2024-25 Integrated Annual Report

DOWNLOAD REPORT

Investor Relations

adaniports.com
×

Strategy

Pioneering the nextera of infrastructure

India's journey towards becoming a global economic powerhouse is driving the need for advanced ports and logistics infrastructure, diverse marine assets and industrial expansion. This shifting landscape presents immense opportunities for growth and transformation.

With a strong foundation in place, APSEZ is strategically positioned to capitalise on this momentum – enhancing efficiency, embracing innovation, and setting new benchmarks in operational excellence. The vision is to emerge as the world’s largest port operator and a leading Integrated Transport Utility, redefining industry standards with a sharp focus on customer centricity and sustainability.

Strategic Objective

Drive sustainable global growth by leveraging assets, expertise, and partnerships, while delivering customer-centric services through a technology-driven infrastructure ecosystem.

Strategic Priorities

  • S1 ESG leadership
  • S2 Customer centricity
  • S3Expand footprint nationally
  • S4 Increasing our global presence
  • S5Improve business mix
  • S6 Scale operational efficiency through focus on safety, talent, technology and innovation
  • S7 Growth through strategic partnerships and acquisitions

Capitals

Financial Capital

Intellectual Capital

Natural Capital

Manufactured Capital

Human Capital

Social and Relationship Capital

Material Topics

  • M1 Climate change
  • M2 Biodiversity and land use
  • M3Water and Wastewater Management
  • M4Waste Management
  • M5 Air Quality Management
  • M6 Human Rights
  • M7 Community Relations
  • M8 Employee Engagement
  • M9 Occupational Health and Safety
  • M10 Customer Satisfaction
  • M11 Diversity Equity and Inclusion
  • M12 Labour Relations Management
  • M13 Business Ethics
  • M14 Data Privacy and Security
  • M15 Risk Management
  • M16 Supply Chain Management
  • M17 Regulatory Compliance
  • M18 Geopolitical Risks
  • M19 Digital Inequality

Strategic Priority

S1

ESG Leadership

Actions Taken in FY 2024-25

  • Commissioned a 275 MW renewable energy plant at Khavda, Gujarat
  • Commissioned a 450 KLD Effluent Treatment Plant at Hazira Port
  • Developing a 40-hectare grassland in the Lakhpat region in phases to reduce the burden on inland mangroves, designated as a Biodiversity Heritage Site
  • Improved ESG ratings in DJSI, CDP Water, and ISS

Way Forward

  • Implement comprehensive carbon reduction strategies to achieve carbon neutrality for ports by 2025 and net zero for all businesses by 2040
  • Transition to renewable energy with the completion of a 1,000 MW plant
  • Enhance operational excellence to reduce emissions and conserve energy
  • Ensure zero effluent discharge and reduce water dependency through sustainable practices
  • Sustain and expand zero waste to landfill initiative
  • Engage in conservation efforts to protect and enhance biodiversity, net positive impact by 2050
  • Enhance community skillsets through targeted training and development programmes
  • Integrate advanced safety protocols and health programmes to ensure a safe working environment
  • Promote gender parity, diversity, and inclusivity within the organisation
  • Align with global standards of corporate governance

Performing on Our Strategy

12%

Improvement in GHG emission intensity

16%

RE power share

51%

Rail to road co-efficient

4.5%

Women employees in workforce

8,63,718

Direct Beneficiaries

Capitals Deployed

Risks

R3

R5

R6

R12

Material Topics

M1

M2

M3

M4

M5

M6

M7

M8

M9

M10

M11

M12

M13

M14

M15

M16

M17

M18

Strategic Priority

S2

Customer Centricity

Actions Taken in FY 2024-25

  • Our in-house developed an integrated Trucking Management Solutions portal, which makes trucking easily accessible to our customers, connects seamlessly with their systems and offers end-to-end solutions and real-time tracking
  • Commissioned conveyor system for handling a new bulk cargo category
  • Secured immigration approval at Dhamra Port to streamline crew changes
  • Implemented digital gate passes (as a part of ITUP implementation) for seamless cargo movement in five of our ports viz. Mundra, Dahej, Hazira, Krishnapatnam and Dhamra
  • Ordered eight indigenous tugs to meet major port requirements

Way Forward

  • Provide an integrated one-stop solution to enhance cargo visibility at all touchpoints
  • Leverage ITUP as an enabler for end-to-end logistics services

Performing on Our Strategy

4.3/5

Customer satisfaction score (CSAT)

19

New container services added

Capitals Deployed

Risks

R4

Material Topics

M10

M11

M12

M13

M14

Strategic Priority

S3

Expand Footprint Naturally

Actions Taken in FY 2024-25

  • Acquired Gopalpur Port, strengthening presence in Odisha and the eastern coast
  • Commissioned India’s first automated transshipment port at Vizhinjam
  • Signed a 30-year concession agreement to develop Berth 13 at Deendayal Port, Kandla
  • Commenced O&M services at container terminal at Netaji Subhash Dock at Kolkata port
  • Launched container terminal operations at Gangavaram Port
  • Increased market share from 26.5% to 27.0%
  • Commissioned 0.7 million sq. ft. warehousing capacity, taking the total to 3.1 million sq.ft.
  • Expanded our national presence by adding 5 new trains to our logistics portfolio

Way Forward

  • Expand port presence in India and increase market share
  • Scale up Vizhinjam Port capacity to 3.2 MTEUs by 2028
  • Target handling 1 billion MT globally in ports, 850 million MT from India
  • Grow trucking business to handle 200 MMTPA by FY 2029-30
  • Commence ICD services (EXIM operations) at Malur and Virochannagar, and expand the warehousing at Palwal, Kochi and Kalyan
  • Expand footprint with MMLPs in Hyderabad and Dadri, along with warehousing in multiple locations taking the total count to 20 MMLPs by FY 2029-30
  • Commission agri silos at 49 new locations next year, completion of current pipeline projects will enhance the footprint to 94 locations
  • Enter the drydocking business to cater to the owned flotilla

Performing on Our Strategy

27%

Market share in ports

38 MMT

Ports capacity addition

0.7 million sq.ft.

Warehousing capacity addition

5

Addition to railway rakes

2,000

No. of locations served through trucking

13%

Market share in container rail operations

70% +

Market share in third party marine services

Capitals Deployed

Risks

R2

R3

R7

R9

R10

R11

R14

Material Topics

M7

M8

M12

M17

Strategic Priority

S4

Increasing Our Global Presence

Actions Taken in FY 2024-25

  • Acquired 80% stake in Astro Offshore to expand global marine services and enter the Offshore services segment
  • Extended maritime services to 9 countries and port operations to 5 countries
  • Commenced marine operations in Senegal
  • Added 2 new build vessels in the international Ports and Harbour services and 10 vessels in Astro Offshore, post acquisition
  • Signed a 30-year concession agreement to operate a container terminal at Dar-esSalaam, Tanzania
  • Commissioned first phase of automated transshipment terminal in Colombo, Sri Lanka
  • APSEZ Board has approved acquisition of North Queensland Export Terminal (NQXT), located within Abbot Point Port, Queensland, Australia (subject to statutory and Board approvals)

Way Forward

  • Expand the container terminal at Colombo to a capacity of 3.2 MTEUs
  • Renovate and upgrade the Tanzania terminal to enhance capacity
  • Expand globally in the ports sector and explore opportunities to replicate logistics and marine services offerings
  • Extend marine services to 15+ countries by 2030

Performing on Our Strategy

19.6 MMT

Volume from international ports

₹3,380 crore

Revenue from global operations*

9/39

Country footprint/number of flotilla deployed Outside India

Capitals Deployed

Risks

R2

R3

R7

R9

R10

R11

R14

Material Topics

M7

M8

M12

M17

M18

*includes revenue from both our international ports and international marine businesses

Strategic Priority

S5

Improve Business Mix

Actions Taken in FY 2024-25

  • Entered two new segments: offshore supply vessels and international freight network services
  • Increased non-port revenue share from 12% to 16%
  • Increased the container share among port commodities from 37% to 42%

Way Forward

  • Prioritise ROCE accretive businesses with a focus on containers, logistics, and marine services
  • Advancing East Coast-West Coast parity in India
  • Expand non-Mundra volumes and ensure geographical diversification across ports, logistics, and marine services both domestically and internationally
  • Broaden the range of services offered to customers

Performing on Our Strategy

53%

Non-Mundra volume

56%

Cargo from long-term customers

42%

Container volume in total APSEZ volume

16%

Revenue from non‑port services

12%

Revenue from global operations*

Capitals Deployed

Risks

R7

R9

R14

Material Topics

M15

M16

M18

*includes revenue from both our international ports and international marine businesses

Strategic Priority

S6

Scale Operational Efficiency Through Focus on Safety, Technology and Innovation

Actions Taken in FY 2024-25

  • Enhanced operational efficiency by increasing billion revenue per employee
  • Established Skill development centre at Mundra Port to develop a seamless talent supply chain
  • Rolled out next-gen Terminal Operating Systems (TOS) at Hazira, Kattupalli, Ennore, Vizhinjam, and Gangavaram container terminals
  • Implemented Phase 1 of the Port Community System across multiple ports
  • Upgraded dry cargo handling by replacing conventional cranes and grabs with economic and efficient alternatives
  • Established state-of-the-art Logistics Strategic Command Centre leveraging advanced data analytics to improve operational and safety standards

Way Forward

  • Drive digital transformation by expanding the use of advanced Terminal Operating Systems (TOS) and gate automation at APSEZ
  • Implement a structured equipment renewal plan to replace outdated machinery with efficient, fit-for-purpose assets
  • Enhance productivity by increasing revenue per employee ratios through automation and mechanisation
  • Strengthen data-driven decision-making to improve agility and operational effectiveness
  • Optimise the supply chain ecosystem with cutting-edge digital solutions
  • Advance logistics park capabilities by integrating an Inland Command & Control Centre, Transport Management System, and Fleet Management System for seamless operations and enhanced asset utilisation

Performing on Our Strategy

43%

Positions filled internally

₹10 crore

Revenue per employee

Capitals Deployed

Risks

R5

R15

Material Topics

M8

M9

M11

M16

Strategic Priority

S7

Growth Through Strategic Partnerships and Acquisitions

Actions Taken in FY 2024-25

  • Expanded our strategic partnerships in Tanzania and Ennore and acquired Gopalpur and Astro
  • APSEZ Board has approved acquisition of North Queensland Export Terminal (NQXT), located within Abbot Point Port, Queensland, Australia (subject to statutory and Board approvals)

Way Forward

  • Accelerate expansion through strategic partnerships and acquisitions, both within India and internationally, to strengthen market presence
  • Seamlessly integrate and optimise acquired assets, driving turnaround strategies for enhanced efficiency, profitability, and long-term value creation

Performing on Our Strategy

10

Vessel added in Astro post acquisition

Capitals Deployed

Risks

R3

R9

R14

R15

Material Topics

M1

M6

M7

M8

M12

M13

M15

M17

M18

Risk and opportunities
Key Performance Indicators