Actions Taken in FY 2024-25

• Mobile app-based monitoring to ensure road safety; campaigns and simulator training enhanced safety preparedness
• Saksham programme ensured effective training through mandatory contractor workmen induction
• Health and safety initiatives included routine checkups, awareness workshops, and engagement activities like Road Safety Week and Fire Safety Week
• Incident analysis and CAPA implementation ensured preventive actions, continuous compliance monitoring, and stakeholder updates
• Incident reporting and analysis via Gensuite, with detailed Lost Time Incidents (LTI) and First Aid (FA) case reviews
• AI-driven safety monitoring (trespassing, footfall, vehicle tracking, arc flash detection) enhanced security; essential PPE kits provided


Read more about our safety-related initiatives and achievements

---

Way Forward

Near-Term KPIs (Next 6-12 Months)

• Assess the effectiveness of communication with site teams through feedback surveys
• Measure the timeliness of incident reporting in the Gen-suite system
• Technological Solutions for Safety
  • AI-Based Camera Coverage: Video Analytics to ensure Safety compliance
  • PPE Kit Usage rate: Track the usage rate of PPE kits

Near-Term KPIs (Next 1-3 years)

• Implemented advanced incident management system
• Implemented predictive analytics for incident management
• Analyse and Track the reduction rate of recurring issues through advanced CAPA strategies
• Assess the safety culture through employee surveys and training participation rates

Actions undertaken

• Joined Utilities for Net Zero Alliance (UNZA) as the first Indian electric utility, driving grid readiness, clean energy solutions, and electrification
• Enhanced ESG disclosures via WDI, UNGC CoP, and CDP for greater transparency and accountability
• Strengthened stakeholder engagement across supply chain, communities, and material issue assessments
• Conducted climate, water, and biodiversity risk assessments to identify opportunities
• Participated in CII Corporate Sustainability Award 2024 for benchmarking
• Evaluated Human Rights & DEI to define a strategic roadmap


Read more about our ESG initiatives

---

Way Forward

• Refining net zero strategy for 2050 with interim Science-Based Targets (Scope 1, 2, 3) aligned to UNSDGs 7, 11, 12, and 13
• Scaling renewable energy share to 60% by FY 2026-27 and 70% by FY 2029-30, supporting UNSDGs 7 and 1
• Pledging to plant 45.96 lakh trees by FY 2029-30 in line with UNSDG 15
• Advancing gender diversity to 30% by 2030 under UNGC’s Fast Forward initiative

Actions undertaken

• Fully operationalised MP Package II transmission line in FY 2024-25
• Achieved Operational Go-live for four smart metering projects
• One of the leading players in smart metering to instal almost 31 lakh meters PAN India
• BKC EHV 220KV Project Commissioned in FY 2024-25
• Progressing on BKC Ph II, Chandivali GIS, and MERC-approved projects (Distribution)

---

Way Forward

• Complete ongoing projects on time while ensuring seamless execution
• Expand market presence, targeting ~17% Smart Metering share by FY 2025-26, 25% by FY 2029-30, and a 30,000 ckm transmission network by 2030 for greenfield as well brownfield projects
• Enhance operational efficiency with IT integration, system availability (99.5% for smart meters), and digitalisation
• Optimise the fund mix and investigate refinancing opportunities to lower interest expenses and sustain effective leverage
• Strengthen safety & compliance through regular training, and monitoring performance

Actions Taken in FY 2024-25

• Fully digitalised business processes
• Implemented the first 3D concrete-printed store at Lakadia SS
• Developed in-house Asset Health Indexing Models for key transmission components, enhancing lifecycle management across transmission business
• Strengthened Asset monitoring with live dashboards, standardised SAP & SCADA tags, and drone-based transmission line patrolling
• Leveraging ENOC capabilities with real-time alerts, 24x7 EHV station operations, weather forecast and grid dynamics
• ENOC has successfully managed over 1,50,000+ remote operations for various voltage levels

---

Way Forward

• Integrating the first private VSC HVDC into O&M and developing system expertise
• Advancing deployment of Fleet Analysis dashboards for CB, LA, Transformer, Reactor, CT, CVT and Transmission lines
• Collaborating with academia/ERDA to develop SRI insulator condition monitoring curves, to reduce failures and tripping
• Developing an RPA-based Audit Management System in SAP for audit observation tracking and compliance monitoring
• Planning bay integration for seamless day-one operation of the upcoming Sangod SS from ENOC

Transmission

Actions Taken in FY 2024-25

• Optimised capital structure to enhance financial efficiency
• Facilitated capital requirements for growth across transmission, distribution, and smart metering segments

---

Way Forward

• Maintain a strong focus on profitability, returns on new projects, and leverage position
• Sustain investment-grade ratings from global rating agencies

---

Smart Metering

Actions Taken in FY 2024-25

• Signed the first Facility Agreement and received disbursement for the business
• Achieved Go-live status for projects, ensuring regular collections

Way Forward

• Fund proposed capex through a mix of debt and internal accruals (mainly lump sum revenue)

---

Distribution

Actions Taken in FY 2024-25

• Funded ₹1,782 crore capex through internal accruals
• In line with ESG philosophy divested 500 MW of Dahanu Thermal Power Station
• Increased renewable energy sourcing to 35.2%
• Repaid USD 48 million QIA sub-debt, lowering finance costs
• Total energy sales rose by 6% at AEML and 44% at MUL, led to 20% increase in the distribution net revenue
• Maintain IG Rating from International Rating Agencies

Way Forward

• Fund FY 2025-26 capex through internal accruals
• Expand renewable energy share
• Reduce finance costs through loan repayment
• Strengthen receivables management
• Maintain and improve credit ratings

Actions Taken in FY 2024-25

• Strengthened the Integrated Management System by upgrading latest version of standards and expanding coverage
• Launched digital portals: “Unnati” for ideas/kaizen, “MySOP” for process management, and “BEx” for various Business Excellence initiatives
• Secured top rank and won 18 awards in 3^rd AWMS (Adani Workplace Management System) Accreditation award ceremony, organised by the Adani Workplace Management Academy
• Conducted ABEM refresher training to develop Adani business excellence model
• Initiated the “Process Transformation” initiative to redefine and digitise critical processes

---

Way Forward

• Continue Process Transformation by implementing TO-BE state for all selected processes
• Develop KPI dashboards to monitor process maturity and improvements
• Enhance process efficiency through structured problem-solving
• Initiate full-fledged application writing and internal assessments for gap identification
• Pursue a PDCA (Plan-Do-Check-Act) approach for continuous process maturity and alignment with ABEM criteria

Actions Taken in FY 2024-25

• Implemented Asset Health Indexing to optimise maintenance costs and extend asset life
• In process of implementing AI-based Digital Route Survey for cost-effective transmission line planning
• Ongoing deployment of Voice BOTs, Chatbots, and Email BOTs to enhance customer service and boost productivity
• CRM solution enabling customer service agents to resolve customer query quickly basis 360-degree information about customers
• Digitalisation of quality assurance through a Low-Code Application Platform enables real-time communication among vendors, project managers, and quality teams during transmission-line commissioning projects, ensuring quality at every stage

---

Way Forward

• Digitalisation of the bid management process
• Expand Conversational AI across 31 business workflows, including Voice BOTs, Chatbots, and Document Understanding
• Implement Exception Management for asset performance monitoring
• Develop predictive-based asset maintenance strategie
• Advance O&M Digital Twin technology for improved asset management efficiency

Actions Taken in FY 2024-25

Technical Centres of Excellence (CoEs) established for high voltage systems.

• Consolidated T&D, centralised services, and introduced zonal accountability
• Transitioned service functions to GCC for streamlined operations and standardisation
• Launched Digital Dexterity, Saksham, and Career Conversation initiatives
• Strengthened workforce through leadership and technical training programmes

---

Way Forward

• Maintain voluntary attrition of top talent and critical roles below 5%
• Develop in-house expertise for existing and emerging business needs