Developing future-ready talent and capabilities

At the Adani Group, careers are built on ownership, accelerated learning and the opportunity to create lasting impact, guided by the Growth with Goodness philosophy. In a rapidly evolving business environment shaped by technological disruptions, regulatory developments and decarbonisation imperatives, the organisation is strengthening its human capital strategy.

Human Capital Highlights in FY 2025-26

Workforce Composition

Note: Our FTE include sum of permanent workforce, on-roll employees and on-roll workers

Workforce Breakdown: Female (FY 2025-26)

New Hires

Note: Our FTE include sum of permanent workforce, on-roll employees and on-roll workers

New Hires: Regional Overview (India & International) (FY 2025-26)

Workforce Breakdown: Ethnicity/Nationality

Employee Turnover: Voluntary Turnover

Employee Turnover : (Involuntary + Voluntary) Turnover

Employee Turnover : (Involuntary + Voluntary): Nationality (FY 2025-26)

The Adani Group’s People Strategy

At the Adani Group, our people strategy is centred on building a future-ready, inclusive and responsible workforce. By strengthening skills, leadership and digital capabilities, upholding human rights, and enabling equitable opportunities and fair practices, we empower our people to thrive.

Key Pillars of Our People Strategy

Our Employee Value Proposition (EVP)

At the Adani Group, we offer purpose-driven careers at the forefront of nation building. The Group operates across diverse large scale, mission critical infrastructure domains spanning energy, green hydrogen, data centers, manufacturing, transport, logistics, utilities, resources and next-generation infrastructure. This unmatched scale of operations, complexity of businesses, and high-growth platforms create opportunities rarely available at comparable scale elsewhere.

The EVP is closely aligned with the evolving needs of infrastructure and energy development, enabling employees to build future-relevant capabilities. This drives long-term sustainable growth, preparing talent not only for today, but for emerging business and next-generation leadership roles.

Leadership, Culture and Ways of Working

At the Adani Group, leadership, culture and ways of working are shaped by strong governance and entrepreneurial culture that enables speed, scale and responsible execution. Clear governance frameworks, defined decision rights and Board oversight ensure alignment with strategy, execution and long-term value creation. Our leadership culture is rooted in the values of Courage, Trust and Commitment that guides leaders to demonstrate ownership, integrity and accountability.

Change Management: A People-Led Journey

In a rapidly evolving global business landscape with shifting workforce expectations, the Adani Group embeds change management as a core leadership and people capability. This approach enables workforce agility, future-ready skills and organisational resilience to support long-term sustainable growth.

Preparing for The Future

Guided by the Group’s growth and people philosophy, APSEZ has crafted strategic focus areas to cultivate a productive and positive workplace, integrating infrastructure expansion with deep human centricity.

Organisational Effectiveness

What Future-Readiness Means for Us

Investing in Potential / Continuous Learning / Building Leaders at Every Level

Today, the business environment is evolving faster than ever. Technological change, shifting customer expectations, and new ways of collaborating are reshaping our journey. To stay ahead, we are continuously aligning our strategy, workforce capabilities, operating model, technology, and culture to evolving business, regulatory, technological, and sustainability priorities. We are investing in our people, strengthening our capabilities, and creating opportunities for every employee to thrive.

Framework for Agility, Productivity and Capability Building

To remain competitive and future-ready, we invest in continuous learning and structured talent development. Our capability building approach focusses on strengthening leadership, technical and functional skills, enabling our workforce to adapt, innovate and lead in a changing business scenario.

⊕ Read more under Learning and Development

Scalable Organisation Design and Capability Transition

APSEZ is strengthening a scalable organisational design to support growth, diversification and operational resilience. The model enables organisation to scale operations, integrate new businesses and adapt to technological and market shifts while maintaining governance discipline and execution excellence.

HR Governance Mode

APSEZ deploys its HR strategy through a federated model that combines Group-level stewardship with decentralised execution for consistency, accountability and agility. This model is enabled by dual accountability, standardised HR systems and data-led governance.

APSEZ’s Human Capital Transformation Strategy

APSEZ’s long-term human capital strategy focusses on building a future-ready workforce by aligning talent, capabilities and organisation design with long-term business growth, automation & digital transformation and evolving business models. The emphasis is on internal academies for critical skills (leadership, digital, commercial, operations), shifting from performance management to performance enablement, strengthening succession pipelines (multi-level leadership programmes; Emerging Mid → Senior → CXO), and enhancing the employee experience across the lifecycle. These priorities are supported by culture-building, digitised HR functions, and people analytics to drive innovation and adaptability.

Workforce Planning and Talent Acquisition

APSEZ adopts a forward-looking and data-driven approach to workforce planning, aligned with the organisation’s long-term growth strategy and evolving business needs. Our workforce planning philosophy emphasises anticipating future talent requirements, building leadership depth and ensuring workforce readiness across expansion, integration and transformation phases.

Strategic Workforce Planning (SWP) for Long-Term Growth

Analytics-Driven Talent Demand Forecasting

APSEZ integrates people analytics and Internal BI dashboards equipped with advanced analytical tools to monitor workforce dynamics and support informed talent decisions. These tools provide real-time visibility into HR key indicators, supporting agile workforce management.

People Analytics Insights:

• Headcount and workforce composition
• Recruitment cost and hiring efficiency
• Attrition, separation and retention trends
• Productivity and engagement trend monitoring
• Demographic and diversity analytics

Strategic Workforce Planning through People Analytics

People analytics enables APSEZ to:

• Identify workforce trends and demand patterns
• Forecast talent requirements aligned with expansion plans
• Conduct scenario-based workforce planning for growth, restructuring or technological shifts
• Improved talent acquisition cycle time and quality

Leadership Pipeline Development and Talent Readiness

Early identification and structured development of talent is central to APSEZ’s workforce strategy. Through analytics-driven capability assessments, the organisation continuously evaluates workforce skills and identifies areas of capability enhancement.

Future Skills Assessment

• Identification of current and emerging skill gaps
• Areas where essential competencies are inadequate or evolving
• Priority areas for capability enhancement and targeted recruitment

Leadership Pipeline Strengthening

Structured programmes such as:

• Adani Accelerated Leadership Programme (AALP)
• Knowledge-Sharing and Mentoring Programme

⊕ Read more under Learning and Development

Workforce Integration During Organisational Transitions

During expansions, mergers, or acquisitions, APSEZ implements a structured HR integration approach to ensure continuity and workforce stability.

The HR integration framework addresses:

• Alignment of organisational structures and staffing models
• Harmonisation of employment terms, compensation structures and grade frameworks
• Cultural integration and communication aligned with Adani Group processes
• Evaluation of industrial relations, productivity optimisation and workforce efficiency

Talent Acquisition, Mobility and Retention

Our talent acquisition strategy balances internal talent progression with selective external hiring, particularly for management and leadership roles. The objective is to build a dynamic workforce equipped with domain expertise and leadership capability, aligned with evolving business needs in the ports and logistics sector. Recruitment effectiveness is continuously enhanced through data-driven insights across sourcing, selection and hiring processes.

Internal Mobility and Career Progression

Internal job mobility plays a vital role in employee engagement and retention. Through transparent Internal Job Postings (IJPs) available to all employees, the organisation encourages career progression, engagement and retention, while addressing the evolving business needs.

Retention and Flight Risk Assessment

People analytics enables identification of potential flight risks and critical talent vulnerabilities, allowing proactive retention interventions through targeted development and engagement initiatives.

Cadre-Based Hiring and Capability Building

APSEZ follows a cadre-based hiring model to build a robust pipeline of domain experts across organisational levels and to address the dynamic nature of ports and logistics industry. This strategy emphasises on building early career talent pipeline, thereby strengthening the “bottom of the pyramid”, ensuring long-term leadership continuity.

Key elements include:

• Recruitment aligned with evolving business and technological requirements
• Development of deep domain expertise
• Leadership accountability in nurturing talent within their teams

Inclusive Development Through Local Hiring

The Adani Group is committed to enhancing the quality of life of the communities where it operates. The organisation recognises the role of skill building and employment generation, in promoting inclusive growth and creating shared value for both communities and the business.

At APSEZ, we prioritise local talent from within the communities surrounding our operational locations, contributing to the region’s economic development, strengthening community relationships and building a workforce with deep contextual understanding of local operating environments.

Furthermore, our employees actively participate in community development initiatives as per “Guidelines on Employee Volunteering” policy across our sites and project locations to create a deeper impact.

⊕ Read more under the CSR section

Enabling a Just and Inclusive Workforce Transition

Adani Ports and Special Economic Zone Ltd. integrates Just Transition principles into its long-term ESG and sustainable growth strategy to ensure that business transformation driven by automation, digitalisation, decarbonisation and acquisitions, remains responsible and people-centric. As the organisation’s scales its ports and logistics infrastructure, workforce transition is managed through a structured and inclusive approach focussing on long-term and shared value creation. We have implemented several measures to reduce social transition risks while reinforcing the organisation’s commitment to responsible employment practices.

Learning and Development

At the Adani Group, learning is positioned as a strategic enabler of organisational excellence, leadership readiness and future-critical skill building. Our learning ecosystem is designed to strengthen execution capability, prepare employees for evolving business challenges and build a resilient workforce capable of sustaining long-term growth. Learning interventions are intentionally aligned with the organisation’s growth charter, operational priorities, and future skill requirements. These interventions enable future skill pathways by building skills in digital enablement, responsible business practices, climate and sustainability imperatives, and data-driven decision-making, embedded across roles and leadership levels. These programmes are delivered through a blended learning ecosystem and are applicable to permanent, contractual and, where relevant, other than permanent employees. Employee development programmes, including technical training, digital upskilling, safety, and behavioural training, are extended to contractual and site-based workforce, where relevant to role and operational requirements. This forward-looking approach to capability development directly contributes to business outcomes rather than remaining activity-driven.

Our Learning Philosophy

Learning methods include:

1. Coaching & Mentorship

Adani Group strengthens employee development through structured coaching, mentorship and knowledge-sharing initiatives that enable experiential and peer-led learning. These include knowledge-sharingg sessions, green talks and expert talks, where internal experts share practical insights, lessons learnt and innovations from projects and operations. Cross-functional and cross business interactions further support mentoring and knowledge transfer, helping preserve institutional knowledge, accelerating learning for new joiners and building leadership and technical depth across the organisation.

2. Teams and Networking

Employees are encouraged to participate in internal and external professional networks, communities of practice and cross-functional forums that facilitate the exchange of ideas, best practices and domain expertise. Learning through interactions with customers, suppliers, industry partners and peer organisations enables employees to gain practical insights, stay abreast of industry trends and strengthen problem-solving capabilities. This is supported through a mix of face-to-face engagements – such as workshops, seminars, conferences and corporate events – and digital collaboration platforms, including enterprise social networks and Teams-based groups, which enable real-time knowledge-sharing, peer learning and collaboration across locations and businesses.

Competency-Driven Capability Development

Adani Behavioural Competency Framework

This unique framework integrates capability building and leadership development, ensuring competence-based progression opportunities for employees by synergising talent development with growth. The framework emphasises challenging assignments and talent development opportunities, to enable employee empowerment.

Digital Learning Ecosystem

To enable continuous and self-directed learning, the organisation leverages eVidyalaya–Percipio, a digital learning platform that provides employees with access to curate learning modules across risk management, compliance, leadership and essential soft skills, enabling continuous, self-driven learning.

Adani Accelerated Leadership Programme (AALP)

Programme Description

AALP is a flagship programme designed to develop high-potential candidates selected from premier institutions. Structured job rotations, early-career challenges and immersive development opportunities equips this cohort to business-related complexities effectively.

Impact

Participants gain a holistic understanding of business operations, preparing them for long-term careers with the organisation.

Knowledge-Sharing and Mentorship

Programme Description

This 18-24 month structured mentor-mentee programme engages senior professionals with high performing first-time and functional managers to groom them into well-rounded business leaders. The programme follows the 70:20:10 learning model to equip emerging leaders with the skills to navigate the complexities of an evolving global business landscape. The programme strengthens leadership readiness, deepen functional and business understanding across this employee cohort.

Benefits

The high performing employees under the programme are subsequently placed in expanded roles with higher responsibilities, aligned with business requirements, strengthening the leadership pipeline.

Multi-Level Leadership Development

Adani Core Leadership Program (ACLP)

Program Description

The Adani Core Leadership Program (ACLP) is a flagship, longitudinal leadership development initiative designed to build a strong pipeline of future-ready leaders across the organization. The program spans 25 weeks and comprises 50 structured sessions delivered across key themes including Digital, People, Finance, Business Immersion, and Core Competencies. Through a blend of expert-led sessions, leadership interactions, and practical application, ACLP focuses on strengthening strategic capabilities and enterprise-wide understanding.

Objectives

ACLP aims to nurture high-potential talent by enhancing strategic thinking, fostering an ownership mindset, and improving cross-functional effectiveness. The program is designed to align emerging leaders with the Adani Group’s values, business priorities, and long-term growth vision, while enabling them to take on larger and more complex roles within the organization.

Impact and Outcomes

The program creates a structured pathway for leadership development by combining continuous learning with individualized growth planning through tailored Individual Development Plans (IDPs). The 3 layer learning (Skill Development for due diligence capable work - immersive learning phase - Resilience & Adoptability) approach to build breadth, depth and leadership maturity. It drives greater collaboration across functions, enhances decision-making capabilities, and builds a deeper understanding of business dynamics, thereby strengthening organizational leadership bench strength.

Building Digital Capabilities Aligned with Industry 4.0 & 5.0 Trends

Programme Background and Description

In today’s evolving world marked with rapid technological changes and regulatory landscapes, organisations require a workforce beyond the roll-based skill sets, demonstrating learning agility, flexibility, and resilience. Digital transformation, automation, and new ways of working redefine new-age roles and processes. To address this, the organisation has implemented digital upskilling initiatives aligned with Industry 4.0 and Industry 5.0 trends. These programmes enable employees and leaders to effectively leverage advanced technologies while maintaining a human-centric and responsible approach to innovation.

Programme Objectives

• Strengthen employees’ learning agility and openness to change
• Enhance capabilities in digital and data-driven technologies and automation
• Enhance analytical thinking, cognitive flexibility, problem-solving and decision-making capabilities
• Enable employees work effectively with intelligent and automated systems
• Prepare the workforce for future roles, and new ways of working
• Foster resilience, collaboration, and accountability during periods of change

Impact and Outcome

• Enhanced workforce productivity and operational efficiency, with digitally-trained employees contributing to ~8-10% reduction in process turnaround time
• Faster adoption and execution of AI, data-driven decision-making, and cybersecurity practices
• Human-centric technology adoption, with reduced talent risk and stronger sustainability and employability
• Strengthened alignment with organisation’s sustainability & ESG imperatives
• Improved workforce productivity and performance

FTE Participation in FY 2025-26

Employees covered through digital skills upgradation programmes in FY 2025-26: 2,266

Adani Group’s cultural education initiatives foster awareness, inclusion and alignment with the Group’s values, enabling employees to work effectively across diverse teams, businesses and geographies.

Cultural Alignment of Leaders

“Anubhav” is a specially curated onboarding and immersion programme for the Leadership Team and Functional Heads, aimed at their cultural assimilation and strategic alignment. It provides a deep understanding of the Adani Group’s Vision, Mission, Values, governance philosophy and leadership expectations, reinforcing its entrepreneurial culture, sustainability focus and people-centric approach, thereby strengthening leadership effectiveness and cohesion.

Cultural Alignment of Employees

Online cultural education modules unify employees across levels, enabling effective navigation of multicultural environments. These modules promote:

• Respect for cultural diversity
• Inclusive behaviours and collaboration
• Ethical conduct and shared organisational values – code of conduct

In addition, cultural assimilation and orientation programmes help new joiners to integrate smoothly into the Adani ecosystem and align their behaviours with the Group’s purpose and value system.

Adani Skills & Education partners with Adani Ports and Special Economic Zone Ltd. (APSEZ) to build and strengthen the technical capacity of port operators (contractual employees) across locations. The holistic development framework integrates technical training with behavioural, supervisory and interpersonal skills development, recognising their criticality in conducting safe, efficient and reliable port operations, while driving sustained operational excellence and people effectiveness.

Technical Capability Development

Structured programmes, delivered in collaboration with Adani Skills & Education, equip port operators with:

• Role-specific technical knowledge and operational skills
• Safety, compliance and process excellence capabilities
• Exposure to evolving port technologies and operational best practices

These programmes ensure operational readiness, adherence to safety standards and consistent service quality across port operations.

The Career Transition Programme is a structured, voluntary employee support initiative designed to enable responsible and dignified career transitions during key employment lifecycle events such as superannuation/retirement, workforce restructuring, business closure or divestment. The programme provides holistic coverage across financial preparedness, statutory benefit awareness, future career and livelihood guidance, employability support, upskilling and digital readiness, and emotional well-being. Delivered through internal HR coordination and external expert partners, the programme supports employees in making informed decisions on retirement, second careers, entrepreneurship or alternative livelihoods, while ensuring confidentiality and data privacy. This initiative reinforces human transition practices, workforce resilience, and long-term employability beyond statutory obligations.

We follow a structured evaluation mechanism to measure the effectiveness of training outcomes through:

• Pre and post-training assessments, manager feedback, and behavioural observations to evaluate applications of skills in real work scenarios
• Performance indicators such as productivity, safety compliance, digital adoption, and resilience to track measurable progress
• Succession readiness metrics to assess programme’s contribution towards strengthening the leadership pipeline

APSEZ’s Training Highlights in FY 2025-26

Training Hours by Employee Category: E-Training

Performance Management and Talent Enablement

At APSEZ, we have adopted a structured performance management framework that aligns individual performance with organisational priorities, enabling continuous capability development. The system emphasises fair evaluation, transparent feedback and performance-linked growth. This approach ensures that employees understand their role in delivering business outcomes and long-term organisational success.

Performance Appraisal (Break-up)

Wages (Management position-wise) (₹ in Lakhs)

Ratio of Wages

Performance-Linked Compensation

Based on the employee grades, a significant portion of the Total Cost to Company (CTC) is allocated as performance-based incentives:

• O1 to E1 Grades: 10% of the CTC is linked to Performance-based incentive
• E2 to E4 Grades: 15% of the CTC is linked to Performance-based incentive
• General Manager (GM) and Above: Performance pay is linked to a combination of individual performance and organisational outcomes, including Environmental, Social, and Governance (ESG) objectives

Performance pay is determined through organisation’s four-point scale within the Performance Management System, with qualitative adjustments made for ESG performance and safety considerations in the case of senior management personnel.

Performance Pay Components

• Individual Performance (70%): Covers individual goal and ESG performance
• Organisation Performance (30%): Measured in terms of business goals and financial performance, with a weightage of 50% on revenue, 25% on EBITDA, and 25% on Return on Capital Employed (RoCE)

ESG-Linked Performance

APSEZ has strategically integrated Environment, Social and Governance (ESG) performance into executive compensation, aligning individual contributions with organisations ESG imperatives. The evaluation metrics include compliance with the Code of Conduct, Human Rights, Financial and Operational Targets, Risk Management, IT, Cybersecurity, and Customer Satisfaction.

CEO’s Compensation Structure

CEO’s remuneration comprises fixed salary, variable pay, and long-term incentive. The variable pay and long-term incentive are linked to both financial and ESG indicators, including Total Shareholder Return, Revenue, EBITDA, ROCE, Health & Safety Metrics, Human Rights Parameters, Energy Intensity, GHG Intensity, Water Intensity, Zero Waste to Landfill (ZWL), and Mangrove Afforestation (Biodiversity).

Remuneration of the Executive Directors, and the CEO is recommended by the Nomination and Remuneration Committee (NRC), based on industry benchmarks, the company’s performance vis-à-vis the industry, Tobin’s Q, individual responsibilities, and performance/track record.

Succession Planning

APSEZ maintains a structured succession planning framework for critical leadership and strategic roles that applies to all employees in the 01 level and higher, including the CEOs. The framework is supported by a robust responsibility matrix that identifies, develops company’s future leaders, and specifies roles and responsibilities of the senior management and the human resources department.

Critical roles are systematically identified through an evaluation led by the HR Head (Operating Unit / Corporate) and the COO / the CEO / Business Head. Positions are categorised based on:

• Organisation’s ability to sustain its business operations and avoid any adverse effect it might face as a result of such vacancy
• Ease of availability and quality of such resource / skills in the talent market
• Contribution to the topline / bottom-line in terms of Gross Revenue, Net Profit and EBIDTA, in absolute relative terms

The process also considers the organisation’s five-year business strategy to ensure leadership readiness for future priorities. Positions are categorised accordingly and succession plans are reviewed annually, or earlier in case of significant business changes. This structured approach ensures transparency, leadership pipeline strength and alignment with APSEZ’s long-term growth objectives.

Diversity Equity and Inclusion

At APSEZ, we remain committed to nurturing a diverse, equitable and inclusive workplace where everyone has equal opportunities to grow, contribute and thrive. The organisation integrates DEI principles into leadership development, people policies and workplace practices to foster a respectful, safe and high-performance culture.

Anti-Discrimination Mechanism

At APSEZ, our Code of Conduct and HR policy framework articulate our stance on equal opportunity and zero tolerance towards discrimination, harassment, and abusive conduct. A confidential and fair mechanism enables employees and stakeholders to report concerns without fear of retaliation. All cases are monitored through structured oversight, with corrective actions implemented where required. Regular DEI and human rights training programmes strengthen awareness and compliance.

Gender Pay Parity

We follow a structured compensation framework based on the principle of equal pay for equal work, regardless of the gender, ensuring fairness across all employee categories.

Measures to Ensure Equal Pay Commitment

• A uniform performance evaluation and compensation framework is applied across all employee categories, covering executive, management, and non-management cadres
• Compensations decisions are uniformly based on role, level, responsibility, performance, and market benchmarks
• Periodic internal reviews are conducted to assess and correct any unintended gender-based disparities in the compensation structure

⊕ Read more about performance-linked compensation

Care and Motivation

Employee Wellbeing and Support

The Adani Group recognises that holistic wellbeing is vital to building a resilient, engaged and high-performing workforce. Our approach goes beyond traditional workplace benefits to create a holistic ecosystem that supports employees across their professional and personal lives. Through a multi-dimensional framework, we address the physical, mental, emotional and financial wellbeing of our people. This framework is supported by initiatives that promote work-life balance, safety, quality of life and family welfare for both office-based and site-based employees.

Employee Benefits

Wellbeing of Remote and Site-Based Workforce

Safety and wellbeing of our workers operating in geographically isolated and high risk environments is treated as core operational priorities, not peripheral HR initiatives. The organisation integrates mental wellbeing into Occupational Health & Safety Management Systems (OHSMS). By integrating safety systems, accessible healthcare and worker welfare infrastructure, the organisation ensures physical safety, mental resilience and dignified living conditions for site-based workers.

Safety-First Wellbeing Culture

• Regular safety campaigns, drills and tool-safety inspections
• Leadership-led safety engagement at sites
• Proactive hazard identification and preventive controls
• Awareness programmes addressing stress, fatigue and mental wellbeing

Overtime Compensation and Compensatory Off

Overtime and compensatory off are governed by a centrally defined Attendance Management Policy, administered via HRMS with defined eligibility thresholds, manager approvals, system-generated balances, and time-bound utilisation. Any deviations require signoff as per DoA, ensuring consistency, transparency, regulatory compliance and robust audit and governance controls across entities.

Meaningful Employee Engagement

At APSEZ, engagement begins with a strong connection between individual roles and the organisational vision, values, and purpose. Our approach integrates purpose-led leadership, performance and growth opportunities, seamless employee experiences, recognition and inclusion, holistic wellbeing and continuous listening. Embedded across leadership practices and people processes, this framework cultivates a motivated, resilient and high-performing workforce across businesses and functions. Our employee engagement model is designed to strengthen trust and day-to-day engagement and focus on continuous improvement through data-led insights.

APSEZ’s Employee Engagement Model

Listening to Our People

At APSEZ, we have formal mechanisms to capture employee feedback, which we carefully analyse to improve our workplace practices, enhancing trust and build a culture of continuous improvement.

APSEZ’s Employee Engagement Score

Note: The survey aspects considered: Job experience, Happiness, Purpose and Stress Management

Rewards and Recognitions

APSEZ promotes a culture of excellence and motivation through structured awards and recognition programmes aligned with its performance management framework, celebrating employee contributions and innovations.

Group-Level Engagement Initiatives

Blood Donation Drive

Over the years, we have commemorated our Chairman’s birthday each year with a blood donation camp across all our business locations. During the most recent financial year, widespread participation from our employees, their family members, and our contractors resulted in a significant volume of blood being collected. Since the inception of this initiative, our sustained blood donation efforts have played a meaningful role in supporting healthcare needs and contributing to the saving of many lives.

Leadership-Led Townhalls

During the year, the employees were engaged through the Parivar Ki Baat Townhall series led by Shri Karan Adani.