Juhi Chakraborty

A

journey towards excellence in education that began in pre-Independence India back in 1923 with just two classrooms, recently commemorated 100 years. ACC Higher Secondary School at Kymore in Madhya Pradesh, symbolises a century of rich legacy, history and achievements, one that was built over the years. Established by CP Portland Cement Ltd in the village of Kymore, the school has evolved over the last 100 years, leaving a significant mark on the educational landscape in the state of Madhya Pradesh.

True to the magnitude of the occasion, the centenary celebration graced by Chairperson of Adani Foundation Dr Priti G Adani, was a grand affair, held at the ACC Gymkhana Cricket Ground. Congratulating the staff, students and alumni of the school on the historic occasion, Dr Adani, said, “Education is the foundation of societal progress, and ACC Higher Secondary School’s century-long legacy epitomises the transformative power of quality education. As the school marks a milestone of educational excellence, we extend our heartfelt gratitude to the dedicated educators and the accomplished alumni. The Adani Foundation is proud to witness this momentous occasion. We look forward to contributing to the school’s rich legacy and remain committed to spearhead the cause of quality education.”

The day-long programme included the screening of a documentary showcasing the school’s journey, followed by the release of souvenirs and cultural performances by the alumni.

The educational movement which began under the leadership of Gauri Shankar Pandey, who served the headmaster till 1943, saw significant expansions taking place over the years. 2010 saw the construction of facilities for higher secondary students, including laboratories, a library, four classrooms and toilets. Notable achievements by students in state merit lists highlighted the school’s commitment to academic excellence. The school is continuing its upward trajectory under the leadership of Sudhanshu Mishra, who assumed the role of principal in 2017.

Reflecting on the completion of 100 years of the school, Mr Mishra shared, “As we reach the incredible milestone, gratitude fills my heart. The journey, guided by dedicated educators and unwavering community support, reflects the true essence of education. Together, we have shaped generations. I would like to extend my gratitude to Adani Foundation for spearheading the revolution we started in the pre-independence era. Now, we are all prepared to work harder for our commitment towards quality education for all.”

Kandarp Patel

I

t gives me immense pride to share the positive impact of Adani Electricity’s recent Corporate Social Responsibility initiatives in Mumbai. Driven by a deep understanding of our responsibility towards the communities we serve, our employees have actively participated in projects aimed at creating a more sustainable and inclusive future.

In collaboration with the Adani Foundation, we have launched two flagship initiatives dedicated to underprivileged communities: Utthan, a learning program for BMC school students, and Swabhimaan, a skill-based program empowering women with sustainable livelihood opportunities.

Empowering Young Minds Through Utthan

Project Utthan is dedicated to fostering academic success and empowering students in BMC schools. By adopting government primary schools, offering individualised support to high-potential learners, and addressing dropout rates, we create a comprehensive learning environment. The project actively involves teachers and parents, resulting in a strengthened foundation in literacy and numeracy for over 12,000 children across 60 schools. Witnessing the growth of these young minds is genuinely inspiring.

Arpita Vadgama

In the heart of Gujarat's Narmada district, the diligent SuPoshan project officers, in tandem with the Adani Foundation's Ahmedabad team, eagerly prepared to welcome the Chairperson Dr Priti Adani, Executive Director Vasant Gadhavi, and Advisor Kavita Sardana. This unique rendezvous unfolded with 215 SuPoshan Sanginis, community champions adeptly trained to champion good nutrition, health and hygiene practices.

Spanning the administrative blocks of Narmada named Dediyapada, Garudeshwar, Tilakwada, Sagbara and Nandod, these 215 Sanginis wove their influence across 562 villages in this aspirational tribal district. Designated as an aspirational district by the Government of India, Narmada witnessed SuPoshan's impactful reach, benefiting 38,388 children, 7,991 adolescent girls, and 12,382 women in the reproductive age group.

Nationwide, the Adani Foundation's Fortune SuPoshan project combats malnutrition in women and children aged 0 to 5, spanning 14 CSR sites across 11 states.

The climactic day, 21 Dec 2023, in Rajpipla village, unfolded with a festive nip in the air. The program commenced with a vibrant tribal dance, a joyous prelude to the heartening conversations that followed about the holistic health initiatives in Narmada.

Dr Adani's address to the SuPoshan team and the 215 Sanginis resonated with admiration for their dedication in navigating the challenging terrain of Narmada, reaching out to the most vulnerable populations. The Sanginis, in turn, shared their life-altering experiences, highlighting the transformative impact of their association with the Adani Foundation on their socio-economic conditions.

Post-program, Dr Adani ventured to Mathavadi village in Nandod block, engaging with community members, ASHA workers and Anganwadi workers. SuPoshan Sangini Baby Kiran Tadvi, a beacon of change, recounted her journey of raising awareness through home visits, counseling sessions, recipe demonstrations, focused group discussions, and the cultivation of kitchen gardens. ●

Gautam Adani

It was on 25 Jan 2023, exactly a year ago, when news arrived at breakfast that a short-seller in New York had put up online a compilation of allegations against the Adani Group.

Fatuously self-styled as a ‘research report’, it contained the same dead allegations that my detractors had been trying to resurrect by flogging them through their allies in the media. In all, it was a cunningly crafted set of selective half-truths sourced from disclosed and publicly available information.

Lies and baseless allegations against us were nothing new. So, after issuing a comprehensive response, I thought no more about it.

However, a lie had crossed the world even as truth was lacing up its shoes! For me, having been raised on a staple diet of the power of truth, this attack was a lesson on the power of falsehoods.

The impact of short-selling attacks is normally limited to the financial markets. This, however, was a unique two-dimensional attack – a financial one, of course, and also one that played out into the political space – each feeding off the other. Aided and abetted by some in the media, the lies against us were corrosive enough to substantially erode the market cap of our portfolio as, typically, capital markets are more emotional than rational. What pained me even more is that thousands of small investors lost their savings. Had our detractors’ plan fully succeeded, the domino effect could have crippled many critical infrastructure assets, ranging from seaports and airports to the power supply chain – a catastrophic situation for any country. However, thanks to our solid assets, the robustness of our operations and the high quality of our disclosures, the more informed financial community, including lenders and rating agencies, refused to be swayed by the swirling lies and stood solidly with us.

We had no precedent path to handle this situation. Ultimately, our confidence in the solidity of our businesses dictated our largely contrarian strategy. Our very first decision was to protect our investors. After completing the FPO of INR 20,000 crore, we decided to return the FPO proceeds. This move, unprecedented in corporate history, underscored our commitment to investor welfare and ethical business practices.

In the fog of this war, our biggest weapon was adequate liquidity. To augment our strong cash reserves of INR 30,000 crore, we further fortified our financial position by raising an additional INR 40,000 crore, equal to the debt repayment for the next two years, through stake sales in our Group companies to investors of immaculate global standing, like GQG Partners and the QIA. This served the objectives of readying an expansive war-chest of cash reserves, restoring confidence in the markets and creating world-class infrastructure assets for India.

By pre-paying INR 17,500 crore of margin-linked financing, we insulated and ring-fenced our portfolio from market volatility. I asked my leadership team to focus on businesses. This catalysed a recordbreaking EBITDA growth of 47% in the first half of FY24, with the Adani portfolio delivering its highest-ever quarterly profit in Q3 FY24. Our bat was doing the talking.

We executed an extensive engagement program for our financial and non-financial stakeholders. The finance team alone conducted close to 300 meetings across the world in the initial 150 days, ensuring the affirmation of ratings across 104 entities by nine rating agencies. Banks, fixed income investors, sovereign wealth funds, equity investors, JV partners and rating agencies have always been our key stakeholders, for it is the due diligence, scrutiny and reviews they conduct that underpin our comprehensive and transparent disclosure regime.

We focused on transparently outlining the facts and narrating our side of the story to expose the motives of those who attacked us. This led to a declining influence of negative campaigns against our Group. A testament to the change in public perception is the significant growth in our shareholder base, a primary target of the Follow-on Public Offering. Over this challenging year, our shareholder base expanded by 43%, reaching nearly 70 lakh.

Additionally, we remained committed to maintaining our growth momentum. The Group continued its investments, evidenced by our asset base growth to INR 4.5 lakh crore. This period marked the launch of several key projects, including the world's largest renewable energy generation site in Khavda, a new copper smelter, a green hydrogen ecosystem, and the long-awaited redevelopment of Dharavi.

In hindsight, the crisis uncovered a fundamental weakness that I had let grow – we had not paid enough attention to our outreach mechanisms. Few outside the infrastructure finance community knew of the size, scale and quality of what the Adani Group had done or was doing. We had all along naively believed that all our non-financial stakeholders too knew us and the truth about us – that our financials were robust, that our governance was impeccable, that our roadmap to growth was measured, and that we play an important role in building India’s critical infrastructure.

This experience underscored the necessity of engaging effectively with our non-financial stakeholders. We had failed to proactively counter the twisted narratives of our debt levels and unfounded accusations of political partisanship, resulting in the spread of distorted perceptions. The fact is that, for our class of transport and utility companies, we have one of the lowest Debt-EBITDA ratios. (For the half year ending Sep 2023, this was 2.5x.) Further, with an infrastructure business footprint in 23 Indian states governed by political parties across the spectrum, we are truly politically agnostic.

The trials and tribulations of the past year have taught us valuable lessons, made us stronger and reaffirmed our faith in Indian institutions. While this devious attack on us – and our strong countermeasures – will no doubt become a case study, I felt compelled to share my learnings because, it was us today, it could be someone else tomorrow. I am under no illusions that this is the end of such attacks. I believe we have emerged even stronger from this experience and even more unwavering in our resolve to continue our humble contribution to the India growth story.

The author is Chairman of the Adani Group.

(This was first published on 25 Jan 2024 by The Times of India on its Editorial page.)

OTHER ACHIEVEMENTS

A POWERful year

Adani Power Ltd (APL) announced the commissioning of its first 800 MW ultra-super-critical thermal power generation unit at Godda in the Jharkhand district of India and began supplying Bangladesh with 748 MW of power. The 1,600 MW Godda thermal power plant also became fully operational last year in June.

Adani Electricity Mumbai Ltd topped the country’s 71 electricity distribution companies for its overall governance including Financial Sustainability, Performance Excellence and External Environment. 

Adani Transmission Ltd (ATL), the largest private sector transmission and distribution company listed in India and part of the globally diversified Adani portfolio, has won the ‘Golden Peacock Environment Management Award (GPEMA)’ in the ‘Power Transmission’ sector from ‘Institute of Directors (IOD)’.

Reaching imPORTant Milestones

On its 25^th year of operation, Adani Ports and Special Economic Zone Ltd (APSEZ), the largest integrated transport utility in India attained many milestones. It crossed 300 MMT of cargo handling on 23 Feb 2023, in just 329 days, beating its own milestone from last year of 354 days. Mundra Port also achieved a significant accomplishment by berthing the 399 meters long and 54 meters wide vessel, MV MSC Hamburg.

Moreover, it has set a new benchmark by handling the highest-ever rail cargo of 120.51 MMT in the financial year 2022-23, surpassing the previous best of 98.61 MMT. 

Meanwhile, APSEZ completed the acquisition of Karaikal Port Private Ltd (KPPL) and will spend further INR 850 crore over time to upgrade infrastructure in order to reduce the logistics cost for the customers. The Port also handled 37 MMT of total cargo in Oct 2023.

COMEBACK Stronger than the Setback

In continuation of the promoters’ commitment to repay the promoter leverage, the company paid off the USD 2.15 billion loans taken pledging their shares in the conglomerate, and only debt at operating company level remained. The company also paid off USD 1.1 billion - that is INR 9,203 crore - worth of loans before time to get the shares of group companies released from lenders. Showing faith in the company, GQG Partners, a leading US based Global Equity investment boutique, invested INR 15,446 crore(USD 1.87 billion) in a series of secondary block trade transactions in the Adani Portfolio companies - Adani Ports and Special Economic Zone Ltd, Adani Green Energy Ltd, Adani Transmission Ltd, Adani Enterprises Ltd (all listed on the Bombay Stock Exchange (BSE) and National Stock Exchange (NSE)). The investment has made GQG a key investor in the development and growth of critical Indian infrastructure.In fact, Rajiv Jain of GQG Partners has made a profit of nearly INR 8,000 crore or USD 1 billion on his investment in four Adani Group companies in less than 100 days of his investment on 2 Mar 2023.

The West Asian-based sovereign investment fund, Qatar Investment Authority, acquired a 2.7% stake in Adani Green Energy (AGEL) for INR 3,920 crore. The investment by the Qatar sovereign fund is a significant vote of confidence in the company, which boasts an operational capacity of 8,316 megawatt (MW), making it the largest operating renewable energy portfolio in the country. Qatar Investment Authority had picked up a 25% in Adani Electricity Mumbai in 2020 and this is the second investment by the fund in the group.

The company raised over USD 5 billion (INR 41,500 crore) in equity and a double of that in debt this year it made a comeback.

On GREENer Pastures

The company continued to deliver on its commitment to the environment and its efforts were applauded as well. Adani Green Energy Ltd (AGEL) was conferred with the prestigious ‘Platinum Award’ by Grow Care India Environment Management Awards 2022 for outstanding achievement in the Environment Management category. The award was given by Shri Faggan Singh Kulaste, Minister of State, Ministry of Rural Development, GoI.

AGEL was also certified ‘Water Positive’ by DNV, an independent global assurance agency. The verification statement signifies that AGEL’s water conservation is greater than consumption. 

Ambuja Cements and ACC, the cement and building material companies of the diversified Adani Group, are honoured to be recognised among ‘India's Top 50 Most Sustainable Companies’ cross-industry by BW Businessworld.

AGEL also announced follow-on funding of USD 1.36 billion to further boost its Construction Financing Framework to USD 3 billion backed by a consortium of renowned international banks. The green loan facility will play a pivotal role in enabling the development of AGEL’s next milestone- the world’s largest Renewable Energy Park at Khavda in Gujarat. The funding also marks a significant achievement to develop 2,167 MW at Khavda in the initial stage and shall be the stepping-stone for the future development of the Khavda renewable site.

Adani Cement’s waste management arm, Geoclean, has enabled to make a green economy for Ambujanagar (Gujarat) by safely managing solid and liquid wastes and diverting them from landfills, leading to resource conservation. The plant with a thermal substitution rate of 8% at Ambujanagar in Kodinar, Gujarat, has enabled the state to mitigate the challenges of plastic waste pollution by co-processing both solid and liquid waste provided by the state government, state pollution control board, and industries. 

The Adani Group has pledged to grow 100 million trees by 2030. This pledge was made on 1t.org the ‘Trillion Trees Platform’ of the World Economic Forum.

Triumph of Truth

While 2023 did start with a malicious short-seller's baseless allegations against the company, they were all eventually dismissed by the regulators and the law. The SC appointed panel of experts examining India’s regulatory mechanism in an investigation linked to the Hindenburg allegations said there was no price manipulation on the part of the Adani Group and that the conglomerate had taken necessary steps to comfort retail investors.

The experts’ committee comprising domain experts also said there was no regulatory failure on the part of Securities and Exchange Board of India (SEBI).

The mitigating measures taken by the Group had helped in building confidence in the stock and the stocks are stable now, the panel had said.

The Supreme Court later said that statutory market regulator SEBI cannot be expected to accept as ‘gospel truth’ foreign media reports about Organised Crime and Corruption Reporting Project (OCCRP)’s findings of alleged stock manipulation and accounting fraud against the Adani Group.

Even the US government has recently said that short-seller Hindenburg Research’s allegations weren’t relevant and did not impact the US decision to grant up to USD 553 million for a Sri Lankan terminal, a senior US official said. The International Development Finance Corp., or DFC, conducted a due diligence investigation of the conglomerate and was satisfied that the accusations weren’t applicable to Adani Ports & Special Economic Zone Ltd, the subsidiary spearheading the Sri Lankan project.

Zubeida Aapa and her artisan community

In one of these buildings, in a 225 sq ft flat lives Zubeida Khan, a social worker associated with Khwaja Gareeb Nawaz Mahila Vikas Mandal that has been working for the welfare of Dharavi residents. Born in a small shanty in Indra Nagar, Zubeida, now lovingly called Aapa (big sister) by the locals, learned early on the need to work with credible trusts to help people in her locality. Her redeveloped small one-room flat with its tiny kitchen and washroom meant better amenities for her family of 8 so she took the opportunity when it came.

It's late in the afternoon. Zubeida Aapa has just come from her one of her routine visits to quickly make lunch. As the qorma splutters, Aapa quickly washes her face and changes her clothes. Her evening visits are going to be in the area around Tikra Masjid.

One turn off the main road and you enter a new world. A world where the many dark alleyways tell a tale of sorry neglect and political apathy. The small one-room shanties and chawls looked forcefully strummed in together. These are lanes the sun refuses to peek into. The locals like to think even the sun cannot bear to see the conditions they live in. This area is of the weavers and the embroidery industry. The exquisite organza and tissue dresses with zardozi and zari work that one finds in the boutiques of posh Mumbai are brought to life here by immigrant workers from UP and Bihar. Gutter water freely flowing through some of the lanes and the shoulder-breadth of the alleyways makes it difficult to maneuver through them. One has to walk in a slant to be able to get through. For Zubeida Aapa though, it is no concern. ‘This is the lived reality of Dharavi. Do you see these water pipes going through the gutters? Sometimes, the pipe bursts and the gutter overflows and the people are left with dirty water for consumption,” she says as she deftly navigates the stinking water while rats the size of small puppies jump out of her way. 

She stops at a small metal staircase that is as steep as a straight wall. A cloth rope is hanging from the top to help people climb the upright stairs where Mohd Amaanullah, Mohd Alamgir, Mohd Liyaqat and Mohd Sheikh are hard at work on a red cloth, deftly making stunning necklines out of gold wires. Having come from Bihar to make a better life for themselves, they found a home in Dharavi in the 90s. Mohd Amanullah is shy but the rest have a lot to say. The biggest problem remains that of clean drinking water and toilets. The small 10x12 rooms have never had toilets. Hence, the public loos. These toilets shut after midnight so they are forced to use jute sacks or the very gutters that welcome visitors to their homes. “We end up spending roughly 100 rupees every day just on toilets. House rent is INR 6,000 with INR 50,000 security. Then comes the electricity bill. At the end of the month, we are left with INR 3,000-4,000 that go into savings,” says Mohd Alamgir. “Ramzan is coming,” Mohd Liyaqat says, “That’s when it gets the most difficult, keeping fasts without access to clean drinking water or hygienic toilets.”

Mohd Zainuddin Ansari, a zari artisan, who lives downstairs with his family echoes Liyaqat’s sentiments. Having come to Dharavi from Sitamarhi, Bihar in 1992, he now owns an 8x14 sq mtr room that cost him INR 7 lakh 2 decades ago. Here he lives with his wife, sister, and 4 children. Ansari has seen many politicians come with promises. “None of them ever return after elections. Earlier, we used to have hope. Now we are dependent on each other, NGOs and people like Aapa.” His daughter Rehana is a NEET aspirant. She wishes for a Dharavi where women have hygienic toilets and are not privy to diseases. “We wake up very early to use the toilets before the men come. It gets even more difficult when we are on our periods.” One in two women in Dharavi suffers from urinary tract infection (UTI) a disease caused by improper sanitation. Most of them tend to ignore the symptoms till it gets aggravated and becomes difficult to cure.

The Potters Of Kumbarwada

If one side of Dharavi has the artisan community, the other side is home to the potters of Kumbarwada. Earthen water pots, diyas, lanterns, and home décor in shops line the road. One turn into many of the alleyways takes you into a maze of kilns where workers toil throughout the day. The master potter sits on the upper floor, making the pots and the diyas while the workers bake them in the kilns below. The air is full of red dust that threatens to choke the lungs. But Ranchod whose family has lived in the area for the past 3 generations and has been involved in the pottery business seems unfazed as his hands continue to gently coax pots into shape.

“I have seen Dharavi from when it did not even come under suburban Mumbai. We had no drinking water, and no basic amenities. I have seen it grow from then to what it is now.” The Kumbarwada side of Dharavi has the same chawl structure but is better off than the rest. The pottery community prefers to stay within themselves, a close-knit group, aloof from what they call ‘the other Dharavi’. While he talks, a group of foreigners walk by, led by a guide. Ever since Slumdog Millionaire introduced Dharavi to the world, slum tourism has been booming. The residents, however, are not the beneficiaries. Tourist guides charge as much as INR 1,500 to 2,000 to take tourists around the slums as they marvel at the ‘third world problems’. “When these foreigners come, they see our dark lanes, our small houses, our gutters, our dirt and squalor. What they do not see is that Dharavi is a gold mine. It not only sits in the heart of Mumbai. It is the heart of Mumbai. The people here have persevered for generations. One day, things will change for the better and the future generations will have a shot at better lives,” Ranchod says.

A History Refresher

Ansari and Liyaqat are two of the thousands of immigrants living in Dharavi. Situated at the northern tip of Mumbai Island City, Dharavi was originally inhabited by the Koli fishing community, relying on Mahim Creek for their livelihood. During the 16th century, the Portuguese colonised Bombay's seven islands, establishing a fort and church in Bandra, opposite Dharavi. This altered the landscape, drying up Mahim Creek and displacing the Koli community. Dharavi's 1850s tableau showcased a mix of industries and handicrafts, attracting diverse settlers. 

Post-independence, eviction drives pushed squatters to Dharavi. Neglected initially, it gained attention as Mumbai expanded, leading to infrastructural improvements. The 1981 Bombay development plan recognised Dharavi's need for development, marked by subsequent initiatives, including the 1995 Slum Rehabilitation Scheme. Dharavi's growth is intertwined with Bombay's migration patterns. Initially settled due to free, unregulated land, it transformed from a marshy area to a diverse settlement. Potters from Saurashtra, leather tanners from Tamil Nadu, artisans from Uttar Pradesh, and Tamilians contributed to its mosaic of cultures and businesses. As Bombay expanded, Dharavi, once a swampy fishing village, became a slum.

Dharavi 2024

Despite the absence of concrete data, a majority of Dharavi's slum residents reportedly manage to subsist on a daily income ranging from INR 100 to 200 per day. The area, spanning one square mile and accommodating approximately one million people with an incredible 869,565 people per square mile stands out as one of the most densely populated regions globally. With an average of just one toilet for every 500 inhabitants, many resort to using alleys or the nearby river for sanitation purposes, despite the river also serving as a source of fresh water for Dharavi. Children play in open sewers as alleyways fill with both deceased and living rats. Dharavi faces severe public health issues, with a history of epidemics and disasters. While India's life expectancy reaches 67 years, the average lifespan in Dharavi falls below 60. The economy here operates in an illegal, untaxed, and unregulated manner, resulting in hazardous work conditions, and fatalities. 

The tale will continue. Stay tuned…

The Residents Of AKG Nagar

Despite everything, the residents do not shy from calling it their home. 56-year-old Chintamani from Tamil Nadu came to Dharavi 30 years ago to build a life for herself here. Despite her husband having a small income, she was able to give a good education to her only daughter who graduated in computer science engineering and has currently joined a company as a fresher. “Monsoons are tough. The water accumulates and the open gutters overflow. We keep on calling but nobody comes to clean up. We now do whatever we can on our own to keep our lane clean,” she says cheerily. A tutor who teaches English and Tamil to nearby children, Chintamani finds life convenient in Dharavi. “The school, the market, the bus stand- everything is nearby. There are problems but Dharavi is home,” she says as she offers ‘the best filter coffee you might have ever had’.

Meanwhile, 44-year-old Shakuntala Upadhaya is in a hurry. She has to drop her 17-year-old son to the railway station. He has just been admitted to a BPharma course and is moving to Pune. A self-styled fashion designer who works in a big store, she found joy in what she liked best - dressing up people in the latest trends. Her life in Dharavi has been bitter-sweet. “I love the fact that there are no differences between people of the diverse backgrounds that live here. My husband, a priest is very supportive and has made living in this chawl easy. All of us living in this chawl keep our lane clean. We make an effort because no one else does for us,” she says, smiling in her ‘Stay Positive t-shirt’ and red bindi. Getting a good education for her kids was most difficult. “Schools and colleges are biased against children from Dharavi because they come from poor, uneducated families. Our kids want to study and grow in life. It’s not fair that they do not have access to good educational institutions even when they have the will and the talent,” she says.

The Dharavi Dream Project: Afterschool Of Hip Hop

17-year-old Vignesh aka Vignesh BBX is an aspiring beatboxer from the Afterschool of Hip Hop, a venture by Dharavi Dream Project. Vignesh is dressed a long t-shirt that goes way beyond his knees, baggy jeans and sleek, grey sunglasses. Self-assured and confident, he is proud of being from Dharavi. “People would shirk away from us as soon as they found out we were from Dharavi. We never got dignity growing up. People have this perception that anybody from Dharavi would be a criminal or have a drug problem. So, we created a world for ourselves and got our recognition. We use music to express our anger, our frustration and talk about our problems. We do not need outside validation anymore,” he says. Vignesh and his group were a part of the recent Savlon advertisement and are on the fast forward to success.

Dharavi established itself as a hub for a culturally rich hip-hop scene about a decade ago. This genre has evolved to become a powerful expression of personal and political discontent among the local populace, reflecting their daily struggles for survival. Streets and homes serve as their primary performance spaces, fostering a unique blend of culture and religion that defines Dharavi's distinctiveness. 

As the hip-hop culture gained traction within the community, initiatives like The Dharavi Dream Project played a crucial role in acknowledging and promoting young talent. The Dharavi Project came up in 2016 to amplify local music and dance talent both domestically and internationally through digital and traditional media channels. In 2018, a recording studio was established within the slum to nurture and celebrate young talents, particularly those in the hip-hop culture. This filled a void in the music, providing sophistication and production polish.

Tony Psycho

One of the OGs of this industry is 33-year-old Tony Sebastian aka Tony Psycho. One can spot the rapper from a mile away. Dressed in the fits of the Bronx, he looks exactly like his idol SnoopDog- baggy flashy clothes, chunky jewellery, tattoos, braided hair, and all. Tony lives in the better-off Matunga Labour Camp but is not oblivious to the problems of AKG and Indra Nagar among other localities of Dharavi. “I found hip-hop as a great medium to express our problems, our issues. We didn’t really have a platform where we could give speeches and tell the world how we live- the open gutters, the cramped one-room houses, the dirty drinking water, the stinking public toilets, the diseases, the misery, the sense of being forsaken completely. Music spread our message far and wide. More importantly, it gives dignity to our youth. The Dharavi Dream Project helps them channel their energy into art and makes them more confident than ever.”

What angers Tony is the general apathy shown towards his people. “All my life, I have heard of redevelopment projects. Political promises. Our people have had their hope broken so many times, that they have stopped daring to dream and have resigned themselves to their circumstances.”

Tony was one of the artists from Dharavi who created the rap anthem during Covid meant to educate the residents of COVID-19-appropriate behaviour and to relay their problems to the world. The anthem titled #KarDikhaya that was supported by the Bill & Melinda Gates Foundation had gone viral on social media.

A Ray Of Hope

In Nov 2022, Adani Properties emerged as the highest bidder to bag the rights to redevelop the slum- a colossal 5069 crore project. Singapore will serve as an inspiration for the project. In the 1960s, Singapore was dotted with shanties and slums similar to the Dharavi of today. The Singapore Housing Development Board, established in 1969, has created over 1.2 million homes to date, creating an integrated infrastructure and a progressive society. 

Marred by several controversies, the redevelopment program continues to be the beginning of a dream for the residents. “I want nothing more for my people than better lives. There will be temporary inconveniences but if means a positive future, we are ready to do whatever it takes,” says Zubeida Aapa. Zainuddin Ansari agrees with Aapa. “We have had many builders in the past come and tell us they will change the way we live. It never happened. This is the first time a name as big as the Adani Group has come into the picture. For the first time, there are talks of redevelopment of this scale. We believe things will change and for the better.” For Mohd Liyaqat and his fellow artisans, it would also mean moving their business. “But that’s okay. We have managed to work out of this small room in these conditions. Can it get worse than this? But at least on the other side, there would be a better life. And clean, private toilets,” he grins. Tony, though, is not so forthcoming. “Is it just the development of Dharavi or the development of Dharavi and its people is what remains to be seen. If my people also grow, I would be the happiest.”

The Group, on its part, is leaving no stone unturned to ensure it delivers on the faith that people have put in them and has roped in global urban planners and designers to help with the master plan. Dharavi Redevelopment Project Pvt Ltd has partnered with US-based interdisciplinary design firm Sasaki, UK-headquartered international consultancy firm Buro Happold and architect Hafeez Contractor for the project. Both--Sasaki and Buro Happold--renowned entities in the field of urban planning and infrastructure engineering. In addition to these, experts from Singapore have also joined the project team.

In the words of the Chairman, “Gone, like a faded memory, will be the pain of inadequacy. In its place will be a new Dharavi that hums with pride. I intend to transform Dharavi into a modern city hub by looking at ways and means to support and strengthen existing micro-enterprises and small industries and by promoting new-age jobs with a special focus on youth and women. I am confident that, with the support of all stakeholders, we shall create history and make Dharavi, Mumbai and India proud. After we are done, if Mike Tyson does visit Dharavi again, he may not be able to recognise the Dharavi he saw earlier but I am sure that he will still find its soul as spirited and alive as ever. God willing, the likes of Danny Boyle will discover that the new Dharavi is producing millionaires without the slumdog prefix.” ●

Juhi Chakraborty

Year after year, we start by making resolutions yet year-after-year, we admittedly fail to keep up with those well-intentioned commitments. This year, we have curated a list of resolutions ideas that will inspire you to make the most of the year to come. They are practical and achievable goals that will empower you to transform your life slowly but surely.

Prof Satish Sinha

S

afety brings in sustainability. There is no denying this universally accepted statement has been engrained in Adani Natural Resources (ANR) as its cardinal business principle. Safety in operation and constantly rendering a zero-harm workplace is the prime mover drive at ANR’s mining locations across Maharashtra, Madhya Pradesh, Uttar Pradesh, Chhattisgarh, Jharkhand, Odisha, and extending to Eastern Australia.

The safety of our employees is paramount, and we consistently adhere to three key safety dimensions to create a safe and healthy workplace:

Looking into the expansion of ANR for more than 25 projects on anvil, it takes cognizance and intent to introduce an institution Internal Safety Organization (ISO) constituted of heterogeneous members from fields such as electrical engineering, finance, techno-commercial, environment, and data security, mandated with executive powers to enhance adaptation to absolute safety.

The path to achieving safety excellence lies in adopting a Self-Safety mode. ANR focuses on preparing a competent workforce, identifying training needs, and continuously refining safety practices to maintain a zero-harm workplace.

ANR is exploring the integration of full digital technology, leveraging IoT sensors for real-time data capture and deep learning for proactive safety management. This approach involves AI-based analytics to assess continuous interactions between man, mine, and machine, predicting safety outcomes and prescribing appropriate actions.

Dr Neeru Bansal

I

n an era where water scarcity poses a significant challenge, Ambuja Cements has taken decisive steps towards sustainable water management, underscoring the critical need for ensuring water security for both its business operations and the communities it serves.

Water scarcity, a stark reality of our times, has far-reaching implications, impacting not only businesses with increased costs and risks but also threatening the livelihoods of communities beyond the corporate periphery. Recognizing this pressing concern, Ambuja has charted out a comprehensive program aimed at addressing this issue head-on.

At the heart of Ambuja's initiative lies a strategic framework with clear objectives:

1. Reducing Dependence on Fresh Water: Ambuja seeks to minimise its reliance on freshwater resources for its operations.
2. Community Water Security Beyond Business Interests: Ambuja is committed to ensuring water security for communities residing beyond their immediate boundaries.
3. Being Water Positive: The ultimate aim is to continue being water-positive through sustainable water management practices.

Decisive actions and innovative solutions form the cornerstones of Ambuja’s approach. By focusing on reducing specific water consumption per ton of product, maximising the recycling of treated wastewater, harvesting rainwater, and implementing rigorous water efficiency measures, Ambuja has significantly reduced its footprint on freshwater resources. As a result, the water withdrawal from fresh water resources is now less than the water consumed by the company to meet its needs.

Furthermore, the company’s engagement in developing innovative product solutions, such as the Instant Concrete Mix Proportion and Modular Curing Solution, showcases a commitment to optimising natural resources, resulting in substantial water savings.

Ambuja’s efforts extend beyond operational improvements. The company has invested in water conservation efforts for communities, collaborating with local representatives, governments and like-minded organisations. Initiatives include awareness-building campaigns, education on rainwater harvesting, water literacy, and the adoption of modern irrigation technologies.

These efforts have borne fruit, with tangible results evident in the form of increased rooftop rainwater harvesting systems, expanded surface water storage, and the adoption of micro-irrigation techniques by farmers. The results for FY 2022-23 are very encouraging:

These initiatives have significantly improved water security in the community, evident in the shift from single-crop to multiple-crop farming. As Ambuja Cements continues its journey towards water security, the success stories of farmers cultivating more than one crop herald a sustainable future for communities.

The ongoing efforts in sustainable water management have resulted in a much lower water debit than water credit. Ambuja Cements, which was two-times water positive in 2011, became eight-times water positive in 2019, a number verified by a third party. The aspiration is to make it 10-times water positive by 2030. Through a holistic approach encompassing operational efficiency, innovation and community engagement, Ambuja Cements has set a benchmark in responsible corporate water management, inspiring not just the industry but society as a whole to tread the path towards a water-secure future. ●

Juhi Chakraborty

In this dynamic tech-infused age of warfare, Adani Defence & Aerospace, which is a pioneer in design, development and manufacturing of state-of-the-art defence products, gave a major boost to India’s drone warfare capabilities.

Bringing its promise to support the Atmanirbhar Bharat initiative to fruition, Adani Defence & Aerospace unveiled and handed over its indigenously manufactured Drishti 10 Starliner Unmanned Aerial Vehicle (UAV) to the Indian Navy at an event on 10 Jan 2024 in Hyderabad, a primary arms manufacturing hub of the country. Drishti 10 Starliner is an advanced intelligence, surveillance, and reconnaissance (ISR) platform with 36 hours endurance and 450 kg payload capacity.

The only all-weather military platform with NATO’s STANAG 4671 (standardised agreement 4671) certification for the UAV system’s airworthiness, it is cleared to fly in both segregated and unsegregated airspace. The UAV will now be taken from Hyderabad to Porbandar to be inducted into naval maritime operations.

The flag-off ceremony was led by chief guest Admiral R Hari Kumar (PVSM, AVSM, VSM, ADC), Chief of the Naval Staff, who lauded Adani Group’s efforts in aligning its roadmap to the Navy’s requirements and establishing an ecosystem of partners and capabilities to enable ‘Atmanirbharta’ in defence and security.

"This is a momentous occasion and a transformative step in India’s quest for self-reliance in ISR technology and maritime supremacy. Drishti 10’s integration will enhance our naval capabilities, strengthening our preparedness in the ever-evolving maritime surveillance and reconnaissance,” he said.

Honourable Minister of Industries & Commerce, IT, Electronics and Legislative Affairs of Telangana D Sridhar Babu said that with initiatives taken by companies like Adani Defence, the vision laid out by the Prime Minister of India shall be achieved in its complete spirit.

Adani Aerospace Park is the country’s first final assembly line in the private sector for military grade unmanned systems, tactical and loitering drones, seamlessly integrated with carbon aerostructures manufacturing unit, electronics and avionics unit and EO IR (electro optical/infra-red) payloads, thus contributing to more than 70% indigenisation.

Jeet Adani, VP, Adani Enterprises, said that the recent geopolitical events have reinforced the convergence of physical, informational, and cognitive tactics underpinned by intelligence, information processing capabilities, and use of unmanned and cyber systems for dissemination of information and disinformation. “Intelligence, surveillance and reconnaissance platforms across land, air and naval borders are a key priority for Adani to serve the armed forces and place India on the global map for exports. We are proud to be able to serve the Indian Navy,” he added.

Calling the handover of Drishti 10 Starliner UAV a watershed moment in Adani Defence’s journey towards self-sufficiency and indigenisation of advanced technologies, Ashish Rajvanshi, CEO of Adani Defence & Aerospace, shared, “Our on-time delivery to the Navy is a testament to our robust quality management processes and excellent support from our partners, who worked diligently over the last 10 months from contract to delivery.” ●

Adhishree

On the early morning of 3 Dec 1984, the tragic Bhopal Gas Tragedy unfolded, serving as a haunting reminder of the catastrophic consequences of neglecting safety measures. The leakage of toxic gas, Methyl Isocyanate (MIC), resulted in over 8,000 deaths and impacted nearly 600,000 lives in the long run. A prolonged investigation revealed deficient plant design and a lack of emergency training among personnel, highlighting the critical need for robust safety measures.

Nearly 40 years after this incident, significant improvements have been made through collaborative efforts by businesses and government entities. However, the probability of rare, high-impact incidents can never be entirely eliminated. At Adani, our commitment to providing the safest work environment remains unwavering. The Group Safety function strives for 'zero harm and zero leak,' emphasising the identification and mitigation of unrecognised high-impact risks and hazards. Knowledge and capability building for line professionals and managers are key components of this endeavour.

To fulfill this commitment, the Group Safety Team has partnered with the Indian Institute of Technology – Kharagpur (IIT-KGP) to develop a specialised course for Adani employees – Logistics and Process Safety Management (LPSM). This course aims to cultivate a strong conviction among middle management regarding high-impact risks and hazards. By imparting nuances and concepts of safety processes and management, we seek to create a cadre of Safety Resource Personnel, or Safety Champions, capable of leading the transformational journey towards Safety Excellence within the Adani Group. These champions, trained by leading subject matter experts, serve as resources for enhancing safety performance, achieving operational excellence, and promoting resiliency and sustainability within businesses.

The course provides a unique platform for the exchange of ideas and approaches across the Group, fostering a fraternity of Safety Champions committed to eliminating ignorance and incompetence regarding safety concerns. The plan is to conduct multiple batches of the IIT-LPSM course annually for several years, creating a critical mass of champions across business units at different hierarchies to embed a safety ethos and culture throughout the Group.

In collaboration with the premier technical institute IIT-KGP, the program operates under the Centre of Excellence of Safety Engineering and Analytics (CoE-SEA), recognised as an Institute of Eminence by the Government of India. The course, bespoke to Adani’s business requirements, integrates theoretical learning, technological innovations, analytical problem-solving, and practical implementation. Case studies, assignments, and project work align with the Adani business environment, creating an effective collaborative ground for the evolution of safety technology and engineering.

The course is designed for experienced and capable managers, nominated by their respective Business Unit leaders, with a limited batch size of 25 to ensure an impactful learning experience. Champions undergo 16 weeks of training, including 7 weeks of academic rigor at IIT-KGP, covering topics such as Micro Hazard Mapping Management (MHMM), Accident Causation and Prevention, Logistics Safety, Electrical Safety, Prevention through Design, Safety analytics, and more. The learning path comprises four modules, integrating classroom training, project work at their sites, and review and feedback from professors, ultimately resulting in the submission of a ready-to-roll-out project report.

The Safety Champions, representing diverse businesses and sites across India, have been entrusted by Business Leadership to exemplify initiatives and resourcefulness. Empowered through the IIT-KGP LPSM Course, they play a pivotal role as mentors and resource personnel for continuous business and operational excellence. Their ability to anticipate unrecognized risks and hazards allows for proactive remedial action, preventing incidents before they occur.

The Champions hail from multitude of Businesses & sites spread all across India and have diverse backgrounds and technical knowledge. They have been entrusted by their Business Leadership to exemplify initiatives and resourcefulness by granting them this opportunity. We aspire to empower them through IIT-KGP LPSM Course, to perform their role as ‘Safety Champions’ and abet in Safety Transformation journey of their businesses. Throughout their tenure they would function as mentor and resource personnel for continuous business and operational excellence. They would be able to prognose unrecognised risks and hazards and take remedial action before occurrence of incidents.

To date, two cohorts of Safety Champions have successfully completed the IIT-KGP LPSM course, with the third batch currently in progress. This brings our total number of Safety Champions to 75, each of whom has played a pivotal role in implementing over 200 Safety Performance Improvement projects across various sites. Moving forward, our commitment to these Safety Champions remains steadfast, as we actively involve them in advancing safety initiatives of varying scales and scopes. Moreover, we aim to empower them to successfully execute their own projects. While we acknowledge that the complete elimination of incidents may be an unattainable goal, our Safety Champions play a crucial role in integrating safety requirements during the design phase.

Utilising their expertise, we encourage them to leverage technology to manage deviations in operating parameters, enhancing our overall preparedness to eliminate all avoidable accidents. Recognising the invaluable contribution of our Safety Champions, we aim to address previously unrecognised risks, infuse best safety practices during design stages, and cultivate a heightened awareness of safety across our organization.

The lessons learned from incidents like Fukushima, Chernobyl and Bhopal underscore the importance of prioritizing safety. While the initial investment in safety measures may seem high, the consequences of neglecting safety can lead to devastating incidents with far-reaching repercussions for generations. Our Safety Champions stand as guardians against such risks, working towards a future where safety is not just a priority but a collective responsibility. ●

Abhishek Saraf

A

mid the hustle of corporate life, where targets and deadlines often take center stage, a sporting spectacle emerged, transcending the conventional norms of workplace engagement – the Adani Cricket League.

With a championship title on the line, Adanians put on their thinking caps to devise strategies and gather to practice at the nets. The league brought together employees from diverse technological domains - Artificial Intelligence, Business Development, Industry Cloud, Cyber Security, Information Technology and Strategic Communications, showcasing a unique blend of cricketing prowess and team camaraderie. Fourteen teams, each comprising 8 players, took to the cricket field for a season of fierce yet friendly competition. The format of 10-over matches ensured an unmatchable thrill with quick-paced action and strategic gameplay.

The finale was a nail-biting ending that added an extra layer of excitement to the tournament. As both finalist teams played their hearts out, resulting in a tie – both teams scored equally. An extra round saw IT Master Blasters outshine IC Gladiators, claiming the ultimate victory and turning an already thrilling match into an unforgettable spectacle.

Sachin Kumar Garg 

India is well on the path to becoming one of the two largest economies in the world by 2047, a year when the country would also celebrate 100 years of its independence. To achieve this aspiration, our nation needs organisations that can achieve and sustain high performance over time and through various disruptions––be it technological, geopolitical, environmental, or market-based.

The Adani Group, a nation builder is playing a key role in India’s growth aspiration by building large scale nation-wide infrastructure projects with focus on people & culture, digital transformation, ESG and more importantly resilience, the focus area of its Adani Business Excellence Model roadmap (based on Baldrige Excellence Framework).

An organisation’s ability to be resilient and successful in the long term depends on excellence in many areas of its performance.  Adani Business Excellence Model highlights key indicators of resilience as financial stability, operational continuity, customer retention, employee engagement, social responsibility, community engagement and innovation.

The Adani Group has gone a step further and institutionalised resilience in its business excellence roadmap aligned with key evolutionary stages of any business life cycle viz. Aarambh, Aadhar, Ati-Uttam and Ati-Shresth.

Post Group Chairman’s birthday celebration in maiden Adani Day, Adani Business Excellence Group began implementation of its five-year roadmap (2023-2027) by understanding organisational priorities with CEO/CXOs and choose 3-5 key best practices under six business areas i.e. Leadership, Strategy, Customer, Workforce, Operations, IT & Knowledge Management to build resilient organisations.

These business units are also subsequently guided to implement key BEx initiatives to improve product, services, operations, technology, HR through continuous improvement, innovation and benchmarking techniques such as Lean Six Sigma. The best initiatives are celebrated during BU Level CI Month and Group level Knowledge Mall events.

Further, to make it an inclusive journey, Adani Business Excellence Group have created two unique platforms:

1. Adani Business Excellence Hub – To identify challenges worth solving and undertaking continuous improvement, innovation and benchmarking initiatives. This hub also acts as a repository of best practices for the Adani Group companies.
2. Adani Business Excellence Community Meet – Gathering of Apex leaders, CEOs, Functional Heads and BEx Champion in pursuit of resilience, thus truly together accelerating our journey towards ‘Growth with Goodness’.

Adani Way of Business Excellence is helping business units align and integrate its business initiatives and achieve business excellence maturity (1,000-point system) to attain resilience.

• 8 Business Units have followed Adani Business Excellence Model roadmap.
• 15 Business Units have adopted Adani Business Excellence Model practices/initiatives.
• Many of our Business Units have even embarked on coveted Malcolm Baldrige accreditation.
• Corporate Functions are looking at ABEM accreditation for specific practices e.g., Business Process Management, Workforce & Technology to name a few.
• New initiatives launched in 2023 have received 1,000+ nominations (Challenges Worth Solving, BEx Initiatives, Capability Building Programs, ASQ Membership, Adani Knowledge Mall)

Further, to make it an inclusive journey, Adani Business Excellence Group have created a unique platform called Adani Business Excellence Community Meet where Apex leaders, CEOs, Functional Heads and BEx Champion come together in pursuit of excellence, thus truly together accelerating our journey towards ‘Growth with Goodness’. ●

The writer is Head of Business Excellence at the Adani Group.

Sania Ahmad 

W

inter in India is not merely a season. It is an emotion. Our fondest memories of childhood winters involve huddling around a bonfire or room heater with siblings and cousins, while the aroma of sumptuous gajar halwa and makke ki roti & sarso ka saag wafted from the kitchen. As we cracked peanuts, dabbed them in rock salt and popped them into our mouths, the pleasure was deep, the satisfaction and anticipation complete. 

India's winter dishes celebrate the bounty of the season, ranging from the vibrant hues of Gajar ka Halwa or Gajrela to the crunchy textures of Gajak and Chikki, offering a diverse and delightful spectrum of winter treats. 

Anu Gehani  

Picture this: You enter Munnar and the universe hands you a fresh coconut, a cool breeze and a front-row seat to a mesmerising sunset with hues of amber spreading all across the sky. Your loosely tied rubber band is unable to keep your windswept hair and your excitement in check. With every sip of the refreshing coconut you cannot help but say ‘Aah!! We are finally here!’.

Munnar’s charm is not limited to its pristine landscape, it is the theatricality of nature. The vibrant spathodea and the tea plantation across the hill sway to the rhythm of the wind, adding to the symphony of this place. Every time one would look out of the window while driving through the hills, a new view would leave them speechless. Nestled in the wilderness, Munnar is the perfect break you need from your typical 9-5.

It is a sensory delight. One must also have the culinary experience the place has to offer. From the spiciness of the local curries to the sweetness of the homemade chocolates, it is a culinary rollercoaster where each bite brings a delicious twist.

This carnival of flavours will make you book another flight back to Munnar as soon as you go back home.

If you are looking for a cathartic experience, then buckle up for the road trip for a lifetime to Devikulam. Grab a coconut or a plate of freshly made, roadside omelette and sit on the side overlooking the Anayirankal Dam Reservoir. It is the perfect view for you to forget everything and just be in the moment.

If you have a Keralite friend in the group, that is a special bonus. They will take you to the famous tea factories hidden in the hills with broken roads that lead up to them. That might sound like an effort but it is totally worth it. Also, did you know we had been drinking tea wrong all this while? The piping hot cup that we all delightfully have every morning is just pure dust left behind after a rigorous 10 step process of tea making. There is a white tea which is said to be the Kohinoor of teas and is the most nutritious version of them all. It may not have the taste of a typical chai, but its aroma will make you feel fresh instantly. Bonus, you can reuse it 3 times a day. Do visit the Lockhart Tea Factory, Devikulam on your next visit.

Some might say that a homestay would be a good option. However, one must not miss the small hotels who have nailed it when it comes to making an aesthetic place for your stay. The tiny hut structures at the steep ends of the mountain may require some effort to reach but make up for it with the view. While the gravity is pulling you down the steep ends, a culmination of the breath-taking view and the delectable food lifts the weight off of you making you float in Munnar’s symphony.

In short, Munnar = Magical. It is not just a place. It is an experience one must have in their lifetime. ●

Juhi Chakraborty  

Every year Bollywood is deluged by new actors. And among them there are always a few star kids in the mix. This year is going to be no different as many young, up-and-coming talents from famous film families are set to be introduced in the Tinseltown. While the nepotism debate had taken a backseat, the topic made a comeback when Zoya Akhtar’s The Archies provided a launch pad for Suhana Khan, Agastya Nanda and Khushi Kapoor, the progenies of Shah Rukh Khan, Amitabh Bachchan, and Sridevi, respectively. The three principal cast, however, failed to impress the audience as their performance was rather disengaging, phony that lacked authenticity and emotional depth. This again added fuel to the debate about whether privilege should be greater than talent when it comes to introducing new actors. Now it is a wait and watch game for other star kids who are set to enter the Hindi film industry this year with their respective projects. 

Adani Airport Holdings

In a remarkable feat, Gopinath Bordoloi International Airport in Guwahati witnessed unprecedented growth in 2023, handling 5.6 million passengers—an impressive surge from the previous year's 4.6 million. The airport experienced a significant uptick in both arriving and departing passengers, reaching 2.9 million and 2.7 million, respectively. Simultaneously, the airport saw a remarkable increase in aircraft movements, managing a total of 46,600 flights in 2023, compared to 41,000 in 2022. This heightened activity underscores the airport's expanding role in regional and international air travel. Adding to its accomplishments, Guwahati Airport introduced new domestic connections to Jaipur and Bhubaneswar in 2023, enhancing regional accessibility. Internationally, the airport solidified its global presence with a new route to Bangkok.

A standout moment occurred on 24 Dec 2023, when the airport recorded its highest single-day passenger count at 19,290. This exceptional performance highlighted the airport's operational efficiency in managing increased footfall. As Guwahati's Gopinath Bordoloi International Airport continues its upward trajectory, the record-breaking year positions it as a pivotal player in shaping the aviation landscape of the region. The airport's commitment to connectivity and efficiency sets the stage for a promising future in the dynamic world of air travel.

Adani Logistics & Adani Agri Logistics

On 15 Dec 2023 in Gurgaon, there was a happy celebration. Adani Agri Logistics and Adani Logistics took a special moment to praise their loyal employees. The Long Service Awards, which honour loyalty and hard work, became a memorable day when 27 employees were recognised for their long-lasting dedication.

CEO of Logistics Business Shushant Kumar Mishra and Head of Adani Agri Logistics Pankanj Kumar Bhardwaj gave out awards. People from different departments joined the celebration, creating a festive atmosphere and cheering for the deserving winners.

Families of the awardees virtually participated, sharing experiences and warm wishes. This bridged the gap between work and personal life. As the day ended and people went their separate ways, the joy of being part of something exceptional stayed. The awards were not just symbols; they represented a shared journey where hard work was celebrated, and a collective sense of pride in being part of these outstanding organisations prevailed.

Adani Total Gas

The proficient and ever-talented HR Team has added one more feather of pride to our cap. They have won the - Golden Peacock HR Excellence Award. Their efforts and hard work to make our organization a better place every day have flourished. From engaging everyone to celebrating festivals, they are always on the tip of their toes to make every small victory count. The award was presented by Hon’ble Justice Devendra Kumar Upadhyaya, Chief Justice, High Court of Bombay, and Hon’ble Justice U. U. Lalit, Former Chief Justice of India. The other dignitaries present at the award presentation ceremony were - Mr. Desh Deepak Verma, IAS (Retd.), Principal Advisor, Institute of Directors and Former Secretary General, Rajya Sabha, Parliament of India, Lt. Gen. Surinder Nath, PVSM, AVSM (Retd.), President, Institute of Directors, India, and Mr. Sailesh, IAS, Member, Public Enterprises Selection Board (PESB) and former Secretary, Department of Public Enterprises, Ministry of Heavy Industries & Public Enterprises, Government of India.