2024-25 Integrated Annual Report

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Strategic priorities

Creating a resilient tomorrow

We have outlined five strategic priorities which define our vision for the future.
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These priorities are focussed on expanding market reach, optimising operations, fostering sustainable growth, and creating significant value for our shareholders. Through these, we aim to strengthen our capabilities, seize new opportunities, and play a pivotal role in shaping the future of India’s energy landscape.
Driving Strategic Excellence

To achieve sustainable growth and long-term resilience, we have identified five strategic priorities that align with our business objectives, stakeholder expectations, and industry trends.

Capitals

Financial Capital

Manufactured Capital

Intellectual Capital

Human Capital

Social and Relationship Capital

Natural Capital

Material Topics

M1

E&S Impact of Products and Services

M2

Climate Change, Adaptation and Mitigation

M3

Land Use and Biodiversity

M4

Energy Management

M5

Waste & Recycling

M6

Water Use

M7

Carbon Emission

M8

Pollution

M9

Energy Security and Accessibility

M10

Community Relations

M11

Human Capital Management

M12

Occupational Health and Safety

M13

Data Privacy and Security

M14

Human Rights

M15

Product Quality & Safety

M16

Innovation, Patents, and Technology Transfer

M17

Corporate Governance

M18

Risk and Crisis Management

M19

Customer Satisfaction

M20

Sustainable Sourcing

M21

Sustainable Supply Chain

M22

Grievance Redressal Mechanisms

Risks

R1

Regulatory & Compliance Risk

R2

Business Risk

R3

Competition from alternative fuels

R4

Project Risk

R5

Technology Risk

R6

Market Entry Risk

R7

Health & Safety Risk

R8

Reputational Risk

R9

Financial Risk

R10

Policy Stability Risk

R11

Human Resource Risk

Strategic Priority

#1

Infrastructure Development

Capitals Deployed

Material Issues

M1 M3 M9
M10 M11 M12
M14 M15 M16
M17 M18 M19
M20 M21

Risks

R1 R2 R3
R4 R5 R6
R7 R8 R9
R10 R11

Our goal is to make natural gas easily accessible and convenient for everyone. To achieve this, we are strategically developing infrastructure across all the geographies to expand out nationwide CGD network. Our primary objectives remain to be greater utilisation, regulatory compliance, and asset integrity. We are rapidly expanding last-mile connectivity in areas with an existing natural gas ecosystem, optimising infrastructure utilisation and expanding our customer base. In some of our GAs, where the national gas grid has not reached yet, we continue our efforts to develop natural gas ecosystem via LCNG stations. Meanwhile, in areas where the national gas grid is now available, we are upgrading offline Daughter Booster Stations (DBS) to online with pipeline connectivity, ensuring better serviceability and convenience for our customers.

Actions Taken in FY 2024-25

  • Enhanced last-mile connectivity
  • Calibrated development of CGD infrastructure
  • Conversion of offline DBS to online CNG station
  • Development of natural gas ecosystem using LCNG in areas without a national gas grid

Way Forward

FY 2025-26

Accelerate CGD network development and last-mile connectivity.

FY 2029-30

Maximise infrastructure utilisation with a focus on asset integrity.

KPIs Tracked

  • PNG Connection
  • CNG & LCNG stations
  • Steel & MDPE network
  • CGS & NGPL hook-up

Strategic Priority

#2

Gas Sourcing and VolumeEnhancement

Capitals Deployed

Material Issues

M7 M8 M9
M15 M16 M18
M20 M21

Risks

R2 R3 R4
R6 R8 R9
R10 R11

We continue to effectively manage our gas sourcing portfolio to optimise our blended cost of gas and mitigate the impact of price volatility and allocation challenges, ensuring natural gas remains competitive for our consumers. Additionally, we continue to expand our volume base by accelerating last-mile connectivity in areas with access to natural gas while maintaining pricing against alternate fuels in each of the consumer segments.

Actions Taken in FY 2024-25

  • Built a diversified gas sourcing portfolio, with a combination of domestic and international supplies, to reduce volatility and cost of gas
  • Expanded volume base by enhancing last-mile connectivity and maintaining competitive pricing

Way Forward

FY 2025-26
  • Continue optimising the gas sourcing portfolio considering the dynamics of domestic gas allocation policies and international gas prices
  • Continue developing the natural gas ecosystem and enhance the volume base
FY 2029-30

Build a robust gas portfolio to address multiple consumer segments.

KPIs Tracked

  • Blended Cost of Gas
  • Volume Growth

Strategic Priority

#3

Cost Leadership through Digital-First Approach

Capitals Deployed

Material Issues

M13 M16 M19
M22

Risks

R2 R3 R4
R5 R6 R9
R11

By prioritising operational excellence and adopting a digital-first approach, we aim to leverage technology to drive scalable growth and enhance efficiency across our operations.

Actions Taken in FY 2024-25

  • Implemented unit-level view of operational costs and profitability
  • Continued push on digital initiatives to effectively manage growing infrastructure, customer base, and gas volumes
  • Identified areas for further optimisation of operating costs

Way Forward

FY 2025-26
  • Continue to digitise business operations
  • Implement profitability improvement initiatives in identified areas
FY 2029-30

Achieve 100% digitalisation in all operations, and attain cost leadership in the segment.

KPIs Tracked

  • Digital customer interactions
  • Digital project management
  • Digital operations
  • OPEX per SCM

Strategic Priority

#4

Responsible Corporate Citizenship

Capitals Deployed

Material Issues

M1 M2 M3
M4 M5 M6
M7 M8 M9
M10 M12 M18

Risks

R1 R7 R8

We strive to strengthen our reputation as a responsible corporate citizen by investing in and demonstrating our commitment to ESG initiatives.

Actions Taken in FY 2024-25

  • Operational emissions reduction
    • Sustain 100% CNG-based fleets for transportation
    • Leak Detection and Repair Survey (LDAR)
    • Renewable energy sourcing
  • Promote Circular Economy: Zero waste to landfill projects
  • Afforestation: planting 50,000 Trees annually
  • Community development
    • Skilling: Training energy auditors to promote energy conservation in homes and businesses
    • Training: Conducting student awareness programmes on climate action
    • Education and infrastructure: Providing clean sanitation and digital classrooms in schools
    • Healthcare: Free eye checkups and distributing eye-glasses

Way Forward

FY 2025-26
  • Prepare a decarbonisation roadmap and identify new abetment levers for emission reduction
  • Continue focus on ESG initiatives
FY 2029-30

Attain segment leadership as a responsible corporate citizen

KPIs Tracked

  • Scope 1 & 2 reduction initiatives
  • Number of trees planted
  • Circular economy
  • Community development initiatives
  • Dow Jones Sustainability Index rating
  • Industry recognition

Strategic Priority

#5

Preparing for Low Carbon Future

Capitals Deployed

Material Issues

M4 M7 M8
M9 M16

Risks

R2 R3 R4
R5 R9 R11

In the evolving energy market with focus on decarbonisation and changing consumer preferences, we work towards futureproofing our business by gainfully diversifying into forward-looking business opportunities.

Actions Taken in FY 2024-25

  • Continued to build CBG, EV charging, and LNG for Transportation businesses
  • Commissioned Hydrogen blending pilot project to make ATGL future-ready

Way Forward

FY 2025-26

Gainfully expanding multi-fuel offering – CBG, EV charging and LNG for Transport & Mining businesses.

FY 2029-30

Emerge as the preferred low-carbon multi-fuel provider for all consumer segments

KPIs Tracked

  • EV charging points
  • Operational and under development CBG plants
  • LNG Retail Outlets
  • Ongoing and completed pilot projects
Risk and Opportunities
Key Performance Indicators