Building a Future Ready Talent Engine
As we expand, we are committed to building a talent-aligned, future-ready growth model. Our people philosophy emphasises an inclusive and values-driven workforce. Through continuous learning, development and technology-led transformation, we align the workforce with business imperatives and personalise career trajectories, strengthening a high-performance work culture. Our supportive policies and people practices enable an ecosystem where innovation flourishes and employees can thrive.
Key Linkages
Material Topics
Strategic Priorities
Key Risks and Opportunities
SDGs
Capitals Impacted
Through continuous learning, development and technology-led transformation, we align the workforce with business imperatives and personalise career trajectories, strengthening a high-performance work culture.
People Philosophy and Strategic Human Capital Framework
To nurture a future-ready, Adani values-driven workforce on the foundations of safety, inclusivity and empowerment – where continuous learning, technical upskilling, leadership development and technology-led transformation enable our people to become self-reliant, Saksham, and confident contributors to nation-building, steadily progressing in a culture of trust, care, transparency and well-being. This vision is underpinned by our commitment to equity and inclusion, ensuring accessible workplaces, equal opportunity and a sense of belonging for all.
To attract, develop and retain diverse talent and make them future-ready by strengthening technical and leadership capabilities, enabling technology-led transformation, promoting safety, wellness and employee care, ensuring equity and inclusion across accessible workplaces, and nurturing open communication – so that while realising their full potential, our people are empowered, resilient and, aligned to long-term value creation and contribute to our shared purpose of nation-building.
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.
Adani Group EVPPurpose-Driven / Scaled Impact / Future-Ready
Purpose
Nation-building through infrastructure leadership
Scale
Large, complex, mission-critical platforms
Ownership
Early Accountability and merit-based progression
Mobility
Cross-business career pathways
Culture
Entrepreneurial, performance-driven, high impact
Philosophy
Growth with Goodness
Unmatched Scale with National Impact
Unmatched opportunities to contribute to projects shaping India’s long-term economic and sustainability agenda
Capability Through Complexity
Exposure to multi-stakeholder, high-responsibility environments, and large integrated value chains, accelerating employees’ technical, commercial and leadership capabilities
Future-Focused High Growth Platforms
Participation in business creation, scale-up and transformation through exposure to high growth and future facing
Early Ownership and Leadership Opportunities
Career progression driven by outcomes, impact and capability, rather than tenure or hierarchy
Cross Business Mobility and Limitless Exposure
Diverse career paths across varied domains within a single ecosystem, accelerating learning, adaptability and leadership-readiness
Value-Led Growth
Growth guided by core values – Courage, Trust and Commitment, and rooted in the Growth with Goodness philosophy, which balances scale and performance with responsibility, safety, inclusion and sustainability
Providing employees with exposure to:
- Enterprise-scale AI and analytics
- Smart Infrastructure and integrated digital platforms
- Capability building aligned to digital skills and evolving business models
Positioning employees for future economy through:
- Participation in renewable energy, green hydrogen and energy transition initiatives
- Climate-aligned infrastructure development
- Responsible resource management and ESG-led decision-making
- Capability enhancement in green skills, sustainability leadership and climate-conscious business acumen
Fostering employee adaptability and leadership-readiness through:
- Exposure to complex, multi-stakeholder environments
- Cross-business and cross-sector mobility
- Leadership roles that require speed, judgement and accountability
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.
Adani Leadership and Culture- Clear Delegation of Authorities (DOA)
- Defined decision rights, accountability and escalation frameworks
- Board oversight and governance frameworks
- Accountability not only on business outcomes but on effectiveness of ethical conduct, people stewardship, safety and inclusion
- ABCF framework for employees (behaviours and competencies)
- Cross-functional and cross-business collaboration
- Entrepreneurial, execution-driven mindset
- Adjacency-led business model enables cross-entities collaboration
- Shared platforms for knowledge-sharing, joint planning and integrated decision-making
- Experimentation and learning through execution and continuous improvement
- Codes of conduct and governance standards
- Strong emphasis on people stewardship, psychological safety, overall wellbeing, human rights, inclusion and respect
- Encouragement to open dialogue, constructive challenge and respectful dissent
- Grievance and whistleblowing mechanisms
- Responsible stakeholder engagement
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.
Our Change Management Framework- Reskilling and upskilling for digital fluency, ESG consciousness and future roles
- Agile workforce models enabling faster decision-making
- Leadership pipeline strengthened to manage complexity and multigenerational teams
- Structured learning journeys
- Internal talent mobility
- Exposure to next-generation leadership challenges
- Drive agility, accountability, innovation and resilience
- Leadership communication and role modelling to institutionalise adaptability
- Employee engagement and change adoption indicators
- Leadership capability assessments
- Talent-readiness metrics for critical and future roles
- Course correction and continuous improvement
- Resilient, skilled and future-ready workforce
- Organisational agility to navigate disruption
AGEL’s Key Highlights for FY 2025-26
Total workforce
New Hires
Employee satisfaction score out of 5
Spend on employee benefits
Average hours per FTE of training and development
Organisational Effectiveness
To enhance organisational effectiveness, Adani Green Energy Limited is shifting from self-execution to a partner-led operating model by engaging specialised EPC and O&M partners. This approach will reposition our internal workforce from technical execution to strategic governance and assurance-oriented roles. This effective resource utilisation will ensure that the organisation remains agile, scalable, and resilient in a dynamic energy landscape.
Strategic Transformation: From Execution to Governance
- Organisational restructuring, aligned with the new business model, is being implemented to enhance agility, productivity, governance, and assurance
- Targeted capability interventions will strengthen leadership skills to lead teams and manage partnerships in a mutually beneficial way, supporting this paradigm shift
Workforce Planning, Talent Acquisition and Retention
AGEL’s workforce planning is futuristic, data-driven and aligned with its transition to a vendor partnership model. The organisation continuously identifies, monitors and develops talent pools to support business expansion and long-term workforce development.
We deploy advanced technologies such as Agentic AI, robotic process automation and bots to enhance demand forecast accuracy and workforce optimisation. Through regular updates to competency frameworks and alignment of hiring assessments, we ensure that talent acquisition is closely linked to evolving skill requirements. This approach enables AGEL to build a resilient talent pipeline capable of supporting rapid growth and operational excellence.
In line with the Adani Group ethos, we maintain a recruitment process defined by fairness, transparency and equity. Our hiring practices are conducted without any discrimination, ensuring equal opportunity for all candidates.
Cadre Hiring at AGEL
AGEL’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.
Strategic Highlights
- 480+ diploma, graduate and postgraduate engineers onboarded over the past three years, strengthening the early career talent base at scale
- Progressive reduction in average workforce age, strengthening agility, and succession preparedness
- Structured first year development journeys encompassing Group induction, BU-specific technical training, behavioural and soft skills development, on-the-job technical exposure and higher education sponsorships for high performers
- Performance-linked development opportunities, including higher education sponsorships for high-performing talent
- Quarterly performance and assimilation reviews to enable effective integration, continuous capability building, and ongoing refinement of the programme
Strategic Talent Retention and Leadership Continuity
During the reporting period, we have implemented a holistic talent retention framework to attract, develop and retain critical and high-potential talent, securing business continuity and long-term growth.
Strategic Retention Initiatives
- Identifying critical and high-potential talent and grooming them as future CEOs and CXOs
- Personalised Individual Development Plans (IDP) to map each successor’s career trajectory with clarity
- Opportunity to work on high-impact business-critical stretch assignments
- Ensuring key talent gains visibility across various internal and external platforms
- Long Term Retention Bonus (LTRB) to motivate and retain top talent across the organisation
Learning and Development
At AGEL, we recognise learning as a driver of organisational excellence, leadership preparedness and future-critical skill building. By strategically aligning Learning & Development approach with business objectives, we cultivate future-critical capabilities necessary to sustain robust leadership pipeline and resilient growth.
Structured Learning Approach at AGEL
- Training needs are identified by Functional Heads through structured discussions on training needs identification (TNI) based, incorporating past incidents, skill gaps, technological advancement and future competency requirements
- All programmes are mapped to competency frameworks and UJR levels to ensure relevance and impact
- Inputs were aligned with organisational priorities to identify essential Technical, ESG, and Safety training areas across Solar and Wind business
- An annual training calendar, developed based on identified training needs, drives consistent and continuous capability development
- Monthly training sessions are delivered, in line with the training calendar, covering technical, ESG, safety, and role-specific programs
Strategic Leadership and Behavioural Competencies
Adani Leadership Accelerated Program (ALAP)
Senior Leaders are part of this longitudinal Multiyear leadership program. The intensive Lecture cum assessment-based program aims at developing current and Future Leaders.
CCL Leadership Journey
This six-month programme transforms leaders by building self-awareness and resilience through coaching, action-based projects and assessments. It strengthens strategic thinking and collaboration, empowering leaders to navigate complex, disruptive environments with curiosity, compassion and courage while driving meaningful organisational impact.
Executive Coaching
External Coaches are onboarded to Coach leaders on enabling their Scalability.
Supervisory Development Program
Participants learn supervisory discipline and an ownership mindset to improve process adherence and SQDC (Safety, Quality, Delivery, and Cost) performance.
Technical and Functional Competencies
PMP Certification for Projects
Strengthens skills required for project planning, risk management, and stakeholder coordination for large-scale solar, wind, and sustainability initiatives.
Primavera – P6 Training
Empowers AGEL teams to improve project execution efficiency and mitigate delays through better planning, scheduling, and resource management, leveraging industry-standard controls for large-scale renewable and infrastructure projects.
Contract Management
Empowers project and Techno Commercial teams to manage contracts with precision, compliance, and commercial excellence.
PMAG Function-Specific Training
Strengthens day-to-day project execution through project management basics, scheduling & planning, Primavera, SAP modules, and cost control fundamentals.
SCM Function-Specific Training
Strengthen end-to-end supply chain capabilities across contract management, covering Letter of Credit & Incoterms, SAP processes, MMS, Tracker, imported modules, vendor follow-up.
SOP Training for Brilliant Basics
“The learning Saturday” initiative for weekly reinforcement of SOPs for projects and O&M to ensure safety, reliability and compliance.
Other Specialist Trainings
- Competency-based training covering Inverter O&M, Transformer O&M, Plant Performance, etc.
- Control System Architecture & SCADA
- Grid-Related Operation & Compliance
- Integration of AI and Copilot for Productivity Improvement for Leaders
Safety Training
We are developing site-level trainers under the ToT Model (Training of Trainers) who are responsible for training the shopfloor employees on AGEL Safety Critical Standards. Key training topics include Fire Fighting, First Aider, CPR, DSO Training, Electrical Safety, LOTO, Work at Height, etc.
ESG and Human Rights Training
Comprehensive training on ESG and Human Rights covers:
- Business Responsibility & Sustainability Reporting (BRSR)
- ESG Board, ESG Charter (ESIA / ESDD / ESAP) and KPI Management
- Code of Conduct, Anti-Bribery & Anti-Corruption & Conflict of Interest (ABAC&CI) Policy
- Diversity, Equity, Inclusion (DEI), POSH
- Environmental SOPs & ESMP
- GHG Emissions and Waste Management
Behavioural Competencies
Presentation Skills
A three-day programme to build impactful presentation skills through structured content creation, compelling visual design, and confident delivery with strong audience engagement.
Conflict Management & Negotiation Skills
An eight-hour classroom program enabling participants to identify their conflict and influencing styles to build trust, adapt to workplace situations and strengthen stakeholder collaboration.
“Mind Sharpening Sessions”
Weekly one-hour Tuesday sessions for site leaders to strengthen their knowledge on renewable projects and O&M, along with behavioural & functional skills.
Digital and Future Skills
- Integration of AI and Copilot to enhance productivity and decision-making
- Cybersecurity awareness initiatives, such as ethical hacking demonstrations for leaders
Measuring Training Effectiveness
A key initiative at Rajasthan’s Fatehgarh cluster identified skill gaps through competency-based assessments, followed by gap-based training interventions and impact measurement to ensure training effectiveness.
- 18 Solar and 22 Wind-Specific Competencies Identified
- Assessment Content Prepared for all Competencies
- Jobrole-based Competencies Mapped to Employees
- 22 Internal Assessor Development Workshop
- Digital Platform-Based Assessments – Mapping done
- 129 Solar Employees had 497 Gaps
- 52 Wind Employees had 217 Gaps
- Training conducted with SME’s based on Employee Gaps
- Solar Employee Gaps reduced by 85% (73 Gaps for 53 Employees)
- Wind Employee Gaps reduced by 97% (5 Gaps with 5 Employees)
Average training investment per FTE in FY 2025-26
Talent Enablement Through Performance Management
The Adani Behavioural Competency Framework (ABCF) aligns performance evaluations with the organisational goals. It also embeds ESG criteria into employees’ KRAs to link remuneration with sustainability. The framework enables continuous feedback, fostering a culture of excellence and strategic alignment.
of employees are covered under performance and career development reviews
Succession Planning Process: Three Levels of Talent Review
Talent Council at sites identifies and assesses succession gaps, successors and their state of readiness
Respective HODs validate the succession plans prepared by the site talent council
The consolidated plans are reviewed by the CEO and MD to ensure strategic alignment
The Individual Development Plans (IDPs) of successors are finalised based on their stages of readiness – Ready Now, Ready with Development, Ready One Job Away
Diversity, Equity and Inclusion
Guided by our Human Rights and DEI policy, we foster an inclusive culture that ensures gender pay parity based on merit and industry standards. We leverage the collective expertise of diverse age groups to drive organisational growth. Being a project-driven organisation, there are challenges in recruiting and retaining women employees at remote locations; however, we encourage their participation by providing dedicated facilities for women at all locations and internal support groups. Furthermore, our Disability Action Plan (DAP), overseen by our Chairman and Group Chief Human Resource Officer (CHRO), focuses on hiring and supporting differently abled individuals.
Click to read more about our Human Rights and DEI Policy
Employee Wellbeing and Support
Aligned with the Adani Group’s multi-dimensional wellbeing framework, we address the physical, mental, emotional and financial wellbeing of our people through focused initiatives. AGEL places strong emphasis on psychological safety, enabling employees to express views, raise concerns and share ideas without fear of retaliation.
The Adani Group’s Integrated Wellbeing Ecosystem
- First aid and CPR training for emergency preparedness
- Health awareness sessions on communicable and non-communicable diseases
- Anti-substance abuse drives against smoking and the consumption of tobacco and alcohol
- Women’s health programmes to promote gender-responsive healthcare practices
- Health insurance & pre-employment health screening
- Mandatory annual health check-ups to track year-on-year health trends
- Cashless hospitalisation support for employees and their families
- Teleconsultation program through OccuCare Platform for primary and specialist care
- Digital health enablement via EmCare Mobile Application
- Diet & nutrition consultation to prevent lifestyle-related disorders
- Yoga & mental well-being sessions for employees and their families
- Ergonomic & physiotherapy programs for posture and musculoskeletal issues
- Dedicated Employee Assistance Programs (EAPs) offering counselling and mental health support
- Email-based awareness campaigns on seasonal illnesses and lifestyle disorders
Elevating Quality of Life at Khavda
At our Khavda site, we ensure the well-being of our employees and workers through continuous infrastructure development. This includes worker camps upgradation, Occupational Health Centres, and other amenities such as food options, ATM & vending machine installation, shops, temples, etc.
The worker wellbeing and human rights initiatives at the Khavda site
Ethical Standards & Compliance
- Policy Enforcement: Human Rights Policy ensures regulated working hours, timely wages, and safe and respectful working conditions for all workers, including contractual labour, and is implemented across all sites, including Khavda.
- Wages and Working Hours Compliance: Monthly wage registers confirm timely wage payments while attendance registers track working hours and overtime payments, further verified through independent audits by the Adani Group and external global consultants across all contractor agreements.
- Transparency & Redressal: Display boards communicate minimum wage and working hour regulations, and grievance boxes are available at site office for workers to raise concerns freely and anonymously.
Labour Camp Infrastructure & Living Conditions
- Climate-Controlled Housing: Pre-engineered, thermally insulated Labour camps for all contractual workers reduce heat and feature proper ventilation, windows, and exhaust fans.
- Hygiene & Utilities: Accommodation includes proper bedding, clean drinking water, and washrooms sanitised twice daily.
- Dining Options: Workers have access to canteen food as well as common kitchen spaces to cook their own meals.
Health Services, Safety & Recreation
- Medical Support: On-site OPDs are staffed by full-time doctors and paramedics, backed by a 24/7 life-support ambulance.
- Workplace Safety: Regular occupational health, safety, and work-specific trainings are conducted in alignment with our Occupational Health & Safety Policy, alongside the mandatory use of PPE and Work Permits.
- Wellbeing & Leisure: Camps feature gyms, volleyball courts, movie screenings, and distribution of glucose powder and biscuits in summers to combat heat exhaustion.
Meaningful Employee Engagement
At AGEL, our people engagement framework is designed to drive innovation and organisational growth by fostering a motivating and high-performance work culture.
- 1,553 Employees received Green Ratna award, AGEL’s digital Rewards and Recognition platform
- 26 Employees received Long Service Award
- 121 Employees’ Children received Saraswati Samman at “Kutumbotsav” AGEL family day
- CEO’s monthly meeting with HOD’s
- Young Talent Round Table with the Executive Director, Managing Director & Chief Executive Officer
- Chief Human Resource Officer connect with new joiners
- Various indoor and outdoor sports
- Renewable Premier League season 5
- Festival celebrations
- Various Fun Friday activities
- Family Movie Outing for HO employees
- Offsite Visits and outbound team building
- FamJam - family visit to HO
- Munch & Mingle high-tea on alternate Fridays
Blood Donation Drive
Since 2011, we have commemorated our Chairman’s birthday on 24th June each year with a blood donation camp across all our business locations. In FY 2025-26, widespread participation from our employees, their family members and our contractors led to a total collection of 1,734 units.
GreenX Talks 2026
GreenX Talks, held at ACH, Ahmedabad, celebrated resilience, inclusion and human potential. The programme featured inspiring conversations with acclaimed artist Sudha Chandran and entrepreneur Srikanth Bhola, Adani GreenX Talk awards, special performances and recognition of the Indian Women’s Blind Cricket Team.
Employee Pulse Survey at AGEL
The AGEL Pulse Survey is conducted anonymously to capture employee sentiments and experiences in real time via the Empulse Platform. The insight from the survey informs the action plans that are periodically tracked to improve the employee experience. In FY 2025-26, AGEL achieved an employee engagement score of 3.76 on a scale of 5.
Way Forward: AGEL’s HR Priorities for FY 2026-27
- Building employee-related infrastructure at project sites
- 3-Layer Organisation Structure implementation
- Enable seamless transition partner lead O&M
- Facilitate EPC and PMC partners in Projects
- Implementing AI-assisted workforce planning tools
- Enhancing inclusion metrics and accessibility mapping
- Full scale adoption of remaining labour code rules
Upholding Human Rights
Our commitment to human rights aligns with the International Labour Organisation’s (ILO) core principles. Our Policy on Human Rights and DEI, Prohibition of Forced Labour and Child Labour policy, Policy on Prevention of Sexual Harassment (POSH), Supplier Code of Conduct integrate this commitment across the operations and the value chain. We also respect the freedom of association and right to collective bargaining, practice no discrimination at the workplace and prioritise the health and safety of our workforce.
Respecting Labour Relations
In compliance with the New Labour Codes, as notified by the Government of India on November 21, 2025, we have implemented all the applicable provisions across our HR systems. We have also established cross-functional compliance committees for future-readiness. Digitalisation of registers, wage structures, and contractor related documentation are other key facets of this strategy. We have initiated awareness programmes to update our employees and contractors with the new codes.
The Group is fully prepared to comply with the remaining provisions once the necessary rules (which are expected to be effective from April 1, 2026) are released. Internal systems and SOPs have been pre-aligned for swift adoption, underlining the organisation’s commitment to stringent adherence with all the relevant legislations and rules