Rights Violations

Full text: Boycott Vedanta-sponsored Jaipur lit fest's London edition, writers urged in open letter

The mining company has been implicated in international human rights violations, claims a letter signed by dozens of writers, academics and activists.

An open letter signed by dozens of academics, authors and activists around the world has urged writers to reconsider attending the Vedanta Jaipur Literature Festival London 2016, saying the event's title sponsor is infamous for human rights violations around the world.

"Are you aware that Vedanta's activities are destroying the lives of thousands of people in Odisha, Chhattisgarh, Goa, Tamil Nadu, Rajasthan, Karnataka and Punjab and also in Zambia, South Africa and Australia?" the message asks prospective participants.

Vedanta Resources is metals and mining company headquartered in London, and has often been under scrutiny for its human rights and environmental record. The allegations against it include dangerous working conditions, destruction of crops, unlawful exports and widespread environmental damage, among others.

The letter points to accidents at the company's factories, its irregularities in obtaining environmental clearances and its efforts to out-muscle locals in legal battles, citing examples from Chhattisgarh, Odisha, Goa and Rajasthan. It claims Vedanta is trying to "create favourable public opinion" by sponsoring events such as the Jaipur lit fest and the International Film Festival of India.

The letter notes that "literature does not exist in a vacuum" and that writers and artists "also have responsibilities". It urges writers to "withdraw from involvement in this discredited and damaging PR campaign, rather than lending [their] name to it".

Here is the full text of the letter:

Dear All,

We are deeply shocked and dismayed to hear that you have agreed to participate at the Jaipur Literature Festival claiming to be "The Greatest Literary Show on Earth" which has 'the world's most hated company' Vedanta as its key sponsor. Are you aware that Vedanta's activities are destroying the lives of thousands of people in Odisha, Chhattisgarh, Goa, Tamil Nadu, Rajasthan, Karnataka and Punjab and also in Zambia, South Africa and Australia? Are you also aware that Zambian villagers are currently taking Vedanta subsidiary KCM to court in the UK, accusing it of consistently poisoning their water over the last decade?

In 2011 Zambian High Court Judge Phillip Musonda said he wanted to make an example of Vedanta for their 'gross recklessness' in polluting the River Kafue without remorse, and highlighted 'KCM's don't care attitude whether human life which sacrosanct in our constitution was lost or not.' In 2014 Vedanta 69% owner and Chairman Anil Agarwal was caught on video bragging to businessmen at a Bangalore conference that he had bought the Zambian copper mines at a fraction of their value and was making $500 million each year despite declaring a loss in Zambia. The Zambian government reacted by auditing the mines, and discovered vast tax evasion schemes and asset stripping.

In Korba, Chhattisgarh, India between 40 and 100 workers died at Vedanta subsidiary BALCO's aluminium smelter complex when a chimney under construction collapsed on them in September 2009. The subsequent judicial inquiry into the incident found Vedanta guilty of negligence and using sub-standard materials and construction methods. However, Vedanta's lawyers suppressed the report which was leaked by activists in 2014.

In Odisha, India a nineteen year struggle by indigenous communities, Dalits and farmers led to a historic victory in 2014 when Vedanta was stopped from mining the sacred Niyamgiri hills for bauxite. Vedanta's attempt to secure the mountain through State Owned OMC was rejected by the Supreme Court again on May 6, 2016. Vedanta Aluminium Ltd had built the 1 mtpa Lanjigarh refinery at the base of the Niyamgiri hills in 2004, and even expanded it six fold, despite having no permission to mine bauxite from the hills above. Vedanta's launch on the London Stock Exchange in 2003 was based on the impression given to financiers that they had permission to mine Niyamgiri.

In Goa, India, Vedanta's iron ore mining subsidiary Sesa Goa (now Vedanta Limited) was the largest company indicted by the Shah Commission in 2012 for illegal mining, including failure to obtain leases or environmental clearance, and exporting 150 million tonnes of iron ore from Goa in 2010/11 while only declaring 76 million, their agreed export allowance.

Not far from Jaipur itself Vedanta is accused by an employee's union of casualising and de-unionising the labour force at Hindustan Zinc Ltd by reducing permanent workers to only 2,500 of 18,000 workers. The Maton Mines Mazdur Sangh (Maton Mines Workers Union) is also opposing Vedanta for poor working conditions and destruction of crops and houses around their phosphate mines. Meanwhile, on 11th May 2016 Anil Agarwal promoted Sterlite Technologies announced its successful bid to to run a second 'smart city' project in Jaipur.

Vedanta has been attempting to create favourable public opinion by sponsoring International Film Festival of India (IFFI), the Our Girls Our Pride gender project and even the oxymoronic Mining Happiness campaign, using celebrities and media houses to hush up its liabilities. But each of these attempts has been exposed by grassroots groups and people's movements pointing out Vedanta's corporate crimes using social media and letter writing.

The Vedanta JLF at Southbank is yet again another cynical attempt to distract attention from Vedanta's crimes at a time when it stands exposed across India and internationally. Vedanta's interests are directly opposed to the Dalit, Adivasi, Bahujan Samaj and black communities it claims to be helping.

Literature doesn't exist in a vacuum. As public figures, we believe that writers and artists also have responsibilities. It makes little sense to discuss books and ideas and the problems of the world in abstraction, while being funded by and publicising a company that has been and continues to be a gross violator of human rights across the world. We hope that you agree, and will withdraw from involvement in this discredited and damaging PR campaign, rather than lending your name to it.

Yours sincerely,

Anu Ramdas, Editor, Round Table India

Naren Bedide (Kuffir), Editor, Round Table India

Courttia Newland, writer

Dr. Hansda Sowvendra Shekhar
Medical doctor and author, Jharkhand, India

Firoze Manji, former Editor, Pambazuka News

Gladson Dungdung, Activist, Author

Arao Ameny, Founder of Association of African Journalists & Writers

Neetisha Xalxo

V.Divakar, Editor, The Baroda Pamphlet

Sruthi Herbert, Doctoral Candidate, SOAS

Ashley Tellis

Akash Poyam, Founding Editor at adivasiresurgence.com

Surya Shankar, Filmmaker

Ashutosh Wasnik, senior human resources analyst at SaskPower, govt of Saskatchewan, Canada

Gaurav Somwanshi, Entrepreneur

Akshay Pathak, Writer

Cathal Healy-Singh, Environmental Engineer, Trinidad & Tobago

Atul Anand, Researcher & Documentary maker

Alex Lubin, Professor, University of New Mexico

Rafiq Kathwari, poet

Hemant Divate
poet, editor, publisher and translator

Amrit Wilson

Kavita Bhanot, writer

Manju Rajak, Artist

Gouri Patwardhan, filmmaker

Aflatoon, All India Organisational Secretary, Samajwadi Janaparishad

Vinay Shende, HR Professional

Nilesh Kumar, PhD Researcher, TISS

Dharma Teja, Dalit Camera

Amita Kanekar

Ananta Dash

Rollie Mukherjee, Artist & writer, Vadodara.

Tariq Mehmood, writer, Assistant Professor, American University, Beirut

Vinita Damodaran, Director, CWEH, University of Sussex

Saransh Gautam, IT Professional

Prameya M, Ph.D student

Vaibhav Wasnik, postdoctoral researcher, Saarland University, Department of Physics

Pinak Banik, Artist and Teacher

Stalin K., Director, Video Volunteers

Priyadarshini Ohol, Artist

Abhiyan Humane, Artist and Teacher

Priyabrata Mahapatra, IT Professional

Subash Kulesika, Youth Leader, Niyamgiri Suraksha Samiti

Rebecca Oliner, Artist

Devangana Kalita, Foil Vedanta

Amarjit Chandran, poet

Taru Dalmia, the ska vengers

Samara Chopra, the ska vengers

Mohinder Singh, Assistant Professor, Political Science JNU

Samantha Asumadu, Media Diversified

Koonal Duggal, Researcher, Department of Cultural Studies, EFL University

Ganesh Digal, Odisha Research Scholars For Social Justice (ORSSJ)

James Nyasulu, community activist and pollution affected person, Chingola, Zambia.

William Chitundu, KCM former miners, Zambia.

Jonathan Mbewe, Residents of 1st Street against Pollution, Chingola, Zambia.

Miriam Rose, Foil Vedanta

Samarendra Das, Foil Vedanta

We welcome your comments at letters@scroll.in.
Sponsored Content BY 

Putting the patient first - insights for hospitals to meet customer service expectations

These emerging solutions are a fine balance between technology and the human touch.

As customers become more vocal and assertive of their needs, their expectations are changing across industries. Consequently, customer service has gone from being a hygiene factor to actively influencing the customer’s choice of product or service. This trend is also being seen in the healthcare segment. Today good healthcare service is no longer defined by just qualified doctors and the quality of medical treatment offered. The overall ambience, convenience, hospitality and the warmth and friendliness of staff is becoming a crucial way for hospitals to differentiate themselves.

A study by the Deloitte Centre for Health Solutions in fact indicates that good patient experience is also excellent from a profitability point of view. The study, conducted in the US, analyzed the impact of hospital ratings by patients on overall margins and return on assets. It revealed that hospitals with high patient-reported experience scores have higher profitability. For instance, hospitals with ‘excellent’ consumer assessment scores between 2008 and 2014 had a net margin of 4.7 percent, on average, as compared to just 1.8 percent for hospitals with ‘low’ scores.

This clearly indicates that good customer service in hospitals boosts loyalty and goodwill as well as financial performance. Many healthcare service providers are thus putting their efforts behind: understanding constantly evolving customer expectations, solving long-standing problems in hospital management (such as long check-out times) and proactively offering a better experience by leveraging technology and human interface.

The evolving patient

Healthcare service customers, who comprise both the patient and his or her family and friends, are more exposed today to high standards of service across industries. As a result, hospitals are putting patient care right on top of their priorities. An example of this in action can be seen in the Sir Ganga Ram Hospital. In July 2015, the hospital launched a ‘Smart OPD’ system — an integrated mobile health system under which the entire medical ecosystem of the hospital was brought together on a digital app. Patients could use the app to book/reschedule doctor’s appointments and doctors could use it to access a patient’s medical history, write prescriptions and schedule appointments. To further aid the process, IT assistants were provided to help those uncomfortable with technology.

The need for such initiatives and the evolving nature of patient care were among the central themes of the recently concluded Abbott Hospital Leadership Summit. The speakers included pundits from marketing and customer relations along with leaders in the healthcare space.

Among them was the illustrious speaker Larry Hochman, a globally recognised name in customer service. According to Mr. Hochman, who has worked with British Airways and Air Miles, patients are rapidly evolving from passive recipients of treatment to active consumers who are evaluating their overall experience with a hospital on social media and creating a ‘word-of-mouth’ economy. He talks about this in the video below.

Play

As the video says, with social media and other public platforms being available today to share experiences, hospitals need to ensure that every customer walks away with a good experience.

The promise gap

In his address, Mr. Hochman also spoke at length about the ‘promise gap’ — the difference between what a company promises to deliver and what it actually delivers. In the video given below, he explains the concept in detail. As the gap grows wider, the potential for customer dissatisfaction increases.

Play

So how do hospitals differentiate themselves with this evolved set of customers? How do they ensure that the promise gap remains small? “You can create a unique value only through relationships, because that is something that is not manufactured. It is about people, it’s a human thing,” says Mr. Hochman in the video below.

Play

As Mr. Hochman and others in the discussion panel point out, the key to delivering a good customer experience is to instil a culture of empathy and hospitality across the organisation. Whether it is small things like smiling at patients, educating them at every step about their illness or listening to them to understand their fears, every action needs to be geared towards making the customer feel that they made the correct decision by getting treated at that hospital. This is also why, Dr. Nandkumar Jairam, Chairman and Group Medical Director, Columbia Asia, talked about the need for hospitals to train and hire people with soft skills and qualities such as empathy and the ability to listen.

Striking the balance

Bridging the promise gap also involves a balance between technology and the human touch. Dr. Robert Pearl, Executive Director and CEO of The Permanente Medical Group, who also spoke at the event, wrote about the example of Dr. Devi Shetty’s Narayana Health Hospitals. He writes that their team of surgeons typically performs about 900 procedures a month which is equivalent to what most U.S. university hospitals do in a year. The hospitals employ cutting edge technology and other simple innovations to improve efficiency and patient care.

The insights gained from Narayana’s model show that while technology increases efficiency of processes, what really makes a difference to customers are the human touch-points. As Mr. Hochman says, “Human touch points matter more because there are less and less of them today and are therefore crucial to the whole customer experience.”

Play

By putting customers at the core of their thinking, many hospitals have been able to apply innovative solutions to solve age old problems. For example, Max Healthcare, introduced paramedics on motorcycles to circumvent heavy traffic and respond faster to critical emergencies. While ambulances reach 30 minutes after a call, the motorcycles reach in just 17 minutes. In the first three months, two lives were saved because of this customer-centric innovation.

Hospitals are also looking at data and consumer research to identify consumer pain points. Rajit Mehta, the MD and CEO of Max Healthcare Institute, who was a panelist at the summit, spoke of the importance of data to understand patient needs. His organisation used consumer research to identify three critical areas that needed work - discharge and admission processes for IPD patients and wait-time for OPD patients. To improve wait-time, they incentivised people to book appointments online. They also installed digital kiosks where customers could punch in their details to get an appointment quickly.

These were just some of the insights on healthcare management gleaned from the Hospital Leadership Summit hosted by Abbott. In over 150 countries, Abbott is working with hospitals and healthcare professionals to improve the quality of health services.

To read more content on best practices for hospital leaders, visit Abbott’s Bringing Health to Life portal here.

This article was produced on behalf of Abbott by the Scroll.in marketing team and not by the Scroll.in editorial staff.