Kumar Arpit

In another huge stride towards the goal of energy swaraj, Adani Solar has become the first Indian company to complete the backward integration of wafer line infrastructure in a record duration of roughly four months. The new production line will exclusively create silicon wafers for the company’s production of solar cells and modules. The monocrystalline wafers will drive indigenisation to produce renewable electricity from silicon-based PV modules with efficiencies ranging from 21% to 24%.

This latest achievement follows the company’s production of India’s first large-sized monocrystalline ingot, which was announced earlier this year (The Green Breakthrough | a-connect April 2023).

Leveraging this backward integration, the company has made significant inroads in taking complete control over quality and the raw materials required to manufacture world class PV modules.

“We are delighted that we have been able to convert our indigenously manufactured monocrystalline silicon ingots into M10 P-type wafer of 182 mm side length,” said Dr Puneet Gupta, CTO, Adani Solar. “We have very quickly achieved over 90% A-grade efficiency and have created an invaluable platform for sustained development towards larger and thinner wafer formats to support both our PERC & TopCon cell lines. We have made remarkable technological progress in every aspect of solar manufacturing in the past, from cells to modules, and we will replicate our past successes in our future endeavours as we backward integrate all the way to producing metallurgical grade silicon from quartz.”

Adani Solar is already a pioneer in silicon-based cell and module production with the establishment of the first GW scale factory in India that started in 2016. The company has also ramped up its annual production capacity of solar PV cells and modules from 1.2 GW in 2017 to 4 GW in 2022. With this achievement, Adani Solar has become India’s first, largest fully integrated solar ingot-wafer-cell and PV Module manufacturer. This integration will be a critical link in the Indian photovoltaic crystalline silicon industry value-chain and will contribute as a pioneer in the drive towards a self-reliant India.

Adani Solar is part of Adani New Industries Ltd (ANIL), which is leading India’s energy transition by developing the world’s largest green hydrogen ecosystem.

Shreya Iyer

When it comes to the development and growth of any country, the pride of place goes to the workforce that helps to shape its physical, social and economic dynamics. No developing or developed nation can discount the efforts and achievements put in by its working class. Along with technological advancements, the working class has also adopted new methodologies and contributed towards realising ever bigger local, national and international goals.

To celebrate the achievements of the world’s working class, Labour Day or International Workers’ Day is observed on 1 May. The special day is dedicated to the workers and labourers across the world and encourages them to be aware of their rights. 

Over the years upskilling and reskilling have become very important tools to make the workforce self-reliant, skilled, and empowered. To bridge this gap between the workforce and the necessary tools to help them upskill, Adani SAKSHAM has been providing courses for upskilling and reskilling under the umbrella of the Adani Skill Development Centre (ASDC). 

“With advancements in technology, several industries are facing challenges when it comes to hiring skilled workers - and this directly affects productivity. This was the prime reason for Adani SAKSHAM to introduce courses that focus on upskilling and reskilling the workforce – both for freshers and even with those with experience,” explains Jatin Trivedi, COO, ASDC. 

Talking about ASDC’s mission, Mr Trivedi adds, “Even the Government of India is focusing on bridging this gap by introducing many incentivised schemes and flagship training programs on a large scale under the Skill India Mission. From digital literacy, and GST with Tally, to marine and cargo operations, Adani SAKSHAM offers a comprehensive range of courses across 13 states to make India’s youth capable of achieving their goals by becoming skilled professionals.”

Mr Trivedi says Adani SAKSHAM has more on the anvil. “ASDC is continuously working to offer new skill development and upgradation programs. We are also planning to bring in VR-based activities and learning initiatives.”

Bhumi Desai

Course: General Duty Assistant

When Ahmedabad-resident Bhumi Desai was growing up with her three siblings, her parents wanted her to make a career in the healthcare sector. Bhumi’s father was the family’s sole breadwinner and the family was not financially strong.

Things changed when Bhumi’s elder sister was admitted to hospital for the delivery of her child. There, the family met a Sakshamaarthi, a healthcare worker who had picked up her skills through the Adani Skill Development Centre. In their interaction, Bhumi found out about the courses being taught at the ASDC.

When they visited the centre, the family immediately understood that their dream to make Bhumi a healthcare professional could still be realised. Bhumi enrolled in the General Duty Assistant course and showed great potential – both in theory and practical classes.

In fact, during the pandemic, she was one of the professional healthcare assistants at the COVID Care Centre temporarily set up at the Adani Vidya Mandir. The assignment allowed her to prove her mettle. Bhumi now works with a children’s hospital. She credits her parents and the ASDC for changing her life for the better.

Vicky Bhoyar

Course: Welding Technician

HaIling from the small town of Tiroda, Maharashtra, Vicky Bhoyar had big dreams and aspired to study well, get a degree, a well-paying job and make his parents proud. But Vicky’s family was not financially well-settled and hence he never got a chance to make his dreams true.

During an awareness campaign in his village by the Adani Skill Development Centre, he came to know that they were offering a variety of great courses. Vicky also came to know about the various courses imparted by a team of skilled professionals and decided to enrol in the welding technician course, which included an augmented reality simulator-based training program. Vicky’s trainer found him to be very focused and determined to excel in the field.

After finishing his course, Vicky got placed at an engineering workshop and started earning INR 10,000 monthly. A year later, after gaining enough experience and a lot more confidence, he started working towards starting his own welding business, and recently fulfilled his dream of opening his own welding workshop. He is earning very well now and is giving his parents the life that he always wished for them to have.

Ravish & Mantasha Rangrej

Course: Beauty Therapist

Financial constraints forced Ravish and Mantasha Rangrej, Ahmedabad-based sisters, to abandon school after Std 8. After they lost their father, the sisters took up odd jobs to support their family, which included their mother and younger brother.

The family’s prospects changed when a door-to-door awareness campaign organised by Adani SAKSHAM alerted them to the courses offered by the Adani Skill Development Centre and made them realise the importance of upskilling. The sisters enrolled in the beauty therapist course as they had a bit of knowledge on the subject and wanted to learn more.

The course helped them to improve their skills and expertise. A year after completing their training, they started to provide coaching on beauty services, handling a salon at the same time. They are now earning around INR 18,000 monthly, which is almost three times what they were earning before. The sisters believe that it is Adani SAKSHAM that changed their lives for the better.

Imran Vagher

Course: Bar Bender & Steel Fixer

For young Imran Vagher, a member of a fishing community in Mundra, Gujarat, earning enough for two square meals had become difficult in the off season. During an awareness initiative in his village by the Adani Skill Development Centre team, the community was informed about other skill sets which they could leverage to earn better income during the off seasons.

Over 100 candidates applied to the ASDC team to be trained. As trainees, they would also receive a stipend that enabled them to also work during their practical sessions. Although Imran enrolled in the Tie Bar Bender course during the off season, he levelled up and enrolled for the Bar Bender & Steel Fixer course that taught him several life skills along the way. The three-month course boosted his confidence.

As soon as he completed his training, Imran was offered a job at Adani Solar, Mundra. He started earning INR 14,000 a month. This stable income, as compared to his variable income earlier, helped him to give his family a comfortable life even during the off seasons.

Imran’s father is proud of his son’s achievement and believes that without the constant support of ASDC, none of this would have been possible. More youth from the fishing community are now choosing to acquire new skills and be self-reliant.

Arpita Vadgama

T

hat feeling of running out of the school gates after the bell goes off is priceless, etched in the fondest of our memories. But imagine being excited to go into, rather than away from, the classroom!

Until just a few weeks ago, the 278 students at the Government Senior Secondary School in Dara village (District Baran, Rajasthan) had little to be excited about. The school compound was flooded, the open premises were unkempt and uneven and, without a protective boundary wall to keep animals out, stray cattle wandered in and out at will.

Then, during a baseline analysis, the Adani Foundation’s CSR team came across the school, which had seven classrooms for standards 1 to 12. The school building had been allotted by the Government two years ago.

The team realised that the school needed a proper makeover. As a part of its community infrastructure activities, the Adani Foundation renovated the school, including completing most of the unfinished structure and giving its drab and barren walls a colourful and nationalistic train-themed paintwork.

All the concerned stakeholders – the Gram Panchayat leaders, the School Management Committee, the Education Department and, most of all, the students, have appreciated the thoughtfulness behind the initiative.

Dipika Rathi

Witnessing the pupils that have passed out of Adani Vidya Mandirs (AVM) make their careers in the real world, the incredible diversity of passions they chose to pursue, the lives they have changed, and the difference they have made, all combine to make their teachers beam with pride. There’s no ‘typical’ path for AVM alumni. From running taekwondo centres to managing dance academies, from pursuing further studies in Germany and Switzerland to working in organisations like TCS and Wipro, AVM alumni are moving ahead with skills, passion and avid faith. Significantly, they have also acted as instruments of change wherever they have been and, apart from sincerity, hard work and brilliance, they have demonstrated a high degree of social responsibility and now, increasingly, a larger responsibility towards their nation and its priorities.

“True to the Adani Foundation’s vision, the Adani Vidya Mandir focuses on the holistic development of its students,” shares Dr  Shilpa Indoria, Principal, AVM, Ahmedabad. “Providing them with the skillsets needed to excel in the real world is our priority. Our alumni are of the highest calibre and repute and have secured challenging and highly paid positions in top ranking organisations, both in India and abroad. Along with academics, the skill-based education system at AVMA hones their abilities, a fact well attested to by recruiting agencies. Our alumni are actively engaged with the school and with the students, motivating them to perform and excel in whatever they do. I’m delighted that our alumni are great assets to all the organisations that they have joined.”

• Adani Vidya Mandir was founded in Ahmedabad, Gujarat, in 2008 with 134 students.
• Adani Vidya Mandir, Bhadreshwar, caters to the fisherfolk and maldhari communities in Mundra, Gujarat.
• Adani Vidya Mandir, Surguja, caters to the tribal population in Chhattisgarh.
• The newest addition, Adani Vidya Mandir, Krishnapatnam, caters to fisherfolk communities around Krishnapatnam Port, Andhra Pradesh.

The Chosen One

A couple of years ago, an inebriated man fell on the train tracks at East Melbourne Station in Australia. Krupali Joshi, who was studying in Australia at that time, was one of the cleaners on duty that day. Krupali immediately notified senior station staff and the police. The train service was immediately halted and the man was pulled to safety.

“I saved a life. It brought me pure joy. I have brought home so many laurels, but this is the most precious of the lot. One of the lessons I was taught when I was growing up was on the importance of life,” shares Krupali, who is now professionally employed in Australia.

That lesson, which Krupali did not forget that day, was learned at the Adani Vidya Mandir, Ahmedabad. It was at the AVMA, Krupali says, that she too was given a new lease of life, one moulded by a world-class school that she says she could only dream of.

Before she was admitted into the AVMA, Krupali and her brother attended Ankur High School in Ahmedabad, where their school fees were within the affordable range for her father, a government clerk. However, destiny had something better in store for Krupali. Her father got to know about the Adani Vidya Mandir (AVM), which provided not only free education but also world-class schooling. It was an exciting moment. Could they get in? Were they eligible?

Filled with hope, they applied. Both of them were shortlisted but there was a catch — only one child in a family could enrol in the AVM, a policy thoughtfully designed to uplift as many families as possible.

Suddenly, Krupali was up against her brother! She thought it was over for her but when her father spoke, it changed the course of her destiny. “She will light up two homes even after she gets married,” he said. “She should study there.”

“I could not believe my ears, my fate nor my father,” shares Krupali. “I was ecstatic. Believe it or not, yes, I was the chosen one!”

Krupali started to live her dream. Now she had a proper school bus to take her to school and, later, drop her home. At school, she was provided healthy meals and also books, stationery and crisp, beautiful uniforms - all free.

“I had expert teachers for different subjects,” adds Krupali. “I had a huge playground, a big library, science labs to experiment and an art room to create. To be honest, it all went well beyond my dreams.”

Krupali explored a great many extra-curricular activities. She unleashed her love for sports and excelled in high jump, long jump, taekwondo, triple jump, hurdles, and heptathlon. She also represented the nation and brought home a silver medal in state-level Jeet Kune Do.

“When I look back today, I wonder what I would have been if I had not gotten the opportunity to play sports, let alone a chance to study at AVMA. It is sports that has taught me perseverance, my never-give-up attitude and to be strong and steady even while losing.

Additionally, my education at AVMA has given me a good level of grit as well as a sense of purpose. Although I definitely have enjoyed my time as a school student, I want, when circumstances allow, to use my skillset to help solve social problems in the world today,” signs off Krupali.

"I Was Given The Power To Dream.”

The odds were stacked against Dipesh Rafaliya the moment his family faced a financial crisis. This was when Dipesh was in school in Surat while his older brother was studying to be a computer engineer and his sister was pursuing a degree in computer applications. To make ends meet and to provide education to their three children, Dipesh’s mother tried her luck at odd jobs while his father hunted for a fresh start. They moved to Ahmedabad. The relocation was not easy, but it helped Dipesh to develop a sense of adaptability as an adult.   

Fast forward to a time when things turned around for Dipesh - he made it to the United States where, today, he works with Amazon as a Software Development Engineer.

At the age of six, when his friends were busy playing lock and key, hopscotch and pakda-pakdi, Dipesh used to open MS Paint on his computer and draw something or do programming in Logo. This childhood fascination with computers complemented his education when he was introduced to ‘Computers & Information Technology’ in his high school classroom at the Adani Vidya Mandir, Ahmedabad.

He could not have been happier. “I truly believe that if the base of the building is good, the building will stand firmly,” says Dipesh. “And my base was built strong at school which had exceptional faculty and facilities. I remember we also had external faculty giving us additional exposure while they taught us new tricks, and new ways of learning. I was given the power to dream.”

Reminiscing about his school years, friends, sports, and many unforgettable teachers, Dipesh recounts his memories of class trips taken to Science City, Chemical Factory, Radio Mirchi and more. “I vividly remember one specific trip to a PCB (Printed Circuit Board) company. I was mesmerised by what I saw — the making of the circuit and its various types. From that very day, I was keenly intrigued by both building chips and the field of programming.”

Not surprisingly then, in 10^th grade, Dipesh opted for information studies instead of physical education. Such was his fascination with the world of computers. “I learnt HTML with CSS in my early grades. I was introduced to the operating system in school, and worked on it. I was even taught to perform on Linux operating systems, which included OpenOffice Writer, Calc., Impress, etc. Moreover, XML coding was a fun game for us. We used to define user-defined tags of our name and then, using CSS, we used to format and design it. It was so much fun learning that, even after becoming a Software Development Engineer, I still remembered the lessons and assignments given as coursework by our ICT teacher. Some of the tasks included Linked Lists, Pointers, Array, etc. I still use those data structures and that base for my work even after becoming an Engineer at FAANG. I feel lucky for having had such wonderful teachers at Adani Vidya Mandir who had a great influence in shaping my career.”

Dipesh adds that AVMA gave him a good platform to not just learn but also act upon. “I was in charge of sound systems during assembly, sports events, and other events like Republic Day and Independence Day. I learnt to manage the system from our peon. I believe that anyone can teach you something, no matter the designation, personality, or ethnicity. And so, I always keep my mind open to learn. I once offered to repair the school computers, which were old, along with other systems to learn new things -  and the school obliged. Such kind gestures have added great value to my knowledge and experience. To this day, if I face any issues with my computer or laptop, I try to fix it myself using my acquired skills.”

“I believe that luck alone does not get one somewhere but, when combined with effort and hard work, it certainly does,” Dipesh shares. “I was fortunate to be at the Adani Vidya Mandir and have experts to guide, mould and shape me throughout my journey. I will forever be grateful to my wonderful school for making me the person I am today.”

Adani Green Wins Prestigious ‘Platinum’ Environment Award 2022

Adani Green Energy Ltd (AGEL), the world’s largest solar power developer and the renewable energy arm of the diversified Adani portfolio of companies, has been conferred with the prestigious ‘Platinum Award’ by Grow Care India Environment Management Awards 2022 for outstanding achievement in the Environment Management category.

The award is given for demonstrating the highest level of commitment and concern in environmental management, as well as to organisations willing to enhance and improve their own performance.

The Platinum award recognises Adani Green Energy Limited’s outstanding contributions, commitments, and actions that have a positive impact on the environment.

Sweta Anand

The acronym ESG stands for Environmental, Social, and Governance principles. It is a framework to understand and measure how sustainably an organisation is operating and is used to evaluate the non-financial performance of a company and the associated risks and opportunities.

Environment

• Adopt environment-friendly practices such as reducing waste, and conserving energy & water
• Employees should be mindful of the company's carbon footprint and make efforts to reduce it
• Participate in sustainability initiatives like tree plantation drives, conserving biodiversity habitats, recycling, etc

Social

• Encourage and participate in volunteering initiatives that benefit the community
• Support fair and ethical labour practices within the company and its supply chain
• Participate in programs that promote education, healthcare, and other social initiatives

Governance

• Employees should ensure compliance with the company's code of conduct and ethical practices
• Employees should report to the management any unethical or illegal practices observed within the company
• Organisation should promote transparency and accountability

Shreya Iyer

The number of passengers flying through Mumbai’s Chhatrapati Shivaji Maharaj International Airport (CSMIA), the world’s gateway to India’s financial capital, has taken off like never before.

Mumbai Airport, managed by the Adani Group, recorded a steep rise in passenger traffic to around 44 million in early 2023, reaching over 90% of its pre-COVID numbers. Amidst this aviation boom, Adani Airport Holdings Ltd (AAHL) is expecting that India will have over 1 billion air passengers by 2040. The passenger traffic is estimated to grow at a CAGR of 8.5% over the next 20 years. 

 As the country is expected to privatise more airports in the coming years with stimulus from the UDAN (Ude Desh ka Aam Naagrik) scheme, the Adani Group is all set to spread its wings in the aviation industry by bidding for more government-run airports when they come up for privatisation.

 “India is expected to privatise about a dozen more airports over the next few years and the Group will participate in the bidding,” says Arun Bansal, CEO, AAHL. “Apart from business travel, a spurt in tourism is bringing passengers back to the airports.”

“We are consistently working towards giving every passenger a great airport experience, and keep them coming back to our airports,” adds Mr Bansal.

Pointing to the Adani Group’s strengths, he explains, “Our track record of the past year demonstrates AAHL’s strength in customer experience as the seven Adani-managed airports saw an increase of 92% in domestic travel and 133% in international travellers. We believe that by expanding and operating in newer sectors we can serve more passengers and can give them a seamless experience.”

An increase in passenger traffic calls for a more streamlined process at essential checkpoints. To ensure quick and hassle-free processes, well-trained operations managers are being allocated at every pivotal checkpoint at all Adani-managed airports. This has enabled them to keep the waiting time to a minimum, thus reducing congestion. They also monitor the facilities 24x7 with a support team. Initiatives like e-gates, barcode scanners, friendly and cooperative ground staff, Pranam Service, free WiFi, retail and F&B stores, an automated parking system, and more, have enabled the teams at the airports to enhance the customer experience. 

AAHL has also developed a governance framework to monitor the service level and quality of experience provided at airports with an audit framework. The REACH program, specifically designed to assist passengers with reduced mobility (PRM), senior citizens, and first-time travellers, has also been introduced. 

While the Adani Group has been vocal about its expansion plans, some have raised doubts and pushed rumours that the Group had put its plans on hold.

Mr. Bansal, however, has a clear view of the runway ahead. “We are committed, and we have submitted the plans to the government. Whatever plans we have submitted, we are following with our investments,” he emphasised in New Delhi, speaking at this year’s CAPA India Aviation Summit.

“The cost of operating airports should come down by 30-50% in a few years due to higher tech adoption. Airports plan for 5–10 years and re-plan as they approach capacity constraints. Adani Airports has a 40-year vision. And operational scale is a focus,” he added at the aviation summit.

Dipika Rathi

We live in a judgemental society where, in any public setting, discussing menstruation or even mentioning it is considered taboo.

Period.

Girls are taught to hide their ‘issue’ from the public, and unfortunately, neither men nor much of our society are aware of the awful discomfort. However, with the advent and advance of social media, many women, media organisations, and individual blogs started addressing the issue, which led to the acceptance of discussing menstruation and the challenges associated with it.

Thanks to the broader discussion, menstrual policy is now considered by world-class companies like Adani Wilmar Ltd to be a progressive workplace policy that normalises and de-stigmatises menstruation. As part of AWL’s continuing efforts to improve employee value propositions, it introduced a Work-From-Home policy during menstruation for all its female employees.

“We understand the discomfort women go through,” says Sidhartha Ghosh, CHRO, AWL. “Our WFH policy was a step taken to build a compassionate and inclusive work environment that respects the requirements of our female employees during menstruation. In the fight for gender equality, we recognise that there is an anatomical difference and it is OK for women to take rest guilt-free. This policy allows women to voluntarily WFH during their menstrual cycle to support them to be able to adequately self-care during their period.”

In the past, there was a huge lack of awareness, understanding, and empathy towards the physical differences among genders, which is why most organisations did not have any policies that catered to the specific needs of women. This was one of the reasons women shied away from participating in the workforce in large numbers. However, over the years, the increase in awareness and education around women’s issues has led to more discourse around the needs of working women, thus recognising a need for change in workplace policies.

Sumedha Sengupta, an HR professional at AWL, says, “Diversity & Inclusion is an area I have always been passionate about for many reasons, being opposed to ‘generalisation’ being the major of all. Hence, during my MBA days as an aspiring HR professional, bringing about a significant change in the very area at the start of my professional career had topped my executive to-do list. As a female HR representative, right from ideating to fervently working towards the implementation of the Menstrual Policy was one of my most enriching experiences to foster a workplace culture that provides encouragement and inclusivity, where the needs of our female employees are acknowledged and respected, particularly during the delicate phases of both menstruation and menopause.”

AWL’s Menstrual Policy ensures that diversity and inclusion are truly materialised, making the workplace more attentive to the varied needs of the employees.

No wonder then that AWL has been recognised as a ‘Great Place to Work’ for six years in a row.

Arpita Vadgama

Every year, the second Sunday in May is celebrated as Mother’s Day to honour contributions of moms everywhere. Mothers are often boxed into a singular category of selfless, unconditionally loving beings. However, they are more than that.

Much more!

Mothers are excelling in their professions, far beyond conventional workplaces. This year, we turn the spotlight on mothers who are supporting many others, beside their own children, to learn, earn and improve their lives through the Adani Foundation. 

Mehul Dave

Greenmosphere for LiFE (Lifestyle for Environment), an initiative from Adani Total Gas Ltd, aims to make students recognise the need to keep their environment green.

With the changing times, it is becoming imperative for children to understand and recognise smart, simple, and sustainable solutions for going green. To create awareness among young students about the various green initiatives, Greenmosphere for LiFE, an inter-school competition, was organised jointly by ATGL and the Consumer Education & Research Centre (CERC).

Students from over 30 schools participated in this programme which was held at the Ahmedabad Management Association recently. The students participated in an array of interesting activities and showcased their creativity through interesting concept-based designs. At the event, their efforts were recognised through awards. Suresh P Manglani, CEO, ATGL, Pranab Kumar Ghosh, VP (EHS), ATGL, and Uday Mevani, CEO, CERC, were present at the event along with teachers.

“With climate change becoming one of our prime concerns, we must adopt the principle of a low-carbon society. Through Greenmosphere, we are educating around 3,500 children, who I believe will further spread the word and create much-needed environmental awareness,” says Suresh Manglani, CEO, ATGL.

Loria Patel, a student from Anand Niketan, Satellite Campus, who received the most number of awards, says, “The Greenmosphere for LiFE workshop encourages us to look at things from a different perspective. I am very happy and grateful to be a participant in such an event.”

Juhi Chakraborty

Agrowing port portfolio and seamless end-to-end logistics have made it possible for Adani Ports and Special Economic Zone Ltd (APSEZ) to have a dream run in recent years. Adani Ports has been continuously increasing its market share, outperforming all of India’s cargo volume growth. So, it is no surprise that APSEZ recorded 9% year-on-year volume growth.

The largest integrated transport utility in India handled 32 million metric tons (MMT) of total cargo in March 2023, the first time since July 2022 that the volumes crossed the 30 MMT mark. Hitting the 339 MMT mark in FY23, APSEZ recorded its largest port cargo volumes ever. Dominant on all fronts, Mundra Port retained its position as India’s largest port, handling 155.4 MMT of cargo in FY23.

The 339.2 MMT total cargo handled across all Adani Ports includes 2.61 MMT handled at Haifa Port, Israel. In India, APSEZ handled 336.6 MMT cargo, through its 11 operating ports/terminals. Dry cargo volume crossed 176 MMT, registering 11% Y-o-Y growth.

The increase in cargo volume at ports is indicative of the country’s economic prosperity. Almost 95% of India’s trade volumes are carried through maritime transport. So, having world-class mega ports is imperative for the Indian coastline. APSEZ has strategically built a string of ports on the coast along with ICDs (inland container depots) and warehouses, woven intricately with self-owned rakes, covering around 90% of the country’s hinterland.

The overall container volumes handled by APSEZ in India jumped to 8.6 MTUs (+5% Y-o-Y), including 6.6 MTEUs at Mundra alone. It continues to be India’s best performing seaport with 155 MMT of total cargo handled during the year.

On the logistics business segment side as well, the company had a good year. The container rakes handled during the year achieved a new milestone crossing 500,000 TEUs, which was 24% more Y-o-Y. The bulk cargo transported exceeded 14 MMT, implying a 62% increase Y-o-Y. Its deep draft ports helped its customers bring larger vessel parcels, thereby lowering their overall logistics cost. FY23 also witnessed APSEZ setting some new milestones on the count of ships docked (6,573), rakes serviced (40,482), and the trucks, trailers and tankers handled (48,89,941). Adani Ports serviced 3,068 unique customers across its different business units.

Mehul Dave

How do you cut out stress? How do you keep body and mind tuned at peak performance levels? How do you also pour a truckload of fun into your fitness goals?

Well, Adani Capital shows you how. To mark World Health Day, a special Zumba session was organised for the employees to motivate them to raise their fitness levels. The main objective of the program was to educate and encourage the employees to maintain not just their physical health but also their emotional and mental health, especially in today’s stressful and mechanical lifestyle.

The fun and entertaining Zumba session saw several employees participate with great gusto and zest. Not only did they sway to the foot-tapping beats of the music, but once the session concluded, everyone attentively took notes from the trainer on how to lead a healthier lifestyle.

Zumba is a form of cardio that not only focuses on weight loss but also boosts heart health, helps de-stress, and helps release endorphins that trigger positive feelings.

“Doing Zumba with my colleagues was a fun way to shift the focus on to our health and understand the importance of the same even in your everyday life,” said Yogesh Patil, one of the enthusiastic participants at the event. “I am thankful to my company and the organisers for arranging such a wonderful session. During this session, we also got a chance to get our hands on some amazing fitness mantras.”

Chetan Sunkara, the organiser of the Zumba session, added, “We believe that taking care of the employees’ health is extremely important for the success of any organisation. Our aim is to keep employees fit and productive in a healthy working environment. We regularly organise various fitness activities like yoga, and cricket tournaments that make the bonding between the employees better and help them stay fit.”

Across the working world, more people are reporting issues related to obesity, high blood pressure, diabetes and heart disease, brought on mostly by a sedentary lifestyle and a lack of exercise. Regular exercise has both physical and mental benefits, and fun sessions like Zumba inspire people to stay healthy and fit even amid their busy schedules.

Zumba is known to be an effective form of cardio that not only focuses on weight loss but also helps you tone your entire body, boosts your heart health, helps you de-stress, and it helps release endorphins, which trigger positive feelings throughout the body, leaving you fresh and happy all day.

The Communications Team has launched a new Group initiative to connect with all of you through WhatsApp.

This will keep everyone updated on all the major happenings across the Group.

From exciting new projects to news and important announcements, this profile will share real-time updates with you. Whenever and wherever you feel appropriate, you can share the content with your families, friends and others and be informed goodwill ambassadors.

www.ada.ni/adaniupdates

If you haven’t joined, click here:

Dipika Rathi

Picture this: a patisserie, a barista and espresso made-to-order, a counter for healthy salad, a modern chai tapri (tea cart), a street food truck, an all-day cafeteria, a wide selection of organic and seasonal fruits, a full breakfast and lunch menu, snacks, mocktails and more ... this is not a hawker centre in Singapore or a street food centre in Amsterdam or a food plaza in an upmarket shopping mall, airport or resort ... this is the 5^th Floor Cafeteria at Adani Corporate House (ACH) in Ahmedabad!

Walk in and you immediately realise where the corporate workforce refuels itself. Once there, the visitor is wowed by the spread available, followed by an instant gush of hunger pangs mixed with emotions and a feeling of being important and valued. Here is one corporate giant that, without any doubt, puts its people first. With such an appetising facility available to its staff, it is no surprise that this is one of the best places to work at.

Long gone are the days when an office canteen meant a subsidised thaali, a microwave and, if you were lucky, a 2-min noodle dish or a sandwich on demand.

Today, canteens have become showcases for the general ambience of big corporate brands and their workspaces. More and more companies are remaking their staff canteens into dynamic spaces where food and conversation can meet, places to take time out of your day, places of conscious enjoyment, and of networking and communication. The ACH cafeteria is no archaic ‘canteen’ but, instead, a thoughtfully and tastefully designed space very well adapted to today’s diverse and evolving workforce. Add the enticing spread from Sodexo, and you get a culinary journey perfectly delivered at the workplace.

The café hustles and bustles with good food, good company and quietly efficient service. From starting the day with healthy breakfast to having a generous buffet lunch, healthy bowls followed by high tea, the ACH café offers more than four cuisine courses at mealtime.

That isn’t all.

Have a health concern? The chefs at the café can offer customised food! Any time you feel hungry, thirsty or crave a snack, you don’t need to leave the building or waste time ordering food online. The ACH cafeteria has got you covered.

The café has had a gastronomic makeover. From investing in onsite kitchens and sprucing up facilities to hiring professional caterers, the Adani Group is literally laying out quite the spread. A lot of thought goes into shaping the menu as it is challenging to cater to such a diverse collection of employees from all over India and the world - each day, every day. From Sindhi to Gujarati thaali to continental, from South-Indian to Chinese to Punjabi and Assamese food, the ACH offers food from across the globe, giving a mini-India flavour with a global touch.

So, the next time someone asks you for the secret ingredient in your success, you could either give them some random answer or, if you are lucky enough to be working at Adani, you could simply point to the office cafeteria.

Shreya Iyer

Internship is regarded as an important learning and fitment tool to understand the dynamics of the corporate world. To meet the growing demands of various businesses, the Adani Group is bringing young talent on board through its CADRE programme.

“I decided to do an MBA because upskilling is important in today’s time,” says Aiswarya Donthi, 27, from Hyderabad, who previously worked with Oracle Financial Services Software as a developer for five years, and recently joined Adani Cements. “The vertical I have joined is working towards building infrastructure in our rapidly developing country and there’s immense scope for growth. Moreover, the team has been very supportive and welcoming.”

“We have been bringing interns onboard for a while now. In the light of growing business demands, we have recently streamlined a robust internship program that allows us to bring on board not just fresh graduates but also those with relevant work experience looking to expand their horizons,” says Rajiv Arora, Group Head, Talent and Leadership Development, Adani Group.

Abhishek Patry worked with KPMG as a senior analyst before joining Adani Sportsline as an intern. “Given the company’s expanding business verticals, I feel interning here is going to boost my career because working in the digital marketing sphere has been a different ballgame. Currently, we are working on social media strategies that are helping us  to understand the nuances of the sports industry in India,” says the 26-year-old.

The CADRE programme is divided into three categories: AALP (Adani Accelerated Leadership Program) targets students from premier institutes with prior work experience, AMTP (Adani Management Trainee Program) hiring is purely domain-specific, and ETP (Executive Trainee Program) hires freshers. So far, over 100 interns have been hired under these categories in various business verticals.

“We visited over 30 premium and established colleges and universities like IIMs, IITs, NITIE, FMS, MICA, Fore School, GIM, IIFT, IMI, IMT-G, and NMIMS, along with our panelists to bring the best talent on board. Adani’s Leadership Team interacted with students so that they have an overview of each business,” says Manish Kumar, Associate Manager, Group HR, who has been leading this programme.

“We believe that it’s not the number of interns that counts but the value they add to our businesses,” adds Mr Kumar. “Hence, each candidate goes through a robust selection process. The internship is for two months, at the end of which they receive a certificate. They are also eligible to get a pre-placement offer based on their performance. The format ensures that as an organisation, we provide immersive, challenging, and meaningful work opportunities to young talent.”

Krupa Vyas, 23, from Vadodara is interning with Adani Natural Resources’ HR department. “From onboarding to accommodation, everything was seamless. The regular follow-ups by the HR team made it easier for outstation students, to quickly settle in and give our best,” she says.

“We had planned a bunch of activities for all the interns that we began a fortnight before they officially joined. These activities involved finding their fellow interns on social media and understanding different business verticals, their current market numbers, and the team behind them,” says Bhavika Jaichandani, Associate Manager, Group HR, who is in charge of the onboarding process and engagement activities.

“For outstation interns, we connected them with the right people who helped them with accommodation close to our office. Apart from that, we have ‘weekly connects’ to help them in addressing any queries,” she adds.

For Vadodara-based Atharva Bhave, who is interning with Adani Airport Holdings Ltd, working with the Brand Metrics project for the non-aero businesses of Adani-managed airports has given her immense support from the team. “The breadth of opportunities that Adani offers is unparalleled. Along with understanding current brands at airports, I’m also studying each airport’s demography, consumer behaviour and making an exhaustive list of parameters that help the team to build a dynamic system for bringing in newer brands and categories,” says 24-year-old Bhave.

 As for the roadmap ahead, Ms Jaichandani says, “We have bi-weekly leadership connects along with bi-weekly reviews by guides and business heads governed by Group HR to understand the progress and areas of improvements. We regularly connect with interns to ensure right support is given by their respective business units.”

Dipika Rathi

By sunrise, Vinay Prakash is up and fully immersed in the morning rituals of a modern leader, scrolling through tons of messages, emails and numbers. Right after that comes the customary morning walk around Ahmedabad’s Adani Shantigram township, where he and his wife Asmita live.

The daily morning walk is a routine that he and Asmita never miss. With a shared pair of Apple AirPods plugged into their ears, the morning walkers catch up with their children, son Pranjal and daughter Neeharika, who are both living in Canada. Neeharika, the younger one, is enrolled at the University of British Columbia in Vancouver, while Pranjal works in Toronto.

By mid-morning, Mr Prakash is in his office at Adani Corporate House, a short drive away from home. The corporate setting is extremely familiar territory as he has been working with the Group since 2001. Looking back to when he joined the Adani Group, Mr Prakash says that staying this long had never been part of his career plan.

“I worked for the Aditya Birla Group for a good eight years before moving to the Adani Group. This was the first big change in my career. At that time, the Adani Group wasn’t as huge as it is now. My plan was to work with Adani for two years. It has been 22 years since,” he says, with a wry smile. “I haven’t looked back and can say confidently that it was my first and last change in profession.”

In a candid conversation, Vinay Prakash shares his experiences, his journey and some unknown facts that keep him going.

What has been your Adani journey?

I joined as a Senior Manager and was given great roles, one after the other, each role building on the foundation of the previous roles. And, even today, that process continues. That’s what has happened to me at Adani. Over 22 years and not a moment of boredom! It has been a long journey, but every moment has been one worth cherishing. As a team, we have also faced several challenges in this journey, but drew strength from our core values of Courage, Trust and Commitment, which, in turn, drive everything we do.

The Chairman’s vision has led Natural Resources to the forefront of growth and excellence to earn several awards for our commitment towards environment, community engagement, sustainability, and safety, all of which have combined to make us a ‘Great Place to Work’ in India.

What is it that drives you?

My excitement to affect the lives of others inspires me to get out of bed every day. I feel a sense of accomplishment when I help others, and it’s a very rewarding experience.

What is most motivating about what you do?

The overall success of the company is one of the most motivating factors for me. This motivates me to make the best decisions so that the company performs well. There are wrong decisions at times too, but it is okay as we learn from them and evolve.

At the end of each year, we make a document that states what mistakes we have made in the past year, what could have been better, and what can we do to ensure that these mistakes don’t happen in the future. We take ownership of our mistakes, and then chalk out a plan to ensure they don’t happen again. This is one of the reasons why we have seen a lot of transformation and turnaround here at Adani. For me, while ICM was the biggest financial turnaround, Bunyu Mines was the most enriching and pleasant experience of the turnaround story.

How do you keep up your team’s morale?

I care about the people I lead. I genuinely care. I think I can claim that I know 70% of my extended family very well. By extended family, I mean the families of my team members. They are a part of my story - and how can I not know their folks? This unifying spirit of a family is what strengthens my crew. I believe it is only when people feel safe in their work environment, when they feel that it’s safe for them to show up and fully be themselves, that is when they’re more productive.

Any career tips you could share for your younger colleagues?

Have a strong belief in your manager. She or he will be mindful of your growth. Keep going, and your obligations will be met.

Another piece of advice would be for the youngsters to see life 10 years, 20 years and 30 years down the line.

Please see any challenge as an opportunity and if you see that your challenge is bigger than you and your team can handle, break them down into smaller pieces or smaller challenges to handle.

The biggest mistake we make is to see career prospects on a 2 to 3 year basis. I did that mistake in 2002 and got corrected by our Chairman.

Looking back, I can only imagine all that I would have missed. I still hold the pride of becoming the youngest CEO in the Adani Group at the age of 35.

In the presence of his parents and his wife, Vinay Prakash receives the Long Service Award from Mr Rajesh Adani for completing two decades with the Adani Group.

Shreya Iyer

The winners’ trophy of the inaugural edition of the UAE International League T20, recently played out in Dubai, was brought home by the Gulf Giants. The team, owned by Adani Sportsline, defeated the Desert Vipers by seven wickets in the final match.

Some of the finest performances at the first edition of the DP World ILT20 came from the Gulf Giants, under the captaincy of batsman James Vince. The right-handed English player, who is also the leading scorer on the team, was solidly supported by teammates like Shimron Hetmyer and Chris Lynn who, with their impactful performances, ensured that the Gulf Giants brought home the magnificent ILT20 trophy.

Talking about the historic win, Vince said, “The team bonded very well during the last leg of the tournament, both on and off the pitch. The coaching staff provided us with all the necessary information we needed. That helped us to improve our stance and strengths during every practice session.”

“The training sessions were also very specific and goal oriented,” he added. “So, we were able to go into detail with preparations and the Adani Gulf Giants camp’s ever-present support helped a lot. We’re at the business end now and there have been great contributions from everyone. The consistency of the group was fantastic.”

James Vince believes that coordination and stepping up for each other proved to be their biggest strengths. “The batters and the bowlers always covered up well when one of them had a tough outing.”

Batting first in the finals, the Desert Vipers scored 146 runs in the stipulated 20 overs. In a pulsating chase, the Gulf Giants easily achieved their target with eight balls to spare. A huge amount of the credit for the Gulf Giants’ victory goes to Australian batsman Chris Lynn, who played a blazing innings in the final match.

Members of the Royal Family of the UAE were present to hand over the trophy to the winning team, the Gulf Giants. Speaking about the ILT20 schedule, Mubashshir Usmani, General Secretary of the Emirates Cricket Board, said, “To have superstars such as Dubai Capital’s Dasun Shanaka and Abu Dhabi Knight Rider’s Andre Russell open their teams’ accounts is very exciting. It was crucial for us to launch the first season in an emphatic style to pave way for more interesting leagues in the coming future.”

The second edition of the ILT 20 league is expected to begin in January 2024.

Col VS Chandrawat, SM (Retd)

In the 1990s, my battalion was deployed at the Siachen Glacier, where I was the Post Commander at Bana Top, the world’s highest military post, situated at an altitude of 21,153 feet in the Karakoram mountains. We could see K2 (world’s second highest peak) on a clear day up close. Our mission was to defend the post 24x7 against potential Pakistani attacks, with only a handful of soldiers. In a death zone of super high altitude (human body is not fit to survive beyond 18,000 feet) where the temperature ranged from -40^o to -60^oC, blizzards at speed of over 100 km per hour, whiteout conditions and constant artillery shelling by Medium Caliber Guns by Pakistan made it a living hell, but we prevailed.

That tour of duty taught me some valuable lessons early in life. Why were we risking our lives after all? Not for money, not for glory, not for power but for a higher cause. What made us survive and succeed? Teamwork, thorough planning, tough training, and loyalty to our organisation were the key factors that helped us survive and succeed. We were a group of soldiers willing to put our lives on the line for a greater good. My experience at Bana Top taught me that there is more to life than just personal gain; the importance of working together towards a common goal, and the rewards that follow.

Later, I volunteered to join Indian Army’s elite Special Forces. The selection process, spanning three gruelling months, is regarded worldwide as the most mentally, physically, and emotionally challenging.

A staggering 95% of soldiers fail to make the cut. Even after qualifying, there is no guarantee of a permanent position within the elite fighting unit.

Approximately 30% of Commandos are deemed unsuitable and sent back to their parent units if they fail to maintain operational excellence and demanding routine.

Routine involves long deployments in conflict zones of Kashmir & NE India, Combat Sky Diving, Deep Sea Diving, 40 km Long Speed Marches with 25 kg weight in 5 hr 30 min and hazardous training manoeuvres in deserts, oceans, and high mountains.

While serving with the elite Special Forces, I learned that the Only Easy Day was Yesterday. I served in that unit for 18 years and learned that to be the best, one must go through a test of fire, never give up, never take no for an answer, stay focused, stick as a team, think out of the box, stay humble, grounded, and count each day as a new day. I also learned that true excellence requires a willingness to push oneself beyond perceived limits and to embrace challenges with a positive attitude.

I was later handpicked to command the elite 52 Special Action Group of NSG: India’s only Counter Hijack Unit, under the Ministry of Home Affairs. The unit is always on a 30-min standby to deal with any Hijack situation within the Indian Skies. It is a no mistake demanding task to keep the troops constantly ready, focused and motivated to undertake a special mission at extremely short notice.

Abhinav Sharma

Acquisitions might sound like a standard process but taking over operations is a task far bigger and more challenging that we think it is. An array of transition challenges awaits the operations and service teams, especially those in the information technology division, administration, security, management, and many others.

When the Adani-Ambuja-ACC takeover happened, the most immediate challenge was the handover of the Information Technology infrastructure from Holcim to Adani. Although service migrations are commonplace, technology and platform migrations are not. What made this migration ever more complex was the size of the companies involved - and the size of the IT infrastructure.

The Scale of Migration

To understand the scale of IT operations and the magnitude of the challenges in the migration and integration of ACC and Ambuja Cements into the Adani IT system, one must gauge it through these four major areas – collaboration, cloud, application stack and network.

The challenges were severe and many.

• Approximately 9000 mailboxes with 14 years of historical data had to be migrated from Google to Microsoft O365.
• A new dedicated data center had to be built on Amazon Web Services for 210 servers with storage of 90 TB capacity.
• Also needed was cyber security of the data center and configuring backup system for all 210 servers.
• An application stack for 107 applications to be migrated.
• A network with 218 on-premises servers, ~9000 end points, 290 Wi-fi access points and 725 printers.

The transition kicked-off with the announcement of approval from the Competition Commission of India for the acquisition and the subsequent signing of the Transitional Service Agreement starting 15 September 2022 and to be completed within 4 months. The team was also aware that a heavy penalty would be imposed if the timelines were not met.

Operational Challenges

Out of the many key resources required to tackle a challenge of this magnitude, the Adani team did not have any – no functional knowledge, no architectural documentation, no hands-on support from the other side’s IT team, no prior relationship with the other side’s IT partners and no data center at AWS.

The only resources available were unconditional support from Adani’s leadership and a team of technical experts that believe in the Adani Group’s core values of Courage, Trust and Commitment.

Planning & Execution

The team decided to take the challenge head-on and prepared a roadmap to complete the migration within the specified time limit to avoid breaching any terms and penalties of the agreement. Within the first 24 hours, a project team was onboarded for the project, comprising professionals from Adani and from other key partners like IBM, Wipro & Coforge. In parallel, a governance structure was designed to mitigate risks associated with the handover and management reporting.  

The Last Mile of the Migration

As per the schedule, a blackout period of 10 days was proposed by Holcim, during which no billing would be done by the cement business.

The management wished to keep the business operations going during this period, but there existed no contingency plan to avert the deadlock.

“It is like changing the engines of an aircraft that is already airborne,” says Sanjay Rawal, the Adani Group’s Chief Information Officer.

Subject matter experts from across the globe gathered to analyse and break this deadlock. They challenged the situation by building a Business Continuity Process (BCP) solution using the mock system received from the other side. Never in their history had they even attempted to develop a BCP system.

To create a BCP, the team was tasked with stitching together 28 applications including SAP and peripheral systems. The proposed BCP solution was implemented with clinical precision, reducing the blackout period from 10 days to just 54 hours in two parts – the first black out of 12 hours and the second one of 42 hours.  

The BCP enabled ACC-Ambuja to conduct business-as-usual during the period. Between 7 and 12 January 2023, the business recorded sales of ~10.5 L MT cement, adding ~INR 765 crore to the topline.

The final blackout period for the handover was scheduled between 13 & 14 January, also the ending day of the agreement tenure. The 36-hour window was dedicated for the final testing and tally of records before the system went live again.

To summarise, this complex project was executed seamlessly and silently without even a single glitch. In Indian M&A history, this migration has written itself into the records as a one-of-its-kind operation for not only accomplishing a remarkable feat in record time but making money while doing it.

During the BCP period, the IT operation enabled Ambuja-ACC to continue to make sales in hundreds of crores of rupees. As they say, the numbers speak for themselves.

What this story will not be able to evaluate is the value of Ambuja-ACC’s brand equity that the Adani IT team safeguarded by not letting them go out of business even for a day.

Nitin Sethi

We stand on the brink of a bold new era of technological innovations and advancements. This decade, the world has witnessed the emergence of SuperApps or the ‘Everything App’ that are beginning to transform the way businesses have operated and are creating an inter-connected economy of experience.

Elon Musk’s version of the ‘Everything App’, merged with the social media juggernaut, will be an interesting twist to the definition that has been set so far. It can be assumed as an inspired version of Tencent’s WeChat. In short, the phenomenon will cater to the demands of smartphone users for a mobile-first experience and, most importantly, convenience.

Connecting linguistically

To make this phygital universe a reality, it’s essential to understand the dynamics of India. This united nation is formed by language and culture. Connecting people through all Indian languages is another significant step towards achieving an all-in-one platform. The true measure of success will lie in connecting the last mile, the less explored markets that hold the potential to connect India entirely.

A digital-first India

To make this concept a reality, businesses must meet the ever-increasing expectations of consumers in this competitive landscape. The lines between B2B and B2C are fading fast, and every business, regardless of its scale, needs to think digital first. We may see close to 100 new unicorns in just a few years, and tier 2 and 3 cities might overtake premium markets.

Emerging sectors such as renewable energy, electric vehicles, e-commerce, healthcare, and financial technologies are all going digital, creating new forms of conveniences for the consumer. India holds the potential to lead the digital evolution, and its initiatives such as UPI, Aadhaar, ONDC, DigitalRupee, Aarogya Setu, DigiLocker, and DigiYatra demonstrate this.

In 2023, businesses will focus less on profit-making and more on creating inter-connected experiences that will set the base for the next digital evolution. It will be a renewal of digital and physical ecosystems alike, empowering users through a seamless experience on the platform. By connecting every possible person in the country, India will transform into the Bharat we want. This way, we can ensure our presence for the consumer’s needs at online and offline touchpoints.

Advent of phygital

What’s interesting is the amalgamation of  digital and the physical universes, which is possible through these integrated ecosystems. At the moment, we have a digital heavy ecosystem which has impacted the offline ecosystem. As businesses merge technology and people, the term “phygital” aptly describes the direction they are moving in. One of the most significant examples of this is the metaverse, which aims to provide an immersive playground that bridges the physical and virtual worlds. AR, VR, and AI technologies will power the metaverse and create next-gen immersive experiences.

Juhi Chakraborty

In our country, pedestrians, drivers, passengers and even animals become victims of avoidable vehicle accidents every day. With proper care, attention to traffic safety rules and awareness among people, such incidents can be prevented from occurring. With that goal in mind, Adani RMRW (Road, Metro, Railway, Water) observed Road Safety Month at all their locations. The initiative was a resounding success.

Keeping in line with Adani RMRW’s motto, ‘No Fatality, No Injuries and No Excuses’, the month-long event held at all RMRW locations across India saw the full cooperation and involvement of local road authorities, local administration, enforcement authorities and others.

During the month, important topics that included lane discipline, refraining from drunken or rash driving to avert any untoward incidents, accidents and preventing any further fatality, were touched upon.

To create awareness and inculcate the safety culture among children, students and local people, a team visited schools, colleges and villages near the toll plazas where they gave presentations on various safety practices, including the Dos and Don’ts of road safety.

Reflective stickers were distributed and placed on the rear of vehicles to improve their visibility at night and to avoid road accidents resulting from rear-end collisions. Helmet, seat-belt and drunk driving enforcement checks were conducted in collaboration with local authorities at all project sites.

Free eye check-up camps, exclusively for truck drivers, were set up in collaboration with local hospitals at the locations. Blood donation camps too were organised in association with local NGOs, which also involved employees of Adani and its sub-contractors.

To keep things engaging, competitions were held for all employees and their families at the project sites including quizzes on road safety and poster competitions for kids.

The team at Adani RMRW believes in working hard towards bringing down the number of road accidents by way of improving infrastructure strategies, spreading awareness and monitoring driver behaviours in order to reverse the fatal trend. As a developer/concessionaire of roads, Adani RMRW had taken this initiative with an objective of achieving the noble target of the Ministry of Road Transport and Highways of reducing, by 2024, road accident deaths by 50%.

Three stations (APMuL, APRL, UPCL) from Adani Power received the IMC Ramkrishna Bajaj National Quality Performance Excellence Awards 2022, during their 26th award function in Mumbai in April 2023, for their exemplary performance in the Business Excellence assessments carried out in November & December 2022.

The awards were received by APMuL team (Mayank Doshi, Rakesh Sharma & Nirav Bhatt), APRL team (Pramod Saxena & Sanjay Joshi), and UPCL team (Arindam Chatterjee & Rajiv Mistry), and P Senthil Kumar (BEx APL). The assessments were based on the Malcolm Baldrige business excellence framework, which focuses on the maturity of systems and processes covering each aspect of the business.

Adani Defence & Aerospace now has a new office in New Delhi. The new premises were officially inaugurated by Ashish Rajvanshi, CEO,

Adani Defence & Aerospace, at a function graced by senior Adani leaders.

The guests included:

• Shai Cohen, Elbit Systems,
• Ashok Wadhawan, Joint President & Head - Land System, Adani Defence & Aerospace,
• Aman Kumar Singh, Group Head, Corporate Brand Custodian, Adani Group,
• Ashish Rajvanshi, CEO, Adani Defence & Aerospace,
• Deepak Amitabh, CEO, Energy Sales, Adani Power, and
• KVR  Raju, Technical Head - UAVs, Adani Defence & Aerospace.

Satyavratsinh Jadeja & Aditya Singh Sengar

Conservation: World Water Day

Conversation: Employee Engagement

Celebration: Utkal Divas

The Video: On 22 March 2023, marked as World Water Day, the Adani Foundation published a video drawing attention to what happens if we do not act to conserve water. This video not just highlighted the facts about water scarcity, but also brought the many water conservation initiatives taken by the Adani Foundation to light.

The Brief: Almost a week before World Water Day, the Adani Foundation briefed us about creating a video that uses existing footage of the Foundation’s water conservation initiatives and gives out a strong message to the entire world about how critical the water scarcity situation really is. The video was intended for a ‘glocal’ audience.

The Process: It began with acquisition, segregation and the shortlisting of shots to be used from several terabytes of footage. This time-consuming task was accomplished by identifying the initiatives to be showcased and pulling out footage that related only to those aspects and initiatives. The edit process took a couple of days wherein the main production challenge was to accommodate most of their initiatives in a short span of time and narrate a story without a voice over.

The Execution: To keep the video simple, to-the-point and impactful, real footage from Adani Foundation beneficiaries was used. The video begins by highlighting the importance of water, the reasons why water scarcity is a big concern these days and how the Adani Foundation has intervened and is constantly trying to solve this problem. The initiatives of the Adani Foundation were highlighted, and the impact was shown through easily relatable numbers. The overall look and feel of the video were warm and positive – just the thing that was needed.

The Video: This was a series of six videos, each comprising two employees, one being an old employee and one being a new employee. The idea was to communicate how, despite the length of their tenure in the company, the values they possess remain the same.

The Brief: We were tasked with creating a video campaign that communicates the difference in employees’ association with the company along with their loyalty and the pride of being with the company.

The Process: The major challenge was that of finding employees who fit the requirement and who are willing to participate in this interview. Also, we needed people from different departments – which made the task tougher. We identified six pairs of employees, one of the pair having more than five years of experience in the company and the other having less than a year’s experience in the company. We then went on to film each of them – which took us close to 8-10 days of filming at various locations inside the ACH. We also simultaneously edited them within the same timeframe.

The Delivery: The videos were showcased on kiosks on all ACH floors and were even displayed on the TVs in the cafeteria during lunchtime. The segments were a huge success, and many people came forward and asked if they too could be  featured in such videos.

The Video: A short video was made to celebrate Utkal Divas – a day celebrated in Odisha as its Foundation Day. The video showcased the initiatives of the Adani Foundation undertaken in the state of Odisha.

The Brief: The Adani Foundation, on Utkal Divas, not only wanted to greet the people of Odisha and wish them a Happy Utkal Divas, but also wanted to highlight their footprint in the state through figures relating to their efforts in various domains.

The Process: The most challenging part of making this video was to procure, identify and shortlist footage that belonged to their initiatives in Odisha. The tight deadline posed another challenge. After identifying and placing footages, the finalisation of key pointers and statistics along with a relatable regional background music took place.

The Delivery: The video went live on Twitter on Utkal Divas - 1 April 2023. The response received from the Adani Foundation was great, given the short deadline and the mammoth list of initiatives to be shown. The people of Odisha too shared it among the local folk and spread the message of the Foundation’s work in Odisha.

Juhi Chakraborty

Mythological tales have always found favour in India and, now, their various interpretations too are being translated for the screen. While the epics are an integral part of the country’s popular culture and consequently, the visual arts, Indian TV and cinema are only gradually shedding their inclination to follow mythology to the letter and drawing inspiration instead from its spirit.

One of the reasons why mythology is still a favourite flavour is because a myth can be interpreted in many ways, whether as inspiration for a completely modern narrative or a more canonical representation full of magic and fantasy elements. There is something in there for everyone.

The resounding success of Ayan Mukerji’s Brahmāstra: Part One - Shiva, starring Ranbir Kapoor and Alia Bhatt, is proof that the genre has many takers today. The story follows Shiva, an orphan with pyrokinetic powers who discovers that he is an astra, a weapon of enormous energy and his attempts to prevent the strongest of the astras, the Brahmāstra, from falling into the hands of dark forces that share a history with him. Mr Mukerji, the director, said that the core idea was inspired by stories from Hindu mythology that he had heard in his childhood from his grandfather. In fact, so successful has the movie been that the makers have announced two more parts in the franchise. Brahmāstra: Part Two - Dev will be out in December 2026 and Brahmāstra: Part Three will be released in December 2027.

All the big stars in the film industry are dabbling with the genre. Last year, Akshay Kumar starred in Ram Setu, in which he played the role of an atheist archaeologist turned believer, who races against time to prove the true existence of the legendary Ram Setu before evil forces destroy the pillar of India’s heritage.

Prabhas, Kriti Sanon and Saif Ali Khan have also joined the mythological bandwagon and are coming up with Adipurush. The Om Raut-helmed multi-lingual project is based 7,000 years in the past, when Ayodhya’s King Rama, with the help of Lord Hanuman, travels to the island of Lanka to rescue his wife Sita, who has been abducted by Ravana, the demon king of Lanka.

Then there is the mega film project, Shaakuntalam, which is based on a popular play Abhigyana Shakuntalam by Kalidasa. The film has Samantha Ruth Prabhu in the titular role of Shakuntala and Dev Mohan as Dushyanta, the king of the Puru dynasty, along with Mohan Babu, Jisshu Sengupta, Madhoo, Gautami, Aditi Balan and Ananya Nagalla in supporting roles.

Taking her love for mythology to another level, Kangana Ranaut will star in Sita – The Incarnation in the titular role. This epic mythological drama will retell the Ramayana from the perspective of Goddess Sita. The film’s screenplay is by veteran screenwriter KV Vijayendra Prasad.

A myth can be interpreted in many ways, whether as inspiration for a completely modern narrative or a more canonical representation full of magic and fantasy elements. There is something in there for everyone.

Shreya Iyer

Everything from beautiful valleys and captivating snow lines to arid settings make the Hampta Pass trek one of the most scenic routes in the Himalayas. Trekkers start in the lush Kullu valley and cross over to the barren landscape of Lahaul. Many beginners prefer this route when embarking on their trekking journey.    

“So far, the Hampta Pass trek has been one of the most exhilarating for me. With my husband and two friends, we joined an India-based trekking organisation for our journey. Even though the Hampta Pass trek falls in the easy-moderate category, the organisers ensured that we were physically fit to make the climb and get acclimatised to the changing climate as it’s situated at a height of over 14,000 feet,” says Arpita Vadgama, who works in Adani Corporate Communications.

Arpita, an avid fitness enthusiast, says that the initial prep often gets a little daunting. “As part of the prep, we had to run five kilometres in or under 37 minutes, which was recorded into our fitness apps and later shared with our organisers. We started two months prior to the trek and were able to scale up quickly. Being non-runners, it was tough initially, but we encouraged and motivated each other to reach our desired fitness levels,” says Arpita.

A rocky start, bad weather and several uncertainties on the way

While the four were excited to embark on the trek, the initial excitement fizzled out when they were asked to change the course of their trek due to an unforeseen incident. “As per the itinerary we reached Manali, our pickup point, and were to leave for Jobra – our first point on the trek. But, after an unforeseen incident, the government put all the upcoming further treks to Hampta Pass on hold. Disheartened and confused, we started looking for other trek options and decided to opt for a shorter local trek. However, the next day we were informed that the Hampta Pass trek was open for further travel. Our excitement levels were through the roof,” asserts Arpita.

Having already lost a day, the team had to now cover both Jobra (day 1 campsite) and Jwara (day 2 campsite) inclusive of a 2-hour car ride and an additional 7 to 8 hour trek, which included crossing two rivers and surviving intermittent rainfall throughout.

“What’s amazing is that Sucheta, the trek leader who was leading our batch of 20 trekkers was just 23 years old! The next day we trekked from Jwara to Balu Ka Ghera (day 3 campsite),” she says.

Luckily it was sunny. The trek was an easy one and the trail was filled with picturesque views. The Balu ka Ghera campsite was next to a river and was a sight to behold.

“The trek from Balu ke Ghera to Shea Goru is supposed to be the toughest and the longest, as we would be trekking via the Hampta Pass trek (the snow line area, at 14,000 feet). While we were getting acclimatised to the higher altitude, Sucheta was constantly keeping a check on our breathing patterns, oxygen levels and BP. However, the night before the big day, it rained incessantly making the ascent slippery. The next day, we had to wait out for a few hours as it was overcast and venturing out would have been risky. As the weather didn’t improve, we all took a day-off.”

The next morning, the weather was slightly better, and the team decided to go ahead. What started as a partially clear sky changed quickly. In a few hours, it started pouring heavily and continued for the next 5-6 hours, soaking everyone’s waterproof gear and even warm clothes.

“It was damp, dark, cold, slippery and at one point we thought of just giving up, but we couldn’t as you can’t tread backwards. Gradually and cautiously, we continued and reached the Hampta Pass snow line. We were shivering but focused to keep moving ahead. Honestly at one point we could literally see the campsite at Shea Goru but reaching that point seemed like an eternity,” says Arpita.

But the moment they reached the final Shea Goru campsite it was mesmerising. “We quickly changed into warm clothes, had garam chai and soaked in the gorgeous views,” adds Arpita.

The next morning the group commenced their last leg of their journey from Shea Goru to Chhatru. “You must forgo even basic luxuries when you are amidst nature, and so even a hot shower after five days of being on the road felt so good,” chuckles Arpita.

A great way to disconnect from the world to connect with yourself

Undoubtedly, connecting with nature is one of the best ways to de-stress but one needs to be more responsible and conscious of one’s choices. “Always carry small pocket snacks like dry fruits, peanuts, homemade granola bars which can be a great source of energy while on the go. Ensure to carry basic cutlery which can be reused,” she adds.

You are most connected with yourself when disconnected from the outer world, adds the travel enthusiast. “Digital detox in the lap of nature has been one of the most rejuvenating experiences for my mind and soul. Connecting with people from various walks of life  and pushing your fitness levels has made me conscious of my fitness levels and open-minded to every possibility that life and travel brings along with it,” says Arpita.