We actively cultivate open communication channels to strengthen relationships between employees and leadership. By fostering a workplace culture rooted in engagement, accountability, and opportunity, we not only empower our workforce but also create a ripple effect that benefits stakeholders across our ecosystem, driving shared success and long-term impact.
Retention is at the core of our talent management strategy. Competitive compensation packages, career advancement opportunities, and robust training programmes such as Fulcrum, Takshashila, and Northstar support the development of a cohesive and motivated workforce. We have also prioritised increasing female representation by integrating diversity-focussed practices, including blind resume screening and objective interview processes. Our support for new managers through dedicated training ensures a strong talent pipeline, driving organisational excellence and inclusivity
| Age Group | FY 2024-25 | FY 2023-24 | |||
|---|---|---|---|---|---|
| Male | Female | Male | Female | ||
| New Hires by Age, Gender and Zone | <30 | 162 | 15 | 266 | 21 |
| 30–50 | 432 | 1 | 134 | 2 | |
| >50 | 55 | 0 | 13 | 0 | |
| Employee Attrition by Age, Gender and Zone | <30 | 70 | 3 | 86 | 1 |
| 30–50 | 176 | 2 | 178 | 1 | |
| >50 | 60 | 0 | 37 | 0 | |
At Adani Power, we prioritise fostering meaningful engagement between employees and leadership, recognising its importance in driving motivation and collaboration. Given the remote locations of many of our operational plants, we provide township support, organise cultural celebrations, and facilitate month-long sports activities to strengthen employee connections and morale. These initiatives ensure a vibrant and inclusive community, even in geographically isolated areas.
To maintain transparent communication, we conduct structured engagement sessions where employees can directly interact with senior leadership, sharing concerns and innovative ideas. These sessions, held both virtually and in person, encourage open dialogue and solution-oriented discussions. Employees also have access to dedicated HR points of contact for addressing any concerns. Feedback gathered through the annual Gallup Employee Engagement Survey enables us to design targeted initiatives that enhance engagement, ensuring continuous improvement in employee satisfaction and connectivity within the organisation.
The Power Talk with the CEO offers employees a unique opportunity to connect directly with the organisation’s leadership. This engaging town hall creates a space where employees can express their concerns, celebrate their achievements, and provide valuable feedback. The session begins with a detailed presentation on business performance, ensuring participants gain a comprehensive understanding of the company’s progress. Following this, the CEO and COO share their perspectives, leading into a dynamic Q&A session that encourages employees to ask questions and contribute their ideas
E-Sampark serves as a dynamic platform aimed at streamlining communication among employees across various departments, thereby fostering collaboration and the exchange of knowledge. This initiative empowers team members to learn from one another and utilise shared expertise to enhance productivity. To support this goal, regular town halls are conducted at operational sites on both monthly and quarterly schedules, providing opportunities for site managers and business leaders to connect with employees gather insights on business progress, and address concerns related to workplace conditions and operational processes.
We remain dedicated to fostering a culture of continuous learning and individual growth across all levels of the organisation. Regular bi-annual and annual performance reviews form the foundation of our training efforts, guiding personalised development plans that align with both employee aspirations and organisational objectives. In FY 2024-25, a significant investment of ₹20.75 crore was allocated to training and development initiatives, reflecting our commitment to employee growth and excellence.
We leverage advanced digital platforms, including Percipio's e-Vidyalaya, and the Adani Power Training and Research Institute (APTRI), to provide flexible, self-paced learning opportunities. These platforms, accessible via mobile devices, enable employees to upskill at their convenience. In FY 2024-25, mandated training programmes focussed on key areas such as compliance, sustainability, risk management, and prevention of sexual harassment (POSH), ensuring employees remain informed and aligned with industry standards.
Beyond formal training, we encourage experiential learning through initiatives such as peer shadowing and cross-functional team projects. These initiatives foster collaboration, knowledge sharing, and innovation across the workforce. By combining structured and hands-on learning, we aim to develop a skilled, adaptable workforce that drives our vision of sustainable growth and operational excellence.
| No. of Participants | 4,210 |
| Average hours of training per year per employee | 78 |
| a.Type and scope of programmes implemented and assistance provided to upgrade employee skill |
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| b.Transition assistance programmes provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment | NA |
| a) Percentage of senior management at significant locations of operation that are hired from the local community | 5% |
| b) The definition used for ‘senior management’ | AVP & above |
| c) The organisation’s geographical definition of ‘local’ | India |
| d) The definition used for ‘significant locations of operation’ | All states where we operate and serve, both through our market presence and operational sites |
At Adani Power, the safety and well-being of our employees remain at the core of everything we do. We ensure that all operational sites adhere to stringent health standards and are equipped with first-aid provisions. Regular health check-ups and access to teleconsultation specialists are provided to address immediate and long-term health needs. In FY 2024-25, we organised virtual yoga sessions and wellness workshops to promote holistic wellness, helping our employees maintain a healthy work-life balance.
We are equally committed to the well-being of our contractual workforce, conducting yearly health assessments and providing necessary support during recovery from work-related injuries. Recognising the importance of emotional and mental health, our Adani Care platform offered professional counselling services to employees and extended this support to their families as well. This comprehensive approach ensures that our employees feel valued and supported at every stage.
To further enhance our commitment, we provided comprehensive health and accident insurance, retirement benefits, and parental benefits in compliance with regulations. Our efforts have contributed to a 100% return-to-work rate and 97% retention rate in FY 2024-25, reflecting our dedication to building a safe, supportive, and inclusive workplace. By prioritising well-being, we continue to foster a resilient and motivated workforce.
| Male | Female | ||
| Total number of employees that were entitled to parental leave | Number | 4,108 | 102 |
| Total number of employees that took parental leave | Number | 125 | 0 |
| Total number of employees that returned to work in the reporting period after parental leave ended | Number | 125 | 0 |
| Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work | Number | 121 | 0 |
| Return to work of employees that took parental leave | Percentage (%) | 100 | 100 |
| Retention rates of employees that took parental leave | Percentage (%) | 97 | 97 |
At Adani Power, respecting and upholding human rights is integral to our operations. We strictly comply with international human rights principles and ILO declarations, maintaining a zero-tolerance policy towards child labour, forced labour, harassment, or discrimination. Employees are compensated at levels exceeding legal minimums, with a 4:1 entry-level wage ratio to local minimum wages across genders. In adherence to ethical practices, dismissed employees receive a minimum two-week notice period. While employees have the right to association and collective bargaining, none are currently affiliated with unions.
Our commitment extends to all stakeholders, ensuring vendors, suppliers, and partners operate ethically. Human rights criteria are embedded in the onboarding process through the 'ARIBA' portal, and suppliers must address any identified concerns promptly. In FY 2024-25, 57.18% of our workforce completed human rights training, including 74.07% of our security personnel. Preventive measures against child labour are rigorously enforced, and periodic assessments ensure compliance. Zero breaches were reported in FY 2024-25, with disciplinary actions enforced as necessary to uphold our policies.
