Welcome to the special anniversary edition of a-connect, the internal magazine of the Adani Group. As we celebrate a year since we rolled out our magazine in April 2023, we reflect on the milestones the Adani Group has achieved along the way.

This special edition serves as a testament to the incredible journey we have embarked on, offering a comprehensive reflection of the year gone by and the remarkable accomplishments of our various Business Units across the globe. From airports to FMCG, digital ventures to cement, green energy initiatives to our contributions in powering the nation and managing ports, the Adani Group has been thriving across diverse sectors. 

Through the pages of this edition, we invite you to join us on a journey of introspection, celebrating our achievements, acknowledging the challenges and embracing the opportunities that lie ahead. It is a showcase of the collective efforts and relentless dedication of our teams worldwide, driving innovation, sustainability and growth in every facet of our operations. 

We are immensely proud to present a glimpse of what has transpired across our Group in the past year, highlighting our commitment to excellence and our vision for a brighter future. We hope you enjoy reading this edition as much as we enjoyed bringing it to you. 

We extend our heartfelt gratitude to all our readers and contributors for their unwavering support over the past year. Your enthusiasm and engagement have been instrumental in making a-connect a cherished platform for sharing insights, experiences and achievements within our Adani family. 

Here’s to another year of success, collaboration and progress. Let us continue to connect, inspire and shape the future together. Cheers!  ●

Stay updated with a-connect as we expand in the mining, metals, and related industries, spreading our positive impact far and wide this fiscal year. ●

The writer is CEO of Adani Natural Resources and MD of Kutch Copper Ltd.

Samir Vora

F

rom record cargoes shipped from our port to our solar farm being named one of the nation’s best, the 2023-2024 Indian Financial Year (IFY) was another filled with milestones for Adani’s Australian businesses trading under the Bravus banner.

It was 2010 when the Group entered the Australian market with the vision of developing a thermal coal mine, railway, and port facilities to provide energy to people who need it.

Fourteen years later and Bravus has successfully turned that vision into reality. Today, our Australian operations span export thermal coal, solar energy, port operations, and rail network and rail operations across six distinct companies based in regional areas of the state of Queensland.

These businesses contribute significantly to local, state, and national economies as they generate local employment, foster growth for regional contractors and suppliers, and facilitate the export of Australia's abundant resources to global markets. In total, more than 2,000 men and women work at a Bravus site every day, making us one of biggest private job creators in these communities.

Bravus’ operations also play a critical role in creating the sustainable and affordable global energy mix that enables the transition to a lower carbon future and being able to leverage the Adani Group’s knowledge of energy demand and markets in the Asia Pacific region, as well as the Group’s expertise in infrastructure construction and management, has been central to our success in this space.

IFY24 was the second year of operations at the Carmichael mine, which is an open-cut thermal coal mine and our flagship Australian investment under the Bravus Mining and Resources brand.

I am delighted to say that Carmichael hit a consistent production rate of 10 million tonnes per annum during the fiscal period, and total production achieved more than 50% year-over-year growth. This is an outstanding achievement by the team in such a short space of time, and, importantly, one they accomplished while maintaining Australia’s rigorous safety, environmental, and sustainability standards. We are now in good stead to focus on optimising the mine’s assets to continue to incrementally increase production in line with our approvals.

The coal from Carmichael is transported on rail more than 350 kilometres from the mine to our export terminal north of the town of Bowen by our Bowen Rail Company (BRC) business, which, similarly, has gone from a start-up to a world-class rail freight operator in just three years.

Aligned with the increase in the Carmichael mine’s production, BRC ran 1,643 train services in the reporting period – a 40% increase on IFY23 – and did so at 98% service reliability, which is industry-leading in Australia.

I had the pleasure of attending a lunch with Bowen’s civic leaders in November 2023 to celebrate the first 10 million tonnes of Carmichael coal mined and railed, and it was tremendous to see how warmly our new business and its people had been embraced by this thriving and friendly community.

We of course have a long and deep relationship with the Bowen and greater Whitsunday region. Our multi-user North Queensland Export Terminal, which receives and exports Carmichael’s coal to the world, was Adani’s first commercial venture in Australia and we purchased the Terminal operations and maintenance business, Abbot Point Operations, from Glencore in 2016.

Since then both businesses have worked in lockstep to provide strategic export access to about a dozen major coal production customers in Queensland’s Bowen and Galilee mining basins. IFY24 saw a record 34.7 million tonnes of thermal and metallurgical coal from our customers, including Bravus Mining and Resources, exported through the Terminal.

About 350km south-southwest of Bowen near the central Queensland town of Moranbah our 65MW Rugby Run Solar Farm also continued to shine. Rugby Run uses panels manufactured in Mundra by Adani Solar and is a regular good news story for the Group’s renewables credentials in the Australian market when independent energy researcher Rystad Energy ranks Rugby Run among the nation’s best performing large-scale PV facilities month after month.

Finally, IFY24 was the beginning of our journey towards executing a world-class digital and data strategy that optimises our overarching Australian business strategy and drives greater collaboration, efficiency, performance and return on investment. DigiWave 1 achieved significant traction and provides a solid foundation for us to deliver DigiWave 2 this year.

While I, and every member of our Australian businesses is enormously proud of what we have accomplished together in the last 12 months, what pleases me the most is that each of these commercial successes was achieved while maintaining safe, efficient, and environmentally compliant operations. This discipline and commitment to our people, communities, and environmental stewardship is fundamental to our long-term success and to maximising returns to shareholders.

On that note, I would also like to thank our Chairman, the Adani family, and the other business leaders from the Adani Group for their strong commitment and conviction over the years.

Through Bravus, the Adani Group has invested more than AUSD7 billion in Queensland and Australia, which is more than any other Indian company. It is thanks to this drive and sense of purpose – at times in the face of the most difficult odds - that Bravus’ companies enter IFY25 ready to capitalise on the promise of the vision cast so many years ago. ●

The writer is Executive Director of Bravus Australia.

The journey of the Adani Foundation exemplifies a steadfast commitment to empowering communities and driving sustainable change across India. Through a multifaceted approach that combines long-term transformative programs with strategic partnerships and grassroots initiatives, the Foundation has touched the lives of countless individuals, catalysing socio-economic transformation at the grassroots level. By fostering people-led initiatives, building institutions, and promoting education, skill development and inclusive growth, the Adani Foundation continues to pave the way for a brighter, more equitable future. As we look ahead, our resolve remains unwavering, guided by the belief that sustainable development is not just a goal, but a shared responsibility towards building a better tomorrow for all. ●

The writer is Executive Director of Adani Foundation.

Ashwani Gupta

P

orts, often described as the lifelines of global trade, have undergone a remarkable journey of evolution over centuries. From humble harbours dotting ancient coastlines to sprawling multimodal hubs bustling with activity, the growth story of Adani Ports is a testament to human ingenuity and the relentless pursuit of connectivity and prosperity.

APSEZ represents a large network of ports with India's largest SEZ at Mundra and is India's largest private port operator with its global presence across 16 strategic locations with latest acquisition being the Gopalpur Port in Odisha.

In the big picture of global trade, container traffic is like a vital string tying together different countries and their businesses. Nowadays, everything from phones to fruits travels across oceans in these containers to reach stores around the world. At our ports, huge cranes lift these containers off ships, working non-stop to keep up with the growing amount of cargo. During the fiscal year 2023-24, APSEZ handled a container volume of 9.71 million TEUs, reflecting a notable 13% surge from the volume managed in the previous fiscal year, 2022-23. But beyond just the numbers, container traffic tells a story of how ports are using modern technologies to keep up with the demand while also being more environmentally friendly. It is a tale of how we are constantly finding better ways to keep goods moving smoothly across the globe.

At APSEZ, every ship's arrival marks a moment of anticipation and action. As vessels from around the world glide into our berths, they bring with them the lifeblood of global trade. In the fiscal year 2023-24, the bustling activity at our domestic ports saw an impressive tally of 9,561 vessels handled, substantiating a remarkable surge of nearly 12% compared to the preceding year's count of 8,538 vessels.From towering container ships to sturdy bulk carriers, each arrival symbolises the flow of goods and the connections between nations. Our dedicated teams stand ready to welcome these vessels, ensuring smooth operations and efficient cargo handling. With each ship that docks, we reaffirm our commitment to facilitating commerce, driving economic growth, and serving as a vital link in the global supply chain. At APSEZ, every ship's arrival is not just a moment in time but a testament to our unwavering dedication to excellence in maritime services.

The exponential growth in imports and exports (EXIM) directly fuels Adani's expansion, which in turn becomes a catalyst for the nation's overall economic advancement. As APSEZ experiences a surge in trade activity, driven by increasing volumes of goods flowing through its terminals, the ripple effects extend far beyond its confines. In essence, the symbiotic relationship between EXIM growth and Adani's expansion serves as a cornerstone for the nation's sustainable growth trajectory, solidifying its position as a key player in the global economy.

APSEZ forms a strategic network stretching like a string of pearls, connecting from Mundra Port in the west to Dhamra Port in the east, has been bustling with activity. Ships from all over the world are arriving, bringing with them millions of containers filled with goods for markets near and far. But it is not just containers; there are also bulk carriers bringing coal, iron ore, and other vital materials to fuel industries. Liquid terminals are busy too, unloading oil, crude, edible oils, chemicals, and liquefied natural gas. Behind the scenes, APSEZ has invested in new infrastructure and technology to handle the increasing trade demands. We have got modern terminals with the latest equipment to ensure quick and smooth operations. We are also focusing on being environmentally friendly, with initiatives like using renewable energy and reducing emissions. As the day ends, Adani Ports & SEZ continues to grow, playing a crucial role in India's economy by connecting the nation to the world.

Adani Ports and Special Economic Zone , India’s largest ports and logistics company, has handled 420 MMT (+24% Y-o-Y) cargo in FY24 (including international ports), with domestic ports contributing over 408 MMT cargo. While it took 14 years for the company to achieve the first 100 MMT of annual cargo throughput, the second and third 100 MMT throughputs were achieved in 5 years and 3 years respectively. The latest 100 MMT mark was achieved in less than two years, now it has surged to an impressive 400 MMT. This significant increase reflects the port's exceptional growth and capability in managing trade activities. From handling containers to bulk carriers and liquid cargo, APSEZ has seen a substantial rise in all sectors, showcasing its pivotal role in facilitating global commerce.

Moreover, APSEZ is venturing beyond traditional port activities to offer integrated logistics solutions that covers the entire supply chain spectrum. This strategic expansion encompasses seamless first mile- last mile services, from Factory to Ports. By integrating wet and dry port operations with trucking services, we aim to streamline cargo movement, enhance connectivity, and provide end-to-end solutions that meet the evolving needs of our customers and stakeholders.

Through these initiatives, APSEZ is committed to unlocking new avenues for dynamic business growth, leveraging innovation, and embracing the challenges of tomorrow's maritime industry with confidence and foresight. ●

The writer is CEO of Adani Ports & SEZ.

Angshu Mallick

I

n reflecting on our remarkable achievements in the year 2023, it is clear that our integrated business model and strategic initiatives are paving the way for a promising future. We have immerged as one of the top 10 youngest and fastest-growing FMCG companies in India, a testament to our unwavering dedication to excellence and innovation. Furthermore, our global footprint now extends across more than 50 countries, underscoring our commitment to expand our reach and impact on a global scale.

At the heart of our success lies our unique farm-to-consumer integrated business model. By procuring multiple crops throughout the year from local farmers, we not only ensure a seamless and sustainable supply chain but also empower farming communities, thereby fostering agricultural sustainability and resilience. This holistic approach underscores our firm belief in the importance of fostering mutually beneficial relationships with our stakeholders, from farmers to consumers.

Our infrastructure stands as a testament to our unwavering commitment to operational excellence. With over 60 state-of-the-art manufacturing units and strategically positioned depots at every 250 kilometres, we possess a robust infrastructure that enables us to efficiently cater to diverse markets. As a result, we proudly provide cooking solutions to over 118 million households and continue to expand our reach, ensuring that our products are accessible to all.

Innovation is ingrained in our DNA, driving us to constantly push the boundaries of what is possible. Whether it is the introduction of new products such as our ready-to-cook Biryani Kit and Brown Rice variant or the launch of packaged whole-grain wheat under our flagship brand Fortune, we remain at the forefront of meeting the evolving needs and preferences of consumers. Our commitment to innovation not only sets us apart but also ensures that we remain agile and adaptable in an increasingly competitive market landscape.

Our marketing efforts are equally strategic and impactful, aimed at enhancing brand visibility and fostering deeper consumer engagement. Collaborations with prestigious sporting events like the Women’s Cricket Premier League and culinary shows such as Masterchef, coupled with television commercial campaigns featuring renowned personalities like Akshay Kumar, have further solidified our position as a brand synonymous with quality and reliability.

Beyond profits, we at Adani Wilmar, are driven by a purpose to make a positive impact on society and the environment. One of our CSR initiatives, ‘Fortune SuPoshan’, focuses on nourishing malnourished children, adolescent girls and mothers. Since 2016, 1,000+ SuPoshan Sanginis, the village volunteers have reached 1.5 lakh+ children and 2,400 anganwadis. The project has liberated more than 90,000 children from the confines of malnourishment.

Environmental stewardship is not merely a corporate obligation but a core value that guides our every decision and action. With 98% of our packaging being recyclable and the successful collection and recycling of nearly 31,000 MT of plastic waste through initiatives like Extended Producer's Responsibility, we are resolutely committed to minimising our ecological footprint and preserving the planet for future generations.

Looking ahead, we remain steadfast in our commitment to sustaining our momentum and driving growth. Our strategic priorities include expanding our distribution coverage, cultivating fast-growing channels like HoReCa and Exports, and accentuating premium brands like Fortune and Kohinoor. Furthermore, our relentless pursuit of operational efficiency and excellence will continue to be a cornerstone of our success, as we optimise inventory management and enhance capacity utilisation to further elevate our performance.

Our efforts have been recognised with prestigious awards, including recognition as a Great Place to Work for the 7^th consecutive year, the prestigious SKOCH ESG Award for Clean Logistics, the CII Food Safety Awards, and the Outstanding Security Performance Award. These accolades inspire us to continue striving for excellence, innovation and sustainability across all domains.

As we look towards the future, we are confident that our integrated business model, coupled with our relentless pursuit of excellence, will position us for continued success and growth in the FMCG sector. We are excited to grow alongside our nation, aligning our strategies with the changing needs and aspirations of consumers while remaining steadfast in our commitment to sustainability and excellence. Together, we are shaping a brighter, more sustainable future for all. ●

The writer is MD & CEO of Adani Wilmar Ltd.

Accelerating Growth

In the preceding year, we witnessed the charisma of our strong commitment to strategic growth and sustainability. At the core of our success lies our growth blueprint.The strategic acquisition of Sanghi Industries has been not only a milestone but also a catalyst for a new era of collaboration within Adani, Ambuja and ACC – our AAA synergy. This synergy marks a paradigm shift in industry standards, propelling us towards excellence. The acquisition of Asian Concretes and Cements represent a significant stride in enhancing our cement capacity, aligning seamlessly with our ambitious goal of achieving a 140 MTPA capacity. These acquisitions have bolstered Adani’s cement capacity to an impressive 77.4 MTPA, reinforcing our market presence.

Covering every region of the country, we have already initiated capacity expansion projects of 32 MTPA. This expansion outlines our roadmap towards achieving a capacity of 110 MTPA by FY 2025-26, reaffirming our commitment to meet the increasing demands of the market.

Additionally, our synergy with the Adani Group's diverse businesses has endowed us with an enviable edge, setting us on a path of unmatched growth.

Innovation & Digitalisation

To ensure continuous innovation, we have established a state-of-the-art cement and concrete R&D facility. This facility primarily focuses on new product development, enhancing productivity, and reducing energy consumption and environmental impact.

Our modern plants exemplify efficiency by leveraging the highest productivity at the lowest cost, making us one of the most competitive and sustainable cement producers. With more than 85% of our production in blended cements, reinforces our strength in green cement manufacturing. We envision adding around 40 MTPA of new clinker capacity, implying around ten new clinker lines and approximately 35 new grinding units, each designed with an eye on sustainability and efficiency.

We believe in the immense power of digitalisation as a significant multiplier in our cement growth strategy. It has become the driving force behind transforming our entire value chain, from quarry to lorry. By ingraining technology as a fundamental aspect of our culture, we have embarked on a journey that leverages cutting-edge technologies and applications such as Industry 4.0, artificial intelligence, mobile platforms, global positioning systems, and data analytics. These innovative tools enable us to make informed decisions daily, enhancing efficiency and productivity. Our efforts are actively driven towards the pursuit of creating a carbon-neutral and digitally integrated supply chain, as we embark on a mission to revolutionise the industry.

Our resolute focus on cost reduction strategies has been pivotal to our success. Our commitment to sustainable practices is reflected in the significant decrease in power and fuel costs. In FY 2023-24, power and fuel costs decreased significantly. This remarkable achievement is a result of better fuel management and structured initiatives, showcasing our dedication to reducing costs and optimising our operations. Initiatives such as waste heat recovery systems, increased investments in renewable power generation, and securing coal supplies have played a vital role in enhancing self-sufficiency, reducing reliance on fossil fuels, and shrinking our carbon footprint.

Sustainable practices lie at the heart of our mission, and we remain steadfast in our commitment to environmental stewardship. We are continuously increasing the share of alternative fuels and green power in our operations. With an investment of over INR 10,000 crore in green power projects, we aim to power 60% of our expanded capacity through the generation of 1 GW of solar and wind power. Furthermore, we will harness the potential of waste heat recovery systems, contributing an additional 376 MW of green power to our operations by FY 2027-28. These initiatives not only drive sustainability but also offer compelling economic advantages.

Aligned to our goal of self-sufficiency, winning bids for coal and limestone mines have played a crucial role. Our coal mines in Dahegaon-Gowari and the existing Gare Palma coal block will cater to 40% of our coal requirements, ensuring a steady and reliable supply. Additionally, we have successfully secured ten new limestone mines with a reserve of 586 million tonnes, further strengthening our operational capabilities.

By ensuring the highest quality products and exceptional service, we aspire to be the preferred choice in the industry. Additionally, the well-being and safety of our employees continue to be a top priority. Through udaaan, our excellence program, we fostered a culture of inclusivity and growth, enabling our workforce to thrive and contribute to our collective success.

Beyond business, our dedication extends to creating societal value for more than 7 million people, contributing to healthcare, education, employment and sustainable livelihoods for communities. Establishing our leadership in water governance, Ambuja Cements is 8 times water positive and 6 times plastic negative by co-processing of plastic waste in cement kiln.

Enhancing Our Visibility

Ambuja Cements and ACC are well-recognised iconic brands. We have made significant investments to strengthen our brand presence throughout this year. Our efforts included the launch of impactful television campaigns that deeply resonate with our target audience. Thematic films like Ambuja’s ‘Mazbooti Ki Misaal', championing the rich legacy of ‘Giant strength’ and ACC’s ‘Bharoosa Atoot', highlighting our dedication to both nation-building garnered impressive over 30 million views across platforms. Moreover, we have consistently increased our outdoor visibility through targeted campaigns and collaborations with influencers, which has further increased brand recognition. With a nationwide network of over 1 lakh channel partners and a strong alliance of influencers such as engineers, contractors, and architects, our reach and impact has been consistently growing.

Accolades

I am incredibly proud of our team, whose passion and expertise continue to drive our growth and solidify our position as an industry leader. Our efforts have been recognised; I take pride in sharing we have been honoured among 'India's Top 50 Most Sustainable Companies' across industries by BW Businessworld. Also, Ambuja Cement and ACC have been ranked as ‘India's Most Trusted & Iconic Cement Brands’by TRA Research & The Economic Times. These recognitions highlight the trust and confidence that our stakeholders place in us.

Way Forward

This year, we witnessed changing scenarios in terms of competition and a shifting market landscape. However, we have embarked on bold business transformation initiative not merely for near-term gains but to ensure the long-term sustainability of our business. Furthering our journey of business excellence, we recently launched – ‘udaaan - Hum Karke Dikhate Hain’. It serves as a clarion call embodying the Adani culture and spirit of transforming possibilities into action. It signifies a flight of the collective strength of our AAA synergy, soaring upwards and forwards, towards complete transformation. Our aim with ‘udaaan – Hum Karke Dikhate Hain’ is to achieve extraordinary results and absolute excellence in all aspects of our cement business. Aligned to our Chairman’s vision together, we are set to achieve our goal of expanding our capacity to 140 MTPA by 2028 at a record pace and at the lowest cost with an eye on setting industry benchmarks in ESG parameters. ●

The writer is CEO of Cement Business, Adani Group. 

SB Khyalia

I

ndia's economy is on a trajectory of rapid expansion, and electricity stands as a cornerstone for sustaining and accelerating this growth. At the forefront of meeting the nation's escalating energy demands is Adani Power Ltd (APL), India's largest private thermal power producer. With a unique blend of competitive advantage and financial prowess, APL is strategically positioned to fuel India's energy needs and propel its economic engine forward.

With an existing capacity of 15,250 MW, APL holds the distinction of being the largest private sector thermal power company in India. Our footprint in the industry accounts for an impressive 18% share of India's private sector coal and lignite-based power generation capacity. But we are not resting on our laurels; APL is set to significantly enhance its capacity in the near future, with plans underway to surpass 21 GW. This expansion will be realised through a combination of organic growth and strategic acquisitions.

A testament to our commitment to innovation and international influence is the recent commissioning of a groundbreaking 1,600 MW ultra supercritical thermal power plant in Jharkhand. This milestone initiative facilitates transnational power supply to Bangladesh, reinforcing India's standing on the global stage. Additionally, we have initiated a 1,600 MW expansion project at our existing plant in Mahan, Madhya Pradesh, as part of our ambitious growth trajectory.

At APL, we are dedicated to deploying cutting-edge technologies and best practices to ensure energy security and sustainably fuel the nation's growth engine. Over 74% of our current and upcoming generation portfolio utilises supercritical and ultra-supercritical units, exemplifying our commitment to advanced and efficient technologies.

The strong performance of APL in FY24 underscores our operational excellence and strategic foresight. Achieving a higher Plant Load Factor (PLF) of 62% by 31 Dec 2023, compared to 52% in the corresponding period of FY23, is a testament to our ability to meet rising power demands efficiently. In FY24, we dispatched 57 billion units of power across India and Bangladesh, further solidifying our role in meeting the region's energy needs.

Financially, APL has demonstrated remarkable growth, with an 18% revenue Compound Annual Growth Rate (CAGR) over a five-year period. Clocking a revenue of INR 46,400 Cr for the nine-month period ending 31 Dec 2023, represents a substantial 44% increase over the corresponding period of the previous year. Our operational excellence, coupled with favourable regulatory outcomes, has resulted in an Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA) of INR 22,743 Cr for the same period, marking a significant 92% increase over the corresponding period of the previous year. Similarly, our Profit After Tax (PAT) surged by an impressive 230% to INR 18,092 Cr till Dec 2023 (all figures unaudited).

Our success is attributed to a range of initiatives aimed at enhancing plant performance and operational efficiency. From flexible operations exercises to robust Root-Cause Analysis (RCA) processes, we are constantly striving for excellence. Well deployed DISHA processes ensured smooth operations as well as turning around newly acquired plants. These are evidenced in the acquired plants such as Udupi, Raipur, Raigarh and Mahan. Furthermore, our focus on digital transformation, evidenced by initiatives such as the Energy Network Operations Centre (ENOC) and the Analytics Center of Excellence (ACoE), underscores our commitment to leveraging technology for sustained growth.

As a responsible corporate citizen, APL places a strong emphasis on environmental sustainability. With seven out of eight plants certified as 'Single Use Plastic free' by CII, we are actively contributing to mitigating climate change. As a part of Multipronged decarbonization initiatives, APL has achieved a key technological milestone in simulating Mundra Plant boilers for combustion of green ammonia at IHI’s Japan plant. As part of the project, the Mundra Plant, which is India’s largest private sector power plant, will co-fire up to 20% green ammonia in the boiler of a conventional coal fired 330MW Unit.

APL’s stations got highest recognitions during the AWMS recognition and Mundra is the only plant across Adani Group to obtain Diamond award in this category. Many of the QC projects of APL across stations received QCFI awards across various regional chapters and in the national convention. Some of the projects were awarded during the international convention as well. Four of APL’s power stations (Kawai, Udupi, Mundra and Raipur) have won ‘Performance Excellence’ Awards in the RBNQA award program, which evaluates companies for their excellence journey. APL Raigarh has achieved highest ever national recognition as ‘Best 5S Organization in India’ from ‘QCFI (Quality Circle Forum of India). Tiroda plant was recognized with 2^nd Level Award ‘Shreshth Surksha Puraskar’ and silver trophy in National Safety Award 2023 in Group C of Power generation category by National Safety council. As we forge ahead, guided by our new Vision and Mission statements unveiled in FY24, we are poised to lead the transformation of the power industry in India and beyond.

In conclusion, APL's journey of growth and transformation is characterised by resilience, innovation and unwavering commitment to excellence. As we navigate the evolving landscape of the energy sector, we remain steadfast in our mission to emerge as a global leader, driving sustainable growth and prosperity for all stakeholders. ●

The writer is CEO of Adani Power Ltd.

Juhi Chakraborty

T

he past year has seen the Adani Group not just cement its position as a leader in the various sectors it operates in but also hit some major milestones and set some solid records.

Poonam Advani

B

orn and raised in the serene environs of Dehradun, Ashwani Gupta’s roots trace back to a lineage of Marwari scientists. His formative years were spent in the close-knit community of the Forest Research Institute, where his father dedicated his life to unraveling the mysteries of the forest. Throughout his upbringing, Mr Gupta found solace and inspiration in his family, especially his mother.

Driven by a deep-seated desire to pursue his passions he embarked on a journey that seamlessly blended his love for cooking with his innate curiosity for engineering. Although initially drawn to the culinary arts, he went to the Hotel Management institute for a month, but his mother’s guidance steered him towards the path of engineering, leading him to specialise in Production/Industrial Engineering.

Throughout his career, he has championed the power of storytelling as a means of connecting people and promoting diversity. Through his initiative, COO Connect, he engaged with over 250,000 individuals worldwide, sharing compelling narratives that highlighted the remarkable achievements.

Now, as Mr Gupta prepares to embark on a new chapter as CEO of Adani Ports and Special Economic Zone Ltd (APSEZ), his commitment to driving positive change remains unwavering. With a focus on inclusion and diversity, coupled with his boundless creativity, he is poised to make a lasting impact on the organisation and beyond. He shares an example of a women professional working at Hazira Port in traditionally male-dominated industries. From the bustling control rooms of coal handling terminals to the heart of innovative technology, he has woven captivating tales of resilience, innovation and empowerment.

In a candid conversation with a-connect, Ashwani Gupta reflects on his life journey—a narrative underscored by resilience, unwavering loyalty and a steadfast dedication to achieving both professional excellence and social responsibility.

Can you please share some insights into your professional journey?

My career journey has been nothing short of an adventure, filled with challenges, growth and memorable experiences. It all began with my first job at Gallium Equipment Pvt Ltd, where I joined as a Graduate Engineer Trainee (GET). Sent to Viramgam near Ahmedabad, I found myself navigating unfamiliar territory, tasked with servicing drag reducer pumps for IOCL. The experience of travelling in trains without reservations, facing narrow lines and even sitting in front of train toilets taught me resilience and courage from the outset.

From there, I moved on to Honda Cars in Noida, where I was the 4^th employee. My journey took a significant turn when I was sent to Japan, accompanied by my four-year-old daughter Ayushi, becoming the first expatriate to do so without the support of international schools. Learning Japanese and adapting to life in Japan was a challenge, but one that I embraced wholeheartedly. It was in Japan where my second daughter Megumi was born, the first foreigner to be born in the local hospital.

Returning to India, I continued my career journey by launching new models for Honda and later joining Renault Nissan-Mitsubishi as their first employee in Mumbai. I played a pivotal role in setting up a plant in Chennai before being asked to relocate to Paris. Throughout these transitions, my wife Gayatri, along with my daughters remained my constant companions, accompanying me on every step of the journey.

Reflecting on my career, I consider myself fortunate to have achieved significant milestones as an entrepreneur, a turnaround specialist and a growth driver. These accomplishments were made possible by my ability to engage and empower people, fostering a culture of collaboration and excellence wherever I went.

How would you describe your initial three-month period at APSEZ?

Upon transitioning to APSEZ from an automotive sector background, I found myself captivated by the intricate operations of ports. In my inaugural month, I dedicated significant time to immersing myself in the workings of our ports located in Mundra, Hazira, Dhamra, Vizhinjam, Krishnapattnam, and others. Subsequently, I actively participated in the budgeting process across all ports and directed my efforts towards integrating the trucking business with APSEZ. This initiative is aimed at enhancing customer interactions by providing a centralised point of contact. Engaging with the diverse teams at each port proved to be both enlightening and gratifying.

How do you envision APSEZ five years down the line?

Over the next five years, APSEZ will navigate the evolving global trade landscape with a steadfast commitment to the vision set forth by trailblazing leaders like Gautambhai, Malaybhai and Karanbhai. Upholding the foundational principles established three decades ago by Gautambhai is integral to our continued success. I recognise the significance of remaining true to APSEZ’s DNA, particularly in identifying and addressing the pain points within import-export operations, which served as the catalyst for our inception and growth.

As global trade undergoes transformation amid geopolitical complexities, APSEZ views these challenges as opportunities for innovation and adaptation. Competition serves as a driver for progress, compelling us to evolve and align our strategies with emerging market trends. Central to our approach is an unwavering focus on understanding and meeting the evolving aspirations of our customers. By continuously assessing their needs and offering tailored solutions, we remain agile and responsive, ensuring sustained growth and customer satisfaction. Through leveraging our robust infrastructure, we aim to solidify our position as a leading player in the industry, renowned for our unwavering commitment to excellence in service delivery.

How would you describe your leadership style and what are the key values you believe are crucial for the organisation’s success?

When beginning a new assignment, I prioritise understanding the ‘why’ behind it using the 5W and 1H approach: Why are we taking the challenge? What is the challenge? Where will it occur? Who is involved? When will we start? How will we approach it? Effective engagement hinges on clarity on these questions. I then execute tasks using the 3G & 2M approach: Gemba (Actual Place) Gembutsu (Actual Object) Genjitsu (Actual Situation), Man and Money, a philosophy guiding my problem-solving. I embrace continuous learning, acknowledging my imperfections even in new sectors.

My leadership style centres on people, fostering an inclusive environment where every individual feels valued, respected and empowered. Inclusion, to me, is the bedrock of diversity, extending beyond gender to encompass competencies, geography, demographics and cultures. I believe in the philosophy of E-I-D: Equity leads to Inclusion, leading to Diversity. Inspired by purpose-driven leaders like Gautambhai, I strive to articulate and align actions with the organisation’s overarching vision. Ultimately, my leadership emphasises people, purpose and inclusion, cultivating a diverse team capable of driving meaningful impact.

Now the beauty of Gautambhai’s leadership is, he knows the colour of the flower on the other side of Himalayas, but he never tells, he pushes the team to go and discover the colour of the flower, he makes sure the team is on-track and has all the support it needs. I think this is what is necessary, when you take highly challenging assignments or projects, so that the teams are always motivated and confident on achieving the target. I really want to learn from Gautambhai how he is doing it.

What motivates and drives you to work passionately every day?

The happiness and satisfaction of our shareholders, stakeholders and family. Seeing them smile and feeling content with my efforts is what drives me to excel in my work.

How do you keep up your team’s morale, and who do you look to for advice?

I prioritise maximising the potential of every individual by respecting their culture and competencies. Seeking advice from the entire leadership team of the Adani Group is a key practice.

How do you define success in your role?

Success in my role is deeply intertwined with self-satisfaction. Rather than defining success as a fixed endpoint, I see it as an ongoing journey characterised by continuous growth and learning. It is about the value created in business, the team and even within my family. Success transcends mere numbers; it is about the impact and happiness derived from the work accomplished.

For me, success extends beyond the professional realm; it encompasses personal fulfillment and contribution to society. Integrity, ethics, teamwork and authenticity are all integral components of success. I believe in work-life integration rather than work-life balance, recognising that work and life are interconnected aspects of existence. Whether at work or at leisure, I strive to embody values that contribute positively to both spheres, fostering a holistic approach to success.

Any career tips for your younger colleagues?

Find joy and passion in your work. Regardless of the task, embrace it with enthusiasm and a sense of ownership. Remember, no work is insignificant; every job contributes to the bigger picture. And dream big but stay grounded.

Any career tips you could share for your younger colleagues, especially women aspiring to leadership roles?

The initial step is to refrain from engaging in gossip, which can be detrimental to professional relationships. Secondly, it is essential not to squander valuable time at work; instead, focus on tasks that contribute to personal and organisational growth. Lastly, taking ownership of one’s responsibilities and seizing every opportunity for additional tasks is paramount. By embracing a proactive approach, continuously learning and embracing challenges, one can ascend to greater heights professionally.

Sanjay Bhutani

I

n the rapidly evolving digital landscape, data has emerged as the lifeblood of modern economies, driving innovation, efficiency and connectivity across industries. At the heart of this digital revolution lies the need for robust and scalable data center infrastructure to support the ever-increasing demands of a data-driven world. In this context, AdaniConneX has emerged as a key player, leveraging decades of expertise and strategic partnerships to spearhead the development of cutting-edge data center projects across India.

Leveraging Adani’s 25+ years of experience in building megastructures across various industries and EdgeConneX’s decade-long expertise in designing, delivering and operating 70+ Data Centers worldwide, AdaniConneX is at the forefront of developing multiple hyperscale to hyperlocal DC projects across India to meet the surging demand.

Starting with Chennai, Hyderabad, Noida, and more, AdaniConneX has rapidly emerged as one of India’s fastest-growing data center players, boasting one of the largest order books in the industry and garnering multiple global recognitions, including the prestigious Frost and Sullivan Company of the Year 2023 in the South Asian Data Center Infrastructure and Operations Category.

Our commitment extends beyond mere market share acquisition; we are dedicated to paving new pathways for growth in this rapidly expanding industry. By investing in a resilient ecosystem and fostering strategic partnerships with suppliers, clients, and industry experts, we aim to position India as a vibrant digital hub. This journey is just beginning, as we strive to set new industry standards and proactively develop innovative solutions to meet the evolving needs of our customers, particularly in the realm of AI-driven sustainability and energy security.

As the data center industry in India evolves and adopts cutting-edge technologies like AI and GPUs, new challenges arise. In the past, discussions primarily focused on deploying data centers with capacities ranging from 10 to 50MW. However, in today’s fast-paced digital landscape, the demand has surged, requiring 50 to 100 MW (in some cases 500+ MW) capacity deployments, signifying a significant shift in the industry’s needs and expectations.

The rise of AI necessitates the need for long term master planning of data center infrastructure forcing reinvention of Data Center delivery models built on foundations of scale, speed, and sustainability. Building on the Adani Group’s integrated infrastructure capabilities, AdaniConneX has launched multiple initiatives across energy security, water neutrality, 100% RE, AI in Safety, Digitalisation in Project Management/Construction and more.

With one-of-its-kind Energy-as-a-solution offering, AdaniConneX not only ensures the integrity of data center builds but also guarantees the long-term security of energy supply. By managing energy infrastructure build, operations, regulatory approvals, rights-of-way, and energy monitoring platform, AdaniConeX offers customers enhanced power reliability and accelerated time-to-market.

As we look ahead, our journey is defined by continuous innovation, unwavering dedication to our values and a relentless pursuit of excellence. We remain steadfast in our mission to pioneer new industry standards, nurture talent and drive positive change in the ever-evolving landscape of data center infrastructure. Together, with our partners and stakeholders, we are poised to overcome challenges, seize opportunities and chart a path towards a brighter, more connected future.

With a firm commitment to sustainability, safety, and innovation, AdaniConneX is ready to lead India into a new era of digital transformation, where the possibilities are limitless and the opportunities abundant. ●

The writer is CBO of AdaniConneX.

Leading the Charge as India's Top DISCOM

Adani Electricity has once again been ranked as the top power distribution utility in India for the second consecutive year. This recognition comes from the Ministry of Power's 12^th Annual Integrated Rating & Ranking: Power Distribution Utilities report, which was prepared by McKinsey & Company, a leading global consulting firm. This recognition underscores our dedication to operational excellence and customer service, establishing a benchmark utility for all.

Nitin Sethi

A

s we embark on yet another dynamic year, our mission to reshape consumer engagement in the ever-evolving digital landscape gains momentum. At Adani Digital Labs, we are fully equipped to embrace technological advancements and spearhead new initiatives.

India’s ever-growing digital economy is the epitome of perseverance, resilience, and improvisation that shows the hunger to get better with each passing day. Our tenacious belief in this ethos resulted in the new digital platform, Adani One.

Adani One app aims to blend physical and digital engagement and offer end-to-end solutions to our consumers by integrating various partner ecosystems and cultivating business alliances with various B2C businesses enabling them to cross-sell within its umbrella. The Adani One ecosystem now cuts across the precincts of travel services only, spreading value through all consumer-facing ventures under the overarching Adani brand.

Customer Engagement – Redefining Convenience and Delight

Our primary objective is to craft a seamless, integrated experience for our customers. We strategically focus on welcoming new customers while enhancing service offerings for existing ones. This expansion model positions Adani One as the premier platform catering to both urban and rural India. The acquisition of Trainman was pivotal in enhancing customer experience, offering a plethora of services ranging from booking flights, trains, hotels, cabs and holidays to facilitating credit card payments, utility payments, and FASTag recharges. Additionally, our airport services such as Duty-Free shopping, Pranaam Meet & Greet service, and Cab Booking elevate customer convenience to new heights. Did you know that you can enjoy a hassle-free Duty-Free shopping experience at Adani airports by pre-ordering through Adani One? Imagine the convenience, especially for inbound travellers from countries like the USA, UK, UAE, Australia and Singapore. Simply pre-order on Adani One in advance, pay and collect your order!

We are proud to announce that we have over 2.6 million monthly active users on the platform, including nearly 150,000 repeat users and over 400,000 transacting users, with numbers continuing to grow.

Outreach Expansion – From New Avenues to Newer Ones

All of Adani Digital Labs' initiatives underscore our revolutionary approach towards customer-centricity and business evolution. As we embark on another promising year ahead, our focus remains on delivering exceptional value to our clients and partners. It is not just about keeping pace; it is about staying ahead of the curve and creating new avenues for outreach expansion. Following our innovations in the B2C domain, our latest endeavours in the B2B realm include white labeling through leading flight booking platforms like Skyscanner. The first Duty-Free white label solution is also live on the EaseMyTrip platform, allowing EMT users to pre-order Duty-Free items with international flights from Adani airports. The platform's financial potential underscores its pivotal role in driving business growth and innovation within the Adani ecosystem.

While we forge intertwined experiences for the next digital evolution, we remain committed to aligning with the Adani Group’s best practices and security norms. Recently, we were honoured to receive the Best Application Security Team award (Travel) at the 3^rd Annual Cyber Security Excellence Awards 2024.

What Lies Ahead – Unlocking the Power of AI

I envision AI as our digital ally, enabling us to navigate through chaos, accomplish more with less and connect with our audience on a deeper level. By harnessing AI-driven insights, we can personalise offerings to cater to the unique needs and preferences of each individual consumer. From personalised recommendations to predicting future trends, AI equips us with a magic wand to stay ahead of the game.

Through their presentation, MPL conveyed a powerful message to the industry on the transformative potential of robust quality planning. The emphasis on structured inspection activities and efficient allocation of resources resonated with participants, including eminent scientists from ISRO and DRDO.

Accompanying the presentation was a profound photo quote: "Quality maintained at the time of manufacturing is nothing but increased safety at the user's location." This encapsulates MPL's commitment to ensuring safety and reliability throughout the manufacturing process.

A Towering Vision:
The Mundra Petrochem Plant at Scale

As MPL embarks on its journey towards excellence, their commitment to quality planning serves as a guiding light in the petrochemical industry. With a vision firmly rooted in innovation and sustainability, MPL continues to redefine standards and inspire the next generation of industry leaders. ●

The writer is HOD - Quality Assurance of Mundra Petrochem Ltd.

Dr Birendra Kumar Verma

T

echnological and Digital Transformation have the potential of reconstructing Businesses and bringing in developments that can alleviate persistent concerns. The emerging technological frontier along with its challenges also presents an immense arena of advancements in domains of employee productivity, effective operations monitoring and efficient resource management. An upper echelon of Operational Integrity can be achieved through these innovative interventions, with the inclusion of products and solutions, which enhance and embed safety within Adani Businesses and overall sustainable Business Growth. A solution is Connected Worker Solution– wherein through a wearable smart gadget, wellbeing of workers at high hazard sites could be remotely monitored and immediate emergency response could be provided when required.

Under this premise, Group Safety at the Adani Group had organised – Safety Technology Exposition with the theme – ‘Transforming Safety for Tomorrow’ on 18 and 19Mar 2024 at Adani Corporate House 4.

The Group Safety’s intent of the exposition was to facilitate exposure to latest innovations and technology advancement in reducing risk to people and assets at the workplace. With continued focus on technology and digitalisation from our Chairman, it will be up to businesses to adopt these latest development as integrated safety solutions and help minimise human error.

The Exposition drew inspiration from Safety Technology and Innovation Day that was held on July 2023. While the previous iteration focused on solutions that enable safe practices within Adani businesses. The current iteration expanded to a plethora of products and solutions from renowned and recognised technology providers to be in tandem with Group’s scale of operations. The focus has been enhancement of safety within processes to improve operational integrity.

Anil Sardana, Group Service Head Safety & MD-AESL and Ashwini Gupta, CEO APSEZ inaugurated the event on 18March 2024. Later Dr Malay Mahadevia, Whole-time Director joined the inaugural session.

During the inaugural ceremony, Mr Sardana said “Without technology we can never bring in assurance. This is one area: where the assurance without its emotive factor, does its job well. So, let’s use technology to ensure we are even more safe than before.” Hence reiterating the necessity of inclusion of technology to achieve ‘zero-harm & zero leak’.

Subsequently, the exposition was graced with the presence of Ajay Kapur, CEO, Adani Cements, Jackbastian Nazareth,CEO, Adani Realty and Suresh Manglani, CEO, ATGL.

The exposition had products and solutions from renowned and recognised technology providers as, Hilti India, Drager Safety, Honeywell Automation, Arresto Solution, Schneider Electric, Siemens Limited, ABB India, Innvendt technologies, CHRP India, RPG Raychem Group and EnggOnline to be in tandem with Group’s scale of operations. The exposition was done in partnership, under the theme of ‘Transforming Safety for Tomorrow’ wherein all participants displayed their latest, credible, and innovative products, which would enhance safety, through improved operational integrity. The three components of operational integrity are – People, Processes and Assets, due to interdependence nature of these three components on each other, optimum performance is only possible when they operate in harmony. This is where technological and digital interventions come in.

The exposition had two aspects – first one being Technological Products and Solutions presented with Hilti India, Drager Safety, Honeywell Automation, Arresto Solution, Schneider Electric, Siemens Ltd, ABB India and RPG Raychem Group.The emphasis was multifaceted latest and credible solutions that provide exceptional operational performance and enhance Safety. Such as – Smart Hoists Systems which provides Crane operator with highly precise and accurate controls to circumvent boom oscillation and load sway, hence removing risks from highly hazardous operations. The second aspect was digital interventions showcased by CHRP India, EnggOnline and Innvendt Technologies.Both presented Experiential Learning Solutions, through utilisation of VR/AR/MR, which can sensitise workers regarding risks and hazards faced by them in a digital environment. This would lead to behavioral change and aide in Safety Culture Transformation.

These two days gave opportunities for Adanians, to observe and gain insights from partners, regarding upcoming technological developments and interventions. It progressed into a forum for discussion to build customised solutions or to find best-fit solutions.

The exposition was more than an amalgamation of technological and digital interventions. It was a Call to Action, for an increased assertion towards dimensions such as – Safety, Sustainability, Reliability, and others for operation integrity and business excellence within the Adani Group. It was a platform of collaboration, a communication channel, and a close-knit network between technology providers and Adanians. This facilitated and amplified dissemination of knowledge regarding innovative interventions within the Group. This is turn, allows us to undertake business challenges and uncertainties.

For Group Safety the path forward, would be integration of these solutions within Adani Businesses. A few of them such as Integrated Fire & Gas Detection System can be included to integrate safety at design stages. Heat Tag Solutions can be included at any stage to alleviate pressing concerns. Hence through technological means we can resolve business challenges and ensure assurance.●

The writer is Group Head, Safety.

Sania Ahmad

Every year, World Earth Day serves as a stark reminder of the urgent need for sustainable practices. In an ecosystem steadily coming to terms with the horrifying effects of rapid development, climate change and global warming, every little step counts. On corporates, the responsibility gets multiplied manifold. The Adani Group recognises this responsibility and has placed sustainability at the core of its business philosophy. The Group made a historic pledge in 2022 to invest a staggering USD 70 billion in the green transition by 2030. This investment will boost the groups vision to generate 45 GW of renewable energy capacity by 2030.This ambitious commitment underscores our unwavering belief that economic growth and environmental responsibility are not mutually exclusive. The investment fuels advancements in renewable energy, new-age infrastructure, and sustainable practices across all group companies.

Sneha T S

Picture stepping into a world brimming with opportunities, where theoretical knowledge seamlessly transforms into practical application, and professional guidance shapes you into a skilled practitioner in your field of interest. Welcome to the Adani Summer Intern Programme 2024—a dynamic platform where interns hailing from 22 states across the nation converge to tackle challenging projects over the next two months.

This year, the Adani Group has meticulously selected the top 10% of applicants. A rigorous selection process sifted through a pool of over 3,000 candidates from 22 colleges, with the dedicated efforts of 70 panelists investing 800 collective hours to ensure a smooth recruitment process.

Comprising 75 engineers and 16 non-engineers, this batch of interns brings forth a diverse and rich skill set. The aim for this year was to recruit talent from premier institutions across the country, including 37 interns from nine IIMs. Among these, 65 interns will be stationed in Ahmedabad, with the remainder spread across Gurgaon, Mumbai, Chennai, Mundra, Ametha and Patli.

Creating a conducive environment for interns is paramount for any organisation. It not only fosters their professional growth but also cultivates their potential to contribute significantly to the company's progress. Therefore, the Adani Group is committed to ensuring that each intern receives an enriching and fulfilling experience during their tenure.

Juhi Chakraborty

Arobust and healthy populace is fundamental for a nation's prosperity. Yet, in India's expansive landscape, rural areas grapple with a deficit in awareness and adoption of healthy practices. Enter Project SuPoshan, a beacon of change, steadfastly addressing these disparities for years now. From imparting crucial knowledge on nutrition, breastfeeding, dietary diversity and sanitation to curbing malnutrition's grip across 14 sites spanning 11 states, SuPoshan stands as a testament to grassroots empowerment.

At the heart of SuPoshan's success lies the unwavering dedication of its grassroots warriors – the Sanginis. Through coordinated interventions aligning with various awareness days such as International Mother's Day and World Food Day, these frontline champions drive behavioural change and resource utilisation, aiming to break the cycle of malnutrition.

“The process is same as before; the intervention is being carried out by Sanginis at different levels according to the needs of the areas. There are Days celebrated in coordination with our programme interventions, from International Mother's Day, Menstrual Hygiene Day, World Breastfeeding Week, National Nutrition Month, Global Handwashing Day, World Food Day, Newborn Care Week, World Protein Day, International Women's Day, and Poshan Pakhwada,” shares Vishwa Kalsariya, Project Coordinator – Suposhan Malnutrition Projects.

Work with SAM kids

A major impactful aspect has been the NRC reference. The Nutrition Rehabilitation Center is run by the government in various areas across states and is a unit in a health facility where children with Severe Acute Malnutrition (SAM) are admitted and managed.

“The kids who are severely under nourished are being referred to by us (Sanginis) for getting administered at these centres. An appetite test is conducted after which a 14-day treatment is given. A child who is SAM is given food and nutritional based treatment. During this period, their weight monitoring is continuously administered. If a kid has some medical issues that would also be treated during this time,” Ms Kalsariya elaborates.

Cooking nutritional recipes

Cooking demonstrations emerge as a potent tool in SuPoshan's arsenal, bridging nutritional knowledge gaps within communities. Sanginis demonstrate recipes which will be nutritional using locally produced and sourced ingredients. They also use (Take Home Ration) THR which is a supplementary ration given by Anganwadi centres to the children, pregnant women, lactating women and adolescent girls. A Sangini demonstrates the cooking recipes in front of beneficiaries and with that she also makes them aware of the ingredients used by her. “For example, if a lady is making a roti then the Sangini will showcase how the roti can be made more nutritious by adding methi to it or moringa leaves to it,” adds Ms Kalsariya.

Successful Exit

This year Project SuPoshan has taken an exit from Narmada site which has been the largest area. “We had 430 Sanginis and out of that 220 belonged to Narmada area. That has created a huge impact. The five-year impact has been good," adds Ms Kalsariya. The prevalence of stunting, wasting and children with underweight was found to be 32%, 26% and 33% respectively among the children aged 0-2 years in the endline. There was a constant decrease in the severity of wasting in all the categories. While wasting was reduced by 19%, 32% in baseline to 26% in endline for 0-2 years. Severe wasting reduced by 29%, 10.5% in the baseline to 7.5 in the endline.

New Projects

In the past one year, Project SuPoshan has been launched in Alwar in the state of Rajasthan as well as Meda Adraj, Gujarat. “The response that we have received so far has been very positive,” shares Ms Kalsariya.

Project SuPoshan exemplifies the transformative power of grassroots initiatives in fostering healthier, more resilient communities. Through collaborative efforts and unwavering commitment, SuPoshan and its Sanginis pave the way for a brighter, nourished tomorrow, one household at a time. ●

Jaydeep Shah

In the dynamic realm of maritime commerce, Adani Ports Mundra continues to raise the bar with its remarkable achievements and steadfast commitment to excellence. As it forges ahead, Adani Ports Mundra recently reached unprecedented milestones, solidifying its position as a leader in the maritime industry.

On 11 Mar 2024, Adani Ports Mundra achieved a significant milestone by successfully handling its 4,000^th vessel, surpassing its own record from the previous fiscal year. This remarkable feat not only underscores the operational prowess of Adani Ports Mundra but also highlights its relentless dedication to efficiency and proficiency in handling maritime traffic.

In yet another triumph, Adani Ports Mundra surpassed the 70 lakh container handle mark, marking the highest number of containers handled at any Indian port in a single financial year. This accomplishment solidifies Adani Port's pivotal role as a major gateway for trade and commerce, driving economic growth and facilitating seamless trade operations as a pivotal multimodal hub.

The CT-3 terminal at Adani Port achieved a commendable milestone by handling over 3 million TEUs, setting a new benchmark for terminal operations in India. This achievement not only reflects the operational excellence of Adani Ports Mundra but also underscores its relentless pursuit of innovation and efficiency in terminal operations.

Moreover, Adani Ports Mundra achieved another notable milestone by successfully handling its longest-ever Q-Max LNG/C, LIJMILIYA, at the Mundra LNG terminal. With dimensions measuring an impressive LOA of 345.06 metres and a breadth of 55 metres, this achievement exemplifies the port's capability to handle large-scale vessels efficiently. It also signifies Adani Ports Mundra's commitment to embracing cutting-edge technologies and infrastructure to meet the evolving demands of the maritime industry.

These record-breaking milestones stand as a testament to APSEZ's unwavering dedication to operational excellence, customer satisfaction, and sustainable growth in the maritime and logistics sector. As Adani Ports Mundra continues to push boundaries and set new standards, it reinforces its reputation as a trailblazer in the maritime industry, poised for even greater accomplishments in the future. ●

Sneha T S

Geomatics is not just another fancy word. It is not also merely about maps and data. It is a transformative expedition that focuses on shaping the world for better with the help of spatial intelligence. In the world of infrastructure, Geomatics stands as a beacon of innovation, navigating us towards a sustainable and an inclusive future.

In essence, Geomatics serves as a toolkit for comprehending all facets of Earth, employing advanced technologies to collect, analyse and visualise spatial information. From land and water to man-made structures, its scope encompasses the entirety of our planet's surface.

In an era, where even a child takes to technology like a fish takes to water, it is essential for the engineers of tomorrow to know how their field of study has the ability to promote the application of latest tools and equipment for a better tomorrow. Emphasising on this, Adani University, in collaboration with ISRO’s Space Application Centre (SAC) and Indian Society of Geomatics- Ahmedabad Chapter (ISG-AC) conducted a workshop called the “Role of Industry in Growing Geomatics in India” on 16 Mar 2024. The program had 135 participants including 100 scientists from ISRO, 25 students and 10 faculty members of Adani University. The workshop enabled experts from both industry and academia to brainstorm the crucial role industries and engineers can play in enhancing the field of geomatics in the country.

Notable figures including SAC-Ahmedabad Director Nilesh Desai, SAC/ISRO Deputy Director Nitant Dubey and Adani University’s provost Dr Ravi P Singh shared their insights on opening the way for a thriving future of geomatics in India.

Dr Ravi underscored the partnership's primary objective, a recently signed Memorandum of Understanding (MoU) between Adani University and ISRO-SAC, Ahmedabad which would give students a hands-on industry experience. This collaboration seeks to equip the Geomatics sector with a highly skilled workforce, ensuring its readiness to meet industry demands.

As we celebrate the joy of dance on International Dance Day, let these iconic films inspire us to move, groove and embrace the rhythm of life. ●

Sneha T S

The International Dance Council (CID- UNESCO) in 1982 declared 29 Apr as International Dance Day. The council chose this day as it marks the birthday of Jean-Georges Noverre (1727-1810) a French dancer and Ballet master and prominent figure in the world of dance. The day aims to promote the art of the dance and raise awareness about the various forms of dance across the globe.

Dance is a universal language; it has the power to transcend boundaries and connect people from all walks of life. In India, dance is not just a hobby or passion. It is a way of life. Indian classical dance forms are known for their discipline and rigid routine. Indian classical dances namely Bharatanatyam, Odissi, Manipuri, Kuchipudi and Kathak are among the toughest dance forms to master in the world. These dance forms are not just physical movements. They are revered for their spiritual, storytelling and expressive elements. One of the differentiating features of Indian classical dance are their elaborate hand gestures (mudras), facial expressions (abhinaya) and rhythmic footwork (tala). The strength of our classical dance form lies in diversity. Each dance form originates from different regions of the country. All of them have different things to offer, highlighting unique styles, costumes, music and themes.

Reet Neema

“Many people accuse me of 'not looking autistic.' I have no idea what that means. I know lots of ‘autistics’ and we all look different. We are not some recognizable breed. We are human beings. If we’re not out of the ordinary, it’s because we’re fighting to hide our real selves.” —Dara McAnulty

The United Nations General Assembly, in 2007, declared 2 April as World Autism Awareness Day. This day serves to advocate for the rights of autistic individuals, bringing them on an equal stage with others. Despite this effort, the voices of autistic individuals are still calling for true inclusion.

Autism, a multifactorial neurodevelopmental condition impacts about 18 million people in India. Despite its widespread prevalence, it is overlooked in society. Discussion about autism is almost non-existent, Furthermore the unawareness about Autism has led to its frequent misdiagnosis as intellectual disability. To embrace the “A” in April, we shed light on autism spectrum, celebrating diversity, understanding and acceptance.

Autism Spectrum Disorder is a complex condition that affects communication, social interactions, and the environment of the those affected. This brings with it a series of challenges both for individuals and their families. For autistic individuals everyday tasks can become overwhelming. Simple activities like social gatherings, or grocery shopping may trigger anxiety. Their families wrestle with numerous concerns from accessing appropriate services, to ensuring that they are treated fairly. These challenges eventually lead to stress and a sense of isolation among them.

As a society, we have a shared responsibility to ensure that individuals with autism and their families are supported, included, and valued. It starts with raising awareness and understanding of autism, dispelling myths, and fostering inclusive environments. By making necessary adjustments in education, job opportunities and public spaces, we can ensure that individuals with autism have equal opportunities to participate fully in society. An example of how autism can lead to groundbreaking achievements is the story of Elon Musk, the visionary entrepreneur behind Tesla. Musk has demonstrated the power of neurodiversity in driving progress and shaping the future. His achievements highlight the significance of establishing an inclusive environment where those with autism can actively present their skills and perspectives. Additionally, giving them access to a diverse range of support programme like early interventions, therapy, and mental health resources essential for meeting their different needs.

In conclusion, it is not merely about identifying the challenges, it is about implementing measures to create a compassionate world for everyone. By fostering understanding, empathy, and acceptance, we can break down barriers, build bridges and support them to reach their full potential. Through collective efforts we can ensure that everyone, regardless of neurological differences, is valued, respected, and supported in our society. ●