Empowering an Agile Workforce

At the Adani Group, we unlock human potential by blending early career empowerment with a culture of continuous learning. We invest in world-class infrastructure and a supportive environment to foster innovation and a deep sense of belonging. As an industry leader, we provide meaningful pathways for rapid growth, ensuring our people are ready to navigate future challenges. To stay ahead, we are moving from traditional HR processes to an AI and analytics-based employee model that empowers and grows our workforce.

ATGL’s Key Highlights for FY 2025-26

By strengthening skills, leadership and digital capabilities, upholding human rights, and enabling equitable opportunities and fair practices, we empower our people to thrive.

People Philosophy and Strategic Human Capital Framework

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.

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

Strategy for Long-Term Growth

At ATGL, our people strategy supports the organisation’s long-term growth ambitions and energy transition objectives by focusing on developing a future-ready, resilient workforce. We are progressively enabling an AI and technology-supported workforce transition to enhance operational efficiency, safety, and productivity.

Our HR strategy aims to strengthen the business continuity and resilience planning, ensuring leadership depth, role-readiness, and continuity of critical operations across Geographical Areas.

Organisational Effectiveness

In an increasingly evolving business environment marked by rapid technological changes, shifting customer expectations, and a developing regulatory landscape, we are accelerating future preparedness and competitiveness through an agile and scalable operating framework. The framework emphasises enhancing productivity, enabling workforce agility, and developing future critical capabilities to support sustainable growth.

Scalable organisational design and structured capability transitions ensure continuity, adaptability, and responsible value creation, while strengthening readiness to respond to the dynamic business and regulatory landscape.

HR Governance Model

At the Adani Group, a centralised HR governance framework with decentralised execution ensures consistency in HR policies, standards, and regulatory compliance across the Group. This model reinforces a unified organisational culture and empowers individual businesses with the flexibility at the operating level.

Workforce Planning & Talent Acquisition

The organisation follows a forward-looking workforce planning methodology that leverages analytics-based insights to anticipate evolving business needs and future skill requirements. This approach enables proactive identification of critical capabilities, supports timely reskilling and upskilling interventions, and strengthens workforce-readiness to sustain growth in a dynamic operating and regulatory environment.

Talent Acquisition Strategy

Internal Mobility

Internal job mobility plays a vital role in employee engagement and retention. We fill open positions through a balanced mix of internal talent mobility and external hiring. A defined proportion of vacancies is addressed through internal placements to support career progression and workforce continuity.

56.82% of open positions filled by internal candidates

Cadre Hiring

The Adani Group’s Cadre Hiring approach is designed to attract and groom engineering and management talent. It helps build a robust pipeline of young leaders with strong technical depth, leadership potential, and alignment to organisational values. This strategy supports cross-functional capability, workforce rejuvenation, and sustained long-term growth.

The organisation follows a fair and inclusive hiring framework that promotes equal opportunity, diversity, and merit-based selection across all roles.

Inclusive Development and Local Hiring

The Adani Group is committed to enhancing the quality of life of the communities where it operates. The organisation promotes local hiring to leverage regional talent and support community employment & inclusive development, while ensuring operational continuity through familiarity with local conditions, language, and socio-economic context. Though there was no local hire representation in the senior management during the reporting year, we strive to increase representation of local talent, including in the senior management levels, through structured talent identification, development and career progression pathways.

In our organisation, ‘local hires’ refers to employees who are recruited from the same city, district, or geographical area where the business operations or project site is located. These employees are ordinarily resident in the local area and do not require relocation support, long-term travel arrangements, or transfer-related benefits.

Local community employability initiatives focus on skill development, capability building, and job readiness, enabling sustainable livelihoods. These interventions improve employability and foster socio-economic progress, leading to stronger community relationships and lasting positive impact

Employee Turnover Rate in FY 2025-26

Learning & Development

Purposeful / Business-Aligned / Impact-Driven

At the Adani Group, learning is recognised as one of the key drivers of organisational excellence, leadership preparedness and future-critical skill building. The organisation follows a strategically aligned Learning & Development approach designed to build capabilities critical for strengthening the leadership pipeline and achieving business goals and long-term growth.

Strategic Capability-Building

Training Highlights in FY 2025-26

Care and Motivation

Employee Wellbeing and Support

For the Adani Group, employee wellbeing is not just an HR strategy; it is a direct driver of organisational performance. We recognise that the physical, mental, emotional, financial, occupational, social and spiritual wellbeing of our people is interconnected with their productivity and sustained excellence. This understanding is woven into everyday reality through a host of focused health, safety and wellbeing initiatives for the employees and workers at plants, project sites and remote locations. Overtime and compensatory off are governed by fair and transparent mechanism. Our people-centric policies aim at promoting dignity, recovery and work-life balance. We periodically review and reform these policies & measures and monitor & disclose the progress as part of our Integrated Reporting, ESG and BRSR framework.

Meaningful Employee Engagement

Leveraging AI, Digitalisation & Analytics in Talent Management

The Adani Group is transforming Human Resources from a functional department into a strategic partner. By integrating advanced technology, and analytics into our HR strategy, we leverage data to enhance employee experience and drive organisational productivity.

The Data-Driven Foundation

Human Rights and Labour Relations

Upholding Human Rights

The Adani Group’s commitment to upholding human rights is guided by the Universal Declaration of Human Rights, ILO Core Labour Standards and the UN Guiding Principles on Business and Human Rights. We recognise human rights not just as a compliance requirement, but as a fundamental pillar of our operational excellence and integrity.

Annexures for HR Metrics

Breakdown of the Workforce Composition

• Employee: Individuals who are directly engaged by the organisation on its rolls, under an employment contract, and whose terms and conditions of service are governed by the organisation’s HR policies and applicable labour laws. Employees may be appointed on permanent, probationary and trainee.
• Contractual Workers: Individuals engaged through third-party contractors, service providers, or agencies to perform specific tasks or services for the organisation. These workers are not on the organisation’s direct rolls and are employed by the contractor, while the organisation exercises supervision or control over the nature, quality, and safety of the work performed

New Hires in FY 2025-26

Employee Turnover in FY 2025-26

Average Hiring Cost/FTE

• Average Hiring Cost = Total Recruitment Cost ÷ Total Number of Hires
• Total hiring cost includes all direct and indirect recruitment expenses such as recruitment agency fees, job portal subscriptions, advertisement costs, background verification charges, interview travel expenses, joining bonuses (if applicable), and internal recruitment operational costs
• The total number of hires includes all employees who have joined the organisation during the reporting period, including permanent and fixed-term hires (as defined in the scope of reporting)
• FTE (Full-Time Employee) is a standardised measure used to represent an employee’s workload in relation to a full-time employee. One FTE corresponds to one employee working the organisation’s defined full-time hours. It is used to normalise workforce strength by converting part-time, contractual, or reduced-hour roles into their full-time equivalent values, enabling consistent manpower planning, cost analysis, productivity measurement, and reporting across the organisation

Learning and Development in FY 2025-26

Diversity Indicators

Women Representation in Workforce During FY 2025-26

Target for total women in workforce is 2.7%

Gender Pay Indicators

Human Capital Return on Investments (ROI)