Social: Corporate Social Responsibility

Collaborating for Lasting Impact

Adani Energy Solutions, in partnership with the Adani Foundation, collaborates with communities to drive inclusive development through innovative programmes. Our initiatives place strong emphasis on empowering women by promoting self-reliance, entrepreneurship, and financial independence, while improving livelihoods and enhancing the well-being of the communities we serve.

Key Linkages

Material Topics

M2 GHG Emissions & Climate Change
M8 Diversity, Equity and Inclusion
M11 Community Relations
M19 Labour Practices & Human Rights

Key Risks

R3 Reputation Risk
R5 Climate Risk

Strategic Priorities

S2 ESG Integration

Capitals

Social & Relationship Capital

SDGs

CSR Philosophy of the Adani Group of Entities

At the heart of the Adani Group’s approach to CSR lies Seva, the ethos of selfless service. Seva is the guiding emotion that shapes our social interventions and reflects our deep commitment to nation-building, sustainability, and community empowerment, aligned with the Group’s overarching philosophy of ‘Growth with Goodness’. It is about laying the foundation for a future defined by inclusion, equity, dignity and opportunities. Our CSR efforts extend beyond addressing immediate needs to creating pathways for multifaceted growth and development, ensuring that individuals and communities are equipped to drive their own futures.

A primary feature of the Group’s CSR strategy is its focus on sustainable empowerment. With this belief, the Adani Foundation designs programmes with a long-term perspective, ensuring sustainable and long-term empowerment of community.

A primary feature of the Group’s CSR strategy is its focus on sustainable empowerment.

Core Tenets Guiding Our CSR Approach

Leave No One Behind

Enabling Dreams and Aspirations

Sustainable and Long-Term Empowerment

About The Adani Foundation – Seva Since 1996

We implement our CSR initiatives through the Adani Foundation, the social welfare and development arm of the Adani Group, established in 1996. For nearly three decades, the Foundation has served as a catalyst for inclusive and sustainable development, translating the Adani Group’s purpose and philosophy into meaningful, on-ground action across India. It continues to walk alongside communities – listening, learning, and partnering to create pathways for opportunity, resilience, and shared progress.

The Foundation works across geographies with a life-cycle approach and inclusive framework to enable change where it matters the most. Currently, it is operating in 7,247 villages across 22 states, positively impacting 13.3 million lives. Its interventions span critical development areas, including education, health and nutrition, sustainable livelihoods, climate action, and community development, with a strong focus on children, women, youth, and marginalised populations. The strategies of the Foundation are aligned with national priorities and Sustainable Development Goals (SDGs), ensuring that its initiatives contribute to nation-building and holistic development.

Vision

To accomplish a passionate commitment to social obligations towards communities, fostering sustainable and integrated development, thus improving quality of life.

Mission

To play the role of a facilitator for the benefit of the people without distinction of caste or community, sector, religion, class or creed, in the fields of education, community health, and promotion of social and economic welfare and upliftment of the people in general.

Expanding Our Community Impact

CSR Target

Health outreach 20 Lakh

Education 1,250+ Adani & Utthan schools; 2.06 Lakh students; 2.00 Lakh students through other education programmes

Sustainable Livelihoods: 1.22 Lakh women; 40,000 farmers; 12,000+ youths

Climate Action: 73+ crore liters additional water storage capacity; 2.00 Lakh plantation

Community Development: 55 Adani Samrudhh Gram

Our CSR Impact

Total CSR spend (₹ crore)

15%

Increase in CSR spending as compared to the previous year

Total lives touched (million)

90%

Increase in lives touched as compared to the previous year

Strategic Approach to Promoting Self-Reliance and Lasting Empowerment

The Adani Foundation’s CSR approach is closely aligned with the Sustainable Development Goals (SDGs), addressing national priorities such as poverty reduction, livelihoods, human rights, and indigenous rights. Its bottom-up, community-driven model operates through Village Development Forums, ensuring participation from local leaders, civil society, experts, and marginalised groups, and is supported by an integrated grievance redressal system.

The Foundation prioritises inclusiveness, focusing on vulnerable communities including fisherfolk, tribal groups, and women. Flagship initiatives like SuPoshan enhance women’s nutrition, social status, and incomes through dairy livelihood cooperatives and self-help groups. Environmental sustainability is ensured through green cover restoration, water conservation projects such as pond deepening and rainwater harvesting, and localised groundwater mitigation efforts across Mundra, Tiroda, and Godda.

Biodiversity conservation is another focus area, with initiatives designed around the protection of coastal and terrestrial ecosystems across industrial sites. The Foundation also demonstrated empathy during crises, such as floods, cyclones, and the COVID-19 pandemic, through relief efforts and volunteer engagement. Collaboration with government bodies and civil society organisations strengthens programmes such as Utthan and Swabhiman. Across all initiatives, our priority remains on generating meaningful impact and enhancing the overall well-being of communities.

Adani Foundation community engagement â€” beneficiaries receiving certificates

Target Communities

The target communities consist of populations living in areas around Adani Energy Solutions' facilities. Project areas across several locations – Mumbai, Nagpur and sub stations. The primary target groups are school-going children, livestock-dependent households, women, and youth who face persistent challenges such as lack of quality education facility, limited livelihood opportunities, and restricted access to healthcare and basic infrastructure.

Strategy to Strengthen Community Relationships and Social Licence to Operate

The entity follows a participatory, community-centric model in villages and Mumbai suburb, building trust through regular village consultations, need assessments, and partnerships with local self-governance bodies, district administration, and community organisations. A consistent on-ground presence, transparent communication, and grievance mechanisms strengthen inclusion and accountability. Development initiatives to strengthen the state of primary education, public health, water security, and livelihoods are designed around local priorities, ensuring community ownership and reinforcing the entity’s role as a long-term development partner while striving to enhance transparency, build mutual trust, and strengthen community connect.

Creating Systematic Impact and Expanding Grassroots Opportunities

The entity promotes inclusive community development through trust-building activities. Skill development programmes equip youth and women for employment and entrepreneurship and unlock new avenues across various service sectors. The women empowerment programme not only seeks to strengthen the self-help groups and producer groups by imparting training on technical & financial aspects and facilitating access to credit but also enables enterprise development by fostering backward & forward linkages through both offline and online platforms. Adani Energy Solutions’ Education initiatives focus on upgrading school infrastructure and creating enabling environment to build long-term human capital and aspirations.

Community Risk Management

Key community risks in areas of operation of Adani Energy Solutions Ltd. include degrading quality of education, water scarcity, climate-driven livelihood vulnerability, low levels of skills among youth, and environmental concerns. These risks are integrated into the Enterprise Risk Assessment Process through regular social risk assessments, stakeholder feedback, and site-level risk registers and are categorised by severity, likelihood, and their impact on community and business operations for a comprehensive oversight.

Mitigation Approach, Monitoring and Review Mechanism

All these risks exacerbate the vulnerability of the local population which Adani Energy Solutions’ initiatives seek to address through targeted interventions in Education, Health & Nutrition, Livelihoods, Climate Action, and basic Infrastructure Development. Healthcare and nutrition challenges are addressed through intervention woven around provisioning doorstep primary healthcare services. Livelihood vulnerabilities are mitigated by promoting income diversification, skill development, and enterprise support. Environmental risks are managed through green belt development, continuous monitoring, and compliance with statutory norms. Water and climate risks are mitigated through rainwater harvesting, augmenting water conservation capacity, and promoting efficient water-use practices. All interventions are monitored through defined indicators, field reviews, beneficiary feedback, audits, impact assessments, and third-party evaluations, ensuring adaptive and responsive management.

Investments in Risk Management and Mitigation

Sustained investments are made in education, healthcare infrastructure and access to primary healthcare, water security, livelihood diversification & skill enhancement, environmental safeguards, and community capacity-building initiatives to enhance community resilience and ensure long-term risk mitigation.

CSR Spend and Impact as per Focus Areas

CSR Thematic Areas	Core Objective	Lives Impacted	CSR Spend (₹ crore)
Education	Improve access to quality education enhance learning outcomes through infrastructure support, digital literacy, scholarships, and teacher capacity building	School students, youth, teachers, first generation learners, children from underserved communities	32.16
Community Infrastructure	Enhance quality of life by improving basic civic infrastructure such as drinking water, sanitation, village electrification, roads, community centers	Rural and peri urban households, marginalised communities, migrant populations	5.25
Community Health	Improve health outcomes through preventive healthcare, access to medical services, nutrition programmes, sanitation awareness, and disease control initiatives	Women, children, elderly, persons with disabilities, economically weaker sections	3.17
Sustainable Livelihoods	Promote income generation economic resilience through skill development, vocational training, entrepreneurship support, SHGs, and market linkages	Youth, women entrepreneurs, rural artisans, farmers, informal sector workers	1.09
Climate Change	Mitigate climate risks and enhance environmental sustainability through renewable energy, water stewardship, afforestation, climate resilient agriculture, and awareness programmes	Communities that are vulnerable to climate risks, farmers, future generations	8.53

CSR Governance and Accountability

Our CSR policy forms the foundation of our community development efforts. This policy provides a structured framework to plan, execute, and monitor social responsibility initiatives in line with regulatory requirements. Guided by this policy, our CSR strategy focuses on addressing the real needs and priorities of local communities.

Corporate Social Responsibility (CSR) Governance & Policy Disclosure

1) CSR Policy – Access Link & Focal Points

The Company has adopted a Corporate Social Responsibility (CSR) Policy in accordance with the requirements of the Companies Act 2013 and the applicable rules thereunder.

The CSR Policy, inter alia, covers the following key elements:

Vision and strategic intent: Commitment to inclusive and sustainable development, aligned with national priorities and the Company’s broader sustainability objectives.
Scope and thematic focus: CSR activities are undertaken in areas aligned with Schedule VII of the Companies Act, 2013, with focus on community development priorities.
Implementation approach: Projects are implemented either directly or through eligible implementing agencies, in compliance with statutory requirements.
Annual Action Plan (AAP): Clearly defined mechanism for identification, design, approval, and execution of CSR programmes including budgets, timelines, and measurable outputs/outcomes.
Governance framework: Roles and responsibilities of the CSR Committee, Board, and management for effective oversight and execution.
Monitoring, evaluation, and reporting: Structured monitoring systems, periodic review mechanisms, and maintenance of documentation/evidence for accountability and transparency.
Risk management and compliance: Due diligence of implementing partners, fund utilisation tracking, and safeguards to ensure compliance with applicable regulations.
Impact assessment: Provision for undertaking third-party impact assessment for eligible CSR projects, as per regulatory thresholds.
Surplus treatment: Any surplus arising from CSR activities is treated in accordance with CSR Rules.
Review and amendment: Periodic review of the policy to ensure alignment with evolving regulatory and business requirements.

Multi-tier CSR governance structure: Board-Level Governance (CSR Committee), Management-Level Governance (operational/functional support structure), and Unit/Site-Level Governance

2) CSR Governance Framework

The Company has a multi-tier CSR governance structure to ensure effective oversight, execution, and monitoring of CSR initiatives.

A. Board-Level Governance – CSR Committee

The Company has constituted a Corporate Social Responsibility Committee of the Board comprising:

Name of Director	Composition of Committee
Mrs Chandra Iyengar	Chairperson (Independent)
Mrs Lisa MacCallum	Member (Independent)
Mr Hemant Nerurkar	Member (Independent)
Mr Anil Sardana	Member (Managing Director, Non-Independent)
Mr Anil Ahuja	Member (Independent)

The Committee comprises a majority of Independent Directors (~80%) and is chaired by an Independent Director, ensuring strong governance and independent oversight.

CSR Governance Snapshot

CSR Committee

5 members (majority Independent; chaired by Independent Director)

Governance Levels

Board → Management → Site

Policy Link

Publicly available on company website

Impact Assessment FY 2025-26

Not applicable

B. Management-Level Governance

At the management level, the Corporate Social Responsibility Committee (functional/operational support structure) drives implementation by:

Translating Board-approved strategy into actionable programmes
Coordinating with internal stakeholders (finance, legal, operations, ESG teams)
Ensuring compliance, monitoring, and reporting
Providing periodic updates to the CSR Committee

C. Unit/Site-Level Governance

At operating locations:

Site/Unit-level CSR focal points oversee on-ground implementation
Facilitate stakeholder engagement and beneficiary feedback
Maintain evidence and documentation for audit trails
Support monitoring, evaluation, and reporting processes

3) Roles & Responsibilities Across Levels

A. CSR Committee (Board Level)

Strategic guidance & oversight: Define CSR priorities and ensure alignment with statutory requirements and sustainability strategy
Approval of Annual Action Plan: Approve project portfolio, budgets, implementation modalities, and expected outcomes
Resource allocation: Recommend and oversee utilisation of CSR funds
Monitoring & review: Periodically review programme implementation and utilisation status
Internal governance: Review risks, compliance adherence, and programme effectiveness
Reporting: Provide updates to the Board and ensure adequate disclosures in statutory filings

B. Management-Level (Corporate CSR Function)

Planning & programme design: Prepare Annual Action Plan with defined KPIs and measurable outcomes
Implementing partner due diligence: Assess eligibility and capability of implementing agencies
Programme management: Oversee execution, timelines, and coordination across stakeholders
Monitoring & MIS: Maintain dashboards, fund tracking, and performance monitoring systems
Quality assurance: Conduct internal reviews and ensure adherence to approved frameworks
Compliance & reporting: Support statutory disclosures and assurance processes

C. Unit / Site-Level

Local implementation oversight: Monitor programme execution at site level
Stakeholder engagement: Interface with local communities and beneficiaries
Documentation: Maintain supporting evidence and records
Risk identification: Flag operational or community-level risks/issues
Support evaluation: Facilitate third-party assessments and field verification

4) Third-Party Impact Assessment Frequency / Approach

The Company undertakes third-party impact assessments in accordance with applicable provisions of the Companies Act 2013 and CSR Rules.

Impact assessment is conducted for eligible CSR projects based on regulatory thresholds and materiality considerations.

During the financial year FY 2025–26, no third-party impact assessment was undertaken, as it was not applicable based on the criteria prescribed under the CSR Rules.

The Company remains committed to undertaking impact assessments for CSR programmes where applicable, to:

Evaluate programme effectiveness and outcomes
Strengthening accountability and transparency
Incorporate learnings into future CSR planning

⊕ Access link for latest impact assessment report for public viewing

Assessing Impact of Operations on Communities

Once the programme reaches three years of maturity, a third-party agency is engaged to conduct an impact assessment.

Location of Impact	Impact Description	Impact Management Strategy
Mumbai Suburbs	In Mumbai, the Adani Foundation and Adani Electricity have partnered with the BMC Education Department and brought all 947 government primary schools under the ambit of Project Utthan. Between 2021 and 2024, the project demonstrated strong results by transforming 83 schools and supporting the progress of more than 25,000 students. With over 300 trained women- Utthan Sahayaks deployed across the city, for Enhanced Foundational Learning, and Empowering students	Scaling its structured academic model to reach 1.5 lakh young learners and support Mumbai’s progress in foundational learning and National Achievement Survey 2028 (NAS) outcomes.

Participatory Approach for CSR Implementation

Our CSR implementation follows a participatory approach, driven by continuous engagement with communities and stakeholders across our operations. We proactively identify and engage peripheral communities to foster meaningful dialogue and participation. Structured engagement and consultation processes enable communities to share their perspectives on operational and project-related risks, environmental and social impacts, and potential mitigation measures. These insights are systematically integrated into project planning and decision-making, ensuring alignment with evolving community needs.

Robust grievance redressal and reporting mechanisms are in place to address concerns promptly, strengthening trust and transparency throughout the process. By prioritising listening, partnership, and shared decision-making, we deliver meaningful project outcomes that support sustainable development of communities.

How the Target Community Was Identified

The target communities in the areas of operation are identified through a combination of socio-economic profiling, geographic vulnerability assessment, and an understanding of local livelihood patterns. The target groups are selected based on:

Rural and socio-economic vulnerability: Households with limited income sources and reliance on climate-sensitive livelihoods.
Livelihood dependency: Small and marginal farmers, pastoral communities, and families dependent on traditional occupations.
Social inclusivity needs: Women-led households, youth, and persons with disabilities requiring enhanced access to opportunities.
Geographic proximity to development corridors: Economically vulnerable households living in villages near plant and large infrastructure project sites, where rapid development increases the need for community support.
Agrarian and pastoral livelihoods: Households dependent on farming, livestock, and related rural occupations.
Socially and geographically marginalised groups: Villages located in remote area locations with poor access to basic services.
Economic vulnerability: Women, youth, artisans, and small traders with limited income diversification opportunities.
Cultural and traditional occupations: Groups engaged in crafts and trade, requiring support for skill development and market access.

Influence of Structured Stakeholder Engagement on Programme Conception, Design, and Implementation

Structured stakeholder engagement significantly shaped the programme throughout its life cycle. Inputs from community members, women’s groups, youth, village leaders, and local institutions ensured the initiative remained relevant, inclusive, and grounded in local realities.

Programme Formulation: Consultations help identify key concerns – livelihood insecurity, limited services, climate risks, and skill gaps – while validating community needs and aspirations. This ensures that the program’s objectives are realistic and aligned with local priorities.
Programme Design: Continuous dialogue enables the selection of appropriate target groups and tailoring of interventions to local socio-cultural contexts. Co-created solutions, such as climate-resilient agriculture, women-centric livelihoods, youth skills, and financial inclusion, are integrated based on community feedback and coordination with government and local institutions.
Programme Implementation: Stakeholder participation enhances ownership, transparency, and timely adjustments. Activities are aligned with local calendars and livelihood cycles. Strong partnerships and continuous engagement, serve to build trust with target community thereby improving inclusion, leading to a more flexible and community-driven implementation process.

Touchpoints for Community Consultation and Engagement Throughout the Programme Lifecycle

Community consultation is embedded at every stage of the programme lifecycle to ensure relevance, inclusiveness, ownership, and sustainability. Throughout the programme lifecycle, engagement takes place through structured touchpoints – needs assessments, co-design workshops, mobilisation meetings, review sessions, feedback mechanisms, and evaluation forums. These consultations ensure that the programme remains community-driven, context-sensitive, and sustainable.

Feedback

Across all stages, feedback is captured systematically through village meeting, group discussions, regular visits to community, interaction with community leaders & local committees, monitoring tools, and evaluation platforms. This feedback is continuously analysed and integrated to refine strategies, realign resources, and strengthen interventions, ensuring that the programme remains dynamic, community-driven, and responsive to changing needs.

Stakeholder Consultation and Engagement

Phase of the Programme Lifecycle	Stakeholders Involved	Purpose and Process of Consultation and Engagement
Identification of primary stakeholders	Local community members, Panchayat/Village representatives, marginalised/vulnerable groups, local NGOs, and district administration.	Purpose: To correctly identify and map individuals or groups who will be directly or indirectly impacted by the project, ensuring no vulnerable group is left out. Process: Conduct demographic studies, social mapping, introductory outreach meetings, and preliminary Focus Group Discussions (FGDs) to build early rapport and trust.
Need identification and assessment	Target beneficiaries (e.g., women, youth, farmers), local authorities (e.g., Block Development Officers, health/education officers), and Community-Based Organizations (CBOs).	Purpose: To understand the baseline socio-economic conditions and pinpoint the genuine, felt needs of the community rather than assuming them. Process: Undertake Participatory Rural Appraisal (PRA), baseline surveys, household questionnaires, and community town-hall meetings to gather and validate primary data.
Programme planning	CSR internal management, implementation partners (NGOs/agencies), local government officials, and community representatives.	Purpose: To co-create sustainable solutions, define objectives, set KPIs, and allocate resources in alignment with corporate strategy (e.g., BRSR requirements, SDGs). Process: Host joint planning workshops, finalise project roadmaps, obtain necessary regulatory approvals, and sign Memorandums of Understanding (MoUs) with implementing partners.
Implementation	Implementing agencies/NGOs, direct beneficiaries, project volunteers, local contractors, and supply chain vendors.	Purpose: To execute the project effectively while ensuring active community ownership and minimising any operational or social disruptions. Process: Conduct capacity-building training, execute on-ground activities, hold regular coordination meetings, and deploy robust Grievance Redressal Mechanism (GRM) for continuous, real-time feedback.
Monitoring and evaluation	Internal CSR monitoring teams, implementing partners, community oversight committees, and local Panchayat members.	Purpose: To track project progress against established KPIs, ensure proper fund utilisation, and identify areas for immediate course correction. Process: Perform regular site visits, conduct quarterly progress review meetings, utilise data reporting dashboards, and maintain continuous feedback loops with community leaders to ensure milestones are met.
Impact assessment	Independent third-party auditors/evaluators, end beneficiaries, local administration, and corporate board CSR committee.	Purpose: To evaluate the long-term socio-economic impact, measure the Social Return on Investment (SROI), and ensure objective compliance for public disclosures. Process: Conduct endline surveys, independent interviews with beneficiaries, rigorous data analysis, and compile a final impact report to be shared with stakeholders and integrated into Annual Sustainability Reports.

⊕ Read more in BRSR on Pg. 460

Major CSR Interventions

Education

The Adani Foundation believes that education is a powerful catalyst for social and economic transformation, especially in rural and underprivileged areas. Recognising this, the Foundation champions education not only as a fundamental right but as a transformative force that fuels aspirations and opportunities. We remain committed to empowering children with knowledge, critical thinking and confidence to build better futures.

Through an extensive network of 43 schools, strategic partnerships, and pioneering programmes, the Adani Foundation aims to make quality learning accessible, aspirational, and inclusive for all. With its flagship initiatives, such as Project Utthan, which focuses on improving learning and academic outcomes, and Udaan, which encourages students to dream big and explore possibilities, the Foundation is effectively shaping the aspirations of young India, nurturing the next generation of leaders and innovators and building a more equitable future.

Utthan: Strengthening Foundation for Lifelong Learning

Vision

Every child learning with joy, growing with confidence – leaving no learners behind.

Mission

Strengthening foundational learning (Grade 1-4) through focused support and NIPUN Bharat-aligned assessments – empowering ‘Priya’ students and achieving measurable improvement in Mumbai suburban’s NAS outcomes by 2028.

Programme Description

Project Utthan is the Adani Foundation’s flagship education initiative aligned with the National Education Policy (NEP) 2020 and the NIPUN Bharat Mission. The programme focuses on strengthening foundational literacy, numeracy, and life skills in government primary schools through child-centred, experiential, and inclusive learning approaches. It aims to bridge learning gaps and boost the capacity of teachers and school leaders, ensuring that every child achieves the national FLN goals by the end of Grade 3.

Nationwide, Project Utthan is active across five states, supporting more than 1,200 government schools and reaching nearly 1.80 lakh students. With a focused emphasis on mainstreaming ‘Priya Vidhyarthy’ – academically vulnerable students through personalised support and NEP-aligned pedagogical practices, the programme has emerged as a strong model for strengthening government school systems and enabling children to build the skills, confidence, and foundational readiness for future success.

In Mumbai, the Adani Foundation and Adani Electricity have partnered with the Brihanmumbai Municipal Corporation (BMC) and brought all 947 government primary schools under the ambit of Project Utthan. Between 2021 and 2024, the project demonstrated strong results by transforming 83 schools and supporting the progress of more than 25,000 students. With over 300 trained women – Utthan Sahayaks deployed across the city, the initiative is scaling its structured academic model to reach 1.5 lakh young learners and support Mumbai’s progress in foundational learning and National Achievement Survey 2028 (NAS) outcomes.

Dr Priti G. Adani, Chairperson, and Ms Shilin R. Adani, Trustee, Adani Foundation, visited Mumbai and actively participated in FLN activities with BMC students, engaging closely in the learning process. They also interacted with the Utthan core team and appreciated their efforts in strengthening foundational education at the grassroots.

Outcomes

1,47,924

Students across 947 schools across 24 wards of BMC

Baseline Assessment vs Midline Assessment

The Baseline Assessment was conducted in September 2025 across 947 BMC schools, covering students of Classes 1 to 4 across eight mediums, to understand their existing learning levels in reading, writing, and numeracy. The same cohort of students was assessed again through the Mid-line Assessment in February 2026 to measure their progress after structured academic interventions. The mid-line assessment paper was aligned with the National Achievement Survey (NAS) question paper framework, ensuring academic rigor and standardisation.

The comparison between baseline and mid-line results highlights students’ learning growth and helps us evaluate the effectiveness of Project Utthan. Based on these findings, a focused way forward has been designed to further strengthen foundational learning outcomes.

Baseline vs Midline Assessment â€“ Reading, by class and level

Baseline vs Midline Assessment â€“ Writing, by class and level

Baseline vs Midline Assessment â€“ Numeracy, by class and level

Students Benefited from other Education Related Interventions

600

Infrastructure support provided to 4 Zilla Parishad (ZP) government schools in Gujarat through toilet construction and civil renovation works, improving hygiene, safety, and learning environment.

200

Essential study infrastructure provided, including digital learning tools and classroom furniture.

450

5 RCC toilets with solar-based water supply constructed in girls’ government schools across Bihar and West Bengal.

500

Toilet construction and infrastructure renovation undertaken in 7 government schools across Rajasthan.

3500

Drinking water facilities installed in government schools nationwide, including 91 water coolers and 24 water purifiers.

400

School infrastructure upgraded through painting, renovation, auditorium hall construction, and paver block installation at a government school in Morena, MP.

250

CSR initiative for girls’ sanitation and drinking water facilities, including toilet construction and installation of RO plant and water cooler at Bhaisatara Government School, Rajnandgaon.

100

Shelter construction completed at a government school in Kheri, Mahendragarh, Haryana.

Dr Priti G. Adani with students at an Utthan event

STORY OF CHANGEACTION ON GROUND

From a Biryani Stall to a Brighter Future

In the bustling lanes of Mumbai’s L Ward, a simple daily interaction became the beginning of a life-changing journey for one family.

Ibrahim Khan, a humble biryani vendor, spent years moving between Gujarat, Uttar Pradesh, and Mumbai in search of work and stability. Life was never easy, and providing two meals a day for his family itself was a constant struggle. In the middle of these hardships, one dream quietly remained alive in his heart- to educate his children and give them a better future.

One of our dedicated Utthan Sahayaks, Mrs Saima Naik, was a regular customer at Ibrahim’s biryani stall. Over time, their everyday conversations built a sense of trust and familiarity. During one such interaction, Saima asked Ibrahim about his children and where they studied.

With helplessness in his voice, Ibrahim shared that his children were not attending school at all. Due to the family’s frequent migration for work and the high cost of education in Mumbai, he had never been able to enroll them in school. The children had remained disconnected from education for years.

Understanding the seriousness of the situation, Mrs Saima Naik, along with her colleague Mrs Sabrina Khan, explained to Ibrahim about the free education facilities available in BMC schools and the various government support systems provided for children.

With continuous guidance and support from the Utthan team, Ibrahim’s three children were successfully enrolled at Magan Nathuram Marathi Medium School, a nearby BMC school:

Shama Banu – Class 5
Noorsaba – Class 4
Jilani – Class 1

The school’s Headmaster, Mr Dharma Kavte, extended compassionate support and ensured that the children were admitted into age-appropriate classes.

However, the challenge did not end with admission.

Since the children had stayed away from formal education for a long time, their learning levels were significantly behind compared to other students. Recognising this gap, the Utthan team provided special academic attention and continuous learning support to help the children gradually adapt to the school environment and improve their educational outcomes.

Today, the same children who had never entered a classroom attend school regularly, learning with confidence, and showing remarkable improvement in their studies.

During a visit by the Utthan team, Ibrahim expressed his gratitude with moist eyes and immense pride. For him, this was more than just school admission, it was the beginning of a new chapter for his family.

Stories like Ibrahim Khan’s remind us that meaningful change often begins with a simple conversation and a caring heart. Through the unwavering efforts of field champions like Mrs Saima Naik and Mrs Sabrina Khan, Project Utthan continues to bring the light of education to children who once stood far away from its reach.

Today, these children are no longer carrying the burden of missed opportunities they are carrying books, dreams, and the hope of a brighter tomorrow.

Health and Nutrition

In rural and remote areas, where distance and limited infrastructure restrict access to essential healthcare, the Adani Foundation is bridging critical gaps by reaching the unreached and strengthening local health systems. Our mobile healthcare units, multi-speciality health camps, and rural clinics are vital in ensuring access to primary care to underserved and elderly people with limited mobility. By focusing on both preventive and curative approaches, the Foundation’s healthcare ecosystem is improving the well-being of India’s most vulnerable populations.

Our SuPoshan initiative is instrumental in mitigating malnutrition and anaemia among children, adolescent girls, and women of reproductive age. The project empowers village-level volunteers, SuPoshan Sanginis, who serve as catalysts for behavioural change by monitoring health, providing nutritional counselling, and facilitating life-saving medical treatment.