Rich and Impactful

a-connect is a treasure trove of colourful and vibrant news and stories that span a wide range of genres. This magazine is rich in content and does an excellent job of representing Adani’s culture, values and aspirations. It is beautifully designed and is brimming with insightful articles on health and tips to make life easier.

Devang Desai  

Advisor, AEL

Informing Newbies

Creating a dedicated section exclusively for employees, particularly newcomers, would foster a stronger sense of belonging within the company. Furthermore, it would be beneficial to send the magazine to our top vendors, allowing them to stay informed about our achievements and significant milestones.

Abhishek Sharma

HR Shared Services

Inspiring Story

I thoroughly enjoyed reading the story about Adani Vidya Mandir (AVM) in the May edition. It was a heartwarming and inspiring narrative that filled me with happiness, knowing that many others now have the opportunity to build a future as bright as the stars.

Nikita Salaria  

Corporate IT, AEL

A Big Treasure

The magazine certainly contains a substantial amount of content, making it quite hefty. However, despite this drawback, it consistently offers valuable and current information to our employees on a monthly basis. Additionally, we can consider providing these magazines to interviewees as an informative and leisurely read during their visits.

Deepak Patel

Group HR

Precise Information

One of the standout features of the a-connect is its consistent delivery of fresh and captivating news. The stories, told by people from diverse backgrounds sharing their experiences from various places, are a true delight to read. The magazine also does an excellent job of providing precise interesting information, such as the latest updates on the Chandrayaan-3 moon mission.

Damini Das

Corporate IT, AEL

Detailed Information

I am thrilled with the content and the presentation of information in the magazine. Being an Adani employee, staying informed about everything related to the company is crucial to me and this magazine is my go-to source for the latest updates. I make sure to read it and I appreciate the dedication and effort that goes into its creation as it has become an invaluable resource for keeping me informed about the company’s events.

Tanushree Ghosh  

Adani Ports and SEZ

Informative Insight

I enjoy reading a-connect. It fills me with great pride to delve deeper into the intricacies of the company I work for. Learning about the diverse happenings within the Group through the magazine is truly amazing. The article on the moon mission was particularly captivating. Despite having heard about it on TV, reading about it in a-connect deepened my sense of pride in being an Indian.

Deepa Nair

Family Office, AEL

Comprehensive Summary

a-connect serves as a comprehensive source of information, offering a summary of both company-related and national events. It provides valuable insights for new employees, helping them understand the essence of Adani and the dynamic events within and around the organisation.

Debraj Bhadra

AEL

S B Khyalia

Improvement and innovation are the fundamental engines driving progress, growth, and success in various aspects of life, including businesses, technology, society or personal development. These interwoven concepts, while distinct, are pivotal in nurturing advancement and competitiveness. In today’s rapidly evolving and competitive world, the synergy between improvement and innovation is paramount for achieving sustainable and meaningful outcomes.

With this vision in mind, we proudly introduce INNOPOWER, a groundbreaking initiative within Adani Power that holds promise for all Adani Group businesses.

Introducing INNOPOWER - Addressing Challenges, Unlocking Potential

INNOPOWER is a holistic framework dedicated to fostering improvement and innovation. PowerQuest, one of its flagship initiatives, serves as a conduit for employees from various departments and locations to submit challenges and problems. Expert Subject Matter Evaluators (SMEs) review these submissions and classify them into three categories: (i) close with provided solutions, (ii) reject if unrelated to work, or (iii) accept and advance for solutioning. This IT-enabled process ensures the rapid identification and resolution of potential issues, preventing them from escalating.

Turning Challenges into Opportunities

Accepted challenges are deliberated upon in the InnoCouncil, where they are categorised based on the specific problem-solving approach needed, whether it is Six Sigma, Quality Circle (QC) or Kaizen. Kaizen is further categorised into General Kaizen (GKaizen) and Implementation Kaizen (ImpKaizen). Platforms like the Maadhyam portal and Innovation Groups serve as idea generation hubs for tackling these challenges. These ideas are subsequently transformed into projects, with dedicated teams formed to execute them, each project receiving a unique ID.

The resolution of these Kaizen projects adheres to the 7-Step Innometric Gearbox methodology, which encompasses Root Cause Analysis Kaizen (RCAKaizen) and Process Improvement Plan Kaizen (PIPKaizen). Project progress and completion are meticulously monitored through the Project Progress Completion index (PPCi).

The Governance Mechanism

To ensure effective governance, a three-tier system has been put in place, consisting of APL level InnoCouncil, station-level InnoCouncils, and InnoChampions. Each tier follows defined meeting frequencies and adheres to standard Management Information System (MIS) protocols. The APL InnoCouncil is presided over by the CEO and other senior leaders, while the Station InnoCouncil is helmed by the Station Head and other station leaders.

Measure, Compete and Celebrate

The InnoMeter concept has been introduced to quantify each employee’s contributions, with points awarded based on their involvement in any INNOPOWER activities. This approach nurtures healthy competition among employees, with annual recognition designed around specific Reward & Recognition criteria aligned with varying contributions.

InnoCompetition is another dimension of this framework, featuring a two-tier system: a station-level competition for completed projects within power stations and an APL level competition that selects the best teams from station-level winners across different project categories. Evaluation panels are constituted at both station and APL levels to ensure fairness.

InnoFest is a significant highlight under this framework, where successes and winners from both station and APL levels are celebrated. It extends beyond INNOPOWER to encompass any remarkable achievements within APL. During InnoFest, in addition to recognising improvement and innovation projects, trophies are bestowed upon the best departments and power stations based on their InnoMeter scores. Individuals with the highest InnoMeter scores are also acknowledged during this event.

Nurturing Workforce Capability

INNOPOWER places a significant emphasis on enhancing capabilities by providing Process Skills Training (PST) to all employees, featuring programs tailored with APL-specific examples. E-modules are currently in development, and internal trainers are being groomed to facilitate training across the board. To date, APL has received over 550 challenges for solutioning, a testament to robust employee engagement and a culture steeped in improvement and innovation. Notably, this initiative stands as the first of its kind within the Adani Group, and its principles can be embraced by any Business Unit (BU) within the Group.

In conclusion, improvement and innovation are essential for addressing challenges, seizing opportunities, and driving progress in a rapidly evolving and competitive world. The key to success lies in unwavering leadership committed to effectively anchoring change management initiatives.

The writer is CEO, Adani Power Ltd.

Vishwanath Kencha

In today’s fast-paced business landscape, the quest for digital transformation is an ongoing journey. Traditionally, this expedition involves a meticulous process that encompasses understanding business requirements, securing budget approvals, selecting suitable partners, crafting architectural designs, creating data models, managing integrations, fostering development, offering adoption support and eventually reaping the rewards of value realisation. This comprehensive undertaking often extends over a period of 3 to 12 months, a timeline that businesses have grown accustomed to.

However, at the heart of this digital revolution lies a groundbreaking initiative known as the Digital Factory, poised to disrupt these traditional timelines and redefine the very essence of digitalisation. The Digital Factory promises to slash the time required for digital transformation by an astonishing 80%. In doing so, it heralds a new era of organisational agility, heightened productivity, enhanced operational efficiency, increased profitability and elevated customer satisfaction.

Our in-house Digital Factory represents a testament to innovation, equipped with a robust infrastructure that comprises prebuilt integrations, a user-friendly low-code platform, a versatile application engine and a persona-based mobile app. This ingenious approach empowers businesses to articulate their digitalisation needs, effectively transforming our Digital Factory into an assembly line that promptly churns out digital solutions in a matter of weeks.

One standout advantage of this approach is the presence of prebuilt integrations. These integrations ensure that the necessary tools and applications are readily available, thus eliminating the cumbersome setup processes that have traditionally slowed down digitalisation efforts. The low-code platform further accelerates the journey, enabling developers to swiftly and efficiently customise the factory to meet the unique needs of our customers. Complementing these capabilities is the presence of an application engine and a persona-based mobile app, rounding off this comprehensive offering.

In essence, businesses can now present their digitalisation requirements to our Digital Factory and, within a few weeks, receive fully realised digital solutions. This transformative platform has the power to streamline mundane tasks, resolve customer issues with ease and instill a culture of prompt service delivery and proactive, on-demand reporting.

To further enhance user convenience, we have introduced an application catalogue that spans a wide array of functionalities. From emergency response management and integrated service management to field service management, field assist management, project permission management, operational task automation, vehicle book management and logistics management - these applications empower users to efficiently address a multitude of challenges with precision. These applications not only simplify routine tasks but also promise substantial value realisation over a three-year horizon.

The Digital Factory, with its unparalleled speed and efficiency, is redefining the way businesses approach digitalisation. It is transforming digital transformation from a lengthy and complex process into a streamlined, swift and user-centric experience. By harnessing the power of prebuilt integrations, low-code customisation and a versatile suite of applications, businesses are now poised to embrace digitalisation with unprecedented speed and agility. The era of instant digitalisation has arrived, and the future of business is being rewritten in ones and zeroes.

Sania Ahmad

In the early hours of 7 October 2023, the Palestine-based militant group Hamas launched a surprise attack on Israel. By 9 October 2023, four employees of Adani Defence & Aerospace who had been caught in the crossfire were safely back in Hyderabad.

This is the story of Adani Group’s daring evacuation from a conflict zone.

Adani Defence’s Hermes Star Liner team landed in Israel in the second week of July 2023 for a training program focused on UAV manufacturing and operations, as well as technology transfer.

By the end of September, 14 members had completed their training and returned to India. Little did Praveen V, Vishal Chauhan, Kaki Govardhana Ravi Teja and Akshay Kumar of the aircraft integration team know that staying back for mandatory migration activities would lead to the most traumatic experience of their lives.

6:30 am IST, 7 October 2023

Rehovot, Israel

When the four Adanians awoke that fateful day, the streets were filled with barking dogs, commotion, blaring sirens and distant booms. They learned that Hamas had attacked Israel, launching rockets, while armed militants were engaged in a fierce battle with the Israeli Defense Forces (IDF) just 60 kilometres away.

This dire situation marked their initiation into a conflict zone.

7:30 am IST, 7 October 2023

Ahmedabad, India

News of the attack spread like wildfire through social media and global news channels. Ashish Rajvanshi, CEO of Adani Defence & Aerospace, worked tirelessly to reassure his colleagues caught in the conflict and to organise their immediate evacuation. The Adani leadership approved an all-out effort to bring the team home safely.

Mr Rajvanshi contacted Elbit Systems, Adani’s technology partner in Israel, to assess the situation on the ground. A call to Ron Malka, Executive Chairman of Haifa Port, provided further insights.

Unfortunately, the situation was far from ideal.

The first step was to relocate the team to bomb shelters, with Elbit providing security and logistical support to make their six-hour stay in the underground bunker as comfortable and safe as possible. Elbit counterparts Hemi and Ori Kadoch played a vital role in this process.

5: 00 PM IST, 7 October 2023

Rehovat, Israel

It had been 6 hours in the bunker for the team. Fear and uncertainty loomed in the air. Constant communication with Mr Rajvanshi, Swapnil Jalundhwala and SS Ramachandra Raju Pinnamaraju from the Defence office helped coordinate the evacuation, despite the time difference of 2 hours and 30 minutes between India and Israel. The first step was to transfer the four individuals to Haifa Port in northern Israel, which, up to that point, had remained untouched by Hamas attacks. The road was off-limits to all but first responders, but Mr Rajvanshi and his team, in collaboration with Elbit and Mr Malka, secured special clearances. By 6 PM, the team was on the road.

7: 00 PM IST, 7 October 2023

Ahmedabad, India

While the four Adanians were en route to Haifa, the team in India faced a substantial challenge. Most flights, including those of Air India and Lufthansa, had been cancelled, leaving few options available. Through cooperation with the administrative team and Thomas Cook, they discovered an Ethiopian Airlines flight scheduled to depart from Ben Gurion Airport in Tel Aviv at 10:00 AM the following day, albeit via a longer route that required validation from Israeli authorities. Tickets were booked, but another problem arose – arranging transport from Haifa to Tel Aviv was complicated due to an intensification of the attacks and a lockdown.

4:00 AM IST, 8 October 2023

Haifa/ Tel Aviv, Israel

The four men were informed that they needed to be ready for departure at 4:00 AM. It had been a long and stressful night for them, awaiting further instructions. The team from Elbit, many of whom were reservists called for active duty, along with Mr Malka, arranged transportation to the airport. While at the airport, the team faced uncertainty as there was no confirmation that the fully booked flight would depart that day. Every second at the airport, crowded with panic-stricken people looking to get out of the country while they still could, was painfully slow. Finally, they received the green light to board the flight, which eventually departed. They were now safely out of Israeli airspace, on their way home.

2:00 AM IST, 9 October 2023

Ahmedabad, India

As news of their safe landing in Mumbai reached the leadership and the team working behind the scenes, relief and pride washed over them. The evacuees successfully reached Hyderabad via a subsequent flight, landing at 6:05 AM. Congratulations and gratitude were in order.

“We are doing fine!” was the reassuring response from Praveen V and the team. “With the sound of rockets being fired in the background, being stuck in a bunker is easy for no one. Despite this, the youngsters put their faith in the Group and handled themselves with utmost courage. The trust that we had earned ensured we stood for our people when it mattered the most: to them, their families and to the organisation,” said Mr Rajvanshi.

In Mr Jalundhwala’s words, the Group’s philosophy of prioritising people, swift decision-making, empowering the backend team to make real-time decisions, and agility were instrumental in completing this daring evacuation within 28 hours. It exemplified the Group’s commitment to safety and its dedication to always placing its employees first.

As they say, “Mushkilon ki nahi sunte, Hum karke dikhate hai! (We don’t succumb to difficulties; we show by doing!)”

Dr Malay Mahadevia

Mundra, a centrepoint that symbolises life’s lessons, has transformed from a barren marshland into a thriving economic hub. In many ways, it’s a microcosm of life itself, starting from zero and evolving into something extraordinary.

Life often begins from scratch, much like Mundra, which emerged from nothingness. In 1991-92, Gautambhai envisioned creating a vast asset base in this desolate landscape. He saw the potential to turn Mundra into a place where dreams could flourish.

To secure the necessary funding, assets were needed, and salt production became the first step. With a global partner, Cargill of the US, the goal was to establish one of the world’s largest saltworks in Mundra.

However, it required 15,000 acres of land, which posed its own set of challenges. The land had to be impervious, so you had to have 7 to 8 metres of clay, you needed sunshine, you had to have the salinity of water, the depth of the water whereby after producing, manufacturing salt, when you must export, you must have a small jetty for the vessels to come and export the salt around the globe. So many parameters were needed to make the saltworks successful and, after a tremendous number of technical studies, Mundra was identified as the location.

That is where the story began.

Unexpectedly, the majority of the land selected for the saltworks, around 13,000 acres, was categorised as forest land, leaving only 2,000 acres available. Faced with this dilemma, the focus shifted to building a back-up jetty for salt export. Gautambhai’s unwavering determination to see the project through led to the construction of the jetty.

At that point in time, did we really have a large vision for a port?

The answer is No.

In life, not everything starts big. Some things start from little things that eventually become big. Just like ourselves, as we do not realise that we have grown up. Till we realise that we have matured, we believe ourselves to still be little kids.

Mundra had the same small start with the saltworks. A jetty came instead of the saltworks. Gautambhai had a belief that whatever he thinks in business, not only does he do it, he makes it successful. The reason for this is simple.

Gautambhai works on 4 Ps. Mundra’s transformation did not begin with grand ambitions. Like life itself, it started small, with salt production and a jetty. Gautambhai’s faith in his business principles, the ‘4 Ps’ – Purpose, Purity of Intent, Perseverance, and Positivity – drove the project’s success.

The Power of 4 Ps

The first P is to define the Purpose, just like our lives. If we define the purpose of our life, then the fun and joy to be alive is just something amazing. It is the same in business. So, the first P is defining the purpose, and the second P is Purity of Intent. If our intention is pure, so the third P comes in, which is very important. That is Perseverance. This is Gautambhai’s hallmark.

If I am to describe him in one word, then that word is Persistent. The moment he holds onto something, he will not let it go. Whatever you decide to do, he will take it to its logical conclusion.

The final P is Positivity. If, by using these 4 Ps – Purpose, Purity of Intent, Perseverance, and Positivity – we do any kind of work, even if we are living by them, the result will be success.

That is what Mundra is all about.

This is where it all started.

Building a Legacy

The construction of the jetty marked a significant turning point in Mundra’s journey. By 1998, the first ship sailed into the port, creating an atmosphere of sheer jubilation. From a barren marshland, Mundra had evolved into a repository of vast assets. Yet, this transformation was accompanied by a poignant tale.

Initially, the local residents were besieged by anxiety and tension. The arrival of an external company, they believed, spelled trouble for their agricultural lands and way of life. This mounting agitation prompted a spirited discussion in a community gathering, or ‘sabah,’ characterised by palpable aggression.

At this juncture, one fine day, I happened to engage directly with the agitated community. Quietly and without fanfare, I settled amid the crowd of 500 to 800 people. Tensions still simmered.

With eloquence, I recounted a tale from history: the Parsi community’s arrival in India, seeking sanctuary near Surat. When they approached the king for shelter, he responded by sending them a glass of milk. This symbolic gesture signified that there was no space for newcomers, as the glass was already full.

However, the Parsi leader’s response was remarkable. Rather than despairing, he calmly stirred a spoonful of sugar into the milk, ensuring that it did not spill over. He then returned the glass, promising to bring sweetness to the kingdom once they had settled.

This narrative drew a parallel to the presence of Adani in Mundra. Like that spoonful of sugar, Adani was there to enrich the lives of Mundra’s residents. Slowly but surely, this perspective began to permeate the community, resulting in a shift in attitudes and a newfound spirit of cooperation.

Mundra’s journey mirrored life itself, marked by growth, challenges, dreams, and resilience. Just as a child learns to navigate life by developing skills, making mistakes, and pursuing aspirations, Mundra too had its share of ups and downs.

The journey commenced in 1991-92, a period when the idea of transforming this region into a bustling port city seemed audacious. The fortuitous introduction of the government’s port policy exemplified Gautambhai’s unique ability to seize opportunities, even in the face of adversity or unknown waters. This momentous opportunity gave birth to the Mundra port project.

Overcoming the Roadblocks

The road to success was far from smooth. The entire area slated for development was marshy, devoid of proper roads for nearly 12 to 13 kilometres. Local contractors were reluctant to offer equipment, fearing damage on the challenging terrain. Their conditions for lending equipment were financially prohibitive.

Undeterred by these roadblocks, Adani Enterprises took the audacious step of procuring its equipment. This decision not only resolved the equipment issue but also set a precedent for innovative problem-solving.

Additionally, land disputes posed yet another formidable challenge. Nevertheless, legal battles were fought and ultimately won, ensuring the construction of crucial road infrastructure. What may appear as a minor feat today —constructing a 12-kilometre road — was, at that time, a monumental achievement that underscored Mundra’s vital link to future prosperity.

It took approximately three decades to transform Mundra from a marshland into a thriving port city. Gautambhai’s unwavering confidence in the potential of the land, coupled with his relentless pursuit of opportunities, guided this remarkable transformation.

While leaving meetings, Gautambhai would often say, “abhi toh shuruat hai (this is just the beginning),” emphasising that the potential that existed three decades ago remains just as vast today.

Challenges are Opportunities

During the jetty’s construction, a big challenge arose when L&T (Larsen & Toubro), a major contractor, discovered that the soil composition at the site was different than expected. This required a six-month delay and significant changes in methodology, including converting cast and precast waste to steel pipes.

While the contract stipulated that this was not Adani’s responsibility, a commitment to fairness and partnership prevailed. Gautambhai recognised the value of fostering strong relationships with major construction companies like L&T, knowing that such alliances were key to his vision of making his company India’s largest infrastructure entity.

In this process, valuable lessons were learned about the importance of one’s word and the power of action over words. These principles helped shape the culture and ethos of Adani Enterprises.

Unleashing Potential

The story of Mundra is more than a tale of industrial growth. It is a testament to the incredible results that can be achieved by defining purpose, maintaining purity of intent, persevering through challenges and nurturing a positive outlook. Mundra’s journey demonstrates that when these principles guide one’s actions, success becomes inevitable.

With rail connectivity established and cargo records breaking year after year, Mundra has grown from a marshland into an economic powerhouse. It stands as a beacon of what vision, hard work, and unwavering determination can achieve. In the words of Gautambhai, “abhi toh shuruat hai.” This is indeed just the beginning for Mundra and for every dream that refuses to be confined by limits.

Dr Malay Mahadevia joined Adani in 1992 and worked on developing Mundra Port from concept to commissioning.

Karan Adani

Salt, in its myriad forms, possesses a profound symbolism in the tapestry of life and civilization. Its role transcends its chemical composition for it embodies the essence of transformation and preservation, echoing the very essence of human existence itself. Interestingly, it was our intention to trade in salt that gave both idea and form to what would become the Port of Mundra. What physically began as a small jetty in a barren marshland has metamorphosed into our flagship facility – Adani Ports and Special Economic Zone Ltd (APSEZ).

On 7 October, Mundra Port turned 25. The pioneers’ vision is now an engineering monument in the Gulf of Kutch with an all-weather deep-water harbour capable of berthing fully loaded capesize vessels. Mundra Port has 27 berths and two single-point moorings with an annual handling capacity of 264 MMT cargo with dedicated terminals for different cargo and commodity types. Today, Mundra Port is not just a reference to a location but, variously, a gateway to the country’s economic development, a direct trade channel to our nation’s hinterland, and an aspirational metaphor for ‘India On The Move’.

Catalyst for Tomorrow’s Aatmanirbhar Bharat

India is galloping towards becoming the world’s second largest economy by 2047 and transitioning into a USD 35 trillion global powerhouse. At the heart of this economic resurgence lies our maritime sector. The ports sector at large is positioned to play the most decisive role in realizing India’s ambition to become the Global Manufacturing Hub. This would require our ports to demonstrate the nimbleness, capacity and competitiveness to move cargo at scale with speed, safety and sophistication – and all that in a sustainable way. It is a tall order but Mundra Port stands ready. We have envisioned a further investment of INR 25,000 crore to ensure that the port’s infrastructure continues to push international benchmarks. This investment would provide a significant impetus to enhancing the port’s rail-road and air connectivity, increase its terminal handling capabilities, boost the evacuation infrastructure and bolster its ability to cater to the largest of vessels in the world. We intend to increase the total cargo handling capacity by over 200 MMTPA with the addition of 7 terminals. With several large-scale industries setting up in Gujarat, the cargo volume from the state will grow at a remarkable scale and we will remain keenly focused on ensuring that Mundra Port remains nimble and resilient to be able to seize this seminal opportunity.

Cradle for India’s Manufacturing and Industrial Revolution/ Excellence

The ability of a state to sustain its existing industrial presence, as well as to attract new ventures, is contingent upon the infrastructure it provides. The growth of industrial activities, in turn, ensures increased port volumes – and flourishing ports further fuel industrialization.

The Mundra Industrial Zone is a leading example. Since inception, our intent has been to develop a port-led industrial cluster in Gujarat that promotes meaningful linkages between industries, leverages local competencies and boosts regional prosperity. As a result, today, the Mundra Industrial Zone, spread across 15,000 hectares, is home to some of India’s largest manufacturing and processing facilities. From textiles to chemicals, from solar module manufacturing to food processing, the Mundra Industrial Zone has been the foundational pillar in supporting India’s manufacturing ambitions. Going forward, our singular focus will be on exponentially ramping up plug-and-play facilities within the Mundra Industrial Zone to attract and enable the world’s leading manufacturing corporations that are now looking towards India. Our particular emphasis is on establishing and enabling industries and sectors that contribute to a more sustainable, vibrant and resilient Gujarat and India at large. This is reflected in our combined efforts to set up some of the country’s largest renewable energy generation facilities at Mundra.

Coalescence of Human and Digital Might

Mundra Port has been a beacon of innovation and efficiency. We have leveraged technologies such as the internet of things (IoT), drones, long range radio (LoRA), video analytics and complex optimisation algorithms to enhance efficiency and security. A culture of data-based decision-making permeates the port’s operations, ensuring that every action is rooted in insights and analytics. It goes without saying that we will continue to adopt new technologies in digitisation and automation to stay ahead of the competition and make Mundra Port the most agile and efficient transport utility. As technology evolves at breakneck speed, we are cognizant of an eventuality where there would be shortage of capabilities and trained manpower to support a large scale integrated and automated port operation and handle exceptions in crisis situations. To that end, we are committed to gradually developing knowledge systems and building internal capabilities of the team progressively to run automated operations. We remain focused on anchoring world-class facilities, skills, technology, and a digitized logistics value chain that leverages visibility, analytics, and automation. As Mundra Port deepens its commitment to digitization, it stands poised as a harbinger of future-readiness, a beacon of technological advancement that illuminates the path forward in the maritime world.

Cultivating Growth with Goodness

The Mundra story is not just about economic growth and trade & commerce. It is a story of livelihood creation, prosperity in hinterland regions, environmental protection, and community development. Mundra Port is on a journey towards becoming a port with a purpose, which underscores our commitment to sustainability, environmental stewardship, and responsible community engagement in the years to come. We are adopting a comprehensive strategy that places people and communities at its core. This approach entails fostering a thriving local economy, supporting the well-being of our workforce, and actively engaging with neighbouring communities to ensure that growth is inclusive and benefits all stakeholders. The Adani Foundation remains deeply committed to making strategic social investments for sustainable outcomes in Mundra. As we continue to grow and evolve, the Adani Foundation will increasingly focus on promoting community empowerment through a diverse range of initiatives and establish a self-sustainable ecosystem that harnesses the inherent potential of individuals and community resources to drive socio-economic progress across Mundra and Gujarat. The Mundra Port is also set to play a critical role in India’s net zero carbon footprint journey. In line with India’s vision to achieve net zero by 2070 and reduction of emission intensity of its GDP by 45% by 2030, we have resolved to become carbon neutral for port operations in 2025, and thereafter march towards our ambition of becoming net zero by 2040, across all our ports.

The amalgamation of transport utility, technological advancement, and environmental responsibility is not only taking Mundra Port ahead but is also enabling it to graduate into a distinctive realm of profitability and heightened customer relevance. This convergence holds the promise of augmenting both our value and volume, paving the way for Mundra’s sustained prosperity in the foreseeable future.

Onwards and upwards!

The writer is CEO and Whole-time Director of APSEZ Ltd.

Arpita Vadgama

Since its inception in 1996, the Adani Foundation has maintained a steadfast commitment to making strategic social investments for sustainable development across India. Today, we witness the realisation of this humanitarian vision, a result of 27 years of dedication by the Adani Group’s Chairman Gautam Adani, and the philanthropic passion of the Adani Foundation’s Chairperson Dr Priti Adani.

The journey began in Ahmedabad and gained momentum when it reached Mundra in 1998. During its early years, the Foundation’s primary focus was on providing education assistance, healthcare support and various need-based and general assistance programmes aimed at alleviating poverty and distress.

From the very outset, the Foundation adopted a bottom-up approach, becoming direct implementors on the ground. These principles, rooted in community engagement, continue to guide the Adani Foundation’s work, acting as the cornerstone for their initiatives. The experiences and lessons learned in Mundra served as a launching pad for expanding their footprint to other parts of India.

Vneet Jaain

The world is poised for an energy revolution led by renewables. Renewable energy is the only plausible solution to achieve energy security and decarbonisation goals. The relentless rise of renewable energy (RE), particularly wind and solar, has been driven by technology advancements and policy push across economies.

India is at the forefront of this energy transition, with global attention focused on its pivotal role in the clean technology supply chain. The Indian government has set ambitious energy transition targets, aiming to reach 500 GW RE by 2030. This commitment is evident in several policy initiatives designed to boost domestic manufacturing, including the Production Linked Incentive (PLI) scheme for solar, the production of green hydrogen, and the manufacturing of electrolysers in India. The impact of these initiatives on our clean technology manufacturing and the production of green hydrogen and its derivatives will be profound.

At Adani New Industries Ltd (ANIL), we have taken cognizance of this growth. The team is dedicatedly working on developing a comprehensive, integrated ecosystem to produce renewable energy at the lowest cost possible. Over the next 3 to 5 years, we intend to significantly expand our manufacturing capacities for both solar and wind technologies, targeting a capacity of 10 GW. Furthermore, we are pioneering end-to-end solutions for the production of globally competitive green hydrogen and its associated sustainable derivatives on a large scale.

Our plans for electrolyzer manufacturing to support green hydrogen production are progressing well. We have formed partnerships with leading hydrogen production technology firms worldwide. Collaborations with an Australian firm and an Italian company will facilitate the development of large-scale electrolyzer systems, including optimizing the Balance of Plant (BOP). The blueprint for manufacturing electrolyzers in India is ready, and we will commence construction of the pilot line in the near future.

ANIL’s first project, aiming to produce 1 million metric tonnes per annum (MMTPA) of green hydrogen, is being implemented in phases in Gujarat, with the initial phase expected to begin production by FY2027. Depending on market conditions, we intend to increase capacity up to 3 MMTPA of green hydrogen over the next 10 years, with an investment of approximately USD 50 billion.

Our research and development efforts are concentrated on harnessing next-generation technology for solar, wind, and green hydrogen, with a steadfast commitment to reducing the levelized cost of energy (LCOE). We are embracing digitalization and Industry 4.0 by integrating tools such as Artificial Intelligence (AI), machine learning, and real-time data analysis for process optimization to increase efficiency and safety.

Located in Mundra, the state-of-the-art renewable energy manufacturing ecosystem across wind, solar, electrolyzer and allied equipment will cater to both domestic and international markets.

It is matter of immense pride that we have built the Group’s venture as a wind OEM from design, setting up the 1.5 GW wind turbine manufacturing + assembly unit and listing in MNRE’s RLMM in a record time of one and half years. Our 5.2 MW onshore wind turbine is a technology disruptor in the global wind energy sector. This largest capacity wind turbine in India and one of the most powerful globally, is a game changer.    

Adani Solar’s remarkable growth in just six years is the result of our early adoption of next-gen technology and our wholehearted embrace of digitalization. We have consistently been ranked as the top performer for six consecutive years by PVEL, a leading independent test lab for the downstream solar and energy storage industry. We are the market leader in the Pradhan Mantri Kisan Urja Suraksha Evam Utthaan Mahabhiyan (PM-KUSUM) segment and one of the largest solar-panel exporters from India. We are the only domestic solar player with a pilot line of ingot-wafer, the first of its kind in India.

I am confident that ANIL will serve as a catalyst for the Group’s long-term and resilient success in the forward-looking sectors of renewable energy and green hydrogen. We are nurturing future technologies in our pursuit of providing affordable and sustainable energy for all.

The writer is Director of ANIL and MD of AGEL.

Asha Bajpai & Siddharth Singh

Started in 2016, Adani Solar’s remarkable growth is characterised by its scale, speed and sustainable profitability. The journey of Adani Solar reflects the coming of age of the Indian solar manufacturing sector.

While India scaled up its solar energy installation from 2.63 GW in March 2014 to 71.10 GW in July 2023, i.e., an increase of 27 times, the manufacturing ecosystem did not match the pace. However, this narrative changed significantly due to the government’s robust policy measures aimed at reducing imports and fostering domestic manufacturing. With a combination of trade and non-trade barriers, including safeguard duties, the Approved List of Module Manufacturers (ALMM), Production Linked Incentive (PLI), Basic Custom Duty (BCD) on modules and cells, and the Green Hydrogen Mission, India’s solar manufacturing sector received the necessary boost, encouraging private sector players like the Adani Group to invest significantly in solar manufacturing.

Policy Impetus: China+ 1 and Climate Action Goals      

The Paris accord adopted by 196 parties at the UN Climate Change Conference (COP21) has accelerated action towards clean energy transition in pursuit of achieving climate neutrality goals.

The current global geo-political landscape underscores the need for the nations to be energy secure and independent. Today, global economies are focused on diversifying their supply chains beyond China, and India has emerged as a credible supply chain partner to de-risk the present geo-political scenario.

Key international policy developments include:

• US imposed a plethora of tariffs on imports of Chinese PV modules – section 201, section 301, anti-dumping-duty (ADD), counter-vailing duty (CVD).
• US enacted the Inflation Reduction Act (IRA), that offers substantial incentives to encourage local PV manufacturing and encourage investments into clean energy.
• India’s trade and non-trade barriers to reduce imports and boost domestic manufacturing - PLI scheme, ALMM, BCD imposition. Domestic content requirements (DCR) for solar power in several government schemes, including the Pradhan Mantri Kisan Urja Suraksha Evam Utthaan Mahabhiyan (PM-KUSUM) and the Central Public Sector Undertaking (CPSU) Scheme.
• India’s National Green Hydrogen Mission will significantly increase the demand for renewable energy, especially Solar.

Today, India is well on the path to reduce its import dependence and play a critical role in the global solar supply chain. With solar PV module manufacturing capacity estimated to cross 100 GW by 2026 and significant capacity buildup in all upstream components of PV manufacturing - cell, wafer, ingot, and polysilicon - India is set to become the global solar manufacturing hub. This is also evidenced by the fact that India’s solar cell and module exports by domestic original equipment manufacturers (OEMs) stood at INR 8,840 crore in FY23, which is a massive 364% jump from INR 1,819 crore in FY22.  

Adani Solar’s Growth Trajectory

Building on the success of Adani Green Energy Ltd (AGEL), Adani Enterprises Ltd (AEL) made significant strides by lining up and incubating solar PV manufacturing through Adani Solar in 2015.

Adani Solar began manufacturing operations in 2016 with a capacity of 1.2 GW for both cells and modules. In less than six years, Adani Solar expanded its manufacturing capacity more than threefold to 4 GW for modules and 4 GW for cells, making it one of the fastest-growing integrated solar manufacturing companies in terms of capacity expansion. Adani has established India’s largest solar PV capacity for cells and modules at the Mundra Special Economic Zone (SEZ). Since its inception, Adani Solar has sold over 8 GW of modules, catering to both Indian and global demand. According to Mercom’s Indian solar market Leaderboard 2023, Adani Solar ranked among the top three solar module suppliers in 2022.

Currently, Adani Solar is in the process of constructing the world’s first fully integrated and comprehensive and co-located solar manufacturing ecosystem with a capacity of 10 GW in Mundra, Gujarat, expected to be operational by 2027. This will be the Adani Group’s largest manufacturing facility, creating over 13,000 green jobs.

This facility will encompass the entire solar manufacturing process, from metallurgical-grade silicon to PV modules, including ancillaries and supporting utilities, all co-located geographically. With extensive backward integration across the value chain, covering modules, cells, ingots, wafers, polysilicon and ancillaries—EVA, backsheet, glass, aluminum frames, junction boxes and trackers—Adani Solar is set to bolster India’s position as the global solar manufacturing hub.

The Adani Group is unwavering in its commitment to nurturing a robust domestic integrated solar ecosystem, reducing imports, facilitating India’s energy transition, and positioning India as the global manufacturing hub.

Technology-led Growth:

Since its inception, Adani Solar continues to lead the domestic solar PV industry in both scale and technology. It has been the early adopter of new technologies and has been at the forefront of implementing digital transformation. The company’s alliances with leading global institutes and certification laboratories like ISC, UNSW, PI Berlin, Fraunhofer, etc. has helped in strengthening its technology prowess.

• Focus on high efficiency future technologies – Tunnel Oxide Passivated Contacts (TOPCon) and Heterojunction technology (HJT)
• Amongst the first few in the country to produce high-efficiency Bifacial & MonoPERC modules of M10 and G12 footprint with Power class of 540-660W, with a module efficiency of 21-22% and Bifaciality of 75%
• First in the country to set up a TOPCon cell line of 2 GW
• First in India to introduce PERC technology, Bifacial modules, frameless modules, G1 size cells, M10 size cells.
• Established state-of-the-art research and development (R&D) facility at Mundra
• Comprehensive ecosystem approach: GW scale manufacturing of critical components including EVA, backsheet, aluminium frames and solar glass - in association with partners, thus leading to effective substitution of imports
• First and only manufacturing setup of a 2 GW Ingot-Wafer capacity in India.

Milind Kulkarni

In the ever-evolving world of wind energy, innovation is our driving force. At Adani Wind, we thrive on challenges, and our latest endeavour, Prototype-2, was no exception. I am honoured to share our journey of perseverance, dedication and ultimate triumph.

The genesis of Prototype-2 was rooted in our unwavering commitment to push the boundaries of wind turbine technology. We embarked on a mission to explore every permutation of tower type and height, aiming to commission a groundbreaking 5.2 MW turbine with a tower design distinct from our Prototype-1, which employed a tubular tower (A Giant Stands Tall Over Mundra | a-connect April 2023). Through extensive research, we determined that our new Wind Turbine Generator (WTG) would reach a towering 140 meters, boasting a hybrid structure combining lattice and tubular components, all paired with the innovative ANIL (Adani New Industries Ltd) blade. Thus began the remarkable odyssey of Prototype-2.

The challenges along the way were as colossal as our ambitions. Designing the lattice-tubular hybrid tower to meet stringent load, blade length and blade stiffness requirements was no small feat. However, the true litmus test lay in the creation of the adaptor piece, the critical transition point bridging the lattice and tubular structures. Navigating the complex web of load conditions, we crafted a tower design with a lattice base measuring 27.6 x 27.6 m, ascending to a majestic 57 m height, crowned with a lattice top spanning 13 x 13 m. The adaptor piece, a marvel of engineering, deftly transitioned from a 13 m square to a 5 m circle within a mere 5 m height. Countless discussions and iterations led us to the final design, featuring a 57.5 m long lattice section, a 5 m long adaptor section, and the tubular section. Yet, this incredible innovation came with its own unique challenge – the adaptor piece now weighed a staggering 200 tons, necessitating its manufacturing in two pieces. Producing a prototype of this scale, mass and precision, all within an aggressive project timeline, was a monumental task that demanded a high degree of manufacturing and erection expertise.

The trials continued into the execution phase. The erection site presented its own formidable challenges, with a water table lurking just 1 m below the surface during dry spells, poised to swell during high tides. The creation of a crane platform and access road to accommodate the transportation of heavy components was a mighty endeavour. To further test our mettle, Cyclone Biparjoy unleashed heavy rainfall upon the region, compelling us to rebuild both the crane platform and the access road.

However, in the face of adversity, our remarkable team shone brightly. We rallied together to meticulously lay out the entire erection sequence on-site, executing it with precision, even in the midst of a high-wind season. Every member involved demonstrated unwavering dedication to safety and product quality, ensuring that every aspect of this monumental project met the highest standards.

And so, despite a journey fraught with challenges on all fronts and countless sleepless nights, ANIL’s Prototype-2 now stands tall before us. Commissioned on 28 Aug 2023, it is a source of immense pride for the entire Adani Wind team. I am grateful to each member for their extraordinary contribution and coordination displayed throughout this titanic task. This monumental achievement has resulted from our collective dedication to delivering Adani Wind’s overarching goals.

As we reflect on this remarkable journey, let ANIL’s Prototype-2 serve as a symbol of our commitment to innovation, excellence, and the relentless pursuit of new horizons in wind energy. Together, we have conquered the elements, and together, we will continue to shape the future of sustainable power generation.

The writer is COO of ANIL Wind Business.

Dennis Schultz

The successful manufacturing and delivery of Adani Wind’s first blade is a significant milestone in India’s wind energy landscape. The journey from concept to reality has been both exciting and challenging, as we undertook the task of creating India’s largest blade.

Our venture began with a meticulous selection of partners for blade design and the architectural planning of the blade facility. After rigorous strategic deliberations, Adani Wind forged synergistic partnerships with Windnovation Germany GmbH (Blade Design Partner) and W2E Wind to Energy Germany GmbH (Turbine Design Partner). This collaborative effort ensured that the blade design and turbine design were intricately synchronised for optimal performance. The MWL78.6 blade incorporates a unique T-bolt system, combining the reliability and simplicity of a T-bolt-connection system with the enhanced load-bearing capacity of common insert solutions.

Constructing a facility capable of producing a mammoth 78.6-meter-long blade posed the first major challenge. This facility needed to accommodate all necessary equipment and provide ample space for efficient interplant movements. In 2022, with the support of our technology partners, we embarked on the foundation-laying process for the blade manufacturing plant. Simultaneously, we worked to procure equipment and establish a robust supply chain. To bolster our knowledge and expertise, a team of engineers was sent for knowledge transfer from International Technical Experts at China’s largest blade manufacturing facility.

However, our journey was not without obstacles. While transporting the moulds to the blade manufacturing plant in Mundra, a cyclone struck the coast of Kutch, resulting in significant damage to an entire mould (TE UD mould) and other related equipment at the port. This unforeseen challenge became a critical roadblock in our project timeline. Nevertheless, our team displayed unwavering commitment, promptly sourcing top-quality moulds to minimise delays—a true testament to their dedication.

Given that this blade featured an entirely new design, our team ensured that every step of the manufacturing process was inspected and validated, even though it required substantial time and effort. Handling the colossal blade presented its own set of challenges. Yet, through seamless coordination among the Engineering, Quality and Production teams, we successfully resolved issues, both big and small, that hindered our progress. This experience underscored the importance of collaboration in pushing the boundaries of excellence.

In September 2023, the ANIL Blade Manufacturing Facility successfully demolded our inaugural 78.6-meter blade. We take immense pride in the exceptional quality of the product and the meticulous processes that Adani Wind exemplifies. The team’s ability to adapt and find solutions, even in the face of unexpected obstacles, is truly commendable. It is the unwavering dedication of all our team members that has helped us complete this remarkable mission.

The writer is Head of Blade Production, Adani Wind.

Gautam Adani

Ifirst learned about Schloss Elmau just a couple of months ago when I received an invitation to attend the 25th Summit of the Stern Stewart Institute. Little did I know this place holds a unique distinction – it is the only hotel in the world to have hosted two G7 summits, bringing together the world’s most powerful political leaders. Upon arriving at this secluded haven, nested deep within Germany’s Bavarian Alps within the Wetterstein mountains, I understood why!

The word ‘stunning’ barely does justice to Schloss Elmau. No wonder its founder, Dr. Johannes Müller, eloquently described it as a place where “great silence and deep stillness reign,” a space where one can “intimately connect with the living essence of God.”

However, my story is not about the founder but about his grandson, Dietmar Müller-Elmau, who now owns and runs this remarkable place.

From the moment I stepped into the hotel, I was unexpectedly greeted by Indian influences. From the carpets and silk-adorned walls to the elephant motifs gracing every corner and the health spa named Shantigiri (giri means mountain in Sanskrit), the essence of Indian tradition permeated the atmosphere.

We even had the pleasure of sipping ginger masala chai, lovingly prepared by a chef from Uttarakhand who seemed as delighted to have a chance to make chai for Priti and me as we were to have been served Indian tea at the foothills of the Alps!

Dietmar himself is a captivating individual proudly identifying himself as an Indophile. He boldly expressed his mission to make Germans appreciate the essence of India, a passion ignited by discovering the book Breadth of India, written by German Indologist Hans-Hasso von Veltheim-Ostrau during his stay at Schloss Elmau in the 1930s. This book changed Dietmar’s life.

What struck me as truly remarkable was Dietmar’s audacious spirit. In November 1972, when just 18, he embarked on an incredible journey, driving for seven months across eight countries, including the Balkans, Turkey, Lebanon, Syria, Iran, Afghanistan and Pakistan, to reach India. Such courage, a touch of madness, is what it takes to defy self-doubt and chase audacious dreams.

Dietmar shared his admiration for some of India’s greatest thinkers, particularly Jiddu Krishnamurti and Ramana Maharshi, and how their philosophies influenced him at a young age, particularly shaping his views on freedom.  Ultimate freedom is the freedom from the comfort of any perfect answer. Only a teenager shaped by travelling on his own across eight countries could have developed such liberated thinking.

Travel, indeed, is the world’s finest teacher. It imparts lessons no classroom can match.

One of Dietmar’s touching narratives was his two-week immersion in an Indian slum just to learn how people lived in those conditions. His interpretation was inspiring, as he went on to describe to me the dignity and the optimism of the women living in the slums. He spoke about their sense of community and humanity. In his view, it is this spirit that defines India and its resilience and what makes India unstoppable. I could not help but proudly laugh when he told me that he advises people to forget about decoupling theories and instead advises them to couple with India for good things to happen! India can indeed do with more such “Dietmars” championing its culture and the threads of unity and understanding that binds us as a nation.

Dietmar has so many other stories: how he built and sold his company that made hotel management software, how he rebuilt Schloss Elmau after a fire burnt it partially down, a moving story about his two sisters and their love for India, about his mother going to India to try to bring his sisters back, about one of his sisters who passed away and is buried in India, about his fascination with Lord Ganesha and how his elephant embroidered cushions are the most sought-after possession, and how their demand saved a small Indian company from bankruptcy (as they had to produce pillows to make up for those that either people bought from his hotel or seemed to magically vanish from the guest rooms)!

He told me about his attempts to get both software engineers as well as chefs from India and the challenges that divide the world because of immigration policies that often make no sense, the fact that migration is a critical factor for the success of the west, his philosophy that today’s arrogance of nations is their liability tomorrow, his satisfaction in having personally funded schools and hospitals in India, about his understanding that the only way to get better is by constantly learning and making fewer mistakes every day, about being invited to attend a G7 dinner and his meetings and candid discussions with some of the top leaders of the world, his wanting Schloss Elmau to be known as a centre for debate instead of as a hotel. We are all the sum total of the stories we hear that combine to shape us. I could have sat and heard Dietmar for hours. In my years of experience, I have come to realize that the best of the leaders are captivating narrators who can brilliantly engage using laughter, wit, and passion. Dietmar seemed to be all of these.

As I bid farewell to Schloss Elmau, I could not help but feel good that I had made the decision to come to the Stern Stewart Summit Institute. Besides the beauty of the location, it was an outstanding summit to reflect as we discussed a vast range of subjects spanning geopolitics to healthcare to artificial intelligence.

Meeting Dietmar and hearing his stories was the icing on the cake, or better expressed for us Indian’s as the sense of warmth the spice and the ginger in the chai awakens in us with every sip!

Perhaps, in the serenity of nature, at the foothills of the Alps, where a gentle stream murmurs its wisdom, I will be tempted to come back to be yet again inspired by the history and pristine beauty of this place.

The writer is Chairman of the Adani Group.

Sania Ahmad

Some say he was destined to become a wrestler. After all, his father and uncle were wrestlers too. Some say he was a quiet boy who saw Sushil Kumar winning the bronze at the 2008 Olympics and decided he wanted to get one too. For himself. For his family. For his country.

This is the incredibly inspiring story of Ravi Kumar Dahiya, one of the finest wrestlers India has produced.

At the age of 10, he began  training and, at 12, he was already at the Chhatrasal Stadium in New Delhi, the centre that produced two Olympic medalists in the past.

His father, a small-time farmer, did his best to ensure his son got the training to hone his wrestling skills. And yet, resources were stretched. So, the father would travel every day from his village in Haryana to get fresh vegetables and milk for his son to sustain the trainee wrestler’s diet. It wasn’t enough.

In 2016, the Adani Group launched the Garv Hai campaign, later picked up by Adani Sportsline, to scout, acknowledge, and support promising athletes from around the country. Young Dahiya was one of the 28 that were signed up. The initiative ensured he got the best of everything – diet, training, the ability to participate in international matches, and financial security.

To say the least, it changed his game.

On 5 August 2021, Ravi Kumar Dahiya made history by winning the silver at the Tokyo 2020 Olympics in the men’s 57kg freestyle category. Today, he is a World Championships bronze medallist, a Commonwealth Games gold medal winner, and a three-time Asian champion.

“When I won the Olympic medal, there was a deluge of sponsors,” Mr Dahiya recalled. “Every brand wanted to be associated with me and fund me. But you know who was there since 2018, much before I won the medal? Who was it who believed in me, helped me, supported me, trained me? The Adani Group was there for me when nobody was, and for that, I shall forever be grateful.

“The federation provides training. But with Sportsline’s support, I went several steps ahead, be it in getting the right equipment to train with, going to other states and countries to compete in and test my skill, getting the right coach and nutritionist, and most importantly, the financial security that gave me peace of mind and enabled me to train and play with a clear head. It has also empowered me to help and support other young and promising athletes with their training,” Mr Dahiya added.

India’s star tennis player Ankita Raina concurs.

“I’m glad to have been a part of the Garv Hai initiative and they looked after me very well. The support I received from the Adani Group in the past for my training was of great help. It went towards paying for my off-season training camps, physiotherapy, nutrition, equipment, and more. I did not have to focus my energies on such areas and could concentrate fully on my training and improving my technique,” she said.

Mr Dahiya and Ms Raina are just two of the many star athletes who have been beneficiaries of Adani Sportsline’s Garv Hai campaign. Other prominent names include Deepak Punia and Amit Panghal who brought home gold medals from the Birmingham Commonwealth Games 2022. The Garv Hai campaign was launched in 2019 as a long-term incubation program to pick sportspersons from across the country, especially those from economically weaker backgrounds, and groom them in shooting, boxing, athletics, archery, and wrestling. Aspirants go through a stringent process, inclusive of a grading system based on previous achievements, to qualify.

“India is witnessing an unprecedented upsurge in sports sentiments. While the government has rolled out several new opportunities for potential sportspersons, as a responsible corporate we feel it is our national duty to extend our arms and bolster the changing narrative. With Garv Hai, we want to stand by budding sports stars, become a part of their journey and celebrate their glory. Aligned with the Adani Group’s core philosophy of nation-building and Growth with Goodness we have strategic plans to explore new opportunities in the sports sector,” said Pranav Adani, Director, Adani Enterprises Ltd.

Sabarmati Riverfront Sports Complex: The Wind Beneath Your Wings      

32-year-old Faizal Shaikh developed a passion for basketball in the 8^th standard. What started as a fun activity with friends slowly developed into a burning drive for excellence. He played at the district level after completing school and, thanks to his exceptional game, got admission to a good college in the sports quota. That’s when his dream of becoming a professional player crashed. The college did not have a basketball team, and had no inclination to provide any training or support to aspiring students. After trying several avenues, Mr Shaikh gave up, resigned to the fact that he would never be able to make a career out of his passion.

“And then the Sabarmati Riverfront Sports Academy came up,” Mr Shaikh says, “and it revived in me the hope and the drive to see myself on the basketball court again. It’s after a decade that I have been able to reconnect with the sport that I so love, revel in the pump of adrenaline while I run on the court to score a net, trained by the finest in the city. Who knows, I might be able to see my dream come true someday now that I have access to these exceptional facilities.”

“Run For Our Soldiers”      

In 2017, 1,000 defence personnel from the Indian Air Force, Army and Navy participated in the inaugural Adani Ahmedabad Marathon’s #Run4OurSoliders initiative, dedicated to fostering widespread participation in sports and reflecting Adani’s support for India’s armed forces. Every year, thousands of participants join this event. In 2021, the marathon achieved a significant milestone by earning a coveted spot on the ‘Global Marathon Event List - AIMS World Running’, marking it as the sole Ahmedabad marathon with global recognition.

Gujarat Giants: A Celebration of Skill, Passion and Vision     

In the realm of sports, where passion meets strategy, Gujarat Giants stands as a testament to the commitment and vision of Adani Sportsline. The journey of Gujarat Giants began in 2017, aligning itself with Adani Sportsline’s broader objectives, which are not merely about competition but also about fostering a culture of sportsmanship and community engagement. A multi-sports team that participates in Pro Kabaddi, Ultimate Kho Kho, Legends League Cricket, and boxing among others, Gujarat Giants has been a tale of sporting excellence and visionary leadership.

The team entered the Pro-Kabaddi League in 2017, capturing the hearts of fans with its resounding slogan, ‘Garjega Gujarat’. This not only echoed the pride of the state but also hinted at the fierce determination that the team would exhibit on the field. Gujarat Giants showcased remarkable prowess, making it to the finals in both 2017 and 2018, signaling their arrival as a force to be reckoned with in kabaddi. The expansion of Gujarat Giants into the Big Bout Boxing League in 2019 marked a diversification of their sporting portfolio. Under the leadership of top-seeded boxer Amit Panghal, the team clinched the championship displaying the same grit and determination that had become synonymous with the Gujarat Giants.

In 2023, Gujarat Giants secured the Ahmedabad team in the Women’s Premier League for INR 1,289 crore. This move not only showcased a significant investment in women’s sports but also emphasised the team’s commitment to breaking gender barriers and promoting equality in sports. Cricket legend Mithali Raj assumed the role of Mentor and Advisor, adding experience and wisdom to the team, while Australian cricket icon Rachael Haynes took charge as the Head Coach.

The team’s involvement in various leagues such as Legends League Cricket in 2022 and the Ultimate Kho Kho League in the same year further highlighted their commitment to promoting indigenous sports in India. Gujarat Giants is not just a team but a symbol of inclusive and diverse sporting excellence.

The triumph of the Gulf Giants, Adani Sportsline’s cricket team, in the inaugural Emirates Cricket Board’s International League T20 in 2023 showcases the Group’s global ambitions in sports. Led by English batsman James Vince and guided by astute coach Andy Flower, the Gulf Giants not only conquered the cricketing world, but it also won the DP World ILT20 at the Dubai International Stadium.

From Mr Dahiya to Mr Shaikh, Adani Sportsline, since its inception, has scouted and nurtured sporting talent, giving seasoned athletes the training and support they need, and the aspiring ones, the coaching, and the platform to compete and test their skills. The recently inaugurated Sabarmati Riverfront Sports Complex is a testimony to this dedication.

The complex comes alive in the mornings and the evenings and sports enthusiasts of all ages - from 4 to 67 - land to train under star coaches while the silent waves of the Sabarmati play touch and go with the riverfront. The sprawling complex offers state-of-the-art training facilities for cricket, tennis, pickleball, basketball, volleyball, skating and skateboarding, all under the guidance of senior coaches. The complex offers its jogging track for free to regular citizens every morning from 6 am to 8 am. An open gym, a cafeteria and top-notch security ensure young, aspiring athletes can truly spread their wings and fly.

Little Giants: From the Grassroots

While the newspapers show you only the star athletes that are supported and sponsored by Adani Sportsline, the Group entity has also been working behind the scenes on a pyramid model and believes in starting from the grassroots. Little Giants, an initiative launched in 2022, aims to foster a sports culture at the grassroots level and, in turn, identify and unearth talented young athletes.

The inaugural Little Giants Interschool Championship witnessed the enthusiastic participation of 3,000 schoolchildren aged 12-17 from 224 schools across Surat, Vadodara, Rajkot and Ahmedabad districts.

The upcoming second season of the Little Giants Interschool Championship in 2023 will also feature Cricket and Football, expanding the scope beyond Kabaddi and Kho Kho.

Commitment to Excellence

Adani Sportsline’s foray into diverse sporting disciplines, coupled with their emphasis on community engagement and inclusivity, cements their status as not just sports managers but as torchbearers of a sporting revolution.

Their journey has been marked by a relentless pursuit of excellence and a steadfast commitment to transforming India into a sporting powerhouse. With each milestone achieved, they take a step closer to realising their vision of creating India’s future sports icons and instilling a deep-rooted love for sports across the nation.

As Mr Dahiya says, “If more corporates started taking an active interest in and supporting athletes, there would be many more Olympic medals in the country.”

Abhishek Ramakrishna

In the realm of sports, where dreams are forged, and spirits are lifted, Ambuja Cements’ CSR arm’s commitment to nurturing talent goes far beyond the confines of a classroom. As we explore the intersection of sports and societal impact, we shine a light on Ambuja Cements’ remarkable journey in empowering special athletes and fostering a culture of sportsmanship in schools.

A Beacon of Empowerment for Differently-Abled

Ambuja Manovikas Kendra (AMK) stands as a testament to Ambuja Cements’ unwavering dedication to inclusivity and empowerment. This unique institution has become a symbol of hope and excellence for differently-abled individuals, addressing their unique challenges through a holistic approach encompassing sports, music, art and yoga.

AMK’s athletes have not just participated but triumphed on the international stage, with numerous medals from the Special Olympics gracing their trophy cabinet. An astounding achievement is the Punjab State Special Olympics Overall Championship Trophy, which AMK has secured an unprecedented 15 times in a row. Keeping up the same sports spirit, Priya Devi is another testament, whose journey exemplifies resilience, dedication, and the boundless potential residing within all individuals.

The Silver Sheen

Priya Devi, a determined student of Ambuja Manovikas Kendra, etched her name in Indian sports history by securing a silver medal as part of the Indian Basketball Team at the prestigious World Summer Special Olympics in Berlin, Germany. Her remarkable feat not only brought glory to the nation but also reaffirmed the power of determination and inclusivity.

Upon her triumphant return, Priya Devi and her fellow teammates received a warm and honourable welcome from none other than former President of India Ram Nath Kovind. This heartfelt reception symbolised the nation’s recognition of their outstanding achievement.

Priya’s silver medal victory marks the 10^th Olympic medal achieved by an AMK athlete, underscoring Ambuja Cements’ steadfast commitment to empowering individuals with disabilities through CSR initiatives that drive positive societal change. Priya’s journey in sports began during her school days, where she embraced athletics and basketball through rigorous training. Her unwavering commitment and talent allowed her to secure her place as the sole representative from Punjab on the Indian Basketball Team at the Special Olympics 2023.

Her silver medal not only enriches India’s sporting legacy but also serves as a beacon of hope and inspiration for all.

Fostering Sports Spirit in Schoolchildren

Ambuja Cements’ CSR arm takes an active role in nurturing the sports spirit in schoolchildren. The program focuses on training teachers and volunteers in physical education, upgrading playgrounds and providing sports equipment to enable children to explore sports and cultivate athletic behaviour.

Students from Ambuja Cements’ adopted government school in Chandrapur, Maharashtra, excelled in the state-level selection test for the Sub-Junior Athletics Championship, winning silver and bronze medals.

Another pilot project in Darlaghat, Himachal Pradesh, aimed to promote sports in primary and upper-primary schools, building stamina among children and fostering healthy minds and bodies. This initiative trained physical training teachers and education volunteers, empowering them to impart physical education to hundreds of students across various locations.

Ambuja Cements’ CSR arm also organised Khel Utsav by inviting schools to compete in various sports, from athletics and kabaddi to kho kho and dodge ball. The program has not only reduced the dropout rate in schools but also resulted in more active children with improved health conditions, motivated parents and fit teachers.

The resounding success of this selfless project has prompted Ambuja Cements’ CSR arm to scale its interventions to six locations, taking the program to a total of 70 schools.

Sania Ahmad

Afew weeks ago, an 18-year-old lad took over the news cycle by becoming the youngest player to reach a Chess World Cup final, held recently in Baku, Azerbaijan. Though he had to settle for silver in a closely contested final against Magnus Carlsen, his tenacious game won him admiration from even chess legend Garry Kasparov. But this was nothing. In 2018, at 12 years, 10 months and 13 days, he had already become the world’s then-second-youngest chess grandmaster – and, in 2022, he won the Arjuna Award.

Rameshbabu Praggnanandhaa (fondly called Pragg) is a global sensation. His journey is not just a personal triumph but a symbol of India’s emergence as a formidable force in the world of chess. His achievements, coupled with the collective efforts of mentors, family, and the chess community, paint a picture of a nation that is poised to dominate the chess space in the years to come. As Pragg continues to chase his dreams, he carries the aspirations of a nation on his shoulders, representing the confidence and spirit of the New India.

Pragg discussed his life, his inspirations and the game of chess with Sudipta Bhattacharya, CTO of the Adani Group.

International Master when you were 10 years old, Grandmaster when you were 12, reaching the World Cup finals, playing against Magnus Carlsen ... what’s next on the cards?

I want to qualify for the World Championship title match and so that’ll be my next big thing. It’s next year, in April, and I’m looking forward to being among the top eight players participating.

Vishwanathan Anand, the chess legend, hails from your state of Tamil Nadu. How would you describe your relationship with him?

He has been mentoring me for the last three years. I’ve learned a lot from his games and from discussing chess with him. He’s a legend on the board and off it as well and a huge inspiration for me.

I’m sure you get this asked a lot: how often do you play with him, and when you do, who wins?

We have been playing a lot of training games and we beat each other often. We don’t have a scoreboard. We don’t play to maintain one. One thing that he has taught me is to be always down-to-earth and humble, despite my victories.

Could you tell us about the role that your family has played in your life?

They have had a huge role to play in my success. My sister was the first one to play chess in the family. She started when she was just six. I learned chess from her. My father works in a bank. He had polio when he was three or four and can’t work normally or travel too much. My mother is a housewife. She travels with me to my tournaments, and with my sister too (she is No.3 in the rankings). Sometimes, when both of us have tournaments to play at the same time, one of us goes alone. My father stays at home. My parents have made immense sacrifices to ensure my sister and I get to do what we are good at.

Yet another person who has had a great influence on your life is your coach RB Ramesh, himself a Grandmaster. How did you meet him? What’s the story?

I first met him when I was six years old. He was giving a complementary lecture at a junior world championship. That was the time when I had finished second in the Under-7. My school informed my father about the Grandmaster’s lecture and we went to listen to him. At that time, I was training under another coach. When Ramesh Sir asked me questions, I answered them well. He then gave me puzzles to solve. My father approached him later and requested him to train me. We started working together from 2014 and he has been a huge support, not just with the technical stuff but also with the psychological aspect. He has guided me throughout and I shall forever be grateful to him.

Tell me Pragg, how do you prepare for your tournaments, considering you are literally playing every day?

It’s tough. You have to maintain your mental as well as physical energy but I am just 18. And I look at the rest of my life and all the possibilities, and the dream of making it to No.1, and it just becomes easier. I can focus better and play better.

What do you think has led to this resurgence of chess in India?

I believe Vishwanathan Anand Sir inspired an entire generation of people to play chess. And now with social media, we have a bigger and wider audience. We also have a lot of old players become coaches and help the young ones. So the entire ecosystem grows.

Thank you, Pragg. It is great to see that India is heading towards becoming a superpower in chess. That’s the confidence of New India.

Sania Ahmad

India is shining. We landed on the moon and made history. We landed at the 2022 Asian Games in Hangzhou - and, well, we are now over the moon! In a stunning display of skill, determination, and sportsmanship, India has not only exceeded its previous performances but has also etched its name in the annals of sporting history, having beaten its own medal tally and creating a new record of 107 medals that included 28 golds, 38 silvers and 41 bronzes - the first time in Asian Games history that the country has crossed the three-figure mark. This period marks a significant turning point in India’s athletic prowess, underscoring the nation’s emergence as a formidable force in international competitions. India shines, and with it shines the dreams and future of hundreds of athletes who have dared to dream big, not just for themselves but for the nation.

Neeraj Chopra continued his golden streak in the javelin throw, securing the top spot on the podium and adding another gold medal to his illustrious collection. His consistent dominance in the field has established him as one of the most formidable athletes in the world today. Close on his heels was India’s rising star Kishore Jena who cemented India’s position in the second place as well by bagging the silver. Dipika Pallikal and Harinder Pal Sandhu made history by winning the first-ever squash mixed doubles. Saurav Ghosal who settled for silver became the first Indian player to win five consecutive squash singles medals.

It rained gold on India’s archers too. The men’s compound team clinched the first spot and reclaimed their title after 2014. The women’s contingent won another gold. Yet another record was set by the quartet of Muhammad Anas, Amoj Jacob, Muhammad Ajmal and Rajesh Ramesh as they blazed past the finish line to their gold in the 4x400m men’s relay. Meanwhile, Vithya Ramraj was in three distinct medal presentations, having secured a silver in the >> women’s 400m hurdles, a silver in the mixed 4x400m relay, and yet another silver in the women’s 4x400m relay.

Shooting, which has always been Team India’s expertise, saw the team set new records in multiple events at the competition. Kynan Chenai, Zoravar Singh Sandhu, and Prithviraj Toindaman secured gold in the men’s trap team event, setting an Asian Games record of 361. In the men’s 10m air pistol team, Sarabjot Singh, Arjun Singh Cheema, and Shiva Narwal collaborated to achieve yet another gold. Sarabjot Singh and Divya TS earned silver in the 10m air pistol mixed team event. Individual gold medals were claimed by Palak Gulia in the 10m air pistol and Sift Kaur Samra in the 50m rifle 3 positions. Notably, Sift Kaur Samra’s gold-winning score of 469.6 in the final also established a new world record.

India’s shooting contingent, comprising 33 members, secured an additional five gold medals in team events. Former world champion Rudrankksh Patil, along with Olympians Aishwary Pratap Singh Tomar and Divyansh Singh Panwar, set a world record of 1,893.7 to clinch gold in the 10m air rifle. Aishwary Pratap Singh Tomar contributed to the gold medal in the men’s team for the 50m rifle 3-positions, achieving another world record of 1,769. Tomar, a Tokyo Olympian, also secured silver and bronze in the individual 50m rifle 3-positions and 10m air rifle, respectively, making him India’s most successful shooter at the Asian Games with four medals.

Teenager Esha Singh mirrored Tomar’s success, winning four medals. She, along with Manu Bhaker and Rhythm Sangwan, claimed gold in the 25m pistol and secured silver with Palak Gulia and Divya TS in the 10m air pistol team event. Additionally, Esha Singh earned individual silver medals in both shooting events.

The men’s badminton doubles duo of Satwiksairaj Rankireddy & Chirag Shetty not only won a historic gold but also went on to become the first ever pair from India to occupy the World No.1 rank. India’s No.1 singles player HS Prannoy won bronze and ended a 41-year hiatus in men’s singles medals for India since Syed Modi’s bronze in the 1982 New Delhi Games. Additionally, Prannoy played a crucial role in the men’s team, contributing to their success in securing a silver medal.

That age is just a number was well proven by team India. Sanjana Bathula became the youngest Indian medallist in the Asian Games, securing bronze in the women’s speed skating 3,000m relay event at the age of 15 years, three months, and 11 days. On the other end of the spectrum, Jaggy Shivdasani made history as the oldest Indian to clinch an Asian Games medal. At the age of 65 years, seven months, and 20 days, he contributed to the men’s bridge team’s success in earning a silver medal in Hangzhou.

India’s exceptional performance at the 2022 Asian Games (belatedly held in 2023 from 23 Sep to 8 Oct) is a testament to the nation’s commitment to fostering sporting talent. Increased investment in sports infrastructure, comprehensive training programs, and strategic planning have played a pivotal role in creating an ecosystem conducive to the growth of sports in the country.

This period of great revival in India’s athletic prowess is not just about medals; it’s about inspiring a nation. The achievements at the Asian Games have ignited a renewed passion for sports across the country, motivating aspiring athletes to dream big and work hard to achieve their goals.

As India shines on the Asian Games stage, the significance of these victories goes beyond the sporting arena. They serve as a beacon of hope, resilience, and unity, bringing together a diverse nation under the banner of sporting excellence. The success of Indian athletes at the Asian Games resonates with the spirit of a new India—one that is confident, ambitious, and ready to conquer new frontiers in the world of sports.

In the words of Chairman Gautam Adani, “Momentum begets momentum. India is incredible.”

Arpita Vadgama

Sports has the unique ability to bring people together and play a pivotal role in social development and community engagement. The Adani Foundation is firmly committed to promoting sports and empowering young talent at the grassroots level by providing them with valuable exposure and experience. As part of its mission to offer a comprehensive education to children, the Foundation identifies and nurtures budding sports stars through coaching, equipment support and the organization of various tournaments. Here are inspiring stories of young athletes empowered by the Adani Foundation’s commitment to sports and community development.

The Adani Foundation’s unwavering commitment to fostering sporting talent at the grassroots level continues to inspire these young individuals to dream big and pursue excellence in their chosen sports. Through dedicated coaching, equipment support, and valuable exposure, the Foundation is helping shape the future of these budding athletes while enriching the communities they belong to.

Tanvi Antala

Sport: High Jump

School: Adani Vidya Mandir, Ahmedabad, Std 9

Achievement: Secured 1^st position in the District-Level School Games Federation of India (SGFI) and selected to represent Gujarat State

Marmi Jagani

Sport: Long Jump

School: Adani Vidya Mandir, Ahmedabad, Std 9

Achievement: Achieved 2^nd position in the District-Level School Games Federation of India (SGFI).

V Amulya

Sport: Shooting Ball

School: Adani Vidya Mandir, Krishnapatnam, Std 9

Achievement: Secured Gold and Bronze medals at the State Level (Inter-District) Shooting Ball Championship 2023

Mohit Ram Sarthi

Sport: Shot-put and Javelin Throw

School: Adani Vidya Mandir, Surguja, Std 9

Achievement: Selected for the State Level in Shot-put and Javelin Throw

Yashwant Singh

Sport: Badminton

School: Adani Vidya Mandir, Surguja, Std 11

Achievement: Selected for State Level in Badminton Competition

Shital Rambhai Gadhavi

Sport: Kabaddi

Achievement: Admitted to the District Level Sports School (DLSS), a scheme by the Sports Authority of Gujarat (SAG) aimed at nurturing young sporting talents. This program provides top-notch training, proper nutrition, extensive tournament exposure, and high-quality education, all at no cost.

Previous School (under Utthan): Shree Mota Bhadiya Primary School, Mandvi

Name of the DLSS: Shree Era Public School, Morbi, Std 9

Devandh Gadhavi

Sport: Kho Kho

Achievement: Admission to the District Level Sports School (DLSS), a scheme by the Sports Authority of Gujarat (SAG) dedicated to nurturing young sporting talent. This program provides students with top-notch training, proper nutrition, extensive tournament exposure, and a high-quality education, all at no cost.

Previous School (under Utthan): Shree Mota Bhadiya Primary School, Mandvi

Name of the DLSS: Shree Era Public School, Morbi, Std 9

Sania Ahmad

It’s that time of the year again. The time to let go and run our hearts out at the Adani Ahmedabad Marathon. Inaugurated in 2017, this initiative by the Group took its inaugural stride in November 2017 and completed its sixth lap in November 2022. An expression of solidarity towards the armed forces, the marathon sees, apart from regular citizens, thousands of bravehearts from the Army, Navy and Air Force participate, all united under the umbrella of #Run4OurSoldiers.

The marathon, ever since its inception, has seen some heartwarming and inspiring stories of courage and resilience. For Nisarg Shah, training for the marathon wasn’t easy. Every kilometer came as a grueling test, but the will to win over life succeeded. After all, he had beaten cancer the same year he started his running spell. Small laps of 20-25 km per week lead to running marathons after marathons every year. Six years later, he has the same commitment, with a successful running stint of 6 years now under his belt and is now prepping for the upcoming Adani Marathon. “It’s not easy to prepare for any marathon,” Mr Shah says, “You need immense discipline, regular training and a high protein-less fiber-more carbs-no junk food diet. But 3 years of chemotherapy didn’t break me. This was a breeze, comparatively.” He has found immense satisfaction in running on the Adani marathon track. “The quality of the track is exceptional,” he says. “The route is stunning, and the facilities provided to the participants are par excellence. I participate in several marathons, and this is one of the best. It is something to look forward to every year because it has made me calmer and given me a more positive outlook towards life.”

Gopi Krishnan from Mumbai concurs. “With a level track in the early hours of autumn-y November, this marathon just clears your head. The route is so scenic and peaceful, and the facilities provided to the participants is so good, that the run humbles you. It clears your head. You might be running with several others, but this is your time to spend with yourself.” A banker who spends 12-14 hours every day in the office and in transit, Mr Krishnan is also a part of the Thane Striders, a Mumbai-based fitness training group that trains running enthusiasts for competitive races and marathons. The training was not easy for Mr Krishnan either, asthmatic that he is. He struggled to keep up, but letting go of his passion was not an option. Extensive fitness coaching in the mornings and the evenings, cutting down on junk food and maintaining a strict, protein-rich diet have helped not just make him stronger but also improved his asthma.

63-year-old Khurshid Mistry is a retired banker and proves every day that age is just a number. Having spent the past 10 years running marathons, Ms Mistry has been participating in the Adani Marathon since 2021. As somebody who used to live a hectic life earlier, she decided to take charge of her life and started running again after 20 years. With more time on her hands now, she trains five times a week under a coach, preparing not just for marathons but also sprints. Running”, she says, has made her more disciplined and goal-oriented. The Adani Marathon every year is something she looks forward to. “I mean who wouldn’t want to run a marathon on that flat track in a peaceful city like Ahmedabad? The marathon is held in November so the weather is beautiful, and arrangements made are terrific.” The best part about the marathon, she says, is that there are proper age categories for you to participate in, a concession that not many marathons make.

This year’s marathon will be held on 26 November at the Riverfront Sports Park and promises to be another soul-satisfying run with a full track of 42.1 km. Registrations have already started and as Mr Krishnan tells us, his tickets to Ahmedabad is booked. There will be many more stories of dreams coming true and resilience in the face of all challenges. As ‘Lightning Bolt’ Usain Bolt says, “Train hard, turn up, run your best and the rest will take care of itself.”

Dr Sergio Pawel

Since I arrived, only three months ago, I have immersed myself in the melting pot of an emergent community of young learners and a diverse faculty supported by a colossal infrastructure unique and unheard of in the world of international education.

With over three decades of experience in leading and establishing schools worldwide, I thought I had seen it all. Little did I know, the Adani International School project would prove to be a daring and ground-breaking venture in the world of international education. The team behind this pioneering project fearlessly challenges conventions and sets new standards for educational excellence.

Upon visiting the campus, one is immediately struck by the remarkable facilities. The campus is both grand and inviting, housing state-of-the-art specialist facilities that are beyond imagination.
My journey began at the nursery facilities designed exclusively for our youngest students, and it has been an absolute delight to witness the transformation of 3-year-olds into confident individuals in a matter of weeks. The ramp leading to their first-floor classrooms symbolises their personal growth journey, as they transition from reluctant arrivals to independent learners, bidding their guardians goodbye with a wave. Their physical journey became a metaphor to my understanding of the learning journey in this unique setting.

The element of surprise extends beyond the nursery, permeating the entire modern temple of wisdom. The meticulously planned design caters to the aspirations of the new generation, fostering innovation, social activism, global leadership, sports excellence and entrepreneurship in an ever-evolving job landscape. Instead of confining us, both teachers and students, these buildings invite us to explore abundant resources and expand our horizons of ideas.

If the exceptional facilities were not enough to inspire any education leader, the diverse and highly qualified faculty certainly will. Throughout my international educational journey, spanning continents (excluding Oceania), I have encountered both positive and challenging aspects shared by successful international schools. One common challenge is the often superficial treatment of cultural values. Cultivating a strong intercultural understanding in future leaders is not only desirable but also demanding. Here, I am deeply impressed by how the importance of preserving the cultural heritage of this nation and region is woven into the fabric of the international curriculum.

Though the school is just two years old, it displays the enthusiasm and drive of a gifted child eager to leave its mark on the world of education. To realise its lofty ambitions, the founder and Chairperson of the Adani International School, Namrata Adani, joined forces with top-tier providers and consultants. In record time, we have established a world-class music department, a sports program supported by renowned professional coaches and a robotics team that rivals the best in the country. Even our United Nations program, which typically takes years to develop, has been fast-tracked thanks to the exceptional dedication and enthusiasm of our students.

Imagination without boundaries serves as the foundation for every bold and successful project. It is through envisioning the future that we transform the seemingly impossible into reality. Our school is no exception. Just a few years ago, Ms Namrata embarked on a journey to create a school founded on a set of simple yet powerful values: curiosity, innovation, perseverance, courage, kindness and self-discipline. These six fundamental principles have not only shaped our planning and curriculum but have also influenced our faculty selection and the overall educational experience.

Thanks to her vision, I now find myself at home within a tightly knit community, firmly rooted in these meaningful and powerful principles.

The Adani International School is a shining example of what a dedicated team can achieve when they combine expertise, quality and imagination. I am privileged to lead this ambitious project, which transcends the definition of a school. It represents an educational environment that is future-oriented yet centered on the well-being of children, firmly rooted in a rich cultural heritage. Every day, I am motivated and inspired by the infectious energy and dedication of our remarkable students.

Kumar Arpit

In a significant step towards fostering renewable energy awareness and accessibility, Adani Solar has joined forces with its reseller partner, Amilya Engineering, to unveil its pioneering Experience Centre in the vibrant city of Kochi. This remarkable centre, the first of its kind, promises to be a game-changer in the world of solar innovation.

A Gateway to Solar Innovation

The Adani Solar Experience Centre in Kochi opens its doors to visitors eager to embark on a journey into the captivating realm of solar innovation and technology. Beyond being a mere showroom, this center offers a comprehensive and immersive experience that provides in-depth insights into Adani Solar’s diverse range of solar modules, inverters and energy storage solutions. It unveils the secrets of how solar power is harnessed to create a sustainable and eco-friendly future.

Personalised Guidance

Understanding that every solar journey is unique, Adani Solar and Amilya Engineering have assembled a team of dedicated experts ready to provide personalised assistance. Whether you are a homeowner looking to reduce electricity bills or a business owner in pursuit of sustainable energy solutions, our team collaborates closely with you to identify solar solutions that seamlessly align with your budget and objectives.

Promoting Green Energy Awareness

Adani Solar is on a mission to elevate awareness about the significance of green energy and its profound positive impact on the environment. Through interactive displays and informative sessions, visitors gain valuable insights into the benefits of transitioning to solar power, reducing their carbon footprint and contributing to a cleaner, greener planet.

Come, join the solar revolution at the Adani Solar Experience Centre in Kochi, and let’s GetSUNplugged together!

Birendra Kumar Verma

At the recent G20 summit, global leaders united to reaffirm their dedication to global cooperation for sustainable and inclusive growth and development. India, in the upcoming decades, is poised to become a hub for global growth and innovation, with ‘Make in India’ at the forefront of manufacturing and services. Driving this rapid economic transformation will be the country’s logistics and energy infrastructure.

At the Adani Group, we recognise our role as the infrastructural backbone of India’s growth story. As a leading business conglomerate with an ever-expanding portfolio, we are deeply committed to placing ‘people’ at the core of our growth strategy. Our vision statement embodies this commitment: “To be a world-class leader in business that enriches lives and contributes to nation-building infrastructure through sustainable value creation.”

In a fast-paced and growth-oriented business environment like the Adani Group, instilling values that promote resilience and sustainability is paramount. These values not only enhance business efficiency and competitiveness but also foster a culture of care for all stakeholders.

Central to sustainable value creation is Occupational Health and Safety (OH&S). Safety ensures that our employees remain motivated, engaged, and committed. It safeguards against setbacks and shocks that can jeopardise developmental gains during unprecedented times. This, in turn, leads to organisational resilience, underpinned by stakeholder engagement, responsible stewardship and future-proofing. To infuse this resilience throughout our business, it is imperative to foster a Safety Culture.

Safety Culture encompasses the attitudes, beliefs, perceptions, and values that employees collectively share regarding workplace safety. It is an integral part of our Organisational Culture, often summed up as ‘the way we do things around here’. Essentially, it means that safety considerations are woven into all aspects of business development, with the active buy-in of all stakeholders.

The journey from Commitment to Culture involves five transformational phases: Commitment, Communication, Conformance, Capability, and Culture. This progression allows us to transition from ‘compliance-focused safety models’ to models of safety excellence. As Anil Sardana, MD & CEO, AESL, asserts, “At Adani, we are committed to the highest standards of OH&S for our business partners, contractors, and associates.” This commitment begins at the highest levels of leadership and extends throughout the organisation.

Safety Excellence is characterised by consistent incident reporting discipline, growth-oriented strategic planning, and the enforcement of group safety standards that cover every worker, aligning with our Culture of Care. Achieving this evolution requires transformational leadership, addressing adaptive challenges, engaging and enrolling communities and developing practices through a synergetic approach. Our safety culture is characterised by openness and positivity. We continually strive to improve and learn from incidents, ensuring they are not repeated. Through collaborative efforts across the organisation, lessons from incidents are shared openly and enforced through standardised processes. Leadership commitment ensures that safety considerations are integrated into strategic business decisions and receive the necessary financial support. Our culture extends from our sphere of control to our sphere of influence through contractor and community engagement. Furthermore, we prioritise capability building and technological innovation to keep pace with business expansion, embedding resilience at every level.

As Gautam Adani, Chairman of the Adani Group, aptly notes, “Safety Culture is Adani’s flagship brand identity for incubating a safety culture and aligning custom programs, systems, and processes to enhance employee engagement levels of safety.” Therefore, our pursuit of safety excellence revolves around creating a high-reliability and high-performing Safety Organisation, driven by employee coordination, collaboration and the transformation of knowledge into action.

In this journey to foster a culture of safety, we are committed to not only achieving our strategic safety performance goals but also nurturing a cultural shift and embracing technological innovation. Through knowledge, action, and unwavering dedication, we are building a safer, more resilient and sustainable future for all.

The writer is the Adani Group’s Head of Safety.

Sweta Anand

Water, an essential yet finite natural resource, remains at the forefront of Adani Enterprises Ltd’s (AEL) consciousness. We exercise prudence in water usage, both within our operational framework and for household necessities. Ongoing efforts are in place to optimise water recycling and minimise reliance on freshwater sources. Our commitment extends beyond our immediate operations, as we actively engage in responsible water management practices that transcend our organisational boundaries. Reinforcing these initiatives is our Water Stewardship Policy, a cornerstone in AEL’s comprehensive approach to water management.

Water Withdrawal and Consumption

In our diverse business operations, where various water resources are indispensable, we remain acutely aware of our responsibility to minimise our impact on shared water sources. To achieve this goal, we continuously assess and refine our water withdrawal methods, striving for efficiency and sustainability. Through the active adoption of these practices, we ensure judicious and responsible water usage across all our operations. Our commitment to water efficiency is reflected in our varied business sectors.

Water Intensity

In our Mining Services division, there has been a noteworthy 23% reduction in water intensity (per million tonnes of mineral production) compared to FY 2021-22. This accomplishment demonstrates our dedication to optimising water usage in our mining operations. Similarly, our Solar Manufacturing business achieved an impressive 30% reduction in water intensity (per rupee of turnover) compared to the previous fiscal year. This achievement highlights our steadfast commitment to sustainability throughout our entire value chain. These accomplishments underscore our relentless pursuit of water efficiency and responsible resource utilisation. By constantly evaluating and improving our practices, we aim to continue minimizing our impact on shared water sources while ensuring the sustainability of our operations.

Zero-Liquid Discharge (ZLD) Systems

One of our key initiatives in sustainable water management is the widespread implementation of zero-liquid discharge (ZLD) systems across applicable operations. ZLD involves rigorous treatment and recycling of water within our facilities, ensuring that no untreated wastewater is released into the environment. Through these practices, we have significantly reduced our water footprint and conserved this precious resource. At all our mine sites, the successful implementation of ZLD ensures no liquid waste is discharged from our operations. Additionally, we have established robust recycling and reuse systems for processing water within mining lease areas. Moreover, in five of our airports (Ahmedabad, Jaipur, Guwahati, Lucknow and Mangaluru), dedicated mechanisms for ZLD have been put in place. Here, cutting-edge sewage treatment plants (STPs) effectively treat sewage, with the treated water utilised for horticultural purposes at the airports. This sustainable approach not only minimises our environmental impact but also ensures that treated water serves a valuable purpose, contributing to our commitment to responsible resource utilisation.

Dhruvi Bhagat

In a room charged with anticipation, the leadership of Adani Defence & Aerospace gathered to hear from the very heart of their organisation: the Chairman. As he began to speak, every gaze was unwaveringly fixed on him, hanging onto his every word as he recounted his journey from his initial steps as a first-generation entrepreneur to his place today at the helm of a vast business empire.

Chairman Gautam Adani spoke not only about achievement but about disappointment too. His reflections on failure were about viewing them not as setbacks but as stepping stones as he emphasised the importance of learning, growing, and rising stronger from each challenge. Mr Adani spoke of the collective spirit of success, underscoring the pivotal role of partnerships and the nurturing of those bonds.

The Chairman’s words deeply resonated with the audience as he talked about the importance of relationships. He emphasised that success is not a solo endeavour; it requires a collective effort. Partners, he explained, are the lifeblood of any business, and nurturing those relationships is of utmost importance.

As the Chairman concluded his address, he left the audience with a powerful message. He spoke about the privilege of contributing to nation-building, of being a part of something larger than oneself. He reminded them that they had the opportunity to leave a legacy, to make a lasting impact on the world.

With the value of purpose at the forefront of their minds, the audience had the privilege of listening to Dr Malay Mahadevia, a stalwart who has been with the group for over three decades. His insights into the Adani Group’s DNA and the factors that shaped the company’s success were invaluable.

In a captivating storytelling format, he shared his journey, drawing lessons from his background in dentistry to his transformative role in building the group. His anecdotes sparked laughter among the audience, creating a deeper connection with the organisation’s ethos. Dr Mahadevia also emphasised that it is the people who truly define the organisation.

One distinct phrase from his talk struck a powerful chord: “desh ki suraksha kar rahe ho tum (you are safeguarding the nation).” This statement resonated deeply, driving home the profound impact of their work and instilling a heightened sense of importance and responsibility among the audience.

This newfound sense of responsibility led to a profound discussion on thinking big, spearheaded by Mr Vneet S Jaain. He spoke of his journey with the Group, emphasising the importance of excelling in every endeavour and doing things the right way.

Grabbing the attention of the audience by recounting his personal stories with the Chairman, he underscored the power of trust and strong relationships. He stressed the significance of building relationships across all levels, as it provides valuable insights into the real situation and aids in making informed decisions. He also shared his belief that those working directly on-site are the driving force behind the company’s agenda, highlighting the need for corporate office members to stay connected with them.

A renewed understanding of goals and the drive for excellence was in the air. With everyone excited and motivated, it became imperative to consider how to sustain this newfound vitality.

This is where Mr Sudipta Bhattacharya stepped in, delivering an exceptionally enlightening session about what is next and thinking forward. He urged individuals to grasp the need for continuous learning in the realms of AI and ML, offering contemporary success stories and recommending relevant literature for contemplation. Mr Bhattacharya extended this concept into the defence industry, underlining the critical role of technology in the industry and the risks of obsolescence. He also shared stories from his journey alongside the CEO, facilitating a stronger connection between the audience and the business’s leadership, and provided everyone with a fresh perspective on how they could contribute to the organisation’s success.

The organisation’s success is undeniably rooted in its people, a sentiment that resounded throughout the event. Capt Raghu Raman took the reins for a thoughtful two-hour session across themes like culture, mindset, and collaboration. He conveyed the value of fostering a diverse team, with individuals from the forces and civilian backgrounds, along with the benefits of seamless collaboration for an enriched workplace. He brought these insights to life with captivating stories, drawing from the legends of mythology to the wars of celebrated history, making the lessons more vivid and relatable.

Next was the man who built the business ground-up. Mr Ashish Rajvanshi, CEO of Adani Defence & Aerospace, combined the learnings of the eminent speakers, weaving it together and presenting the roadmap envisioned for the business. He shared his personal journey of starting the business, offering a glimpse into the work behind the scenes that led to where they stand and his driving motivations – outlining the path to realise the team’s shared vision. He inspired the team to unite and leverage their newfound knowledge. With this, the team was left feeling a stronger connection to the collective vision, ready to work collaboratively towards their goals.

The event also featured various leadership sessions where they explored the diverse portfolio and shared stories of both success and failure. These sessions not only enabled cross-learnings but also enhanced their outlook on contributions within the teams.

The context of branding in the defence industry, and insights into marketing strategies relevant to the sector gave the team a sense of community and the importance of these topics. Towards the end, engaging lessons on the key role of leadership in shaping organisational culture, engaging employees, and aligning individual goals with the company’s vision were imparted.

As the curtains fell on this transformative event, the attendees left with a renewed sense of purpose, armed with valuable takeaways to implement in their professional journeys. The unwavering commitment to the future of Adani Defence & Aerospace was palpable, with each member driven to contribute their best with a common goal in mind: Helping Build a Secure Nation.

Satyavratsinh Jadeja

The video team of the Strategic Communications department is always on the move, covering news, events and happenings – and also documenting our businesses, innovations, and processes. However, there are times when things get particularly exciting, especially when we get to shoot something related to sports or games.

The past couple of months have been incredibly thrilling for our video team, with numerous shoots lined up for exciting sports and games activities. Here’s a quick report on what we’ve been up to and how we did it.

Poonam Advani

On the occasion of Ganesh Chaturthi, in the tranquil backdrop of the Adani Ports and Special Economic Zone (APSEZ) at Mundra, Gujarat, a unique and environmentally conscious initiative has taken root—an eco-friendly Ganpati idol, a symbol of protection, prosperity, and the fusion of spirituality and safety. This remarkable creation was the work of the dedicated team at APSEZ Fire Services, whose innovation and creativity produced a truly one-of-a-kind masterpiece.

The beloved God Ganesha, revered as ‘Vighnaharta’ for His ability to remove obstacles and usher in prosperity, holds a special place in the hearts of millions. The team at APSEZ Fire Services recognised the significance of this deity and its ability to bring positive energy into their lives and the workplace. With the belief that worshiping God can inspire and motivate the workforce, they embarked on an extraordinary project.

Nestled at the entrance of the Main Port Fire Station, the eco-friendly Ganpati idol stands as a powerful symbol of protection and hope. However, this is no ordinary idol. It is a unique creation crafted from fire safety equipment used in firefighting and rescue operations, symbolising the notion that just as Lord Ganpati protects us from adversity, this equipment safeguards us during emergencies.

The brain behind this exceptional creation is Dr Rakesh Chaturvedi, whose vision has been given form by Viren Arya, a dedicated fire officer. Supported by the skilled hands of Vyomesh (Engineer), Dayal Maheshwari (Carpenter), Lakhu Maheshwari (Painter) and the entire fire service team, this project became a testament to teamwork, creativity and dedication.

Each component of the eco-friendly Ganpati idol serves as a symbolic representation of firefighting and safety equipment:

• Suction adopter was used to create the head, and a suction hose was employed to shape the trunks of Lord Ganesha. These elements symbolise wisdom and the capacity to adapt, qualities closely associated with Lord Ganesha.
• A spade was utilised to craft the ears of Lord Ganesh. These ears are always open to the prayers and pleas of devotees.
• A delivery hose, along with a lifebuoy, was used to form the divine tummy of Lord Ganesh. This area symbolises the abundance and nourishment associated with Lord Ganesh.
• Breaching equipment, a fireman’s axe and nozzles were skillfully used to fashion the folded legs of Lord Ganesh. The folded legs represent meditation and contemplation, while these tools signify the strength and resilience required to overcome adversity.

The eco-friendly Ganpati idol at APSEZ Fire Services serves as a reminder that spirituality and safety can go hand in hand. It is a testament to the power of innovation, teamwork and the belief that embracing the divine can bring about positive change in the workplace and in life.

As the devotees at APSEZ offer their prayers to Lord Ganesha, they are also reminded of their commitment to safeguarding lives and ensuring the prosperity of their community.

This eco-friendly Ganpati idol stands not only as a symbol of protection but also as an inspiration to continue the journey toward sustainability and environmental consciousness. It beautifully encapsulates the spirit of resilience and hope that Lord Ganesha embodies, reminding us all that even in challenging times, with dedication and creativity, we can overcome any obstacle that comes our way.

Adani Vidya Mandir, Ahmedabad (AVMA), recently secured the prestigious International Green School Award at the 7^th NYC Green School Conference. The event, which unfolded on the sidelines of the 2023 United Nations General Assembly (UNGA), recognised AVMA for its exceptional dedication to eco-conscious education. AVMA’s remarkable achievements resonate with India’s steadfast commitment to sustainability in the field of education. The school’s vibrant eco-clubs, innovative curriculum integration, sustainable campus practices, and global partnerships are collectively shaping a more environmentally conscious and responsible generation of students.

Adani Saksham, the skill development arm of the Adani Foundation, has garnered the prestigious ‘Best Practice in Digital Transformation’ award from the esteemed CII-Tata Communications Centre for Digital Transformation. This accolade acknowledges the team’s unwavering commitment to implementing cutting-edge simulation-based training solutions for welders, electricians, HMV drivers, crane operators, and a range of other vocational programs.

This initiative not only ensures that industries have access to highly skilled personnel but also upholds the highest standards of safety and training quality, all while operating within a cost-effective framework. Augmented Reality (AR), ViWrtual Reality (VR), and Mixed Reality (MR) technologies form the core of these simulators, delivering diverse learning experiences across various modes of operation.