COURAGE TRUST SUSTAINABILITY REPORT 2014-15 COMMITMENT

COURAGE. TRUST. COMMITMENT.

ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15

1 LIMITED SUSTAINABILITY REPORT 2014-15 CONTENTS OUR PRIDE About 2 We began our journey in 2006. Since values, in turn, drive everything we do; We stand by our promises and adhere Vision, Values and Culture 9 then, we have made rapid strides in and are reflected in our actions day in to high ethical standards. This is About the Report 10 ’s power sector. We are conscious and day out. encapsulated by our motto: “Do what that energy remains a critical you say and say what you will do”. Courage requirement for the country’s economic We aim to be known for our scale of It helps us stay committed to our and infrastructure requirements. We, ambition, speed of execution and quality short-term and long-term objectives CEO’s Statement 14 therefore, take pride in our sustained of operation by taking on challenges and demonstrate high standards of CSO’s Statement 16 endeavours to contribute positively to and going the extra mile to find the professionalism. 18 Stakeholder Engagement & Materiality Assessment these sectors and to the nation as a right solutions. We take calculated Strategy for Sustainability 24 whole. We are focused on achieving risks in pursuing new and big business As we move closer to our ambitious sustainable growth and becoming a opportunities; and we own our decisions target of 20,000 MW by 2020, we are Trust globally-admired leader in integrated for outcomes with a long- term committed to ensuring minimal impact infrastructure businesses with a deep approach. on ecosystem and maximum social and Governance for Sustainability 38 commitment to nation building. economic benefits. We believe that 42 Ethics and Integrity We have deep faith in the capability of future generations have as much a right Compliance 44 As a fast-growing organisation, we have our employees and other stakeholders on the earth’s resources as we do. This Economic Performance 46 consistently re-calibrated our business and consistently empower them approach to sustainable development, Plant Efficiency 48 strategy in line with emerging realities. to deliver results that matter to our will guide us in the future. Fuel Security 52 We have faced several challenges in our business and to the nation. We interact Talent Attraction and Retention 54 journey, but those roadblocks have only with our stakeholders across multiple We are proud to showcase our first Occupational Health and Safety 60 served to enhance our resilience and touch points and integrate their insights Sustainability Report and invite your Supply Chain and Vendor Management 66 resourcefulness. into our blueprint for sustainable growth. inputs, as we aim to grow our business sustainably for today, tomorrow and We are passionate, result-oriented, beyond. Commitment integrated, dedicated and Environmental Performance 74 entrepreneurial. These characteristics – Water Availability 74 draw strength from our core values of – GHG Emissions 76 courage, trust and commitment. Our – Ash Management 78 – Managing Environmental Impact 80 Social Performance 82 – Community Engagement and Development 82 Security and Asset Protection 96

Conversion Factors 101 Independent Assurance Statement 102 GRI Content Index 105 NVG Mapping 111 Glossary 112

On the Cover At Adani Power, we recognise that our actions and operations have an impact beyond the obvious. The power we produce energises the nation and fuels development. We are a responsible member of our ecosystem and are cognizant of our duty towards all stakeholders and their aspirations. We conduct our business in a manner that creates a ripple effect of positive outcomes.

2 1 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 ABOUT ADANI GROUP Resources The Adani Group is one Largest private power producer The resources business deals with obtaining coal from mines and trading. In the of India’s leading business future it will also include oil and gas production. with installed houses with a revenue of over The Group is developing and operating mines in India, Indonesia and Australia. It is capacity of also importing and trading coal from many other countries. Currently, we are the US$10 billion. 10,480 MW as on largest coal importers in India. Our extractive capacity has increased threefold to 5 MMT in 2015 and we aim to extract 200 MMT per annum by 2020, making Adani March 31, 2015. one of the largest mining groups in the world. Founded in 1988, the Group has grown to become a global integrated infrastructure Largest coal player with businesses in key importer in India Logistics with 33%+ industry verticals – resources, The logistics business comprises of a large network of Ports, Special Economic market share*. Zones (SEZ) and multi-modal logistics – railways and ships. logistics and energy. The The Group owns and operates seven ports and terminals: India – Port, Dahej integrated model is well- Port, Kandla Terminal and in , in , Murmugaon Terminal in Goa and Vizag Terminal in Andhra Pradesh. , which is the adapted to the infrastructure Largest port largest port in India, benefits from deep draft, state-of-the-art infrastructure and SEZ status. It crossed the 144 MMT mark of cargo handling in FY 2014-15. The Group is challenges of emerging operator in India. also developing a terminal at in . economies. The Group has also made significant strides in the Energy agri-infrastructure business by The energy business involves power generation, transmission and gas distribution. setting up grain storage silos Adani is the largest private thermal power producer in India with an installed capacity of 10,480 MW including a 40 MW solar plant at Bitta, Gujarat. Four of our and cold storage facilities. We power projects are spread across Gujarat, Maharashtra, and . are a market leader in edible We also provide a range of reliable and environment-friendly energy solutions in the oil business through our form of CNG and PNG. Fortune brand.

* Including coal trading business

2 3 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15

At Adani, we are constantly working towards nurturing development and growth of communities that host us. We recognise the importance of creating holistic growth for the society. Through the , we ensure that development and progress is sustainable and inclusive; not just for the people living in these areas, but for the environment on the whole. We believe in delivering benefits that transcend our immediate stakeholders.

From trading To infrastructure To integration

Phase 1 Phase 2 Phase 3

We started in 1988 as a commodity trading Our second phase focused upon creating large We have connected the dots from firm. The Company quickly grew and diversified infrastructure assets. Phase 1 and Phase 2 to prepare the into the import and export of multi-basket Group for the next phase of growth. commodities. We established a portfolio of ports, power plants, mines, ships and railway lines inside and outside We are now embarking on the third In the 1990s, we developed our own port in India. At the same time, we earned a reputation and most exciting phase of the Mundra, India to provide a base for our trading for scale, efficiency and quality. Group’s development: an integrated operations. infrastructure business involving 2011 2012 resources, logistics and energy. Commissions With 4,620 MW the world’s capacity APL Mundra largest coal becomes the largest 2014 2015 terminal in thermal power plant Becomes the largest Becomes the Mundra with at a single location private thermal largest private 1988 2000 2011 60 MMT in India. power generator thermal power Starts as a commodity Forms Adani handling with 9,280 MW generator with trading firm Wilmar, a (currently 20 2013 2002 capacity 10,480 MW Resources means obtaining coal joint venture Mundra becomes the largest MMT) becomes Power generation capacity in edible oil private port in India with 4 MMT operational touches 7,300 MW from mines and trading; in future refining of handling capacity it will also include oil and gas production. 1998 2006 2009 Becomes the 11 Million MT of coal Largest coal importer top net foreign importer in IndIa in IndIa exchange earner for India 2013 Mundra Port 2014 2011 Wins container terminal becomes No.1 port Commissions India’s 2013 at Ennore Port in India Logistics denotes a large network largest solar power Commences of ports, Special Economic Zones plant with capacity domestic coal Acquires Dhamra Port of 40 MW mining (SEZ) and multi-modal logistics – railways and ships. Continues to be the largest thermal coal Importer In India 2011 1995 1999 2008 2010 Buys Abbot Point Port in Australia with 50 MMT of Expands Coal trading Buys Bunyu Mine in Achieves 2.2 MMTPA handling capacity into port commences Indonesia with edible oil refining Energy involves power generation & business; starts 180 MMT of coal capacity in India construction in reserves transmission and gas distribution. Mundra 4 5 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15

1 Adani Power Limited Aim to develop 20,000 MW by 2020 Looking at the criticality of meeting the to be registered as a ‘Clean Development procedures, motivated team and a desire power requirement and its crucial role Mechanism (CDM) Project’ with the for trendsetting. Adani Power Locations in ensuring the energy security of India United Nations Framework Convention The Mundra power plant is the largest in 2006, Adani Group decided to extend on Climate Change (UNFCCC). It is our single location coal-based thermal its footprint into the power business. endeavour to empower lives with power power plant in India and one of the top Adani Power was listed through an that is accessible for socio-economic five in the world. IPO in 2009. First unit of 330 MW at development. Mundra was commissioned on August From the date of commissioning of the 4, 2009. We also commissioned India’s We have achieved a total installed first unit, the other eight units of Mundra first supercritical 660 MW unit at Mundra capacity of 10,480 MW2 , making us the power plant were commissioned one on March 1, 2011. Units 5 and 6 at largest private power producer in India. after the other in an aggressive time Mundra are the world’s first supercritical We achieved this with our out-of-the- period of 33 months. technology-based thermal power project box thinking, pioneering operational

Location of Power Plants and Capacities

Mundra, Gujarat 4,620 MW (4 x 330 MW + 5 x 660 MW)

Kawai Tiroda, Maharashtra Bitta Solar Surguja Bhadreswar 3,300 MW Mundra (5 x 660 MW) Dahej Pench Tiroda

Kawai, Rajasthan Operating Power Plants APL Mundra1 – 4,620 MW 1,320 MW APML Tiroda1 – 3,300 MW (2 x 660 MW) APRL Kawai1 – 1,320 MW UPCL – 1,200 MW Udupi, Karnataka* Bitta Solar – 40 MW

Projects for which environmental 1,200 MW clearance has been obtained (2 x 600 MW) Udupi Dahej, Gujarat – 2,640 MW Pench, – 1,320 MW

Bitta, Gujarat* Projects in the planning and clearance stage Bhadreswar, Gujarat – 3,300 MW 40 MW Surguja, Chhattisgarh – 600 MW (Solar PV) 1 Within reporting boundary

1 We are headquartered at and our registered office is at “Shikhar”, Near Adani House, Mithakhali Six Roads, Navrangpura, Ahmedabad. All our operations are in India. 2 This includes the newly acquired power plant at Udupi with an installed capacity of 1,200 MW which came into fold in April, 2015. * Udupi and Bitta are not in reporting boundary. Note: Map not to scale. For representation purposes only. 6 GRI G4-3, G4-5, G4-13, EU1 GRI G4-4, G4-6, G4-13 7 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15

FIGURE 1: Shareholding pattern3 Organisational Scale VISION, VALUES

NRIs – Individuals Total number of employees 2.01% AND CULTURE Foreign – Bodies Corporate 2.47% 2,481 Our Vision Total number of contractual workers To be the globally admired leader in integrated Infrastructure businesses with a deep commitment to nation building. We shall Public shareholding be known for our scale of ambition, speed of execution and quality of operation. 25.00% 8,480 Our Values Total number of operations

Promoters 5 70.52%

Net Revenue (INR Million) 3 As on March 31, 2015 190,651.4 We have achieved We have three fully owned subsidiaries, namely Adani Power Rajasthan Limited, Total Market Capitalisation (INR Million) a total installed Adani Power Maharashtra Limited and Adani Power Karnataka Limited. We capacity of also have a 50% stake in Adani Power 135,841.9 10,480 MW, Resources Limited. making us the We completed the acquisition of Total Equity (INR Million) COURAGE: We shall embrace new ideas TRUST: We shall believe in our COMMITMENT: We shall stand by our Udupi Power Corporation Limited in and businesses. employees and other stakeholders. promises and adhere to high standards largest private April 2015. of business. power producer 57,246.2 During FY 2014-15, the de-merger of in India. transmission line business of Adani Power Limited was performed to enable Total Debt (INR Million) Our Culture independent focus of management in varied businesses. This led to the formation of the wholly-owned 434,990.0 PASSION: Performing with enthusiasm and energy subsidiary, Limited, which came into effect from RESULTS: Consistently achieving goals January 12, 2015. Total Power Generation (Million Units) INTEGRATION: Working across functions and businesses to create synergies

54,655 DEDICATION: Working with commitment in the pursuit of our aims

ENTREPRENEURSHIP: Seizing new opportunities with initiative and ownership

8 GRI G4-4, G4-7, G4-8, G4-9, G4-10, G4-13, G4-17 GRI G4-56 9 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 ABOUT THE REPORT

This is our first Sustainability Report. This report provides detailed information on our business practices across economic, social and environmental perspectives ‘In accordance - Comprehensive’ with Global Reporting Initiative (GRI) G4 guidelines. The report content has been guided by stakeholder inclusiveness, sustainability context, materiality and completeness. The report contains disclosures on identified material Reporting Boundary APL Mundra, Gujarat aspect of Electric Utilities Sector This report has been developed for With an installed capacity of 4,620 Disclosure (EUSD) and covers the Adani Power Limited (APL) having its MW, it is also the largest private sector performance for the Financial Year corporate office at Ahmedabad and thermal power plant by capacity in (FY) 2014-15. This being our first operating plant at Mundra, Gujarat. India. Units 5 and 6 of the Mundra sustainability report, there are no The report covers the two subsidiary plant, which are based on supercritical restatements and no change in the companies Adani Power Maharashtra technology, have been registered as scope and boundaries of the report. Limited (APML), having its plant at a ‘Clean Development Mechanism We intend to publish our sustainability Tiroda, Maharashtra and Adani Power (CDM) Project’ with the United Nations report on annual basis. Rajasthan Limited (APRL) having its Framework Convention on Climate plant at Kawai, Rajasthan. Change (UNFCCC). The report also contains disclosures related to the National Voluntary At each of the three locations, This is the world’s first thermal project Guidelines on Social, Environmental and employees have been provided with based on supercritical technology to Economic responsibilities of Business accommodation in the Company’s get registered as a CDM Project. (NVG-SEE) published by the Ministry of colonies. However, at Mundra, the Corporate Affairs, Government of India, colony is not attached to the plant APML Tiroda, Maharashtra Principles of Business Responsibility premises and is shared with other With its total capacity of 3,300 MW, Reporting (BRR) published by Securities entities. It is operated and maintained Tiroda comprises of 5 units of and Exchange Board of India (SEBI) by APSEZ Limited. Owing to this, 660 MW each. All units at this and the ten principles of United Nation the colony at Mundra has not been location are built on supercritical Global Compact (UNGC). included into the reporting boundary technology, driving efficiency in coal- for this year. For Kawai and Tiroda based power generation. Tiroda uses This report covers our Indian operations however, the performance parameters latest technology for environment and includes APL Mundra (Gujarat), such as water consumption, electricity management. The entire power APML Tiroda (Maharashtra), and APRL consumption and waste generation generated from this plant is supplied Kawai (Rajasthan). There were no have been included in the report under to the state of Maharashtra in order to changes in the Company ownership relevant sections. help to address its peak power deficit. during the year. The following entities which are part APRL Kawai, Rajasthan This report has been independently of the consolidated annual report Kawai has a total installed capacity assured by DNV GL Business Assurance have not been included as part of this of 1,320 MW and has the capability India Private Limited. Our CSO and report: Adani Power Resources Limited to expand in future. Kawai comprises This is the first Sustainability Report of Adani CEO have been involved in seeking and Adani Power Karnataka Limited. of 2 units of 660 MW each based independent external assurance for this The aspect boundaries are detailed on supercritical technology. We are Power. The Report is developed as per the Global report. We aim to continue the practice in the ‘Stakeholder Engagement using state-of-the-art technology for Reporting Initiative’s (GRI) G4 Guidelines ‘In of external assurance to help improve and Materiality Assessment’ section. environment management. our processes and data management The following details pertain to our Accordance - Comprehensive’ option. mechanisms. operating power plants: We will appreciate your feedback to help us improve our report. You may write to us on [email protected]. 10 GRI G4-15, G4-22, G4-23, G4-28, G4-29, G4-30, G4-31, G4-32, G4-33 11 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

COURAGE WE HAVE ALWAYS BELIEVED IN DREAMING AND DARING; IN SEEKING AND MAKING THE MOST OF THE RIGHT OPPORTUNITIES AMID CHALLENGES. THE RESULT IS THAT TODAY, THE ADANI GROUP IS A GLOBALLY-INTEGRATED INFRASTRUCTURE PLAYER WITH BUSINESS INTERESTS ACROSS RESOURCES, LOGISTICS, ENERGY AND AGRO-BUSINESSES. WE FOCUS ON INTEGRATING SUSTAINABILITY INTO EVERY ASPECT OF OUR BUSINESS WITH COURAGE AND CONVICTION. 12 13 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT CEO’S STATEMENT

The purpose of Rajasthan, and 1,200 MW at Udupi, specific fuel consumption. We have Contribution of Karnataka5 . We intend to become plant-wise targets for ensuring high this report is not one of the significant contributors to levels of availability and plant load nearly 16% to India’s green energy by generating 10,000 factor. We are working towards reducing limited to telling MW from solar power. We have already our water consumption by optimising total coal-based our story. It is about commenced this journey by operating requirement and re-utilising waste power generation a solar PV-based power plant at Bitta, water. establishing strong Gujarat, with an installed capacity of capacity in the 40 MW. We have also signed a Power Our specific water consumption in connect with Purchase Agreement (PPA) with the coastal based power plants has been private sector. our stakeholders. to install the 9.37 m3/MWh which includes Flue Gas world’s largest solar power plant at a Desulphurisation (FGD) operations. We believe that single location with an installed capacity Specific water consumption at plants in the ‘Great Places to Work®’ survey of 648 MW. With this growth comes a located hinterland, where surface water for 2015. We are delighted to make sustainability huge responsibility. We have increased is used, has been slightly above such a mark in our first attempt. We will reporting is our focused on reducing our overall 2.5 m3/MWh. We have targeted to cap continue working relentlessly to make environmental footprint. Our direct GHG the specific surface water consumption our Company an ‘Employer of Choice’ in a systematic emission from APL Mundra, APML in all hinterland power plants at the years to come. process of the Tiroda and APRL Kawai stood at 2.5 m3/MWh within the next 2-3 years 0.87 tCO2 /MWh. and then search options to further We strive towards achieving the status management and optimise it. We are installing high of ‘Zero Harm’ at all our operating We have in recent years faced concentration slurry disposal (HCSD) locations. Some important levers for Dear Readers, Our aim is to be admired for our scale of communication challenges of fuel security, coupled system for fly ash evacuation in all this include providing training and ambition, speed of execution and the with multiple issues that have plagued future power projects. We have recently awareness through dedicated classroom It is my pleasure to present our first quality of our operations. The values of our economic, the power sector in India. This has upgraded the ash evacuation process trainings as well as promotional sustainability report highlighting and culture, integrated within the social and affected both public and private from lean slurry system to HCSD at activities. We have taken up plant- economic, environmental and social organisation, ensure that the foundation sector power plants. While coal-based APML, Tiroda power plant. We have wise targets for conducting safety performance. Through this report of every decision we make is based environmental capacity addition has grown at a CAGR decided to use seawater based electro- promotional activities. We encourage we endeavour to provide greater on the pillars of courage, trust and of 11.66% since FY 2007-08, supply chlorination system for our project in a culture of identifying and reporting transparency to our stakeholders commitment. impacts that our of domestic coal to power plants has a coastal area. As our Mundra Power incidents and ensure that we learn from pertaining to our sustainable stakeholders want only grown at a CAGR of 5.02%. Some Plant is situated in a coastal location, we these and take necessary precautions. development agenda. Towards a ‘Power-Full’ India of the major impediments to domestic have already installed a seawater-based Despite our concerted efforts, it In India, backed by positive policies, to know from us. coal production include delays in electro-chlorination system to reduce was saddening that we lost four of Viewing Challenges we witnessed a substantial economic securing the forest and environment the elemental gaseous chlorination our valuable workers to unfortunate as Opportunities expansion and a decline in inflation in clearances and logistical constraints. consumption. accidents and we are working to ensure As a fast-growing organisation, we view the last year. Lower global oil and coal power generation capacity in the private The Government is well aware of coal that there is no loss of life or productivity challenges as opportunities that help prices helped create conducive market sector4. For the 12th Five Year Plan period availability challenges and we are At Adani, we believe in fostering an in our operations. us re-invent our business strategy and conditions. After a steep decline to 5.1% (FY 2013-17), the Government hopeful that it will take positive steps environment of economic growth in excel. The Government of India has in 2012, the Indian GDP growth rate rose has targeted capacity addition of to safeguard projects dependent on the areas where we operate from. Our This report is a proactive disclosure of struggled to keep pace with increasing steadily reaching an estimated 7.2% in 88,537 MW. Our goal is to be a harbinger domestic coal supply. In recent years, engagement with local communities is our sustainability performance. I invite demand of power, and as a result 2014. IMF estimates that India’s growth for a ‘power-full India’ by generating we have embarked on a journey towards our attempt to empower the society and your suggestion and feedback which invited private sector to contribute. We would further strengthen to 7.5% in 2015. 20,000 MW of power by 2020, deploying more energy-efficient help them grow as we grow. We have will help us in making our journey saw it as an opportunity to contribute contributing to India’s objectives of technologies, thereby reducing our undertaken community development meaningful. toward ensuring energy security. We The power sector in India has grown growth and increasing power generation initiatives under the thematic areas of have implemented the best available from 1,362 MW in 1947 to around capacity. We are currently operating education, health, sustainable livelihoods th technologies and practices that can 272,000 MW in FY 2014-15 and is 10,440 MW coal-based generation Ranked 76 among and rural infrastructure. serve as benchmarks for the power dominated by coal-based generation. capacity comprising of 4,620 MW at Vneet S. Jaain industry. As on March 31, 2015 , we contributed Mundra, Gujarat, 3,300 MW at Tiroda, 700 companies in Our employees are our strength. Our CHIEF EXECUTIVE OFFICER nearly 16% of India’s total coal-based Maharashtra, 1,320 MW at Kawai, the ‘Great Place to workforce is young, and we are proud to be one of the top 100 (76th rank) among 4 Total coal-based power generation by private sector in India has been 58,405.38 MW as on March 31, 2015 as per CEA. Please refer http://www.cea.nic.in/reports/monthly/inst_capacity/mar15.pdf Work®’ survey. 700 companies that participated in India 5 The acquisition of the was completed in April 2015.

14 GRI G4-1, G4-2, EU10, G4-DMA-Availability and Reliability GRI G4-1, G4-2, EU10, G4-DMA-Availability and Reliability 15 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT CSO’S STATEMENT

Dear Readers, management teams and employees to ensure a positive impact on the the sector will be dependent on the engaging with our stakeholders to find As part of our across all functions and locations. environment and biodiversity around future of fuels and through this report out the topics that our stakeholders commitment to Our goal is to secure energy and meet our operations. As our Mundra Power we wish to showcase our commitment deem important and those that our the growing national demand at the At Adani Power, we are cognizant Plant is situated in coastal location, we towards the cause mitigating the effect leaders view as critical to our future sustainability, we optimum cost with minimal impact that success entails hard work, have already installed a seawater-based of climate change and global warming. success. We have started working on on the environment. While challenges determination and sacrifice and though electro-chlorination system to reduce The outcome of upcoming Conference addressing the issues raised by our have taken active are significant, our innovation and we have a long road ahead before we the elemental gaseous chlorination of Parties on Climate Change in Paris stakeholders. role to minimise continuous improvements in project achieve our goals and aspirations, our consumption. We are working on to will also affect the energy choices of design, execution, operation and first sustainability report is proof of our present a detailed case study in the the world. The first sustainability report by our impact on productivity as well as collaboration efforts to enhance and develop a robust next Sustainability Report, on reduction Adani Power is only a beginning with industry can lead to greater sustainability strategy. Our endeavour is of elemental gaseous chlorine per unit Going forward, we intend to integrate to demonstrate that we live our environment and sustainability in all aspects of our to constantly benchmark our progress of power generation in our operating management of sustainability sustainability value every day with a contribute to the business. on reducing our carbon footprint and power plants. We are also in the process performance into our mainstream goal of leaving a positive impact on the we are working assiduously to ensure of quantification of water credits and business. To facilitate this, in the surroundings where we are present and growing energy In a short span of eight years, Adani that sustainability forms the core of our ground water recharge through our coming year, we aim for IT-enablement in every community that we work with. Power has become the largest private business operations. community pond deepening project of all operating sites for sustainability demand. sector power generation company in and rain water harvesting initiatives reporting. We are also working to Santosh Kumar Singh the country. The most important part At Adani Power, we firmly believe that within our power plants at all locations. integrate our quality, environment, CHIEF SUSTAINABILITY OFFICER of our business is our people who have biodiversity and its related ecosystems, We look forward to disclose our water health and safety, and energy shown exemplary commitment and such as forests, grasslands, mangroves credits as percentage of total surface management systems at all power perseverance in achieving new goals and urban areas, provide different water withdrawals in next report. plants to streamline our efforts and as well as setting new benchmarks in services to society, collectively known bring about continual improvement in the power sector. Our vision defines as Ecosystem Services. We recognise Our first sustainability report is being our performance. Adani Power today as well as the the relationship between Ecosystem released for FY 2014-15, when the Company we are building for the future. Services and the sustainability of power sector in the country is going In this report, we have highlighted Our commitment to sustainability our business. We therefore aim to through a major transformation with issues identified as important to our starts with the Board of Directors minimise our negative impacts. We many opportunities and important present and future success. We began and the CEO and runs through our have implemented numerous initiatives issues on the horizon. The future of this effort last year when we started

16 17 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT STAKEHOLDER ENGAGEMENT AND MATERIALITY ASSESSMENT

Engaging with stakeholders and stakeholders. The feedback from community representatives to various mediums, for the development responding to their expectations and stakeholders was sought through direct understand their expectations and of our FY 2014-15 sustainability concerns helps us create shared value interactions in the form of an open concerns at all the three locations. report, we specifically engaged that provides us with critical inputs forum, questionnaires, teleconferences with stakeholders at all locations for on the sustainability impacts of our and one-to-one interactions. Visits While we engage with all our important determination of material issues and business. In our efforts to manage were also conducted to meet local stakeholders frequently6 through we intend to do so biannually. the impacts in power generation, we are propelled to innovate and provide efficient and reliable power. The engagement methods, key concerns and our response for each stakeholder are depicted in the table below: TABLE 1: Stakeholder engagement mechanisms and outcome Stakeholder Engagement Methods Key Concerns Our Response Engagement Employees Process • Direct interaction • Work Environment • Initiatives to improve work environment • Feedback questionnaire • Health and Safety • Safety management systems Our stakeholders were prioritised • Newsletter, magazines and emails • Energy Efficiency • Energy efficiency initiatives based on how we impact them and • Employee engagement events • Talent Management • Employee training and development how they affect our business. We identified seven stakeholder groups relevant to our business which includes Contractual Workforce employees, contractual workforce, local • Open forum • Work environment • Initiatives to improve work environment communities, media, NGOs, vendors • Interviews • Health and Safety • Safety trainings and promotional events and regulatory authorities. • Training and skill development • Grievance redressal mechanism • Grievance handling Methodology for Stakeholder Local Communities and NGOs • Direct interaction with project • Water availability • Infrastructure and sanitation related Engagement beneficiaries and community based • Local employment projects organisations • School education • Local hiring where possible We engage with stakeholders to • Interviews with local community • Community healthcare • Woman empowerment programmes understand their concerns and representatives facilities • Education programmes including adoption priorities and use those inputs • Vocational skill development of government schools, computer literacy for decision-making and system and teacher orientation formulation. In order to make the • Community health programmes stakeholder engagement process • Mobile Health Care Units more effective and relevant, the • Livelihood generation programmes engagement methodology and topics were customised depending on the 6 The frequency of engagement is need-based and stakeholder specific. Most of the stakeholder engagement activities for each of the identified stakeholders happens at least once a month.

18 GRI G4-25 GRI G4-24, G4-25, G4-26, G4-27 19 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Materiality Assessment

Material issues are defined as those the processes of risk management and structured approach and methodology issues which are of the highest concern stakeholder engagement. Materiality was adopted for internal assessment to the business and to the stakeholders. has been the cornerstone for defining of material issues in order to identify They are defined and assessed through the course of action, and therefore a priorities.

The materiality assessment process involved the following three stages:

Stage 1 Stage 2 Stage 3

Intended to review and receive the Aimed to filter and shortlist the Involved engagement of the inputs from: issues to make them more relevant following two groups for the to our operations. This involved purposes of rating these 20 1. Global material issues for inputs from the following: shortlisted issues and receiving Electric Utility Sector published inputs for identification of by GRI 1. Review of business risks additional material issues by: identified through the 2. Material Issues identified in Company’s risk management 1. Functional heads and senior peer’s Sustainability Reports in framework management representatives in the sector the organisation 2. Sustainability risks identified 3. Review of value chain impacts by top management, including 2. Stakeholders including of our operations; and the CEO and the CSO, at the employees representing mainly Corporate Office and Station middle and junior management 4. Company policies and reports in Heads of all operating power categories from all functions at public domain plants operating power plants

A comprehensive list of issues Based on the inputs from above This led to the identification of was developed as a result of this sources, a list of 20 material issues specific issues in the short, medium TABLE 1: Stakeholder engagement mechanisms and outcome (Contd.) exercise. was shortlisted for Adani Power. and long-term strategic areas, as Engagement Methods Key Concerns Our Response well as site specific operational challenges. Media • Telephonic interviews • Local community development • Local hiring where possible • In-person interviews • Health and Safety • Investment in educational infrastructure • Community Education and improving quality of education FIGURE 2: Material Issues Regulatory Authorities GOVERNANCE • Telephonic interviews • Legal compliances • Integration of management systems Ethics, Integrity and Compliance • Personal interviews • Environment protection including environmental, energy and OH&S • Health and Safety • Best available technology implementation ECONOMIC & FINANCIAL ENVIRONMENTAL MANAGING • Ash management • Compliance with applicable regulations VALUE GENERATION PROTECTION HUMAN & SOCIAL CAPITAL and regular monitoring • Initiatives for improvement in ash utilisation Economic Performance Resources: Water and Talent Attraction and Retention raw materials Vendors (Suppliers and Contractors) Operating Plant Efficiencies Employee Health and Safety Emissions: GHG, air emissions • Vendor on-boarding process • Timeliness of payments • Payment cycle changed from two days in a Managing Supply Chain: Fuel Community Development and discharge • Site visits including visits to manufacturing week to daily security and vendor management Security and Asset Protection facilities of suppliers • Implementation of IT-enabled payment Wastes: Fly ash and other waste • Regular one-to-one interaction for system compliance monitoring

20 GRI G4-2, G4-24, G4-26, G4-27 GRI G4-2, G4-18 21 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Following are the identified material issues and their respective material aspects along with the reporting boundaries for each of Interpretations of Reporting Boundary those aspects: Internal Operational boundary of power plant at Mundra, Tiroda and Kawai and the Corporate Office of the Company at Ahmedabad. SR External Significant impact areas of value chain including upstream and downstream transportation, business air travel of NO. MATERIAL ISSUE ASPECTS ASPECT BOUNDARY employees, vendor management by Adani Power. Community development initiatives by Adani Foundation at Mundra, Tiroda and Kawai locations. 1. Ethics, Integrity and Anti-Corruption • Disclosure with reference to aspect boundary outside the organisation is limited, as this is our first report. We have limited Compliance Compliance information and we are working towards developing system to capture additional information and data for full disclosure in the coming year. • This report’s boundary covers only operating power plants of the Company and future report shall capture under 2. Economic Performance Economic performance construction projects also. • Being this the first sustainability report of the Adani Power, performance indicators have been reported based on the data 3. Plant Efficiency Energy of FY 2014-15. APML Tiroda and APRL Kawai power plants have come into operation within last three years. Going forward we plan to use this as baseline for reporting on these performance indicators with trends. Availability System efficiency The aspect boundaries are related availability of these resources is 9. Talent Attraction and Retention: to the impacts that we create. Areas of paramount importance to us. We have a relatively young Material 4. Fuel Security of significant impact have been Domestic coal supply remains a workforce and are prone to losing Coal sourcing and linkage considered for reporting. concern as the growth in domestic talented youth to the competition. coal supply falls short of the This makes it important for us to These topics reflect our organisational requirement. Imported coal has its attract good talent and retain them 5. Supply Chain and Procurement practices priorities and cover our major impacts. own logistical and price volatility for the longer run. Vendor Management A brief description of each of these is challenges. provided as follows: 10. Occupational Health and Safety: 5. Supply Chain and Vendor We have the primary responsibility Water 6. Water 1. Ethics, Integrity and Compliance: Management: Our vendors are to ensure safe working conditions We are committed to business critical business partners in to our workforce. 7. GHG Emissions Emissions practices that are ethical, our growth story. We believe in transparent and responsible and enabling their growth in linkage 11. Community Development: We thereby abiding by all the laws of with our progress. Our focus is on operate in areas where accelerated 8. Ash Management Effluent and waste the land. It is a business priority to indigenisation and sourcing locally economic development is the need ensure that our conduct is in line as it enables us to reduce costs and of the hour. Our local stakeholders Ash utilisation with our policies, values and culture. develop local capacities. look upon us as partners in their growth and we accord a high 9. Talent Attraction and Employment 2. Economic Performance: For our 6. Water Availability: Water is another priority to engaging with our local business to be sustainable, it primary input for our plants and communities and aiding in their Retention Training and education must remain profitable as well. continuous availability of water is an economic empowerment. Employees grievance mechanism Monitoring and enhancing our imperative for sustained operations. economies is not only important We consume significant amount of 12. Security and Asset Protection: 10. Occupational Health Occupational Health and Safety to us as a Company but also to our water for power generation as well Owing to the remoteness of our and Safety stakeholders including shareholders, as cooling purposes. plants, we are vulnerable to cases of Training and education investors, employees and local damage to our physical assets. This communities. 7. GHG Emissions: We are cognizant makes it critically important for us to that we have a significant role to put in systems for asset protection. 11. Community Indirect economic impacts 3. Plant Efficiency: The efficiency of play in combating climate change. Engagement and Local communities our plants has impacts on all our Accounting for and managing These material issues form the basis Development Grievance mechanism operational parameters. Although our GHG emissions is of very high of the report content. In this report we there are constraints with respect importance. have addressed disclosures adhering to to the quality of fuel that we the comprehensive option of the GRI 12. Security and Asset receive, it is an imperative that we 8. Ash Management: All our plants are G4 version of reporting guidelines. We Security practices Protection maintain the highest levels of plant coal-based thermal power plants have also disclosed information on the efficiency. and generate significant amounts Electric Utilities Sector Disclosures of ash. Proper handling and of GRI. 4. Fuel Security: Coal as well as liquid responsible disposal and utilisation ASPECT BOUNDARY: Internal External fuels are the primary inputs for our of ash is critical for our operations. operations. Sufficient and timely 22 GRI G4-2, G4-18, G4-19, G4-20, G4-21 GRI G4-2, G4-18 23 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT STRATEGY FOR SUSTAINABILITY

Our sustainability strategy is interwoven into our overall business strategy.

While we are working on achieving our growth ambitions, we believe that caring for the environment and the society at large is intrinsically linked to the sustenance of our business. Our 4,620 MW Power Plant at Mundra sustainability strategy is interwoven into our overall business strategy and our commitment to this journey drives FIGURE 3: 5-Point Strategy our sustainability agenda.

Drivers for Sustainability As a power generation company, we play a positive role in economic and social development by providing BOARD’S sustainable energy to meet the demand for a growing economy. COMMITMENT RISK MANAGEMENT TO RESPONSIBLE We have a structured approach BUSINESS for identifying our impacts and it is integrated into the broader risk identification and management process. It also forms the basis for our COLLABORATION BUSINESS materiality definition. AND KNOWLEDGE PROCESS COMMITMENT TO SHARING TRANSFORMATION MINIMISE IMPACT We are investing in protecting the environment and developing the ADANI ON ECOSYSTEMS communities within which we operate. POWER We are adopting business strategies that meet the needs of the enterprises and its stakeholders.

COMMITMENT We recognise that we need to QUALITY MANAGEMENT INITIATIVES SYSTEMS TO CATALYSE continuously leverage on our opportunities and minimise risks ECONOMIC GROWTH by improving efficiency, reducing emissions and managing waste to remain competitive.

24 GRI G4-2 GRI G4-2, G4-14 25 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Risk Management

Risk Management for operating power plants We have a Risk Management Council at the highest level that reviews the risks and provide strategic guidance. A Risk Steering Committee, which is a Board-level Committee, oversees risk policies and provides guidance on mitigation of risks.

FIGURE 4: Risk Management Governance Structure

Steering Committee reports performance to Board-level Committee Risk Steering Board-level Risk Committee at Management Management Level Committee Board Committee guides Risk Steering Committee

Steering Committee provides guidance on top CRO reports prioritised risks to priority risks and their mitigation plan Steering Committee

Guides sites on the risk mitigation process and Central Risk Officer Station head prioritises and monitors its implementation (CRO) approves operating plant level risk

For combating price volatility of commissions based on Cabinet support in carrying the process forward. imported coal, we are looking at Committee on Economic Affairs (CCEA) We are making representations before execution of forward contracts and decision to allow pass through of appropriate regulatory authorities for forex hedging. To address reduced additional cost of imported coal. allocation of alternate coal block and Site Risk Representative - Site Risk Site Risk availability of domestic coal, we are To implement CERC’s compensatory conversion of tapering linkage to long- Mundra Representative - Kawai Representative - Tiroda importing the coal and also filing tariff order, we are taking necessary term linkage. petitions before appropriate regulatory actions and providing the requisite

Department Risk Department Risk Department Risk FIGURE 6: Risk Management framework for projects Representative (HODs) Representative (HODs) Representative (HODs)

LEARNING & OBJECTIVE RETIREMENT Is our framework What are our SETTING functioning? objectives? Risk Representative Risk Representative Risk Representative 6.1 Continuously refine 1.1 Identify management processes and systems expectations and concerns

Do we have Which events MONITORING & the right Business have an RISK The key objective of the risk The main aim of this framework is Once the risk is identified, it is CONTROL governance? influence IDENTIFICATION management process is to enable to achieve key business objectives documented in the risk portal. Each Context on our 5.1 Monitor & control risk objectives? 2.1 Compile list of the Company to add value to both in short term and long term, assessment parameter (likelihood, processes procurement employees, shareholders and while maintaining a competitive impact, proximity and controllability) 5.2 Outline governance risk areas society through early identification advantage. are assigned rating to ensure requirements and mitigation of risks. Our risk automated prioritisation. Our risk What are How often do they management framework is based The risks that are prioritised are management framework classifies RISK ANALYSIS & our control occur andwhat is RISK on pro-active identification, subjected to comprehensive risks into seven categories. The objectives? their impact? assessment and mitigation of the mitigation strategies. We have identified high risks are followed by RESPONSE ASSESSMENT risks to reduce its potential impact. developed a portal for the same. mitigation plans. 4.1 Design reponse & control solutions 3.1 Profile and assess risk 3.2 Quantify risk

26 GRI G4-14, G4-45, G4-46, G4-49 27 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Business Process Transformation

In our journey towards vision 2020, we are moving towards the standardisation of business processes to make them reliable and future ready. Our group has embarked on a journey of Business Process Transformation across six different businesses and services including Agile, Disha, Ignite, Synergy - IT, Synergy - F&A and Synergy - HR. At Adani Power, we have adopted Disha, Agile and Synergy - IT, F&A and HR processes.

TEZZ Under the aegis of TEZZ, we have brought all our Business Transformation Processes on one common platform at the Group level. The objective of this platform is to facilitate information exchange and dynamic feedback, as we move from milestone to milestone on our journey of transformation.

DISHA AGILE SYNERGY DISHA is a business process AGILE is a business process SYNERGY - HR’s aim is to build transformation initiative focused on transformation initiative focused on sustainable and scalable HR processes power business operations. Its objective Power, Ports and Mining business that will effectively address needs of is to establish world-class sustainable projects. Objective of AGILE BPT is Adani Vision 2020. Its objective is to practices in operation and maintenance to establish and standardise best-in- deliver world-class process quality while (O&M), fuel management, strategic class IT-enabled processes across the becoming significantly more efficient planning, revenue management, MIS business verticals. The programme in the utilisation of personnel by and HR processes through operating is focused on sustainable asset leveraging automation. It also aims to model redesign, process definition and building with speed at optimum cost; create a process-centric culture while implementation including establishing process and systems to retaining entrepreneurial energy IT enablement. manage projects, and integrating a and agility. sustainable approach across functions.

FIGURE 8: The TEZZ Framework ATING MO OPER DEL Risk Management framework FIGURE 7: Types of Project Risks for Projects AGILE Risk Management during project SOURCES OF PROJECT RISKS stage is governed by the framework developed under our Agile platform. Strengthening capital project management The system has been designed to D across power, ports I accept risk identification by any Strategic Financial E and mining S T H I Customer World-class stakeholders through employees A N centricity and O&M, fuel working in the project. All identified G I operational management & risks are validated and prioritised by Geo-Political Legal & Taxation efficiency for strategic planning Y

P the designated Risk Analyst in order G port operations practices in power

R

O

O

to finalise a risk mitigation and control L business C

O

plan. The risk management framework E

Macroeconomic Engineering N S H

for project stage is a sequential and S C

close loop process wherein the risk E Robust and Robust and T categories have been classified to cover S scalable IT scalable F&A A Y Construction Procurement services for all services for all & N F strategic as well as operational, social E businesses businesses - and environmental aspects. R Y G Robust and G Y R Execution & Operations Health & Safety - scalable HR E I N T services for all Y S businesses Contractual Environment & Community SYNERGY - HR Statutory & Compliance HR & Industrial Relations PEOPLE

28 29 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

TABLE 2: Scope of Processes under DISHA TABLE 3: Scope of Processes under AGILE Strategic Planning Revenue Operations & Operations & IT & MIS HR Fuel Assess Project Manage Manage Manage Manage Manage Manage Management Maintenance Maintenance Management Feasibility of Management Resources Sourcing and Construction Engineering HSEQ Commissioning Strategic Sales Strategy Outsourcing Environment Energy Organisation Planning Asset Build & Control Procurement & Setup Formulation and & Planning Strategy Management Management Structure Manage Define Manage Land Formulate Formulate Formulate Prepare Manage Pre- Review Systems Project Phase Execution & Acquisition Procurement Construction Engineering Project Commissioning New business Bidding Process Maintenance Disaster MIS Roles & Sourcing Governance Contracting Strategy Strategy Strategy Quality Plan & development Processes Management Responsibilities (including coal Strategy Commissioning (greenfield) cost) Prepare Manage Manage Source & Manage Manage Prepare Manage New business Customer Operation Water Training Logistics Project Scope Human Manage Mobilization FEED & Basic Project HSE Handover to development acquisition Processes Management Process Definition Resources Categories of Resources Engineering Plan Operations (M&A) (non-bidding) Risk Management PPA Execution Performance Commissioning Handling Develop Manage Plan Manage Manage Manage Manage Review & Prepare Setup Optimisation Procedures Supply Side & Schedule Plant & Requisition Construction Detailed Manage Project Close- Estimate Machinery to Payment Contractors Engineering HSEQ out Report Dispatch Technical Sourcing Quality Capex & Opex Performance Management Assurance & Contract Management Develop Manage Cost Manage Manage Review & Customer Process Data Inventory & Review Vendor Materials at Manage Management Acquisition Management Business Case Relations Site Engineering Billing Process In-plant coal Quality Performance handling Processes Manage Review & Review & Receivables Fuel Oil Costing & Contracts Manage Manage Management Management Budgeting Procurement Construction Regulatory Safety and Knowledge Performance Performance & Litigation security Management Manage Support Risks Ash handling Statutory Manage and utilisation Compliance Project Operation Review Modifications 30 31 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Management Systems Quality Initiatives

To achieve the highest levels of We are in the process of integrating In collaboration with the Quality effectiveness. The five components Tiroda. The Mundra site has achieved quality and reliability, our plants have the quality, environment and OH&S Circle Forum of India (QCFI), we have of ‘Seiri’, ‘Seiton’, ‘Seiso’, ‘Seiketsu’ and the 5S certification in the reporting implemented internationally accepted management systems at our plants. implemented the 5S methodology ‘Shitsuke’ have been integrated into our year. We have also initiated the best practices and documented them At Mundra, we have also implemented to achieve greater organisational operational practices at Mundra and replication of this process at Kawai. through standard operating procedures the Energy Management System as and certified management systems. per ISO 50001. At other locations, the TABLE 5: Quality Systems in FY 2014-15 energy management system is under implementation. Particulars 5S Zones 5S Sub-zones Quality Circles 5S (Nos.) (Nos.) (Nos.) Certification by QCFI TABLE 4: Management Systems in FY 2014-15 Adani Power Limited (Mundra), Gujarat 21 60 8 Particulars Quality Occupational Environment Energy Management Health Management Management Adani Power Maharashtra Limited (Tiroda), 11 46 Under Under Progress System & Safety System System Maharashtra Implementation Management Adani Power Rajasthan Limited (Kawai), Rajasthan Under Under Under Under Progress System Implementation Implementation Implementation ISO - 9001 IS - 18001 ISO - 14001 ISO - 50001

Certification Body TuV NORD Bureau of Indian TuV NORD TuV NORD Standards

Adani Power Limited (Mundra), Gujarat

Adani Power Maharashtra Limited (Tiroda), Under Maharashtra Implementation

Adani Power Rajasthan Limited (Kawai), Rajasthan Under Implementation

Tiroda Mundra 32 33 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Data Management System review system within different functions basis for reporting the expenditure Data is collected by employing different and departments for respective data incurred for CSR activities. For this approaches, including direct online and and information. report, relevant information and data off line measurement and calculation as has been collected based on internal per applicability. Our ERP system is used Hazardous waste disposal, ash reporting system and documentation for collecting data on material purchase utilisation, water consumption, maintained by concerned departments and consumption, plant operations, environmental emissions, greenbelt and functions across our operations. employees and workforce, waste and plantations, compliance generation and disposal. Data relevant with environmental regulations In order to formalise the process of to key performance indicators for are monitored by environment data collation and review of the same plant operations are collated, internally management function. Similarly, for sustainability reporting, we have reported and reviewed at different the occupational health and safety established a Sustainability Reporting levels at operating plants and management function monitors Committee (SRC) at all operating sites corporate office. and documents all the relevant data and at the corporate office and an pertaining to health and safety of the Apex Sustainability Committee (ASC) at Frequency of internal reporting and workforce. A dedicated Corporate Social corporate office which is chaired review of the different data sets vary as Responsibility (CSR) team implements by the CEO. per criticality of the data for operations. CSR initiatives at each operating Energy and operation performance location which is overseen by the Adani data is reviewed most frequently at Foundation team at the corporate operating plants and reported on office. Thus, data and information on daily basis to corporate office for joint CSR activities and beneficiaries are This sustainability reviews. This data is used for reporting based on the data maintained by the on performance indicators related to CSR team working at Adani Power. report is material fuel and other material consumption Books of Adani Power and records in the report. Besides this, there is data maintained by Adani Foundation at its issues centric. collation, analysis, internal reporting and corporate office is being used as the

Collaboration and Knowledge Sharing

Participation in industrial conferences • Ahmedabad Management outlook, buyers’ expectations in and professional meets plays an Association (AMA) coal procurement, presentations important role not only in gaining new • National Safety Council (NSC) on Indonesian export control and knowledge but also in sharing our • Quality Circle Forum of India (QCFI) supply outlook, supply security own expertise and thereby, positively • Gujarat Safety Council strategies, market consolidation and branding our Company. • Institute of Fire Engineers, India investment opportunities. (IFE) • We also participated in the During FY 2014-15, we were a member workshop on Rationalisation of of the following associations either During the year, our CEO was the Coal Linkages organised by FICCI directly or through our parent company Chairperson of APP. In all other in 2014 to optimise the existing rail Adani Enterprises Limited: associations, we featured as members. infrastructure. • Association of Power Producers • In 2014 we organised the first (APP) Some examples of participation in Fuel Management Conclave at • Confederation of Indian Industry (CII) various forums are as below: Adani Management Development • Federation of Indian Chamber of • We participated in the 13th Annual Center which was attended by Commerce and Industry (FICCI) Global Coal Markets Conference at key personnel from across India. • Independent Power Producers Singapore. The key highlights there The challenges being faced by the Association of India (IPPAI) were the interactive roundtable business and expectations of the • Gujarat Chamber of Commerce and discussions on Indonesian mines, management were deliberated with Tiroda Industry (GCCI) regulations and long-term supply a view to improve performance.

34 GRI G4-16 35 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

TRUST ADANI POWER IS BUILT ON A FIRM FOUNDATION OF ENTREPRENEURIAL ENERGY, PROFESSIONAL INTEGRITY AND PERSONAL COMMITMENT OF EACH AND EVERY MEMBER OF OUR TEAM. OUR BOARD OF DIRECTORS AND LEADERSHIP TEAM GUIDE OUR ACTIONS THAT HELP FOSTER SUSTAINABLE VALUE FOR THE NATION. OUR STAKEHOLDER TRUST IS THE OUTCOME OF CONSISTENT ENGAGEMENT AND DIALOGUE WITH STAKEHOLDERS.

36 37 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT GOVERNANCE FOR SUSTAINABILITY

FIGURE 9: Governance Structure

Board of Directors

Nomination and Sustainability Stakeholder Ensuring Audit Remuneration and CSR Relationship Committee Committee Committee Committee transparency in all our operations is our Corporate Governance

CEO philosophy.

The Board of Directors of the Company include the Managing Director. Out of All our Board members are fully as on March 31, 2015 comprises of six the four Non-Executive Directors, three aware of the economic, social and Directors. There are four Non-Executive are Independent Directors. We have environmental aspects of our business. Directors including the Chairman of the one woman Director on our Board. Their appointment to the Board Company. The two Executive Directors is based on competencies in their respective areas of expertise. The Chief TABLE 6: Board Composition Sustainability Officer is responsible Name of the Type of Directorship Other for appraising the Board about our sustainability performance as well as Mundra Director Directorship sensitising them on the current trends Mr. Gautam S. Adani Promoter and Non-Executive Director 3 for economic, environmental and Mr. Rajesh S. Adani Promoter and Executive Director 6 social issues. Our governance standards are initiated by Mr. Vneet S. Jaain Executive Director 7 Mr. Vijay Ranchan Independent and Non-Executive Director 3 All Independent Directors provide the top governance body and the senior declarations confirming that they Mr. C. P. Jain Independent and Non-Executive Director 6 meet the criteria of Independence 7 management and percolate through the Ms. Nandita Vohra Independent and Non-Executive Director 0 provided in Section 149(6) of the Act organisation. Mr. B. B. Tandon8 Independent and Non-Executive Director 8 and Clause 49 of the Listing Agreement and there has been no change in the circumstances which may affect We are committed to transparency, Our philosophy in relation to corporate The Board of Directors takes the The maximum tenure of the 149 of the Companies Act, 2013. their status as Independent Director disclosure and reporting to promote governance is to ensure transparency responsibility for the implementation of independent Directors is in compliance The Nomination and Remuneration during the year. The Board adopted ethical conduct of business throughout in all our operations, make required corporate governance practices in our with the Companies Act, 2013. All Committee and the Board of Directors a formal mechanism for evaluating the organisation. Our governance disclosures and enhance stakeholder Company with appropriate checks and the Independent Directors have recommended and approved the re- its performance as well as that of its standards are initiated by the top value without compromising on balances. We comply with necessary confirmed that they meet the criteria appointment of Mr. Vneet S. Jaain as an Committees and individual Directors, governance body and the senior compliance with regulations. requirements of Corporate Governance as mentioned under Clause 49 of Executive Director of the Company for a including the Chairman of the Board. management and percolate through under Clause 49 of the Listing the Listing Agreement and Section further period of three years. The exercise was carried out through the organisation. Agreement with the Stock Exchanges. a structured evaluation process 7 Appointed as an Additional Director w.e.f. March 30, 2015. 8 Retired as an Non-Executive Independent Director w.e.f. February 1, 2015 38 GRI G4-38 GRI G4-34, G4-38, G4-39, G4-41, G4-43 39 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

covering various aspects of the Board policy relating to the remuneration of Sustainability and CSR Committee FIGURE 10: Sustainability Reporting Organisation functioning such as composition of the the directors, key managerial personnel In keeping with our continued Board and its Committees, experience and other employees. The Committee commitment to sustainability, in and competencies of its members, comprises of three members out of January 2015, the CSR Committee was Board-level performance of specific duties and which two are Independent Directors. renamed as Sustainability and CSR Committee at obligations, contribution at the The remuneration structure of Directors (S&CSR) Committee. The Committee Adani Power meetings and otherwise, independent is decided by the Board in consultation has been charged with the responsibility judgment and governance issues. with the Committee. The remuneration of overseeing the management of payable is approved by the Board of sustainability issues, sustainability Our Board of Directors has appointed Directors and by the members in the performance and CSR on a quarterly CEO Adani Power a Stakeholder Relationship Committee General Meeting in terms of provisions basis. The terms of reference for the which takes care of all communication applicable from time to time. The Committee include: with shareholders and investors. Our Non-Executive Independent Directors CSR and Sustainability Committee have are paid remuneration by way of 1 To formulate and recommend taken up the role of communicating commission and sitting fees. The to the Board, a Corporate Social -> Chief Sustainability -> Chief Operating Officer (CSO), Officer - O&M, Station the sustainability performance of the remuneration of our Board members Responsibility Policy which shall Functional Heads -> Sustainability -> Chief Operating Sustainability Head Company to all stakeholders. We have a is decided based on the remuneration indicate the activities to be (Corporate Level) Reporting Officer - Projects, (Station Head) dedicated e-mail ID to receive feedback policy and recommendations made by undertaken by the Company as Coordinator -> Project Director from our stakeholders. The issues the Nominations and Remuneration specified in Schedule VII of the related to employees are received and Committee. There was no remuneration Companies Act, 2013 and rules addressed through the ‘MyConcern’ paid to Managing Director / Wholetime made thereunder. system and directly monitored by the Director / Executive Director and Sustainability Head (O&M) Head-HR. no commission was paid to any 2 To recommend the amount of Reporting and all HODs at Independent Director due to expenditure to be incurred on the Committee operating plants Audit Committee inadequate profit and accumulated CSR activities. The Audit Committee provides losses during FY 2014-15. oversight of the Company’s financial 3 To monitor the implementation of reporting process and the disclosure Stakeholders’ Relationship framework of CSR Policy. Sustainability of its financial information to ensure Committee All Employees Reporting that the financial statement is This Committee looks after investor 4 To carry out any other function & Business Committees Associates correct, sufficient and credible. relations and redressal of shareholders as is mandated by the Board from (SRC – at all Sites) It also gives recommendation for grievances in general relating to time to time and/or enforced by any appointment, remuneration and non-receipt of dividends, interest, statutory notification, amendment or terms of appointment of auditors of non-receipt of balance sheet etc. modification as may be applicable or the Company and provides approval Shareholder/Investor Grievance and as may be necessary or appropriate of payment to statutory auditors for Share Transfer Committee of the Board for performance of its duties. At Adani Power, Sustainability teams. SRCs at operating plants the credibility of disclosures made any other services rendered by the comprises of three members, out of Reporting is understood as an are guided by Head Operations and through the report. After this process, statutory auditors. which two members are Independent 5 Responsibility of overall integrated process and this report is Maintenance (O&M) and reports to the report is approved by the CSO and Directors and one member is a Non- management of sustainability a product of the same. Besides, the the Plant Sustainability Head who the CEO for release to the stakeholders. Nomination and Remuneration Independent Director. performance of Adani Power and existing mechanism of data collection is the Station Head of the operating Committee disclosure of management approach and review on regular basis by power plant. Functions of the SRC Business Responsibility This Committee formulates the criteria through sustainability reporting has respective departments and functions, include collation of relevant data Our Business Responsibility Report for determining qualifications, positive been delegated to Mr. Vneet S. Jaain, we have formalised the process and report compilation. is published as a part of our Annual attributes and independence of a CEO. of data collation for sustainability Report. Our CEO is responsible for Director and recommends to the Board reporting and review of the disclosure The Report undergoes three levels of implementation of BR policies. He 6 Responsibility of facilitating the on management approach through reviews before external assurance. also periodically assesses the BR TABLE 7: Complaint Details management for developing sustainability report. For this, a First, a review of all disclosures and the performance of the Company. The BR suitable systems for sustainability sustainability reporting organisation report is conducted by the SRC at the policies are framed in consultation with Nature of Complaints Complaints Complaints Resolved reporting and regular monitoring has been established that includes: corporate office. Report further goes our stakeholders and communicated Received of sustainability performance by • At the corporate level, an Apex through the review by the CSO and to key internal stakeholders. The Non-receipt of refund order 7 7 Adani Power has been delegated Committee has been constituted, finally by the Apex Committee chaired communication is an ongoing process Non-receipt of dividend order 6 6 to Mr. Santosh Kumar Singh, CSO, which consists of all functional by the CEO. to cover all internal and external presently heading the Environment heads, plant heads and the CEO. stakeholders. Non-receipt of annual report 3 3 Management function at Adani • Sustainability Reporting GRI Content Index Services are adopted Non-receipt / credit of shares 4 4 Power. He will, for the matters Committees (SRC) at all operating to improve the accuracy and usability This sustainability report links all related to sustainability reporting, plants and at the corporate office. of the GRI Content Index in the report. business responsibility policies and the Total 20 20 directly report to the CEO. All SRCs are cross-functional External assurance is taken to enhance nine principles under the NVG-SEE. 40 GRI G4-35, G4-36, G4-37, G4-40, G4-43, G4-44, G4-47, G4-49, G4-50, G4-51, G4-52, G4-53, G4-54, G4-55 GRI G4-35, G4-36, G4-44, G4-45, G4-48 41 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT ETHICS AND INTEGRITY

The Code of Business Conduct and • Guidance on ethical standards Employees can utilise protected Ethics (the Code) has been adopted of conduct on various matters disclosure in one of the following by our Board of Directors and senior including conflict of interest, ways. management which summarises the acceptance of positions of • By sending an e-mail to standards that guide our actions. While responsibilities, treatment of [email protected] with covering a wide range of business business opportunities etc.; the subject “Protected disclosure practices and procedures, these • Responsibility to comply with Insider under the whistle blower policy” standards cannot and do not cover trading regulations and applicable • By sending a letter in a sealed every issue that may arise, or every laws and regulations; and envelope and superscribed as, situation where ethical decisions must • Procedure for annual affirmations “Protected disclosure under the be made, but rather sets forth key to the Code of Conduct by Directors, whistle blower policy” to the guiding principles which represent the senior management and employees. Vigilance and Ethics Officer (as Company’s policies. notified from time to time). The In case of any doubt or clarification in letter should either be typed or Our philosophy on Corporate relation to the application of the Code written in legible handwriting. Governance is built on a rich legacy of Conduct, employees can consult of fair, transparent and effective with the Company Secretary and governance. Our commitment to Compliance Officer of the Company. All policies and Code of Conduct have the highest level of ethical conduct been communicated to Board of should reflect in all business Whistle Blower Policy Dissectors, senior management and all activities including, but not limited to, Adani Power has established a our employees. All new employees are relationships with customers, suppliers, vigil mechanism for Directors and introduced to our policies and Code of employees, the government and other employees to report the genuine Conduct during their induction training. stakeholders. One of our most valuable concerns as per the provisions of the We are further planning to conduct assets is our reputation for integrity Section 177 of the Companies Act, 2013 focused training sessions on anti- and fairness. in a manner as prescribed. The revised corruption in the subsequent financial Clause 49 of the Listing Agreement year. As part of our operational as well The Code not only ensures compliance between listed companies and the as organisational level risk identification with Company Law, provisions of Stock Exchanges, provides a mandatory and management process, all our the Listing Agreement with Stock requirement to devise an effective locations undergo assessment for risks Exchanges and other laws, but also whistle blower mechanism for Directors related to corruption. There were no ensures corporate governance. Even and employees to report concerns reported cases of corruption during well-intended actions that violate about unethical behaviour, actual or FY 2014-15. the Code may result in negative suspected fraud or violation of the consequences for the Company Company’s Code of Conduct or Ethics and for the individuals involved. For Policy. further details please refer our Code of Conduct at www.adanipower.com. The purpose and objective of this policy is to provide a framework for The Board of Directors and the responsible and secure whistle blowing Company’s senior leadership are and also protect employees raising involved in the development of the concerns about any irregularities within Company’s Values, Vision and Culture. the Company. All employees are eligible They participate in the development of for making a protected disclosure Our most valuable asset is our organizational strategies and policies under this policy in relation to matters related to sustainability performance. concerning the Company. reputation for integrity and fairness. The Board has adopted the following codes: 42 GRI G4-41, G4-42, G4-47, G4-56, G4-57, G4-58, G4-SO3, G4-SO4, G4-SO5, G4-DMA-Anti Corruption 43 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT COMPLIANCE

(SOP) and Delegation of Authority Internal Audit department prepares Status of Sub-judice Cases (DOA) are in place for controlling Risk-based Internal Audit (RBIA) including Public Interest Litigations We have a important functions of the Scope with the frequency of audit In FY 2014-15, there were no cases system of Company. being decided by risk rating of areas or filed by any stakeholder against the • Monitoring of all laws, regulation functions. Company for non-compliance with frequent internal and statutory compliances are applicable regulations concerning being done through an internal The Internal Audit team has access marketing communications including assessments online portal. to all organisational information, advertisement, promotion and to ensure • The Audit Committee, comprising facilitated by the SAP mechanism. sponsorships, breach of customer Independent Directors, regularly The Internal Audit process includes privacy and intellectual property compliance with reviews adequacy of internal review and evaluation of effectiveness rights. There was no case pertaining to controls and ensure compliance of the existing processes, controls and infringement of human rights and anti- all applicable with Accounting Standards, among compliances. It also ensures adherence competitive behaviour also. laws and others. to policies and systems and mitigation • A comprehensive Information of the operational risks perceived for There have been some cases where the regulations. Security Policy and continuous each area under audit. Monthly and Company has been made respondent updation of IT systems. Quarterly Audit Findings is placed with by some stakeholders in Writ Petitions the COO, the CFO and the CEO for their (WP) and Public Interest Litigations Internal Audit Action Taken Plan. Quarterly Internal (PIL) pertaining to environmental laws. At Adani Power, we have a professional Audit report including the Action All applicable environmental clearances internal audit process and system Taken Report is placed at the Audit have been obtained and we comply called Management Audit & Assurance Committee meeting of the Board. Key with all applicable environmental Services (MAAS) which is an audit findings and recommendations regulations. At the same time, we are independent, objective assurance and are reviewed and required action is also working to understand and address consulting activity designed to add taken for their implementation. the point of view of these stakeholders value and improve our operations. It who have adopted the legal route. helps bring a systematic, disciplined External Review Court has dismissed the case without approach to evaluate and improve the In addition to internally reviewing our During FY 2014-15, there were three any direction to any party and with effectiveness of risk management, compliance requirements, we have Writ Petitions (WP) pertaining to the a view that there is no merit in the control and governance processes. deployed third-party agencies to audit environmental laws, wherein Adani Writ Petition. After this judgment, the our operations and identify concerns Power Limited was made a co- petitioner has again filed a Civil Appeal Initiated as part of our Business Process related to compliance if any. Also, respondent by the petitioners. Two of (CA) in the case which is sub-judice. Our principles, values and culture are identifying compliance requirements Transformation exercise, MAAS is as part of our management system these PILs were dismissed by Hon’ble based on the foundation stone that and implementing them have been a centralised function with direct implementation, our compliance with High Court of Gujarat; vide orders Legal compliance review of all operating our business will be ethical, responsible assigned to relevant personnel. administrative reporting the Chairman environmental, health & safety and passed within FY 2014-15, with a view locations and projects is done in a and compliant to all the laws of the of the Board. In its internal audit role, quality standards is audited on a fixed that matter is not maintainable in the systematic manner. Our internal legal land. The responsibility of ensuring this We have a system of frequent internal MAAS reports to the Audit Committee frequency. form of Public Interest litigation. team takes views of top legal experts in the organisation has been vested as well as third-party assessments to of the Board. The broad role of MAAS in all significant cases and assesses in the hands of the top governance ensure compliance with all applicable includes: As part of our annual financial One other Writ Petition (WP) pertaining the risk and merit of the case. The legal body, which is the Board of Directors of laws and regulations. a. Internal audit and assurance. reporting, we get our corporate to environmental laws is sub-judice head of the Company submits the the Company. The Board periodically governance systems assessed as on March 31, 2015. Adani Power disclosure on legal compliance to the reviews compliances of various laws Internal Control b. Checking and flagging compliance independently by an external practicing Limited was made a co-respondent board level committee. Environmental applicable to the Company. We have developed a system for with policies and processes (SOPs). Company Secretary. as the Mundra Power Plant of the due diligence and assessment of risks internal control commensurate with the Company is located within Adani Ports are also done for the projects that we We have developed systems to size and nature of our business. Some c. Review of policies and processes There has been no instance of non- and Special Economic Zone (APSEZ) consider for acquiring. We are of the monitor compliance at all our key features of our internal control (SOPs) using a risk based approach compliance by the Company on any and the petitioner has alleged that view that any other legal case including locations and further strengthened include: to provide reasonable assurance to matter related to capital markets during there has been violation of applicable PIL filed under other laws of the land in it with IT-enabled systems. The • Adequate documentation of management. the last three years and no significant environmental regulations in the which the Company has been made a compliance requirements are updated policies, guidelines, authorities penalties or strictures have been APSEZ area. Final judgment in this PIL respondent and which was sub-judice frequently and uploaded on an online and approval procedures such as d. Report to the management on imposed on the Company by the Stock was passed by the Hon’ble High Court as on March 31, 2015 does not pose any internal portal. Responsibilities for Standard Operating Procedure internal control and status. Exchanges or SEBI or any statutory of Gujarat on April 17, 2015 and the risk to the sustainability of our business. authority. 44 G4-DMA-Compliance, G4-DMA-Environmental Grievance Mechanisms GRI G4-EN34, G4-DMA-System and Efficiency, G4-DMA-Compliance, G4-DMA-Environmental Grievance Mechanisms 45 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT ECONOMIC PERFORMANCE

We are the largest private power short-term markets to play a larger generating company in India with a and more important role, we have capacity of 10,480 MW that includes been preparing ourselves for the 9,240 MW coal-based thermal power same. We have explored the available generation as on March 31, 2015, technologies and deliberated on the comprising APL Mundra, APML Tiroda way forward. With this spirit, we aim and APRL Kawai which is the boundary to be a key contributor in shaping the of this report. The country’s economic future of the short term market in India. growth is not only powered by During FY 2014-15, we did not receive government initiatives but also equally any financial assistance from any supported by the private industry that is government body. committing large investments towards nation building. Debt Servicing Strategy Thermal power plants have an Our total power generation during Tiroda economic life of about 30 years. Long- the year was 54,655 Million Units term debt in the form of Rupee Term (MU) making us the largest private Loans are being availed for a 10-12 TABLE 8: Economic Value INR Million power producer in the country. Our year period which create financial consolidated net loss for the year was (A) Economic value generated stress on projects which are of long recorded at INR 8,156.3 Million. Net sales/ income from operation 188,237.30 gestation periods. In order to mitigate Other operating income 2,414.10 this mismatch, the Reserve Bank of India (RBI) introduced the 5/25 scheme Total Value generated 190,651.40 of debt refinancing for infrastructure and core sector projects having long (B) Economic value distributed gestation period and long economic Fuel cost 116,137.00 life. We intend to take advantage of this scheme and refinance all long- Purchase of stock in trade 2,906.00 In INR Million term debt in order to reduce the stress Other expenses (Including Community Investment) 14,394.70 of annual repayments. In accordance Employee wages and benefits 3,205.90 with this policy, we are in the process of Direct Economic Value Generated Payments to providers of capital 48,635.30 approaching various long-term lenders Total Value distributed 185,278.90 to refinance our long-term debt for the remaining economic life of all our 190,651.40 power plants. We have strategically sold almost 85% of our net capacity under long- We also have External Commercial Economic Value Distributed term PPAs. Envisaging short-term Borrowings (ECB) for our Mundra and market trends, we have contracted Tiroda Power Plants through Standard around half of our available merchant Chartered Bank, . As per 185,278.90 Total power capacity under medium-term PPAs lenders’ requirement, the audit of ESMS of 3 to 5 years. This has gone a long of these two plants is carried out by generation for way in mitigating the risk of unsold third party external agencies against Economic Value Retained capacity and falling realisations in IFC performance standards. It has been FY 2014-15 was short-term markets. We have been required by lenders to disclose total 54,655 Million an active participant in the ongoing and specific scope 1 and scope 2 GHG 5,372.50 regulatory dialogue for creating a more emissions from our APL Mundra Power Units (MU). robust short-term market in India. Plant for FY 2014-15 which is disclosed Recognising that it is imperative for through this sustainability report. 46 GRI G4-EC1, G4-DMA-Economic Performance GRI EU2, G4-EC1, G4-EC4, G4-DMA-Economic Performance 47 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT PLANT EFFICIENCY

The energy intensity figures for the reporting period are given below:

TABLE 9: Energy Intensity Energy Intensity(GJ/MWh)9 Coal 8.96

LDO/ HSD 0.006

HFO 0.007

Energy saving initiatives for conservation and efficiency We are into the business of power improvements. These initiatives have generation and we consume what given significant energy savings. The we generate and hence there is no total energy saved due to efficiency additional requirement of energy. initiatives at all our plants amounted to Various initiatives have been 0.49 Million GJ. implemented across our locations

Optimisation of Tri Sodium Phosphate (Na3PO4.12H2O) consumption at Mundra At our Mundra Power Plant, we have implemented initiatives to help optimise consumption of Tri Sodium Phosphate (TSP). TSP is added in boiler feed water to maintain the pH of the feed water. Initially TSP was maintained at 1 to 3 ppm of the boiler water.

FIGURE 11: Phase 1 & 2 Tri Sodium Phosphate (Kg)

573 253 95 57 700

600

500 Coal continues to be the major energy import electricity. This amounted to source for power generation worldwide. 4,130 GJ for the year. Our total auxiliary 400 Carbon dioxide emissions from these power consumption for the year was 300 thermal power plants are becoming 13.05 Million GJ. We generated a total 200 an area of concern due to global of 54,655 Million Units of power out 100 warming effect. Hence we are adopting of which net sales was 51,030 Million supercritical and ultra-supercritical Units. This report does not include 0 FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 Average plant technologies. energy consumption for activities in the upstream and downstream of the Phase 1 & 2 Tri Sodium Phosphate Kg availability, Increased efficiencies result into reporting boundary. We have installed reduced fuel consumption and one 500 kV High-Voltage Direct Current We have reduced TSP to less than 1.0 ppm for normal operation by achieving combined for all therefore reduced GHG emissions as (HVDC) transmission line to evacuate Total auxiliary high purity level of boiler water. three locations well. Our operations consumed a total of power from our Mundra plant for supply 490.36 Million GJ of energy in the form to at Mohindergarh. We have power To make this possible we undertook several initiatives like, Condensate Polishing was 92% and the of primary fuels such as coal, HSD, HFO also installed a 400 kV Direct Current Unit (CPU) commissioning, Resin Replacement, Boiler Blowdown, TSP and and LDO used in boilers including the transmission connecting Mohindergarh consumption for ammonia specification. average Plant diesel used in plant and machinery. In with Bhiwani, accounting for an average FY 2014-15 was Load Factor (PLF) the event of power outage or shutdown of 5% transmission loss for the entire These initiatives have significantly contributed to Boiler Makeup reduction, activities, we also sometimes need to distance from Gujarat to Haryana. 13.05 Million GJ. which has resulted in optimisation of TSP consumption. was 71%.

9 This energy intensity is calculated only for the power generation process. 48 GRI EU4, EU12, G4-EN3, G4-EN4, G4-DMA-Energy GRI EU11, G4-EN4, G4-EN5, G4-EN6 49 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Achieved the distinction of having the 2nd Control room officials interact with all the best PLF among Indian private sector coal- customers on daily basis and resolve the based power plants with over 1,320 MW. issues, if any, on real-time basis.

TABLE 10: Power Purchase Agreements Energy Saving Initiatives at Mundra assembly: APC reduction was Ensuring Plant Availability • Power saving by switching off seal achieved by replacing existing CT We have been supplying power to Contract State Contracted Location of Type air fan: In Units 3 and 4, the seal air fan blades assembly with ENCON’s various state distribution companies Capacity (MW) Supply fan suction line from the Primary Air energy efficient blades assembly. and also to small and large industries. Bid-01 Gujarat 1,000 Mundra Long Term (PA) fan outlet has been modified so Total of 33 fans were installed with a Power sale to these customers can be that the valves on the suction line new assembly achieving more than broadly classified into three categories, Bid-02 Gujarat 1,000 Mundra Long Term could be opened fully and locked 20% of power savings. i.e. sale under long-term contracts, Bid-03 Haryana 1,424 Mundra Long Term in that position. Sealing air line on • Micro Oil ignition System (MOIS) medium-term contracts and short-term mill has been modified for better installation: During boiler startup contracts. For Mundra power plant, Bihar Bihar 200 Mundra Medium Term sealing. the MOIS reduces the consumption the major customers under long term TNEB TNEB 200 Mundra Medium Term • Installation of energy efficient of fuel oil. Accordingly, MOIS was power purchase agreement (PPA) are Cooling Tower (CT) Fan blade tested and installed in Unit 9. the state of Gujarat and Haryana. For MUPL MUPL 25 Mundra Medium Term Tiroda and Kawai power plants, major T-1 Maharashtra 1,320 Tiroda Long Term customers are the state of Maharashtra

Optimisation of Hydrazine Hydrate (N2H4.H2O) consumption at Mundra and Rajasthan, respectively. We have T-4 Maharashtra 1,200 Tiroda Long Term by eliminating from boiler chemical dosing of Units 5 to 9 and to reduce also signed a long-term PPA with T-4 Maharashtra 565 Tiroda Long Term OH&S risks Mundra Utilities Pvt. Ltd. (MUPL), Hydrazine Hydrate (HH) is used for boiler feed water treatment for control of which will be commencing from April Kawai PPA Rajasthan 1,200 Kawai Long Term residual oxygen in water. 2016. In addition to this, we also have medium-term PPAs with Bihar, Tamil FIGURE 12: 1 to 4 Hydrazine Hydrate Kg Nadu and MUPL for supply from We are not involved in the retail demand times, a few short-term open unplanned outages. During reporting Mundra. distribution of power to individual access customers also come on board. year, there were total 158 outages out customers. Our customers, as detailed of which 133 were forced outages. We 9,431 5,600 1,742 1,599 We also supply power to IEX, AP above, are mainly the long-term and Outage of power in most cases is communicate these outages to our State Discoms, Sterilite Industries, medium-term customers with whom governed by the directives received customers in a timely manner. The 10,000 MD Inducto Cast, Cadila, Supreme we have signed power purchase from the individual Load Dispatch frequency and average duration of 9,000 Industries Limited, Goa State Discom, agreements (PPA). Besides, mostly Centres. In addition to this, we also these outages is depicted in the table 8,000 West Bengal State Discom etc. under during festive seasons and peak power have to undergo some planned and below: 7,000 6,000 short-term contracts. We have no direct residential customers. 5,000 TABLE 11: Power Outage Frequency and Average Power Outage Duration 4,000 3,000 Power is supplied to different System average interruption frequency index (excluding forced outages) 0.53 Outage / Customer 2,000 customers as per terms and conditions System average interruption frequency index (including forced outages) 3.36 Outage / Customer 1,000 of respective PPAs. We adhere to all 0 relevant regulations of SERCs and System average interruption duration index (excluding forced outages) 277.08 Hours FY 2011-12 FY 2012-13 FY 2013-14 FY 2014-15 CERC guidelines from SLDCs and System average interruption duration index (including forced outages) 561.55 Hours Hydrazine Hydrate (Kg) RLDCS. We also adhere to provisions of PPAs and meet normative availability in We have taken an initiative to optimise the consumption of HH under our order to recover full fixed charges. We Environment Management Programme at Mundra. We have changed over to have supplied power to all customers The average plant availability, combined private sector coal-based power room officials interact with all the the ‘All Volatile Oxygenated Treatment (AVT-OT)’ process in all the 660 MW beyond the normative availability under for all three locations was 92% whereas plants with over 1,320 MW. We have customers on daily basis and resolve units leading to the elimination of HH. In this process, the protective layer PPAs thereby proving to be a reliable the average Plant Load Factor (PLF) established a central control room at the issues, if any, on real-time basis. We changes from magnetite to hematite, which has superior corrosion protection source of power. was 71% including the forced outage Ahmedabad and all project offices for communicate the day-ahead schedule including control of Flow Accelerated Corrosion (FAC). We have also minimised situations as per the instruction from better coordination with procurers to our customers on a daily basis and HH consumption in the 330 MW drum type boilers by reducing the boiler make Load Dispatch Centre. During the (distribution companies) and SLDCs maintain a frequent communication up and air ingress. We have also achieved a reduction in frequency of cleaning year, we achieved the distinction of and RLDCs for efficient operation of channel to ensure that the schedule is condensate polishing units, reduction in failures of boiler tubes, improvement in having the 2nd best PLF among Indian the plant as well as the grid. Control adhered to. occupational health and reduction in consumption of ammonia, caustic soda and hydrochloric acid.

50 GRI G4-8, G4-EN6, EU3 GRI G4-8, EU 29, EU 30, G4-DMA-Product Responsibility 51 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT FUEL SECURITY Our endeavour is to ensure that our energy systems are ready for a future which will consist of a strategic mix of imports and domestic reserves of fossil fuels with uninterrupted fuel supplies.

transport through our railway siding. We into a fuel supply agreement with the concerned authorities for the constructed our railway siding crossing Mahanadi Coalfield Limited (MCL) for conversion of MoU into a long-term FSA. under the Central Railway line. 6.405 MMTPA. We procure the required quantity of imported coal from Adani Kawai Plant is operating a 1,320 MW Initiatives towards Fuel Security Enterprises Limited due to its strong (2x660 MW) coal-based super critical We are working to minimise the risk of presence in the global coal markets. power plant. They have already entered any unplanned interruptions which may We have won the Jitpur Coal Block into a MoU for supply of 5.21 MMTPA be physical, operational, or legal. Our situated at which will be domestic coal with MCL and CCL. We endeavour is to ensure that our energy operational from FY 2016-17 at propose to use a mix of imported and systems are ready for a future which 2.0 MMTPA production levels up to peak domestic coal to meet the project fuel will consist of a strategic mix of imports production of 4.0 MMTPA from requirements. and domestic reserves of fossil fuels FY 2017-18 onwards, further securing There is an ever-increasing demand their primary fuel. Heavy Fuel Oil (HFO) belt to transport coal from the port with uninterrupted fuel supplies. While the domestic coal availability. For our secondary fuel, we have entered for energy globally, which indicates an and Light Diesel Oil (LDO) are used in to our generating station minimising aiming to have access to these imports, into a rate contract with HPCL to ensure increased use of natural resources for limited quantities during the start-up time, cost and environmental impact we are working towards minimising the Tiroda Plant is operating a coal-based uninterrupted supply. the production of energy. The demand is of the power plants. Since these are of transportation. At Kawai and Tiroda, scale of these imports and maximising 3,300 MW supercritical Thermal Power expected to increase at an accelerated conventional, non-renewable sources we have constructed dedicated railway the sourcing of our domestic energy plant. The fuel requirement for the Keeping this in mind, we are confident rate in the near future. At Adani Power, of energy, ensuring fuel security for sidings with wagon tippler and track resources. 1,980 MW of Phase I and II is being that there won’t be any uncertainty in we realise that these resources are our operations is of utmost priority. We hopper arrangements for coal unloading sourced from South Eastern Coalfields the availability of coal in the near future. limited and therefore the need of the rely on our group company – Adani which reduces turnaround time of coal Adani Power has dedicated teams Ltd. (SECL), a subsidiary of Coal India Further, maximising domestic coal hour is to utilise these efficiently and Enterprises Limited – for continuous rakes. at the locations of the coal sources Limited (CIL). APML has executed a sourcing will keep us competitive and reduce wastage as far as possible. We availability of imported coal for our for facilitating regular loading and Long-Term Fuel Supply Agreement (FSA) attractive against the competition. strive to make our facilities environment- operations. Our group company owns All our power plants are strategically uninterrupted transport of the coal with SECL for 4.91 MMTPA for 1,180 MW friendly and are in the continuous mines in Indonesia and also has linkages located to minimise the distance of to our plants. This has ensured that and another tapering LoA with SECL Our operations do not involve the use process of improving the same. to import it from USA, Australia and domestic coal transport. The Company considering the contracted capacity for 3.329 MMTPA for 800 MW. The fuel of any recycled input materials. The Russia. We primarily source domestic has availed benefits of Inter-Power under long-term coal linkage for requirement for 1,320 MW of Phase III fuel consumption including diesel In India, independent power producers coal from mines in Jharkhand, Plant transfer scheme under its FSAs Mundra and Tiroda plants, APL has is being sourced from MCL and Central consumed in activities other than have been affected because of the Chhattisgarh, Odisha and Madhya with Mahanadi Coalfields Ltd. Coal achieved 95% materialisation of Coalfields Limited (CCL) executed power plant, boilers at three operating prevailing fuel shortage. Ensuring a Pradesh. contracted for Mundra Plant, a coastal sanctioned programme. through an MoU for 5.21 MMTPA. power plants in FY 2014-15 is provided stable, dependable and cost effective plant, is transferred to Tiroda Plant, a Further, the Company is pursuing with in the table below: fuel supply is a high priority for the Coal Logistics hinterland plant which has led to the The Company has sought the guidance power sector. Being one of India’s largest The Mundra Power Plant is strategically reduction in imported coal requirement of established and premier consultants integrated power companies, we are located in close proximity to the Mundra at Tiroda. Further, the Company has in implementing a Pile Age Monitoring TABLE 12: Material Consumption cognizant of the rising demand for Port which can handle up to 161,000 MT benefitted through reduction in Tool that will assist in monitoring coal electricity. capesize vessels to feed its 9 units. This inland rail logistics cost and avoiding stock ageing and ensure FIFO operations Fuel Consumption (in Metric Tonnes) brings in economies of scale in terms of inter-coastal movement from Dhamra at all our coal yards. In line with our FY 2014-15 Coal Sourcing ocean freight and also reduces need for or Paradip port to Mundra Port. At efforts to implement best practices, Coal 29,672,219 Presently our power generating stations multiple vessels for coal feed. At Mundra, Tiroda, we have implemented the rail- we believe this tool will best yard are predominantly dependent on coal as we have laid a dedicated conveyor under-rail project to enable the coal management practices for coal handling, LDO/HSD 7,012.72 thereby capturing maximum energy and HFO 8,557.41 minimal loss from sourced coal. Diesel (Consumed in equipment and vehicles) 2,722.04

A stable, dependable and cost Mundra Plant comprises of nine units. Associated Materials effective fuel supply is a high priority The fuel requirement for the 2,640 MW Lubricating oils (KL) 298.32 of Units 1 to 6 is met from imported Grease 23.29 for the power sector. coal, whereas for the 1,980 MW of Other chemicals and additives 10,370.18 Units 7 to 9, the Company has entered 52 GRI G4-DMA-Materials, DMA-Coal Sourcing and Linkage GRI G4-EN1, G4-EN2, G4-DMA-Materials, DMA-Coal Sourcing and Linkage 53 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT TALENT ATTRACTION AND RETENTION

We believe the key to sustainability is to and outside India. Our Human As on March 31, 2015, we had a total FIGURE 13: Workforce Breakdown – Category Wise During FY 2014-15, the total number foster a culture of collaboration among Resources (HR) department supports of 2,481 employees in operation and of new joinees at Adani Power were our widely dispersed employee base. business operations and helps maintenance, out of which 7 were FTA/ Junior Management 272 out of which 23 left during the We are working with our employees enhance performance parameters female. 2.86% of employees are due for Consultant/ 46% same year. Workforce attrition rate for to develop an organisation based on for each employee. Our HR policies retirement in 5 years while 11.93% are Advisor all the sites in FY 2014-15 was 9.85 % mutual trust and have implemented help employees develop personal due for retirement in 10 years across 1% compared to 10.68% in FY 2013-14. systems to hire the right talent, invest and organisational skills along with all locations. We had an average of in employee engagement and increase their knowledge and abilities. In 8,480 contract workers involved in the For our new joinees, we have rolled- employee productivity. In our quest order to develop the most superior operation and maintenance activities out programmes to engage with them to nurture talent and provide the best workforce, we focus on all aspects at the three locations out of which 150 Senior Supervisory even before having them on board. A facilities to our employees, we have of human resource development were female. Most of these workers are Management 34% dedicated resource from recruitment developed and implemented a gamut of such as employee training, employee contract workforce sourced from nearby 3% team remains in touch with prospective employee-centric policies. engagement, career development, areas of the plants. The total number employees to guide them through the performance management, coaching, of person-days worked by contract and Trainees Middle Management joining process. When an employee We emphasise on the growth and mentoring and succession planning. sub-contracted workers was 3.25 Million 3% 13% joins us, we have a ‘Sahyogi’ programme development of our people and person-days. to engage with them for familiarisation hiring the right talent from within and formal orientation. We have a FIGURE 14: Workforce Breakdown – Age Group Wise mechanism in place to gather feedback after 7 days, 30 days and 90 days TABLE 13: Employee Details through a structured questionnaire. Employee Category Age Group Gender Location* Total >50 years 5% To achieve the goal of 20,000 MW by <30 years 30-50 >50 years Male Female Local Non-Local year 2020, we need to significantly years scale up our workforce. We require Senior Management 39 43 82 22 60 82 competent personnel for project construction phase as well as for Middle Management 3 269 44 314 2 115 201 316 <30 years 50% operation and maintenance (O&M) Junior Management 648 486 13 1,142 5 414 733 1,147 phase. Apart from our efforts to attract young talent, HR policies of the Trainees 61 2 63 61 2 63 Group are uniform across all business Supervisory 528 307 7 842 559 283 842 verticals which give us the flexibility 30-50 years to internally transfer the workforce Contractual (FTA/ 10 8 13 31 23 8 31 45% and meet requirement from within the Consultant Advisor) organisation. Total 1,250 1,111 120 2,474 7 1,194 1,287 2,481

* Local Employees as defined by the respective State Governments

54 GRI G4-DMA-Employment, EU-15, EU-17, G4-10 GRI G4-DMA-Employment, G4-10 55 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

FIGURE 15: New Joinees in FY 2014-15 – Age Group Wise grievance redressal portal named Adani Power among the ‘MyConcern’ which serves as a platform for employees to voice any kind of top 100 Great Places to concern or greivance. In addition, Work >50 years other engagement platforms include 5% Vartaalap, Touch pad, Reach out, Vaad At Adani Power we believe in -Sanwaad and transmeets whereby doing Something ‘Great’ Always! In all employees are encouraged to raise December 2014, we participated their view points in an open forum and in the Great Place to Work® survey <30 years directly interact with leaders. Various organised by ‘Great Place to 30-50 years 60% online surveys are also conducted Work® Institute’ (GPTWI) and the 35% to improve services and working Economic Times. We ranked 76th conditions of employees. Decision among more than 700 companies making and management of shop which participated from India in floor is done through participative Great Place to Work® survey for mechanism through various 2015. FIGURE 16: New Joinees Turnover in FY 2014-15 – Age Group Wise committees in the plant that includes Canteen Committee, Quality Circles and 5S initiative. >50 years 9% For the reporting year, we received 15 grievances, all of which were addressed and resolved through ‘MyConcern’. As equality of opportunity for all women Adani Power Training and Research Electricity Act 2003 and CEA Safety 30-50 years per the laid down process, the outcome and men. Institute (APTRI) Standards 2010. The Institute is of the grievances are shared with all APTRI, the research, training and thus favourably positioned to deliver 17% <30 years the employees of the Company at all Training and Education performance consulting arm of Adani effective and focused programmes 74% the locations. Out of 15 grievances, 7 Training and education has always Power, contributes to the power sector by virtue of operational expertise were related to personal issues, 2 were been considered as an integral part of through capacity-building programmes. and extensive network of highly related to departmental matters while 6 Human Resource development. We APTRI pursues excellence in the entire experienced operational, regulatory, were at the organisational level. For our provide extensive training and learning infrastructure value chain through its policy and financial experts. APTRI contract workers, we have identified opportunities to our employees through scientifically-designed programmes conducts customised short-term and personnel at department level who act well-designed and customised training covering logistics, coal mining, ports, long-term programmes ranging from Talent Retention as an interface between the workers programmes which are carried out shipping, thermal power generation, one day to 52 weeks. The programmes At Adani Power, we believe that process, there is a flexibility to amend and the management. Workers can through the year. The training and solar cell and module manufacturing, are generally modular with generic constant feedback on performance the KRAs as per the Business Plan and raise all their issues and concerns to development requirements of our transmission and distribution of and customisable sections allowing and career development helps our effect change in responsibilities. We the respective representative. The employees are identified through a electricity. APTRI is a Grade “A”, flexibility in delivering for specific workforce perform with greater extend support to our employees and HR department also actively interacts structured competency framework. Category-I Institute accredited by business needs. The programmes efficiency. Performance appraisal of all contractors to develop good relations with contract workers to ensure Our performance management system Central Electricity Authority, Ministry of include all functions covering design, employees against set targets is one and constructive bargaining practices. that all legal requirements are met. provides inputs for the Training Need Power, Govt. of India. engineering, commissioning, technical of the key tools of human resource We have a policy of equal opportunity We do not engage any child labour Identification (TNI) process as each services, operations and maintenance, development and management. As on and provide employees with a bias-free or forced labour in our organisation. employee’s reporting manager assesses APTRI operates through its four protection, metering, automation, March 31, 2015, all 2,118 employees who work environment. Human resource We have a mechanism wherein we their developmental needs. These, centres of excellence, i.e. Centre for commercial, regulatory and other facets were eligible for performance review personnel at all the sites engage with ensure at the time of issuing passes along with the specific inputs from the Performance Consulting, Centre for of the business. Capacity-building have been appraised. Our employees the employees and contractors to assist that no child or forced labour is being individual employees about their own Research & Development, Centre for programmes also include themes are our most important stakeholders. them in creating and maintaining a engaged. We have a “NO bond” policy training needs, help us chart out the Knowledge & Technology and Centre like “Nurturing Innovation”, Research Hence we motivate our employees conducive work environment. for trainees. We also ensure a bias- training calendar for the year. for Academics, for accurate and precise Methods and FMEA. by conducting various engagement free work environment without any programme delivery and value creation programmes and events. Our engagement methods include prejudices based on culture, religion, Training programmes are both technical with backward and forward integration APTRI has already organised over Grievance Redressal Mechanism, region, gender or any other form of as well as behavioural in nature capabilities. APTRI centres are located 30,000 person-days of capability As a part of the feedback and Employee Reach Out programmes and discrimination. (behavioural trainings cover leadership within power plant premises at Mundra, building programmes for internal as well development mechanism, we have regular one-to-one communication. and soft skills trainings). This includes Tiroda, Kawai and has its Head Office at as national and international clients introduced a system of mid-year review. These help us to resolve employee We provide work that is challenging, classroom trainings and outdoor Ahmedabad. from Indian and foreign utilities and This process provides the appraiser’s concerns promptly. We have an productive and satisfying with better trainings. is thus the single point of contact for inputs to the appraisee in a structured open-door policy and any employee prospects for personal development APTRI has world-class infrastructure capacity-building programmes in the and sequential way. Using this process, can approach the leadership with for employees. We provide freedom to We use the Kirkpatrick method for at all its facilities located across the infrastructure and energy segment. an appraisee can seek advise from their concerns without fear of people to participate in the decisions evaluating effectiveness of our training country and fulfills the statutory APTRI also works on identifying areas his reporting officer. Through this reprisal. We have also implemented that affect their lives and provide programmes. training requirements as per Indian in plants where potential exists for 56 GRI G4-57, G4-58, G4-LA1, G4-LA11, G4-LA16, G4-DMA-Labor Practices Grievance Mechanism 57 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

conversion of engineering and O&M problems into customised long term 140 behavioural We have recently initiated trainings Human Rights solutions leading to patents and IPR. on financial management. We believe We believe in protecting the human Innovation, new technology adoption training programmes that these trainings will not only help rights of our people, recognising their and R&D are thus an integral part of rolled-out to achieve in the overall personal and professional need for respect and dignity. We also APTRI programmes and activities, development of individuals but also ensure that stakeholders are protected directly or indirectly enhancing plant the overall target of help them manage their post retirement against abuses and are given the operational efficiency and performance, lives. Our trainings are aligned with opportunity needed to realise their acting as an enabler of sustainability. average three person- the competency requirements for the full potential without any bias. We days of training per various positions in our organisation. are committed to fair employment Behavioural Training The new joinees also receive invitation practices and freedom of expression, Learning and development through employee. for training need identification. supported by a strong, company- structured training programmes wide value system. We provide every enhances competency level of the Employee Benefits avenue to our workforce for voicing employees. The main objectives of At Adani Power, the welfare of our their opinion. We ensure that all our behavioural training interventions are FIGURE 17: employees is given high priority and practices are aligned with our Human to create a culture of learning in the Average Training hours it is also extended to their families. Rights Policy. organisation which is anchored around We have taken a number of initiatives Adani’s Vision, Values and Culture. that include medi-claim policy to the Our policies on human capital Besides, its objective includes capability family as well parents of our employees, management aim to eliminate building through various tools in order free transportation, interest-free loan, discrimination at the workplace. We to prepare employees for the future interest subsidy on housing loan have comprehensive disciplinary and assignments and challenges. and scholarship to the children of grievance procedures in place that employees for higher education. meet all requirements in terms of To achieve capability building in a new fairness as defined in the applicable business environment, it is essential We ensure that men and women are legislation. We are committed to the to cover each employee every year for compensated equally for performing labour rights principles provided in the behavioural training. Each employee the same work. We ensure that International Labour Organisation core is required to undergo minimum both genders are treated equally conventions, including eradication of three person-days of behavioural in recruitment, training, hiring and child or forced labour and harassment training every year. promotion. We allow our employees or intimidation in the workplace. to keep a work-life balance. We have The learning needs are categorised into a policy on prevention of sexual We do not have any collective three baskets which are Organisational, 60.00 55.65 harassment. bargaining agreements with our Departmental and Individual. In order 55.13 workforce. However, our engagement to derive specific needs, the HR team We offer maternity leave of three activities provide sufficient avenues 50.00 takes inputs from PMS, consults HODs, Upon completion of the programmes, by the learners, (b) knowledge retained 46.14 months to our employees and in case to our employees as well as contract and talks to the employees during we also measure effectiveness on the by the learners and (c) change in 42.59 of any complication during or after workers to voice their opinions. informal focus group discussions Kirkpartick model on three different behaviour has occurred due to the pregnancy, we also consider special 40.00 (FGD) on an annual basis. The needs levels that are (a) immediate reflections programmes. requests for extension of such leaves. are converted into various learning During the reporting year, no solutions / training programmes which employees have availed the benefit of TABLE 14: Category wise total person-hours of training for FY 2014-15 30.00 are offered to employees through parental leave. annual training calendar. To support Level Category Behavioural Technical Total this, we have adequate infrastructure Male Female Male Female 20.00 with audio-video aid and training classrooms. In addition to this, various Senior Management 1,680 0 1,812 0 3,492 10.44 training programmes in line with the 10.00 Middle Management 6,944 34 10,418 26 17,422 training calendar are facilitated by the external consultants and trainers. Junior Management 26,060 38 37,649 89 63,836 Conducted 124,722 During FY 2014-15, we rolled out 140 0.00 Trainees 658 0 0 0 658 behavioural training programmes person-hours of Junior across locations to achieve the overall Senior Supervisory 19,240 0 19,614 0 38,854 Middle

Trainees training during target of average three person-days of

Contractual (FTA/ 460 0 0 0 460 Supervisory training per employee. Management Management Management Consultants/Advisors) FY 2014-15.

58 GRI G4-LA9, G4-LA10, G4-DMA-Training and Education GRI G4-11, G4-EC3, G4-LA2, G4-LA3, G4-LA8, G4-LA9, G4-LA10, G4-DMA-Training and Education 59 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT OCCUPATIONAL HEALTH AND SAFETY

Our workforce at all Safety Chappa Scheme The safety department at each operating locations location, identifies areas which are is motivated to lagging behind in the implementation of corrective actions. The concerned achieve excellence department head along with a responsible person are in charge of in all aspects of implementing this programme. They safety. visit the area to understand the reason for lack of implementation and further rectification.

Safety Training and Awareness Safety Ambassador Scheme In FY 2014-15, we worked on a Every HOD nominates a “Safety number of topics and initiatives Ambassador” for each area in the plant. aimed at improving the effectiveness The nominated person takes the lead of health and safety management for implementation of safety initiatives at all our locations. We have various in consultation with the safety communication channels for creating a department. health and safety awareness within our organisation. Some of the programmes Traffic Safety Week Mundra conducted during the reporting year A Traffic Safety Week is observed are mentioned below: at all our locations. During this, our employees take an oath to follow traffic Safety “Aachar - Vichar” rules. Safety trainings are conducted by Good health and safety practices basis. They include representation from Creating Safety Culture To educate and influence the workforce security representatives explaining the ensure effective performance of our the senior management of the plants. Our priority is to encourage a culture of to adopt health and safety policies, importance of traffic rules and safety to workforce. We realise that we are We have also initiated the formulation safety which will enable us to eliminate practices, and procedures we are all vehicle drivers. functioning in a sector which exposes of department-level safety committees fatalities, minimise accidents. A robust publishing “Safety Aachar - Vichar” our employees and local communities to ensure greater participation from the culture of ‘Safety First’ is spread across every week. Safety on Top to health and safety hazards. We have workforce in our safety management. our employees, contractors and others procedures and requirements to each National Safety Week is celebrated policies and procedures in place to impacted by our operations. We ensure Safety Mela (Mass Awareness and every worker at our operations. during which a large number of safety identify and control the safety risks. To strengthen our occupational health, that each worker, whether permanent Programme) This is driven through focused trainings awareness and training sessions are safety systems and processes, all our or contractual, undergoes relevant We organise Safety Melas frequently provided to a select group of individuals conducted during this dedicated safety Our OH&S policies have been power generation plants have been trainings on health and safety before at all our projects and operating (20-25 workers) over the course of a week. This includes: formulated with due consultation. certified with IS 18001:2007. On-site entering the plant premises. locations. All agencies working with month. They are then encouraged to • Awareness session on safe use Corporate Safety team monitors the emergency plan and safety operating us are involved in organising these educate others and spread the safety of LPG for the families of the safety performance of all locations. procedures are in place at all our Identifying occupational health events. The event entails gathering of culture among their co-workers. employees The OH&S function facilitates effective locations. We monitor various lead and risks and sensitising our workforce the workforce to share and learn from • Safety quiz implementation of all policies and lag safety indicators to measure our is an integral part of our orientation incidents and near misses. Participation Safety Halla Bol Scheme • Nukkad Nataks protocols. At every location, we have safety performance at all sites. It is programme and on-site trainings for of employees and contractual workers The scheme is a weekly safety • Competition on ‘Job Safety Analysis’ a Safety Committee which has been ensured that labels, indicators, posters, both employees and contractors. The is further encouraged through rewards inspection in collaboration with safety • Safety challenges competition constituted as per the guidelines of the tags and signages related to safety awareness sessions on health, safety, and recognition schemes. officers, site engineers and Agency's • Rescue procedures Factories Act, 1948, comprising of a aspects are displayed for awareness. environmental issues, the Company’s representatives to note down and take minimum of 50% representation from policies and applicable laws are Safety Virus Scheme (Educational & the photographs of unsafe conditions We have a dedicated technical training the non-management workforce. The Workforce at all operating locations is imparted through in-house training, Motivational Programme) in the plants. The observations are centre for conducting trainings for our Safety Committee meets on a monthly motivated to achieve excellence in all videos etc. The objective of this initiative is to shared with relevant personnel for workers. We facilitate safety training aspects of safety. spread the knowledge of safety necessary action. programmes for all new joinees and 60 GRI EU-18, G4-LA5, G4-DMA-Occupational Health and Safety GRI G4-DMA-Occupational Health and Safety 61 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

FIGURE 18: TABLE 15: Safety Statistics Safety Trainings (Person-hours) Parameters Permanent Contractual Workforce Workforce Reportable Injuries 2 4

Lost time injury rate 0.16 0.05

Lost days11 135 244

Lost days (Including fatalities)12 12,135 12,244

Lost day rate 5.24 1.87

Lost day rate (Including fatalities) 471.42 94.03

Fatalities 2 2

Million Person-hours worked 5.15 26.04

periodic safety trainings are conducted We also provide relevant safety training 20,000 19,372 for our other employees. All our to workers in phases. In the reporting visitors who enter our power plants year, our workers have received 41,535 15,000 premises, are given a Safety briefing person-hours training on safety related on safety rules and provided with all topics10 . the necessary gear to ensure personal 10,093 10,000 protection. Safety Performance For FY 2014-15, we targeted to achieve Person-hours 6,247 We are members of the Gujarat Safety zero lost time injuries and fatalities Conducted 41,535 5,000 Council (GSC), National Safety Council across all our operating power plants. 2,107 1,848 1,869 (NSC), and Institution of Fire Engineers However, despite our efforts, we person-hours (IFE -India) that provides independent witnessed two accidents involving four 0 Mundra Tiroda Kawai advice, supports and organises fatalities at one of our plants. In line training on safety. Location seminars, which help to adopt latest with our OH&S management systems, technologies and development in root cause analysis are conducted and safety rules and regulations. We cover appropriate corrective and preventive Contractual Workers APL Employees 100% of the workers entering our plant actions were taken for all incidents. All our Power premises with safety induction training. Generation plants have been certified with IS 18001:2007.

In our operations, we regularly conduct incapacity to work for calculation of adopting multiple control measures health risk assessments and identify absentee rate which has been including modern personal protective risks related to hazardous areas. Area 0.39% for permanent workforce during equipment. Compliance with Indian with potential risk for Noise Induced the reporting year. This includes Factories Act and other applicable Hearing Loss (NIHL) and respiratory total 74 days of leave without pay regulations are also ensured. Besides disorders has been identified. Frequent availed by two female employees also the applicable regulations, we are also medical examination of workforce in during reporting year. After hazards sensitive to the sub-judice cases which these areas is conducted. During identification and risk assessment of all are related to other thermal power FY 2014-15, there was no case of routine and non-routine activities and plants including Writ Petition number any reportable occupational disease. work areas, we approach to eliminate 79 of 2005, so that proactive action for 10This excludes the safety induction training provided to employees and contractual workers. Excluding entitled leaves and long- the risk engineering and administrative OH&S management can be taken and 11Excluding 6,000 person-days lost per fatality. Lost days reported are only for the reportable accidents as per the Indian Factories Act, 1948 and rules thereunder. term study leaves, total 2,558 days of control measures. Where it is not institutionalised. Reportable accidents are defined as the ones where the injured person does not report to work for at least 48 hours. 12As per the Indian Standard IS 3786 and Indian Factories Act 1948, each fatality accounts for 6,000 person-days lost. leave without pay was taken by the possible to eliminate the risk, risk level employees which is considered as is reduced to acceptable limits by 62 GRI G4-LA6, G4-LA9, G4-DMA-Occupational Health and Safety GRI G4-LA6, G4-LA7 63 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

During FY 2014-15, there were no cases of reportable occupational disease.

Safety Awards and Recognition FIGURE 19: FIGURE 20: We have a safety reward and award Lost Time Injury Rate Lost Day Rate (Per 100 Workforce)* scheme which plays a vital role in (Per 100 Workforce) sensitising the workforce at all levels. We appreciate the safety stars and departments for their outstanding performance which contribute significantly in achieving operational excellence.

Our scheme of inter-plant safety award is based on a structured framework of 15 indicators which include lead and lag indicators. As on March 31, 2015, at Kawai we have recorded 851 accident- free days since inception and zero LTIFR and Severity rate. Our Kawai Power Plant has also led the way in identifying near-miss cases, implementing corrective actions for fire incidents and safety awareness schemes. Based on these indicators, in FY 2014-15, the Kawai Power Plant was adjudged the best safety performer of the year within the Company. The trophy for this award 0.40 10.00

0.38 was handed to the station head by our Chief Operating Officer. We believe that this scheme will help promote a safety 0.30 culture across the organisation. 6.51

6.18 Towards a Healthy Workforce We have a safety is well equipped to handle medical Apart from personal accident, medi- Due to the remote nature of the emergencies arising out of incidences claim and workman compensation 0.20 5.00 locations in which we operate, ensuring reward and award or illness. Pre-employment checks policy, we have launched power Injury Rate Injury Rate availability of proper healthcare and periodic medical examination privilege services for employees and facilities at our plants is a priority for scheme which of contract workers deployed at their dependents, valid everywhere us. Each of our plants is equipped sites including hazardous areas are across India. It includes providing 0.10 plays a vital role

0.07 with an occupational health center, being conducted as per statutory subsidised services for our employees 2.80 0.06 1.47 0.05 ambulance facility equipped with life in sensitising the requirements. for first aid, access to specialist and support systems, qualified doctors super-specialist doctors, health

0 0 0 0 workforce at all 0.00 0.00 and paramedical staff. We have tie- For identified vulnerable groups, we check-ups, medical diagnostics Mundra Tiroda Kawai Mundra Tiroda Kawai ups with reputed service providers levels. conduct rigorous supervision and and pharmacies. We have been for conducting pre-employment as more frequent medical examinations. conducting blood donation camps well as periodic medical checkups We also provide group and individual at all our locations. During FY 2014- for our workers. This includes not counseling, health awareness 15, employees across our locations only our own employees but also programmes, induction training on participated with great enthusiasm and Permanent workforce Permanent workforce contract workers. Our occupational healthcare facilities, health checkup we collected 3,480 units of blood. Contractual workforce Contractual workforce health centres provide day-to-day programme in plants and township, first preventive and curative health care. We aid training and specialist services at conduct assessment of area specific our diagnostic centre. health hazards and risks. The Centre * Excluding 6,000 person-days lost per fatality. 64 65 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT SUPPLY CHAIN AND VENDOR MANAGEMENT

FIGURE 21: Supply Chain Flowchart

Coal Fly Ash and Sea waste Mundra Water

Liquid Fuels + Discoms Customers & Chemicals

Tiroda Surface & Water Kawai Equipment Providers

As part of the business transformation projects under Disha, we have now formulated a structured and uniform supply chain management.

Supply Chain Management

At Adani Power, we believe that a and the value integration of coal, port East Central Coalfields Pvt. Ltd. Our reliable and sustainable supply chain and power together provide the most liquid fuels and chemicals are sourced is critical to drive efficiency in the way desired synergy. This synergy helps us from various suppliers near the plant we conduct our business. As part of in quick turnaround for our projects locations. We source water from nearby the business transformation projects and delivers the best value to all our sources without significantly impacting under Disha, we have now formulated stakeholders. the water availability in localities in a structured and uniform supply chain which we operate. Mundra sources management. Our businesses benefit We source domestic coal from sea water while Tiroda and Kawai draw from their competitiveness and scale, Mahanadi Coalfields Pvt. Ltd. and South water from nearby perennial rivers. 66 GRI G4-12, G4-DMA-Procurement Practices GRI G4-12, G4-DMA-Procurement Practices 67 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Vendor Management credentials and capability to execute from vendors and understand their At Adani Power, we believe that vendors assignment, adherence to health, safety, grievance, we have conducted vendor (suppliers and contractors) are our environment norms and compliance satisfaction survey. partners and enablers for success. with statutory requirements. Through Vendors play a significant role in our Business Transformation Processes As on March 31, 2015, we had a base As part of the determining successful completion of Disha and Agile, we have developed a of 2,818 vendors. Nearly 99% (2,784) a project in terms of schedule quality common vendor base across the Group of these vendors are domestic and the business process and cost of the asset being constructed. companies. rest 1% (34) are international. Total order Hence, we are committed to facilitate value of contracts awarded to all of transformation our vendors so they can provide us the To build a sustainable business our vendors during FY 2014-15 was initiative, we are best quality with optimum cost keeping relationship with vendors, we measure INR 16,539.9 Million out of which in mind health, safety and environment the performance of the vendor and INR 15,244.0 Million was to domestic developing a aspects. We also insist developing provide feedback for improvements and vendors. healthy social environment in our vendor development. structured and organisations for a better work culture. Vendors are classified based on two uniform supply We ensure that none of our vendors We follow Vendor Relationship parameters – respective procurement employ child labour, and abide by all Management (VRM) which involves size and magnitude of risk posed to the chain management human rights requirements. We have a collaborative working and relationship business. Segmentation based on these process of on-boarding vendors through building with vendors in order to meet parameters is provided in the diagram across the Adani pre-qualification which ensures vendor business objectives. To get feedback below: Group.

FIGURE 22: Vendor Classification Steps involved in procurement practices The following steps are key to our vendor management process.

CRITICALITY

HIGH Surety Strategic • Provide the greatest potential value and pose the highest STEP 1 STEP 2 STEP 3 of Supply Vendors potential risk of impacting delivery to customers • Essential to daily operations, • Strategically manage the VENDOR MANAGE VENDOR MANAGE VENDORS but relationship managed more relationship vs. events that occur • Highest level of vendor IDENTIFICATION PERFORMANCE QUERIES AND operationally than preferred within the vendor relationship interaction and performance AND ON-BOARDING EXPECTATION vendors • Focus on relationship building improvement initiatives • Possess potential to be high- and adding value value business partners in the future Step 1 Step 2 evaluation. To manage the system, • Focus on risk mitigation vs. cost savings Vendor identification and on- Managing vendor performance we have standardised percentage boarding For maintaining a healthy and mutually contribution and weightages of each The vendor on-boarding process broadly beneficial relationship with vendors section to evaluate the performance of

RISK Transactional Tactical Risk Factors covers four aspects: identification, it is important to measure vendor the vendor. pre-screening, pre-qualification and performance and identify vendor Vendors Vendors • Financial approval. The on-boarding requires development needs. Vendor performance data is reviewed • Critically of services / supply multiple level of screening to ensure for all the ongoing projects. The inputs • Deemed to be lower value or are • Possess potential to be high- • Monopolistic market not critical to operations value business partners in the • Statutory regulation that capable vendors are pre-qualified Vendor performance is measured from the vendor scorecard are taken for • Minimal time required to manage future • Past experience and on-boarded. Successful vendors of through five groups of indicators which following parameters: • Vendor relationship • Focus on cost savings vs. risk • Intellectual property the tendering process are transferred includes Engineering, Procurement 1. Quality of deliverable mitigation • Greatest opportunity to reduce, • Contractual into our Vendor Master list. A vendor & Construction (EPC) contracts, 2. Cost eliminate, or simplify the service • Foreign exchange code is generated for new vendors and equipment packages, bill of quantity 3. Delivery • Logistical then the Category Lead proceeds for (BoQ) packages, bulk material and 4. Vendor Management System • HSEQ the formulation of the contract. consultancy services. We have different 5. Engineering deliverables • Talent sets of parameters for each type and 6. Health, Safety and Environment • High Organisation set criteria to carry out performance (HSE) deliverables LOW ANNUAL SPEND HIGH

68 GRI G4-12, G4-DMA-Procurement Practices 69 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Step 3 To get vendors’ feedback, we have revised a bi-weekly payment schedule Managing vendor queries and identified functions which regularly with a daily payment schedule. We Development of local vendor for boiler duct & cooling tower basin cleaning during expectations deals with vendors and prepared developed an online payment system shutdown at Mundra To manage vendor’s expectation and questionnaires for the following: which reduces manual intervention, resolve queries, we have conducted • Engineering increases accuracy and saves time. With Our Mundra Plant requires close to 100 workers for boiler duct and cooling tower basin cleaning during unit shutdowns. We online vendor satisfaction survey. The • Sourcing & Procurement these initiatives, we are able to address consciously identified the ability of local fisherman to perform this kind of work efficiently. With the help of a local agency, vendor survey form was sent to 667 • Project Management various concerns. we sourced these workers from nearby villages. As part of this process, workers were provided with training on safety vendors out of which we received • Quality Assurance procedures. They were also provided with supervisory support to ensure safe working conditions and also given the requisite responses from 50% of them. Details • Construction Local Vendor Development PPEs. This helped the local agency as well as the workers employed from the immediate community to learn a new trade, of the Vendor Satisfaction Survey are • Human Resources Our initiatives for local vendor thereby enhancing their employability and safety consciousness. mentioned below. development have helped in making The survey score option was 1 to 4 significant contribution to the local Vendor Satisfaction Survey against each question. Here, 1 indicates economy in the nearby locations of A vendor satisfaction survey worst performance while 4 indicates our operations. We are committed was conducted for gauging and best performance of the Company. The to develop local vendors on various understanding the varied perspectives survey analysis received a score of 3.08 product supply and services. Wherever Development of local vendor for construction work at Kawai of our associates and partners in order for power business which was above the required, we provide sufficient training to strengthen our relationship and satisfied category. to vendors so that they can be groomed At Kawai, we floated the requirement for construction work around our cooling tower to several prospective bidders. improve upon our processes. and execute work successfully. As However, upon receiving information about a local civil contractor belonging to a nearby village about 5 km from our plant, The survey enabled us to obtain a result, we have developed around we reached out to them for participation in the bid. We evaluated their credentials and earlier executed projects. Upon Aspects Surveyed: feedback in terms of our strengths 699 local vendors at Mundra, Kawai meeting the technical and commercial requirements, we brought them on board to perform the work. We provided support • Process Efficiency like overall satisfaction among all the and Tiroda locations. Mundra, where and guided them during the execution phase. This has enhanced their capabilities and brightened their possibilities of • Issue Resolution departments. Areas of improvement it is difficult to find vendors, we have bidding for more contracts in the future. • Behavioural Aspects identified through survey was payment developed 143 vendors. The table below cycle timelines. To address this issue, we provides details regarding local vendor development.

TABLE 16: Sourcing in the vicinity of plants Generating Vendor locations near plant Value of orders issued to vendors in plants the vicinity of plants (INR Million) Mundra Vandh, Tunda, Kutch, Bhujpur, Gandhidham, Anjar, Adipur 484.4

Tiroda Gondia, Bhandara, Nagpur 712.9

Kawai Baran, Kota, Jhalawar 331.4

70 GRI G4-EC9 71 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

COMMITMENT WE WORK TO HELP IMPROVE ENVIRONMENTAL AND SOCIAL PROGRESS AND CONDUCT BUSINESS IN A WAY THAT CREATES VALUE FOR OUR CLIENTS, CUSTOMERS, COMMUNITIES AND EMPLOYEES. AT ADANI POWER, WE ARE COMMITTED TO MEET STAKEHOLDER EXPECTATIONS WHILE FOCUSING ON ECONOMIC VALUE CREATION, ENVIRONMENTAL STEWARDSHIP AND BUILDING SOCIAL CAPITAL.

72 73 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT ENVIRONMENTAL PERFORMANCE

FIGURE 23: Optimised water consumption enabled Specific Water Withdrawal us to give up 20 MCM per annum of water allocation from Vidarbha Irrigation Development Corporation.

In our hinterland power plants, the temperature differential well within specific water consumption of the prescribed limit of 50C before the 2.68 m3/MWh also includes harvested water is discharged from our premises. rainwater. We are planning to increase rainwater harvesting at our operating In addition to the core processes, water locations and reducing specific water is required for dust suppression in coal consumption to 2.5 m3/MWh. handling and purging out bottom ash generated in our boilers. We ensure that Our Mundra Plant is coastal and our requirement for all these secondary draws its water directly from the sea. processes is met by recycled or reusable To meet the requirement of process water from our water treatment plants and domestic consumption, we have or from the blow down of cooling SEA WATER SEA WATER RAINWATER installed desalination plants. We do not towers. At our Mundra and Tiroda Plants, Tiroda SURFACE WATER WATER SURFACE WATER SURFACE OTHER SOURCES OTHER SOURCES OTHER draw any ground water. At both Kawai this requirement was entirely met by and Tiroda, we draw the surface water recycled and reused water. However from nearby rivers which are perennial during FY 2014-15, a total of 8.25 Water Availability in nature. Besides, we also harvest Million KL of fresh water was used for rainwater which is also used for process ash handling at our Kawai Power Plant

Optimum water utilisation and cooling tower make up. Apart from 10.00 9.37 water requirement at Kawai Power which we are planning to reduce and reduction in its consumption has been these areas, ash handling and dust Aim to reduce the Plant. We are planning for increase in eliminate in future. In our operations, we one of our focus areas. This has led suppression also require water which is 9.00 the rain water harvesting and reduction do not use any water for coal cleaning. us to treat water management as one met out of recycled and reused water specific water in dependence on the surface water of the key environment management at our power plants. Various initiatives consumption to 8.00 in hinterland power plants. None of We have optimised our water initiatives. are implemented for enhancing water our plants create any significant water consumption at Tiroda to an extent 3 efficiency by controlling spillages, 2.5 m per MWh. 7.00 stress in the area where we operate. that we gave up allocation of 20 Million In the power generation process, raw increasing recycle and reuse of water Cubic Metre (MCM) per year of water water is required mainly for steam and minimising discharge. 6.00 The total waste water generation at allocation from Vidarbha Irrigation generation, cooling of condensers and our three power plants was 240.95 Development Corporation and retained 5.00 Million KL. Our treated waste water only an allocation of 70 MCM per year. At

KL/MWh discharge across the three locations Kawai, we have an allocation of

TABLE 17: Water Performance 4.00 was 230.93 Million KL. The quantity 34 MCM per year. We are planning to of water discharges from Mundra for add capacity of 1,600 MW at Kawai for Generating plants Source of water Amount of water Water recycled/reused* the year was 129.72 Million KL. The which an additional 29 MCM water is withdrawal (KL) 3.00 2.69 thermal energy from such discharges required. However, owing to our water 2.47 Mundra Seawater 284,186,523.00 50.14 is computed to be 1.31 Million GJ in FY efficiency efforts, we will be extending 2.00 2014-15. Our cooling towers at Mundra our requirement by only 20 MCM per Tiroda Surface water 44,285,459.00 38.98 are seawater based and the discharged year. We are further aiming to reduce our 1.00 Kawai Surface water 19,461,693.00 38.59 0.19 water is primarily rejects from these. water consumption in ash handling by 0.0 0.0 Harvested rainwater 1,506,750.00 We monitor and ensure that there is no close to 80% by implementing a High 0.00 impact of the thermal discharge on the Concentration Slurry Disposal (HCSD) * as a percentage of total water withdrawal (%) Mundra Tiroda Kawai surrounding areas we strive to maintain system. 74 GRI G4-EN8, G4-EN10, G4-EN22, G4-DMA-Water, G4-DMA-Effluents and Waste GRI G4-EN8, G4-EN9, G4-EN22, G4-DMA-Water, G4-DMA-Effluents and Waste 75 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

GHG Emissions Mitigation and Adoption Strategy Carbon dioxide emissions are also We have a strategic Electricity generation in India is largely measured when electricity is imported met by coal-based thermal power during shutdowns. In FY 2014-15, the plan to enter plants. We understand that use of CO2 emission measured on this account into the business fossil fuels is viewed as one of the was 3,386 tCO2e GHG (indirect) contributors of climate change and emissions. We have also evaluated of solar power increase in GHG emissions. Hence we the emissions generated as a result of have taken significant measures to our other value chain activities. These generation to reduce GHG emissions. include the following: mitigate climate We were the first in the country to 1. Employee business air travel: The change. commission supercritical boilers. Till total emissions generated as a date, we have commissioned 7,920 MW result of employees’ business air

(12 units of 660 MW each) power plants travel was 467.73 tCO2e. This does based on supercritical technology. not include GHG emissions in road FIGURE 24: These boilers save about 2% of fuel travel to and from the airport. We GHG Emissions per unit of power generated and help are in the process on developing the in subsequent reduction in GHGs per system for capturing these details unit. In the future, we are considering and look forward to cover this also utilising ultra-supercritical units for in next sustainability report. upcoming thermal power projects to control specific GHG emission. Besides, 2. Upstream transportation: We have the Adani Group is also planning to estimated the emissions generated enter into the business of solar power from the immediate supply point of generation to mitigate climate change. coal, bulk chemicals and liquid fuels to our plants. The total emissions Electrostatic Precipitators for Fly Ash Control We have also adopted designs and are estimated at 5.74 Million tCO2e. practices to help us adapt to climate change. To adapt to increase in water 3. Waste and ash management: temperature, all our thermal power water sources and in order to optimise First in the country the loss of power generation in case of Emissions generated from vehicles plants are equipped with induced draft the make-up water requirement, we non-availability of water in any year due deployed by Company for fly ash cooling tower with a re-circulation have implemented numerous water to commission to very less rainfall. To address this risk, disposal and waste transportation system. This will help in maintaining the conservation and recycling practices. supercritical boilers. we have created water storage capacity from plant to disposal site is desired temperature difference across at Tiroda and Kawai Power Plants calculated as 37,285.59 tCO2e. the condenser and maintain the plant Extreme weather events such as to reduce the pressure on surface 30.00 efficiency over time. stronger and frequent storms can of high tide recorded is 5.4 metres water source and cater to the water We have made conscious efforts 26.07 adversely affect the supply of fuel above CD. This will help in combating requirement of operating plants in lean to optimise our logistic networks To combat any increases in air and damage generation and grid any sea level rise as well as cyclonic season in case of leas water availability including sourcing material based on 25.00 temperature, all our power plants which infrastructure. To combat these aspects, surge. in rivers due to less rainfall in any year. minimum landing cost thereby reducing are located in tropical climatic zones we have designed and built all power transportation distance and developing 20.00

are designed to perform under extreme plants and infrastructure to withstand For hinterland power plants, source Managing our Carbon Footprint local vendors to encourage local e 2 temperature. cyclones of up to 198 kmph. At the sustainability study of surface water During FY 2014-15, our power plants procurement.

same time, sufficient fuel stock is built at has been conducted based on primary emitted 47.34 Million tCO2e GHG (direct 15.00 14.26 Changes in precipitation rates may the plants to overcome any short term data and secondary historical data emissions). The GHG emission intensity GHG Emissions Reduction Million tCO affect water availability for cooling fuel supply stress. Various scenarios of of past 25 to 30 years published by was 0.87 tCO2e/MWh. We calculate Initiatives 10.00 purposes. Our biggest facility is at emergency owing to extreme weather the Indian Metrological Department. and monitor emissions generated from Various energy conservation initiatives 7.01 Mundra which is based on sea water events have been envisaged and These studies have been conducted our power generation process which during FY 2014-15 have resulted in 14 5.00 and will not be affected by scarcity of appropriate emergency preparedness through expert agencies and institute includes CO2, CH4 and N2O emissions . reduction of 63,304.82 tCO2e. Being the water. The intake water channel plans have been charted out. of repute in the field to understand the We also monitor emissions from our the first year of reporting, this will is designed at (-) 6 metres from the water availability potential and assess support processes such as company- serve as a baseline for future emission 0.00 chart datum (CD) to ensure water As Adani Power has only one power the impacts on downstream ecology owned vehicles and equipment, fugitive reduction initiatives. Kawai Mundra Tiroda availability even at the lowest of the low plant at a coastal location, the finished and water environment. Based on the emissions from circuit breakers (SF6) tides. The other two plants located at floor level of the plant has been raised findings of these studies, financial and CO2 based fire extinguishers.

Kawai and Tiroda, are based on surface to 10 metres above CD, whereas highest impact has been calculated considering 14We do not use any biogenic fuels and therefore, there are no biogenic emissions.

76 GRI G4-EC2, G4-EN15, G4-EN16, G4-EN17, G4-EN18, G4-DMA-Emissions GRI G4-EN15, G4-EN16, G4-EN17, G4-EN18, G4-EN19, G4-DMA-Emissions 77 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Ash Management

Ash generated by combustion of coal Power Plant for utilisation as cement especially in the Middle East, and To increase fly ash utilisation, we are We are also in discussion with major is categorised in two parts – fly ash admixture, ready mix concrete and planning to double the volume of the taking various initiatives that include: companies in fly ash business and Vermi-composting and bottom ash. Fly ash in the form other allied purposes. exports by installing a classification various end-user segments for setting of fine particles is collected in silos system, for enhancing the collection Fly ash brick plants: With the support up manufacturing and processing unit commissioned through Electrostatic Precipitators Method of Disposal of fine ash. We have also executed of the district administration and the facility nearby our plant enhancing fly to utilise ash and (ESP). Bottom ash is collected in wet Ash is disposed either using wet or dry two long-term contracts with cement District Industries Centre, we have ash utilisation. We are also encouraging form from the boilers and stored in ash disposal systems. In order to extract dry manufacturers for sale of fly ash for conducted a number of workshops entrepreneurs interested in fly ash produced compost ponds. Ash handling and conventional ash, it is collected in the ESP hoppers almost 53,000 MT per month to ensure and seminars to create awareness brick manufacturing and cenosphere ways of disposal result in energy and and is removed in dry form using either 100% utilisation. In FY 2014-15, we have and motivation among the local youth collection business. We are offering free for utilisation in the water consumption. a vacuum system or a pressure system. been able to utilise 84.47% of fly ash to establish fly ash brick plants. We ash for road, building and infrastructure green belt. This is then conveyed to a buffer hopper at Mundra. have entered into agreements with 39 development to encourage use of fly At Adani Power, we do not consider located adjacent to the ESP. private entrepreneurs who have set up ash in construction activities. the ash as waste but as a useful We have established and commissioned fly ash brick manufacturing plants in resource. We have installed state-of- In the wet disposal system, ash is an ash bagging unit to achieve 100% the local area. We supply fly ash free For research and development the-art technologies and supporting mixed with water and the ash slurry fly ash utilisation. Each machine has of cost to these brick manufacturing initiative for fly ash utilisation, we FIGURE 26: infrastructure for ash handling. This has is transported to the disposal area. an operational capacity of 18 TPH and units. Presently, fly ash from Tiroda have engaged Advance Material and Fly ash utilisation helped increase our fly ash supply to There are two methods involved in this the unit operates three such machines is being utilised by the fly ash brick Process Research Institute (AMPRI), specialised agencies for utilisation of process which are Lean Concentration giving it a total capacity of 54 TPH. We manufacturers in the districts of Bhopal, which is a unit of Council of fine fly ash in cement manufacturing. Slurry Disposal (LCSD) and High are bagging and exporting fine fly ash Gondia and Bhandara in Maharashtra Scientific and Industrial Research 90.00 84.47 We also export classified fine ash to Concentrated Slurry Disposal (HCSD). in jumbo size packing bags by engaging and Balaghat and Seoni in Madhya (CSIR), Government of India. Fly ash has Middle Eastern countries from Mundra Tiroda has installed a HCSD system for ash vendors/exporters. We have Pradesh. some major nutrients like potassium, 80.00 70.38 disposal of bottom ash into ash dyke. fabricated and installed a pneumatic phosphorus, sulphur and micro 70.00 In the HCSD system, the disposal of plate valve of suitable size at the We have also installed fly ash brick nutrients like calcium, magnesium, iron, FIGURE 25: Total Fly Ash Generated highly viscous and non-Newtonian fluid bagging machine platform to restrict plant within our premises having zinc, and copper which are essential 60.00 requires special pumps. It reduces the ash spillage during bagging activity. capacity of 12,000 bricks and nutrients for crops. AMPRI has been 49.65 water consumption by 60-70% This has helped us avoid fugitive dust 1,000 tiles per day for our in house doing extensive research and projects 50.00

in comparison to LCSD. Besides, emission during transportation of consumption. These fly ash bricks and on use of fly in soil conditioning to 40.00 there is reduction in specific energy fly ash. tiles are used at all construction sites increase crop yield. consumption and fugitive dust emission and township areas. During FY 2014- 30.00

from the ash dyke. Presently, seven major cement plants 15, a total of 250,000 fly ash bricks Fly ash utilisation at Kawai ash generated In % of total 20.00 are lifting fly ash from Mundra. Traders and 250,000 tiles were manufactured. Owing to the implementation of Fly ash utilisation at APL Mundra are also lifting the fly ash for supply the latest technology and efficient 10.00 Ash generation at our Mundra Power to Ready-Mix Concrete (RMC) plants Fly ash utilisation in Cement: For management efforts, our Kawai Power Plant is low owing to the predominant and builders in nearby cities. We are bulk utilisation of fly ash, we have Plant has been able to achieve utilisation 0.00 use of imported coal in which ash also anticipating many opportunities established state of art infrastructure of 70.38% of total ash generated during Mundra Tiroda Kawai content is lower than domestic coal. As for usage of bottom ash in roads and to load dry fly ash in closed railway the reporting period. We have executed it is located close to the sea, export of embankments as various projects are wagons directly under six RCC silos agreements for fly ash lifting and sale fine ash from this location is feasible. coming up in vicinity of Mundra. of 1,700 MT capacity each for the with eight major cement manufacturers To facilitate and cater to the needs of supply of fly ash to cement companies. in the vicinity. Major end-user industries 5.00 various exporters and traders, we have Fly ash utilisation at Tiroda Currently, only three cement plants like bricks, blocks, cement sheets for Vermi-composting using Fly Ash established state-of-art infrastructure in The geographical challenge of non- have such rail unloading infrastructure roofing and ready mix concrete are Production of Vermi-composting using 4.00 the form of a modernised packing plant, availability of limestone has limited of fly ash. We are also presently in utilising fly ash. We have mapped 17 Fly Ash, Kitchen Wastes & Agriculture providing a one-stop solution for the the number of cement plants in the discussion with various cement cement plants in Rajasthan in order to Wastes export of fine fly ash of internationally- vicinity. Major cement manufacturing manufacturers in Chandrapur and improve our fly ash utilisation in cement 3.00 3.00 accepted standards. Currently, we clusters are at a distance of 300 km Satna regions for fly ash supplies manufacturing. As per our study, these As we have a large area under the are exporting almost 15% of total fly and the nearest mines are at a distance through rail on a long-term basis. In Cement plants in Rajasthan have green belt and landscaping at all ash generated to various countries, of 120 km. Nagpur city is also located addition to above, feasibility study has installed capacity of 40.87 MMTPA and operating power plants, we need good

Million Metric Tons 2.00 1.53 at distance of 120 km and there are been carried out for establishment can utilise 11 MMTPA. From the Kawai quality compost and manure. We have 6 major power plants within range of fly ash unloading hub to cater to Plant, ash is transported through bulkers initiated the composting of organic 0.97 Commissioned an 1.00 of 30 km. Despite all these locational cement plants in vicinity through to the cement plants up to a maximum waste generated at operating locations ash bagging unit to disadvantages for fly ash utilisation, the supply in rakes by engaging an external distance of about 250 km by road. We wherein quantity of fly ash is also Tiroda Plant has achieved 48% fly ash consultant. We are also exploring have constructed two ash dykes for utilised. Further, a vermi-composting 0.00 achieve enhanced utilisation. the opportunity to set up a cement disposal of bottom ash. To conserve unit has been commissioned to Mundra Tiroda Kawai fly ash utilisation. grinding and blending unit using fly ash fertile top soil, we have planned to use utilise ash and produced compost for generated from Tiroda. pond ash in bund raising in the ash dyke. utilisation in the green belt. 78 GRI G4-DMA-Effluents and Waste GRI G4-DMA-Effluents and Waste 79 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Managing Environmental Impact FIGURE 27: Specific Air Emissions to the biodiversity hotspots within Besides our actions to support in a responsible manner. A majority of a 25 km radius of our operations biodiversity and Ecosystem Services, our waste is fly ash generated from At Adani Power, we consider stipulated norms prescribed by the and we recognise the presence of it is our focus area to conduct due our boilers which is largely utilised as compliance with environmental Pollution Control Board. notified wildlife sanctuaries within this diligence before selection of site and go mentioned in the Ash Management laws and regulations as one of our extended radius. Nagzira, New Nagzira beyond the compliance with regulations section in this report. key priorities. We go beyond legal Stack Emissions and Koka Wildlife Sanctuaries fall within regarding biodiversity. Our approach compliance to continually reduce our The total emissions of Particulate 25 km of our Tiroda Plant. In addition to is to improve the habitat, for species We have tied up with authorised environmental impacts. Our approach Matter (PM), Oxides of Nitrogen (NOx) the EIA, a separate study for prediction found in the vicinity of our plants based vendors approved by Pollution Control for risk management in operation and Oxides of Sulphur (SOx) were of impacts on Nagzira Wildlife on scientific studies that we Boards for disposal of hazardous waste. planning are framed keeping in mind 9,316 MT, 25,543 MT and Sanctuary due to Particulate Matter, conduct through external experts. We ensure that vendors have a valid the precautionary approach. 85,466 MT, respectively. 3 gaseous and thermal emissions from During FY 2014-15, across the three license before we appoint them thereby the Tiroda Power Plant was conducted locations, we planted 74,606 saplings, implementing strict diligence in the 2.47 The major impact that our operations All our generating plants are equipped 2.5 through expert external agency in out of which 65,700 survived, disposal process. have on the environment include with the latest technologies required 2011. Besides, site specific wild life accounting for a nearly 88% stack emissions and waste generation. for monitoring and controlling conservation plans have been prepared survival rate. For disposal of non-hazardous wastes 2 Major emissions through stacks are of emissions being generated from our and implemented. We provided LPG gas such as paper, metallic and plastic particulate matter, oxides of nitrogen stacks. The emissions are monitored connection and one year’s supply of gas We have also conducted a marine scrap, we have tie-ups with various 1.5 and sulphur. Besides, there is CO2 on a real-time basis through cylinders to all villagers in three such impact assessment study through recycling vendors who purchase emission due to use of fossil fuels. Continuous Emissions Monitoring Kg/MWh villages adjacent to the Nagzira Wildlife National Institute of Oceanography waste from us periodically. We ensure System (CEMS). In addition to this, we 1 Sanctuary to reduce the collection (NIO) to scientifically locate the intake that waste is disposed in an During FY 2014-15, we had one case regularly conduct off-line monitoring 0.63 and usage of firewood from the and outfall points. Screens and gate appropriate manner. of penal action taken by the Pollution of our stacks. The emissions generated sanctuary areas. filters have been provided at the sea 0.5 Control Board at our Tiroda location. from our stacks are maintained at 0.17 water intake to prevent marine life During FY 2014-15, a total of The plant observed an odd case of levels which are below the limits as For our Tiroda Power Plant 163.84 entering the system. Cooling towers and 211.33 MT of hazardous waste was 0 increase in its stack emissions in stipulated by the respective state PM SOx NOx Ha forest land has been diverted out 11 km long seawater outfall channel have generated and disposed through two samples. We ensured that the pollution control boards. We are Emissions Emissions Emissions of which 15.25 Ha land is used for been designed to achieve differential registered recyclers. In addition, issue was rectified and ever since, not involved in production, import railway siding. For diversion of this temperature between intake and outfall 1,382,846 MT of metal scrap was our operations have been within the or export of any Ozone Depleting forest land, an equal area of non-forest points of less than 30C. We regularly disposed of which 99% structural steel Substances in our operations. land has been handed over to the monitor the marine biodiversity around scrap was generated from Tiroda as a forest department as compensatory the outfall area including zooplanktons project surplus/ leftover material from afforestation land in Ratnagiri district and phytoplankton. Units 4 and 5. Since we do not use any of Maharashtra. This serves as offset polychlorinated biphenyls (PCBs), there Biodiversity Convention Services and our business sustainability. project locations are studied in order habitat for biodiversity affected due to Waste Management was no generation of PCB waste. We do The Convention on Biological Diversity The Company thus aims to minimise to ensure that areas of biodiversity forest land diversion. Shergarh Wildlife Our operations generate both not engage in import or export of any (CBD), known informally as the any negative impact on biodiversity significance, protected region, or any Sanctuary is about 20 km from Kawai. hazardous and non-hazardous wastes hazardous waste or materials under the Biodiversity Convention, is a multilateral and Ecosystem Services. We have IUCN red list species are not affected by Mundra-Mohindragarh and Mundra- and we undertake suitable disposal Basel Convention. treaty. India has enacted the Biological taken efforts for positive impact on the Adani Power operations. Dehgam Transmission lines, which are Diversity Act, 2002, for preservation environment and biodiversity around part of our value chain, cross the Wild of biological diversity in India, and to our operations. All our operating locations are outside Ass Sanctuary in Kutch and Patan provide mechanism for equitable sharing the buffer areas and eco-sensitive districts. As areas of Rann of Kutch of benefits arising out of use traditional Large scale plantation in and around zones notified around biodiversity attract migratory birds, we have installed TABLE 18: Waste Generation (In Metric Tonnes) biological resources and knowledge. our power plants and office locations hotspots including wildlife sanctuary, bird deflectors on these sections of Hazardous Waste Non Hazardous Waste Biodiversity has been defined as “the have been taken up. We always focus national park and world heritage sites transmission lines. At Mundra, we have variability among living organisms from on selection of local and diverse declared under applicable regulations noticed the presence of two near- Biomedical Waste 0.09 Ash 5,499,774.37 all sources and the ecological complexes species for such plantations. In Mundra, or international treaties ratified by India. threatened species as per the IUCN list, E-waste 3.49 PVC/Plastic Scrap 109.25 of which they are a part, and includes mangrove plantation has been done i.e. the Black Necked Stork and Snake Spent Resin 9.46 MS/Steel/Metal Scrap 1,382,845.99 diversity within species or between in coastal areas. Environmental Ecology and biodiversity value and Bird (Darter) which we monitor regularly species and of eco-systems”. Impact assessment is carried out presence of forest areas within a 10 km and plan conservation initiatives. Discarded Containers 19.25 Used RO Membrane 12.00 for prior approval of projects that radius of plant locations are mapped Used Oil 164.44 Paper & corrugated boxes 0.55 At Adani Power, we firmly believe that includes assessment of impacts on as part of EIA studies, conducted We are sensitive to the status of biodiversity and its related ecosystems flora and fauna. Site-specific wildlife through National Accreditation Board biodiversity values of these areas and Used Lead Acid Battery 13.59 Wooden Scrap 61.23 such as forests, grasslands, mangroves, conservation plans are prepared after for Education and Training (NABET) keep ourselves updated about any legal Chemical containers 1.02 Organic Waste 16.77 and urban areas, provide different scientific studies wherever applicable accredited expert agencies, at the development or compliance requirements Miscellaneous Waste 24.10 services to society, collectively known for environmental clearance and forest stage of environmental clearances for related to biodiversity hotspots. as Ecosystem Services. We recognise land diversions. Endangered flora and the new projects. Going beyond the the relationship between Ecosystem fauna within a 10 km radius of our legal requirements, we are sensitive

80 GRI G4-14, G4-EN11, G4-EN12, G4-EN13, G4-EN14, EU13, G4-EN20, G4-EN21, G4-EN24, G4-EN26, G4-EN29, G4-DMA-Biodiversity,G4-DMA-Emissions GRI G4-EN11, G4-EN12, G4-EN13, G4-EN14, G4-EN25, EU13, G4-EN23, G4-DMA-Effluents and Waste 81 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT SOCIAL PERFORMANCE Community and local communities for effective the implementing partner of the implementation of activities. This year Corporate Social Responsibility of Adani Vision of Adani Engagement and we did not receive any complaints from Group. The total investment made by Foundation the indigenous community groups Adani Foundation in the three sites, Development across our locations. however, was INR 247.6 Million. To accomplish passionate commitment to the social We approach community care with We comply with all applicable Implementation through Adani obligations towards communities, the same zeal and efficiency as we regulations for Resettlement and Foundation fostering sustainable and approach our business. We make Rehabilitation (R&R) in respective We initially started working with integrated development, thus strategic long-term investments which states. There was no cases of communities in and around Mundra, improving quality of life. yield life-long positive change to the infringement of rights of indigenous Gujarat, and slowly expanded our communities around us. We have a community groups across our locations. operations in the states of Gujarat, committed implementation team to We did not have any significant Maharashtra, Rajasthan, Himachal carefully choose and craft initiatives negative impact on local communities Pradesh, Madhya Pradesh, Chhattisgarh in alignment with current and future at any of our locations and there were and Odisha. We are aligning our Mission of Adani needs of the nation. no cases of physical or economic philosophy with Sustainable Foundation displacement of local people at our Development Goals in order to ensure We focus on a holistic socio-economic operations within the boundary of that the lives of the marginalised To play the role of a facilitator for development of the local communities this report during FY 2014-15. Land communities are substantially improved. the benefit of people without around our plant operations. We acquisition along with resettlement distinction of caste or community, believe in positive relationships that are and rehabilitation of all three power The comprehensive aim of the section or religion, class or creed built with constructive engagement plants, that are within the boundary Foundation is to enhance the living – in the fields of education, which enhances the economic, of this report, was completed before conditions of the communities in community health and promotion social and cultural well-being of FY 2014-15. For Mundra, land was which our operations are based. Our of social and economic welfare individuals and regions connected allotted for a much larger Special CSR always gives prime importance and upliftment of people in to our activities. We continuously Economic Zone developed by Adani to inclusive growth and equitable general. engage in dialogues, consultation, Ports and SEZ Limited and the land for development of the community. coordination and cooperation with the Power Plant is a part of the SEZ. community members to improve our For Tiroda Power Plant, Ramatola and Our Focus Areas sustainability performance and reduce Gandhiwad settlements which were business risks. The suggestions and part of Mendhipur and Kachewani grievances of local communities are villages in District Gondia, Maharashtra, responded with utmost importance. have been resettled and rehabilitated. In the coming years, we intend to take For Kawai, there was no resettlement up comprehensive impact assessment and rehabilitation. We adhere to studies to assess the full range of the applicable regulations and state the impacts including positive and government guideline for R&R and Education Community Health negative we create on the local all applicable requirements has been communities. We also understand complied with. the sensitivity of issues related to the cultural heritage of indigenous We strive to enrich the lives of people by The comprehensive aim of the Adani communities and therefore interact closely working with the communities with the local communities through where our services and operations Foundation is to enhance the living various formal and informal channels are situated. During FY 2014-15, we conditions of the communities in and carry out impact assessment of have invested approximately INR 52 our initiatives too. We have partnership Million through the various community Sustainable Livelihood Rural Infrastructure which our operations are based. with the governmental agencies, development initiatives that we have NGOs, Panchayati Raj Institutions (PRI) undertaken through Adani Foundation, 82 GRI G4-EC7, G4-EC8, G4-SO1, G4-SO2, EU22, G4-DMA-Indirect Economic Impacts, G4-DMA-Local Communities GRI G4-EC7, G4-EC8, G4-SO1, G4-DMA-Indirect Economic Impacts 83 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Our CSR Philosophy our own state-of-the-art schools for are being trained to be torchbearers for Community Health: ’Igniting minds The CSR agenda is planned in underprivileged students as well as their communities. DISHA – Career UDAAN Programme for healthy Life’ consultation with the community supporting Government Schools. This guidance to select a Udaan was initiated at Mundra in through a systematic independent is done through programmes and Supporting government schools right career option One of the aims of the Foundation is need assessment, as well as through projects aiming at enhancing teachers’ We support the government schools December 2010 with an objective to improve the quality of healthcare to provide inspirational exposure a Participatory Rural Appraisal (PRA). effectiveness, increase community to improve the quality of education In rural areas, interested and services and ensure easy accessibility tour to Adani Group. Subsequently, The inputs are then taken from an participation in kids’ education and through various targeted projects. aspiring students are often unable and availability of the services. this initiative was expanded to Advisory Committee, including senior improving school environment to make To enhance teachers’ performance to achieve their ambition owing Through our efforts, we also mobilise Tiroda and Kawai. We organise members from the Adani Foundation it conducive to learn and more child and effectiveness, teachers’ training to the lack of higher secondary the local community to avail these one to two days’ visit to site and eminent personalities from the centric and child friendly. and exposure tours are organised. education and adequate guidance. services. Assessing the needs of field. The CSR agenda is subsequently They are supported with e-learning to understand and appreciate the communities, strengthening industrial development and get deliberated upon and after careful Some of our projects in this focus area support too. To increase community We implemented DISHA to help the existing services and providing inspired to envision their career consideration, then processed by our aligned to sustainable development participation various trainings and students gain access to higher additional support has remained the paths at an early age. leadership in consultation with Adani goals include: events are organised for parents and education and provide them with key strategies of the programme. Foundation. School Management Committees. the best career options. Adani Vidya Mandir BaLA – Building as Learning Aid – The field visits also inspire the We facilitate improved access to quality students to contribute positively We ensure that all our initiatives are This project is aligned to ensure concept is used to improve the school We have adopted a number of healthcare services through Mobile towards the overall infrastructure successfully adopted by the community inclusive and equitable education and environment and to make it more government schools at two of Healthcare Units, Rural Clinics and development of the nation. by ensuring their active involvement in promote life-long learning opportunity child-centric. Besides BaLA, school our locations- Kawai and Mundra innovative programmes like: the process of development. We carry for everyone. Adani Vidya Mandir sanitation, especially for girls, drinking – And support the government • Healthcare support to senior During FY 2014-15, more than out internal as well as external impact is a school that provides cost-free water facility and infrastructure scools at Tiroda under various citizens for cash free medical 25,000 students and teachers assessment of the community projects. education and overall personality improvement are done. Disha initiatives. Under this programme, services visited our power plants. development opportunities to kids Education and career guidance project, a trainer is employed in order to • Anemia Reduction Programme for Our CSR Initiatives coming from families whose annual Science on Wheels, Ken project, cycle give suitable guidance. We also women and adolescent girls at door Education: ‘Igniting minds for a income is less than INR 150,000. More and solar lamp support to girl students conduct career counselling in steps. brighter future’ than 1,200 students are enrolled in are some of the other initiatives. More government schools for students • Kidney stone-awareness, prevention Adani Vidya Mandirs situated near our than 50,000 students have benefited from standards 9 to 12. and care project We focus on enhancing the quality Power Plant and Corporate Office and as part of these initiatives. • De-addiction campaign of primary education by establishing

Mobile Health Care Units (MHCU)

Lack of medical facilities coupled with inadequate transportation poses great hardship for underprivileged local communities. The main objective of the MHCU is to reduce travel time, hardships and expenses, by increasing availability and convenience of quality healthcare services to the remote villages. Four MHCUs cover more than 75 villages and six fisherfolk settlements. There are 110 types of medicines available along with equipment for examining blood pressure and diabetes. This initiative has proved to be a boon for women and children as well. During this year, more than 143,000 treatment cases were registered by MHCUs.

Children Education E-Learning Support

Bicycle Support to Government Schools Support to Government Schools Mobile Healthcare unit

84 GRI G4-EC7 GRI G4-EC7 85 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Rural Infrastructure Development: Various projects are implemented ‘Ignited minds for better living’ under rural infrastructural development We have promoted which includes: the development of Rural life can be uplifted by providing proper infrastructure that enables Water Conservation and Recharge rural infrastructure empowerment. This includes access Structures to resources, increase in the available Water conservation is a very important such as approach choices in rural livelihoods, increased area under Rural Infrastructure roads, school avenues for income generation, safe Development. Construction of check and clean sources of drinking water, dams, safety wall or rainwater drains for buildings, and access to quality healthcare systems, proper water management, deepening leads to better productivity, reduction of ponds, farm ponds and other rain healthcare facilities, in morbidity and stress, adequate water harvesting systems are taken up recreational zones. employment and increased agricultural in consultation with village people and income and savings. the government authorities.

We have promoted the development of Drinking water project rural infrastructure such as approach Potable drinking water is a basic roads, school buildings and healthcare requirement of any village. For better facilities, recreational zones like garden, health and hygiene we have provided sports ground and water storage tanks RO plant to provide clean water to with optimum participation of the local whole village. people.

Solar Street Lightning project Sustainable Livelihood Development: actively provided amenities like • Adani Skill Development Centre We have installed solar lights for ‘Igniting minds for Empowered life’ good roads to reach ports, platforms for providing vocational trainings: promoting alternate and green energy. for drinking water, solar light, space This included tailoring, IT-Basic We have started by installing 110 solar The provision of sustainable livelihoods for drying fish etc. We provided computer, checker cum RTG crane street lights in 55 locations. helps in transforming lives by increasing constructions of temporary operator, light motor vehicle, Tally, the employability of the local youth residence of fisherman so that they sewing and garment making, basic Community Development-related to give them a constant source of can have a healthy lifestyle under embroidery trainings etc. Infrastructure Projects income making their families happy the Fisherman Housing Programme. • Natural resource management We have undertaken the construction and confident about their future. Our These include the following: programmes including: of safety wall or rainwater drains for strategy is to analyse and identify • Machimaar Awas Yojana • Biogas construction program proper water management, culverts the gaps in capacities and available • Machimaar Sugam Path Yojana • System of Rice Intensification for strengthening the approach road, options of livelihood generation, profile • Machimaar Sadhan Sahay (SRI) sabha mandap and community hall for the existing community institutions, Yojana • Cow-based economy initiatives common gatherings, houses for below develop the capacities of people and • Machimaar Shudh Jal Yojana • Inland fisheries through poverty line people, shradhanjali shed, build the necessary links. This will not • Machimaar Akshaya Kiran cooperative societies Anganwadi, village entrance gate, only provide gainful engagement but Yojana • Computer plus training programme farm ponds, cultural stage, rain water also light up lives with a direction, • Vidya Deep Yojana to develop employability in youth harvesting systems. purpose and intent. • Machimaar Arogya Yojana and enhanced skills among the • Machimaar Kaushalya Vardhan youth in villages. Kaushalya Vardhan Kendra We have focused our efforts on the Yojana • Tree plantation drives awareness for A training centre cum Kaushalya following initiatives: • Machimaar Ajivika Uparjan environmental protections among Vardhan Kendra is one of the best • Livelihood projects have been Yojana the local communities. examples of Kutchhi traditional art. It implemented for the fisher folk • Agriculture and animal husbandry is prepared by mud work and consists communities at their fishing • Women empowerment projects of big hall for computer coaching and hamlets near our Mundra site where through other rooms for medical centre and they migrate for seven to eight • Self-help groups office work. months in a year. In order to raise • Skill upgradation trainings to the standard of living of fisherman encourage entrepreneurship community Adani Foundation

86 GRI G4-EC7 GRI G4-EC7 87 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT

Water Resource For Better Living-Household Biogas Development at Tiroda by Adani Foundation (Tiroda)

With a vision to raise the quality of life of people in the surrounding The Adani Foundation recognised the need for biogas in households, that villages, we have implemented can replace traditional chulhas and make cooking easy for the villagers. Every water resource development beneficiary had to contribute INR 2,000 in cash and spare one labour from their programmes and water harvesting. family for the construction of a biogas plant. This helped women to devote more A total of 34 villages have time to their household, provide a smoke-free environment and thus reduce been covered under the water indoor pollution. By-products like bio-slurry is also used in agriculture. conservation mission.

We were involved in deepening of 59 ponds and 26 streams which created an extra storage of 3.16 lakh Cum and 30645 Cum respectively. We also have constructed 43 farm ponds and two check dams in Bhivapur and Chikhli villages.

A total of 952 farmers who own land in the command area of the water bodies have directly benefitted as a result of this initiative. In FY 2014-15, we contributed significantly to “Jal Yukt Siwar Abhiyan” – a Government of Maharashtra water conservation scheme.

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Case study 1 - Enriching Lives through Education. Case study 2 - Transforming Healthcare. Transforming Lives. In addition to catering to the immediate needs of the prime beneficiary, the Adani Senior Citizen Health card scheme also tries to look at larger social objectives through its mobilisation activities. Apart from providing The senior citizen health card In addition to catering to the immediate excellent scheme in Mundra, targets the senior needs of the prime beneficiary, the academic services citizen population in the region by programme also tries to look at assisting them with primary and larger social objectives through its to the students, secondary healthcare needs. At mobilisation activities. The mobilisation, the same time, we are also working sensitisation programme are designed AVMB focuses on towards improving the social fabric in in such a way that it creates an enriching their the region. The Adani Senior Citizen awareness about old age issues not just Health card was initiated in 2011, among the family members but also young minds keeping in mind the prevalent old age among the community at large. Issues As a result of problems in the area. ranged from psychological assistance through a value- to senior citizens to their positioning in the scheme, the based education In addition, most students are first they are still rooted in their family The common picture in Kutch the social structure. generations schoolgoers and therefore structure and community values. with young children leaving their quality of life structure. various activities are organised to parents behind and migrating to Youth are especially involved in the improved among sensitise the parents about the The first time Karsan Bhai entered adjoining places in search of work discussions to help them gain insights structure of education provided. the school, on the occasion of posed a social problem. Under such from the same. As a result the quality the senior citizens, Community participation is seen to father’s day he was delighted. “I circumstances, the foundation of life improved among the senior The Adani Vidya Mandir, be of utmost importance to ensure a could not believe that Muskaan, my realised that it becomes extremely citizens, not just because of the health not just because Bhadreshwar (AVMB) started in continued enrolment in the school. daughter was able to recite such a difficult for the older people to services but due to the greater sense of of the health 2011. Apart from providing excellent beautiful poem”, he said. “It is such a survive with their health concerns solidarity in the community. academic services to the students, A number of interesting activities delight for me to see her evolve and taking a toll on their lives. services but due AVMB focuses on enriching their and community-based programmes grow at so many levels through her The scheme through its various young minds through a value-based are organised where parents can learnings from the school.” The Foundation, thereafter came measures had been able to revive the to the greater education structure. Most of the participate. Such activities along up with the health card scheme core essence of our culture where we sense of solidarity students are from underprivileged with the value based curriculum whereby health subsidies and tend to extend our support not only economic backgrounds and from help the student acquire academic primary healthcare services along to our near and dear ones but also our in the community. the neighbouring fishermen villages. competencies and at the same time with surgeries were being provided. community members.

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Case study 3 - Improving Sanitation. Broadening Smiles. Case study 4 - Creating Cleaner Households with Biogas

Youth involvement and the absence of sanitation units In a lot of areas, to ensure adequate In Tiroda, Maharashtra, the installation in the area was handled in a number representation of different age in various of innovative ways where members groups in the deliberations, parents of a biogas unit resulted in young of different age groups were made to of the kids were made to participate daughters starting to help their mothers projects lead participate. through activities like elocution, to a completely rallies, etc. in the kitchen work. Various pressure tactic tools were new change in used to initiate the campaign which One of the beneficiaries, Lalji involved great scope for community Kaka, finally agreed to construct the community participation. Some of the processes a toilet unit in his house after his benefitting the included ‘Matka’ meetings where six-year-old grandson persuaded discussions and deliberations regarding him for the cause through the thali overall population. the same would take place till the bajao campaign. “The little one’s matka runs out of water. enthusiasm forced me to agree for the construction. I have come to Youth involvement in various projects Further, interesting ways were realise that hygienic sanitation units lead to a completely new change displayed through the ‘Thali bejeo’ are a necessity not just for old people in the community benefitting the campaign where small children from like us but also for small children to overall population. Under the total the community were instructed to raise keep them safe from diarrhoea” said sanitation programme a number of awareness regarding the same, Most Lalji Kaka. innovative methods had been used to of these methods were designed to make people aware of the issue and incorporate youth, children and women join the movement. Under-utilisation to participation for the cause.

To ensure adequate representation of different age groups in the deliberations, Young daughters are able to help helped women regain that sense of parameters complement each other. their mothers now thanks to the solidarity and sisterhood. By reducing It is extremely important to work in parents of the smoke–free environment created her work load, it not only allowed her accordance to the social fabric that kids were made by the biogas unit set up by the to spend more time with her family but the community is a part of to come Foundation. “These days even my also gave her a chance to participate up with successful and replicable to participate teenage daughter does not mind in various activities at the community models. A social, sustainable and coming and helping with my kitchen level. participatory approach is thus the through activities chores. She is all the more excited to essence of Adani Foundation. like elocution, cook on the gas top as it is hassle- What needs to be remembered is the free and does not create any dirt,” fact that an overall well-being of the rallies, etc. said Satyakal Tai. The intervention in community can only be achieved when terms of the biogas plants in a way the social processes along with other

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Impact measurement gets evaluated internally at Adani has conducted an external impact Society Grievance Mechanism three grievances through both formal We conduct both internal and external Foundation. We have implemented a assessment of CSR interventions and In an effort to ensure effective and informal channels at Mundra. All Youth involvement impact assessments for various projects system of conducting site-wise third changes happened in the identified social development, we engage the grievances received from the local in various undertaken for the community. Impact party impact assessments once every villages for CSR activities within a radius with our stakeholders and listen and communities are reviewed at individual assessment is done with stakeholders three years. of 10 km of the operating locations learn from them in order to gauge plant head level and resolved with projects lead (villages, PRI, school beneficiaries, during the last three years (FY 2012-13 their requirements. We believe in a the suitable action. Besides, various government authorities etc.) in order During the year, Indian Institute to FY 2014-15). participatory approach for development suggestions and demands are received to a completely to evaluate the project and understand of Social Welfare and Business and therefore, we have instituted from local community members at Tiroda new change in their level of satisfaction. Each project Management (IISWBM), Kolkata, a feedback mechanism for local and Kawai through the informal channel. communities at all our locations. Whenever suggestions or demands the community We receive feedback both through are received from any member of local Findings of Social Findings of Social Findings of Social formal and informal channels. This community, it is re-routed through the benefitting the Impact Assessment at Impact Assessment at Impact Assessment at includes letters, e-mails, one-to-one Gram Panchayat and discussed in the overall population. Mundra Tiroda Kawai verbal communication etc. We then village development committee. Our CSR record these feedbacks, including team at all operating locations, provide The analysis of overall social The analysis of overall social The analysis of overall social the appreciation received for our support to the community if suggestions impact of setting up and impact of setting up and impact of setting up and programmes implemented, as well as and demands are related to community operating the Mundra Power operating the Tiroda Power Plant operating the Kawai Power Plant grievances or expectations from local benefits. Plant reveals that inter-village reveals that inter-village roads reveals that inter-village roads people. During FY 2014-15, we received roads and intra-village road and intra-village road network and intra-village road network network has improved. Focussed has improved. Focussed group has improved. Focussed group group discussions conducted in discussions conducted in CSR discussions conducted in CSR CSR villages show that access villages show that access roads villages show that access roads roads have improved in more than have improved in more than have improved in more than 30% villages within the study 85% villages within the study 80% villages within the study area. Similarly, in more than 65% area. Similarly, in more than 80% area. Similarly, in more than 63% villages, internal village roads have villages, internal village roads have villages, internal village roads improved. Availability and quality improved. Availability and quality have improved. Availability and of drinking water has improved in of drinking water has improved in quality of drinking water has more than 25% villages. Besides, more than 70% villages. Besides, improved in more than 60% study findings includes that study findings includes that villages. Besides, study findings there has been improvement there has been improvement includes that there has been in educational facilities, health in educational facilities, health improvement in educational facilities, drainage facilities and facilities, drainage facilities and facilities, health facilities and sanitation facilities in the villages. sanitation facilities in the villages. electricity facilities in the villages. Vocational training opportunities Vocational training opportunities Vocational training opportunities have also been improved. have also been improved. Similar have also been improved. Similar scale of improvement is found in scale of improvement is found in the irrigation facilities and modern the irrigation facilities and modern equipment (tractor, harvester, equipment (tractor, harvester, etc.) for agricultural activities, etc.) for agricultural activities and veterinary services/facilities and veterinary services/facilities. sports facilities.

94 GRI G4-EC7, G4-SO1 GRI G4-EC7, G4-SO1, G4-SO11, G4-DMA-Grievance Mechanism for Impacts on Society 95 COURAGE TRUST ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 COMMITMENT SECURITY AND ASSET PROTECTION

We care for our assets that cover raw based on – Principles and Procedures, and attendance regularisation. There We have implemented five layers perimeter security, patrolling, manning control at entrance plaza, foot material, plant and machineries and our Technology Solutions and People. are three types of devices installed: of security measures within our security gates, material movement and vehicular perimeter patrolling, workforce. Fingerprint Optic Power (FOP), organisation which includes the outer control, ID card check and visitor security illumination of the plant, We have recently installed the Fingerprint Optic Wireless (FOW) and physical perimeter security, inner control. They are adequately supported CCTV surveillance. The outer physical For asset protection, we have Integrated Biometric Access Control Card Access Devices. physical security, security automation, by digital recording and CCTV perimeter security consist of gate implemented asset security using System (IBACS) devices inside our vigilance network and review audits surveillance. access controls, security automation, globally-accepted best practices premises to stop unauthorised entries and implementation of corrective deployment of guards for patrolling. measures. We have deployed security The inner physical perimeter security persons in our organisation for check includes one point access

FIGURE 29: Security Protocol at locations FIGURE 28: Security Systems

• Location / Layout Outer physical perimeter security measure • Barriers / Doors • Locks & Bolts • Lighting

Review, audit and Inner physical ARCHITECTURAL corrective measure security measure FEATURES

ELECTRONIC STAFF AND SYSTEM PROCEDURES

Vigilance network Security Automation • Access Control • Deployment Policies measure measure system and procedures • Alarm system • Communications • CCTV system Training • Communications We have Security Control and Response communications systems. The Control Principles and Procedures Centres (SCRC) which serve as security Centre operations are applied in two In line with the group Security Policy, operations centres from where the contexts that are emergency and each operating location of Adani Power entire gamut of security systems are non-emergency. In the non-emergency has the following procedures: monitored and controlled. It is a focal situations, SCRC maintains MIS, 1. The Security Management Plan: point for monitoring various security monitors the e-Surveillance, access Each of our operating sites has a systems such as electronic access control, patrolling and other routine security management plan that is control system and closed-circuit processes. In emergency situations it prepared by the security head and television (CCTV) and emergency acts as a decision centre for the Plant. approved by the CEO. It outlines

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the immediate, medium-term and and visitors to the fact that they are asset protection teams in detecting, security personnel is conducted at the The security personnel whose services External agencies are invited to train long-term physical asset security not just recipients of a service but are analysing and effectively responding to plant level by utilising the services of are obtained through external agencies both on roll and contractual personnel requirements of a site. also stakeholders in asset protection. various threats in the environment. both internal and external resources. are also trained in Human Rights in the art of self-defence, with a focus Regular communication meetings and The training at the plant level is done aspects. The average frequency of on the Israeli self-defence format 2. The Security Procedures Manual induction events are organised by the People on a fortnightly basis through the such training is on a fortnight basis. known as KAPAP (face to face combat). This is a compendium of the site management for the workforce. The most visible and easily understood departmental communication meeting The service providers are evaluated They are also made aware of their own site specific standard operating element of asset protection is the where Human Rights is also an agenda. with respect to their adherence to rights in the areas of social security, procedures for the routine and Technology Solutions guarding of assets by human resources. Besides this, training capsules are also Human Rights aspects besides financial family welfare and statutory rights. non-routine activities of the Technology solutions have paved Recognising their importance, we conducted by the plants through video stability and statutory compliances. During FY 2014-15, we conducted Security department. These SOPs the way for more effective, efficient acquire, train and retain the best conferencing. Aspects of Human Rights They are impressed upon to include dedicated trainings on Human Rights are reviewed on an yearly basis and and responsive asset protection talent in asset protection. Besides, the are also communicated in an informal human rights awareness training in for our security personnel at all the verified by corporate security head. programmes at a lower cost. We outsourced service providers are also manner using various incidents, news their basic and refresher training. three locations and 100% of security have invested heavily in enabling subject to the continual training for articles and mock drills. This ensures Refresher training is conducted within workforce is covered. These policies and procedures are our asset protection teams with the development. that the security workforce is updated the premises for four hours per man per regularly communicated to all relevant latest technology tools to mitigate and sensitised towards Human Rights month. stakeholders through periodic training, asset security threats at our sites. Our security personnel are trained issues. communication meetings, process High-end access control tools, closed on various aspects of our security reviews and in informal gatherings. We circuit TV camera networks and latest management approach including sensitise employees, contract workers video analytics tools to assist the non-usage of force. The training of

98 DMA-Security and Asset Protection DMA-Security and Asset Protection 99 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 CONVERSION FACTORS APPENDICES CONVERSION Conversion Factors 101 Independent Assurance Statement 102 GRI Content Index 105 NVG Mapping 111 FACTORS Glossary 112

Sl. No. Parameter Conversion Factors 1. Energy 1 Gcal = 4.1868GJ 1 KWh = 0.0036 GJ 2. GHG Emissions Purchased electricity from the grid

1 MWh = 0.82 tCO2e

Global Warming Potentials (tCO2e)

CO2 = 1

CO4 = 21

N2O = 310

SF6 = 23,900 Emissions Due to Air Travel:

Domestic (<463 km) = 0.00017147 tCO2e per person-km

Short Haul (>=463 km and <1108 Km) = 0.000097 tCO2e per person-km

Long Haul (>1,108 km) = 0.00011319 tCO2e Emissions Due to Logistics of Input Material and Waste:

Road Transport = 0.000204 tCO2e per tonne-km

Rail Transport = 0.0000174 tCO2e per tonne-km

Sea Transport = 0.0000332 tCO2e per tonne-km 3. Water 1 KL = 1 m3 4. Fuels Furnace Oil 1 KL = 0.96 MT GCV = 10,500 Kcal/Kg Diesel 1 KL = 0.85 MT GCV = 10,500 Kcal/Kg 5. Health and safety 1 Fatality = 6,000 person-days lost

100 101 Rajasthan Limited (APRL), at Kawai, • General Standard Disclosures: • Anti-corruption – G4-SO3 to 5; INDEPENDENT ASSURANCE STATEMENT Rajasthan. The reported information on • Compliance – G4-SO8; General Standard Disclosure Introduction particular, the assurance engagement • Confirmation of Sustainability As part of the engagement, we have generally meets the disclosure Product Responsibility DNV GL represented by DNV GL included: Disclosures related to GRI G4 – ‘in verified the statements and claims requirements for ‘in accordance’ • Power Outage Frequency – Business Assurance India Private accordance’-Comprehensive as made in the Report. In doing so, we – Comprehensive and the reasons EU28 Limited (‘DNV GL’) has been • The verification of the qualitative declared by Company. have: for omissions and partial disclosure • Average Power outage duration commissioned by the management and quantitative information were explained to us and included – EU 29 of Adani Power Limited (APL or ‘the on sustainability performance The reporting aspect boundary is based • Reviewed the Company’s approach in the Report. • Average plant availability factor Company’) to carry out an independent disclosed in the report covering on the internal and external materiality to stakeholder engagement and its by energy source and regulatory assurance engagement on the Economic, Environmental and assessment predominantly covering materiality determination process; • Specific Standard Disclosures: regime- EU 30. Company’s Sustainability Report FY Social performance of the activities Company’s operation at Mundra and 2 The reported information related 2014 -15 (‘the Report’) in its printed undertaken by the Company over Susbsidiaries (i.e. APML, APRL) as set • Verified the sustainability-related to Specific Standard Disclosures We have evaluated the Report’s format. This assurance engagement the Reporting period April 1, 2014 out in the report. During the assurance statements and claims made in the generally meets the disclosure adherence to the following principles has been conducted against the to March 31, 2015 and based on process, we did not come across Report and assessed the robustness requirements for ‘in accordance’ on a scale of ‘Good’, ‘Acceptable’ and the AccountAbility principles and the Global Reporting Initiative G4 limitations to the scope of the agreed of the data management system, – Comprehensive, covering the ‘Needs Improvement’: specified performance information Sustainability Reporting Guidelines assurance engagement.The reported data accuracy, information flow and generic disclosures on Management AA1000AS (2008) Principles for a Type 2, Moderate Level of (GRI G4) and Electrical Utility Sector data on economic performance and controls; Approach (DMA) and Performance assurance, in accordance with the Disclosures; Contribution to Adani foundation (CSR Indicators for identified material Inclusivity: requirements of AA1000AS (2008) expenses) is based on audited financial • Examined and reviewed documents, aspects as below: The stakeholder identification and DNV GL Protocol for Verification of • Review of the policies, initiatives, statements by the Company’s statutory data and other information made and engagement process includes Sustainability Reporting (‘VeriSustain’ practices and performance auditors. No external stakeholders were available by the Company; Economic engagement with key stakeholders - available on request from www.dnvgl. described in the Report including interviewed as part of this assurance • Economic Performance – G4- to identify key sustainability com ). The verification was conducted external references; engagement. • Conducted in-person interviews EC1 to 4; challenges and concerns through during August – October’ 2015, for the with top and senior management • Indirect Economic Impacts – G4- different channels and the process year of activities covered in the Report • Evaluation of the AccountAbility Verification Methodology team of Company and other EC7 & 8; is documented. The material issues i.e. April 1, 2014 to March 31, 2015. principles and specified This assurance engagement was representatives, including data • Procurement Practices – G4- emerging from the stakeholder performance information,described planned and carried out in accordance owners and decision-makers from EC9; engagement were collected and The intended users of this Assurance below, for a Type 2, Moderate Level with Account Ability’s AA1000 different divisions and functions of • Availability & Reliability – EU10; prioritized, and the results are fairly Statement are the management of of assurance, in accordance with Assurance Standard 2008 ((AA1000AS the Company; • System Efficiency – EU11 & 12. reflected in the Report. In our opinion, the Company. The management of the requirements of AA1000AS (2008)) and VeriSustain. The Report the level at which the Report adheres the Company is responsible for all (2008) detailed below; has been evaluated against the • Performed sample-based reviews of Environmental to this principle is ‘Good’. information provided in the Report as principles of Inclusivity, Materiality the mechanisms for implementing • Materials – G4-EN1; well as the processes for collecting, - Information related to the and Responsiveness as set out in the Company’s sustainability related • Energy – G4-EN3,5 & 6; Materiality: analysing and reporting the information Company’s Sustainability AA1000AS (2008) and the Reliability policies, as described in the Report; • Water – G4- EN8 & 10; The materiality determination process presented in the printed reports. Our Issues,responses,performance of specified sustainability performance • Biodiversity – G4-EN11 to 14; was validated based on inputs from key responsibility regarding this verification data,case studies and underlying information, as required for a Type 2, • Performed sample-based checks EU13; stakeholders including global and peer is of the Sustainability performance systems for the management of moderate level assurance engagement, of the processes for generating, • Emissions – G4-EN15 to 21; sector report, company policies, value disclosed in the Report only and in scuh information and data; and adherence to the additional gathering and managing the • Effluents and Waste – G4- chain impacts of operations, business accordance with the agreed scope principles of Completeness and quantitative data and qualitative EN22 to 26; risks and and Senior Management at of work with the management of the - Information relating to Neutrality as set out in VeriSustain. information included in the Report. • Compliance – G4-EN29; APL. The Report focusses its disclosures Company. The assurance engagement the Company’s materiality on key material aspects at macro level is based on the assumption that the assessment and stakeholder During the Assurance Engagement, we Conclusion Social and has not missed out any known data and information provided to us engagement processess; adopted a risk based approach, i.e. we In our opinion, based on the scope Labour Practices and Decent Work material aspects. The management of is complete and true. We expressly concentrated our verification efforts on of this assurance engagement, • Employment – G4-LA1 to 3; EU APL has established internal process disclaim any liability or co-responsibility • Evaluation of the disclosed General the issues of high material relevance the disclosures on sustainability 14, 15,17; for monitoring and management on for any decision a person or entity and Specific Standard Disclosures to Company’s power generation (O&M) performance reported in the Report • Occupational Health and Safety a continual basis for their long term would make based on this assurance for ‘in accordance’-Comprehensive business and its key stakeholders. As along with the referenced information – G4-LA5 to 8; EU 16 &18; organisational sustainability. In our statement. reporting requirements covering part of verification, we visited Adani provides a fair representation of the • Training and Education – G4- opinion, the level at which the Report the systems, and the processes Corporate Office at Ahemedabad, and material aspects, related strategies, LA9 to 11; adheres to this principle is ‘Good’. Scope, Boundary and Limitations of which Company has in place three (3) operational sites located in disclosure on management approach Assurance for adherence to the Reporting India i.e.APL Mundra,Gujarat and two and performance indicators and Society Responsiveness: The scope of assurance includes the Principles set out in GRI G4; subsidiary companies Adani Power meets the general content and quality • Local Communities –G4-SO1 & We consider that the Report has review of Economic, Environmental Maharashtra Limited (APML), at requirements of GRI G4 i.e., SO2; EU22 adequately disclosed the strategies and Social Disclosures in the Report. In Tiroda, Maharashtra and Adani Power 102 GRI G4-32, G4-33 GRI G4-32, G4-33 103 SUSTAINABILITY REPORT 2014-15 GRI CONTENT INDEX and management approach related to Specific Evaluation of the management of the Company and GRI CONTENT INDEX identified key sustainability aspects information on Sustainability are not considered for drawing our and challenges considering the overall Performances conclusions on the Report; however sustainability context of the Electric We consider the methodology and they are generally consistent with the Utilities sector for its operation and process for gathering information management’s objectives: maintenance activities. Sustainability developed by the Company for its performance of project activities, and sustainability performance reporting • The future report may identify transmission and distribution business to be appropriate and the qualitative material aspects and expand are excluded from reporting boundary and quantitative data include in the aspect boundary to include as on completion of projects the Report was found to be identifiable and project activities and also consider assets were transferred to operation traceable; the personnel responsible reporting on Aspect-specific DMA and maintenance of power business were able to demonstrate the origin related to identified material and transmission and distribution and interpretation of the data and its aspects. business was trsnsfered to a separate reliability. We observed that the report group entity during the reporting year. presents a faithful description of the • Carry out comprehensive risk Considering the scope and boundary of Company’s sustainability activities. assessment of value chain partners reporting as set out in the report, in our and disclose the sustainability opinion, the level at which the Report Additional parameters as per DNV performance and impact of key adheres to this principle is ‘Good’. GL’s Protocol value chain chain partners. General Standard Disclosures Completeness: The Report has fairly General Standard Page Omissions External Assurance Reliability: reported the General and Specific • Sustainability performance may be Disclosures The majority of data and information Standard Disclosures including benchmarked with peers to further Strategy and Analysis verified at the Corporate Office and the management approach, strengthen the disclosure of the three operational sites were found to be monitoring systems and sustainability sustainability impacts of material G4-1 Page 14-15 Yes Page 102-104 accurate. Some of the data inaccuracies performances indicators against GRI G4 aspects and strategic responses G4-2 Page 14-15, 22-23 Yes Page 102-104 identified during the verification requirements corresponding to the ‘in to material issues and stakeholder Organisational Profile process were found to be attributable accordance’ – Comprehensive option. expectations. G4-3 Page 6 Yes Page 102-104 to transcription, interpretation and The reporting boundary is limited to G4-4 Page 7-8 Yes Page 102-104 aggregation errors and the errors were O&M activities and excludes Projects DNV GL’s Competence and communicated and subsequently and Transmission business. In our Independence G4-5 Page 6 Yes Page 102-104 corrections made in the reported data opinion, the level at which the Report DNV GL is a global provider of G4-6 Page 7 Yes Page 102-104 and information. Hence in accordance adheres to this principle is ‘Acceptable’. sustainability services, with G4-7 Page 8 Yes Page 102-104 with AA1000AS (2008) requirements qualified environmental and social G4-8 Page 50-51 Yes Page 102-104 for a Type 2, moderate level assurance Neutrality: The disclosures related to assurance specialists working in over engagement, we conclude that the sustainability issues and performances 100 countries. DNV GL states its G4-9 Page 8, APL’s Annual Report for Yes Page 102-104 specified sustainability data and are reported in a neutral tone, in terms independence and impartiality with FY 2014-15 - Pg. 22* information presented in the Report is of content and presentation. In our regard to this assurance engagement. G4-10 Page 8, 54-55 Yes Page 102-104 generally accurate and reliable. In our opinion, the level at which the Report We were not involved in the preparation G4-11 Page 59 Yes Page 102-104 opinion, the level at which the Report adheres to this principle is ‘Good’. of any statements or data included in G4-12 Page 66-68 Yes Page 102-104 adheres to this principle is ‘Acceptable’. the Report, with the exception of this Opportunities for Improvement Assurance Statement. We maintain G4-13 Page 6-8 Yes Page 102-104 The following is an excerpt from complete impartiality toward any G4-14 Page 25-26, 80 Yes Page 102-104 the observations and opportunities people interviewed. * Adani Power Annual Report link – http://www.adanipower.com/Common/Uploads/FinanceTemplate/1_FFReport_APL_AR_2014-15.pdf for improvement reported to the

Vadakepatth Nandkumar Balasubramoniam, Sivasubramaniam Project Manager, Regional Sustainability Manager – India, Sri Lanka & Bangladesh DNV Assurance Reviewer, DNV GL Business Assurance India Private Limited, India. GL Business Assurance India Private Limited, India. Bangalore, India, October 30, 2015

104 GRI G4-32, G4-33 105 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 GRI CONTENT INDEX

General Standard Page Omissions External Assurance General Standard Page Omissions External Assurance Disclosures Disclosures G4-15 Page 11 Yes Page 102-104 Governance G4-16 Page 34  Yes Page 102-104 G4-34 Page 39 Yes Page 102-104 EU1 Page 6 Yes Page 102-104 G4-35 Page 40 Yes Page 102-104 EU2 Page 47 Yes Page 102-104 G4-36 Page 40 Yes Page 102-104 EU3 Page 50 Yes Page 102-104 G4-37 Page 40 Yes Page 102-104 G4-38 Page 38-39 Yes Page 102-104 G4-39 Page 39 Yes Page 102-104 EU4 Page 48 Yes Page 102-104 G4-40 Page 40 Yes Page 102-104 EU5 Allocation of CO2 Emissions allowances or Yes Page 102-104 G4-41 Page 39, 43 Yes Page 102-104 equivalent, broken down by carbon trading framework. G4-42 Page 43 Yes Page 102-104 G4-43 Page 39-40 Yes Page 102-104 Not applicable: Adani Power does not participate in any carbon emission trading G4-44 Page 40-41 Yes Page 102-104 framework. G4-45 Page 26,41 Yes Page 102-104 Identified Material Aspects and Boundaries G4-46 Page 26 Yes Page 102-104 G4-17 Page 8 Yes Page 102-104 G4-47 Page 43 Yes Page 102-104 G4-18 Page 21-23 Yes Page 102-104 G4-48 Page 41 Yes Page 102-104 G4-19 Page 22 Yes Page 102-104 G4-49 Page 26, 40 Yes Page 102-104 G4-20 Page 22 Yes Page 102-104 G4-50 Page 40 Yes Page 102-104 G4-21 Page 22 Yes Page 102-104 G4-51 Page 40, APL’s Annual report- FY Yes Page 102-104 G4-22 Page 11 Yes Page 102-104 2014-15 – Pg. 22-23* G4-23 Page 11 Yes Page 102-104 G4-52 Page 40, APL’s Annual report- FY Yes Page 102-104 2014-15 – Pg. 22-23 Stakeholder Engagement G4-53 Page 40, APL’s Annual report- FY Yes Page 102-104 G4-24 Page 19-20 Yes Page 102-104 2014-15 – Pg. 22-23 G4-25 Page 18-19 Yes Page 102-104 G4-54 Page 40, APL’s Annual report- FY Yes Page 102-104 G4-26 Page 19-20 Yes Page 102-104 2014-15 – Pg. 22-23 G4-27 Page 19-20 Yes Page 102-104 G4-55 40, APL’s Annual report- FY Yes Page 102-104 Report Profile 2014-15 – Pg. 22-23 G4-28 Page 11 Yes Page 102-104 Ethics and Integrity G4-29 Page 11 Yes Page 102-104 G4-56 Page 9, 43 Yes Page 102-104 G4-30 Page 11 Yes Page 102-104 G4-57 Page 43, 56 Yes Page 102-104 G4-31 Page 11 Yes Page 102-104 G4-58 Page 43, 56 Yes Page 102-104

G4-32 Page 11, 102-104, 106 Yes Page 102-104 * Adani Power Annual Report link – http://www.adanipower.com/Common/Uploads/FinanceTemplate/1_FFReport_APL_AR_2014-15.pdf G4-33 Page 11, 102-104 Yes Page 102-104

106 GRI G4-32 107 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 GRI CONTENT INDEX

Material DMA and Indicators Omissions External Specific Standard Disclosures Aspects Assurance Material DMA and Indicators Omissions External Water Aspects Assurance G4-DMA Page 74-75 Yes Page 102-104 G4-EN8 Page 74-75 Yes Page 102-104 Category: Economic G4-EN9 Page 75 No Economic Performance G4-EN10 Page 74 Yes Page 102-104 G4-DMA Page 46-47 Yes Page 102-104 Biodiversity G4-EC1 Page 46-47 Yes Page 102-104 G4-DMA Page 80 Yes Page 102-104 G4-EC2 Page 76 Yes Page 102-104 G4-EN11 Page 80-81 Yes Page 102-104 G4-EC3 Page 59 Yes Page 102-104 G4-EN12 Page 80-81 Yes Page 102-104 G4-EC4 Page 47 Yes Page 102-104 G4-EN13 Page 80-81 Yes Page 102-104 Indirect Economic Impacts G4-EN14 Page 80-81 Yes Page 102-104 G4-DMA Page 82-83 Yes Page 102-104 EU13 Page 80-81 Yes Page 102-104 G4-EC7 Page 82-84, 87-89 Yes Page 102-104 Emissions G4-EC8 Page 82-83 Yes Page 102-104 G4-DMA Page 76-77, 80 Yes Page 102-104 Procurement Practices G4-EN15 Page 76-77 Yes Page 102-104 G4-DMA Page 66-68 Yes Page 102-104 G4-EN16 Page 76-77 Yes Page 102-104 G4-EC9 Page 70 Yes Page 102-104 G4-EN17 Page 76-77 Yes Page 102-104 Availability and Reliability G4-EN18 Page 76-77 Yes Page 102-104 G4-DMA Page 14-15 Yes Page 102-104 G4-EN19 Page 77 Yes Page 102-104 EU10 Page 14-15 Yes Page 102-104 G4-EN20 Page 80 Yes Page 102-104 System Efficiency G4-EN21 Page 80 Yes Page 102-104 G4-DMA Page 45 Yes Page 102-104 Effluents and Waste EU11 Page 49 Yes Page 102-104 G4-DMA Page 74-75, 78-79, 81 Yes Page 102-104 EU12 Page 48 Yes Page 102-104 G4-EN22 Page 74-75 Yes Page 102-104 Coal Sourcing and Linkage G4-EN23 Page 81 Yes Page 102-104 DMA Page 52-53 No G4-EN24 Page 80 Yes Page 102-104 G4-EN25 Page 81 Yes Page 102-104 Category: Environmental G4-EN26 Page 80 Yes Page 102-104 Materials Compliance G4-DMA Page 52-53 Yes Page 102-104 G4-DMA Page 44-45 Yes Page 102-104 G4-EN1 Page 53 Yes Page 102-104 G4-EN29 Page 80 Yes Page 102-104 G4-EN2 Page 53 No Environmental Grievance Mechanisms Energy G4-DMA Page 44-45 No G4-DMA Page 48 Yes Page 102-104 G4-EN34 Page 45 No G4-EN3 Page 48 Yes Page 102-104 G4-EN4 Page 48 No Category: Social G4-EN5 Page 49 Yes Page 102-104 Subcategory: Labour practices and decent work G4-EN6 Page 49-50 Yes Page 102-104 Employment G4-EN7 Reduction in Energy requirements of No G4-DMA Page 54-55 Yes Page 102-104 products and services G4-LA1 Page 56 Yes Page 102-104 Not applicable: End use of our product i.e. G4-LA2 Page 59 Yes Page 102-104 electricity does not require any additional G4-LA3 Page 59 Yes Page 102-104 use of energy. EU15 Page 54 Yes Page 102-104 EU17 Page 54 Yes Page 102-104 EU18 Page 60 Yes Page 102-104 108 109 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 NVG MAPPING1

Material DMA and Indicators Omissions External Aspects Assurance 1 Occupational Health and Safety NVG MAPPING G4-DMA Page 60-62 Yes Page 102-104 G4-LA5 Page 60 Yes Page 102-104 Principle Page Number G4-LA6 Page 62-63 Yes Page 102-104 G4-LA7 Page 63 Yes Page 102-104 1 – Businesses should conduct and govern themselves with Ethics, Transparency and 9, 38-41, 42-43 Accountability G4-LA8 Page 59 Yes Page 102-104 Training and Education 2 – Businesses should provide goods and services that are safe and contribute to 48-51,74-81 sustainability throughout their life cycle G4-DMA Page 58-59 Yes Page 102-104 G4-LA9 Page 58-59, 62 Yes Page 102-104 3 – Businesses should promote the well-being of all employees 54-59 G4-LA10 Page 58-59 Yes Page 102-104 4 – Businesses should respect the interests of, and be responsive towards all stakeholders, 18-20 G4-LA11 Page 56 Yes Page 102-104 especially those who are disadvantaged, vulnerable and marginalized. Labor Practices Grievance Mechanisms 5 – Businesses should respect and promote human rights 59

G4-DMA Page 56 No 6 – Business should respect, protect, and make efforts to restore the environment 74-81 G4-LA16 Page 56 No 7 – Businesses, when engaged in influencing public and regulatory policy, should do so in a 34 Subcategory: Society responsible manner Local Communities 8 – Businesses should support inclusive growth and equitable development 82-95 G4-DMA Page 82 Yes Page 102-104 G4-SO1 Page 82-83, 94-95 Yes Page 102-104 9 – Businesses should engage with and provide value to their customers and consumers in 49-51 a responsible manner G4-SO2 Page 82 Yes Page 102-104 EU22 Page 82 Yes Page 102-104 Anti-Corruption 1 Please refer our Business Responsibility Report on page number 60 of Annual Report of Adani Power Limited for FY 2014-15 available at www.adanipower.com G4-DMA Page 43 Yes Page 102-104 G4-SO3 Page 43 Yes Page 102-104 G4-SO4 Page 43 Yes Page 102-104 G4-SO5 Page 43 Yes Page 102-104 Grievance Mechanisms for Impacts on Society G4-DMA Page 95 No G4-SO11 Page 95 No Subcategory: Product Responsibility Product Responsibility G4-DMA Page 51 Yes Page 102-104 EU-29 Page 51 Yes Page 102-104 EU-30 Page 51 Yes Page 102-104 Security and Asset Protection DMA Page 96-99 No

110 111 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 GLOSSARY GLOSSARY

Abbreviations Abbreviations A B A B AMA Ahmedabad Management Association FGD Focus Group Discussion AMPRI Advance Process Material Research Institute FICCI Federation of Indian Chambers of Commerce & Industry APL Adani Power Limited FMEA Failure Mode Effects Analysis APML Adani Power Maharashtra Limited FOP Fingerprint Optic Power APP Association of Power Producers FOW Fingerprint Optic Wireless APRL Adani Power Rajasthan Limited FSA Fuel Supply Agreement APSEZ Adani Ports and Special Economic Zone FTA Fixed Term Appointee APTRI Adani Power Training and Research Institute FY Financial Year ASC Apex Sustainability Committee GCCI Gujarat Chamber of Commerce and Industry AVT-OT All Volatile Oxygenated Treatment GDP Gross Domestic Product BoQ Bill of Quantity GHG Greenhouse Gas BRR Business Responsibility Reporting GJ Giga Joules CAGR Compound Annual Growth Rate GPTWI Great Place to Work® Institute CBD Convention on Biological Diversity GRI Global Reporting Initiative CCEA Cabinet Committee on Economic Affairs GSC Gujarat Safety Council CCL Central Coalfields Limited HCSD High Concentration Slurry Disposal CD Chart Datum HFO Heavy Fuel Oil CDM Clean Development Mechanism HH Hydrazine Hydrate CEA Central Electricity Authority HOD Head of Department CEMS Continuous Emissions Monitoring System" HR Human Resources CEO Chief Executive Officer HSD High Speed Diesel CERC Central Electricity Regulatory Commission HSE Health, Safety and Environment CFO Chief Finance Officer HSEQ Health, Safety, Environment, and Quality CII Confederation of Indian Industry HVDC High-Voltage Direct Current CIL Coal India Limited IBACS Integrated Biometric Access Control System CNG Compressed Natural Gas IEX Indian Energy Exchange COO Chief Operating Officer IFC International Finance Corporation CPU Condensate Polishing Unit IFE Institute of Fire Engineers CRO Central Risk Officer IISWBM Indian Institute of Social Welfare and Business Management CSIR Central Scientific and Industrial Research IPO Initial Public Offering CSO Chief Sustainability Officer IPPAI Independent Power Producers Association of India CSR Corporate Social Responsibility ISO International Standards Organisation CT Cooling Tower IT Information Technology DOA Delegation of Authority IUCN International Union for Conservation of Nature ECB External Commercial Borrowings KL Kilo litres EIA Environmental Impact Assessment KRA Key Result Area EPC Engineering, Procurement & Construction LCSD Lean Concentration Slurry Disposal ERP Enterprise Resource Planning LDO Light Diesel Oil ESMS Environmental and Social Management LPG Liquefied Petroleum Gas FAC Flow Accelerated Corrosion LTIFR Lost Time Injury Frequency Rate 112 113 ADANI POWER LIMITED SUSTAINABILITY REPORT 2014-15 GLOSSARY

Abbreviations Abbreviations A B A B MAAS Management Audit & Accounting System SEZ Special Economic Zone MCL Mahanadi Coalfield Limited SLDC State Load Despatch Centre MCM Million Cubic Metre SOP Standard Operating Procedure

MHCU Mobile Health Care Units SOX Oxides of Sulphur MIS Management Information Systems SPM Suspended Particulate Matter MMT Million Metric Tonnes SRC Sustainability Reporting Committee MMTPA Million Metric Tonnes Per Annum SRI System of Rice Intensification MOIS Micro Oil ignition System TNEB Tamil Nadu Electricity Board MoU Memorandum Of Understanding TNI Training Need Identification MT Metric Tonnes TPH Tonnes Per Hour MTPA Metric Tonnes Per Annum TSP Tri Sodium Phosphate MU Million Units UNFCCC United Nations Framework Convention on Climate Change MUPL Mundra Utilities Pvt. Ltd. UNGC United Nations Global Compact MW Mega Watt VRM Vendor Relationship Management NABET National Accreditation on Board for Education and Training WP Writ Petitions NIHL Noise Induced Hearing Loss NIO National Institute of Oceanography

NOX Oxides of Nitrogen NRI Non-resident Indian NSC National Safety Council NVG-SEE National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business O&M Operation and Maintenance ODS Ozone-depleting Substances OH&S Occupational Health and Safety PA Primary Air PCB Polychlorinated Biphenyls PIL Public Interest Litigations PLF Plant Load Factor PMS Performance Management System PNG Piped Natural Gas PPA Power Purchase Agreement PRI Panchayati Raj Institutions QCFI Quality Circle Forum of India R&R Resettlement and Rehabilitation RBI Reserve Bank of India RBIA Risk-based Internal Audit RLDC Regional Load Despatch Centre RMC Ready-Mix Concrete S&CSR Sustainability and Corporate Social Responsibility SCRC Security Control and Response Centres SEBI Securities and Exchange Board of India SECL South Eastern Coalfields Ltd. SERC State Electricity Regulatory Corporation

114 115 NOTES NOTES To, Santosh Kumar Singh (Chief Sustainability Officer) Adani Power Limited, Sambhaav House, Judges Bungalow Road, NOTES Bodakdev, Ahmedabad - 380 015, Gujarat, India FEEDBACK FORM

This is our first sustainability report released for the year FY 2014-15. We have presented our sustainability performance based on the identified material issues. We have also presented our future aspirations and our sustainable approach to achieve them. It is our endeavour to enhance our reporting as well as performance. We will appreciate any feedback that you would like to share which will help us achieve this goal.

1. What do you think of our performance in sustainable development?

Excellent Remarkable Good Needs Improvement 2. Please give your feedback to the following aspects: a. Data representation

Excellent Remarkable Good Needs Improvement b. Coverage of relevant issues

Excellent Remarkable Good Needs Improvement c. Reader friendliness

Excellent Remarkable Good Needs Improvement 3. Does this report answer your queries about Adani Power Limited?

4. What do you think is a highlight of the report?

5. Do you have any suggestions for improving our report content or sustainability performance? Please elaborate.

6. Which stakeholder group do you represent?

Government Shareholder Business Partner Customer Community Representative

NGO Academia Media Others (Please identify)______SUSTAINABILITY REPORT 2014-15

121 Adani Power Limited Achalraj, (Opp. Mayor Bungalow) Law Garden Ahmedabad 380 006 Gujarat, India

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