertise

Strategic Planning

Leadership Global Business Sales & Marketing Technology

Dr. Venkataramani Sumantran Chairman and Independent Director

Ms. Pallavi Shardul Shroff Independent Director

Mr. Vikram Singh Mehta Independent Director

Mr. Meleveetil Damodaran Director

(Retd.) Birender Singh Dhanoa Independent Director

Mr. Anil Parashar Director

Mr. Rahul Bhatia Managing Director

Mr. Gregg Albert Saretsky Director

Good governance for sustainable growth

Independent Directors

The current composition of our Board is represented equally by Independent and non-Independent Directors. In addition to the Board and committees’ meetings, the Independent Directors also meet without the presence of other members of the Board or members of the Company’s Management. At such meetings, the Independent Directors discuss a wide range of subjects, including, but not limited to, review of performance of non-Independent Directors, as also themselves, including the Chairman of the Board and the Board as a whole. They also discuss the quality, quantity, and timeliness of the flow of information between Company’s Management and the Board. In addition to these formal meetings, interactions outside the Board

meetings also take place between the Chairman and other Independent Directors.

Oversight of ESG matters

The Board reviews all ESG-related matters with the Executive Management team as part of the quarterly Risk Management Committee meetings and in full Board meetings.

Oversight of internal controls

Our Board of Directors, on a regular basis, evaluate the efficacy of our internal controls and have played a pivotal role in enhancing the overall internal audit function; thereby ensuring that it commensurate with the scale of our operations and that our internal controls are future ready.

Our Board provides required oversight through various committees. The details are provided below:

Audit Committee

•To oversee the financial reporting process and ensure transparency, correctness, and credibility of financial statements.

• To review the quarterly, half-yearly, and annual financial statements before submission to the Board for approval.

• To evaluate compliance of internal financial controls and risk management systems.

• To recommend appointment, remuneration and terms of appointment of auditors of the Company, and review performance of statutory and internal auditors.

• To approve transactions of the Company with related parties or subsequent modification therein.

• To review and oversee the functioning of the whistle blower/vigil mechanism.

• To recommend policies in relation to prohibition of the Insider Trading Code, and supervise implementation of the same.

• To consider and comment on rationale, cost-benefits and impact of schemes involving merger, demerger, amalgamation and so on, on the Company and its shareholders.

• Review of tax and non-tax litigations.

Nomination and Remuneration Committee

• To identify qualified persons to become Directors and those who may be appointed to Senior Management positions, as per the criteria laid down by the NRC and recommend their appointment and/or removal to the Board.

• To formulate criteria for evaluation of Directors, the Board and its committees.

• To decide the overall compensation structure/policy for the employees, Senior Management and Directors of the Company, and recommend to the Board all remuneration in whatever form, payable to the Senior Management.

• To devise a policy on the Board’s diversity and succession planning.

• To oversee familiarisation programmes for Directors.

• To administer and superintend the ESOS, including, but not limited to, the formulation of detailed terms and conditions of the ESOS.

• To approve the grant of options and allot shares against the options exercised in terms of ESOS of the Company to the eligible employees/ex-employees/ Directors of the Company, from time to time.

Corporate Social Responsibility Committee

• To oversee CSR and other related matters, as may be referred to it by the Board, and discharge the roles as prescribed under Section 135 of the Companies Act.

• To lay down the scope of CSR activities that can be undertaken by the Company.

• To recommend the amount to be incurred on such activities as per Schedule VII of the Companies Act.

• To review the Business Responsibility and Sustainability Report (BRSR) and recommend the same to the Board for approval.

• To monitor the CSR Policy of the Company.

• To institute a transparent monitoring mechanism for implementation of CSR activities.

• The CSR Policy adopted by the Company is uploaded on the Investor Relations section on IndiGo’s website.

Stakeholder Relationship Committee

• To look into various aspects of the interests of shareholders, including the resolution of their grievances, if any, relating to transfer/transmission of securities, non-receipt of annual report, non-receipt of declared dividends, and dematerialisation/rematerialisation of securities.

• To look into other matters relating to shareholders/ investors, including issues related to general meetings.

• To review various measures and initiatives taken by the Company for reducing the quantum of unclaimed dividends, if any.

• To ensure timely receipt of dividend warrants/annual reports by the shareholders of the Company.

Risk Management Committee

• To formulate a detailed Risk Management Policy which shall include:

– A framework for identification of internal and external risks faced by the Company, in particular including financial, operational, sectoral, sustainability (particularly, ESG-related risks), information, cyber security, or any other risk as may be determined by the RMC.

– Measures for risk mitigation, including systems and processes for internal control of identified risks.

– Business continuity plan.

• To periodically review the risk management policy, at least once in two years, including considering the changing industry dynamics and evolving complexity.

• To identify, in consultation with business, review and discuss the key risks facing the Company, including but not limited to, financial, operational, sectoral, sustainability (particularly, ESG-related risks), information, cyber security, regulatory, reputational and any other risks as may be determined by the RMC.

• To ensure that appropriate methodology, processes, and systems are in place to monitor and evaluate risks associated with the business of the Company.

• To monitor and oversee implementation of the risk management policy, including evaluating the adequacy of risk management systems.

• To address risk management-related issues as may emerge in internal audits.

• To keep the Board informed about the nature and content of its discussions, recommendations, and actions to be taken.

• To review the appointment, removal, and terms of remuneration of the Chief Risk Officer (if any).

• To coordinate its activities with other committees (mainly Audit Committee), during instances of any overlap with activities of such committees, as per the framework laid down by the Board.

• To review Reports on Environmental, Social, and Governance (ESG) and Business Responsibility and Sustainability Report (BRSR), and oversee the implementation of ESG and Sustainability measures in the Company.

Good governance for sustainable growth

Management Executive Committee

The Management Executive Committee (MEC) at IndiGo plays a pivotal role in steering the Company’s performance. As the driving force behind both strategy formulation and day-to-day operations, the MEC is entrusted with taking

critical decisions that shape the trajectory of our business. Comprising of senior executives, this Committee ensures the execution of strategies, formulated in consultation with the Board of Directors. It is entrusted with the responsibility of keeping IndiGo at the forefront of the aviation industry.

Mr. Gaurav M. Negi Chief Financial Officer

Mr. Rahul Bhatia Managing Director

Mr. Wolfgang Prock-Schauer President and Chief Operating Officer

Mr. Rajesh Kumar Singh Principal Advisor to the Managing Director

Mr. Vinay Malhotra Head of Global Sales

Mr. Sukhjit S. Pasricha Group Chief Human Resources Officer

Mr. Neetan Chopra Chief Digital and Information Officer

Mr. Abhijit Dasgupta Senior Vice President Network Planning and Revenue Management

Mr. Pieter Elbers Chief Executive Officer

Ms. Saguna Vaid General Counsel

Mr. Sanjay Gupta Company Secretary and Chief Compliance Officer

Policy framework

Corporate governance at IndiGo is anchored by the 6E Code of Conduct (6E Code), applicable to Directors, Senior Management and all employees, and supported by a comprehensive policy framework. Our Corporate Governance norms align with the provisions of the Companies Act 2013, its relevant Rules, and the provisions outlined in Chapter IV of the SEBI LODR Regulations.

Code of conduct

IndiGo’s 6E Code reflects our philosophy of conducting business with the highest standards of governance and disclosure practices, respect for human rights, and individual dignity. All employees are required to submit a declaration of compliance with the 6E Code at the time of joining and thereafter at periodic intervals.

Whistleblower policy

Our whistleblower policy empowers and encourages employees, suppliers and other stakeholders to report actual or suspected violations of the Code of Conduct. IndiGo’s Audit Committee oversees the implementation of the whistleblower mechanism.

Prevention of Sexual Harassment (PoSH) policy

IndiGo has a gender-neutral policy for preventing and dealing with cases of sexual harassment at the workplace, along with a detailed process to address any reported violations.

IndiGo’s policies are accessible on our website for all our stakeholders.

99% of our employees successfully submitted the 6E Code annual declaration in FY 2023.

Building a strong culture of ethics

Nurturing a culture of ethics is fundamental to IndiGo as it helps build trust, foster integrity, and encourage responsible conduct across all levels of our organisation. Our leadership sets the tone for advocating ethical behaviour, supported by periodic training and awareness campaigns, robust internal controls, employee surveys and celebrations that reinforce our commitment to ethics and integrity.

Training

New employees are trained on the 6E Code of Conduct and POSH policy. Annual refresher programmes are organised for existing employees.

Prevention and detection Whistleblower hotline

Engagement and awareness

Multiple awareness campaigns are conducted to strengthen understanding of the 6E Code, whistleblowing mechanism, and the PoSH policy through posters, emailers, and ethics week celebrations. Forty designated Ethics Ambassadors are appointed to resolve employee’s queries and function as ombudspersons for the Company.

A robust whistleblowing mechanism makes our people confident about reporting violations without the fear of retribution. A toll-free number, web portal, chatbot, and electronic and physical mailing address, managed by a third party, ensures independence and anonymity for reporting violations.

In exceptional circumstances, whistleblowers can also directly approach the Chairperson of the Audit Committee to report their concerns. The Audit Committee reviews the status of all whistleblower complaints, and a summary of their findings and actions are taken every quarter.

Annual Ethics Survey

An annual Ethics Survey assesses employee’s understanding of the Company’s practices across 6 parameters. Our employees scored 4.15 on a scale of 5 in their understanding levels of the practices in the FY 2023 survey.

Complaint resolution

IndiGo has implemented a benchmarked mechanism that resolves complaints promptly, transparently, independently, and in accordance with the law. The approach is outlined below:

• The Ethics and Compliance Committee (ECC) - Oversees the redressal process with six senior management representatives and takes corrective action.

• The Ethics and Compliance Team (ECT) - Assists the ECC in reviewing and investigating complaints and reporting findings.

• The Internal Complaints Committee (ICC) - Looks into concerns related to sexual harassment in the workplace. The ICC consists of a senior (woman) management team member serving as Chairperson.

Good governance for sustainable growth

Risk Management

Led by a comprehensive Risk Management policy, we have implemented an Enterprise Risk Management (ERM) framework to mitigate internal and external risks that could impact business. The Risk Policy aligns with the guidelines provided by the Securities and Exchange Board

of India (SEBI) and has received approval from IndiGo’s Risk Management Committee. The Chief Risk Officer oversees the implementation of the Risk policy and the ERM framework. The ERM framework continually assesses potential risks by identifying events and circumstances that may pose a threat to our operations.

Our Risk Management process involves the following steps:

Identify Evaluate Mitigate Monitor

Identify

IndiGo follows a thorough process to identify potential risks to the Company. This includes researching industryspecific and organisational risks, and engaging with internal leadership and external industry experts or consultants for their insights. The information gathered from these interactions helps prioritise the risks relevant to the Company for the upcoming year.

Evaluate

The prioritisation is based on assessing the probability of the risks occurring and their potential impact on the Company.

Mitigate

Subsequently, the owners responsible for each identified risk develop a tailored mitigation plan.

Monitor

This mitigation plan is then executed and periodically evaluated by the Chief Risk Officer (CRO). Furthermore, a quarterly risk review is conducted with the Risk Management Committee, incorporating their feedback to improve the process of identifying and mitigating risks.

The key risk areas identified as relevant for our business are:

Financial stability and growth

After a challenging period of two years due to the Covid-19 pandemic, we resurged on the path of recovery and profitability. In the second half of FY 2023, we reported a profit after tax of INR 23,342 million, while we reported a net loss of INR 3,167 million on a full-year basis; largely on account of forex losses. Adjusted for forex losses, we reported a full-year profit of INR 26,540 million. We remain steadfast in our commitment to generating and distributing value for all our stakeholders.

Profit after tax (INR in million)

Amount (INR million)14

Good governance for sustainable growth

Enhancing data protection and cyber security measures

IndiGo safeguards the Company’s data, and that of customers and third-party vendors by maintaining a resilient cyber security infrastructure. A robust cyber security strategy, a multi-layered “defence in depth” approach, and stringent internal controls help safeguard information assets. All our employees are trained on Information Security norms at the time of joining. We expect our third-party suppliers and vendors to align with our cyber security standards as well.

Our senior management reviews our cyber security performance every month, while the Board of Directors provide insight during quarterly meetings. Led by the Director, Digital, our dedicated cyber security team collaborates closely with the business to assess risks and implement preventive measures. We regularly stress test and review our systems to ensure their robustness and responsiveness through breach simulation exercises to identify and address vulnerabilities proactively.

The Chief Digital and Information Officer (CDIO) and Director, Digital, spearhead our data privacy initiatives. Additionally, we have a data breach management policy that is incorporated into our incident management policy.

We utilise a range of technical, administrative,

organisational, and physical security measures to safeguard personal information and ensure data privacy; covering the following key elements:

• Monitoring changes in privacy legislation and continuously enhancing related policies to ensure compliance and maintain best practices.

• Our contracts contain suitable covenants related to data confidentiality. Embedding privacy checkpoints throughout all business initiatives, following the Privacy-by-Design philosophy.

• Conducting thorough assessments of internal systems, online portals and vendor partnerships to identify and address potential privacy vulnerabilities.

• Employing encryption methods for information assets, in line with the Federal Information Processing Standards (FIPS), to enhance data protection.

• Implementing resilient and efficient data recovery mechanisms to ensure the availability and integrity of information, in case of any disruptions or incidents.

• Safeguarding sensitive digital content using Digital Rights Management (DRM) techniques to control access and prevent unauthorised use or distribution.

In FY 2023, there were no customer data breaches.

Supply chain management

IndiGo’s supply chain management strategy focuses on cost, and on-time and quality delivery achieved ethically and in compliance with regulations led by five guiding principles:

Long-term relationships

Ensuring required quality On time delivery

Good governance for sustainable growth

Long-term relationships with our vendor partners

We source goods and services from nearly 10,000 vendor partners, including manufacturers, contractors, service providers, brokers, and wholesalers in multiple countries to run seamless operations. We believe we can run a responsive, scalable, and responsible supply chain only through long-term investments in vendor relationships. Many of our partners have worked with us since our inception in 2006; be it Airbus, with whom we launched our first flight, or Triguni Foods Pvt Ltd. whose ‘Ready to Eat’ foods have been enjoyed by our customers over the years. A significant percentage of our goods and services are procured from Small and Medium Enterprises.

Ensuring required quality

The quality of products and services we source is paramount to us. They must meet our design and material specifications, cost and other performance benchmarks. Regular vendor audits and quality checks on deliveries are undertaken to assess whether they meet our defined standards, so that we can deliver superior customer experience and run safe operations. Our vendors understand, adhere to, and help improve our quality processes, given their understanding of IndiGo as a result of their long-standing relationship with us.

On-time delivery

As IndiGo is in the service industry, our product or seats in a sector are a perishable commodity. Therefore, for us, ontime delivery is a critical parameter of success. The contracts and processes at both IndiGo and the suppliers’ ends are geared to achieve this objective. We continuously monitor supplier performance, assess risk, anticipate potential supply chain disruptions, and plan mitigation measures to deliver on our reputation as one of the world’s best in the industry for On-Time Performance.

Cost efficiency

We strive to source quality products and services at the lowest total cost. For us, cost is not limited to a one-time expense or upfront investment; instead, we consider the total lifecycle cost, known as TCO (Total Cost of Ownership). This approach begins with carefully designing our requirements to meet our needs efficiently, without compromising on quality or outcomes. Our procurement function manages this process with dedicated Category Managers, overseeing various expenditure categories and developing expertise in their respective domains. These Managers continuously analyse our spending patterns to enhance performance and reduce costs.

There is a clear separation of responsibilities between business and procurement teams to finalise vendors and costs to ensure adequate checks and balances in decisionmaking. Documented justification is prepared for all purchase

decisions with guidance to opt for the most cost-effective qualified vendor. In case the lowest cost vendor is not chosen, the rationale is documented to ensure complete transparency.

Multiple internal, statutory, category-specific, governance, and risk audits evaluate the effectiveness of the procurement process, and have resulted in IndiGo having one of the industry’s lowest CASK (Cost per available seat kilometres).

Compliance with laws and ethical behaviour

We are committed to conducting business with fairness, transparency, honesty and integrity, and in compliance with anti-corruption laws in all the countries where we operate. We expect our suppliers to do the same.

Our employees are mandated to adhere to our Procurement Policy to prevent any influence or favours in supplier contracts. We expect all internal and external participants in the procurement process to observe the highest standards of ethical conduct. Our suppliers are expected to comply with applicable laws, including those related to the prohibition of child and forced labour. They are also guided by our policies on Insider Trading, Diversity and Inclusion, Prevention of Sexual Harassment at the Workplace and Protection of Rights of Transgender Persons Policy, Rights of People with Disabilities, and an Equal Opportunity Policy.

Our Code of Conduct guides employees on the protocols of giving and receiving gifts and hospitality, including from our suppliers. It is supplemented by an Anti-Fraud Policy to prevent and detect fraud and corruption. On joining, IndiGo’s buyers sign a Code of Ethics, available on our website, to be followed while dealing with suppliers. The Code applies to our suppliers as well. Periodic reminders are sent to our buyers and suppliers to ensure adherence. Both buyers and suppliers can report any unethical dealings to a designated Company helpline. All IndiGo Procurement staff have completed an anti-corruption e-learning module. Additionally, new hires in the department are trained on the duty of vigilance and anti-bribery processes.

Indexes & Data

Annexure 1: Our Material Topics

Material Topics

Environmental

Fuel and energy conservation

Rationale and impact

Fuel consumption is the most significant source of emissions in an airline. Prioritising this material topic allows IndiGo to take decarbonisation actions by optimising flight routes and investing in more fuel-efficient aircraft. Fuel and energy conservation also helps improve operational efficiency, reduce costs, and minimise environmental impact.

SDG alignment

Emissions and climate change

Emissions and climate change are important parts of IndiGo’s environmental responsibility. Compared to the previous reporting year, we have clubbed emissions along with our climate change mitigation efforts. Apart from emissions, IndiGo is also considering key climate-related concerns such as policy and legal risks from emerging regulatory changes that may lead to increased fuel costs, such as use of SAF, and reduced demand due to the stigmatisation of the sector as an emissions-intensive mode of travel.

Waste management IndiGo employs responsible waste management measures and is focused on eliminating single use plastic. We have implemented initiatives like reducing packaging waste, recycling materials, and minimising waste in ground operations.

Aircraft noise

Aircraft are a source of noise pollution that may impact the community’s health and cause inconvenience to them. IndiGo is keen on taking actions to reduce noise-related risks. IndiGo’s investment in the latest generation aircraft helps it with an industry-leading noise abatement profile.

Social

Diversity and inclusion

Developing a diverse and inclusive work environment is pivotal to creating a sustainable business. IndiGo ensures that our work environment is free from discrimination, and sensitive to the differences and needs of a diverse workforce. We understand that a diverse workplace can lead to better talent retention and employee satisfaction. It also ensures better customer orientation and experience.

Workplace health and safety

IndiGo has a responsibility to provide a workplace with customer and employee safety at the core, with protocols to reduce incidents of work-related injuries. A focus on employee health and well-being also improves productivity. We are investing in safety equipment, implementing effective protocols, and training and educating our employees on workplace safety.

Customer experience Customer experience defines brand perception and leads to improved customer engagement and loyalty.

Local communities

Employee well-being

Labour practices

Boosting the local economy and creating employment within neighbouring communities has been a valuable part of IndiGo’s community upliftment initiatives.

Employees are integral to our operations; the right hiring strategy and retention practices are critical to IndiGo’s success. Our initiatives for employees’ well-being ensure improved efficiency, loyalty, deep skill pool, and positive Company culture.

The values enshrined in IndiGo’s operations include sound labour practices to establish a well-functioning professional enterprise. Appropriate labour practices ensure employees and workers are treated with equality and assured of their fundamental human rights.

Material Topics Rationale and impact SDG alignment

Governance

Ethical business conduct

Economic performance

We recognise that ethical business conduct gives us a competitive advantage and helps enhance reputation, customer acquisition, investor interest, employees’ trust, and avoid legal issues.

One important purpose of a business organisation is to create economic value for all stakeholders. The growth of our organisation, employees, and other related stakeholders is dependent on our sustained profitability and economic performance.

Market presence Locally hired talent ensures a greater connect with local operational knowledge. They provide deeper insights into customer preferences regarding connectivity, pricing, and convenience, thereby increasing revenue. Local employment is critical to our profitability and enhances brand recall within the local population, as part of our strategy to expand market presence.

Operational performance

A stable operational performance helps maintain the quality of the service provided. Efficient operations contribute towards cost optimisation and ensure adherence to safety and compliance, leading to product acceptability and market reputation. Strong operational performance is critical to our business’ success that helps deliver a seamless customer experience and maintain high productivity levels.

Customer privacy

Protecting customer’s data and maintaining their trust is critical for us as we improve digitisation and facilitate increased accessibility of air transport to all sections of the society. Maintaining privacy includes data protection from breaches and regular safety checks. It helps in protecting our brand from controversies and maintains market value.

Emergency response preparedness

Emergency response management is a systematic approach to simulate addressing emergencies. They provide responding mechanisms as part of guidance, for managing such incidents. It enables a clear chain of command for specific responsibilities assigned to people at various levels and functions, and prioritises tasks accordingly. IndiGo realises that having a good emergency response plan saves time, lives, and protects our reputation, image and capital.

Supply chain management

Suppliers are a key stakeholder group, and IndiGo’s success hinges on robust supplier relationships and optimally functioning supply chains. The reliability of suppliers and IndiGo’s timely operations are interlinked. We focus on creating a chain of trusted suppliers, building long-term relationships, and collaborating with them closely. This, in turn, leads to better quality control, more efficient shipping, lower inventory and overhead expenses, and minimises risks. Additionally, better visibility of supplier relations and data analytics enables a nimbler organisation.

Indexes & Data

Annexure 2: ESG Performance Tables

The emissions have been calculated based on the guidance from USEPA, Federal Register DoT, and 2006 IPCC Guidelines for GHG Vol.2.

The NOx and SOx emissions have been calculated based on the well-to-wake emissions of our jet fuel consumption. The emission factors have been sourced from National Renewable Energy Laboratory (NREL).

Waste (By Type and Disposal Method)

Employee demographics by grade, type and age (as on March 31, 2023)

*374 trainees not included as not part of IndiGo payroll

Employee Turnover by grade, type and age: Permanent employees (as on March 31, 2023)

Indexes & Data

New Employee Hire by grade, type and age: Permanent employees (as on March 31, 2023)

Employee Training

Data Privacy

a

b Percentage involving personally identifiable information (PII)

c Total number of unique account holders who were affected by data breaches, which includes all those whose personal data was compromised in a data breach.

d Number of data breach per passenger

Indexes & Data

Annexure 3: GRI Content Index

2-10 Nomination and selection of the highest governance body Page 61

2-11 Chair of the highest governance body

2-12 Role of the highest governance body in overseeing the management of impacts

2-13 Delegation of responsibility for managing impacts

Page 59

Page 58

Page 62, 63

2-14 Role of the highest governance body in sustainability reporting Page 60

2-15 Conflicts of interest

2-16 Communication of critical concerns

Page 63

Page 62, 63

2-17 Collective knowledge of the highest governance body Page 59

2-18 Evaluation of the performance of the highest governance body Page 61

2-19 Remuneration policies

2-20 Process to determine remuneration

2-21 Annual total compensation ratio

Page 61

Page 61

Please refer to IndiGo Annual Report FY 2022-23 Page 193

2-22 Statement on sustainable development strategy Page 58

2-23 Policy commitments

2-24 Embedding policy commitments

2-25 Processes to remediate negative impacts

Page 1, Page 63

Page 58, 62

Page 63

Partially omitted Confidentiality Constraints

IndiGo provides partial information due to confidentiality constraints.

Indexes & Data

Indexes & Data

GRI 405: Diversity and Equal Opportunity

of material topics Page 70

Page 38, 58, 73 405-2 Ratio of basic salary and remuneration of women to men Please refer to IndiGo Annual Report

of governance bodies and employees

FY 2022-23 Page 113 Freedom of association and collective bargaining

GRI 3: Material Topics 2021

GRI 407: Freedom of Association and Collective Bargaining 2016

407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk

Page 70

Page 68 None of IndiGo’s employees are associated with any labour unions and are not covered under any collective bargaining agreements.

GRI 3: Material

GRI 413: Local Communities

Management of material topics

Operations with local community engagement, impact assessments, and development programmes

with significant actual and potential negative impacts on local communities

Page 70

Page 52, 53, 54, 55

Page 22

GRI 3: Material

2021

GRI 416: Customer Health and Safety 2016

Management of material topics Page 70, 71

Page 22, 68 416-2 Incidents of non-compliance concerning the health and safety impacts of products and services

Assessment of the health and safety impacts of product and service categories

Page 29, 30 IndiGo has not identified any incidents of non-compliance concerning the health and safety impacts of service during audit.

& Data

Annexure 4: SASB Content Index