Adani Group Brochure

8/3/2019 Adani Group Brochure

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2020

ADANI ENTERPRISES LIMITED.

BUSINESS-READY TODAY.

FOR AN EXCITING TOMORROW.

A

P R O D U C T • i n f o @ t r

i s y s c o m . c

o m



THIS ISINDIA’S

FUTURETHIS ISINDIA’S MORE PEOPLE.

HIGHER INCOMES.

MORE AUTOMOBILES.

LARGER HOMES.

GREATER AFFLUENCE.

BIGGER FACTORIES.

INADEQUATE ENERGY.LESS FOOD.

A team of committed professionals in contact with the

communities are planning and implementing developmental

programmes, through the active involvement andparticipation of communities. We believe in holistic

development, which is why we simultaneously work on a

variety of issues in each community. Our participatory

approach ensured a sense of ownership for the services

provided and the community wealth created.

Education: With an objective to improve the quality of

education in the schools, Adani Foundation provides material,

infrastructure and programme support in village schools.

Functioning through educational volunteers appointed at

schools, more than 17,000 children are covered under various

activities/programmes with guidance from the UNICEF. To

improve the quality of education, we adopted a three-

pronged strategy: teachers’ effectiveness, school

infrastructure and community participation

With the objective to provide competent manpower to the

infrastructure sector reeling under a sizeable shortage of

intellectual capital, Adani set up Adani Institute of

Infrastructure Management (AIIM) in Ahmedabad, which

offers one and two-year programmes for budding talent

looking to establish a career in this field and short-duration

packages for existing practitioners.

Community health: Adani Foundation provides basic

healthcare services at its three rural clinics and through twomobile vans catering to over 20,000 people every month. The

Foundation organises various health camps like eye check-up

camps, general health camps, gynaecology check-up camps

and blood donation camps at regular intervals. With an

objective to create awareness among people about various

health issues, immunisation, importance of vaccination during

pregnancy and general hygiene, we celebrate ‘Mamta Divas’

in villages.

Under the ‘Kidney Stone Project – Prevention, Detection and

Intervention’, which is in pilot stage, the Foundation caters to

patients suffering from kidney stone problems. The problems

are a result of the high salinity of water in the region. The

project has innovative featuresawareness campaigns through

the folk mediums of Bhavai, Dairo and street plays; detection

camps at cluster level and free treatment of all identified

patients. In addition to improving the quality of potablewater and, in turn, avoiding such ailments, we installed a

reverse osmosis (RO) machine for water purification across a

large number of schools.

Similarly, with an objective to develop and promote

sustainable solutions to the problems of inadequate

sanitation and promote hygienic environment, this campaign

was started in the cluster villages of Mundra taluka. This

programme recognises the diverse needs and capacities of

the communities in rural area and strives towards ‘Nirmal

Gram-Clean and Healthy Village’. The Adani Foundation was

successful in helping 21 villages achieve 100% sanitation

coverage.

In collaboration with the Government of Gujarat, Adani set

up the Gujarat Adani Institute of Medical Sciences, Bhuj, a

medical college attached to a state-of-the-art G.K. General

Hospital with most sophisticated equipment and facilities.

Sustainable livelihood development: We strive to bring

about change in the quality of life of communities. We work

through sustainable livelihood activities. We undertake skill

development activities for specialised services and

entrepreneurship for rural youth – men and women. Persons

have been trained in diesel engine repair and maintenance,

automobile repair and maintenance, beauty parlour training,sewing and garment making and car driving, among other

activities. We support village institute development through

self-help groups for women, farmers, youth and cattle

owners. Cattle owners were gratified as their cattle were

saved from epidemic diseases with timely intervention

through vaccination and cattle health camps. Ma jor

intervention in water conservation work is being done

through drip irrigation, check dams, canal construction, pond

deepening and pitching.

Adani Foundation donates to various institutions to sustain

initiatives for the community and society.



Adani Enterprises LimitedThe Adani Group (founded 1988) is one of India’s fastest-

growing business houses.

Adani metamorphosized from being a trusted trading house

into a multi-business conglomerate comprising commodity

trading on the one hand and the development of

infrastructure and energy business on the other.

Adani is among India’s top 10 business houses by market

capitalisation.

The Adani vision: To be a globally preferred business associate

– an entrepreneurial organisation having responsible concern

for employees, society, ecology and stakeholder value.

The Adani mission: To acquire, develop, assimilate and

manage knowledge; to profitably apply this across our

businesses for the benefit of stakeholders.

Acquire, develop, assimilate and manage knowledge: We

shall actively seek to become experts in our chosen domains.

Apply knowledge across our businesses: We shall apply our

domain expertise across businesses to deliver optimum valueto our stakeholders

THEADANI FOCUS.ENERGY SECURITY.FOOD SECURITY.SELF-RELIANT INDIA.



Our businessesCoal: Adani is the largest importer and supplier of coal in India

and enjoys mining rights in Indonesia and Australia. Adani

supplies nearly 30 million tonnes of coal in India; it expects to

manage 200 million tonnes of coal by 2020.

Agro-products: Adani is also engaged in the business of agro-

products (wheat, pulses and edible oil); its ‘Fortune’ brand is thelargest edible oil brand in India today.

Infrastructure: Adani has been engaged in the creation of a

port and a special economic zone, logistic management

(shipping to container train movement), storage and movement

(food grain and orchard products) as well as realty development.

Adani established India’s largest private sector port and Special

Economic Zone at Mundra (Gujarat) and is engaged in

developing ports/terminals at Dahej, Hazira and Mormugao. The

Group handles about 40 million tonnes of cargo, expected to

increase to 200 million tonnes by 2020.

Power: Adani is implementing 18,500 MW of power generationprojects at seven locations in India with the objective of raising STRATEGIC OVERVIEW1 The strategic acquisition of input resources (India and abroad)

THE SWEEPING

ADANI STRATEGY.

Adani

Enterprises

Limited

Coal

mining

Coaltrading

Powertrading

Ports,shipping and

logistics

AgrocommoditiesCity gas

distribution

Oil and gasexploration

Powergeneration

andtransmission



200million MT of coal resources (mined and managed) by 2020

200million MT of cargo handling capability by 2020

20,000MW of generation capacity to be commissioned by 2020

20 capsize ships with a 170,000 DWT capacity each by 2020

THE BIGADANI NUMBERS.



A HOLISTIC

ADANI APPROACH

THINKING BIG

FOR INDIA

THINKING BIG

FOR INDIA

THINKING BIG

FOR INDIA

Adani’s coal throughput (owned and traded) will account for close to half of India’s projected requirement.

Adani’s port infrastructure will handle close to one-sixth of the total cargo handled by minor ports of India.

Adani’s power generation capacity will be one-twelfth of India’s projected capacity.

TRADING BUSINESSCoal

Power

Agricultural products

Petroleum products

A HOLISTIC APPROACH. A DYNAMIC REALITY.Proactive creation of a holding company with focused subsidiaries

Rapid transformation from a trading house into an asset-backed conglomerate

Timely extension from the ownership of Indian resource assets to global ownership

Effective graduation from standalone to integrated businesses across the value chain

Prudent derisking of the business model for safe, secure and sustainable returns

Building on our trading and domain expertise to develop an attractive portfolio of steady

infrastructure assets.

ASSET OWNERSHIP

Coal mining

Arrangement to mine coal in In donesia and Australia

Arrangement to operate and develop coal mines in India

Allocation of captive coal blocks

Power generation

1,980 MW operational

18,500 MW under implementation

800 KM transmission lines operational

2,400 KM transmission lines u nder implementation

Port and shipping

Full-fledged port with comprehensive inland connectivity and mechanised cargo handling at

Mundra with a capacity of 150 MMTPA

Terminals at Dahej with a capacity of 20 MMTPA; developing ports at Hazira and Mormugao

Owns two CAPEsize ships; creating a captive fleet comprising 20 CAPEsize vessels

SEZ

One of India’s largest SEZs with excellent inland connectivity, utilities and social and recreational

infrastructure

Real estateProjects under development in Ahmedabad and Mumbai aggregating a saleable area of around

45 million sq. ft

Agro

Refining capacity of 4,040 tpd; crushing capacity of 5,850 tpd and hydrogenation capacity of

1,375 tpd

Post-harvest preservation infrastructure

– About 18,000 MT of controlled atmospheric storage capacity (CASF) for fruits and vegetables

– State-of-the-art silos for 5,50,000 MT of food grain storage and specially designed wagons for

grain movement

Oil and gas

City gas distribution across eight cities

Bunkering

Oil and gas exploration across eight blocks

A HOLISTIC

ADANI APPROACH



GROUP HOLDINGSTRUCTURE PROMOTER GROUP

Energy

Power generationAdani Power Ltd

(70.25% holding by AEL)

Oil and gas explorationAdani WelspunExploration Ltd

CASF for fruits andvegetables

Adani Agri-Fresh Ltd

DahejAdani Petronet (Dahej)

Port Pvt. Ltd

Gas distributionAdani Gas Ltd

Grain silos and wagonsAdani Agri-Logistics Ltd

HaziraAdani HaziraPort Pvt Ltd

Adani Township and RealEstate Company Pvt Ltd

Shantigram, Ahmedabad

BunkeringChemoil Adani Ltd

MormugaoAdani Mormugao Terminal

Port Pvt Ltd

Trading – power and coalTrading desk – AdaniEnterprises Ltd

Ship owningAdani Shipping Pte Ltd,Singapore

Integrated coalmanagement

Coal desk – AdaniEnterprises Ltd

LogisticsAdani Logistics Ltd

PortMundra Port and SEZ Ltd

(77.50% holding by AEL)

Real estatedevelopment

Adani Infrastructure

Developers Pvt Ltd

Bandra Kurla complex,

Mumbai

Khatau, Mumbai

Edible oil and agri-trading

Adani Wilmar Ltd

Agri-businesses Port and logistics Realty development

Holds 78% in AEL

Adani Enterprises Limited (AEL)



THE ADANI GROUP.OUR COMPETITIVE

ADVANTAGE.

THE ADANI GROUP.OURCOMPETITIVE

ADVANTAGE.

BUSINESS STRATEGYOur strategy is to capture and enhance value

across our product chain. Hence, we have

gratuated from conventional trading to value-

enhancing businesses through asset ownership

and value-chain integration.

We prudently positioned our presence

in sectors of national priority, namely energy,

agriculture and infrastructure. Going forward,

our strategy is focused on deriving the maximum

value from integrated asset-heavy businesses

by leveraging our rich experience in commodity

trading.

SYNERGIC GROWTHOur trading business complements our relatively

new businesses, such as power generation and

transmission, coal mining, oil and gas

exploration, ports and shipping. In addition, our

new businesses are closely linked to each other:

Coal trading and coal mining complement

power, ports, shipping and internal logistics

Power, port and internal logistics position the

SEZ as a preferred industrial destination

Oil and gas exploration is linked to power

generation, bunkering and city gas distribution

Logistic infrastructure is our competitive

advantage when it comes to agri-businesses,

agri-trading and coal-trading

This ensures that the opportunities in one sector

can cascade into growth for multiple businesses.

Also, our diversified business presence

diminishes risks associated with specific sectoral

dynamics, namely seasonality/cyclicality of a

particular sector.

PROVEN SKILLSWe have a noteworthy track record of the

successful development and execution of large

ticket projects over a wide range of

infrastructure sectors. Our capabilities to access

financing sources, partners and industry

expertise enable us to identify and value newprojects effectively, assess risks and opt for an

out-of-the-box entrepreneurial approach. This is

reflected in the massive growth in our Group

earnings.

COMMITTED AND COMPETENTTEAMWe build entrepreneurs, we empower people to

take risks, experiment, set newer and higher

goals and provide them with the resources to

succeed. We encourage members to satiate their

hunger to learn, think laterally and experiment

with out-of-the box solutions which add value

to the individual and organisation. This helps

attract and retain superior intellectual capital.

We have grown into an over 8,500 member

team with a singular objective: create value for

our stakeholders.

PURSUIT OF OPPORTUNITIESWe understand that resources in India are

overstretched or inadequate to meet steep

infrastructure addition targets. To overcome this

barrier, we partnered with global and Indian

corporates, which enhanced our capabilities

and allowed us to emerge among the first to

address specific industry opportunities. We

demonstrated our ability to operate joint

ventures in diverse businesses, namely port,

power, coal mining (MDO), agri-business, oil

and gas exploration and bunkering.



SO WHAT IS ADANI ENTERPRISES LIMITED?

2 LISTED SUBSIDIARIES ................... 3 MAJOR SECTORS

8,500+ PERSONS GAINFULLY EMPLOYED .............

70+ LOCATIONS........................... 50+ COUNTRIES



WHAT MAKES OURBUSINESS MODELUNIQUE.

AMONG INDIA’S TOP FIVE PLAYERS IN THE

POWER SECTOR ............................................

AMONG INDIA’S LEADING PRIVATE SECTOR

PLAYERS IN THE PORT SECTOR ..................

ONE OF INDIA’S LEADING RESOURCE

MANAGEMENT COMPANIES ........................

ALL BUNCHED INTO ONE.



PIT-HEAD TOPLUG-POINT POWERPLAYIntegrated yet independent (captive and commercial use).

BUSINESS MODEL BUSINESS MODEL

The Adani Enterprises integration comprises resources at one end and power

transmission at the other. This integration chain is the most extensive in India’sprivate power sector. This will translate into cost-competitiveness, derisking andsustainability.

TradingMining

Power

Coal

procurementPower

generationPower

transmission

Logistics

for coal

transportation

Port

Coal mines

Coal

Imports

Coal

MDO

}Long-term

PPA

agreements

Power

trading

In-house

consumption

Assured

revenue

visibility



COALINTEGRATION LOGISTICS

Four coal

mines for MDO

operations

(access to 3.36

billion MT)

Coal imports

(29 million MT

in FY 2010)

Coal

in hand

Coal to

designated

power plants of

SEBs

Coal for in-

house powergeneration

Increased trading

volumes at Mundra,

Dahej, Mormugao and

other Indian ports –

grows revenues

exponentially

Coal marketed

to other users

Two captive

mines with 8

billion MT proven

reserves

(Indonesia and

Australia)

Private

operational railway lines

Mundra-Adipur

(connectivity with the

port and SEZ): 64 kms

(being doubled)

Mundra port-power

plants: 22 kms

License for

container train

operations across

India

Movement of

material to and

from the SEZ

plants

Movement of any

material from

Mundra or any other

Indian port to any

market in India

BenefitsTimely and cost effective

delivery of coal to captive

power plantsDifferentiates the SEZ from

other SEZs in the hinterland

Positions Mundra Port as

the preferred trading

destination on the west

coast of India.

Movement of any

material from

anywhere in India to

Mundra or any otherIndian port for

exports

Owns rakes

and customised

wagons for

material

management

Logistic

infrastructure and

management

Operational inland

container depots (ICDs)

at Patli (Haryana) and

Kishangarh (Rajasthan);

many more are under

development across

the country

Movement

of coal to the

power plants




THE PORT WAYTHE PORTWAYThe port infrastructure business of Adani Enterprise will not only service thegrowing volumes of resources required for its captive group consumption butalso service the widening needs of industries located in the hinterland, catalysingnational economic progress.

THE TRADING BASEAdani Enterprises is leveraging its knowledge in thebusinesses of resources, coal and power through agrowing trading presence, resulting in a real-timeknowledge of industry realities and consequently, amore effective capture of the business value chain.

The combined benefits of port + SEZ + logistics drew Thermax

and Kalyani Forge-ABB Alstom to establish a large fabrication unit at

Mundra for its odd-size equipment and heavy power generation equipment,

a revenue spinner for the SEZ, the port and the Gujarat government.

A diverse

product

mix includes coal,

food grains, soya

meal, castor meal,

minerals and

fertilisers

POWER

MUNDRA PORT

LOGISTICS

World’s largest

coal terminal

For coal imports for

Adani Power, Tata

Power and trading

purposes

Power business

Provides large and

growing coal

volumes for the port

SEZ

Symbiotic relation

between ports and SEZ

which feed into the success

of each other especially

when provided power and

multiple connectivity

options with the port

and the hinterland

Crude oil and

petroleum products

The logistic

infrastructure (IOCL and

HPCL) provides assured

volumes for the port.

Increased crude volumes

at Mundra providingstrong revenue

visibility

Single point

mooring

Second one under

construction for

managing crude of

GGSRL Bhatinda

Coal trading

Power trading

Long-term supply

arrangements with

miners in Indonesia,

Australia and South

Africa

1) Mundra Port gets more business volumes

2) Logistic business revenue grows

3) The cash cow business will fund future asset-heavy business initiatives

1) Profitability of the power business to increase significantly

2) A cash cow business will fund future asset-heavy business initiatives

Trading done through

divisions Adani Dubai

and Adani Singapore

Healthy business

relations for supply to

large consumers namely

state utilities and large

power generation

companies

Coal throughput to

account for about 50%

of India’s coal

requirement by 2020

More than six years

in this space with

over 10 billion kWh

traded between

FY2004 and FY2010

Designated as a

Category I power trader

allowing it uncapped

trading volumes

Obtained membership on

first power exchange of

India creating more

trading volumes

Trading volumes to

multiply as availability of

merchant power to

increase multi-fold

Integration

expected to

accelerate growth

of synergic

businesses


THETRADING BASE



RESOURCESWhat a nation achieves above the ground

will be influenced by how the countryleverages resources below it.

Most energy companies areresponding to declining coalavailability with mining coal ortrading coal.

Adani is responding to this realitywith a strategy that goes further.Through mining, developing and

operations.

O u r b u s i n e s s RESOURCES



Adani, India’s largest coal trading house, entered into the coal-mining business as a value-

capturing proposition. It proactively invested to acquire 8 billion MT of thermal coal assets

globally. Its mining, developing and operations (MDO) model provides end-to-end

solutions, namely mine planning, mining and railway siding creation to facilitate timely

resource evacuation and delivery leading to logistic efficiency. AEL also tied up with various

state governments to develop coal blocks awarded to state electricity boards by the

Government of India. The coal will be mined, washed and delivered to designated plants

being set up by SEB.

Arrangement to mine coal in Indonesia t hrough its 100% subsidiary to feed Adani

Power’s Mundra plant

Arrangement to operate and develop coal mines in India

Allocation of captive coal blocks

Acquisition of a 100% interest in Galilee tenement in Queensland, Australia, the largest

investment by an Indian company in Australia

MININGINITIATIVES

OUR COAL MINING OPERATIONS

Parsa-Kente Macchakata Parsa Chendi pada Bunyu Galilee

tenement

L oc ati on C hh att isg ar h, O ri ssa , C hh att isg ar h, O ri ss a, I nd one si a Q ueen sl an d,

India India India India Australia

Mineable 452 1,244 170 1,500 150 7,800

reserve(MM MT)

Average F grade F grade F grade E/F grade F grade D/E/F grade

grade

Capacity 15 50 5 40 11 60

p.a. at peak

level (MM MT)

MININGINITIATIVES



A GROWINGSECURED ACCESS

TO COAL RESULTEDIN TWO BIG ADANIACHIEVEMENTS.

One: Adani emerged as a trusted supplier to largethermal coal users like state utilities and largepower generating companies.

The result: We account for nearly half of all thethermal coal imported into India.

Two: Adani has sufficed for all its resourcerequirements for the time it has 20,000 MW ofpower generating assets on stream.

The result: Complete resource derisking.

A GROWINGSECURED ACCESS

TO COAL RESULTEDIN TWO BIG ADANIACHIEVEMENTS.



POWERPOWERMore power will mean faster growthfor company and country

O u r b u s i n e s s

India suffers from a huge powerdeficit.Adani is investing today to create 20,000 MW of power generating

capacity by 2020, one of the largest in the Indian private sector.

Adani is currently engaged in developing 18,500 MW of power

generation capacity across seven projects in India. It is also engaged in

power transmission and trading. It is expected that Adani will

contribute 32% of the incremental capacity added by nine key private

power generating companies in India in 2010-12.

POWER



POWERGENERATION

POWERTRANSMISSION

India suffers from one of the world’s

lowest per capita power consumption

figures. A mere 612 kWh compared with

14,240 kWh in the US and 18,408 kWhin Canada.

Adani Enterprises is creating power

generating plants across seven locations

with a sense of urgency before 2020.

India’s emerging power

generating capacities could

be potentially constrained by

inadequate fuel linkages.

Adani progressively secured

its fuel linkages, which will

lead to uninterrupted power

generation at peak capacity.

Adani is also developing transmission lines to carry power to

the nearest sub-stations.

POWERTRADINGAdani entered the business of power trading in 2003; it had traded over 10 billion kWh till March 31, 2010. Adani is a

Category 1 power trader as designated by CERC and can trade any volume of electricity throughout India except Jammu and

Kashmir. It also obtained membership of the first power exchange.

OUR COMPETITIVE STRENGTHS INTHIS BUSINESSLand: Adani acquired sufficient land for its

20,000-MW capacity, paying adequate compensation

to land owners.

Coal linkages: Adani secured adequate domestic coal

resources for its envisioned power generation

programme. It bought coal mines in Australia

(estimated reserves of 7.8 billion tonnes) and Indonesia

(estimated reserves of 150 million tonnes), providing

coal supply security for its generation capacities.

Backward and forward linkages: Adani enjoys

synergies in coal mining, coal trading, shipping and

power trading. Power generation and transmission help

complete the value chain.

Power purchase agreements (PPA): Adani secured

PPA for 6,144 MW capacity with various state utilities

and is exploring opportunities for finalising new PPA

deals.

POWER GENERATING LOCATIONS

Location Capacity (MW)

Mundra, Gujarat 4,620

Tiroda, Maharashtra 3,300

Kawai, Rajasthan 1,320

Dahej, Gujarat 2,640

Chhindwara, Madhya Pradesh 1,320

Bhadreshwar, Gujarat 3,300

Chendipada, Odissha 2,000

TOTAL 18,500

Currently, 1,980 MW of power generation capacity is on stream at Mundra.

Connecting location Connecting sub-station Configuration Capacity

Mundra phase I & II Dehgam, Gandhinagar PGCIl 400 kv 1,000 MW

Mundra phase II I (866-km line)

Mundra phase IV Mah indragarh, Haryana Haryana S ta te Uti li ty 500 kv HVDC 2,500 MW

(2,000-km line under

construction)

Tiroda Waroda, Maharashtra MSETCL2 400 kv 1,000 MW

(400-km line under

construction)

The lines for Mundra Phase I, II and III are operational.

POWERTRANSMISSION

POWERTRADINGAdani entered the business of power trading in 2003; it had traded over 10 billion kWh till March 31, 2010. Adani is a

Category 1 power trader as designated by CERC and can trade any volume of electricity throughout India except Jammu and

Kashmir. It also obtained membership of the first power exchange.



PORTSPorts will not only provide standalonerevenues but also grow our theresources business. O

u r b u s i n e s s

Ports take a long time to becommissioned and mature.Adani built India’s largest private and multi-product port-

based SEZ under Mundra Port and SEZ Limited. The port

grew at a CAGR of 50%-plus between 2004 and 2010.

And reported the third-largest container cargo

throughput in India in 2009-10.



THIS IS OUR

COMPETITIVE EDGE.

THIS IS OUR

COMPETITIVE EDGE.Capacity: Capable of handling about 150 million tonnes ofcargo per annum at Mundra

THE MUNDRAADVANTAGE

Adequate: Comprehensive facilities to facilitate a quick

turnaround

- Terminal 1 and 2: Eight cargo berths handling dry and

liquid bulk

- Dedicated container terminal; dedicated ‘ Ro-Ro’ terminal;

world’s largest dedicated coal import terminal (60 million MT

tonne capacity)

- Single point mooring: Handles large crude carriers

- Storage capacity 800,000 sq. metres including liquid

storage

- Tug fleet for 24x7 operations; dredger fleet for capital and

maintenance dredging

- Private railway lines

Strategic location: A 322-km advantage in reaching Delhi

over Mumbai; 392-km advantage in reaching Bhatinda over

Mumbai.

Linkages: IOCL created a crude pipeline from Mundra Port to

Panipat; HPCL created a Mundra-Delhi petroleum product

pipeline.

Storage: Impressive locational storage infrastructure (liquid

3,42,000 KL, crude oil 7,00,000 KL and PoL 3,00,000 KL).

Other advantages: Mundra’s draft of 17 m and 32 m isdeeper than most ports in India, ideal for large vessels.

Edge: Bunkering facilities, currently being expanded

Rail linkages: Linkages being established with key

consumption centres:

The 64-km Mundra-Adipur line is being double-lined and

22-km line between the port and power plant (all private

lines).

Gandhidham-Bhildi-Palanpur to be double-lined. Bhildi-Luni

conversion completed. Double stacking on trains from

Mundra (all public lines).

Multi-service: Cargo basket comprising cars, fertilisers,

bunker fuel and other liquid cargo, coal and containers.

FACTS

Mundra is the best location in India; Gujarat is the most

progressive state in India; cargo handling at Mundra

Port grew at a CAGR of close to 50% between 2004

and 2010.

The absence of pricing control for minor ports puts

Mundra at an advantage; as pricing is not capped by

the Central Government’s ruling like the major ports.

Mundra Port’s alongside draft of 17 m and 32 m (short

distance from the shore) is larger than that of most

ports in India and comparable with that of Chinese

ports.

The symbiotic relation between the port and SEZ will

complement the success of both. The SEZ provides

captive traffic and Mundra Port differentiates this SEZ

from others in the hinterland.

Globally, shippers moving larger vessels require deep-

water berths, making Mundra a preferred destination

on the Indian coastline.

ESTIMATES

The deep-draft, high level of mechanisation and

adequate capacity to manage additional load is

expected to attract shippers willing to pay a premium

over the pricing at major ports in India.

Revenue growth from this business is expected to grow

significantly for an important reason: captive traffic

(based on long-term agreements) is expected to rise

significantly.

The Planning Commission estimates a shortage of 50

million tonnes of coal in 2012; but the shortage is

expected to scale to 85 million tonnes considering

optimistic assumptions; this increases the incidence of

coal imports and benefits to the Group, which accounts

for 50% of coal imports into India.

The commissioning of the new coal terminal and coal

imports beginning from Adani Power and Tata Power is

expected to boost cargo throughput at Mundra

significantly.

PORTS



PORTSMundra: India’s largest private sector multi-user

port

Dahej: Bulk berths with sub-concession from

Petronet LNG Limited

Mormugao: Developing a coal handling berth

at this port

Hazira: Developing a multi-cargo terminal

SEZMundra SEZ: Multi-product SEZ at Mundra; the

only facility of its kind in India

LOGISTICSAdani Logistics: Six rakes of container trains and

two inland container depots (ICDs) at Patli and

Kishangarh are operational. Adani is involved in

the business of export-import and domestic

cargo movement including automobile cargo

movement.

MUNDRA PORT AND SEZ LIMITED

TOTAL LOGISTICSOLUTIONS



OUR OTHERPORT COMPANIESOUR OTHERPORT COMPANIES

ADANI PETRONET (DAHEJ) PORT PVT. LTD.Mechanised solid cargo port terminal of 20 million tonnes and two

berths with a 16-metre draft

Strategic location in terms of proximity to good rail linkages and road

connectivity

Port open for commercial operations from August 2010

ADANI HAZIRA PORT PVT. LTD.Initial developments: 3 berths (1,500 metres berth length); potential

to develop up to 13 berths

Average draft: 15 metres

ADANI MORMUGAO TERMINAL PORT PVT. LTD.Signed concession to operate coal berth at Mormugao Port

Strategic location to cater to South Maharashtra and Bellary, Hospet

area

Around 300-metre berth length with back-up facility; 14.5-metre draft



ENERGYADDITIONAL GROWTH DRIVERS

CITY GAS DISTRIBUTION

Current business operation: Distributing compressed and piped natural

gas in Ahmedabad, Vadodara, and Faridabad

Current status: 60 CNG stations; 90,000 domestic; 450 industrial and

600 commercial connections. Steel ring network of over 330 km and PE

network of over 1,800 km

Ramp up: Operations to be expanded in the cities of Noida, Khurja,

Lucknow, Jaipur and Udaipur

Total planned steel ring network of 500 km and 97 CNG stations across

8 cities

OIL AND GAS EXPLORATION (JV WITH WELSPUNGROUP OF GUJARAT)

Awarded two onshore blocks through a consortium with majority stake

in NELP VI (at Bharuch, Gujarat and at Marghreita, Assam)

Operators in two onshore blocks in the Khorat Basin by the Government

of Thailand

Awarded a new offshore block in the north-west part of the Surat

depression of the Mumbai off-shore basin

Awarded a block in the Gulf of Suez, Egypt, in partnership with GSPC

Awarded two off-shore blocks in the Gulf of Kutch in NELP IX, in

consortium with Oil and Natural Gas Corporation Ltd, Indian Oil

Corporation Ltd and Gujarat State Petroleum Corporation Ltd.

SHIP FUELLING (JV WITH CHEMOIL ENERGYLTD OF SINGAPORE)

Bunkering operations commenced at Mundra Port; planning

bunkering on a pan-India basis

Strategically located in the Gulf of Kutch.

ENERGYADDITIONAL GROWTH DRIVERS O u r b u s i n e s s



Adani’s agri-commodity portfoliocomprises providing post-harvestpreservation and logisticonfrastructure, agri-processingand agri-trading.Agri-processing business

Manufacturing, storage, transportation and retailing in India

Significant presence in the Indian edible oil industry; operates 11

fully integrated refineries

Agri-logistic businessEstablished modern controlled atmospheric storage facilities,

with a capacity of 18,000 MTPA for fruit and vegetable storage at

three locations in Himachal Pradesh

Entered into a 20-year contract with the Food Corporation of

India for storage of 550,000 MT grains and related logistic

solutions

Agri-trading business

Trading in agro-commodities with a diverse product mix

ADDITIONALBUSINESS DRIVERS

Adani diversified into realtydevelopment as a value-addedproposition for developing socialinfrastructure in its SpecialEconomic Zone.

Developed a fully integrated and self-sufficient township project

‘Samudra’ at Mundra

Developing a premier township project, Shantigram, near

Ahmedabad, Gujarat, covering 41.60 million square feet

Developing a 1.2-million sq ft residential project in Borivali,

Mumbai, and a 0.70-million sq ft residential-cum-commercial

project in Byculla, Mumbai

Plans to develop 1.50 million sq ft of commercial office space in

Mumbai’s Bandra-Kurla complex



PROJECT EXECUTION RISK MANAGEMENTAdani’s prowess in project management is reflected in the

timely commercialisation of big-ticket infrastructure projects.The most recent showcase of its execution capabilities was in

the record completion of two important projects:

It successfully synchronised India’s first supercritical

technology-based power generating unit (660 MW) at

Mundra in only 36 months – a new sectoral benchmark for

India

It successfully commenced operations at its 60 million

tonnes, fully-mechanised coal-handling terminal at Mundra –

the world’s largest coal receiving terminal – in a record time

of 30 months.

RESOURCE INADEQUACY RISKMANAGEMENTAdani is India’s largest coal importer, accounting for over

50% of coal imports into the country. This decade-long

international trading exposure helped it identify globalresources. It expects to draw in coal from diverse global

sources to feed its own or customer requirements.

Additionally, the MDO business will only strengthen its input

security. Further, each of Adani’s businesses comprises

forward and backward integration facilitating as critical

support infrastructure for other businesses as well. This

strengthens the robustness of all businesses and effectively

counters the risk arising out of a standalone business.

LAND ACQUISITION RISK MANAGEMENTAdani acquired adequate land through a three-step process:

identification of area, direct contact with landowners andcommunity development initiatives that unlock value for

erstwhile landowners. Adani has to its credit one of India’s

largest land acquisitions around Mundra to develop the SEZ.

MANPOWER RISK MANAGEMENTThe complement of Adani’s ‘entrepreneurial model’, flat

management structure and open-door communication

approach helped enhance employee retention. In a single

year (2009-10), Adani added 25% to its workforce

CURRENCY RISK MANAGEMENTAdani’s centralised treasury hedges foreign exchange

fluctuations following the advice of specialists and resident

knowledge experts. Its import-export policy acts as a natural

hedge against forex fluctuations.

FUNDING RISK MANAGEMENTAdani achieved financial closure for its various projects across

all business verticals. Its large consortium of bankers facilitate

in garnering adequate funds for undertaking large-ticket

projects. It mobilised Rs. 10,000 crore in the three years

leading to 2010 through IPOs and QIPs. The highlight of the

fund raising is the strength of the Adani brand in the

financial space clearly reflected in an important reality – its

recent QIP for Rs 25 billion resulted in the mobilisation of

funds totalling Rs. 40 billion.

HOW WE AREMINIMISING RISKS



FOR A BETTERTOMORROW

Adani Foundation, an arm of Adani, strives to develop the regions in and

around its Group operations. Adani Foundation works across four core areas –

education, community health, sustainable livelihood development and rural

infrastructure development – contributing towards the fulfilment of the

Millennium Development Goals pledged by the United Nations member states.

The Foundation works with a cluster-based approach in 30 villages of Mundra

taluka and six fishermen settlements with people’s participation through the

Cluster Development Advisory Committee (CDAC). The CDAC formed in each

cluster facilitates and guides the activities undertaken in the cluster. The micro

planning and execution is monitored with day-to-day involvement of the

Village Development Committee (VDC) which functions at each village level.

Adani Group Brochure

Documents

Transcript of Adani Group Brochure