Project/Report submission

Title of the Project

Evaluation of the HR function in organization Adani Airports Holding Ltd.

PROFILE OF THE ORGANIZATIONS:
Adani Airport Holdings Ltd. is Adani Enterprise's airport management and operations
subsidiary. Airports of the future will be places where people want to be, not just
places where people go for transportation. Adani Enterprises Ltd. (AEL) entered the
airports sector in 2019 with this belief and drawing on the Adani Group's experience
in integrated infrastructure and transportation businesses.

Adani Airports received the Letter of Award to operate, manage, and develop these
six airports after winning the Airport Authority of India's global tender in 2019 to
modernize and operate them in Ahmedabad, Lucknow, Mangaluru, Jaipur,
Guwahati, and Thiruvananthapuram. The company signed the Concession
Agreement (CA) for three airports in February 2020 and began operations at
Mangaluru International Airport (Mangaluru) on October 31, 2020, Chaudhary
Charan Singh International Airport (Lucknow) on November 2, 2020, and Sardar
Vallabhbhai Patel International Airport (Ahmedabad) on November 7, 2020.

Adani Airports (a subsidiary of Adani Enterprises Limited) has a strong corporate

governance framework in place that considers the long-term interests of all
stakeholders. The framework establishes procedures and mechanisms for improving
leadership to ensure smooth administration and productive collaboration among
employees, the value chain, the community, investors, and the government. The
main tenets of the company's Corporate Governance Philosophy are courage, trust,
and commitment.

The Company adheres to the corporate governance standards established by the

SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, as
amended from time to time ("SEBI Listing Regulations").

BOARD OF DIRECTORS
The "Board," as the Company's trustee, is responsible for the Company's cultural,
ethical, and accountable growth. It is comprised of a high level of integrated,
knowledgeable, and committed professionals. While fulfilling its fiduciary
responsibilities, the Board provides strategic guidance and independent views to the
Company's senior management.

COMPOSITION OF THE BOARD

The Board of Directors of the Company is well-balanced, with an optimal mix of
Executive and Non-Executive Directors, including independent professionals, who
play an important role in Board processes and provide independent judgement on
issues of strategy and performance. As of March 31, 2021, the board consists of
eight directors, four of whom are executive directors and four of whom are
independent directors. Non-executive directors are defined as independent directors
under Regulation 16(1)(b) of the SEBI Listing Regulations.

The Companies Act of 2013 establishes the maximum tenure for Independent
Directors as 5 years.   All Independent Directors have confirmed that they meet the
criteria outlined in SEBI Listing Regulations Regulation 16(1)(b) and Section 149 of
the Companies Act, 2013. None of the Directors serves as a director of more than
ten public limited companies or as an independent director of more than seven public
limited companies. Furthermore, none of the Directors on the Company's Board is a
 member of more than ten Committees and the Chairman of more than five
Committees (the Audit Committee and the Stakeholders' Relationship Committee)
across all the companies in which he/she is a director. All the Directors have made
the required disclosures regarding Committee positions held in other companies.
The Board's composition complies with Regulation 17 of the SEBI Listing
Regulations.

Board meetings are governed by a formal agenda. All major agenda items are
supported by extensive background information, allowing the Board to make
informed decisions. The detailed agenda for the meetings is prepared by the
Company Secretary in consultation with Senior Management. Agenda papers and
Notes on Agenda are distributed in advance to the Directors in the defined Agenda
format. All material information, as well as agenda papers, are distributed to facilitate
meaningful and focused discussions at the meeting. Where it is not possible to
attach a document to the agenda, it is tabled prior to the meeting with a specific
reference to this effect in the agenda. Additional or supplementary agenda item(s)
are permitted in special and exceptional circumstances. To transact any urgent
business that may arise after the distribution of agenda papers, a Table Agenda or
Chairman's Agenda is presented to the Board.

Every year, at least four pre-scheduled Board meetings are held. Aside from the
foregoing, additional Board meetings are called with sufficient notice to address the
Company's specific needs. Resolutions are also passed by way of circulation in
cases of business exigencies or urgency of matters.

The composition of the Board of Directors and the number of Directorships and
Committee positions held by them as on 31st March 2021 are as under:

The following is the list of core skills / competencies identified by the Board of
Directors as required in the context of the Company’s business and that the said
skills are available within the Board Members:

Areas of Skills/ Expertise

Name and Corporat
Busines Financ Merger Technol
Designation Risk Global e
s ial & ogy &
(DIN) of Managem Experien Governa
Leaders Experti Acquisit Innovati
Director ent ce nce &
hip se ion on
ESG
Mr. Gautam
S. Adani
Y Y Y Y Y Y Y
Executive
Chairman
Mr. Rajesh S.
Adani
Y Y Y Y Y Y Y
Managing
Director
Mr. Pranav
V. Adani Y Y Y Y Y Y Y
Director
 Mr. Vinay
Prakash Y Y Y Y Y Y Y
Director
Mr. Hemant
M. Nerurkar Y Y Y Y Y Y Y
Director
Mr. V.
Subramanian -  Y Y - Y Y - 
Director
Mrs.
Vijaylaxmi
-  Y Y - Y Y - 
Joshi
Director
Mr. Narendra
Mairpady Y Y Y - - Y Y
Director

COMMITTEES OF THE BOARD

The Board Committees are critical to ensuring good corporate governance practices.
The Committees are formed to handle specific activities and ensure the timely
resolution of various issues. As part of good governance practices, the Board
Committees are formed with the formal approval of the Board to carry out clearly
defined roles that are performed by members of the Board. The Board oversees and
is accountable for the Committees' performance in carrying out their responsibilities.
The minutes of all Committee meetings are presented to the Board for review. As of
today, the Board has formed the following committees:
A. Audit Committee
B. Nomination and Remuneration Committee
C. Stakeholders’ Relationship Committee
D. Corporate Social Responsibility Committee
E. Risk Management Committee
F. Securities Transfer Committee

1.2. Vision And Mission:

A vision statement expresses in writing the essence of where you want to take your
company and can motivate you and your employees to achieve your objectives. A
mission statement is a statement that defines the reason for an organization's
existence.

The Adani Group does not have its own mission statement. Under the motto "One
Vision, One Team," it has one vision statement.
“‘To be a world class leader in businesses that enrich lives and contribute to nations
in building infrastructure through sustainable value creation.”

Mr Gautam Adani, the company's founder, envisioned the company working in

various sectors to improve people's lives through its services. The organization has
worked in a variety of fields that have an impact on the lives of millions of people
daily. It has provided employment for thousands of people and improved their lives.
Readdressing the company vision - The vision is owned by everyone in higher
management. After each quarter, employees from the top management meet to
define the overall progress of that quarter. This discussion is summarized and
distributed to all employees and stakeholders for review by a top management
representative. Along with this quarterly report, the CEO re-emphasizes the
importance of the company's vision and how it has contributed to the company's
profitability.

Top management's timely anecdotes about the company's vision and the impact it
has had on society. This enables everyone to see how their contribution to the into
the corporate vision and ensure employees stay as One and perform better.
The HR department has posted the company's vision on bulletin boards in various
office buildings and share incidents, or contributions done by employees to support
the company vision.

Many employees received company stocks. The motive behind this is to make the
employee feel rewarded for their contribution to company’s vision and growth.

1.3. ORGANIZATIONAL STRATEGY

Air travel, which was once considered a luxury, has now been democratized to the
point where it is affordable to the average traveler due to lower prices and increased
connectivity. Air traffic increased at an 11 percent CAGR between FY 2009-10 and
FY 2019-20, but it remained one of the least penetrated large global aviation
markets. With the government's support for the Indian economy's projected growth,
rising household incomes, and a larger number of millennials influencing
consumption, India's aviation sector is expected to grow rapidly.

Adani Group has seven operational airports and one greenfield airport under its fold. The
Company intends to transform the Indian airport infrastructure sector in accordance
with its vision of responsible nation building. The Company intends to design
revolutionary airports that reimagine the future, provide seamless processes that
enable touch-less operations – particularly in the post-COVID-19 era, where social
distancing will be the new norm – and create a 'gateway to goodness.

The business model of the company ensures a hybrid revenue model that includes
both aero and non-aero revenues. The non-aero focus will be on the development of
Airport Villages that will cater to 'non-passenger airport visitors.' The company
intends to design futuristic airports with touch-free operations that reimagine the
future. The Adani Group's decision to enter this market is consistent with the
company's philosophy of bridging its B2B and B2C operations. The airports business
will provide strategic adjacencies for the Adani Group's existing businesses. These
airports serve 25% of India's air traffic consumer base of 300+ million people. The
company intends to provide end-to-end integration and is dedicated to achieving the
highest ASQ ratings across all categories.

Revenue – revenue was hit by the second wave of the Covid-19, Adani Airports' revenue
dipped 25 per cent to ₹68 crore in the first quarter ended June, compared to revenue of ₹90
crore during the fourth quarter of FY21.
Figures for FY 2019-20: (source)- Airports Authority of India Airport Passenger footfalls (in
Mn)
Mumbai - 45.87
Ahmedabad - 11.43
Guwahati - 5.46
Lucknow - 5.43
Trivandram - 3.91
Mangaluru - 1.88
Jaipur - 0.5

Major Competitors - Airport privatization has not been a popular concept in India in
the past, with only one private airport located in Kochi. Then came the first wave: the
privatization of the airports in Mumbai and Delhi, as well as the construction of
greenfield airports in Bengaluru and Hyderabad. The first round was a tie between
the GMR and GVK groups, with GMR taking Delhi and Hyderabad and GVK taking
Mumbai and Bengaluru.

A decade later, GVK has exited the airport business, selling its stake in Bengaluru
International Airport Limited to Fairfax and cashing out of the Mumbai and Navi
Mumbai airports to Adani Airports.

After the airline battle in India’s skies, a battle for airports is brewing down on the
ground. In the previous fiscal year, GMR's airports or cities handled 34.13 percent of
international traffic and 29.27 percent of domestic traffic, while the Adani group's
airports handled 32.86 percent of international traffic and 25.55 percent of domestic
traffic. Upcoming airports and expansions will ultimately determine who is at the top
of the pecking order. Adani airports has made a name for itself by having a private
airport in Mundra, winning bids for six airports, and then partnering with GVK to
secure Mumbai and Navi Mumbai. While the state-owned Airports Authority of India
(AAI) has handed over the Ahmedabad, Lucknow, and Mangaluru airports to the
Adani group, the others are still in the works.

1.4. ORGANIZATIONAL STRUCTURE:

The organization structure is line, functional and line and staff structure. The traditional line
structure is organized in such a way that a chairman is at the top. Then there are the CEOs
of various entities of specific areas, followed by Joint Presidents, Vice Presidents, and so on,
until the bottom executives. It facilitates the group and business development.

There is a Chief Human Resource Officer for every entity of Adani. There is also a Group
Chief Human Resource Officer part of board overarching the CHROs of multiple entities. The
Airports CHRO has HR functions vertical heads reporting to him. (viz. Talent Acquisition
Head, Compensation & Benefits Head, Learning & OD head, HR Operations head, and HR
leads for 8 airports.).

1.5 MANAGEMENT SYSTEMS –

Adani Airport's (a subsidiary of Adani Enterprise) vision was like how business
ecosystems are evolving into smarter, savvier versions of themselves through
digitalization. They desired a technology platform capable of engaging and driving
the true potential of their most important resource - human capital. As a result, they
collaborated with various external vendors such as All Sec Technologies (for
Payroll), Oracle (for goal setting and performance management system), and Taleo
(for talent acquisition and onboarding), among others, to create an internal Adani
portal with the goal of achieving uniform best practices and greater visibility across
all of its diverse lines of business. This portal not only assists the Human Resources
team in managing the employee life cycle, but it also serves as a one-stop shop for
all, daily announcements, and a portal for employee suggestions and innovative
ideas. Through individual development, this system aids in business and
organizational development.

1.6. MANAGEMENT STYLES:

The organization's top management employs autocratic leadership in order to
improve performance, achieve company goals, and maintain control over the overall
business. The decision-making authority is concentrated at its headquarters in
Ahmedabad.
Management style of mid and lower level manages is a mixture of autocratic,
charismatic, coach or bureaucratic style of management. The style of management
used in a situation is totally contingent upon the decision-making authority, the
situation, level of the authority.

1.7. ORGANIZATIONAL VALUES:

Adani Enterprise Ltd believes and its core values lies in CTC – Courage, Trust and
Commitment

Courage – they embrace new ideas and businesses, through strategic orientation,
stakeholder participation, and entrepreneurial mindset. Strategic orientation is the ability to
connect the dots, visualize the big picture and recognize the long-term implications of
today’s action while making decisions. To also understand the organization dynamics and
industry trends and financial data and translate this knowledge to articulate business
strategies. The focus is also on sustainability, integrate the interests of environment,
societies and communities in one’s actions, decisions, and business strategies. Taking
initiatives to spot medium- and long-term business opportunities and capitalize on them by
taking actions with speed and agility. To be comfortable in ambiguous situation, present on
self with conviction and poised and recover from setbacks with increased energy. Networks
cultivate and leverage formal and informal networks and enduring relationships with
stakeholders through respect, trust, and empathy. Building strong relationship with existing
and potential consumers, discover customer needs, take ownership for customer issues,
and strive to deliver superior customer experience by taking continuous feedback.

Trust – they believe in their employees and their stakeholders. Inspire a common vision by
fostering teamwork, participate actively in the accomplishment of team objectives and lead
from the front by walking the talk. Encourage differences in opinion and deal appropriately
with conflict. Unlock and channel the potential of employees, provide timely feedback,
address performance issues, and actively sponsor the development. Build a work where
high performance and meritocracy are valued.

Commitment – they stand by their promises and adhere to high standards. Execute tasks
efficiently and safely through effective time management, planning, process efficiency and
product / service quality. Act as a custodian by taking ownership of goals/ desired outcomes.
Continuously update one’s knowledge and skills in line with changing business environment
and dynamics. Challenge status quo, create a business case for change, align stakeholders
and manager challenges of an uncertain environment.
Examples: Courage – they venture in new business with no previous experience of handling
and are willing to take risks
Trust – they encourage ideas from the employees and stakeholders. Sometimes seeing the
hidden potential, opportunities are being given to junior level employees
Commitment – If the employee shows commitment towards the organization, the above two
values are well taken care by Adani Enterprise Ltd.

HRM SYSTEMS:
Adani airport is growing organization. Human resource policies are recruitment, promotion,
training, and development. Policies are designed to develop the talent and build the skills
necessary to execute the strategic direction for the organization. Adani airport is
performance driven culture and Innovation is highly rewarded. Annual Performance
evaluation process is conducted in April every year. Positively managing employees within a
success framework of goals measurements and clear expectations. Adani airport follows
360-degree review for annual appraisal. Comprehensive & transparent communication on all
aspects within organization among all levels of employees. Identify training and/or
development is under development for needs of employees and work out for corresponding
training and development plans/Calendar to fulfil the needs of employees. Adani group has
Management Development center, E-Vidyalaya and learning resource center.

2.1 CAREER SYSTEM

Adani airport, for talent attraction, opportunity is majorly given to internal talent through
internal job postings. Focus is also on the referral program. There is very less use of
Recruitment consultants. The major point to attract talent or human resource talent is by
using the brand name itself. Opportunity to be associated with a big organization such as
Adani Airport and learning the ways of how larger organization functions. As Adani airport is
relatively a newer vertical of the Adani Groups, candidates are lured in with a fact of being a
part of a growing organizations and in turn assuring a career growth for themselves

2.2 WORK SYSTEM

The HR functions is divided into different verticals to support various people related matters.
At Adani airports
The HR business partner department investigates people issues, performance management,
employee concerns and queries
The Learning and development team implements various training programs to upskill
employees and ensure the people skill match the business needs
The compensation & benefit department handles all payroll related queries
The Talent Acquisition team specialize in finding, recruiting, selecting talent.
The HR operation team investigates compliance and policy management.

2.3 DEVELOPMENT SYSTEM

Adani airport build talent from within through an employee-centric & inclusive
approach to define the business outcomes, design the program for complete
experience, deliver for transfer and application of learning on the job with proper
follow through and measurement of learning effectiveness.
Fortnightly training to HR employees on new trends in the HR function. Training on
technical skills. Training on various functions on business, HR folks are oriented
about the know-how of a department, to better understand the business and its
goals. Airport site visits for each HR employee to better understand the business and
challenges on ground.
2.4 SELF-RENEWAL SYSTEM
The HR function is committed to improve all its processes based on the results and
feedback and ensure that its manpower will remain its greatest asset.
Throughout the year, employee rejuvenation and the development of stronger inter-
personal relationships, team building, and activities aimed at further strengthening
the bonding across all divisions and locations of the company were organized. These
programs significantly assist employees in leading a balanced work life in the
organization.
2.5 Culture System
Adani airport use e-learning platform “eVidyalaya” to support and reinforce learning
within the Group. eVidyalaya ensures that learning at Adani is not bound by time or
place, and it becomes a convenient and effective learning experience for you.
eVidyalaya combines a variety of rich media and interactivity – audio, video, quizzes,
and simulations along with follow through exercises for on-the-job application – that
enhance learning retention; ensure a stronger grasp of the topics; and strengthen
employee capabilities.

Adani Library plays a key role as a valuable knowledge resource to both its in-house
faculty-members and the executives who attend training programs at AMDC from
across the Adani and its various Group companies with a rich collection of books, e-
books, Journals on almost all the core areas of business practice and other area.

Adani Airports implements leading-edge best practices and innovative technology

solutions to enhance and build capabilities on a continuous basis for organizational
growth and sustainability. Top Team/APEX Development. Senior Leadership
Development. High Potential Leadership Development. Adani Business Leadership
Program. Adani Emerging Leadership Program. Young Professionals Leadership
Program: feeding into Top 100 New Experienced Hire Program: for better Transition,
Assimilation & Alignment. Behavioral Competency Development and
Technical/Functional Competency Development. Adani group has world-class
facilities to deliver learning & development programs to employees throughout the
year. The residential facility is equipped and well-connected to ensure comfort and
ambient learning environment to Learners. It has various recreational facilities and
modes to rejuvenate body and mind.

Chai pe Charcha” – daily morning for 15 minutes’ teams meets in the cafeteria and
discuss about recent trends in the Aviation industry. A single topic is chosen every
day and employees brainstorm which generates ideas and provide solutions from
different perspectives. For HR professionals every Saturday a session – Learning
edge is run to explore new trends in the HR industry.
2.6 IR
Frequent flash strikes by Unions (BKS) without prior notice. Airports Authority
employees’ union alleges privatization done to benefit Adani. There are serious
anomalies in leasing out six airports in the country through Public-Private-
Partnership to Adani Enterprises, alleged the Airports Authority Employees’ Union,
an independent union of Airports Authority of India (AAI). The Union Cabinet on
August 19 approved the proposal for leasing out three airports --
Thiruvananthapuram, Jaipur, and Guwahati -- to be operated under PPP. In
February 2019, Adani Enterprises had won bids to operate and manage
development of six airports: Ahmedabad, Lucknow, Mangaluru, Jaipur, Guwahati,
and Thiruvananthapuram. It entered into a Concession Agreement (CA) with three
airports on February 14, 2020, to operate, manage and develop them for a period of
50 years. the union raises several allegations over the leasing of the airports.
Political Affiliations with personal agenda –
Bharatiya Kamgar Sena (BKS) party had fought to name of the airport after Shivaji
Maharaj. They were fighting for “We will not object if it states Chhatrapati Shivaji
airport is operated by Adani, instead of the board stating Adani Airport” and it is insult
to Chhatrapati Shivaji Maharaj and Marathi manoos and BKS mentioned it was
spontaneous reaction. In a statement, Adani Airports Holding Ltd. (AAHL)
considering the incidents over Adani airports branding at the Mumbai Airport, firmly
assured that Adani airport has merely replaced the previous branding with Adani
airports and that no change has been made to Chhatrapati Shivaji Maharaj
International Airport’s branding or positioning at terminal in compliance with the
norms and guidelines of AAI.

Breach of Security –
Airport entry passes issued by the Bureau of Civil Aviation Security (BCAS) allow
airport access to airline crew, ground staff, engineers, security personnel and other
individuals. It was observed that employees are found airport wearing AEP when
rostered off or pre/post shift times or violating the standard rules specified by BCAS
or/and under published rules of sovereign function such as immigration, customers,
and CISF, the AEP of that employee will be confiscated, and strict disciplinary action
will be initiated. Adani airports waned its employee of disciplinary action if they
“misuse” passes that allow them access to airports. Internal circular communication
by Adani airport to its employees that Airport Entry Passes (AEPs) should be used
only for official purposes and not during off-hours and for seeing off relatives.

3 HR DEPARTMENT AND COMPETENCY:

Adani airport HR department is head by a CHRO who reports directly to the CEO of
Adani airports.
HRBPs of all airport locations, Leads of Talent management, learning and
development, compensation and benefits, talent acquisition and HR operations
report directly to the CHRO. The role and responsibility for each of the functions is
well defined to ensure a smooth working mechanism.
When hiring a candidate for a role, individuals were shortlisted basic the skills they
acquired from previous employment that matched with the requirement of the current
role. Individual performance is evaluated by comparing it the job description of the
role. Apart from this, there are no defined plans for competency development or
acquisition initiatives. Hence, we would conclude that although the organization
attempts to have a competency-based HR functions it is not fully successful is it

4 HR CULTURE IN THE ORGANIZATION:

2.1. OVERALL STRENGTHS

The organization has a well-defined policy and procedure for the employee. It has a
performance driven culture with assist in business and individual growth. Well
defined development for the employee is implemented. As it is a growing
organization, the focus currently is on Talent acquisition. For talent attraction,
opportunity is majorly given to internal talent through internal job postings. Focus is
also on the referral program. There is very less use of Recruitment consultants. The
Adani Airports page is constantly revamped and updated to attract talent.

2.2. OVERALL AREA FOR IMPROVEMENT

The primary focus of the organization is currently

2.3. FINAL RECOMMENDATIONS

3. Conclusion: