Adani Port Special Economic Zone IR21

Our Company Intends to
Emerge as the World’s

Largest Private Port
Company by 2030
Adani Ports and Special Economic Zone Limited

Integrated Annual Report 2020-21
This Integrated Annual Report of Adani
Ports and Special Economic Zone Limited
explains the contribution of the company
towards the national economy in a little
more than two decades, its performance
during a challenging year under review
and the acquisition of new ports likely
to drive prospective growth. More than
the performance, the report provides a
holistic understanding of how the company
catalyses the local economy, community
and environment standards, validating the
company’s positioning as a responsible
corporate citizen
Contents
CORPORATE 168 Our cutting-edge
technology
OVERVIEW
170 Our sustainable supply
Our pride and pedigree chain
004 Corporate snapshot 176 Knowledge capital
009 Asset infrastructure 192 Corporate social
015 Performance review responsibility
016 Report profile 218 Board of Directors
018 About the Adani Group 222 Management
Discussion and
028 Chairman’s message
Analysis
034 CEO’s message
046 National infrastructure STATUTORY
catalyst REPORTS
054 Growth platform 260 Corporate Information
058 Value creation model 261 Directors’ Report and
Annexures
Our performance
278 Corporate Governance
074 Our operational
Report
performance
303 Business
078 Finance section
Responsibility Report
Integrated report
FINANCIAL
096 Our business model
STATEMENTS
100 Stakeholder
engagement 314 Standalone
104 Materiality 407 Consolidated
112 Risk management 538 Notice
130 Environment-Social- 553 Abbreviations
Governance 559 Common disclosures
164 Our customer
proposition platform
Adani Ports and
Special Economic
Zone Limited went
into business in 1998.
The Company intends
to emerge as the
world’s largest private
port company by
2030.
Boldness transforms
everything.
002 | Adani Ports and Special Economic Zone Limited
Corporate overview Statutory Reports Financial Statements
Part 1
Our pride
and pedigree
Where we come from and what
we have achieved
Integrated Annual Report 2020-21 | 003

C O R P O R AT E S N A P S H OT
Adani Ports and Special

Economic Zone Limited
is more than just another
port and logistics service
provider.
It has emerged as an
industry proxy and a
barometer of the national
economy.
One of the most attractive port companies
in the world
One of the world’s five fastest growing port
companies
Among the world’s most profitable port
companies by EBITDA margin
The undisputed leader in the Indian ports
sector

Our business waterways. The Company took berthing, goods handling, internal
Adani Ports and Special Economic up three distinct projects in the transport, storage and handling,
Zone Limited (APSEZ) is the National Waterway 1 (NW1). The processing and final evacuation
largest commercial port operator projects comprise the deployment by road or rail.
and integrated logistics player in of six small CSDs across a 300
APSEZ has evolved into a provider
India. km stretch of NW1. Our fleet is
of integrated port infrastructure
supported by extensive offshore,
The Company has evolved from services, which has enabled it
onshore support equipment
a single port dealing in a single to enter alliances with leading
along with the requisite ancillary
commodity to an integrated Indian businesses to provide
equipment and pipelines.
logistics platform. comprehensive logistics solutions.
APSEZ (through subsidiary Adani
The Company’s integrated Logistics Ltd.) operates five Respect
services (across ports, logistics logistics parks at Patli in Haryana, APSEZ is respected for having
and SEZ) have empowered it Kilaraipur and Kanech in Punjab, grown from scratch a little more
to forge alliances with leading Kishangarh in Rajasthan and than two decades ago to emerge
Indian businesses, making it an Malur in Karnataka with 4,00,000 as the largest port operator in
undisputed leader in the Indian sq. ft of warehousing space. India and among the five fastest
ports sector. Under a concession from Food growing port operators in the
Corporation of India and various world.
The Mundra SEZ in Gujarat spans
state government agri-commodity
over 8,000 hectares, the largest The Company is respected
warehousing departments, the
multi-product SEZ, Free Trade and for setting benchmarks in the
Company owns, operates or is
Warehousing Zone (FTWZ) and turnaround time across the
in the process of developing silo
Domestic Industrial Zone. industry; its turnaround time at
bases for the storage of food grain
the Mundra port is nearly a third
Presence and facilitate the transportation
of peers.
of grain. We have a grain silo
APSEZ is India’s largest port
capacity under operation and The Company is also respected
developer and operator
development of about 0.87 MMT. for reporting what is possibly the
comprising 12 ports and terminals
A logistics park – the largest in world’s best port company EBIDTA
and 498 MMT of augmented
India – is planned on the outskirts margin of over 70%.
capacity. The Company also
of Ahmedabad.
possesses the largest container Environment-Social-
handling facility in India. National port proxy Governance
Nearly 67% of the Company’s The Company accounted for The Company’s ESG commitment
capacity is on the west coast of around 25% of India’s port cargo has been marked by Independent
India and 33% on the east coast. movement as on March 31, 2021. Board of Directors.
APSEZ’s domestic ports are in The complement of ports makes The Company formed a
seven maritime states (Gujarat, it possible for the Company to Sustainability and Corporate
Goa, Kerala, Andhra Pradesh, service 90% of the national Social Responsibility Committee.
Maharashtra, Tamil Nadu and economic hinterland.
Odisha); ports in Vizhinjam and The Company strengthened its
The Company has grown at 3x the risk management through the
Myanmar are under construction.
growth of the industry over past application of COSO2 principles.
APSEZ’s dredging arm provides seven years.
capital and maintenance dredging The Company’s disclosures
services through a fleet of 20+ Infrastructure and services are as per IIRC Framework and
dredgers. The addition of sister GRI Standards, and is aligned
APSEZ’s port facilities are
dredging vessels of 8,000 cubic with National Guidelines
equipped with the latest cargo-
metres proved efficient with on Responsible Business
handling infrastructure capable
successful external maintenance Conduct (NGRBC), Dow Jones
of handling the largest vessels.
dredging projects executed at Sustainability Indices (DJSI),
Its ports are also equipped to
Jawaharlal Nehru Port Trust, United Nations Global Compact
handle diverse cargos comprising
Jaigarh and Angre ports, PLL- (UNGC) Principles, UN CEO
dry cargo, liquid cargo, crude and
Dahej, Southern Naval Command Water Mandate, CDP, Task Force
containers.
(Kochi port) etc. in addition to on Climate Related Financial
addressing internal needs. The Company manages a Disclosures (TCFD) and other
comprehensive logistics chain relevant frameworks.
APSEZ ventured to create - from vessels management to
and maintain India’s national anchorage pilotage, tug pulling,

People resource Acquisitions Enterprise Value of H13,675 crore.

APSEZ employed 2,773 individuals In FY 2020-21, APSEZ acquired APSEZ completed its Dighi port
as of March 31, 2021. The average 15% of its existing operational acquisition in FY 2020-21 for H705
tenure of an employee in the capacity as it stood on March 31, crore and announced plans to
organisation was 8.1 years as on 2021. The Company completed acquire the Sarguja Rail Corridor
that date; more than 74% of the 75% acquisition of Krishnapatnam and Gangavaram Port.
employees possessed engineering port and entered into a definitive
or professional degrees at the agreement for the acquisition
close of FY 2020-21. of the balance 25% at an
Credit and ESG rating
S&P provided APSEZ Moody’s provided Fitch provided APSEZ

International with a long-term foreign APSEZ with a long- with a long-term
rating currency issuer credit term foreign currency foreign currency
rating of BBB-/ stable. issuer rating of Baa3/ issuer default rating
stable. of BBB-/ stable.
ICRA, India Ratings & Research, ICRA, India Ratings & Research
Domestic CARE provided APSEZ with long-term provided APSEZ with an A1+
rating facilities and NCD rating of AA +/ rating for short-term facilities like
stable. commercial paper.
CDP provided APSEZ CDP provided APSEZ CDP provided APSEZ

with a rating of B-/ with a rating of B+/ with a rating of
ESG rating
Management Band in Management Band B+/ Management
the Climate Change in the Water Security Band in the Supplier
2020 disclosure. 2020 disclosure. Engagement Rating
2020.
S&P Global DJSI Sustainalytics MSCI provided APSEZ

provided APSEZ with a provided APSEZ an with a CCC rating.
score of 55 out of 100 in ESG Risk Rating of
Corporate Sustainability 13.71, which signifies
Assessment (CSA) 2020. APSEZ is in low risk
category.
Corporate social responsibility

APSEZ has been striving to create sustainable opportunities for marginalised communities for over
two decades, touching more than 2,300 villages in 18 States across India through its social arm Adani
Foundation. The Foundation provides quality education, health interventions, sustainable livelihoods and rural
infrastructure development. The Foundation also implemented four special projects (Saksham, Swachhagraha,
SuPoshan and Udaan).
Key numbers
11 25* 12 16
Number of operating Percentage of total million TEU Percentage increase
ports out of 12 APSEZ cargo market share in equivalent capacity, in container volumes,
ports and terminals in India FY 2020-21 FY 2020-21
India
*As per internal estimates, excluding non-Adani and coastal, LNG, LPG volumes
What we achieved in 2020-21
Krishnapatnam port acquisition
The Company completed 75% acquisition of Krishnapatnam port and entered into a definitive agreement
for the acquisition of the balance 25% stake for an Enterprise Value of H13,675 crore. Krishnapatnam is
India’s second largest commercial port in the private sector in India and the largest private port on the
east coast of India. The acquisition established the Company as a significant player on the east coast. The
Company is operating at a capacity of 64 MMT; the port has an approved master plan for 300 MTPA; the
Company plans to take annual throughput above 100 MMT in a few years.
Dighi port acquisition Global debt mobilisation

The Company completed the acquisition of As a part of refinancing the debt in Krishnapatnam
Dighi port in February 2021 for H705 crore under port and refinancing the upcoming bond maturity
the Corporate Insolvency Resolution Plan, the in January 2022, the Company raised USD 1,250
twelfth port to join the Company’s chain of million from an overseas bond issuance in July
economic gateways across eastern and western 2020 and January 2021.
coasts of India. This acquisition will establish the
Company’s footprint in Maharashtra, the largest
contributor to India’s GDP. The Company plans Opex cost optimisation
to invest H10,000 cr and develop Dighi port as The Company is moving from fixed costs to
an alternative gateway to Jawaharlal Nehru Port variable costs wherever possible, renegotiating
Trust (JNPT) operations in Navi Mumbai. operational contracts through re-engineering,
reducing built-in escalation and redeploying
manpower and machines. The Company digitised
First capital market issuance by a joint venture processes and improved resource utilisation
Company to optimise costs, which strengthened EBIDTA
The Company issued project finance style margin by 100 bps and is likely to expand 200-250
overseas bonds with a final maturity in February bps following increased volumes in the next few
2031 for the Adani International Container years.
Terminal Private Limited; the total issue size was
USD 300 million to refinance its borrowings.
Foray into Sri Lanka
The Company widened its international foray
Strategic partnerships through a container terminal at the Colombo port,
The Company strengthened partnerships with receiving a letter of intent for developing the
leading ship liners, resulting in the highest ever Western Container Terminal.
container volume of 7.2 million TEUs leading to a
market share of 41% (gain of around 5%).
Expanding logistics footprint

The Company’s logistics business diversified its
portfolio by scaling railway rolling stock through Mundra, the largest container throughput port
GPWIS, venturing into the warehousing business The Company’s Mundra port, the largest
by partnering Flipkart, developing state-of-the-art commercial port in India, emerged as the largest
MMLPs and consolidating railway track assets container handling port in FY 2020-21 (surpassing
with annuity incomes. The Company emerged as JNPT) with a market share of 32% (gain of around
India’s first private sector rail track Company by 5%).
acquiring SRCPL to invest in strategic rail lines
under the PPP model.

ASSET INFRASTRUCTURE
APSEZ’s integrated universe

A comprehensive network of ports, terminals, industrial land
and logistics infrastructure
Ports
Concession
assets with free
Total installed capacity
under operation of
Handling multi-
and complex
92.1%
pricing 480MMTPA cargo Revenue
contribution
Logistics
20-year license to
operate rails
Enhancing connectivity between
ports and origin / destination of
7.6%
cargo Revenue
contribution
SEZ & land
Land bank of
12,000+ hectares
Integration with
port; developing
Regular revenue
stream through
0.3%
(including SEZ land industry cluster annual rentals and Revenue
of 8,481 hectares) upfront premium contribution

The complement of our ports
and terminals
West coast East coast

Capacity 335 MMT Capacity 163* MMT
Dahej Moga Kanech

14 Kilaraipur
MMT
Kotkapura
Dhamora
Tuna Patli
14 Kannauj
MMT Samastipur and Darbhanga
Kishangarh
Mundra Vidisha Katihar
264 MMT Harda

Hoshangabad
Satna Kolkata
Dahod
Ujjain
Dewas
Nagpur Dhamra
Hazira
Taloja
45 MMT
Borivali
30 MMT Vizag
Mundra. 6 MMT
India’s largest
commercial Dighi Container terminals
port by 8 MMT Bulk terminals
volume Krishnapatnam Multipurpose ports
Malur
64 MMT Silos
Mormugao
CFS/EXIM yard
5 MMT Kattupalli
Coimbatore 18 MMT Logistics park
Ennore Logistics park

Vizhinjam
under construction
12 MMT
18 MMT Silos under
construction

Mundra port Dhamra port Hazira port

§ Deep-water, all-weather, § Deep-water, all-weather § Deep-water port located in the
berthing-on-arrival port in the multi-user, multi-cargo port Gulf of Khambat, Gujarat
Gulf of Kutch situated on the east coast of
§ Six berths with an annual
§ 26 berths and two single- India between the Haldia and
capacity to handle 30 MMT
point moorings with an annual Paradeep ports
cargo
capacity to handle 264MMT § Four berths with an annual
cargo with dedicated terminals § Equipped to handle dry bulk,
capacity to handle 45 MMT
for different cargo and break bulk, project cargo, liquid,
cargo
commodity types containers and automobiles
§ Equipped to handle dry bulk,
§ World’s largest coal import § Convenient, international trade
break bulk, project cargo and
terminal gateway to Europe, Africa,
containers
§ Equipped to handle dry bulk, America and the Middle East
break bulk, project cargo, liquid, § Proximity to the mineral belts
§ Potential to handle 75 MMTPA
containers, automobiles and of Odisha, Jharkhand and West
of cargo
crude Bengal helps service hinterlands
§ Added two new services in
§ Connected to the Indian § Potential to handle 100+
containers, namely ‘Arabian Star
National Highway (NH) network MMTPA of dry bulk, liquid bulk,
Service’ and ‘Blue Line’
through State Highway 48 via break bulk, containerised and
Anjar and State Highway 6 general cargo § Additional liquid tank farm
§ Natural gateway to the cargo capacity operationalised and
§ Rapid loading silos with a
hubs in northern and western 1,18,620 KL completed
capacity of up to 4,000 TPH
hinterlands of India § 5.6 MW renewable power
§ Rainwater harvesting capacity
§ Four additional services installation, state-of-the-art
of 6.7 lakh KL, state-of-the-art
introduced during the year will waste reception facility, 125KLD
waste reception facility, 140KLD
add 4,00,000 TEUs annually of wastewater treatment
of wastewater treatment
§ Enhanced cargo volume growth capacity and certified single-use
capacity and certified single-use
4% and container volume 18% in plastic-free port
plastic-free port
FY 2020-21
§ 8.5 MW of renewable power
installation, state-of-the-art
waste reception facility, 6.07
MLD of wastewater treatment
capacity, zero waste-to-landfill-
certified port and certified
single-use plastic-free port
264 MMTPA
Installed capacity
45 MMTPA
Installed capacity
30 MMTPA
Installed capacity

Dahej port Kattupalli port Tuna terminal
§ Deep-water, multi-cargo port off § Located on the Coromandel § All-weather, berthing-on-arrival
the Gulf of Khambat, Gujarat coast about 24 km north of port located off Tekra, Kandla
Chennai Port Creek, Gujarat
§ Capacity to handle 14 MMTPA
with two dry and break bulk § Three berths with an annual § Capacity of 14 MMTPA and
berths and dedicated facilities capacity to handle 18 MMTPA a draft of 16.2m; capable of
for handling project cargo of cargo handling 1,20,000 DWT vessels
at berth
§ Equipped to handle all kinds § Equipped to handle containers,
of dry bulk and break bulk break bulk and project cargo § Equipped to handle all kinds of
cargo, including coal, fertilisers, dry bulk and break bulk cargo,
§ Equipped with Direct Port
agri products, steel cargo and including coal, fertilisers, agri
Delivery (DPD) warehouse
minerals, among others products, steel, cargo and
within the container yard to
minerals, among others
§ Connected to the National provide a seamless movement to
Highway 8 through a six-lane Authorised Economic Operator § Connected to the National
State Highway 6 (AEO) and DPD consignments Highway 8A, a link to the
Mumbai-Delhi corridor
§ Connected to the contiguous § Off-dock Container Freight
industrial hubs of Gujarat, Station (CFS) with 45,000 § Equipped with high capacity
Maharashtra and eastern square feet of closed warehouse Liebherr cranes, hoppers and
Madhya Pradesh a fully integrated high-speed
§ Commenced liquid terminal
conveyor system
§ Ro-Ro Jetty for project cargo operations; handled 80,000
movement, 9.8 km long fully Tonnes of cargo § 2 MW renewable power
integrated high-speed conveyor installation, state-of-the-art
§ 450 KW renewable power
waste reception facility, 25KLD
§ Entered into a medium-term installation, state-of-the-art
of wastewater treatment
contract to handle coal for a waste reception facility, 95KLD
cement company of wastewater treatment
plastic-free port
capacity, zero waste-to-landfill-
§ 3MW renewable power, state-of-
certified port and a certified
the-art waste reception facility,
80KLD of wastewater treatment
plastic-free port
14 MMTPA
Installed capacity
18 MMTPA
Installed capacity
14 MMTPA
Installed capacity

Mormugao terminal Ennore terminal Vizag terminal

§ Located on the west coast of § Contemporary terminal located § Located on the east coast of
India in Goa in the northern suburbs of India in State of Andhra Pradesh
Chennai; ideal alternative
§ One berth terminal with an § One berth located in the
gateway for Chennai
annual capacity to handle 5.20 northern arm of the inner
MMTPA cargo § World-class container terminal harbour of Vishakhapatnam Port
with an annual capacity to Trust with a capacity to handle
§ Permitted to handle coal cargo;
handle 12 MMT cargo 6.41 MMTPA
adequate infrastructure to
handle Panamax and capsize § Well-integrated environment, § Permitted to handle coal cargo;
vessels which facilitates the capable of berthing Panamax
management’s faster decision- vessels
§ Locational advantage in
making to enhance operational
servicing the Maharashtra and § Strong rail-road connectivity
responsiveness
Karnataka hinterlands to the hinterlands of
§ 25KLD of wastewater treatment Andhra Pradesh, Telangana,
§ Fully mechanised material
capacity, zero waste-to-landfill- Chhattisgarh and Odisha
handling system comprising
certified terminal and certified
conveyor systems and stacker- § 280m berth, two harbour mobile
and-reclaimers with stacking cranes, 2.22 km conveyor, two
capacity of 5,000 TPH and stacker-and-reclaimers with
reclaiming capacity of 2,500 mechanised wagon loading
TPH facility and large storage land
area
§ Certified single-use plastic-free
port
5.20 MMTPA
Installed capacity
12 MMTPA
Installed capacity
6.41 MMTPA
Installed capacity

Krishnapatnam port Dighi port Vizhinjam port
§ Located on the east coast § The port will empower APSEZ § Deep draft, all-weather under
of India in Nellore district of to service customers in construction port in South
Andhra Pradesh (~180 km from Maharashtra, North Karnataka, Kerala is under development
Chennai Port) West Telangana and Madhya
§ First phase capacity of the port
Pradesh
§ All-weather, deep water port has will be 18 MMTPA
multi-cargo facility with current § Equipped to handle bulk and
§ Proposed zero-waste-to-landfill
capacity of 64 MMTPA liquid cargo with an annual
and single-use plastic-free port
capacity of 8 MMTPA
§ Equipped to handle dry, liquid & from the commencement of
container cargo § Proposed to be a zero waste- operations
to-landfill port and single-use
§ 5 terminals with a combined
plastic-free port from the
quay length of 3.3 km
commencement of operations
§ Krishnapatnam’s operations
were bench marked to
APSEZ’s philosophy resulted in
expansion of margin to 71% from
55% (before acquisition)
§ 15 MW wheeled renewable
power through a long-term
power purchase agreement,
state-of-the-art waste reception
facility, 300KLD of wastewater
treatment capacity and certified
64 MMTPA
Installed capacity
8 MMTPA
Installed capacity
18 MMTPA
Installed capacity

PERFORMANCE REVIEW
How we grew our

business during a
challenging FY 2020-21
Financial Operational Acquisitions

§ Consolidated operating revenue § Cargo throughput was 247 MMT, § In FY 2020-21, APSEZ acquired
improved 6% to H12,550 crore growth of 11% 15% of its existing operational
capacity (as it stood on March
§ Ports revenue strengthened 12% § Handled record container
31, 2021). The Company
to H10,739 crore volume of 7.2 million TEUs,
completed the 75% acquisition
registering 16% growth
§ Net debt-to-EBITDA was 3.3x of the Krishnapatnam port
(within the guided range of 3 to § Mundra remained India’s largest and entered into a definitive
3.5) commercial port, handling agreement for the acquisition
144 MMT of cargo volume and of the balance 25% stake at
growing 4% on a large base. an Enterprise Value of H13,675
crore.
§ Dhamra port registered cargo
growth of 9% and handled its § APSEZ completed the
highest cargo volume of 32 acquisition of the Dighi port for
MMT H705 crore and announced the
acquisition of the Sarguja Rail
§ Mundra LNG and LPG
Corridor and Gangavaram port.
commenced operations in
FY 2019-20; handled 1.75 MMT
and 0.8 MMT, respectively
during the year

REPORT PROFILE
Approach to
Integrated Reporting
This is our second statutory sections - the Directors’

Report, including Management
Integrated Discussion and Analysis (MDA),
Annual Report, a and the Corporate Governance
validation of our Report-are as per the Companies
commitment towards Act, 2013 (including the Rules
framed thereunder), Securities
transparent and and Exchange Board of India
holistic stakeholder (Listing Obligations and Disclosure
communication. Requirements) Regulations,
2015 and the revised Secretarial
The report provides Standards issued by the Institute
stakeholders a of Company Secretaries of India.
comprehensive The financial statements are
assessment of our in accordance with the Indian
Accounting Standards (Ind AS).
financial and non-
financial metrics. This report covers the guidelines
and commitments related to
Basis of presentation the GRI Standards, United
Nations Global Compact
Our integrated report is based on
(UNGC) principles, National
the principles contained in the
Guidelines Responsible Business
International Integrated Reporting
Conduct (NGRBC), Sustainable
Framework (the International
Development Goals (SDGs) and
<IR> Framework) published by the
India Business & Biodiversity
International Integrated Reporting
Initiative (IBBI). It demonstrates
Council (IIRC). In this report, the
our strategic alignment with the

global commitment to combat a robust verification process, changes in government policies,

climate change and align it to leveraging our expertise and global markets, operational
TCFD recommendations. It covers that of third parties who have no incidents, mega trends etc. We
the financial year from April 01, financial interest in our operations cannot guarantee that such
2020, to March 31, 2021. other than for the assessment statements will become a reality.
of this report. The statutory
The intensity for non-financial
Reporting Boundary section has been audited by
parameters has been calculated
This report covers the financial Deloitte Haskins & Sells LLP
against the consolidated revenue
and non-financial aspects of and the secretarial audit has
(operational and other income) of
Adani Ports and Special Economic been done by CS Ashwin Shah,
85 entities.
Zone Limited (APSEZ), subsidiaries Practising Company Secretary.
and joint ventures (including The ESG information has been
Board and Management
SEZ and the Logistics business externally assured by Ernst &
Young Associates LLP as per Assurance
vertical). The financial reporting
covers all geographies of APSEZ’s the International Standard on The Board of Directors and
operations and 85 entities Assurance Engagements (ISAE) Management Team acknowledge
while the ESG parameters being 3000 and Type 2 ‘Moderate level’ their responsibility to ensure the
reported for India operations as per AA 1000 AS. integrity of this Integrated Report.
covers 31 entities with >95% They believe the report addresses
This document includes all material issues and presents
revenue contribution. statements and commitments the integrated performance in a
presenting the Company’s future fair and accurate manner.
Audit and Assurance expectations, which may involve
We safeguard information quality risks and uncertainties such as
contained in this Report through
Occasional differences in data and percentages in the graphs and tables are due to the
rounding-off effect of values

The multi-business Adani Group
is one of the most dynamic
industrial conglomerates in India.
Engaged Enhancing Enriching

in nation stakeholder communities of
building value its presence
Vision Values
To be a world class leader in Courage Trust Commitment

We shall We shall We shall
businesses that enrich lives embrace believe in our stand by our
and contribute to nations in new ideas employees promises
building infrastructure through and business and other and adhere
sustainable value creation. stakeholders to high
standards of
business
Culture
Passion Results Integration Dedication Entrepreneurship

Performing with Consistently Working across Working with Seizing new
enthusiasm and achieving goals functions and commitment in opportunities
energy businesses to the pursuit of our with initiatives
create synergies aims and ownership
The promoter The Adani Group logistics, energy and utilities –

The Adani Group has been The Adani Group is a diversified possess a proven track record
promoted by the visionary industrial conglomerate in of excellence in business
industrialist Mr. Gautam Adani. India with a combined market development, construction
The group was founded by capitalisation of USD 91 and maintenance. The Group
Gautam Adani in 1988 as a billion as on March 31, 2021, comprises among the largest
commodity trading business, the comprising six publicly traded infrastructure and utility portfolios
flagship company being Adani companies. The Group’s extensive in the world. There has been a
Enterprises Limited (previously business interests across India’s gradual shift in the business mix
Adani Exports Limited). infrastructure sector – transport, from B2B to B2C with the Group

engaged in agro commodities is the largest private sector port maintenance (O&M) practices
and ancillary industries, gas operator in India. Adani Wilmar benchmarked to global standards.
distribution across geographies is the largest edible oils brand in
in India, electricity distribution India. Adani Transmission Limited The core philosophy
that powers the financial capital is the largest private sector The Adani Group’s core philosophy
of India, and the airports business transmission and distribution is ‘Nation Building’, driven by
that will manage and develop company in India. ‘Growth with Goodness’ , its
eight airports in India. The Group beacon for sustainable growth.
is also engaged in the digital, road The visibility The Adani Group is committed
building, water and data centre The Adani Group comprises six to widen its ESG footprint
businesses. publicly traded companies that with an emphasis on climate
were collectively valued at a protection and increasing
The scale market capitalisation of USD 91 community outreach through
Most of the Group’s businesses billion as on March 31, 2021. CSR programmes woven around
are among the largest in India, sustainability, diversity and shared
generating attractive economies The positioning values.
of scale. Adani Green Energy The Adani Group has positioned
Limited is among the largest itself as a leader in the transport The credibility
renewable energy businesses in logistics and energy utility The Adani Group comprises four
India. Adani Total Gas Limited is portfolio businesses in India. The IG-rated businesses and is the
the largest city gas distribution Group has focused on sizable only Infrastructure Investment
business in India. Adani Ports & infrastructure development Grade bond issuer from India.
Special Economic Zone Limited in India with operations and
Adani Group: A world class infrastructure & utility portfolio
Transport & Logistics Portfolio Energy & Utility Portfolio
63.7% 100% 75% 56%

APSEZ: Port & Logistics SRCPL: Rail ATL: T&D AGEL: Renewables
100% 75% 37.4%

NQXT APL: IPP ATGL: Gas DisCom
75%
AEL: Incubator
100% 100% 100% 100%

AAHL: Airports ARTL: Roads AWL: Water Data Centre
~USD 91 billion
Combined market capitalisation (As of March 31, 2021)
APSEZ: Adani Ports and Special Economic

Marked shift from B2B to B2C businesses Locked in Growth Zone Limited
NQXT: North Queensland Export Terminal
ATGL: Gas distribution network to serve key Transport & SRCPL: Sarguja Rail Corridor Pvt Ltd
geographies across India logistics: Airports AAHL: Adani Airports Holdings Ltd
and Roads ATL / APL / AGEL / ATGL: Adani
AEML: Electricity distribution network that Transmission / Power / Green Energy /
Total Gas Ltd.
powers the financial capital of India Energy & Utility: AEML: Adani Electricity Mumbai Ltd
Water and Data ARTL: Adani Road Transport Ltd
Adani Airports: To operate, manage and develop
Centre AWL: Adani Water Ltd
eight airports in the country T&D: Transmission and Distribution
IPP: Independent Power Producer
Opportunity identification, development and beneficiation is intrinsic

to diversification and growth of the group

Adani Group: Repeatable & proven
transformative investment model
Phase Development Operations Post operations
Origination Site development Construction Operation Capital management
§ Analysis & market § Site acquisition § Engineering & § Life cycle O&M § Redesigning the
Activity
intelligence § Concessions design planning capital structure of

§ Viability analysis and regulatory § Sourcing & quality § Asset management the asset
§ Strategic value agreements levels plan § Operational
§ Investment case § Equity & debt phase funding is
development funding projects consistent with
asset life
§ India’s largest § Longest private § 648 MW ultra mega § Energy Network § In 2020-21, APSEZ
commercial port HVDC line in solar power plant Operation Centre and its joint venture
(at Mundra) Asia (Mundra to (at Kamuthi, Tamil (ENOC) enables AICTPL issued three
§ Highest margin Mahendragarh) Nadu) a centralised bonds amounting
among peers § Highest line § Constructed and continuous to USD 1.55 billion
availability commissioned in a monitoring of international bonds
record nine months projects and with 5-10 year
installations on a maturity, elongating
single cloud-based maturity profile
platform and reducing the
weighted average
cost of capital
§ AGEL’s issuance
of USD 1.35 billion
revolving project
finance facility will
fully fund its entire
project pipeline
All listed entities

Performance
maintain a liquidity
cover of 1.2x- 2x as a
matter of policy
Share of institutions
in debt structure
14%
March 31,
2016
31% 55%
30%
March 31,
50%
2021
20%
PSU banks
Private banks
DCM (Bonds)

How Adani Group companies

performed in a challenging 2020-21
EBIDTA growth
APL APSEZ^ ATL
50% 7% 12%
FY 2019-20 FY 2019-20 FY 2019-20
7059 7565 4519
FY 2020-21 FY 2020-21 FY 2020-21
10597 8063 5066
AEL AGEL ATGL

10% 41% 17%
FY 2019-20 FY 2019-20 FY 2019-20
2968 1862 639
FY 2020-21 FY 2020-21 FY 2020-21

3259 2632 749
Strong growth in the consolidated EBITDA of the listed companies of the Group by 22% in FY 2020-21
demonstrates the utility nature of the businesses
§ APL EBITDA improved due to improved merchant tariffs, lower imported coal prices and higher prior period income recognition
§ AGEL EBITDA grew on account of increased revenue from power supply and O&M cost optimisation
§ ATL EBITDA grew due to growth in power transmission EBITDA and higher regulatory income from the power distribution business
§ APSEZ EBITDA growth was on account of an increase in cargo volume, operational efficiency and cost restructuring
§ AEL EBIDTA grew due to an increase in EBIDTA from the solar manufacturing business
EBITDA includes Other Income. ^APSEZ EBITDA excludes forex gain/loss, other income and one time donation of H80 crore. AEL: Adani
Enterprises Limited; AGEL: Adani Green Energy Limited; APL: Adani Power Limited; APSEZ: Adani Ports and Special Economic Zone Limited;
ATGL: Adani Total Gas Limited; ATL: Adani Transmission Limited
PAT growth
APSEZ ATL APL

33% 82%
FY 2019-20 FY 2019-20 FY 2019-20
3785 707 -2264
FY 2020-21 FY 2020-21 FY 2020-21
5049 1290 1240
AEL* ATGL AGEL

26% 8%
FY 2019-20 FY 2019-20 FY 2019-20
939 436 -68
FY 2020-21 FY 2020-21 FY 2020-21

1182 472 182
Combined PAT of Adani Group’s listed portfolio grew 166% in FY 2020-21

§ All portfolio companies registered profit after tax (PAT)
§ Adani portfolio PAT grew through the pandemic, underlining the core utility nature of the businesses
*PAT for AEL excludes exceptional items

The Adani Group
platform of excellence,
outperformance and
leadership

The Adani Group businesses
Transport Logistics Energy Utilities
The Group Adani growth platform

Investing at a
Making
competitive
outsized Creating long- Reinforcing
Betting on Strategic big capital cost in
investments term revenue attractive
India picture a relatively low
in futuristic visibility margins
commissioning
infrastructure
time
The platform
India
At the Adani Group, we believe in and bet on India. We have observed that following the announcement
of liberalisation in 1991, India has not just grown faster; it has compressed the GDP growth of the earlier
decades into considerably fewer years for equivalent growth. For instance, the GDP growth that India
achieved across nearly 60 years was replicated in the next seven years. This is precisely what is expected
going ahead: India is expected to transition from a sub-USD 3 Trillion economy to a USD 5 Trillion economy
in the next few years. At Adani Group, we have proactively invested in businesses that will ride the middle-
income consumption engine seeking improved life quality. We have invested not on the basis of what is,
but on what can be. In making disproportionate investments, we intend to shift the needle not just for the
Company but for the country as a whole with the objective of widening access, reducing costs, widening
the market and, in doing so, helping strengthen India.
Competitive advantage mature’. Some of the businesses direction. Its outsized initial
At the Adani Group, we believe can be classified as mature, capacity establishes economies of
that the ability to make a based on the enduring industry scale within a relatively short time
significant national contribution presence and the conventional horizon that deters prospective
can only be derived from a broad- interpretation of their market competition and generates a
based competitive advantage potential; these very businesses substantial cost leadership (fixed
that is not dependent on any can be considered non-mature and variable) across market
one factor but is the result of an by the virtue of their vast cycles.
overarching culture of excellence addressable market potential and
Technology
– the coming together of rich the superior Adani Group value
The Adani Group invests in the
sectorial experience, timely proposition. The result is that the
best technology standards of
project implementation, ability to Adani Group addresses sectorial
the day that could generate
commission projects faster than spaces not on the basis of existing
precious additional basis points in
the sectorial curve, competence market demand but on the basis
profitability and help more than
to do so at a cost lower than the of prospective market growth
recover the additional cost (if at
industry average, foresight to not following the superior Adani
all) paid within a short tenure.
merely service the market but sectorial value proposition.
This superior technology standard
to grow it, establish a decisive
Outsized evolves into the Company’s
sustainable leadership and evolve
The Adani Group has established sustainable competitive
the company’s position into a
a respect for taking outsized advantage, respect, talent traction
generic name within the sector of
bets in select sectors and and profitability.
its presence.
businesses without compromising
Execution excellence
Relatively non-mature spaces Balance Sheet safety. The Group
The Adani Group has built a
At the Adani Group, we have establishes a large capacity
distinctive specialisation in
selected to enter businesses that aspiration that sends out a
project execution, one of the
may be considered ‘maturely non- strong message of its long-term
most challenging segments in

India. The Group has established Scalable financial structure approach helps transform these
benchmark credentials in The Adani Group has created marquee institutions from mere
executing projects faster than a robust financial foundation lenders to stable resource (fund or
the sectorial average by drawing of owned and borrowed funds growth) providers for the long-
from the multi-decade Adani pool (the lowest cost by far for term.
of managerial excellence across infrastructure building companies
Ownership
a range of competencies. This in India). This enhanced credibility
The Adani Group comprises a high
capability has resulted in quicker makes it possible for the Adani
promoter ownership, validating a
revenue inflow, increased surplus Group to mobilise resources from
high commitment and ownership
and competitive project cost per some of the largest global lenders
in projects.
unit of delivered output. at among the lowest costs. This
Adani Group’s outperformance

Port cargo Renewable Transmission City gas
throughput growth capacity growth network growth distribution7 growth
(MMT) (GW) (ckm) (GAs8 covered)
4% 12% 25% 118% 7% 20% 30% 45%
1.5x
5x
3x
3x
Industry Adani Industry Adani Industry Adani Industry Adani

2014 972 MMT 113 MMT 2016 46 GW 0.3 GW 2016 3,20,000 6,950 2015 62 GAs 6 GAs
2021 1,246 MMT 247 MMT 2021 140 GW9 14.8 GW6 2021 4,41,821 18,801 2021 228 GAs 38 GAs
APSEZ AGEL ATL ATGL

Highest margin among World’s largest solar energy Highest network availability India’s largest private CGD
peers global developer among peers business
EBITDA margin: 70%1,2 EBITDA margin: 91%1,4 EBITDA margin: 92%1,3,5 EBITDA margin: 41%1
Next best peer margin: 55% Among the industry’s best Next best peer margin: 89% Among the best in industry
Transformative model driving scale, growth and free cashflow
Note: 1. Data for 2020-21; 2. Margin for ports business only, Excludes forex gains/losses; 3. EBITDA = PBT + Depreciation + Net Finance Costs
– Other Income; 4. EBITDA Margin represents EBITDA earned from power supply 5. Operating EBITDA margin of transmission business only,
does not include distribution business. 6. Contracted & awarded capacity 7. CGD – City Gas distribution 8. GAs Geographical Areas - Including
JV | Industry data is from market intelligence 9. This includes 17GW of renewable capacity where PPA has been signed and the capacity is
under various stages of implementation and 29GW of capacity where PPA is yet to be signed’

How Adani Group enhanced

value in FY 2020-21
(share price in H)
Movement in the Adani listed portfolio on the stock exchanges in 2020-21

Adani Total Gas Limited Adani Enterprises Limited Adani Green Energy Limited
1014% 649% 621%
FY 2019-20 FY 2019-20 FY 2019-20
86 138 153
FY 2020-21 FY 2020-21 FY 2020-21

961 1031 1105
Adani Transmission Limited Adani Power Limited Adani Ports and Special
381% 207% 180%
FY 2019-20 FY 2019-20 FY 2019-20
189 28 251
FY 2020-21 FY 2020-21 FY 2020-21

908 85 702
All Adani portfolio stocks generated a return in excess of 100% and outperformed the index by a significant
margin (Nifty-50 generated a return of 71%). 2020-21 stock prices were as of March 31, 2021 and 2019-20
stock price was as of March 31, 2020
The Adani Group: Establishing benchmarks

Largest
World’s
One oflargest Ultra
the world’s
India’s largest India’s largest single
India’s largest private Mega
largestSolar
ultraPower
mega Plant
solar
commercial port location private thermal
sector ports company of 648plant
power MW at of Kamuthi
648 MW
(Mundra) IPP (Mundra)
(Tamil(Tamil
at Kamuthi Nadu)Nadu)
Highest Quickest Longest
The 648 MW solar

Ports company enjoying Longest private HVDC
Highest transmission power Kamuthi plant
the highest margin line in Asia (Mundra to
line availability in India commissioned in only
among peers Dehgam)
Mahendragarh)
nine months

Our Company
intends to emerge
as the world’s
largest private port
company by 2030


CHAIRMAN’S MESSAGE
A Time For
Pragmatic Optimism
It is hard to believe that political, cultural and economic

a 100-year-old Keynesian barriers dissolve faster than ever
statement, made at a time before in a dual solvent of global
when telecommuting and global interdependence and hyper
e-commerce were not even interconnectivity that are creating
nebulous ideas, could still ring so unprecedented new opportunities,
true. new business models and several
new challenges.
‘He could order by telephone,
sipping his morning tea in bed, Of all the challenges, however,
the various products of the one of the most significant
whole earth, in such quantity as consequences of globalisation
he might see fit, and reasonably has been pandemics – and the
expect their early delivery upon most difficult of them has been
his doorstep. He could at the COVID-19. While this is no surprise
same moment and by the same given that pandemics like the
means adventure his wealth in Asian Flu of 1957 spread through
the natural resources and new trade and travel routes, it is
enterprises of any quarter of the obvious that the world was just
world.’ not prepared for the explosive rate
of spread of a pandemic of COVID-
This appeared in John Maynard
19’s scale. This has exposed
Keynes’ influential best-seller
several of the fragilities of global
The Economic Consequences
interdependence that will need
of the Peace, first published in
to be fixed and each country is
1919, when the word globalisation
expected to do it differently.
had not even been coined (it
first showed up in its modern Curiously though, the remedy for
meaning only in 1930). The fact this malady is coming through
is that globalisation did exist the process of globalisation,
even then, except that the pace as evidenced by the worldwide
was sedentary in comparison to collaboration on accelerated
today’s world. genome sequencing, vaccine
Some Things Never Change

development and vaccine
manufacturing. Therefore,
There is no denying
If Keynes’ time is remembered for paradoxically, both the problem the fact that while
the gradual globalisation of social and its solution lie in our embrace COVID-19 has
and economic life, our time will of globalisation.
be remembered for the unbridled
challenged every
pace at which globalisation is Learnings During a Crisis nation, India’s size
enveloping our lives, driven by
the ubiquitous reach of the
There is no denying the fact that
while COVID-19 has challenged
and population
internet. The consequences every nation, India’s size and density have made it a
are still emerging as our world’s population density have made harsher challenge.
it a harsher challenge. Indeed, world, and we must unhesitatingly
the pandemic froze economic write our own definition. After
The COVID-19 pandemic priorities and forced the world all, not only is India the world’s
has demonstrated, to to divert time and resources to largest democracy but it is
most nations across the manage the crisis, as did India. also the world’s most unique
world, that free market No one denies that India could and boldest experiment with
economies cannot be at have done much better and democracy. One size does not
the cost of self-reliance. that every life lost is a tragedy. fit all and it is increasingly
However, as the world races to evident that the phenomenon of
We must believe in our vaccinate its people, we see India hyper-globalisation that created
own capabilities and being criticised repeatedly for not the unrealistic expectation of
must be able to depend doing enough to protect its own. being the panacea for efficient
on it for economic Sometimes, it is worth keeping in manufacturing and services
construction, especially in mind that India has more people across the world has been one
times of crisis. than the combined population important cause of much of the
of Europe, North America and inequalities we are witnessing
Oceania. In other words, our today. Therefore, only when we
country is facing a challenge are able to fully mobilise the
bigger than what three continents efforts of our own people will we
are facing at a time when every be able to develop our economy in
nation is maximising what it can a way that we can take advantage
do for its own people and has far of our country’s demographic
better healthcare infrastructure dividends that we have not
built over several decades. Given yet been able to fully unleash.
that our vaccination effort is COVID-19 is a wakeup call for all of
bigger than the combined efforts us to transform ourselves. There
of 87 countries, it is only fair to cannot be a better time for us to
take a step back and determine commence the journey towards
the scale of the challenge our true self-reliance (Atmanirbharta)
nation has confronted. for accelerating the building of
our nation in the post-COVID-19
In this context, I believe that
world.
the Atmanirbharta initiative
launched by the Government is
Organisational Values as a
a transformational and correct
step in our nation’s journey. Platform for Numbers
The COVID-19 pandemic has The past year has been one that
demonstrated, to most nations further reinforced my belief in
across the world, that free market the values of an organisation.
economies cannot be at the cost About a decade back, we chose
of self-reliance. We must believe Courage, Trust and Commitment
in our own capabilities and as the guiding values that would
must be able to depend on it for determine our actions and,
economic construction, especially today, I credit the resilience that
in times of crisis. Therefore, we have demonstrated to the
the five pillars of Atmanirbhar stoutness of these values. It
Bharat – Economy, Infrastructure, strengthens my confidence in
System, Vibrant Demography, our organisation’s fortitude, and
and Demand – are a necessity to this has been demonstrated in
Despite a pandemic- the results of our Group. Not only
ensure our economy builds the
induced large-scale intrinsic robustness to manage has the Adani Group emerged
disruption in economic disruptive black swan events like as India’s benchmark for market
activity, all six of our COVID-19. The definition of a leadership in difficult times,
listed entities posted free-market economy will undergo but we have also broadcast our
results significantly above a change in a post-COVID-19 organisational ability to rapidly
market expectations. pivot in the right market direction.

An exciting example of this agility § Adani Total Gas Limited

is our expanding partnership (ATGL) added 102 CNG stations,
with TOTAL (now TotalEnergies) 500 commercial and 40,939 Not only has the
who are strategically increasing domestic customers, achieving a Adani Group emerged
their renewables portfolio. combined volume of 515 MMSCM as India’s benchmark
These developments exemplify (CNG+PNG) for market leadership
the resilience of our diversified in difficult times, we
Strategic highlights
business across sectors, have also broadcast
§ APSEZ announced four
industries, and geographies.
Despite a pandemic-induced
acquisitions — KPCL, GPL, Dighi our organisational
large-scale disruption in economic
Ports & SRCPL — thus improving ability to rapidly pivot
activity, all six of our listed entities
East Coast - West Coast parity. It in the right market
posted results significantly above
also announced the setting up of direction. These
a container terminal at Colombo traits exemplify the
market expectations and some
port in partnership with John
of these record highlights appear resilience of our
Keells and SLPA.
below. diversified business
Group highlights
§ Adani Enterprise Limited (AEL) across sectors,
§ Capacity addition, sweating
took over operations of airports industries, and
at Ahmedabad, Lucknow and geographies.
of assets, and a relentless focus
Mangalore, signed concession
on operational excellence and
agreements for Guwahati, Jaipur
efficiency ensured that the
& Thiruvananthapuram, and
EBITDA of our listed portfolio
is in the process of acquiring
registered a year-on-year growth
Mumbai International Airports
of 22% (H32,337 Crore in FY 2020- to unprecedented access to the
Limited (MIAL) & Navi Mumbai
21). Indian end consumer. I know of no
International Airport Limited
§ The return to equity (NMIAL) airports. business model akin to ours with
shareholders (PAT) increased by a access to an unlimited B2B and
§ AGEL fortified its partnership B2C market over the next several
significant 166% on a year-on-year
with TotalEnergies who acquired a decades.
basis (H9,415 Crore in FY 2020-21).
50% stake in its 2.35 GW portfolio
§ All Adani portfolio stocks gave of operating solar assets and Building the Template for
returns over 100% and out- 20% equity stake in AGEL from
Capitalising on Trends
performed index by a significant the founders for an investment
margin (Nifty-50 gave a return of amounting to USD 2.5 Billion. While we are known as an
71%). organisation that makes swift
While we can look back and decisions, our foray into the
Segment highlights feel satisfied about our results, world of renewables and clean
§ Adani Green Energy Limited I believe that the real phase energy has further allowed us to
(AGEL) added 925 MW operational of accelerated growth of the templatise our expansion process
capacity, achieved a high Adani Group as an entity that and has given us the confidence
consistent Solar CUF of 22.5% and benefits from having a portfolio of to move into several new sectors
Wind CUF of 26.8%. companies with several strategic as has been increasingly evident
adjacencies, is only now gathering with our diverse business
§ Adani Transmission Limited
momentum. This helps us bridge portfolio. As an example, it is
(ATL) added 3,931 ckt km to its
the B2B to B2C gap in unique worth noting that the thought
network, reaching 18,801 ckt km,
ways and will encompass our process of accelerating our clean
and sold a record 7,169 Million
new businesses like Airports, energy footprint was seeded as
units during the year.
Data Centres, Defence and recently as in 2020 (at the Davos
§ Adani Ports and Special several others. What we have World Economic Forum in January
Economic Zone Limited (APSEZ) built over the past two decades 2020). From my meetings at
achieved a cargo volume of 247 is India’s largest integrated and Davos, two things had become
MMT (up by 11%) and reached a yet diversified infrastructure evident.
market share of 25%, a gain of 4% business that is now manifesting
points. itself as an integrated ‘platform of § First – Climate change had
platforms’ and moving us closer become the defining issue of

our time and climate change become the world’s largest solar
action must be accepted as a power developer. We rose from
It was at Davos that global, national, and personal No.6 position in 2019 to No.1 in
I decided we must responsibility. 2020 – in just nine months.
align with our nation’s § Second – With India driving § Simultaneously, we formed
perspective on renewable one of the largest consumption game-changing partnerships in
energy – and set growths, our country would energy to start establishing the
ourselves the goal to be have to play a defining role as base for global partnerships.
the world’s largest solar it balanced its need to provide Inducting TotalEnergies as a
power producer. I also affordable electricity to its 20% partner in the renewables
decided that a significant citizens as well as accelerate its business sealed a strategic
part of our Group’s future renewable energy ambitions. alliance that covers investments
investments must be in LNG terminals and renewable
It was at Davos that I decided
focused on sustainable assets across India, besides
we must align with our nation’s
the gas utility business. The
and renewable energy. perspective on renewable energy
partnership within the renewables
– and set ourselves the goal
space in India will be a key
to be the world’s largest solar
contributor to TotalEnergies’
power producer. I also decided
objective of transforming into a
that a significant part of our
clean energy leader.
Group’s future investments
must be focused on sustainable § Since January 2020, the value
and renewable energy. On the of our renewables business
22nd of January, I penned down increased over 600 times thereby
my thoughts and the Group’s yielding one of the best returns
ambitions in a LinkedIn article across all stock markets.
wherein I wrote: “Our vision is
§ Thereafter, in May 2021, we
to become the world’s largest
acquired Softbank’s and Bharti’s
solar power company by 2025
5 Gigawatts portfolio of renewable
and thereafter the world’s largest
assets, allowing us to leapfrog and
renewable power company by
get to our target of 25 Gigawatts
2030”. I also stated that we would
a full four years ahead of our
“build 25 Gigawatts by 2025 and
schedule.
also become the world’s biggest
solar player”. Our existing portfolio This is what templatisation
of renewable power at that time means to us and it gives us
stood at just 2.5 Gigawatts. the confidence to expand
swiftly across several adjacent
We moved fast since January
sectors. This success is also a
2020 and my focus has been on
manifestation of the core of our
building an organisation that can
three organisational values –
add an unmatched 5 Gigawatts
Courage, Trust, and Commitment
of generation capacity every year
– that fundamentally define our
over the next decade and foster a
Group.
cleaner energy future. So far, we
are very much on target. Let me
Adani Foundation: Growth
highlight some of the milestones:
with Goodness
§ Five months following the As a Group with businesses
promise at Davos, in Q2 of 2020, in locations where some of
we won the world’s largest solar the poorest segments of our
tender when SECI awarded us 8 population reside, we are deeply
Gigawatts through a competitive conscious of our responsibility
bidding process. to help marginalised and
§ Thereafter, in Q3 of 2020, underprivileged communities
Mercom reported that we had – over and above just creating
jobs. Through a wide variety

of initiatives led by the Adani more oxygen concentrators for

Foundation, we have touched people managing their infection
millions of lives across thousands by themselves. India will be a five-
of villages, driving beneficial
It was a formidable challenge
trillion-dollar economy
change in education, health,
but one that we rose to, quickly and will then go on to
infrastructure development
and efficiently. Working with our be a 15-trillion-dollar-
and sustainable livelihood
business partners and Indian plus economy over
development. We expect to the next two decades
missions across the world, we
amplify our work and double these
numbers over the next five years.
managed to secure a massive and will emerge as one
life-saving inventory of these of the largest global
However, in line with the rest of critical items, the biggest of which markets, in terms of both
the world, the Adani Foundation’s we brought in with the help of consumption size and
primary focus over the past year the Indian Air Force. Back home, market capitalisation.
was guided by the battle against our indefatigable logistics teams
COVID-19. One of the issues ensured that the oxygen tanks
the cascading nature of this and cylinders were repeatedly
become wiser as we go through
pandemic thrust into the national refilled and despatched to all
this pandemic. India will be a
spotlight was the grave inequality corners of the country.
five-trillion-dollar economy and
across our scattered communes in
I am also proud that the will then go on to be a 15-trillion-
access to relief and care. As soon
Foundation went well beyond dollar-plus economy over the next
as the virus took hold, we mapped
procuring essential supplies. In two decades, emerging as one
out the urgencies of the moment
just days, our engineering and of the largest global markets in
and studied how best we could
medical teams expertly converted terms of consumption size and
mitigate distress across India. We
our Adani Vidya Mandir school in market capitalisation. There will
quickly realised that the battle
Ahmedabad and the Noida Indoor be bumps along the road, as has
needed more than the standard
Stadium into emergency COVID been the case in the past, and is
assortment of medical items, like
Care Facilities with hundreds of expected to be the case in the
protective gear and diagnostic
beds, oxygen support and catered future. However, there cannot
kits. The most pressing need was
food. In Bhuj and Mundra, our be any doubt that the largest
for additional means to quickly
hospitals that serve as a general middle-class that will ever exist,
deliver medical oxygen across the
medical oasis for the neighbouring augmented by an increase in
land.
districts were swiftly turned into the working age and consuming
The solution was tied to several 100% COVID care hospitals. population share, will have a
items that were in short supply positive impact on India’s growth
At no time in the past was the
locally. We needed more cryogenic rates very much in line with the
work of the Adani Foundation
tanks capable of transporting demographic dividend India
more necessary and relevant
oxygen in supercooled liquid form, enjoys. The most essential factor
than it is now. I am deeply moved
more medical oxygen cylinders required will be a better trained
by the extent of the effort our
for hospitalised patients, more workforce and I have no reason
Foundation’s team members have
oxygen generator plants for to believe that over the next two
put in, often choosing to ignore
healthcare facilities unable to decades we will not have been
the risk to their own health.
rely on transported supplies and able to suitably address this
challenge. It is a virtuous cycle
The Belief in the Long Term
that is driven by the growth in the
Over the past few months there middle-class population and India
have been several voices that
At no time in wonder if India’s target to be
today has a longer runway than
the past was the any other nation in the world.
a five-trillion-dollar economy
work of the Adani over the next four years is
Foundation more achievable. I personally see it Regards,
necessary and as an inconsequential question. Gautam S Adani
relevant than it is History has amply demonstrated Chairman
now. that out of every pandemic crisis,
emerge several learnings and I
believe that India and the world

CEO’s message
APSEZ. Competently
placed to address the new
normal.
“By the virtue of being present
in three segments – port
operation, logistics and SEZ
infrastructure management –
we are attractively positioned
to stitch impactful and organic
solutions. This also puts us in
a unique position to identify
the early signs of change and
respond with solutions.”
The global overview it also affected the global

“It’s your reaction to adversity, not consumer sentiment, trade and
adversity itself that determines people movement. These realities
how your life’s story will develop”, resulted in a preference to source
said Dieter F. Uchtdorf, the from within or proximate regions.
famous German aviator. This Increased inter-regional trade
past year’s challenging scenario and local sourcing will transform
reminded companies that the landscape of the ports and
capitalising on that silver lining logistics industry. This transition
of adversity must really be will add a new paradigm
our commitment to managing with enhanced focus on cost
turbulence. management and logistical
Globalisation strategies efficiency, influencing how
underwent an extensive industries will develop and in turn
examination, both intuitively and catalysing the next phase of port-
rationally. Several companies based industrialisation.
relocated or diversified their
manufacturing locations to
The India overview
address imminent supply chain In keeping with the pernicious
disruptions. While the pandemic nature of the pandemic, India
affected countries and companies, experienced a slowdown in

the first quarter of FY 2020-21 integrated logistics as a supply

on account of the pandemic- model – of which port operations
induced lockdown. The Indian will continue to remain core - is
economy commenced its recovery emerging as a direct result of this
from June 2020, emboldened introspection.
by the government’s Make in
Uncertainties related to trade
India campaign, encouraging
flow are encouraging users to
self-reliance. During this period,
move from proprietary logistics
fiscal and monetary measures
management to completely
were taken by the Government
outsourced models. There is In FY 2020-21, APSEZ
including the liquidity cushion
a greater willingness to trust handled a cargo volume
provided by RBI for increased
specialised logistics partners who of 247 MMT, a growth of
infrastructure investments. These
bring to the table economies of 11% as against a 5% decline
decisions empowered India to
scale, cutting-edge technologies, registered by all Indian
return with speed to recovery and
multi-modal engagements ports.
growth.
and a complement of diverse
competencies. This shift is a
Principal message
reality being discussed in Board
At APSEZ, we prioritise rooms and implemented across
responding with speed to the supply chains.
need for change, which led us
to rejuvenate our framework for By the virtue of being present in
addressing opportunities. three segments – port operation,
logistics and SEZ infrastructure
Buy closer, sell closer, access management – we are attractively
faster and deliver faster - all positioned to stitch impactful and
economically, will now be the new organic solutions. This also puts
norm. The focus of our customers, us in a unique position to identify
as far as costs go, will not only the early signs of change and
be on product costs alone but respond with solutions.
on holistic delivered costs. As
a result, there will be a bigger APSEZ’s positioning
premium on moderating resource
In line with global trends and
costs and product delivery
requirements, we believe APSEZ is
to remain competitive across
competently placed to address the
market cycles. A premium on
new normal. The future is upon
strengthening supply chains in an
us and the time has come for our
increasingly unpredictable world
complement of ports to evolve
is here to stay. The endeavour is
into logistics platforms with
to impress not only with delivery
multiple nodes. We possess the
reliability but a certainty of
advantages arising out of efficient
no disruption. We believe that
port operations, seamless multi-

modal integration, proprietary the country, surpassing JNPT EBIDTA margin expansion could
cargo evacuation networks operations substantially. Similarly, expand by another 200-250 bps
and the ability to manage large the Company’s market share in following increased volume in the
volumes. Our evolving strategy of the all-India container segment next few years.
increasing investments in cutting- increased by 5% to 41%. Our cargo
Myanmar: India’s trade and foreign
edge technologies to integrate basket continues to be diversified,
policy is focused on strengthening
all our strengths will inexorably with dry bulk constituting 44%,
relationships with ASEAN
create an enhanced customer container 43%, and liquid cargo
countries which has matured as
experience. (including crude) constituting
a ‘Look East Policy’. The ASEAN-
13% of the total cargo. During this
To evolve and emerge as a India connectivity is a priority of
period, we not only maintained
logistics partner of preference, such policy to increase maritime
business continuity but also
we will continue to manage connectivity and create economic
kept the supply chain running
port cargo for our customers corridors between ASEAN and
and stood by our customers
while a growing proportion of India.
to reinforce our position as
our revenues are likely to be
a bankable service provider, Adani Ports created a special
derived from logistics where we
ensuring stronger customer purpose vehicle called AITPL,
deliver directly to our customers,
relationships and cargo stickiness, Singapore, to serve as a regional
saving them time, cost and
retaining customer confidence. hub for investments in the ASEAN
effort. We expect to help our
region and benefit from various
customers liberate their precious Operationally, the pandemic
trade opportunities available
management bandwidth so provided us with an opportunity
under the ASEAN FTA. AITPL
they may focus completely to revisit our costs and restructure
will serve as the network point
on their businesses and leave them. We focused on moving from
for investments in countries like
their logistics complexities to fixed to variable costs wherever
Singapore, Bangladesh, Myanmar,
specialised players like us. possible, renegotiated operational
Indonesia, Malaysia, Thailand
contracts by re-engineering,
and Vietnam. Such container
Operations 2010-21 reducing built-in escalations
terminals will be integrated with
In FY 2020-21, APSEZ handled and redeploying manpower
the existing ports / terminals
a cargo volume of 247 MMT, a and machines. We relied on
on the east and south coasts of
growth of 11% as against a 5% technology for digitisation of
India, unlocking synergies through
decline registered by all India processes, improving resource
multiple entry / exit points for
ports. Our strategy to achieve utilisation to optimise costs.In Q2
shipping lines with long-standing
east coast and west coast parity, of FY 2020-21 we embarked on
partnerships / relationships with
handle all cargo types and the the journey of recovering from
APSEZ.
diversify cargo mix ensured a the downturn, establishing an
continuous gain in market share attractive throughput run rate of To accomplish its business
in India. Our customer-centric nearly 70 MMT per quarter. The goals in Myanmar, AITPL
approach yielded favourable cargo throughput of the three established a 100% subsidiary in
results, mirrored in our increased quarters combined was 24% Myanmar named Adani Yangon
market share by 4% on a pan- higher than the corresponding International Terminal Company
India basis to 25%. Mundra port, quarters combined in FY 2019-20. Limited AYITCL in February 2019.
which is the largest commercial The Company strengthened its In May 2019, we announced
port in the country, emerged EBIDTA margin by 100 bps to 70% our intent to set up a container
as the largest container port in during the year under review. This terminal at Yangon, Myanmar, and
Our customer-centric approach

yielded favourable results,
mirrored in our increased market
share by 4% on a pan-India basis
to 25%.

entered into a lease agreement sustainable and outperforming another international milestone
with the democratically elected growth; some key decisions during by foraying into the container
government at that time. The this year have set the foundation terminal in Colombo port. This will
military coup and subsequent for the coming decade. empower APSEZ to offer one more
violence in Myanmar have gateway to shipping lines and
The uncertainty and volatility
resulted in uncertainty. However, other potential port customers
during the period presented
APSEZ unequivocally condemns across the South Asian waters,
us with a transformational
the violence and the ensuing benefiting India and Sri Lanka.
opportunity to complete four
violation of human rights. United
large acquisitions. We expanded In the logistics business, we
States recently imposed sanctions
our footprint in Maharashtra by scaled and diversified our railway
on MEC - the owner of the land
acquiring a 100% stake in Dighi rolling stock business. The recent
leased to APSEZ as part of
Port through the insolvency and changes in the General-Purpose
the project. APSEZ has a zero-
bankruptcy proceedings of NCLT. Wagon Investment Scheme
tolerance policy to ensure that
The port will provide our Company (GPWIS) of Indian Railways
there is no contravention of US
with much-needed footprint in provided an opportunity to serve
and other sanctions.
Maharashtra. bulk customers not just from ports
APSEZ is proactively drawing on but also from mines. We added
In the recent past, we completed
the opinion of OFAC and other contracts to operate 16 new rakes
the acquisition of Krishnapatnam
stakeholders; it will factor their for raw material transportation
Port. We will acquire the balance
concerns in dealing with the from the mines.
25% stake from the outgoing
evolving situation. For us, not
promoters as well. Following this, FY 2020-21 also saw a shift
engaging with a sanctioned entity
KPCL will become a wholly-owned towards e-commerce with a
in any form, and zero tolerance of
subsidiary of APSEZ. The port is fundamental shift towards
human rights violation is non-
now fully integrated into APSEZ’s demand increasing for large
negotiable.
portfolio in terms of operations format Grade A warehouses. Adani
In a scenario where Myanmar and financials. We demonstrated Logistics forayed into this sector
is classified as a sanctioned the success of our operating with the vision to become the
country under OFAC and if process, which empowered KPCL largest player in this sector in five
stakeholders are uncomfortable to align each activity with APSEZ’s years. We set our sights to build
or if stakeholders believe that high benchmark, strengthening 30 million sq. ft. warehousing
continuance represents a EBIDTA margin from 55% to 71%. capacity during this period. As a
violation of sanctions, APSEZ will part of this plan, Adani Logistics
We announced the acquisition
abandon the project and write Limited announced a strategic
of the third largest private
down project investments in full. and commercial partnership
port of Gangavaram. We have
The write-down will not materially with e-commerce major Flipkart
completed the first tranche of the
impact the Balance Sheet as it is to strengthen its supply chain
acquisition, acquiring 31.5% stake
equivalent to about 1.3% of the infrastructure. Adani Logistics will
from Warburg Pincus and expect
total assets of APSEZ. construct a massive 5,34,000 sq.
to complete the second tranche
ft. fulfilment center by leveraging
by acquiring 58.1% from the
Our business platform state-of-the-art technologies in its
existing promoters in Q4 of
FY 2020-21 was a proposed logistics hub in Mumbai.
FY 2021-22.
transformational year for APSEZ. The center, possessing the
We created a platform for scalable, In April 2021, we achieved capacity to house 10 million units
Adani Logistics will

construct a massive
5,34,000 sq. ft. fulfilment
center by leveraging state-
of-the-art technologies in
its proposed logistics hub
in Mumbai.

of sellers’ inventory at any point, aggregated scale. Furthermore, cloud adoption, the importance
will be operational by Q3 of the comprehensive and flexible of Cyber Security becomes clear.
FY 2021-22. The center will logistical solution, with operating At APSEZ, we are reducing the
support market access to several head room of land availability in risk and promoting resilience in
thousand sellers and MSMEs, all ports, will allow us room to our own operations and in the
enhancing local employment evolve. Evidence of port-based value chain with our partners and
through 2500 direct jobs and industrialisation has galvanised stakeholders, through a holistic
thousands of indirect jobs. the coupling of port and approach to cyber security.
industrialisation. APSEZ already
In FY 2020-21, we also setup A conservative and relatively
accounts for pre-emptive port
a new vertical of Railway liquid Balance Sheet represents
locations with growing hinterland
track business. Following the the cornerstone of our capital
reach and the bundling of port-
announcement to acquire Sarguja management program, reinforced
based logistical solutions. We are
Rail (SRCPL) and restructuring by our Investment Grade rating.
optimistic of multi-year revenue
other railway tracks within APSEZ, All efforts are in the direction of
visibility derived from enduring
we created the foundation to protecting and even improving
relationships, strategic planning
partner with Indian Railways and this Investment Grade rating. This
with customers and focus on
invest in strategic rail lines under has been supported by strong
maximising customer satisfaction.
the PPP model. Through this earnings growth and free cash
approach, we created India’s first APSEZ has always been at the flow generation. Our elongated
private sector railway track asset forefront of investments in debt maturity is matched with
Company, marked by the prospect cutting-edge technologies with our asset life. This natural hedge
of annuity revenues. the objective to enhance port and provides cover and enables us
multi-modal efficiency. However, to moderate interest costs. The
As a part of our expansion into the
being better connected extends result of this disciplined capital
Inland Freight Terminal business,
beyond data exchange and the allocation is enhanced returns.
ALL emerged as a successful
adoption of new technologies. At
bidder and received LoA from
APSEZ, it extends to connecting Environment and
DFCCIL for the development of
freight terminals with exclusive
physical assets and leveraging sustainability
technologies like Internet of We are earnestly working towards
station connectivity across
Things, Artificial Intelligence a sustainable future driven by
eight locations (New Palghar,
and Automation to enhance continuous enhancements
New Sanjali, New Dadri, New
operations visibility, control and in processes and operations.
Chawapail, New Bhimsen, New
manageability. Connecting and Aligning to UN Decade on
Gholwad, New Gothangam and
capturing data from hundreds of Ecosystem restoration, we are
New Phulerain WDFC and EDFC).
sensors and using analytics with committed towards Nature
Once developed, these terminals
machine learning will facilitate Based Solution by investing in
on WDFC will enjoy direct DFC
the real-time monitoring of ‘Ecosystem restoration’ projects
corridor connectivity.
assets utilisation, locations, that can support livelihoods,
All acquisitions and expansions health and energy consumption. fight the climate crisis and
during the period were planned These will deliver productivity enhance biodiversity. We are also
meticulously, comprising blueprint improvements, safety cum committed to lead the climate
to execution with the objective security enhancements and change revolution in the Indian
to roll out H26,000 crore of increased resource utilisation, port sector. During the last
investment in less than 12 months, monitored through a command- financial year, we took steps to
a record of sorts in APSEZ history and-control centre. climb a notch by making two
and likely to catalyse growth and significant international climate
Finally, APSEZ is committed to
value creation. stewardship commitments. One,
fostering a stable and efficient
From this point onwards, ports and logistics ecosystem in we became a supporter of the
APSEZ will graduate to a higher India and globally. Considering Task Force on Climate-Related
growth trajectory derived from a the worldwide increase in the Financial Disclosures (TCFD); two,
complement of 12 ports and the frequency and severity of cyber- we signed for the Science-Based
lowest port operational costs in attacks and our journey into Targets initiative (SBTi), becoming
India derived from economies of digitisation, automation and the first Indian port operator

to commit to science-based - 100% thermal scanning for the

emission reduction targets. We essential staff while most of our
also became signatories to United administrative team worked from
Nations Global Compact (UNGC), home throughout the year. The
CEO Water Mandate and are Company donated H80 crore to
committed to India Business and the PM Cares Fund for COVID-19
Biodiversity Initiative (IBBI). relief.
APSEZ continues to focus on The fatality of six contractor
sustainability through a reduction workers at our operational sites
in energy, water and emissions was most unfortunate. We will
We set out a series of
intensity. We aligned our leave no stone unturned in
targets like zero waste
business plan and investments maintaining the safety and well-
to landfill, banning the
for sustainable growth, focusing being of everyone working at our
use of single-use plastics,
on environmental preservation, site.
100% cargo handling with
green-house gas emissions
We created roadmaps and plans renewable energy and
reduction, resource and waste
for sustainable growth, which enhancing biodiversity.
management.
focused on the health and safety
Our goals and targets are driving of our work force, minimising
us towards actionable outcomes. employee turnover, improving
We enunciated an ambitious and managing our relationships
climate goal of becoming a with business counterparts,
carbon-neutral company by 2025 increasing the coverage of skill
to complement the global ‘Race development programmes in the
to Zero’ campaign. We set out a local community and women
series of targets like zero waste empowerment through self-help
to landfill, banning the use of groups (SHGs) across various
single-use plastics, 100% cargo sites.
handling with renewable energy
and enhancing biodiversity. All Governance
our targets are supported by At APSEZ, our governance
systematic assessments (Climate commitment is woven around
Vulnerability Assessment and the simple understanding that
Internal Carbon Pricing) with we will manage our business
business projects. We foresee for the maximised benefit of all
an inclusive and collaborative our stakeholders. We have been
approach as the way forward taking measures consistently to
to enhance our sustainability continuously improve governance
performance and climatic structures and policies. We
resilience. formulated policies – including
related party transactions policy,
Social capital allocation policy and
The seamless operations of shareholder return policy - to
our ports and logistic services transparently guide our business
represent the backbone of trade practices. As a step towards
and supply of essential services, stronger governance, the
which became increasingly Company engaged Grant Thornton
pronounced during the pandemic. Bharat LLP to conduct a Board
We introduced several initiatives, evaluation for fiscal year 2021.
ensuring the well-being of those APSEZ also approved a policy on
working at our locations. Some Board diversity to address the
key initiatives ensured adherence importance of a diverse Board
to the guidelines prescribed by in harnessing different skills
the federal and local authorities and experiences to benefit the

Company. We are taking steps around 12% today to 20%+ by 19-like disruptions, readiness
to improve our ESG rating. Some 2025. We intend to enhance our to capitalise on uncertainties
measures being undertaken country coverage beyond 90%, and responsiveness towards a
provide quality information in increasing market share from customer-centric integrated
the form of an Integrated Report, an existing 25% at the close of logistics solutions provider will
developing assurance programs 2020-21 to a projected 40% by make us torch bearers for the
for various initiatives and linking 2025. We intend to emerge as the industry. With 247 MMT of cargo
compensations for KMPs to safety. first global carbon-neutral port throughput in 2020-21, the
Company by 2025. Besides, we Company enjoys a 25% market
My optimism intend to emerge as the largest share of India’s exim cargo. We are
It is my hope that transparent port Company in the world in the among the five fastest growing
rule-based reality will take space of just a little over three port companies in the world; we
precedence over relationship- decades from scratch by 2030. intend to retain this position by
driven dynamics in the achieving 500 MMT of cargo
Indian business environment, Mission 2025 throughput by 2025 and will lead
promising equity to all players. In The value proposition to our to enhancing our market share
keeping with global trends, the investors has been steady; APSEZ of the Indian market to 40%.
enunciation of a long-term policy enjoys a significant presence This emphasises the underlying
direction and reforms across on a pan-India basis with an utility nature of our business and
several sectors will become the integrated approach to the ports an overarching transportation
focus and enhanced digitalisation, and logistics model. It provides solutions utility. We reported
moderating operating the entire gamut of services under a RoCE of 12% in 2020-21 and
inefficiencies and related costs. one roof with a single-window intend to enhance RoCE to 20%+
Under-consumption across a customer-centric approach. by 2025, suitably rewarding
number of sectors with large Our maturing ports and newly shareholders.
operating headroom will receive acquired ports are growing in We are a compliant and
attention so a course correction tandem as twin growth engines in environment-protecting Company,
may be introduced. enhancing free cash generation. intending to emerge as the first
The Dhamra and Kattupalli ports, global carbon-neutral Company
Big picture 2025 which were acquired in 2015 with 100% of port cargo
At APSEZ, we see exciting and 2018 respectively, turned operations powered by renewable
possibilities ahead. We have around with positive returns energy by 2025.
upwardly revised our port cargo on investments. Our approach
throughput target by 25% (100 to proactively address the
MMT) to 500 MMT by 2025. We changing economic landscape,
intend to increase RoCE from resilience to overcome COVID- Karan Adani, CEO
*As per internal estimates, excluding non-Adani and coastal, LNG, LPG volumes

How we intend Vision and Building Investments

to achieve our strategic
clarity
scalable
platforms
ahead of the
curve
Mission 2025
1 2 3
Environment-Social-Governance Business mix Footprint
§ Deepen the governance § Focus on RoCE-accretive § Widen and deepen our national
commitment through strategic initiatives and investments footprint
transparency § Increase the asset-light § Increase our market share
§ Become a carbon neutral proportion of our revenues (cargo growth)
company by 2025 (logistics)
§ Diversify our existing cargo mix
4 5 6 7
Asset management Customer focus Financial structure Technology
§ Strengthen the sub- § Long-term contracts § Disciplined capital § Invest deeper in
continental ports § Stronger revenue allocation technologies
‘necklace’ (organic/ visibility § Moderate capital § Enhance customer
inorganic initiatives) expenditure delight
§ Customer Satisfaction
§ Enhance our asset Score of 4.75+ (of 5) § Enhance free cash § Enhance operating
utilisation flows efficiency
§ Enhance asset use
flexibility

RIDING THE INDIA STORY
What is good for India

is good for APSEZ


Overview Demographic advantage largest sustainable consumption
The sustainable driver behind opportunities anywhere in the
If there is a single factor world.
India’s economic outperformance
driving APSEZ towards is its demographic advantage.
Increase in incomes and
its stated aspiration of India is not just adding more
to its population annually than aspirations
emerging as the largest any country; India’s average age There has been a consistent
port company in the at 29 is also younger than the increase in incomes and
world in a decade from comparable average age in China aspirations in a modernising
at 38 and in USA at 38. India’s India. This complement is critical:
now, it is the robust India economic rise will also mean that a presence of incomes without
growth story. per capita GDP could touch aspirations would make India
USD 3,100 from USD 2,200 in a nation of savers; aspirations
There are various engines of the FY 2020-21 as per IMF WEO April without incomes could enhance
India growth story likely to sustain 2021, indicative of a disposable indebtedness. In India, we see a
the country’s momentum among surplus of USD 4,500 per family prudent balance likely to sustain
the fastest growing within major (average family size of 5) to be consumer spending well into
economies. saved or spent in non-essentials. the long-term. Besides, we see
Generally, younger countries are the population size as a large
By one inference, if India grows, not only more active as spenders captive market without needing
APSEZ grows; by the other but economically active for a to depend on global offtake,
inference, APSEZ is likely to longer period, which indicates relatively protecting the Indian
contribute to this growth through that the consumption-driven economy from adverse external
proactive investments in people, dimension of India is likely to influences.
assets, services and technologies. transform into a multi-decade
phenomenon. Atmanirbhar Bharat
Economic growth
The Indian government has
The Indian economy is likely Vast under-consumption announced long-term policies that
to emerged with a size of USD The underlying optimism behind enhanced policy transparency and
5 trillion by the middle of the the sustainable India momentum stability, attracting investments.
third decade of this century as is that the country is extensively In a post-COVID-19 world, we see
per projections of IMF World under-consumed across virtually these stable policies attracting
Economic Outlook April 2021, every utility, product or service global and Indian investors,
adding nearly 70% to its existing when compared with the global catalysing the country’s growth
size across the foreseeable future. average. When one compares this story. At the heart of these
As India’s economy grows larger, reality with the fact that India policies is Atmanirbhar Bharat,
it is positioned to grow faster. possesses the second largest intended to develop Indian
For instance, the GDP growth global population (and possibly industry, reduce imports and
achieved by the country in the the largest global population enhance self-reliance – the
first 60 years was replicated of the under-consumed) as ability to provide for the country’s
and compressed in only the next well as a sustained rise in per growing needs from within and
seven, a trend that is likely to re- capita incomes envisaged as strengthen India’s position as a
emerge as India extends from the per IMF WEO April 2021, the competitive global products and
effects of the pandemic. picture one gets is one of the services provider. At a time when

the world is seeking an alternative logistics efficiency and enhanced this became a reality, India’s ports
to China as a supply chain partner, national competitiveness. throughput could 7% in services
we believe that India’s moment exports by 2025.
may have arrived. India’s global trade
percentage Conclusion
Enabler-strengthening India accounts for nearly 18% At APSEZ, we are attractively
reforms of the global population but positioned to capitalise on the
While India’s reforms and long- India’s share in global exports for India growth story by the virtue
term policies have been broad- merchandise was 1.71% and in of being the country’s largest
based, reforms related to logistic global imports was 2.53%, a large commercial port operator as well
enablers like roads, rail, inland headroom that is waiting to be as its extension from core port
waterways and ports could corrected. As India industrialises operations to integrated logistics
have a catalytic impact on the faster and the benefits of policy solutions and SEZ services.
country’s logistics costs and reforms begin to kick in, India’s APSEZ’s scope and scale has
competitiveness. India’s logistics competitiveness as a global made it unique in India’s logistics
cost as a percentage of GDP is products and services provider infrastructure and services sector,
estimated to be 500 bps higher could increase, enhancing ports inspiring the optimism that as
than the prevailing average throughput. A CII report titled ‘Re- India continues to grow faster
in most developed countries. orienting India’s Export Endeavour than the global growth average,
Following reforms across its in the COVID-19 World’ makes a the Company is attractively
logistic arms, India has possibly policy suggestion on how India positioned to grow even faster.
arrived at an inflection point that needs to aim for 5% share of world
could translate into increased merchandise exports and should
India’s resource consumption, well below the global average, is waiting to correct
Steel under-consumption Cement under-consumption
75 225
(Kgs), India’s per capita steel consumption, (Kgs), India’s per capita cement consumption,
FY 2019-20 FY 2019-20
229 525
(Kgs), Global per capita steel consumption, (Kgs), Global per capita cement consumption,
FY 2018-19 FY 2019-20
(Source: Ministry of Steel, 2021 & World Steel (Source: ACC Cement Investor Presentation)
Association)
Electricity under-
consumption
1,208 2,674
(Kilowatt hour), India’s per capita (Kilowatt hour), Global per capita
electricity consumption, 2020 electricity consumption, 2019
(Source: IBEF, Economic Times)

N AT I O N A L I N F R A S T R U C T U R E C ATA LY S T
How APSEZ has

helped catalyse the
India growth story


Overview National spread
At APSEZ, we do not just APSEZ has evolved from its
see our Company as a original positioning as a single-
beneficiary of the India location port service provider
growth story; we have to a pan-India presence across
12 Indian locations (west, south
positioned our Company and east coasts of India) and one
as an active contributor international location as on March
to the national economic 31, 2021.
momentum as well.
Across more than two decades, Operational flexibility
APSEZ has raised standards APSEZ has extended from a
that have not only strengthened conventional landlord model
operating performance but where a port owner provided
also helped widen the industry the land area but outsourced
mindset and raise the sectorial related services; the Company’s
benchmark. offerings comprise the provision
of infrastructure and service,
Plugging the national gap resulting in the widest value
APSEZ has helped plug the chain across ports, terminals,
national port infrastructure gap logistic parks/ICD, rakes, inland
with a complement of ports and waterways, warehousing, agri-
terminals; the Company has logistics, air freight stations and
demonstrated the success of other logistic service assets – an
modern infrastructure investment unmatched logistical service
in a traditionally consumption- proposition in India.
driven economy.
Infrastructure catalyst
Scale APSEZ has taken India’s port
APSEZ went into business in intermediation capability ahead:
1998. The Company is among the the Company has nearly added
youngest in the country’s port one fourth of all of India’s
infrastructure sector. Despite this incremental port capacity built
handicap – especially when pitted since 2010. This has accelerated
against multi-decade competitors the growth of India’s port sector.
– the Company has emerged
as the largest commercial port Value-addition
operator in India that provides APSEZ comprises 11 operating
services that extend across ports/terminals across India,
around 70% of the country’s three port locations created from
hinterland. scratch (Mundra, Hazira and

Dahej). APSEZ also developed for customers; this helped

new terminals at major ports (Goa, increase asset utilisation and
How APSEZ plugged
Tuna, Vizag and Ennore). APSEZ competitiveness of shipping the national gap
acquired three strategic ports on companies, a win-win proposition.
the east coast of India (Dhamra, Scale
Kattupalli and Krishnapatnam) Cargo evacuation
and on the west coast (Dighi). In APSEZ made it possible to National spread
FY 2020-21, APSEZ accounted evacuate and deliver commodities
for 19% of India’s port operational or products faster than the
capacity, making it possible for Operational flexibility
prevailing national standards,
shippers and regions to connect reducing the customer’s working
to a global supply chain. capital cycle and enhancing Infrastructure catalyst
resource efficiency.
Superior service Value-addition
APSEZ’s signal service has been Counter-inflation
in bringing the customer into a APSEZ helped moderate a Superior service
serious conversation possibly conventional year-on-year
for the first time in India’s ports increase in port tariff to less than Operating benchmark
sector, adapting services around the prevailing national inflation,
their needs - not the other way strengthening the country’s Paradigm shift
around. logistical competitiveness.
Operating benchmark Customer value

Proactive investor
APSEZ has showcased the APSEZ strengthened the country’s
highest port efficiency standards Cargo evacuation
logistical infrastructure build-out
– comparable with the best by investing ahead of the demand
global indices – within India, curve, a concept virtually unheard Counter-inflation
helping graduate the country’s of in India.
infrastructure efficiency. Proactive investor
Asset productivity
Paradigm shift APSEZ enhanced national Asset productivity
APSEZ created the concept of a infrastructure productivity
modern ‘port of choice’ over the through the acquisition of losing
conventional ‘port of convenience’ ports that were subsequently
by moderating engagement costs turned around with speed.
and enhancing customer value.
Customer value
APSEZ established a reputation
around a lower berthing time
with corresponding cost savings

Multi-level integration: Extension: Demonstrated Secure growth:
Achieved challenging multi-level a model of profitable extension Demonstrated that it is possible to
integration – locational, services, from conventional port operations build assets from scratch to global
coastal and Group to logistics, a space largely scale while staying liquid and
synergies – that widened the addressed by shipping companies profitable year-on-year through
competitive moat disciplined capital management

How APSEZ transformed

the Indian ports industry
paradigm in a little more
than two decades
Competitive: Insourced model: Efficiency: Inclusive model:

Created a pool of the Emerged as possibly Demonstrated that it Created an inclusive
most experienced the only global is possible to reconcile growth model where
talent, resulting in the Company with a cargo scale with efficiency communities, vendors /
build-out of ports at management capacity of suppliers grow along
a cost and time lower 500 MMT to insource all with the Company
than prevailing global port support services
standards

APSEZ. Outperformer that
is taking India ahead
Outperforming GDP growth Outperforming nominal GDP growth
8.5x
Growth in Indian
685x
Growth in APSEZ
11.9
% CAGR growth
41
% CAGR growth in
GDP in 19 years topline in 19 years in Indian nominal APSEZ topline,
ending 2020-21 ending 2020-21 GDP, FY 2002-2021 FY 2002-2021
Cargo outperformance Asset sweating
71x
Growth in APSEZ
3x
Growth in all-India
44%
APSEZ ratio of cargo
51%
APSEZ ratio of
cargo in 19 years cargo in 19 years throughput share to cargo throughput
ending 2020-21 ending 2020-21 capacity share, share to capacity
(CAGR 20%) (CAGR of 6%) FY 2009-10 share, FY 2020-21
Asset Contribution
10%
APSEZ’s all India operational capacity
19%
APSEZ’s all India operational capacity share
share (%) FY 2009-10 (%) FY 2020-21

Growing profitability
3
% APSEZ RoCE in
17
% APSEZ RoCE in
13
% APSEZ RoCE in last
FY 2002-03 (based on FY 2010-11 (based on seven years following the
Mundra operations) Mundra operations) commercialisation of new
ports and acquisitions
Profitable growth
3.6x
ratio of APSEZ revenue
30 x
APSEZ capacity growth at a CAGR of
growth to real GDP growth 20% over FY 2002-2021
(average) in last 10 years
4x
APSEZ cargo throughput
growth (average) over all-
India growth in 19 years
ending FY 2020-21

G R O W T H P L AT F O R M
APSEZ’s robust
opportunity-ready
business platform

The goal The approach of this platform provides the

To emerge as India’s largest At APSEZ, we have created Company with the optimism
ports company with 500 MMT a business platform that is that growth will be sustained,
cargo throughput by 2025 and scalable, contemporary and capitalising on a rebounding
emerge as the world’s largest relevant. The Company has economy. This is expected to
ports company by 2030 invested in this platform ahead grow the company to its stated
of the curve with the objective objective of 500 MMT of cargo
of being opportunity-ready at throughput by 2025.
all times. The competitiveness
Our scalable growth platform
Infrastructure Environment- National Necklace Doorstep

complement friendly gateways positioning solution
Destination of Customer Connectivity

Size-agnostic Draft advantage
choice benefit pipelines
Hinterland Competitive Liquid Balance Cargo

Cargo integrity
prospects asset building Sheet specialisation
South Asia Innovative Land bank

Service-driven Terrain expert
extension culture advantage
Enduring
Safe and secure Complementary Operating head Employee
customer
sites leadership room friendly
partnerships

Our platforms explained
1 Infrastructure complement 5 Doorstep solution 9 Connectivity pipelines

APSEZ developed a complement of Extended the port from a fixed Invested in long-term connectivity
bulk terminals, container terminals, and passive coastal location platforms (pipeline, road and rail)
coal terminals and single-point to delivery at the customer’s that help deliver cargo to cross-
mooring facilities; addressing port doorstep through a multi-modal country customers in the quickest
needs to handle dry and liquid bulk service solution time
(including coal), container, crude
oil and other cargo 6 Destination of choice 10 Draft advantage
Positioned the Company’s ports Invested in ports with a minimum
2 Environment-friendly as a destination of choice and not 18.5m water depth, empowering
Aligned its ESG practices to be compulsion, backed by a superior it to accept capesized vessels. A
growth-ready with the objective holistic experience, ease of doing majority of the Company’s port
of emerging as a carbon-neutral business, transparency and cargo capacities were in areas with a
Company by 2025, strengthening integrity draft of 14.5m or above.
customer traction and respect
7 Size-agnostic 11 Hinterland prospects
3 National gateways Invested in port infrastructure Developed or acquired ports with
Positioned for the long-term on designed to accommodate some attractive hinterland prospects,
India’s western coast (starting from of the largest vessels in the world; leading to multi-decade growth
the northernmost point), tip of the engaged in the proactive design possibilities
bottom and across the eastern of berths based on the design of
coast, making it a comprehensive ships on the drawing board 12 Competitive asset building
gateway for imports into the Invested in locations with
country or exports 8 Customer benefit adequate available headroom
Positioned the services around through brownfield expansions
4 Necklace positioning economies directed towards at a relatively low cost per million
Positioned as a ‘necklace’ or a the customer’s benefit – a lower tonnes of cargo handling capacity
‘string of pearls’ where an APSEZ delivered time in product delivery
is never too far from an intending to the customer and a lower
importer of export, enhancing delivered cost, strengthening
access, availability and flexibility the customer’s logistical
competitiveness

Our platforms explained
13 Liquid Balance Sheet 17 Service-driven 21 Operating head room

Sustained a liquid Balance Graduated hardware Addressing high headroom; India’s
Sheet that provided resources infrastructure into a service- coastal shipping and inland
for capacity expansion without driven solution through the waterways are still in the low
excessive leverage provision of plug-and-play SEZ single digits as a percentage of
land infrastructure for various the country’s logistics throughput
14 Cargo specialisation industries; asset-ready and
Focused on creating port opportunity-ready 22 Complementary
infrastructure around commodity leadership
cargo management specialisation 18 Innovative culture Achieved leadership in the
as opposed to being a generalist, Demonstrated an innovative complementary logistics business
enhancing throughput productivity mindset; increasing delegation (special wagons, rail network,
and decentralisation resulted warehousing, containers and
15 Cargo integrity in decisions taken closer to the liquids storage)
Demonstrated capabilities in cargo ground
integrity reflected in cargo security 23 Enduring customer
against damage and pilferage, 19 Land bank advantage partnerships
resulting in a complete peace of Created a 12,000+ acre port- Nearly 56% of cargo handled at
mind based land bank and plug-and- its ports in FY 2020-21 was from
play infrastructure for prospective repeat multi-year customers
16 South Asia extension industrialisation, helping marked by a low likelihood of their
Extended from India to Colombo companies save years in their go- switching ports
and Myanmar with the objective to-market approach
to provide a South Asian logistical
solution 20 Terrain expert
Positioned the Company as an
India terrain expert, handholding
global companies (seeking to
diversify their global footprint risk)
keen to enter India

How APSEZ has
enhanced shareholder
value across the years

OVERVIEW
APSEZ is India’s most

valuable listed ports
Company
1 The Company has
2 The Company
3 The Company’s
emerged among reports among market
the five fastest the highest capitalisation has
growing global EBIDTA margins outperformed a
port companies in the global ports rise in the BSE
sector Sensitive Index
since 2010 by 2x
How a complement of strategically located competitive ports

can emerge as a potent economic multiplier
Complement Capacity
of ports disaggregation
One of the most

competitive port Complement of
Cutting-edge
cost structures in land for related
technology
industrialisation
the world
Supportive Attractive
global hinterland
direction and growth prospects
national
policies

APSEZ’s value-
enhancing model
The customer is willing to pay The essence of our business the farmer level, we ensure long-
a premium for a superior value model lies in aggressive and term revenue visibility leading to
proposition delivered by a vendor protected growth, which business predictability.
or service provider. reconciles the best of a
This combination – an
combined hunter-farmer model.
Our value-enhancing model entrepreneurial approach at
At the hunter level, we invest
has been woven around two one end leading to secured
in new assets with speed, cost
realities: a growing coverage cum annuity-like incomes at the other
competitiveness and economies
competitiveness on the one hand – represents the platform of our
of scale, creating a foundation of
and sustainable national growth value-enhancement engine
profitable long-term growth; at
on the other.
The broad elements of how we enhanced shareholder value over the years
Scale Speed Efficiency
Responsibility Sustainability

Scale
Largest Indian port The largest number of The largest Indian The largest Indian
operations Company ports owned by any standalone ports integrated logistics
Indian Company Company
Speed
Grown from scratch to Among the five Grown capacity by a Grew east coast port
the largest Indian port fastest growing port CAGR of 7% in the five capacity from 7% of
operations company operating companies years ended total port capacity in
in 23 years in the world FY 2020-21 FY 2014-15 to 33% in
FY 2020-21
Efficiency
Among the highest Additional operating Sustained cost Significant part of

EBIDTA margins margins reinforced by leadership derived growth funded out
among global port service integration, from capex cum of free cash flows or
operators automation and procurement fresh equity issuance,
analytics efficiency and low minimising Balance
funds cost Sheet stress
Responsibility
Deep governance Secured long-term Rural employment Port operations to

commitment; de- revenue visibility driver emerge carbon-
risked approach; neutral by 2025
established global
corporate credibility
Sustainability
Investment in Long-term Proactive presence Extending debt

business platforms for relationships with in port locations with maturities matched
sustainable scalability customers ensuring growing hinterlands with a productive
revenue visibility long-term asset life
(positive asset-liability
match)

How we How we How we enjoyed
strengthened generated superior a superior market
our business financial hygiene valuation
Operational ports Capital employed H crore Capital appreciation H crore

(As on 31 March)
FY 06 1 FY 16 32,583
2010 31,637
FY 20 9 FY 20 53,569
2015 63,799
FY 21 11 FY 21 66,498
2021 1,42,710
15% CAGR,
five years ending FY 2020-21
Port capacity MMT Liquidity, Net debt/EBIDTA x

Growth in our market
FY 06 72 FY 16 4.4 capitalisation
FY 20 408 FY 20 2.9
FY 21 498 FY 21 3.3
7 % CAGR,
351
five years ending FY 2020-21 % growth in market
capitalisation (2010 to 2021)
Logistics infrastructure Logistics
parks
Earnings H crore
FY 07 1 FY 16 4,651
FY 20 4 FY 20 7,565
180
FY 21 5 FY 21 8,063
% growth in BSE Sensex
12% CAGR, five years ending (2010 to 2021)
FY 2020-21
Logistics capacity Number of

trains
Free cash flow* intensity (%)
FY 07 6 FY 16 -18
FY 20 56 FY 20 52
FY 21 60 FY 21 72
20% CAGR, five years ending

FY 2020-21. *Free cash flow
after working capital change and
investing activity
Cumulative dividend payout Total delivered shareholder value
6,007 18 20-25 8,800 71,725

H cr, following % payout ratio % declared H, invested in 20 H, value of current
listing until since listing payout ratio shares on listing in 100 shares
FY 2020-21 until today 2007 (market value plus
FY 2020-21 dividends earned)
as on March 31,
2021


F O U N DAT I O N
The building blocks of

our value-enhancement
framework
Strategic Capabilities investment
§ Port-plus approach § Deep capabilities developed
through experience in the
§ Investment in land, facilities,
development of varied projects
equipment and services – the
complete value chain § Projects comprise waterfronts,
onshore, back-up area, evacuation
§ Moving progressively from port
and connectivity infrastructure
intermediation towards supply
chain solutions § Established capabilities across
greenfield, brownfield and
§ Selection of projects around a
terminal locations
pre-tax 16% project IRR
§ Established respect for
§ Liquidity of net debt/EBIDTA of
commissioning large
3-3.5x
infrastructure in a timebound
manner at a lower cost
Long-term relevance Locational presence
§ Capability in the creation of all- § Necklace of ports around the

weather ports and terminals Indian coastline
§ Terminals enjoy deep drafts § Ports located from east to south
(12.5m to 20m) to west India
§ Ability to accommodate largest § Assets positioned to achieve east-
bulk, and container vessels calling west parity and ‘gateway to India’
on India concept
§ Mundra accommodates Very
Large Crude Carriers (VLCC) and
Ultra Large Crude Carriers (ULCC)
§ Increasing relevance at a time
of large vessel efficiency and
economies

Technology Connectivity Customer mix

§ Invested in large, futuristic § Extended beyond the § Enhanced revenue
and next-generation creation of passive and predictability
infrastructure standalone trade gateways
§ Focused on profitable
§ Invested in the convergence § Ports positioned around and enduring customer
of modern technologies business traction and relationships
delivery fulfillment
§ Focused on speed, security, § Diverse customer base
scalability, efficiency and § Cross-country pipelines comprising of state-owned
experience (Mundra to North India) petroleum refineries,
government-owned POL
§ Backed by teams dedicated § Double-stack rail
distribution companies,
to IT, Technology, IoT and connectivity (Mundra to
power plants, auto makers,
analytics North India)
shipping lines and container
§ Systems designed to service providers
expedite adaptability of
technology at any acquired
assets
Cargo mix Logistics mix Financial

§ Diverse cargo mix dry, roll-on, § Increased the proportion § Consistent Investment Grade
roll-off, liquid bulk, container of logistics revenue in the rating (capped at sovereign)
and crude oil overall revenue mix
§ Efficient capital cost per
§ Reduced dependence on Dry § Increased the proportion of MMT
Cargo from 51% in FY 2015-16 logistics EBIDTA in the overall
§ Reduction in average debt
to 44% in FY 2020-21 profit mix
costs from a peak 7.97% to
§ Container 32% in FY 2015-16 § Ensured control and co- 6.7% in 2020-21
to 43% in FY 2020-21 ordination across value chain
§ Extended average debt
and crude/others 17% in by increasing presence in
maturity from a trough of
FY 2015-16 to 13% in various logistics segments
5.2 years in FY 2019-20 to 6
FY 2020-21 (container/bulk trains/
years in 2020-21
multi-model logistics park,
inland container depots,
warehouses, agri logistics,
inland waterways, air freight
stations etc.)

POSITIONING
How APSEZ’s strategic

differentiation platform
has widened its industry
leadership
1 Operationally integrated 2 Single-window 3 Transparent approach

Most port companies across the convenience Most port experienced have been
world are moving towards the Most port companies the world marked by opacity and hidden
landlord model, where they remain over represent an aggregation charges
only the landowner, whereas the of a window of services that the At APSEZ, the management has
services are managed by a number customer needs to negotiate for a created a business model woven
of dedicated service providers comprehensive solution around transparency and a
At APSEZ, the management has At APSEZ, the management visible rate chart that empowers
focused on the integration of land provides a single-window service customers to arrive at their costs
ownership and service delivery that minimises transaction time well before the engagement
(piloting + loading dispatch and inconvenience, strengthening commences
trucks + dredging + equipment the customer’s profitability Result: Stronger customer
operations), widening our margins
Result: Stronger pricing power; retention
Result: Superior margins captured superior customer retention
at every stage
4 Guaranteed turnaround 5 Service-driven mindset 6 Peace of mind proposition

time, service and quality Most port companies are driven by Most port companies are
Most port companies indicate a a hardware ownership mindset positioned around a locational
reasonable turnaround time for advantage
At APSEZ, the management has
the vessels berthing at their ports graduated to a service-driven At APSEZ, the management has
At APSEZ, the management mindset - a first mile and last positioned itself around an end-
guarantees the service quality mile solution provider where the to-end peace of mind proposition
(turnaround time, productivity, combination of port facilities, based on transparency, reliability
handling losses, evacuation) multi-modal logistic parks, and productivity that takes the
failing which it compensates warehousing, rail network, fully business of customers ahead
customers. It helps customers serviced industrial economic
Result: Superior pricing power;
plan better and add value to the zones and product distribution
strong customer retention
value chain feed off each other
Result: Strong customer traction Result: Superior pricing power;

and retention; wider value strong customer retention
capture

7 Service integration 8 Ahead of curve 9 Complement of ports

Most port companies focus on Most port companies build Most port companies comprise
core port operations assets behind the demand curve standalone ports
At APSEZ, we extended from port reactively after the trend has been At APSEZ, we have created a
operations to logistics and SEZ witnessed ‘necklace complement’ of ports
ownership At APSEZ, we invested in assets around the Indian coast rim,
ahead of the curve, strengthening enhancing economics of logistical
Result: Superior pricing power;
service standards and attracting flexibility over economics of scale,
strong customer retention
customers. Our motto: ‘Berth providing customers multi-port
should wait for the ships, not the solutions
other way around’ Result: Stronger ability to address
hinterland growth; increased
market share, high service
standards; one stop solution
for customers for entire Indian
hinterland
10 Project and operational 11 Plug-and-play showpiece 12 Plug-and-play showpiece

competitiveness Most port companies provide Most port companies in the
Most port companies possess cargo management operations world have only a transactional
operational competencies relationship with the customer
At APSEZ’s Mundra SEZ,
At APSEZ, we have built we provide manufacturing At APSEZ, the management
deep capabilities in building companies with a plug-and-play promotes long-term tie-ups
infrastructure from scratch, infrastructure that gets them into through customised dedicated
completing projects ahead of business with speed - no land or facilities for the customer (GPWIS,
schedule and establishing our infrastructure issues – and focus berth) resulting in mutual growth
competitiveness even before on growing their business
Result: Strong customer
we have gone into commercial Result: Stronger customer retention, high growth visibility
operations retention; higher wallet share
Result: Wider margins and lower
capital expenditure
How we capture margins

13 ESG at a center of 14 Technology as an enabler through operational integration
decision making Most Indian port companies
Most Indian port companies focus are still at the nascent stage of
mainly on profits and margins technology adoption.
Piloting the vessel inwards
At APSEZ, we believe in At APSEZ, we derive a significant
sustainable and inclusive growth cost advantage and improved
while protecting the environment, Tug management that
productivity by using technology,
enabling society to benefit. We ensures the incoming vessel
were the first Indian port to assess analytics and automation. We
implemented the world’s first is at the right berth
our carbon footprint and develop
a mechanism to systematically large scale TOS implementation,
reduce it. The Company was managed remotely. We provide Crane deployment that
the first in India whose ports better customer service and cargo removes the cargo from the
committed to carbon neutrality incoming vessel
visibility to customers using our
and developed a mechanism to various technology platform.
progressively reduce emissions to Dredging makes the port
achieve the commitment. Result: High margin, safe navigable across all months
operations
Result: Stronger brand value in
global market Trans-shipment to other
transportation modes
(road/rail/pipelines/storage
containers)

OUTCOMES
These have been the

outcomes of our value-
focused approach
Sectorial leadership Revenue visibility Growth speed

The Company carved away more The Company generated more The Company established its
than a quarter of the port cargo than 50% of port throughput from position among the five fastest
market share in the world’s fifth customers of five years or more growing port companies in the
largest economy in less than – progressively de-risked annuity- world.
a quarter of a century with no like volumes and revenues.
Market share
previous sectorial experience.
Profitability The Company increased market
The Company achieved possibly share almost every year since
the highest EBIDTA margin and 1998 to 25% at the close of
growth-adjusted RoCE among FY 2020-21.
peer port operators in the world.

Margins Productivity Replacement costs

The Company increased EBIDTA The Company emerged as a global The Company comprises assets
margin from 54% in FY 2006-07 technology-driven showcase of and ports with a high asset
to 64% in FY 2020-21; increased people productivity with a people replacement cost, an effective
EBIDTA margin in 15 years out of cost as a proportion of revenues moat.
22 years of existence. 1000+ bps lower than the
ESG rating
prevailing standard in developed
Liquidity The Company’s ESG rating
countries.
The Company is liquid, under- increased across global ESG rating
stretched and growth-ready; it Credit rating agencies.
maintained a Net debt/EBIDTA The Company is the only Indian
between 4.4 and 2.9 in the five port infrastructure company to
years ending 2020-21. be accorded an Investment Grade
rating by leading global rating
agencies.

VALUE OUTLOOK
How we intend to
enhance value by 2025
Overview achievement in the last few years enhancement & cost efficiency
At APSEZ, the one aspect of our has been its ability to protect and prioritising capital allocation
operations that was central to and enhance capital efficiency in assets generating higher
our business growth was capital (measured through the RoCE) returns.
efficiency. even as the Company passed
This priority will cascade from
through a dynamic growth phase
Across the last couple of an organisational perspective
marked by an aggressive increase
decades, the Company invested to drive the profitability needle
in employed capital.
in its business with clarity higher through various initiatives
around the minimum hurdle rate Going ahead, the Company directed to sweating the
of return required to address the will continue to focus on RoCE Company’s infrastructure better,
needs of lenders and risk capital maximisation as the central generating higher revenues
providers and leave adequate measure of its value-enhancing from existing infrastructure and
surplus for reinvestment. approach. This focus on capital amortising fixed costs more
efficiency will be driven by effectively.
The Company’s biggest
sweating of assets, revenue
§ The Company is committed EBIDTA by 2025 with optimal
1 to improve asset utilisation

of existing ports and assets,
enhancing returns with nil to
incremental investments
§ The Company expects to
protect its liquidity even as it
moderate investments
continues to grow (organic or
§ The Company will improve inorganic), maintaining its Net
asset productivity through debt/EBIDTA around the level of
Complement improved capacity at each level FY 2020-21
of RoCE- of the value chain (following
§ The Company expects that
enhancing technologies and analytics)
maturing of its greenfield/
initiatives § The Company will invest acquisitions/on-going
in only those projects with acquisitions) (Dhamra,
returns better than pre-defined Kattupalli, Krishnapatnam
expectations, strengthening and Gangavaram) and
prospective profitability commissioning the Dighi
port will enhance capacity
§ The Company will shrink the
utilisation
capital expenditure cycle to
operationalise assets faster § The Company intends to
strengthen its working capital
§ The Company intends to
cycle, having shrunk it from
protect or improve its IG rating,
83 days to 69 days of turnover
empowering it to mobilise debt
equivalent in FY 2020-21, while
at lower costs
optimising its payables cycle
§ The Company intends to double

2
At APSEZ, we expect to We are optimistic that the
strengthen our business through strategic partnerships with TOTAL
various initiatives. in the LPG/LNG business and
with MSC and CMA-CGM in the
We intend to sustain the growth
container business could widen
in our cargo throughput from
revenues. We intend to get into
247 MMT in FY 2020-21 to over
other strategic partnerships for
500 MMT cargo by FY 2024-25
the sustainable growth of our
Strengthening backed by the sustained growth
cargo and revenues.
of the Indian economy and our
the business corresponding ability carve away We intend to enter into strategic
model a significant market share. partnerships and a user-driven
capex to fuel growth in port-led
We intend to diversify our cargo
development.
away from coal towards more
balanced cargo mix including We expect to leverage
new growth commodities (LNG/ technologies effectively across
LPG), minimising our cargo risk back-end and front-end port
that sustains our growth through operations, helping reduce costs
market cycles. and enhance margins.
We intend to widen our revenue We also intend to use technology
streams through the expansion as a differentiator from
of our logistics business that competitors; to enable the
complements our ports business. Company to provide integrated
The Company intends to logistics solution to customers,
progressively monetise its SEZ enhancing revenue and market
and land bank (total land bank of share.
12,000 hectares) with contiguous
We intend to increase our
multi-modal connectivity.
international presence in growing
We believe that the non-Mundra economies with a major focus on
ports will sustain rapid growth; the container business.
besides, concluded/ongoing
We are also determined to
acquisitions (Krishnapatnam,
become carbon-neutral while
Dighi and Gangavaram) will
promoting a green supply chain.
provide access to new customers
and geographies.
We believe that a controlled growth blueprint could enhance

revenues, EBIDTA and RoCE without compromising liquidity across the
foreseeable future.
Conclusion

Part 2
Our performance
How we performed in 2020-21

MMT
247
Our 208
223
operational 180
performance
in the last few
years
FY 18 FY 19 FY 20 FY 21
Cargo management
MMT % MMT
33 33
78 32 32 169
72
68 151
139
59
121
FY 18 FY 19 FY 20 FY 21 FY 18 FY 19 FY 20 FY 21 FY 18 FY 19 FY 20 FY 21
Coal cargo volumes Coal cargo as % of volumes Non-coal cargo volumes
% MMT & TEUs MMT
67 67 68 68 498
395
367 380
3,34,851
3,25,067
4.41
2,40,998
2,53,925
2,31,507
2,30,756
3,13,273
2.73
1,50,942
Non-coal cargo as a % of volumes Logistics volumes Aggregate port capacity
Rail TEUs Terminal TEUs GPWIS (MMT)

The
efficiency
of our
operations
% Minutes
54
52 52 476
47
349 346
327
FY 18 FY 19 FY 20 FY 21 FY 18 FY 19 FY 20 FY 21
Capacity utilisation Pre-berthing delay
Minutes MT / Berth / Day
949 23892
878
833
773
10967
10237 10238
FY 18 FY 19 FY 20 FY 21 FY 18 FY 19 FY 20 FY 21
Turnaround time Operational productivity

How our operations translated
into superior financials
Revenues (H cr) EBITDA (H cr) Net profit (H cr)
12550 8,063^ 5,049
11873 7,565
11323 10925 7,145 7,067
4,045
3,690 3,785
Definition Definition Definition
Growth in sales net of taxes. Earnings before the deduction of Profit earned during the year after
fixed expenses (interest, depreciation, deducting all expenses and provisions.
Why is this measured? extraordinary items and tax) and foreign
It is an index that showcases the Why is this measured?
exchange (gain) / loss This measure highlights the strength of the
Company’s ability to enhance revenues, an
index that can be compared with sectoral Why is this measured? business model in enhancing shareholder
peers. It is an index that showcases the Company’s value.
ability to generate a surplus following the What does it mean?
What does it mean? expensing of operating costs.
Aggregate sales increased by 6% to Ensures that adequate surplus is available
H12,550 crore in FY 2020-21, mainly due to What does it mean? for reinvestment.
Ports’ cargo growth of 11%. Helps create a robust growth engine to sustain Value impact
profits The Company reported a 33% increase in
Value impact
The Company performed better than the Value impact net profit in FY 2020-21.
sectoral average The Company generated an attractive
surplus despite sectoral challenges
^ Excludes one-time donation of H80 crore
EBIDTA margin % ROCE (%) Gearing (x)

63 65 64 64 16 1.08 1.05
1.01
14 0.83
13
12#
EBITDA margin is a profitability ratio used It is a financial ratio that measures a This is derived through the ratio of debt to
to measure a company’s pricing strategy company’s profitability and the efficiency net worth (less revaluation reserves)
and operating efficiency. with which its capital is employed in the Why is this measured?
Why is this measured? business This is one of the defining measures of a
The EBIDTA margin provides a perspective Why is this measured? company’s financial solvency
of how much a company earns (before ROCE is a useful metric for comparing What does it mean?
accounting for interest and taxes) on each profitability across companies based on This measure enhances a perception of the
rupee of sales. the amount of capital they use – especially borrowing room within the company, the
What does it mean? in capital-intensive sectors. lower the gearing the better.
This demonstrates adequate buffer in What does it mean? Value impact
the business, expressed as a percentage, Enhanced ROCE can potentially drive The Company’s gearing declined by 3
which, when multiplied by scale, enhances valuations and perception. bps on account of debt repayment and
surpluses. Value impact increased net worth.
Value impact The Company reported a 90 bps decrease
The Company sustained its EBIDTA margin in ROCE due to lower SEZ & port
during FY 2020-21 despite the COVID-19 development revenue during FY 2020-21.
pandemic.
# Includes Krishnapatnam port’s EBIT for H1 FY 2020-21 also

Average debt cost (%) Net debt / EBIDTA (x) Net worth (H cr)
6.9 6.9 6.7 3.3 25,843 32,097
5.7 2.9 2.9 24,748
2.5
21,218
This is derived through the calculation of the This is derived through the division of Net This is derived through the accretion of
average cost of the consolidated debt on the debt by EBIDTA shareholder-owned funds.
company’s books Why is this measured? Why is this measured?
Why is this measured? This liquidity cover indicates the Company’s Net worth indicates the financial
This indicates our ability in convincing comfort in servicing debt – the lower the soundness of the company – the higher
bankers and other debt providers of the better. the better.
robustness of our business model, translating What does it mean? What does it mean?
into a progressively lower debt cost A company’s ability to meet its debt This indicates the borrowing capacity of
(potentially leading to higher margins). repayment (hence interest) obligations, an the Company and influences the gearing
What does it mean? aspect of its solvency, is arguably one of the (which in turn influenced the cost at which
Enhanced cash flows; strengthened credit most important factors in assuring sizeable the Company can mobilise debt).
rating for successive declines in debt cost returns to shareholders. Value impact
Value impact Value impact The Company’s net worth strengthened
This ratio should ideally be read in The leverage for the Company increased 24% during the year.
conjunction with net debt/operating profit primarily on account of debt for the
(an increase indicating higher liquidity). The Krishnapatnam port acquisition effective
debt cost of the Company declined 20 bps from October 2020. However, this was well
during the year. within the target range of 3.0x to 3.5x
Net fixed assets (H cr) Employees CSR spending (H cr)

30,704 42,206 2,347 2,733 72.99*
68.37 69.50
27,263 2,137
57.18
22,990 1,989
This is derived through the accretion of This represents the people capital available This is derived through corporate social
physical assets or infrastructure. within the Company. responsibility spending.
Why is this measured? Why is this measured? Why is this measured?
Net fixed assets indicate the Company’s This indicates whether the Company is This indicates the widening influence of the
preparedness in building infrastructure for increasing its people capital with the objective company across its external stakeholders.
servicing the needs of the future. to address the needs of the future. What does it mean?
What does it mean? What does it mean? This indicates a reinforcement of the
This indicates the infrastructure room A relatively lower growth in people and a community fabric around the Company’s
available within the Company, which serves higher relative revenue growth indicate areas of presence
as a platform for prospective growth enhanced organisational productivity, the Value impact
basis of value-creation.
Value impact The Company’s CSR spending strengthened
The Company’s net fixed assets Value impact 5% during the year under review.
strengthened 37% during the year under The Company performed better than the
review. sectoral average
* Excess CSR H16 crore to be carried forward for set-off in the
succeeding financial year

FINANCE SECTION
How we have built a robust financial

platform for sustainable growth
Our platform
Superior Asset
Liquidity Gearing Competitiveness technology utilisation
Cargo Asset-light Cash flow Capital

mix revenues focus allocation
Platform its accruals with the objective to

enhance prospective cash flows,
Overview At APSEZ, we have created a
robust Balance Sheet platform strengthening its capability to
At APSEZ, we believe that drive prospective investments or
a robust Balance Sheet to achieve 500 MMT of cargo
throughput by 2025 and expand acquisitions
represents a springboard for
business sustainability. This our RoCE from 12% in FY 2020- Competitiveness: At APSEZ,
priority is even more marked 21 to around 20% in 2025. This we believe that at the heart
in the port infrastructure platform has been structured of a robust Balance Sheet lies
sector where the headroom around the following building competitive port management
opportunity is large and blocks. costs. The Company is the lowest
where each investment Liquidity: At APSEZ, we focus on cost port operator in India and
warrants significant resource maintaining adequate financial one of the most competitive in the
mobilisation. This priority, in liquidity within the system to world, generating an operating
turn, puts a premium on the be opportunity-ready and make margin that has been consistently
need to mobilise investable timely investments. Much of higher than the sectoral average
resources at a lower cost, this liquidity is derived from a leading to robust cash flows
longer tenure and with conservative gearing mindset Superior technology and asset
protection against various that makes it possible to address utilisation: At APSEZ, we believe
risks (such as currency various economic cycles with that the use of technology will
movements), securing the adequate cash on the books. The generate superior asset utilisation
business model, enhancing Company maintained adequate that, in turn, makes it possible to
margins and creating systemic liquidity of Net debt/ address the advantages arising
a pipeline of financing EBIDTA in the range of 3.0 to 3.5 out of a high operating leverage
resources. on a sustainable basis, ensuring and generate a RoCE-accretive
growth needs on the one hand return.
without compromising Balance
Sheet health on the other Cargo mix: At APSEZ, we believe
that the management of a mix
Gearing: At APSEZ, the of volume-driven commodity
management intends to utilise cargo essential for national
consumption and growth makes it

Financial discipline The Company completed

The Company validated its 75% stake acquisition of the
financial discipline during the Krishnapatnam port – the
last financial year, which was second largest private port in
among the most challenging India - during the course of
encountered by the Company the last financial year without
in its existence. stretching its Balance Sheet
beyond the guided gearing
Despite the first quarter of range.
the last financial year being
affected extensively by a The Company reported a net
possible for generate a diversified profit after tax of H5,049cr
cargo mix leading to predictable lockdown that affected port
operations and erosion in in the last financial year and
revenues H12,878 cr in the last three
consumer sentiment that
Asset-light revenues: At affected port throughput, financial years aggregated, a
APSEZ, there is a larger focus the Company passed the year period marked by declining
on generating asset-light or with a 11% growth in cargo GDP growth within India.
margins-accretive revenues from throughput volume and no
logistics management that make Balance Sheet impairment.
it possible to enhance our asset
utilisation and enhance revenue
predictability
Cash flow focus: At APSEZ,
we will continue to leverage Outlook SEZ &land monetisation
our superior credit ratings. The outlook is optimistic possibilities; for a profitable
The Company will focus on of the Indian economy mix of principal businesses
maximising cash flows through a in general and APSEZ in (dry bulk, containers, crude,
renegotiation of debt tenures and particular. gas, and chemicals) that
costs with lenders represents the foundation of
As India returns to robust a large growing economy like
Capital allocation: At APSEZ, growth (as witnessed in the India.
we will not invest in any project last three quarters of the
(greenfield or brownfield) that last financial year), APSEZ The Company has been
does not meet our benchmark will continue to be the consistently enhancing
requirement of a minimum 16% best placed within India’s market share year-on-year,
pre-tax IRR (on portfolio level), port sector to capitalise: capturing a higher slice of
making it possible to recover for being the lowest cost the incremental business
the capital expenditure on ports company of a growing opportunity. A combination
infrastructure build out in less nation; for possessing a beta of these realities is expected
than six years. Besides, the (capacity to resist declines) to strengthen cargo
Company intends to moderate its in economic growth without throughput, graduating
maintenance capital expenditure Balance Sheet impairment; the Company towards its
on one hand and maximise free for an interlinked business aspiration of achieving 500
cash flows on the other model comprising port MMT of cargo throughput by
operations, logistics and 2025.

CASE STUDY
APSEZ successfully closed three

issuances of cross-border listed
USD bonds, mobilising USD 1.55 billion
APSEZ issued three issuances of 144A / RegS Fixed Rates
Notes (bonds) during FY 2020-21 to fund its inorganic growth
initiatives and refinancing existing debt. The cumulative value
of these bonds was USD 1.55 billion. All issuances were rated
Investment Grade (Moody’s, S&P and Fitch) and listed on
Singapore Exchange (SGX-ST) and India-INX.
Bonds Amount (USD million ) Coupon rate (Fixed) Tenor

APSEZ: July 2020 750 4.20% 7 years bullet
AICTPL: December 2020 300 3.00% > 7 years average
maturity
APSEZ: January 2021 500 3.10% 10 years bullet
1,550
APSEZ: Adani Ports and Special Economic Zone Limited; AICTPL: Adani International Container Terminal
Private Limited (50:50 JV between APSEZ and Mundi Limited, a subsidiary of Terminal Investment Limited
Holding S.A.
Highlights
Demonstrates an ability to fund large Broadbased investor base
acquisitions
The issuance of the bonds demonstrated All issuances evoked strong investor interest
the ability to fund large acquisitions (e.g. across major geographies (US, Asia, Europe and
Krishnapatnam port). The bonds were Middle East), subscribed by multinational banks,
successfully issued despite market disruptions insurance companies, pension funds and asset
caused by the COVID-19 pandemic. managers etc. This indicated the confidence of
global investors in the APSEZ growth story.
Bonds US Asia Europe / ME

APSEZ: July 2020 55% 24% 21%
AICTPL: December 2020 24% 56% 20%
APSEZ: January 2021 34% 30% 36%

Market access at an U.S. 10 Years Treasury Yield Curve

opportune time at an
1.80
efficient price
1.60
1.40
1.20
The Company tracked the 1.00
best execution windows 0.80
26/Jan/21,
backed by its ability to 0.60 14/Dec/20, 1.03
accelerate from planning to 0.89
0.40
final closure of the issuance 28/Jul/20 0.58
0.20
within a few weeks. All three
0.00
issuances in FY 2020-21
01/Apr/20
01/May/20
01/Jun/20
01/Jul/20
01/Aug/20
01/Sep/20
01/Oct/20
01/Nov/20
01/Dec/20
01/Jan/21
01/Feb/21
01/Mar/21
01/Apr/21
were executed when the
benchmark 10-year U.S.
treasury yield curve traded
lower (see chart).
Investor interest
All issuances were oversubscribed 2.8 to 9 times of the issue size, which helped in lowering the coupon
rate. For instance, AICTPL attracted the lowest ever coupon (@3%) for a USD bond issuance of the Adani
Group.
Bonds Over subscription Price tightening between IPG and

FPG
APSEZ: July 2020 2.8 times 42.5 bps
AICTPL: December 2020 9.0 times 50 bps
APSEZ: January 2021 5.0 times 40 bps
IPG: Initial Price Guidance; FPG: Final Price Guidance
Refinancing in Diversification of Higher level Maturity elongation

advance to avoid financing structure of structured
refinancing and subordination
market risks
APSEZ January 2021 AICPTL bond was All the foreign currency The Company increased
Bonds (@3.1%) were the first-ever with a bonds issuances of the average maturity
raised to refinance project financing-based APSEZ are senior of its overall long-term
APSEZ’s earlier bonds structure by APSEZ. unsecured in nature debt from 5.2 years in
maturing in January The earlier bonds were and constitute 67% FY 2019-20 to 6.0 years
based on a corporate
2022 (coupon rate @ of the Company’s in FY 2020-21, backed
financing-based
3.95%) structure. The AICTPL consolidated long- by the issuance of long
bond was the first-ever term debt, providing tenor bonds.
at the joint venture flexibility to the
entity level within Company in financing
APSEZ. All earlier bonds its growth.
were issued at the
APSEZ parent entity
level.

CASE STUDY
How we transformed
in the last few years
50+ 50+
% of cargo throughput from % of cargo throughput from
customers of five years or customers of five years or
more, 2015-16 more, 2020-21
With increasing throughput, the Company deepened its positioning as

a relationship-driven end-to-end service provider, enhancing customer
retention
Liquidity buffer Debt tenure (average) (Years) Forex debt exposure (%)
Net debt / EBIDTA (x)
FY 16 3 FY 16 13
FY 16 4.4 FY 21 6 FY 21 16*
FY 21 3.3
Forex revenue as a percentage
The Company enhanced EBIDTA Forex debt mix (%)
of forex debt
87% between 2015-16 and 2020- FY 16 60 *Includes forex income of
21; cash on books increased from Krishnapatnam Port during H1
H1768 crore to H5929 crore (235% FY 21 69 FY 2020-21
growth) during this period.
The Company’s forex revenues provide
* FY 2020-21 EBITDA includes H614 Long-term financing (%)
a natural hedge to its forex debt, de-
crore from Krishnapatnam port risking it against currency movements
FY 16 71
operations in H1 FY 2020-21 but
excludes a one-time donation of H80 FY 21 99
crore.
The Company leveraged its
IG rating and Balance Sheet
strength to elongate debt tenure,
strengthening cash flows
Credit rating
Investment Grade (Stable outlook), FY 2014-15
Investment Grade (Stable outlook), FY 2020-21
The Company maintained its IG rating since 2015

CASE STUDY
APSEZ. Investing in taking

India’s agriculture interests ahead
India is the biggest importer of APSEZ invested H150 crore The total covered space is around
pulses due to limitations in its in creating a dedicated 1.33 lakh sq meters with five
agricultural production. For years, infrastructure to handle agri godowns comprising adequate
all commodities were handled around 15 kms from the port to height for storage. This increased
inside the port premises, resulting protect cargo quality. The agri imports into Gujarat; the Company
in customer complaints about park is serviced by two railway installed 10 MBU lines for
cargo quality. lines adjacent to the warehouses. mechanised bagging leading to
faster deliveres to clients.
Before Agri Park in MPT After new infra of Agri Park

Storage inside MPT godown Dedicated clean storage area for agri cargo
Incidence of contamination No contamination; no other cargo stored
Delay in bagging and deliveries MBU provides timely truck loading
CASE STUDY
Assembly line-based fertiliser

delivery systems in Mundra
India imported around 8 MMT controlled assembly line to bag 16 bags/minute). This assembly
fertiliser on the west coast; bulk fertilisers in 50 Kg bagging delivers the bags directly on the
4 MMT or 50% is handled by of each bags. The assembly line shoulder of labourers, reducing
the Mundra port. To address comprises 22 machines on each the effort in rake loading.
this volume in a short period line with a total 44 machines with The Mundra port achieved
of eight months, the Mundra bagging capacity of 25,000 MT benchmarks in loading covered
port installed a fully automatic /day (each machine delivering rakes, a record in the industry.
Before installation of FCC After installation of FCC

Manual bagging with limitations of 10K MT/day Fully mechanised with capacity of 25,000MT/day of
bagging
Triple handling of bagged cargo Single handling during the wagon loading
Maximum loading of four rake / day Loading of 8/10 rakes per day
High weight issues with contamination Weight accuracy and zero contamination
High safety risk due to manpower deployment Safe operations; 75% manpower reduced; no trucking

On-board screening of wheat during exports
CASE STUDY
Portable bulk innovation

APSEZ handles the export of agri An innovative solution comprised vessel hatches and screened
cargo and salt wherein buyers the fabrication of a customised cargo speedily without using
prefer cargo cleaning on hatches. steel screen net that fit into bulk manual nets.
Before cargo net After cargo net screening

Huge empty bags/threads/etc. loaded with No foreign material loaded along with cargo
cargo
High complaints from ports discharge Zero complaints as totally screen cargo loaded
Delay in vessel loading as manual cleaning done Faster vessel loading
in the godown

CASE STUDY#6
Vacuum lifting of steel pipes

At Adani’s Mundra port, pipes workers. This resulted in delays lifting efficiency and safety. The
were handled with a spreader with corresponding safety risks. Company comprised eight cranes
and sealing at ends. The hooking In 2010, APSEZ installed overhead (capacity 30 to 50 Mt each); each
and un-hooking was manual cranes with a vacuum lifter lift was of four to six pipes (as per
comprising riggers/semi-skilled mechanism that doubled pipe OD of pipes).
Before vacuum lifting arrangements After vacuum lifting arrangements

All manual operations (hooking / unhooking) Fully mechanised vacuum lifting by pads
Heavy risk of pipes falling and damages No chances of falling as external power support available
Delay in operations; high vessel turnaround time Speedy operations; faster vessel turnaround time
Damages to coating due to end hooks No damage to pipe coatings; quality handling
High risk due to manual operations Safer operations; no human intervention

How we have built a
sustainable platform
through India’s largest
logistics complex
Sustainable platform
Space-plus Service
Largest scale Multi-modal
approach integration
Logistical Enhance
Annuity
specialisation customer
engagement
competitiveness
Overview airports and consumption points, This subject is drawing increased

The sustainable growth of the there is a premium on the need attention for two reasons: the
Indian economy is dependent on to aggregate resources at the difference between the cost of
the robustness of its logistical lowest cost and in the quickest logistics as a proportion of GDP
backbone. Given the fact that time, economically inventorise raw in India compared with developed
India is a large country with a materials or finished goods and countries has been estimated
dispersed presence of resources, dispatch finished products in the at more than 500 bps, affecting
manufacturing facilities, ports, most efficient manner. India’s competitiveness. Besides,

place and right scope represents

First World infrastructure in a
rapidly developing nation.
Two, the logistics complex will
not represent a passive offering of
space; it will be designed to play
an active role in providing just-
in-time and just-in-place services
that moderate tenant logistics
costs coupled with enhanced
competitiveness.
Three, the logistic complex will
provide a multi-modal solution,
providing tenants with a
complement of rail, road, port and
air linkages from any point in the
world to any point in the world.
Four, the logistics infrastructure
and service will be positioned
to ‘own’ this function within
customers, liberating them to
focus on what they are best
at (marketing, manufacturing
the introduction of the Goods and Uniqueness
or product development) and
Services Tax in the last few years In 2020-21, APSEZ announced
promising them increased margins
has helped moderate the cost of an extension of its port-based
visibility.
logistics (including warehousing) logistics business to that of a
through a uniform indirect tax ‘hinterland port’. Five, the Company has been
rate and a lower need to stock positioned as an end-to-end
The Company announced its
products in different states. specialist at a time when the
decision to commission 1450
organised sector is being formally
These realities indicate underlying acres of a multi-modal logistics
recognised as standalone, a
messages: park at Sanand, 40 kms from
sizable moat against intending
one, that India’s success as an Ahmedabad. The construction
competition.
effective China alternative among of this complex – the largest of
global industrial buyers needs its kind in India – is expected to Six, the business is the result
enhanced logistical efficiency; begin in 2021-22, commercialised of the effective combination of
from 2022-23 and completed in various Adani Group business
two, the logistical benefit of
2023. capabilities (port and rail
GST reform needs to be taken
operations and logistics parks).
to its logical conclusion through The concept of this hinterland
a futuristic infrastructure that port, drawing on the Company’s By positioning itself as a long-term
enhances national logistical multi-year experience of logistical partner, APSEZ intends
competitiveness; managing port infrastructure, is to make itself integral to the multi-
three, the proposed infrastructure unique for various reasons. year growth journey of its tenants,
needs to be of a scale and scope enhancing value for customers
One, the coming together of the
in the hands of a specialist, and Company.
right infrastructure at the right
serving as a model.

Advantages
The proposed APSEZ logistical infrastructure will enhance value for customers and
the Company in various ways.
Scale Partnership Revenue model

The proposed logistics complex The engagement promises a By providing space to companies
is the largest by far in India multi-year engagement leading within the complex in addition
over its nearest alternative, a to annuity revenue visibility, to managing their logistics
game-changer in the sector enhancing income predictability requirements, the Company
that is intended to enhance expects to combine the best
subject matter visibility and of two revenue models – fixed
benchmark status rentals arising out of leased
space and other logistics
revenues arising out of value-
added end-to-end services
Service assurance Products Proximity

The Company provides tenants The Company possesses rich The proposed facility, 40
with the complement of quick, experience in the handling of kms from Ahmedabad, will
safe and competitive delivery products as diverse as liquids, be serviced by proximate
(inward and outward; from bulk, automotive, break bulk, connectivity to road, rail, air
doorstep and to doorstep), grain and cement, among other strip (within the complex) and
leveraging the Group’s products, making it relevant to the Kandla and Mundra port
experience as India’s largest virtually every sector approximately 350 kms away
operator of ports, airports, rail
services (private sector) and
multi-modal logistics parks.
Headroom Solution Competitive

The 1500-acre facility will The service provided by the The business is expected
provide rapidly growing Company comprises port/rail to leverage various Group
tenants with ample space handling, customs clearance, capabilities because of which
within to service their warehousing, material the aggregate solution is
evolving manufacturing and movement (warehouse-factory- expected to be more cost-
warehousing requirements warehouse- customer). This effective than the aggregation
without needing to shift, is derived from the direct of the standalone costs of
enhancing locational stability ownership of assets (ports and individual service providers,
rakes), making it possible for helping customers, in turn,
the tenant to replace multiple get the benefit of competitive
vendors with one reliable long- pricing
term partner.
Expanding the footprint and adding new business lines

Dedicated freight corridor bidder and received LoA from Freight Corridor (EDFC). Once
APSEZ is expanding its logistic Dedicate Freight Corridor developed, these terminals
footprint across India to build Corporation of India Limited on the WDFC will enjoy direct
multimodal logistics parks, (DFCCIL) for the development of DFC corridor connectivity and
warehousing, rail network and freight terminals with exclusive accelerate cargo movement,
distribution with the objective to station connectivity across leveraging the advantage of
emerge as the leading integrated eight locations on the Western a double-stack container rake
logistics service provider in India. Dedicated Freight Corridor movement, reducing logistics cost
APSEZ emerged as the successful (WDFC) and Eastern Dedicated for users

General Purpose Wagon Return Ratio criteria and an § Additional loading for Indian
Investment Scheme (GPWIS) annual cap on rebate enhanced Railways without additional
Traditionally, open wagon rakes the scheme’s success. capex on wagons
were supplied by Indian Railways
The benefits of the new wagon As on March 31, 2021, Adani
to power, steel and other
induction comprise the following: Logistics Limited (ALL), as a
industries for the movement of
logistics service provider, operated
bulk raw materials like coal, iron § Reliable evacuation assurance
10 BOXNHL rakes under GPWIS
ore, clinker and limestone etc. Due as private wagons are operated
for multiple customers. The
to the increased wagon demand specifically for the single
Company’s customers comprised
in Chhattisgarh, Jharkhand, Orissa customer in the dedicated close
steel plants, coking plants and
and West Bengal by the coal, circuit
pellet plants in the Dhamra port
steel and other metal industries,
§ Reduced inventory costs hinterland for which imported
sustainable cargo evacuation
following a streamlined supply coking/ non coking coal was
remained a challenge. In 2017,
chain transported from the port to
when many BOXN rakes were
plants.
moved by railways under priority § Lower idle freight losses as
to feed power plants facing coal new wagons comprise lower ALL is also handling the
shortages, the metal industries tare weight than existing older movement of domestic iron ore
suffered demurrage charges wagons from mines to plant and export
on import vessels due to the iron ore from mines to port. In
§ No inconvenience in chasing
unavailability of rakes. The supply FY 2021-22, ALL will expand its
Indian Railways in indent
chain disruption led to a loss of GPWIS services to private power
placement and maturity
business and product quality plants in West and Central India,
issues. This led Indian Railways § Induction of high capacity procuring coal from Northern
to consult users leading to the wagons compared to a majority Coalfields Limited (NCL) and
GPWIS Policy in 2018. The policy of existing Railways wagons, South Eastern Coalfields Limited
empowered private players resulting in increased average (SECL) mines, respectively. The
to invest in wagons to carry rake load Company’s target is to move from
coal and iron ore. A liberalised east-centric operations to a pan-
approach by Railways in providing § Increased evacuation capacity
India presence, servicing multiple
amendments to remove the Empty for ports and mines
plants across the country.
Warehousing theory. The biggest change E-commerce and third party

ALL aspires to cater to the following the e-commerce boom players will adopt a mixed model
increased demand of Grade A is the need for Fulfilment Centres of consolidated and distributed
warehousing in India, including and Sorting Centres nearer warehouses depending on
built-to-suit warehousing. Grade consumption points. The average consumption capacity, catchment
A warehousing witnessed demand expected turnaround time for areas and sector. ALL is the
growth in the last few years; ALL delivery significantly reduced, perfect partner of choice when it
developed warehouses across increasing the demand for in-city comes to Grade A warehouses. A
multiple cities serving several warehousing locations. Essentials post-COVID world will witness a
customers. ALL aims to increase such as vegetables, groceries more resilient supply chain with
its warehousing capacity in the and medicines require only a few a focus on e-commerce-based
coming years with various formats hours’ delivery window. fulfilment and delivery.
of warehouses and a pan-India
Fulfillment Centre (FC) and Following the development
presence catering to all sectors.
Sorting Centre (SC) warrant large of MMLPs, all facilities in one
The format will be mixed in the
warehouses crossing a million sq location (customs, warehousing
form of MMLPs and standalone
ft. whereas in-city Distribution etc.) can de-risk customers from
locations to service various
Centers usually need sub-40- potential supply chain disruptions.
industrial locations.
50,000 sq ft. ALL is positioned to The infra push and product-
Whilst there has been a trend cater to all requirements across focused manufacturing clusters
towards consolidation following India. Reverse logistics has also will make multi-modal logistics
GST implementation, supply taken an important role following parks more relevant.
chain disruption following the the e-commerce boom; the space
COVID-19 pandemic tested this required is adding to demand.

Outlook Better logistics management The proposed logistics complex
The subject of logistics is at represents low hanging represents a decisive and exciting
an inflection point. There is a fruit. Logistics is core to game-changing signal of where
greater awareness that the age most companies; there are the country is headed in terms of
of passing cost increases to teams dedicated to logistics improved logistics management.
customers is over; companies will management inside companies; The proposed logistics complex
need to locate cost inefficiencies much of the focus has until now could be the first of such facilities
from within their businesses; the been on more of the same in across the country; a ‘network’
increased margins of the future line with organisational growth of similar facilities could provide
will need to come from waste without fundamentally altering pan-India companies with a one-
elimination and moderated costs. logistics dynamics. stop national logistics solution.
Project details
The Gujarat government signed a memorandum of understanding (MoU)
with Adani Ports and Special Economic Zone Limited for establishing
India’s biggest multi-model logistics park. The proposed complex will be
located at Virochan Nagar near Sanand on Ahmedabad’s outskirts. This
Park will be connected to the Dedicated Freight Corridor and all major
ports. This will be a first-of-its-kind multi-modal logistics park facility
in India serviced by air, rail and road across 1,450 acres. The projected
investment outlay of H50,000 cr is expected to be incurred across 10-15
years.
Our proposed facilities
Dedicated air Air cargo and warehousing zone

freight terminal (9 million sqft)
Air cargo hub

with 4.6 km Customised /
long runway Grade A Textile
Air cargo hub build-to-suit
serving exim warehouses warehouses
warehouses
and domestic
markets
Handling zone for various cargo Rail freight terminal
Container and
Petroleum Oil bulk cargo Other enabling
Auto storage Steel storage storage and infrastructure
and Lubricants
yard yards handling like business
(POL) tank farms
infrastructure centers

Integrated operations
APSEZ - Dhamra port
Import coking Export - Steel

coal (HRC / CRC)
2x port
income
Warehousing Warehousing
2x
warehousing
income
2x rail
income
Rail - GPWIS Rail - GPWIS
Customer: Tata Steel Plant

Part 3
Integrated
Reporting
Our Capitals
All organisations depend on various forms of
capitals for their value creation. Our ability
to create long-term value is interrelated and
fundamentally dependent on various forms of
capitals available to us (inputs), how we use them
(value-accretive activities), our impact on them and
the value we deliver (outputs and outcomes).

The various Capitals influencing
our business and their impact
Financial Capital Manufactured Capital Intellectual Capital
What is it Financial resources that The Company’s Intangible, knowledge-based

the Company already tangible and intangible assets
has or obtains through infrastructure used for
financing value creation through
business activities
Management § Create value for § Resilient assets and § Consider innovation as a
approach shareholders through equipment to deliver strategic element of the
sustainable growth services to customers Company
Significant § Balanced and § Number of ports, Inland § Digitalisation for efficiency
aspects diversified growth Container Depots
§ Disruptive technology and
(ICDs), warehouses
§ Sound financial business models
cargo handling capacity
structure
§ Collaborate with partners for
§ Other assets
§ Operational excellence innovative business solutions
§ Sustainable outcomes
and dividends
Human Capital Natural Capital Social and Relationship Capital
What is it Employee knowledge, Natural resources Ability to share, relate and

skills, experience and impacted by the collaborate with stakeholders,
motivation Company's activities promoting community
development and wellbeing
Management § Availability of a § Ensure sustainable use § Promote trust with

approach committed and of natural resources and stakeholders, improving the
qualified workforce contribute to combating quality of life of people in
offers an inclusive climate change areas of presence
and balanced work
§ Wellbeing of the workers and
environment
dignity of workers
§ Zero incident programme
Significant § Employee well-being § Climate change § Stakeholder engagement
aspects § Talent management § Preservation of § Community support
biodiversity programmes
§ Diversity, equal
opportunity § Management of § Human rights
environmental footprint
§ Learning & § Brand management
development § Operational excellence
§ Transparency and good
and energy efficiency
governance
§ Corporate reputation

FY 2020-21 highlights
APSEZ’s growth platform
Financial 12,550 8,063 5,049 12

Capital EBITDA ROCE
Revenue PAT
(H, crore) (%)
(H, crore) (H, crore)
247 7.2
Manufactured Total cargo Total container
Capital volume volume handled
(MMT) (million TEUs)
Real-time vessel
Intellectual Streamlined data
movement
Capital tracking
repository
3.5 4.42 1 0
Revenue per
Employee LTI On-roll + FTE Fatalities
employee
turnover on Contract On-roll + FTE on
(H, crore)
(%) contract
Human Capital
0.21
Injury rate for
On-roll + FTE on contract
(Per million manhours worked)
24,27,524 167 77 4,126

Total power Energy intensity Environment
Water
consumed investment
(GJ/Revenue consumed
(H, crore)
(GJ) in H crore) (million liters)
Natural Capital
0.28 21 17.15
Water consumption 3,07,670 Planting
intensity Emission intensity
GHG Emission
(tCO2e/Revenue (lakh saplings/
(ML/Revenue (tCO2e)
in H crore) trees)
in H crore)
4.95 0.37 6
Number of direct Injury rate of Fatalities
16
contractual LTI contractual
and indirect contractual
workforce (Per Workforce
beneficiaries Workforce
Social and million manhours
Relationship (lakh) worked)
Capital
73 Guidelines on
Increased
Good governance
CSR expenditure transparency with
Human Rights UNGC membership
(H, crore) ESG dashboards

A N A LY S I S
The APSEZ
business model
Financial Capital
32,097 34,401 5,049

Equity Debt Net Income
(H, crore) (H, crore) (H, crore)
Manufactured Capital
11 498
Operating ports 5 Cargo
1 Multi-modal
logistics park
handling capacity
(MMT)
Ports under
construction
12,000 + 0.87
Land bank Operational
(hectares) agri silo capacity
(MMT)
Intellectual Capital
Standard operating Workflow

procedures automation
Human Capital
2,733 90 53
Permanent Full time employees % of millennial
employees - on contract employees
4.68 1
Average training, Average safety
person-days a year training person-days
per employee

Social and Relationship Capital
2,299 73 1.5
Employee Average safety training
(H, crore)
volunteering hours person-days per
CSR expenditure
worker
Natural Capital
Energy mix
167 4,126
59 36 5 Energy intensity
(GJ/Revenue in Water consumption
Fuel Grid Renewable
crore) (ML)
(%) (%) (%)
0.28 77 1.7
Water consumption Environmental Trees planted/
intensity investment conserved
(ML/Revenue in crore) (H, crore) (million)
Value created Priorities Outputs
Culture-efficiency § Placing customer- Investors: Stable returns

improvement: Enhancing centricity as a pillar to drive through share price
and sustaining business profitability and revenues appreciation and dividend
through improvement in § Enhancing value through pay-out
asset utilisation, focus on automation and technology Customers: Value to
collaborative work and use customers by providing high-
innovation
§ Improving market share quality solutions
Consumer logistics: Full-scale § Targeted cargo growth at Employees: A safe, rewarding
logistics solution provider to 1.5x+ of all-India level and inspiring place for
customers
§ Progressive ports EBITDA employees to work and
Container and cargo growth: improvement by 100 bps develop their careers
Focusing on cargo growth by
Community: Improving the
improving stickiness of cargo
quality of lives; leadership
through long-term contracts,
committed for social and
cargo diversification and
environmental sustainability
bring together with shipping
lines
Supply Chain
§ Partnership opportunities for § Enhancing value through § Progressive port operations

suppliers and subcontractors automation and use of EBITDA improvement by 100
to contribute and share in our technology basis points
success § Improving market share
§ Placing customer centricity § Target to maintain cargo
as the key pillar to drive growth at least 1.5x of all-India
profitability and revenue level

The outcomes of
our business model
Financial Capital
12,550 8,063 5,049

Revenue EBITDA PAT
(H, crore) (H, crore) (H, crore)
12 5
(H share) dividend
RoCE (%) proposed by the Board
Manufactured Capital
247 7.2 68
Non-coal volume
Cargo volume Total container
out of total volume
(MMT) volume handled
handled
(11% y-o-y growth) (million TEUs)
(%)
Intellectual Capital
Minimised congestion,
Integrated real-time
Streamlined data pollution due to
vessel movement
repository the deployment of
tracking
technologies
Human Capital
3.5 1 0
LTI — On-roll+ FTE Fatalities — On-roll +
Employee on Contract FTE on Contract
turnover
(%)
16 6
Contractual workforce Contractual workforce
Social and Relationship Capital
4.95 97
Total number of
Local
direct and indirect
procurement
beneficiaries
(%)
(lakh)

Natural Capital
1,11,510
GHG Scope 1 emission
(tCO2e)
1,96,160
(tCO2e)
3,48,341
(tCO2e)
21
GHG intensity
(Scope 1 + Scope 2)
(tCO2e /Revenue in crore)
6,885
Waste
managed
(MT)
29,359
Carbon offset due
to renewable energy
projects
(tCO2e)
650
Wastewater recycled
and reused
(ML)

STA K E H O L D E R E N G AG E M E N T
Fostering deep and wide

partnerships
We continue to listen to and fulfil the aspirations of our
stakeholders. Over the years, we have built a cohesive team
around mutual respect and trust
Overview stakeholder concerns, feedback the Company. With this in mind,

Our stakeholders comprise our and suggestions is critical. we categorised key stakeholders,
customers, suppliers, business based on the criteria of type of
We seek interactions to respond
partners, employees and the influence (direct, indirect) and
to trends, global environment
communities in which we operate. impact areas (business strategy,
and market requirements.
financial markets, regulations,
APSEZ is convinced that only This approach enables us to
policy and externalities). All these
companies that act responsibly proactively evaluate situations.
groups have a compounding
enjoy stakeholder trust. However, We believe that stakeholders
impact on the Company in
merely acting responsibly may not possess the ability to influence
terms of risks, opportunities and
be sufficient; listening carefully to APSEZ’s decisions and in turn,
potential.
be influenced by the actions of
Stakeholder Landscape
D I R E C T
Customers
Government
Employees Investors
Local Neighboring
Suppliers Shareholders authorities communities
Business strategy Financial markets Regulation and External forces

policy
I N D I R E C T
Rating
Peers agencies Associations Media
Third party International Research

agencies Community agencies
Citizens
NGOs

We developed formats for our the stakeholder groups; we When choosing topics for
dialogue with stakeholders, which compensated this by introducing dialogue with stakeholders, we
we use with our engagement digital engagement modes considered the nature of business
procedures. These help us in and sharing insights with our relationship, upcoming issues/
eliciting feedback from direct teams. While we seek the widest megatrends and sector outlook as
and indirect stakeholders on a representation of voices across guiding notes. We also used this
continuous basis. During the four impact areas, resources opportunity to validate and, where
FY 2020-21, the pandemic required to acquire authentic relevant, revised our materiality
prevented us from engaging feedback challenged us to take matrix.
one-to-one with most of this to its full potential.
Engaging with key stakeholders

Stakeholders Engagement Engagement Outcomes
method frequency
Customers Online survey, Quarterly, Engagement with upstream customers
e-mails, online annually, as Leading shipping companies are our upstream customers.
grievance and when We provide marine services to those customers at five
mechanism, required ports: Mundra, Hazira, Dhamra, Kattupalli and Dahej. For
reports, them, we conduct a regular marine feedback survey. In
brochures, FY 2020-21, across the ports, 4,263 marine vessels
feedback participated in the survey in which almost 99% of
mechanism, customers were satisfied with our services. However, few
customer customers gave suggestions like minimising paper work
meets, website, through digital means.
customer
From FY 2019-20, we engaged and initiated the collection
support cells
of fuel consumption details from the visiting vessels during
their port stay, which allows us to evaluate the respective
scope 3 emissions.
Engagement with downstream customers
A downstream customer engagement survey was
conducted for dry cargo, liquid cargo, container, logistic
services, dredging services, and special economic zones.
93% customers were pleased with APSEZ’s services and
intend to use our services again. Approximately 56%
customers expressed their interest in contributing to
our social and environmental commitments; our ESG
related policies and guidelines were known to nearly 65%
customers.
Employees Online survey, Continuous, In FY 2017-18, APSEZ conducted employee engagement
magazines, weekly, survey through Gallup in the areas of growth, teamwork,
e-mails, monthly, management support and basic needs, with a focus on
intranet, quarterly career development, performance orientation, leadership,
reports, and annually empowerment, managerial accountability, communication,
website, online respect and dignity. Overall Satisfaction Score was 4.1/5.
grievance APSEZ prepared a detailed time-bound engagement plan,
mechanism, based on survey findings spread over a two-year period.
one-to-one
In FY 2020-21, to ensure the wellbeing of employees, APSEZ
interactions,
conducted a mental wellness survey covering emotional,
Town Hall
social, financial and psychological wellness of its employees
meetings and
in which 75% of the total workforce participated and the
brochures
overall wellness score was 3.71/5.
APSEZ was certified as a Great Place to Work in FY 2020-
21.

Stakeholders Engagement Engagement Outcomes
method frequency
Suppliers Online survey, Quarterly, In FY 2020-21, dialogues with material & service suppliers
e-mails, vendor annually, as through online vendor engagement surveys revealed that
meet, online and when 97% vendors were satisfied with our working mechanism
grievance required and were likely to work again with APSEZ, although a few
mechanism, vendors claimed to be uncomfortable with the late delivery
site visits, penalty clause.
one-to-one
In our journey to implement sustainability goals, nearly 80%
interactions,
vendors agreed to become active contributors.
reports and
website
Investors, Reports, Ongoing Through our Investors Connect programme, we engage
shareholders website, with investors and shareholders on strategy, acquisitions,
and third- investor meets, financial planning, ESG controversies etc. While the
party ESG one-to-one investors are convinced of the business and ESG
rating interactions, strategy, they are sceptical about issues like related party
agencies annual general transactions, safety performance and governance structure.
meeting (AGM)
We engage with ESG rating agencies like MSCI,
and online
Sustainalytics etc. for transparent disclosures and
grievances
participating in their feedback process for information
mechanism,
verification.
e-mails
Regulatory Reports, Annually as Local authorities and legislators enquire if there are
authorities website, required concerns around key environmental impacts such as water
one-to-one management, plant safety, permit procedures, effective use
interaction, of resources, waste management and community related
events, e-mails, grievances.
letters and
In FY 2020-21, regulatory bodies inspected the Kattupalli
meetings
expansion project in line with concerns raised by the local
community; the Company provided all relevant information
with clarity on the proposed project.
Community Focused group As required Through our engagements with the community, APSEZ is
discussions, confident that local communities trust our efforts in the
one-to-one areas of education, health, livelihood and infrastructure
interactions, development (carried out by Adani Foundation). However,
media, there were instances of community complaints, which were
website, online resolved to their satisfaction level.
grievance
mechanism and
field visits
Grievance redressal Our grievance reporting reporting grievances, which are

It is our endeavour to enhance initiatives comprised a 24x7 recorded, reviewed, escalated
stakeholder value and enrich grievance reporting mechanism and actioned upon within a
communities. We are committed through our website, dedicated stipulated timeframe. To increase
to hear all stakeholders and telephone numbers and drop transparency, a grievance
address their concerns. To boxes at prominent locations. dashboard will be implemented
facilitate this, we adopted Several people across our for the aggrieved to view
a systematic, seamless and site (supervisors, seniors and status, resolution and provide
unambiguous grievance redressal department heads) can be feedback.
procedure. This procedure is reached directly for reporting
adopted by all our functions and any grievance. We provide
across all stakeholders. communities with a system for

Advocacy and leadership Topics that are particularly § Federation of Kutch Industries
Advocacy and leadership serve relevant to APSEZ include (FKI)
as the foundation of APSEZ’s environment, climate change, § Hazira Area Industries
democratic decision-making port development for trade Association (HAIA)
and policy development. We enhancement, resource efficiency,
§ Southern Gujarat Chamber of
participate in sector-specific marine pollution, biodiversity etc.
Commerce & Industries (SGCCI)
public consultations and are Industry associations through § Gujarat Safety Council –
partner in regional and national which we participate in advocacy Vadodara (GSC)
opinion-forming processes, and leadership initiatives:
thus, influencing the decisions § National Safety Council –
§ Confederation of Indian Industry Mumbai (NSC)
made by political, economic and (CII)
social organisations. We are § Industrial Waste Management
determined to play a constructive § World Economic Forum (WEF) Association, Chennai (IWMA)
role in shaping a regulatory § Federation of Indian Export The Company subscribes to the
framework for the organisation Organisations (FIEO) following externally developed
with reliable support from our § Federation of Indian Chamber of principles:
Board members in collaboration Commerce and Industry (FICCI) § United Nations Global Compact
with local governments, industry
§ The Associated Chambers of (UNGC)
associations and customers to
Commerce and Industry of India § India Business & Biodiversity
develop policy briefs. We monitor
(ASSOCHAM) Initiative (IBBI)
relevant global and national topics
that allow a timely identification § Ahmedabad Management § IUCN - Leaders for Nature (LfN),
of government schemes, policies Association (AMA) India
and incentives that may have a § Gujarat Chamber of Commerce
positive or negative impact. and Industry (GCCI)

M AT E R I A L I T Y
Issues that influence

value creation
Overview of emerging ESG risks and the guidance of Sustainability
Our Sustainability & ESG priorities opportunities. and CSR Committee of the Board,
are aligned with materiality with inputs from the Stakeholder
APSEZ’s enterprise risk
assessment and enterprise risk Relationship, Risk Management,
management framework enables
management. The results of our Audit Committees and the Board.
the Company to identify strategic,
materiality analysis are grouped, Although in FY 2020-21, a formal
financial and operational ESG
providing a structure to our ESG process of consultation could not
risks. The ESG risks occupy a
performance section. be conducted, material issues
central place in our assessment
were reviewed by the senior
The last extensive review of our process as they can have a
management for consistency and
materiality analysis was carried significant impact on the
relevance.
out in FY 2019-20. This comprised Company’s business model and
reaching relevant stakeholders value drivers (revenues, margins Eleven material topics that
about important sustainability and capital outlay). featured as ‘high’ at most
issues at APSEZ. We consulted locations were prioritised for
The objective is to identify
subject specialists, brainstormed onward strategy, management
material topics for each business
across functions and mapped and execution. The adjoining
vertical including ports, logistics,
potential issues. Attention was table indicates the feedback of
dredging, harbouring and SEZ,
paid to positive and negative our stakeholders and our strategy
covering registered entities.
financial impacts in the light around the most important
The process is conducted under sustainability topics.
Top three material topics
Occupational health Climate change Biodiversity & land

& safety (short-term, (long-term, use (medium-term,
Social) environment) environment)
In line with global concerns about physical and mental well-being of change, biodiversity and land
the widespread impact of the employees and on-site workers, use continued to be our priority,
pandemic, ‘Occupational Health, including measures to prevent reflecting the growing evidence
Safety and Well-being’ emerged the spread of the pandemic at our of likely impacts on business and
as a prominent ESG issue. This sites (managed and controlled). society.
material issue referred to the The material issue of climate

Other material topics
Community relations
Natural resource (Short-term for new Availability of skilled talent
conservation projects, medium for (Short-term, previously
(Long-term, Environment) operational projects, social) medium-term, Social)
Employee engagement &

Labour relations & human Vendor relations
well-being
rights (Short-term, Social) (Medium-term, Social)
(Short-term, Social)
Cybersecurity Social infrastructure

(Short-term, previously availability
medium-term, Economic) (Long-term, Social)
Shift in materiality trends to support vendors that operate in infrastructure availability was the
Material issues impact our ability our premises and mass migration only aspect that levelled down
to enhance stakeholder value. A of the workforce leading to non- as a consequence of movement
short-term shift in priorities was availability of skilled manpower restrictions during COVID-19.
observed following the pandemic, during the lockdown.
Besides, ‘Community relations’
wherein material aspects like Work-from-home put remained high on our list
cybersecurity, availability of skilled cybersecurity at risk considering on account of rising APSEZ
manpower, vendor relations as the prospect of data breaches as expectations to provide services
well as labour relations & human a result of the flow of confidential to the community coupled with
rights became prominent, while data across online pathways. The natural resource conservation
social infrastructure availability new material issue on ‘Labour (among other important concerns
declined. ‘Vendor Relations’ and Relations and Human Rights’ of stakeholders influencing our
‘Availability of Skilled Manpower’ underscored the rising awareness sustainability performance).
increased in importance, owing to of potential labour and human
the higher expectations for APSEZ rights-related issues. Social

Backing our business operations during the COVID-19 pandemic
The Indian economy witnessed equipment, shortage of was organised through online
an exogenous shock in the labourers for port operations, platforms. To avoid workplace
form of the COVID-19 pandemic port cargo evacuation as well as overcrowding, the Company
since the start of the last fiscal challenges in the free movement segregated core and non-
year. India’s policy response of of people and machines to core staff activities (several
effecting a complete lockdown operations and construction employees were asked to work
to contain the spread of sites. The Company’s proactive from home).
the coronavirus resulted in stakeholder management
The Company ensured that
restrictions on the movement approach enabled it to
the administrative workforce
of goods across India, including implement short-term responses
occupancy did not exceed
ports and logistic-based to put the business on track. The
30%. At workplaces, all possible
transport volumes. However, Company believes that a robust
measures were taken to curb
as the economy unlocked from system and framework towards
disease spread. To boost
late May 2020, incremental and SDGs developed over the past
immunity, online yoga classes
sustained recovery materialised few years helped it rebound with
were started for employees; in
in key economic parameters. speed.
the office, ayurvedic kaadha
APSEZ suffered (along with The Company’s peaceful co- was provided to build immunity.
competition) through slow existence with neighboring Efforts were made to facilitate
business during successive communities helped address a contactless workplace, where
lockdowns. APSEZ incorporated the need for labour when a sensors were installed across
business continuity actions majority of the migratory labor locations to avoid physical
to ensure that the Company returned home. The Company contact. The Company took care
operated with minimal stuck to its Labor Dignity of transporters, contractors,
disruptions. Business principle, where facilities were vessels operators and other
contingency strategies and provided to labourers. Standard customers. The 750-bed G.K.
measures were implemented. operating protocols ensured General Hospital in Bhuj added
that pandemic transmission risks a fourth medical oxygen plant,
The lockdown provided APSEZ
were minimised. The complete ensuring uninterrupted oxygen
with an opportunity to reflect on
sanitisation of all workplaces supply to patients.
commitments to SDGs. During
and operations was ensured.
this crisis, ASPEZ came across Adani Foundation donated
The introduction of 100%
challenges from the availability H100 cr to the PM Cares Fund
thermal scanning minimised
of a sufficient workforce to in addition to resources directly
risks; an awareness campaign
operate sophisticated ports spent to address the affected.
ESG outlook Our ESG approach targets are prioritised, backed

APSEZ’s ESG outlook is aligned to APSEZ’s ESG strategy is based on by an appropriate policy
what we do and where we intend the premise that sustainable value framework, approved by the
to go as a Company. Our desire is creation is not just beneficial for Board of Directors and relevant
to be a leader in managing risks the Company but the entire value- Committees.
and operations. chain. We aligned our strategy Addressing stakeholder concerns
to encompass the guidance and responding to the voice of
There is a global shift in
of national and international various stakeholders, internal as
mainstreaming ESG practices.
standards, frameworks, guidelines well as external, are important
APSEZ believes in a growth
and commitments viz. TCFD, to our ESG approach. We fulfill
narrative that contributes to the
UNGC principles, NGRBC, GRI these through continuous
social welfare of communities
standards, IIRC, SDGs and IBBI etc. stakeholder consultations and
reconciled with business growth.
APSEZ is committed to become The implementation of ESG grievance redressal initiatives.
carbon-neutral by 2025. The principles starts from conceiving We make transparent and
Company is aligned with various the project and continues through accurate disclosures of our ESG
commitments linked to a social the lifecycle of the business. performance. APSEZ participates
license to operate, climate Material ESG topics are prioritised in disclosures like CDP, S&P
change, employee well-being and across all business stages. The Global’s Corporate Sustainability
ecosystem preservation. setting and implementation of Assessment; these initiatives are

captured through our integrated Goals and targets ports will be included in our ESG
report, dashboards and other APSEZ’s reporting boundary framework from FY 2021-22. The
publications or forums. includes ports, logistics, dredging ESG performance will be assessed
To keep disclosures transparent and the other businesses. These and aligned with our target.
and accurate, we follow a robust targets are to be achieved by Accordingly, the base year and
assurance process. FY 2024-25 with a projection of reduction targets will be revised
interim targets. Two acquired from FY 2021-22.
Environment
Indicator FY 2020-21 Achievement FY 2021-22 FY 2024-25 Target
Target Target
Renewable energy$ 20 MW 100% 21 MW 100 MW
Renewable energy/ total energy share $
6% 88% 6% 25%
Renewable energy/ grid energy share$ 12% 125% 15% 45%
Energy intensity reduction* 40% 83% 30% 50%
Emission intensity reduction* $
40% 88% 35% 60%
Water consumption intensity reduction* 50% 110% 55% 60%
Water withdrawal from non-shared 75% 89% 76% 80%
resources
Rainwater harvesting structure 10 90% 10 20
Waste intensity reduction# 20% 75% 20% 30%
Zero waste to landfill certification 3 ports 100% 6 ports 12 ports
New targets
Single use plastic free sites – 9 ports 11 ports + 4 12 ports + 4 ICDs +
ICDs 14 Agri-logistics Sites
Alliance for Water Stewardship – – – 12 Ports
Certification
Wash assessment – – 6 ports 12 ports
Recycle and reuse of wastewater 1.78 MLD 2 MLD 10 MLD
Mangrove afforestation – 2989 Ha 3200 Ha 4000 Ha
Terrestrial plantation – 965 Ha 1000 Ha 1200 Ha
*Base year is FY 2015-16; # Base year is FY 2017-18; $ We are revisiting the energy and emission targets in line with our goal
of carbon neutrality.
Social
Indicator FY 2020-21 Achievement FY 2021-22 FY 2024-25
Target Target Target
Voluntary attrition <6% 3.5% <4% <4%
Employee satisfaction 4.2/ 5 4.1/5 4.2/ 5 4.5/ 5
Average employee training 3.75 days 4.68 days 5 days 5 days
Supplier satisfaction 4.5/5 3.9/5 4.5/5 4.75/5
Customer satisfaction 4.5/5 4.2/5 4.5/5 4.75/5
Safety Mandatory 100% Zero incidents Zero incidents
training
Community Based Skill 50000 68149 69000 100000
Development Program Enrollment Enrollment Enrollment Enrollment
Women Self Help Group 150 160 165 200

Governance
Indicator FY 2020-21 Target Status FY 2021-22 Target
Policy § All CXO-level employees All CXO level salaries
and KMPs compensation to are linked to safety as
be linked to safety targets per Xceed scheme.
achieved
§ Audit Committee and This is in progress and Audit Committee
Nomination and Remuneration will be completed by and Nomination and
Committee consisting of only FY 2021-22 Remuneration Committee
Independent Directors consisting of only
Independent Directors
Committee Establishment of
Corporate Responsibility
Committee
Strengthening Laying out Information
ESG Practices Memorandum covering all
the Environment, Social
& Governance related
matters in line with
International framework

ESG strategy, goals and target internal policies and standard Our utility company MUL,
implementation operating procedures. dredging company SSIDL and
Implementing ESG strategies, harbouring company TASHL were
Management systems supporting
goals and targets are cross- also certified with IMS.
implementation of ESG
functional responsibility at
All 10 ports and two joint By and large, we leverage
APSEZ. While the corporate
ventures (AICTPL and technology for data collection
governance mechanism provides
ACMTPL) are certified with and analysis. Sustainability
strategic outlook and direction,
the Integrated Mangagement Information Management System
SLC members and the head of
System (IMS) comprising of (SIMS) assists in decentralising
operations of each business
Quality Management System data input and the regular
unit are in charge of tracking
(ISO 9001:2015), Environment assessment of performance and
progress towards goals. Managers
Management System (ISO progress.
within each business unit are
14001:2015) and Occupational
responsible for monitoring We deploy extensive multilevel
Health and Safety Management
performance and reporting to the training programmes with cross-
System (ISO 45001:2018). Five
Directors of operations. Corporate functional teams to ensure that
ports (Mundra, Tuna, Dahej,
Sustainability team and managers policy, implementation and the
Hazira and Goa) and two joint
are accountable for monitoring sharing of best practices occur
ventures are certified with
external trends, including continuously.
Energy Management System
regulatory and non-regulatory,
(ISO 50001:2018) as well. At Beyond knowledge sharing,
assessing the risks, opportunity
other ports, the implementation various avenues for employee
and potential uncertainties.
of ISO 50001 is under progress. motivation to perform on ESG
Integrated Management System Additionally, three ports are ISO are also explored. Rewards,
comprising quality, environment 28000:2017-certified (Security awards and monetary incentives
and occupational health & safety Management System for Supply are built into our system. For
provides support in setting up Chain). instance, variable pay components
roles and responsibilities, and for certain employees are
All our logistic operations, except
processs for reporting. This incorporated into safety
one, is certified with IMS. All the
applies to all units of APSEZ, performance, energy performance
agri-logistics sites are certified
including joint ventures, partners, and water management.
with Food Safety Management
customers and suppliers and is
systems (ISO 22000:2018).
based on legal requirements,
Social & environmental due diligence - ESMS implementation for all sites are in process
In today’s global economy, construction, operation, mergers emulate. More details can be
environmental and social and acquisitions. accessed in the Supplier section.
responsibility are critical.
In a recent measure, we initiated Customers are required to
Environmental and social
Supplier ESG assessment where follow The Berthing Guidelines,
management system (ESMS)
environmental KPIs such as which provide guidance on
assists businesses in integrating
energy use, water use, efficiency, the efficient provisions of
plans and standards into core
fuel consumption etc. are part pilotage services and set out
operations, allowing them
of the evaluation process. agreed operational parameters,
to anticipate environmental
Suppliers and vendors who work environment & safety measures
and social risks posed by their
in our premises are regularly endorsed by the Marine
business activities and avoid,
monitored to ensure that they Department. We ensure that
minimise and compensate
operate in compliance with our customers - shipping lines -
for such impacts as needed.
environmental laws, company comply with the Environmental
A good management system
policies and commitments. Protection guidelines issued
provides for consultation with
Vendors are graded on their ESG by the Marine Department.
stakeholders and means for
performance and action plans Environment protection is
addressing concerns from
developed to help them improve. a shared responsibility of
workers and local communities.
Suppliers with an overall score our customers who have a
Consequently, APSEZ adheres to
of more than 90 are recognised, significant impact on marine
the IFC Performance Standards
which encourages others to biodiversity.
issued by the World Bank during

Audit and Assurance System and other certifications. Our guiding focus
The audit of performance in While the IR Class conducts We track our performance against
conformity with applicable laws annual environmental audits for several ESG-related ratings and
and regulations is important. APSEZ, sustainability assurance rankings. In each of the following
We determine the effectiveness are conducted half-yearly by EY. areas, we continue to outperform
and efficiency of our sustainable Additionally, we are engaged in or are comparable to our peers.
operations in compliance with ISO internal audits of operations every
14001 Environment Management six months.
§ APSEZ participates in CDP annual disclosures for climate change and water
security.
§ In CDP Disclosure 2020, APSEZ Scored ‘B-’ for Climate Change and ‘B’ for
Water Security. APSEZ also received ‘B’ in the Supplier Engagement Rating.
§ APSEZ is participating in DJSI Corporate Sustainability Assessment.
§ APSEZ received 55/100 score in CSA 2020.
§ APSEZ committed for Science Based Targets initiative – Business ambition for
1.5 degree Celsius.
§ APSEZ is in the process of setting the target and submitting it for validation.
§ APSEZ aligns its ESG activities with the United Nations Sustainable
Development Goals (SDGs).
§ APSEZ signed up for India Business & Biodiversity Initiative.

§ APSEZ submitted its first progress report in 2020.
§ APSEZ is a member of the Climate Ambition Alliance, committed to net zero

emissions by 2050 .
§ APSEZ is supporter of the Task Force on Climate Related Financial Disclosures.

§ The Integrated Annual Report FY 2020-21 is aligned to TCFD
recommendations.
§ APSEZ is member of International Union for Biodiversity Conservation.
§ APSEZ is enhancing awareness among employees across its sites through
IUCN - Leaders for Nature.
§ APSEZ is member of United Nations Global Compact and committed to
conduct all the activities in alignment with the 10 Guiding Principles.
§ APSEZ will submit the first communication on progress in November 2021.
§ APSEZ is endorsing United Nations CEO Water Mandate.

§ APSEZ will submit the first Communication on Progress in November 2021.
§ APSEZ developed Environmental and Social Management System in alignment

with IFC’s eight performance standards.
§ APSEZ developed site-specific management plans which is under
implementation across the sites.
§ APSEZ aligns its ESG reporting framework with GRI standards.
§ APSEZ publishes its annual disclosure as per the IIRC framework.

National Guidelines
§ APSEZ submits the Business Responsibility Report (BRR) as part of Integrated
for Responsible
Annual Report.
Business Conduct

Corporate overview StatutoryIntegrated
Reports Report Statements
Financial 2020-21

OUR DISCIPLINE
APSEZ. How we have created

a progressively de-risked
operating model ensuring
business sustainability


The result is a greater priority on § Grow at the lowest cost,
comprehensive risk management strengthening any-market
Overview and mitigation, warranting an competitiveness
The world is marked by investment of time, competence
unforeseen developments § Grow with corresponding
and organisational priority.
like economic downtrends, checks and balances, enhancing
The objective of this de-risking
uncertain trade flows, business predictability
commitment is to protect
reshoring of industries, business viability during periods of § Investment in business enablers
geopolitical events, trade economic weakness and generate that enhance nimbleness
wars, pandemics and other a vigorous rebound during
uncertainties. These events recovery. Institutionalised risk
could have an adverse impact management framework
on the Company’s reputation, At APSEZ, we are committed to
guarantee that we constantly At APSEZ, we believe that
brand, financial condition
monitor the potential threats business sustainability is derived
and operations, hindering
and opportunities that we could through the identification of
its peaceful co-existence
face to ensure that we remain probable business downsides
with society. There is also a
a resilient organisation. We coupled with proactive
growing investor recognition
aspire to be ahead of the curve safeguards. This aspect is gaining
that profit protection must
when it comes to effective risk increased relevance in a world
precede growth.
management. This commitment where businesses and realities
to comprehensive de-risking has are marked by a larger number
been drawn from the deep multi- of uncertainties (Black Swans).
decade Adani Group commitment The more competently we
to de-risking. The Adani Group manage these risks, the stronger
de-risking philosophy has been our capability to weather the
centred across the following unforeseen.
principles:
Over the years, the Company
§ Engaged in business marked has instituted a systematic risk
by flow management (cargo, management approach. This
resources, people, and power) comprised the creation of a
Group level Risk Management
§ Presence in sectors with large Team to appraise changes in the
operating headroom external and internal business
§ Recognition that growth environments as an when
represents effective de-risking they transpire (real-time) and
implement counter measures.
§ Sustain growth even during However, in the recent past, the
periods of economic slowness Company institutionalised an

Enterprise Risk Management - Auto alerts of risk cards at

(ERM) Framework. This includes defined frequency to risk
the creation of risk management owners and chief risk officers
teams at different decision-
We extended our understanding
making levels. ERM follows
of risks from the strategic and
‘bottom-up’ and ‘top down’
macro to the micro – right
approaches for risk management.
down to the ground operating
E-enablement-ERM Tool
level. In doing so, the Company
comprises the following features:
widened risk understanding
§ Overall location and Company from the Board to the employee
level dashboard level, creating a culture of
preparedness. These risks have
§ Categorywise risk dashboards
been addressed through an
with impact
institutionalised approach based
§ Generation of heat maps for on our longstanding experience,
each user and functions engagements with stakeholders
and insights of our Board
§ Risk trends report
members. The responsibility of
§ Risk severity charts with overall highlighting risks has been vested
risk severity mapping (H-M-L) with employees based on their
circle of competence while the
§ Location-wise severity
responsibility to design counter-
- Bubble charts used to risk initiatives has been vested
examine impacts and the with the senior management and
likelihood of risks on a a specific committee within the
quarter-to-quarter basis Board.
- Risk severity in risk registers
based on a colour coding
system
- Access to management
users for viewing dashboard
for locations and central
functions
- Audit trail kept at each level
of design

Our risk management discipline
Risk Risk assessment Risk Recording Risk Mitigation Risk Monitoring

Identification Identified risks Key risks are Risk mitigation Development
Risks are are analysed established, action plans are of key risks and
continuously and assessed to prioritised and prepared and mitigation actions
identified and determine triggers, documented and implemented are monitored by
reported using impact and risk owners are across the affected risk deep dives and
templates and tools likelihood appointed businesses reporting
Risk Management System § Provided guidance over risk The Company’s Board-approved
In FY 2020-21, APSEZ continued supervision, risk assessment and Risk Management Policy
to strengthen its comprehensive risk management. comprised material risks faced by
system to promptly identify the Company that were identified
§ Developed risk assessment and
risks, assess their materiality and assessed. The Company set
measurement systems.
and take measures to minimise up a policy framework for ensuring
their likelihood and losses. § Established policies, practices better management of risk profile.
Risk management was applied and other control mechanisms
The Company provided
across all management levels to contain risks.
importance to prudent
and functional areas. Risk § Reviewed and monitored the project (conceptualisation,
management roles were effectiveness and application implementation and sustenance)
distributed across the Executive of risk management policies, practices, putting in place suitable
Management, Risk Management related standards and risk mitigation measures.
Committee and Audit Committee. procedures.
The risk management framework
Key roles and responsibilities § Reviewed and identified risks in of APSEZ sought to minimise
the area of cyber security and the adverse impact of risks on
The Executive Management and/
management. key business objectives and
or Risk Management Committee
enabled the Company to leverage
performed the following functions
Implementation opportunities.
in FY 2020-21
During the period under review, The Company designed and
§ Periodic review and approval of the Risk Management Committee operated its risk assessment
various business proposals for held three meetings. model that factored quantitative
their corresponding risks and
and qualitative information.
opportunities.


The prominent risks and
responsibilities as estimated by the
Board Committee
Risk Nature of risk Strategic objectives Responsible Executive Management Team
impacted
Industry Risk External Ensures financial Business Development Head of each SBU &
flexibility Team
Maintains long-term
optionality
Technology Risk Operational Focuses on people, planet IT Head (CIO) and Sustainability Committee
and prosperity
Optimises overheads,
costs and capital
expenditure
Improves portfolio quality
Political Risk External Ensures financial Site CEO’s office, CEO’s office and corporate
flexibility affairs
Maintains long-term
optionality
Regulatory Risk External Improves portfolio quality Regulatory team

Maintains long-term
optionality
Competition Risk External Ensures financial Site CEO’s office and business team
flexibility
Maintains long-term
optionality
Geographic Strategic Optimises overheads, Site CEOs, COO and APSEZ CEO
Focus Risk costs and capital
expenditure
Maintains long-term
optionality
Climate Risk Operational Focuses on infrastructure Sustainability team and CEO APSEZ
vulnerability,
competitiveness, people,
safety and resource
availability (water and
power)
costs and capital
expenditure

Risk Nature of risk Strategic objectives Responsible Executive Management Team

impacted
Land Availability Strategic Focus on people, safety Strategy team, land team and projects
Risk and sustainability
costs and capital
expenditure
Maintains long-term
optionality
Timely Project Operational Optimises overheads, Operations head of each SBU

Commissioning costs and capital
Risk expenditure
Maintains long-term
optionality
Customer Risk Strategic Ensures financial Business development team

flexibility
Debt Repayment Strategic Ensures financial Head, Finance

Risk flexibility
costs and capital
expenditure
Maintains long-term
optionality
Returns Risk Strategic Ensures financial CEO’s office

flexibility
Maintains long-term
optionality
Liquidity Risk Strategic Ensures financial Head, Finance

flexibility
Maintains long-term
optionality
Controls Risk Operational Focuses on people, safety CEO’s office

and sustainability
costs and capital
expenditure

Strategic objectives
Focus on Ensures Optimises Improves Maintains long-

people, planet financial overheads, costs portfolio quality term optionality
and prosperity flexibility and capital
expenditure
The mitigation of the most prominent risks, 2020-21

In FY 2020-21, APSEZ proactively worked on mitigating key risks shown in the Annual Report of FY 2019-
20 to reduce residual risk levels. Efforts were invested in every decision-making platform, operating site
and business to mitigate risks identified in FY 2019-20. The COVID-19 pandemic-related risk was effectively
handled across APSEZ through proactive strategies, which reflected on overall operating and financial
performance.
Risks & their FY 2020-21 risk assessment & Risk External stimulus
description consequences movement/ and our strategic response
trends
Macro-economic § India’s economic growth was High/ § The Indian economy is one of
Risk: The severely affected in FY 2020-21, Stable the fastest growing among major
business that we witnessing 7.3% GDP degrowth. economies.
are in is largely § Prolonged lockdown in country § The consumption-driven Indian
influenced by at the beginning of FY 2020- economy is extensively under-
economic factors 21, has severely impacted the consumed across products and
– international, demand of goods, services & resources.
national, and hence transportation demand. § COVID-19 has negatively affected
regional growth
§ Shock in economy has resulted port volumes at many global & Indian
– outside our
in a demand-supply gap. In the ports. However, at APSEZ, we were
control.
ports & logistic sector, supply able to manage the marginal growth
was high, which resulted in an in our port portfolio through strategic
inter-port competition. initiatives and effective stakeholder
§ Can affect relevance within our management.
region and sector.
Political Risk: § Major Port Authorities Act Stable § The Indian government announced
This comprises 2020: The Govt. of India a number of long-term policies that
the risk of a introduced the Major Port enhanced the relevance of the ports
change in the Authorities Act 2020 to and logistics sectors in India.
government that increase participation of the § Through Major Port Authorities Act
could review private sector in port industries. 2020, APSEZ is also pursuing an
existing policies. Major Port Authorities Act opportunity to engage in major port
also provides freedom to port terminals to increase its presence
authority/ PPP operator to across the Indian coastline and offer
fix tariff. It confers power services to customers.
to the port body to raise
loans and issue securities for
developments. This Act will
increase competition in the
Indian ports sector.
§ A review of existing policies
could affect sectorial and
corporate prospects.

trends
Regulatory Risk: § This could potentially translate Low § We have positioned ourselves across
The business into censure and operational products, customers and markets that
is marked by slowdown. address a growth in humankind’s needs
permissions § This could affect the Company’s for better living.
and restrictions credit-rating. § We believe that regulation in a core
across countries industry can streamline a largely
§ Other policies-related risks like
that could affect unorganised sector, widening the
environment protection etc.
trade flows. market size and opportunity.
§ APSEZ strategies are in line with
the national direction as far as
infrastructure investments are
concerned.
§ We developed a proactive in-house
team to detect changes in the
policy domain that could affect our
performance. APSEZ takes necessary
corrective actions based on policy-
related market intelligence.
Competition § FY 2020-21 resulted in almost High § Strategic assets: The Company

Risk: The 5% ports volume reduction developed a pan-India presence to
business could at a pan-India level, which serve customers across India. None of
attract a sharp resulted in lower ports the other competing players possess
increase in capacity utilisation across this capability in India.
competitive ports the sector. Lower capacity § Tied-up cargo: At many places we
for cargo. utilisation increased inter-port engaged customers for ports volume
competition for contestable like power plants and vegetable oil
hinterland cargo. refinery, which provide a competitive
§ Pressure on pricing. advantage over other ports.
§ Increased competition could § APSEZ is an integrated player offering
affect growth and margins. ports and logistics service (E2E) to
various customers through their
strategic assets like ports, terminals,
MMLP, different types of rakes, IWT,
grain silos. None of the Indian players
possess as diverse a capability in India.
§ The Company is the largest Indian
private commercial port operator with
the lowest operating cost.
§ The Company established a respect for
taking the business of its customers
ahead.

trends
Customer § Providing a committed service Stable § APSEZ did not compromise service
service Risk: level to customers in this quality during the pandemic.
Deliver a superior difficult time of pandemic, § Some additional benefits were provided
service level to where resource scarcity is to customers beyond contractual
customers, which common. obligations.
was promised to § Extending beyond the
§ At APSEZ, service was monitored
them. commitment to enhance for swift action to mitigate adverse
customer confidence and long- developments.
term trust.
Cyber-attack: § Supply chains continue to § APSEZ mitigation plan included a cyber

APSEZ is be digitalised, with growing security program, SOP across functions,
progressively traction of electronic booking cyber security awareness programs
moving towards platforms. to employees and the development of
digitisation, § Cyber attacks could adversely business continuity plans.
online platform impact business functions
developments comprising financial losses,
and other similar loss of customer confidence,
IT initiatives. reputational damage and
Hence data operational accident.
breach and
§ APSEZ has invested heavily
cyber-attacks
to protect the Company from
need to be
cyber-threats.
prevented.
M&A strategy § Failure in concluding Low § APSEZ has holistically analysed each
Risk: acquisitions could lead to M&A target with a set SOP format.
There is a financial, brand, reputation and § APSEZ developed a standard
premium on the other risks. framework for acquired assets,
need to develop which includes integration of various
a successful functions and operations.
Mergers &
Acquisitions
(M&A) strategy to
fulfil our growth
aspirations
through
inorganic growth
acquisitions.
Geographic § Extreme weather patterns Low § We created locationwise disaster

focus Risk: like cyclone impacting port management plans to address
The business operations. challenges.
focus on select § This could moderate operational § The Company invested in data-based
geographies competitiveness. research before it arrived at the
could expose it selection of stable geographies of its
§ This, in turn, could affect
to risks of change presence.
stakeholder confidence.
in weather
§ The Company has not faced any
patterns.
decline in asset productivity based
on erratic (though fleeting) weather
patterns.

trends
Auction Risk: § This could stagger the Stable § The Company developed a robust
An inability Company’s growth rate. techno-commercial capabilities in
to submit the § This could affect the Company’s submitting winning bids.
lowest bids for ability to enhance revenue § The Company was selective about
port projects visibility and corporate bidding only for projects that promised
could translate predictability. an attractive profitability hurdle rate.
into a loss of
§ APSEZ’s demonstrated success can
prospective
be validated though its emergence as
revenue.
the largest Indian private sector port
Company in a little more than two
decades.
Land Availability § Availability of land banks across Medium § A centralised land management team
Risk: The proposed developmental sites. was developed to facilitate the land
business is § This could affect corporate acquisition process. This department
land-intensive; growth. helps procure land from various
inability to agencies and individuals.
§ Increased land cost could affect
acquire the right § The land team digitised the Adani
competitiveness.
land parcel (by group land records and developed
size, topography, dashboards to arrive at the real-time
location and status of APSEZ properties. This
cost) could enables quick decision making for
affect growth development projects.
prospects.
Project § Usually projects delay also incur Low § The Company coordinated across
management additional cost. resource assessment, land acquisition,
Risk: An inability § In case-to-case projects, this construction readiness, technical
to commission also leads to punitive charges/ studies, and supply chain management,
projects on fines. resulting in projects being implemented
schedule quicker than the sectorial benchmark.
§ Opportunity cost loss.
could affect § The Company drew on the Adani Group
the Company’s § This could stagger revenue
experience of having successfully
reputation and inflow.
implemented projects across 12 port
market standing. § This could increase project cost locations in India.
and affect long-term project
viability.
Receivables Risk: § A low revenue visibility could Low § The Company worked with credible
An inability to enhance the risk quotient of the customers resulting in timely cash
market services project. flows and virtually no payment
to credible § A higher risk project with an defaults.
customers could open revenue position could
affect receivables affect credit rating.
and revenues.

trends
Debt repayment § This could affect the possibility Low § The Company worked with a prudently
Risk: of raising additional debt. safe buffer of (3x) more than the
The business § This could affect the Company’s adequately covered periodic payables
drew on long- credit and its prospects in to lenders.
term debt, mobilising debt at a low cost for § The Company (or Adani Group) did
any failure in onward expansion. not miss a single payment to lenders
repayment in nearly three decades of business
or servicing existence.
could affect its
§ The average tenure of the long-
prospects.
term debt on the Company’s books
increased; debt cost declined in the
last few years ending on March 31,
2021.
§ The Company was accorded IG rating,
the highest within India’s ports sector.
Currency Risk: § The quantum of forex debt to Medium § 31% of the Company’s long-term debt
The Company’s be repaid could increase beyond was in Indian currency as on March 31,
debt repayment the projected figure. 2021.
could be § Absence of exports could § The forex debt on the Company’s books
stretched by prevent the Company from was hedged completely by export
adverse currency passing on the currency income.
movements. depreciation impact.
Locational Risk: § APSEZ has a robust framework Low § The Company conducted extensive
The Company for evaluation of new business studies across port establishment
could invest in opportunity at any location. costs, cargo throughput possibilities
the wrong port All port site selection has been and hinterland development prospects
location, a risk done through this mechanism. to arrive at an informed investment
that is virtually § The Company could be affected decision.
impossible to by a decline in investment § APSEZ actively engaged with all
correct. payback that could affect relevant stakeholders for business
overall margins. sustainability.
§ The risk could affect the § All the Company’s investment decisions
Company’s brand and were based on a pre-tax 16% IRR hurdle
organisational morale. rate.
§ The robustness of the Company’s
decision-making capability was
reflected in each of the ports being
profitable and growing year-on-year.

trends
Demand Risk: § Due to the pandemic, port High § APSEZ developed most of its port
There is a risk volumes witnessed an overall portfolio as a multi-commodity
that emerging reduction across India. managing locations, minimising risks
cargo demand § Energy-related commodities related to over dependence on a
from a port may especially thermal coal, crude specific cargo type.
not materialise and POL witnessed the highest § Container cargo is one of the highest
the way once decline in cargo volumes. growth commodities in India; APSEZ
forecasted. developed container terminals across
§ Erratic demand patterns can
affect port utilisation and the Indian coastline to address this
revenue predictability. opportunity.
§ APSEZ added growth commodities like
LNG and LPG in its basket at key ports,
in line with India’s aspiration to become
a gas-based economy.
§ Each of the Company’s port locations
was selected judiciously based on
a relatively under-explored demand
pattern that has only grown over time.
§ The Company selected to deal in a
cargo mix whose relevance is only
likely to increase in a growing and
prosperous India.
Projects Risks: § A delay in commissioning Low § APSEZ has learnt a lot from two
There could be could affect customer service, decades of diverse projects execution
a delay in the payback tenure and return experience. Learnings from the past
commissioning ratios. have been inculcated in decision
of greenfield making criteria for new projects. We
or brownfield developed a robust mechanism for
capacity. contractor selection, tender document
preparation, estimation, value
engineering and vendor development.
§ APSEZ developed an efficient project
delivery system without compromising
cost, time, quality and ESG standards.
§ The Company possesses one of the
most competent pools of execution
capabilities within India’s ports sector.
§ The team demonstrated a long-
standing record of outperformance
– commissioning projects in short
tenures and at costs lower than the
national benchmark.

trends
People Risk: The § This could affect the Company’s Low § The Company is a preferred industry
Company could ability to leverage knowledge, employer.
fail to attract or affecting its brand, productivity § The Company’s talent retention is the
retain competent and profitability. highest within its sector.
professionals.
§ The Company offers unmatched
professional and personal growth
opportunities within its sector.
§ APSEZ believes in the continuous skill
development of onboarded employees;
initiatives were undertaken to create a
future ready organisation.
Environment § This could invite censure, Low § The Company progressed on ESG,
Risk: The criticism and the prospect aligning with international standards
Company may of some environmentally- and commitments (UNGC).
find it difficult to conscious shipping liners § The Company made extensive
match tightening moving their business to investments in moderating its carbon
global ESG competing ports. footprint and extending beyond
standards. § Compliance with national laws. regulatory requirements.
§ The Company expects to emerge as
the world’s first carbon-neutral ports
company by 2025.
§ APSEZ follows all the norms laid by
CPCB/SPCB and other agencies.
Safety Risk: The § Low safety could affect the Low § The Company embedded a leader-led
business of cargo Company’s respect. approach across the organisation.
management, § Human injury could affect § The Company invested in
projects and worker morale. mechanisation to enhance holistic
transportation safety.
could be affected
§ The Company deepened its safety
by low safety
orientation with an overarching safety
standards.
culture, training and SOP-based
processes.
Liquidity Risk: § This may affect the Company’s Low § The Company possesses adequate
The Company’s liquidity and gearing. liquidity to fund growth without
Balance Sheet § In turn, this may affect the compromising Balance Sheet integrity.
may be stretched Company’s credit rating and § The Company maintains a liquidity of
following the capacity to mobilise low around 3.0 (Net debt/ EBIDTA), which is
increasing cost resources for onward considered prudent and comfortable.
investment investment.
requirements.


Major controversies
Case Status Actions Proposed / Taken
Criticism Ongoing § India’s trade and foreign policy is focused on strengthening relationships
over alleged with ASEAN countries that matured as the ‘Look East Policy’. To expand
complicity its container terminal network in ASEAN, APSEZ established Adani
in Myanmar International Terminal Pte Ltd (AITPL) in Singapore in July 2017. Adani
military’s Yangon International Terminal Company Limited (AYITCL) was established
human rights in February 2019 for carrying out business in Myanmar, a 100% subsidiary
abuses of AITPL. AYITCL applied to Myanmar Investment Commission (MIC)
administered by the civilian government for approving an investment of
USD 290 million for the construction of a greenfield container terminal at a
Myanmar port, which was granted by MIC for 50 years. In May 2019, a Build
Operate and Transfer (BOT) contract for 50 years was signed for setting
up a container terminal; land was allotted on lease by Myanmar Economic
Corporation Limited (MEC) facilitated by MIC. As per the agreement, APSEZ
was to pay USD 90 million for land lease premium and USD 20,000 as
annual lease charge. All negotiations and payments to MEC were made in
advance of the imposition of sanctions against that entity. APSEZ’s last
such payment to MEC occurred in August 2020, six months prior to the
imposition of sanctions. Since then, there has been no transaction with MEC
and / or any other sanctioned entities.
§ The Company is in discussions with its US-based counsels (Morrison
Forester LLP). The engagement partner opined that:
1) The Company’s risk of exposure to the U.S. sanctions against Myanmar is
low;
2) The U.S. sanctions laws and regulations do not require compliance by
non-U.S. persons where there is no nexus with the United States;
3) The prohibitions do not apply retroactively to per-sanctions activity.
§ The Company has zero-tolerance policy to ensure that there is no
contravention of US and other sanctions. The risk management committee
of APSEZ, formed under the ERM framework, facilitates a periodic review of
risk areas, evaluates consequences, initiates a risk mitigation strategy and
implements corrective and preventive measures which are:
1) The Company to engage with the US counsels to ensure that it is
compliant with OFAC sanctions;
2) Considering the sanctions have been imposed by the Biden Government
and not by European Union or United Nations and the Company being a
144A issuer in the United States, APSEZ can proactively approach OFAC
to make sure that it is not in violation of the sanctions due to the recent
developments; and
3) In a scenario where Myanmar is classified as a sanctioned country under
the OFAC, or if OFAC opines that the Company is in violation of the current
sanctions, the Company plans to abandon the project and write-down its
investments in the project in full. The write-down will not materially affect
the Balance Sheet as it is equivalent to about 1.3% of the total assets of
APSEZ.
§ Our focus is the safety of our employees working on the Myanmar project;
no further payments have been made to MEC; we have been following
guidelines advised by the Indian embassy; we have been transparent in
disclosing our view and the status of the Myanmar project. The Company
is committed to the global cause of ensuring that the rights of none are
violated. The Company will take necessary action following guidance from
OFAC.

Case Status Actions Proposed / Taken
Carmichael Closed § The Carmichael Project is not owned or operated by APSEZ. It is owned
Mine expansion and operated by Adani Mining Pty Ltd. and trading as Bravus Mining and
project Resources owned by Adani Enterprises Limited, which is listed on the BSE
(formerly Bombay stock exchange).
Divestment Closed § BRCPL was incorporated in December 2019 with the parent entity being
of Bowen Bowen Rail Operation Pte. Ltd. in Singapore. The principal activity of this
Rail Company entity is providing rail logistics services in Australia. As a part of the annual
Pty Limited ESG performance review by the Management for FY 2019-20 (under the
(BRCPL) owing aegis of the Sustainability & CSR Committee) it was decided that APSEZ will
to APSEZ’s divest its investments in BRCPL to fulfil the Carbon Neutral Commitments.
Carbon Neutral Accordingly, all contractual documentation and the regulatory approval
Commitment process were initiated for the said divestment. APSEZ, during January
2021, formally communicated to investors and rating agencies regarding
the divestment. S&P Global included in its press release (issued for January
2021 USD bond issuance) that APSEZ will divest BRCPL. In March 2021,
APSEZ executed the Share Purchase Agreement with Adani Global Pte.
Limited (subsidiary of Adani Enterprises Limited) for the sale of investment
in BRCPL.
§ The transaction is awaiting regulatory approval by Foreign Investment
Review Board of Australia. In the interim, APSEZ will reflect the investment
as ‘held for sale’ in its books of accounts.
Protest by Ongoing § Considering the potential, Marine Infrastructure Developer Pvt. Ltd. (MIDPL)
local NGOs applied for its Revised Master Plan development of Kattupalli Port to MoEF
and fisherfolk & CC on 15.11.2018 for getting the Terms of Reference to carry out an EIA
against the study and seek Environment & CRZ Clearance.
Kattupalli port
§ Based on representations received by MoEF & CC and submissions from
expansion
MIDPL, the sub-committee appointed by Expert Appraisal Committee (EAC)
visited Kattupalli Port, including the areas of concern, heard the concerns of
local residents on 3 and June 04, 2019 and submitted their report.
§ After a careful evaluation, EAC recommended ToR and the same was granted
by MoEF & CC vide letter dated 15.10.2020.
§ ToR, inclusive of additional studies in the wake of concern raised by various
stakeholders and representations received, were also submitted to MIDPL to
incorporate/ address as a part of the EIA report.
§ Draft EIA is prepared and submitted to TNPCB for conducting Public Hearing
(PH) as per EIA Notification.
§ Public hearing for Kattupalli port expansion was scheduled on 22.01.2021;
however as per communication received from District Collector in the wake
of concerns associated with ongoing COVID-19, same has been postponed.
All developmental activities proposed will be carried out only after obtaining
required permission from the concerned authorities.

ENVIRONMENT-SOCIAL-GOVERNANCE
How APSEZ has

built a credible ESG
platform


The goal: To emerge as the world’s largest port company
by 2030
The platform
Lower Credible
Environment Safe work
carbon safety Sustainable
compliance practices
footprint certifications supply chain
Customer Process- Audit and Ethical

Robust
centric driven assurance
board framework
Overview on the need to enhance a services; however, our principal

At APSEZ, a commitment to comprehensive ESG compliance objective is to enhance
Environment-Social-Governance and commitment in the modern stakeholder trust. We believe
(ESG) resides at the core of our world. As a result, it is not that trust is the underlying
existence. Our ESG understanding important to merely be profitable element why customers select
is that it is not enough to the but to be sustainably so as well. to patronise our port and logistic
right things, but to do them in It is no longer important to focus services, why employees work
the right ways as well, reinforcing on the needs of a limited number with us, why vendors sell to us,
our position as a responsible of stakeholders but to service the why investors provide us risk
corporate citizen. aspirations of all stakeholders. capital, why bankers lend and
why communities support us. This
This commitment is as important We may be engaged in the
trust has been reinforced through
as with time there is a premium business of port and logistics
a number of priorities.
Sustainable value chain

Capitals Activities Outputs Value Created Contributing to SDGs
Natural Capital § Carbon § Carbon emissions § Carbon Neutrality

emission reduction and SBTi § Green Port
estimation validated targets
§ CEO Water
§ Energy § Energy conservation Mandate
consumption and efficiency
improvement § Creation of
§ Water renewable
consumption § Water reduction generation assets
§ Accelerating § Reduced or avoided § Resilient
renewable use of conventional infrastructure
energy adoption energy
§ Enhanced natural
§ Climate change § Vulnerability resource and
scenario assessemnt and livelihoods
planning adaptation planning
§ Mangrove § Biodiversity
afforestation conservation

Capitals Activities Outputs Value Created Contributing to SDGs
Manufactured § Resilient § Improved recycling § Climate resilient

Capital infrastructure rates infrastructure &
§ Waste recycling § Waste reduction assets
§ Cost savings § ‘Green’ building
Social & § Supplier EHS § Social License to § Human Rights

Relationship assessment operate due diligence
Capital § CSR activities
Protecting The Environment seek to become a world leader in and update the risks register,
APSEZ promotes environmental the ports business by 2030. We including sustainability risks, each
management philosophy and encourage practices that improve quarter and immediately report
principles while pursuing a the environmental and social unanticipated risks.
diverse range of environmental impact of our operations. We not
Environmental risks are
initiatives to contribute to a only prioritise long-term benefits
mapped considering different
sustainable future. We endeavour of all stakeholders but also
aspects - risks arising due to
to address our ESG responsibilities support business growth through
non-compliances with legal
holistically by mitigating risks the avoidance of environmental
requirements, risks related to
and improving our environmental degradation.
achieving sustainability targets,
performance. Environmental Risk Management risks due to deviation from
We developed a culture of and Priorities the Company’s commitments.
promoting environmental Climate change and biodiversity Accordingly, priorities are set
stewardship, encompassing the are part of our established out on an annual basis keeping
consumption of finite natural Enterprise Risk Management the vision and commitments in
resources and minimisation of framework. Our framework mind. Based on the assessment
pollution and ecosystem effects facilitates the systematic in FY 2019-20, climate change,
in the vicinity of our operational capture of quantifiable and land use and marine biodiversity
sites. non-quantifiable risks over topped our list of the most severe
small, medium or long time environmental risks, which could
Our vision is to be a leader in horizons. All business units are impact our reputation, market
businesses that enrich lives and required to regularly monitor proposition and financial stability.
contribute to nation building. We

CLIMATE CHANGE AND ENERGY
Climate change while committing aggressively to APSEZ is aligned to the TCFD
The transportation sector mitigate the impacts of climate recommendations on addressing
contributed 23% of the total change, we are in a position to and reporting on climate change.
global greenhouse gas emission. deepen decarbonisation. Amongst others, our three key
The transportation infrastructure steps in deepening alignment and
Guided by our vision to become
sector is also responsible for enhancing an understanding of
a ‘green ports’ Company, we
a significant amount of GHG risk and opportunities are:
signed the Science Based Targets
emission in embodied and initiative (SBTi) and committed § Assessment of climate
operational forms. Due to the high to UNGC in 2020. We are in vulnerability of our
carbon footprint of the marine the process of setting a more infrastructure
sector, APSEZ is in a unique ambitious carbon emission
position to drive positive change § Development of adaptation plan
reduction target. APSEZ will
by implementing strategies to to reduce the vulnerability
strive to reduce carbon emissions,
mitigate, measure and report electrifying operations to enhance § Developing internal carbon
environmental impact. As India energy efficiency and accelerate pricing mechanism for our port
ramps its port-led development, its transition to renewable energy. operations
Three pillars of our Climate Strategy
Through low Enhance Develop

Strengthen the system
carbon pathway physical and robust system

commitments strategic to track
Reduce our impact
reduce resilience and ensure

Building resilience
emissions in of both our integration of

operations and operations climate change
supply chain and key in relevant
stakeholders business
activities

Snapshot of key climate milestones

In recognition of APSEZ’s climate strategy and carbon management, APSEZ received B- rating in 2020 CDP
climate change and B in water security. These ratings validate our strategy towards a climate-resilient future.
Our target is to become a green ports company, building on our pioneering efforts in environmental protection
and climate action since 2015.
FY 2022-23 FY 2023-24
FY 2015-16
Energy Audit Expanding Energy and Emission
GHG Accounting
Energy Benchmarking Study Policy to Suppliers, Customers and
(Scope 1 & 2) for 2 ports
Employees
Green Procurement Policy
FY 2016-17 FY 2024-25
FY 2021-22
Developed Sustainability
Set SBTi-validated target to Carbon Neutral Company
Information Management System
reduce absolute scope 1, 2 and 3
GHG accounting (scope 1 & 2)
emission
for 6 ports
5.5 MW of RE Installation Internal Carbon Pricing
FY 2017-18 FY 2020-21
Energy Emission Policy
GHG Accounting (Scope 1&2) for
all Ports “B” in CDP Climate Change
Committed to SBTi 1.50C
Created GHG Baseline
Climate Change Vulnerability
7.9 MW of RE Installation Assessment Study
20 MW of RE Installations
FY 2018-19 FY 2019-20
GHG accounting (Scope 1,2 & 3)
Maiden attempt for CDP for all ports and logistics
- Climate Change
Validated GHG emission against
GHG accounting (Scope 1&2) ISO 14064
for all Ports ‘C’ in CDP Climate Change
7.9 MW of RE Installation 19MW of RE Installation
Strategy to reduce our carbon footprint
§ Leverage technologies to § Strengthen supply chain § Offset unavoidable carbon

achieve operational efficiency engagement to lower carbon emissions by creating carbon
emissions sinks through greenbelt
§ Achieve 100% renewable
development and mangrove
energy transition § Educate and influence the
afforestation
community to tackle location-
§ Replace fuel use with
wise impacts of climate
electrification in our
change
operations, wherever possible

Assessment of climate- and best practices for climate The project was carried
related infrastructure risk analysis considering RCP out in three phases using
4.5 scenarios with timeframe methodologies backed with
vulnerability
2021-2050 and 2041-2070, as extensive consultation with
Recognising the financial a means of testing strategic sectoral and academic experts
implications and business resilience against different and climate change simulation
risks of climate change, APSEZ plausible and science-based modelling agencies. The study
conducted Climate Change climate scenarios. This was the employed a systematic approach
Vulnerability Risk Assessment first climate change scenario to assess hotspots of exposure
Study for the infrastructure planning study conducted by to climate risks, vulnerability
related to its port operations. APSEZ. and adaptation opportunities in
The study was aligned with IPCC APSEZ’s selected ports.
Phase 1 Phase 2 Phase 3
Relative Vulnerability § Identification & § Preparation of adaptation

Assessment of 11 ports prioritisation of the 4 most plans
conducted using framework vulnerable ports identified
§ Identification of adaptation
provided by IPCC, as follows: - Mundra, (Gujarat), Dhamra
measures for climate
(Odisha), Hazira (Gujarat)
§ Determination of exposure stressors
and Krishnapatnam (Andhra
and sensitivity of each port.
Pradesh).
§ Exposure analysis of
§ Preparation of risk matrix
climate variables such as
for each port, capturing
temperature.
likelihood and consequence
§ Aggregation of variables to of a risk component on an
compute Climate Exposure asset category against a
Index. climate stressor, identifying
currently perceived risk to
§ Sensitivity analysis of
climate change.
assets, workforce and
location details. § Finalising risk based on
the evaluation of existing
§ Aggregation of asset details
adaptation measures and
for computing location
climate risks projected on
based sensitivity.
assets.
§ Preparation of a scorecard
§ Scoring of risk as Low,
for each port highlighting
Moderate, High or Very High
its ranking in exposure and
(prioritised).
sensitivity indices.
Climate performance has been electricity use reported 2.2% of scope 1 emissions (i.e,
Given the decline in cargo as scope 2 emissions in the 2,443 tCO2e). APSEZ recognises
handling activities at our ports charts. This frames our carbon the importance of addressing
due to COVID-19, APSEZ achieved mitigation strategy to focus on scope 3 emissions, which
carbon emissions intensity reducing scope 2 emissions by indicates the level of exposure
reduction of 35% compared to incorporating renewable power to climate risks in our upstream
the baseline year of FY 2015- sources. We are focusing on and downstream supply chains.
16. Compared to FY 2019-20, reducing scope 1 emissions We monitor and report scope 3
absolute carbon emissions in by electrifying our operations. emissions to enhance our carbon
FY 2020-21 were 3,07,670 tCO2e, In the reporting period, we reduction efforts by identifying
9% higher as Krishnapatnam port avoided emissions of 29,359 large emission sources along our
was included in the reporting tCO2e through renewable energy value chain. Details can be found
boundary. Historically for APSEZ, installations. Emissions due to under the ‘Sustainable Supply
the largest source of emissions refrigerants used were around Chain’ section.

Total carbon emissions (Tonnes CO2e)
32.5 3,07,670
2,53,478 2,76,706 2,82,460
2,54,702 2,43,505
26.7 22.5
20.6 21.2
19.7
1,58,941
1,74,605
1,64,215 1,89,555 1,96,160
1,59,365
1,02,101 1,11,510
89,263 92,905
95,761 84,140
0 -397 -9,966 -12,231 -15,131 -29,359
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Total emission (tCO2e) Scope 1 emission (tCO2e)

Scope 2 emission (tCO2e) Emission avoided (tCO2e)
GHG Intensity (tCO2e/ Revenue in crore)
Note: In the past years, we observed few typographical errors in the emissions figures which have
been rectified in this report. This year, Krishnapatnam port has been included in the reporting
boundary.
*Scope 1 includes direct emissions from fuel used in port operations in equipment like cranes, excavators,
dozers, reach stackers and fork lifts etc. and in allied activities like harbouring, dredging and in DG sets and
Company vehicles.
• Scope 2 includes indirect emissions from purchased electricity consumed by the operational activities
Low carbon services

BU-wise emission share (%)
We are committed to utilise all forms
of transport for better resilience
and lower emissions. As a result,
we forayed into inland waterways
under the aegis of the Government
Ports of India’s Sagarmala Project. We are
77 working towards improving hinterland
connectivity by inter-connecting with
railways for inland cargo movement.
We are attempting to link agri-logistic
parks with rail, building multi-modal
connectivity to the customer’s
doorstep. This could reduce road
movement, reduce emissions and
provide a climate resilient alternative.
Dredging These significant business shifts and
13 Harbouring Logistics expansions empower us to address
7 Others
2 emerging market dynamics.
1

Indirect GHG scope 3 emissions performance (tCO2e)
ODS Quantity kg Categories FY 2019-20 FY 2020-21
R-22 1068 Fuel and energy-related 414 51,465

activates
R-407C 74 Upstream transportation & 1,76,535 2,06,645

distribution
R-410 178.6 Waste generated in 96 58

operations
R-32 8
Business travel 1,356 227
Employee commuting 2,709 2,626
Downstream transportation & – 47,212

distribution
Downstream leased assets – 8,047
Investments 25,734 32,061
Total (Scope 3) emissions 2,06,843 3,48,341
Note: In FY 2019-20, the scope 3 emission under the investment category was
not included, which has been included in the current year report. In FY 2020-21,
downstream transportation and distribution as well as downstream leased asset
categories were included with T&D loss-related emissions in fuel and the energy-
related activities category.
Scope 3 includes emissions consumption by employee indirect emissions. emissions

arising from fuel consumed by transit (daily commute), fuel from investments include our
contract vehicles, fuel consumed consumption for waste disposal joint ventures (GHG scope 1 & 2
by contract equipment, fuel (outsourced), fuel consumed emissions).
consumed by admin vehicles by horticulture equipment and
Total GHG scope 3 emission was
(outsourced), fuel consumed vehicles (outsourced), fuel
3,48,341 tCO2e.
by business travel (air, train, consumed by canteen and its
bus and four-wheeler), fuel vehicles (outsourced), and other
Category wise scope 3 emission share (%)

Upstream transportation & distribution
Fuel and energy-related activates
Downstream transportation & distribution

59 Investments
Downstream leased assets
Employee commuting
15 14
9 Waste generated in operations
2 1 0 0 Business travel

Phases & energy management strategies Benefits
Planning Pre-empt potential cost escalations,

§ Environmental Impact Assessment to assess the extent of environmental non-compliances
potential environmental impact due to the proposed project. Preparedness by developing
§ Design the terminals based on the depth of sea, quality and area, management plans to prevent or
keeping energy efficiency at the hindsight of design proposals. minimise the potential impact
Incorporating ESG aspects in the
master planning
Construction Reduce emission levels of carbon,

sulphur oxides, nitrogen oxides and
§ Use electricity directly from the power grid to reduce reliance on
particulates
diesel generators for dredging, mooring, quay wall construction,
breakwater etc.
§ ‘Green’ buildings
Operation of assets Reduce electricity consumption and

cost
§ Identify high energy consumption installations and their
respective energy reduction opportunities Enhance the monitoring and control
of equipment used to reduce energy
§ Install sub-metering systems to provide data and identify energy
consumption
management opportunities
Reduce reliance on fossil fuel to lower
§ Generate on-site renewable energy, where possible, through the
carbon emissions
installation of panels
Energy reduction initiatives liters of diesel, which in turn, the remaining ones target
APSEZ has taken measures to resulted in a saving of more than other improvements, indirectly
reduce energy use including 4,700tCO2e and net saving of contributing towards a lower
process improvements 2,845 tCO2e. Since 2018, we have energy consumption in the port
and integration which may been engaging with customers area. For example, fully automated
significantly reduce maintenance in protecting the environment, terminals can contribute towards
costs. The implementation of institutionalised through a pact optimisation of container
most new energy-saving initiatives signed with each party. We flows, resulting in reduced
was postponed in FY 2020- advocated for the split liability energy consumption and lower
21 due to COVID-19. However, in case of any environmental costs, while the lifetime of the
energy conservation initiatives damage/ impact that includes equipment is extended, allowing
undertaken across sites resulted spills, energy overuse, waste for a better preservation of
in a saving of 2.3 MU electric disposal etc. As a part of the resources.
energy and more than 1 million engagement, APSEZ initiated
At the Mundra port, we are
pilot services that enabled vessel
rationalising truck arrivals that
owners to efficiently dispose their
Energy saving approach generate multiple benefits.
waste and use onshore power
Fuel shift Besides reducing the idle
systems.
time of trucks waiting outside
Benchmarking &
operational efficiency Our ports adopted multiple the terminal’s gates, truck
technological and operational appointment systems maximise
Technology Adoption
measures for improving energy the utilisation of container
Process changes and Idle efficiency. While some measures yard equipment, reducing the
energy reduction are directly oriented towards turnaround time of trucks with
improving energy efficiency, associated energy savings.

Technology Adoption continuously monitors activity Fuel shift
The replacement of conventional wise energy consumption and One major fuel consuming activity
lights with energy-efficient taking actions to reduce idle across operations comprised
LEDs helped reduce energy working hours (and idle energy). RTGs. At sites like Mundra, Hazira
consumption. In the last In FY 2020-21 at the Hazira site, and Kattupalli, most RTGs were
four years, more than 16,500 in six STS cranes, the ES team converted to E-RTGs.
conventional lights were replaced observed that all air-conditioners We recognised opportunities in
with LEDs across sites, which were in working condition while electrifying terminal transport and
resulted in reduction of more cranes were idle. The team stacking equipment (i.e., terminal
than 7.5 MU and more than 6,000 reduced the energy consumption tractors, cranes, reach stackers,
tCO2e. during idling by using only one AC straddle carriers, forklifts) in
A few of our sites (Hazira, Dahej, instead of four, which resulted in substantially reducing carbon
MPT in Mundra) replaced 100% an annual saving of 1,61,200 kWh. emissions compared to terminal
conventional lights with LEDs At our Dahej site, reduction in the equipment for which a higher
while sites like Tuna, CT4 and idle working condition of a jockey level of energy efficiency has
West Basin in Mundra replaced pump and other operational been reached and improvement
more than 90%. The remaining equipment resulted in a saving of possibilities limited.
ports are aiming to achieve 100% 4,54,097 kWh and 24kL of diesel In addition, we piloted tug-boats
LED transition. by reducing the idling of sweeping that run on LNG supported by
An R&D project was carried out to equipment. recharging stations. Though we
reduce fuel consumption in tugs Benchmarking and energy are confident that switching to
by deploying a renter catalyst in efficiency LNG tug boats can significantly
the main and auxiliary engines. reduce fuel and carbon emission,
From the study, we observed In FY 2020-21 at the Hazira site, the system is capital-intensive,
that fuel efficiency improved nitrogen was generated and used requires space for storage of
3% following installation of in liquid operations. Previously per batteries and has a slower
the catalyst. Soon, we plan to m3 nitrogen generation, 1.06 kWh response time for going from
implement this initiative across all was used. By benchmarking and zero power to full power. We
our tugs. continuously monitoring, this was are keen to adopt e-tugs or dual
reduced to 0.86 kWh/m3, which fuel tugs once the technology is
Process changes and Idle resulted in a saving of more than implemented.
energy reduction 9.7 lakh units of electricity.
Across all sites, engineering teams
Nautical Sea-side Intra-terminal Land-side

Anchoring and Berthing loading/ Cargo handling, Port access and
dredging unloading transport and warehousing
stacking
Tug boat hybridisation Truck appointment system Integrated logistics

and alternative fuels— Full electrification terminal transport and networks through air,
LNG stacking equipment train and road
VFD motors in Energy efficient port buildings (warehouse
dredgers Roof top solar
office) installation on
Monitoring of the energy consumption warehouses
of port equipment, buildings and other
Automation of relevant Inland waterways
facilities for supporting decision-making
terminal equipment and the implementation of energy
System established onshore conservation measures
providing electric power Solar panels/wind turbines installed in
to tug boats and dredgers different areas of the port (e.g., often in
during berth to support their rooftops of buildings and warehouses)
activities, replacing the use of for generating renewable energy and
covering energy needs of the port
auxiliary engines

Accelerating renewables impact in a declining use of fossil In FY 2020-21, the total energy
adoption fuels over the medium to long- consumed was 24,27,524 GJ,
term. Though the development is which is 16% more than FY 2019-
The adoption of renewable energy
capital-intensive, diversification 20 as the Krishnapatnam port
is an integral strategic decision
towards clean energy is our was included in the reporting
in our attempt to decarbonise
strategy to achieve our climate boundary. Our current targets aim
our operations and mitigate
change commitment. As the to reduce energy use intensity by
impacts of transition risks.
Government’s policy amendments 50% from 2016 levels by 2025. We
Renewable energy consumed by
come into force, we anticipate a are on track to achieve our target,
APSEZ attributes to 15% of grid
reduction in costs, which would with 33% reduction. In FY 2020-
energy and 5.3% of total energy
make our investments cost- 21, the energy intensity of our
consumed by our operations in
effective. operations was 167 GJ/revenue in
FY 2020-21. At the beginning
crores.
of FY 2015-16, our renewable Energy performance
portfolio was nil, which expanded
to 20MW and procuring 15MW As a part of our environment and
of wind energy through PPA energy management systems,
at the Krishnapatnam port. We APSEZ has been tracking
5
invested more than H100 crore in and reporting environmental
renewable energy installations, performance against energy
reducing emissions up to targets since 2016. We regularly
review energy reduction and Renewables as a %
29,359 tCO2e in FY 2020-21 and
67,094 tCO2e over the years. efficiency plans across all of the total energy
APSEZ expects to make parallel our operations and introduce consumption
investments in renewable energy initiatives where improvement has
sources with a potential positive been identified.
Energy performance
1,28,892
53,697 66,471
250
1,745 43,308
8,61,189
7,66,557 8,32,193 24,27,524
6,97,791 6,99,652 175 167
194
7,20,946
151 14,37,443
12,62,390 13,27,025 153
11,15,093 11,22,361
19,60,181 18,37,784 18,65,321 21,47,279 21,00,722
12,02,058
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Total energy (GJ) Fuel energy (GJ)

Grid energy (GJ) Renewable energy (GJ)
Energy industry (GJ/Revenue in crore)
Note: In the past years, we observed few typographical errors in the energy consumption figures which have
been rectified in this report. This year, Krishnapatnam port has been included in the reporting boundary.
*Fuel comprises of petrol, LPG, PNG, HSD, FO, HFO, Acetylene and Jet kerosene

Energy mix (%) Type of fuel Amount of fuel Consumed
(GJ)
HSD 10,55,344
Petrol 1,791
59.2
60.7
61.8
64.4
57.2
60.2
FO 2
HFO 3,55,310
LPG 1,499
39.2
35.6
35.7
39.6
37.5
35.5
Acetylene 161
PNG 602
0.0
5.3
2.5
2.3
3.2
0.1
Jet kerosene 22,734

FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Renewable Grid Fuel Total 14,37,442
BU-wise energy share (%)

The above-mentioned fuels are
consumed in our port cargo handling
operations at our ports, logistics sites,
Karnavati Aviation (non-scheduled
Ports
flights) and our allied services like
64
harbouring and dredging. Even though
we own and operate 60 rakes, we do not
consume any direct fuel for these rail
operations as the locomotive operations Dredging
are under IRCTC control. 21 Harbouring
12 Logistics
Others
2 1

Case study: GHG emission reduction through alternative fuel
Aligned to Sustainable Development Goals
Activity
Converting Rubber Tyre Gantry Cranes (RTG) from diesel mode to electrical power
Objective
To reduce GHG emission by conversion of entire RTG fleet to electric power
About the project Methodology bus-bar and get power supply

In container handling ports, RTGs DRTG to ERTG is our long-term required for operations. In
are used to handle containers energy efficiency plan. It was FY 2019-20, at Kattupalli port 15
(movement and positioning) first implemented at the Mundra RTGs were retrofitted.
in yard locations. Traditionally, port and is implemented now
RTGs are equipped with DG across all our port locations. We
Outcomes
sets that transform diesel internalise energy-efficiency The retrofitting cost was H44
fuel into electrical energy for measures and bring them to the crore at Kattupalli. It resulted in
powering RTG motors. Through mainstream of our operations. a saving of 1.5 litres of fuel per
innovative retrofit measures, The activity was conceptualised container. In FY 2020-21, for
these conventional RTGs were by the engineering department. 7,80,322 containers moves, a
converted into an electric- The RTG was retrofitted with a saving of 28,440 GJ was achieved,
RTG (e-RTG) by shutting the movable trolley with the existing which avoided 879 tCO2e of scope
DG set and powering through collector brush. It also comprised 1 emission and saved almost H7
electricity (sourced from the a bus-bar system installed with crore. This initiative contributed in
grid). This modification resulted fixed structures at the container reducing 17% of the total energy
in a reduction in diesel fuel yard and power supplied through consumption.
consumption in RTG operations a compact substation to bus-
by 95%, as in the e-RTG fuel was bars. This made it possible for
used only to transfer RTG between the current collector trolley to
blocks. automatically engage with the

Water strategy and treat our effluent streams and as freshwater with Total Dissolved
performance reuse the treated wastewater for Solids levels of ≤1,000 mg/L.
dust suppression and horticulture
As per the World Resources Our major focus
activities. We adhere to a zero
Institute’s Aqueduct Water Risk
effluents discharge commitment. § Understand the water and
Atlas, India is among 17 countries
We train our employees to sanitation challenges in the
facing ‘extremely high’ water
manage our STPs, ETPs and CETPs communities where we operate
stress and close to ‘Day Zero’
in addition to WASH compliance and how our businesses impact
conditions when taps run dry. WRI
assessments. them.
ranked water stress, drought risk
and riverine flood risk across 189 As an endeavour to address § Enhance activities in the local
countries and their sub-national conservation of water, we community; encourage and
regions, like states and provinces. established sewage collection support the local government,
India ranked 13 on Aqueduct’s infrastructure where the groups and initiatives seeking
list of ‘extremely highly’ water- untreated water is treated and to advance the water and
stressed countries with states used in cleaning purposes, sanitation agenda.
like Gujarat falling under an dust suppression and moisture
extremely high water risk score maintenance in coal. We adopted § Undertake water-resource
of 4.65 of 5.0. In this backdrop, the best efforts in effectively education and awareness
the use of innovative strategies reducing water consumption as campaigns in partnership with
and technology appear critical a part of our water management local stakeholders.
in achieving water resilience by plan with the establishment § Work with public authorities
harnessing sea water, employing of a watershed management and their agents to support
smarter water monitoring systems plant and rainwater harvesting – when appropriate – the
and utilising wastewater. in association with local development of adequate water
communities. The development infrastructure, including water
As local water administrators,
of community infrastructure like and sanitation delivery systems.
municipalities are responsible
check dams, village ponds and
for the collection, monitoring § Include a description of actions
borewells provide access to clean
and distribution of water. In and investments undertaken
water as a resource, reducing
line to the Water Stewardship in relation to The CEO Water
water drawal.
policy, In line with the Water Mandate in our annual
Stewardship Policy, APSEZ takes APSEZ obtains potable water from communication on progress
a holistic approach towards water the utility network through taps for the UN Global Compact,
management to maintain and and uses it for drinking purposes. making a reference to relevant
enhance the efficiency, resilience It collects surface and sea water performance indicators such as
and long-term viability of assets. for use in port maintenance water indicators found in the
Responsible water management activities. The majority of water Global Reporting Initiative (GRI)
practices allow us to deliver value consumed in our ports is used guidelines.
to customers, retaining the quality for dust suppression, moisture
of cargo by ensuring availability maintenance in coal, firefighting § Publish and our water strategy
of potable water and minimising and cleaning tanks, workshops (including targets, results and
health concerns associated with and vehicles. improvement areas) in relevant
dust and lastly to the communities corporate reports, using
All potable water withdrawal water indicators found in GRI
by allowing access to common
comes from third-party water guidelines.
resources.
source supplied by municipalities
APSEZ monitors water quality in or groundwater § Enhance transparency in
operational sites to minimise the dealings with governments
All municipal supplies and and other public authorities on
impact of port activities on sea
groundwater water is categorised water-related issues.
water quality. Additionally, we

Water performance
0.63
440
92905 650
528
568 561
581
4,938 0.37 0.28 0.30 0.29 0.28
3,544
4,697 3,658 3,952 4,126 4,402
3,474
3,435 3,649 3,930
3,372
FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Water withdrawal (ML) Water consumed (ML)

Water reused (ML) Water intensity (ML/Revenue in crore)
Note: In FY 2020-21, rainwater harvested was included in water withdrawal. The Krishnapatnam port
was included in the reporting boundary.
Water withdrawal sources
Ground
water 6%
Third party
private utility
10%
Sea water
27%
Shared
resource 33%
Third
party
public
utility 17%
FY 2020-21
Non-shared
resource 67%
Rainwater
7%
Surface Third party

water 9% wastewater from
other industries
24%
Note: Surface water is taken from source, which is at the confluence of the river and sea, marked by high
salinity and not being potable.
Bu Wise Water Consumption Share (%)
§ APSEZ focuses on the effective management of
Ports water abstraction, usage and discharge across every
99 port location and during all lifecycle stages. The
environment team, along with representatives of
engineering operations at each site, are responsible
for executing the strategy and monitoring the
performance. Ports such as Dahej, Hazira and Mundra,
which lie in high water stressed regions, strategically
use treated wastewater of other industries to minimise
Dredging Harbouring Logistics Others
a dependence on local sources.
0 0 1 0
Phases and water management strategies Benefits
Planning Pre-empt potential cost escalations,

§ Environmental Impact Assessment to assess the extent environmental non-compliances
of potential impact on water sources due to the proposed Preparedness by developing management
project plan to prevent or minimise the potential
impact incorporating ESG aspects in
master planning
Construction Reduce water use

§ Regular monitoring and assessment of water use, and Retain and control water runoff; to
discharge during construction reduce impurities discharged into water
§ Regular monitoring of sea water & sediment quality including systems
turbidity, contamination and TDS
§ Implementation of environmental management plan (EMP)
§ Installing water treatment system
§ Rainwater harvesting
Operation of assets Reduce freshwater use

§ Increase dependence on non-freshwater resources Reduce water use
§ Recovery of water through desalination plant Reuse of treated wastewater
§ Installation of water meters at source Cost saving
§ Installation of water efficient technologies such as drip
irrigation, rainwater harvesting
§ Use waste-water from other different sources for operations
that do not require potable water
Water conservation strategies are adopted, and the Recognising that water
initiatives site’s water management plan is conservation is a shared
built around reducing a reliance responsibility, APSEZ engages
APSEZ audits its water
on freshwater and reducing water with suppliers and vendors
management process annually.
use. through meetings and quarterly
Monthly water consumption by
reviews. These initiatives aim
our key business units is tracked At our various sites, sourcing of
to promote water conservation
to detect spikes in water use. To treated wastewater from industry
practices that complement
reduce its reliance on freshwater, is also being explored in addition
APSEZ’s water management
APSEZ uses wastewater from to conventional source. Rainwater
strategy.
various sources for operational harvesting measures are being
activities that do not require installed at the sites to mitigate
potable water. Localised water the risk of water availability.

Best practices in FY 2020-21
Practice Site Benefit
Use of wastewater Mundra Use of 261ML of wastewater equivalent to 15% of the total
from other industries water used
& sources
Hazira More than 80% (628 ML) of water requirement were met
through treated wastewater of KRIBHCO
Desalination of sea Mundra More than 70% (1159 ML) of water requirement were fulfilled
water by desalinated sea water
Rainwater harvesting Dhamra 306 ML of rainwater was harvested and used
Kattupalli 3.7ML of rainwater was harvested and used
Water performance The water consumption per to be used in operations like the
Recognising that holistic water revenue (in H crore) consistently cleaning of vehicles and tanks as
management enhances the reduced by 55% from the base well as dust suppression where
long-term resilience of our year of 2016. water quality is not of a major
business, we implemented water concern. Quality water is only
conservation initiatives and
Initiatives related to water needed in critical operations and
tracked our water performance risk management domestic use.
since 2016. APSEZ achieved the Management of water by
“B” rating in CDP water security in
Rainwater harvesting
source: We practice rainwater harvesting
its first disclosure, an affirmation
of APSEZ’s progress towards Effective conservation of water in sites in which we operate, the
institutionalising robust water can only be achieved by better preserved water used for dust
management strategy. water management practices. suppression and horticulture.
Recognising this fact, the most Additionally, rainwater harvesting
Due to decreased activities important developmental activity contributes to groundwater
caused by COVID-19, there was a is planning, development and recharge at a few of our sites.
significant fall in water intensity management of existing resources
for our port operations in for effective irrigation and Community watershed
FY 2020-21 compared to sustainable production. To that management
FY 2019-20. Absolute water end, we adopted desalination as a
consumption increased by 4% technique where excess salts can We hope to reduce water stress
in FY 2020-21 to 4,126 ML from be removed from sea or brackish in local communities by providing
3,952 ML in in FY 2019-20 as water, converting it into potable drinking water and other essential
Krishnapatnam port was included or usable water. water needs, building long-
in the reporting boundary. term community resilience to
Water is a shared resource and water stress through watershed
In FY 2020-21, APSEZ finds competing uses by various management practices. We
cumulatively withdrew 4,402 ML users. The catchments from operate in water-stressed areas
of water, 12% more than in the where we source water, fulfil where the situation is expected to
previous year. Nearly 67% of the the local community’s needs for deteriorate. We are also involved
water was sourced from non- water, making them integral to in the construction of check
shared sources out of which 41% our water risk assessments. We dams, revival of village ponds and
comprised desalinated sea water. derive untreated wastewater borewell recharge.
The fresh water (33%) withdrawal from these communities into our
accounted for 1,432 ML, sewage treatment plants, along
comprising water from municipal with treated industrial wastewater
and groundwater sources.

Case study: Use of treated wastewater at Hazira port
Aligned to U.N. Sustainable Development Goals
Activity
Stakeholder engagement and infrastructure development to consume treated effluents
Objective
To reduce freshwater footprint at Hazira port in a cost-effective manner
About the project address our water requirements Methodology

KRIBHCO, a fertiliser company at the Hazira port, a symbiotic Other options for meeting water
in Hazira, treats effluents and agreement between two parties, requirements were to obtain
discharges into the sea. We which resulted in a reduction of freshwater through private
signed an MOU with KRIBHCO freshwater footprint in a cost- parties. This option was easier to
to provide a minimum of 2000kL effective and environment-friendly implement but would have been
per day of treated wastewater to manner. detrimental to the environment
whereas the procedure of
bringing all stakeholders on
board for availing treated
wastewater was more tedious.
KRIBHCO’s wastewater
treatment plant is about 18km
from our port location. To bring
this treated wastewater to
our facility, we commissioned
a pipeline of 18km from the
treatment facility to the port.
Outcomes
We made a capital expenditure
of H1200 lakh but do not
incur major operational costs
except for the cost of water
paid to KRIBHCO. This helped
us withdraw quality water
at a lower capex and opex
compared to desalination while
reducing pressure on freshwater
resources. In FY 2020-21, 628
ML water was withdrawal from
this source, which is 81% of the
water requirements of Hazira.

Waste management strategy Waste from ships (used oil, solid to recyclers. Non-recyclable and
and performance waste etc.) and waste generated non-recoverable dry waste (loose
from our port-related activities refused derived fuel) are sent to
Marine pollution is one of the
(hazardous waste, lead acid cement plants for co-processing.
biggest threats to coastal
batteries waste, bio-medical Cement plants utilise waste as
ecosystems, partly from waste
waste, e-waste, non-hazardous alternative fuel after processing.
dumps in oceans and seas.
waste, construction debris) are STP sludge is used as soil
These wastes include dredged
being managed as per applicable conditioner/manure. As a part of
materials, garbage and oily
rules. Ports also facilitate ships to the 5R’s principle, APSEZ achieved
mixtures discharged from ships,
dispose hazardous waste directly its goal of single-use plastic-free
wastes from cargo operations and
to authorised vendors. port across nine sites.
discharges from municipal and
waterfront industry activities. Hazardous waste and bio-medical In FY 2020-21, the Company
waste are being disposed to disposed 768.6 MT of hazardous
By continuing to stay responsible,
authorised facilities including waste, 6,062.7 MT of non-
efficient and innovative, APSEZ
incineration facility as per valid hazardous waste, 28.8 MT of lead
is joining a growing wave of
permissions obtained from the acid batteries waste, 5.4 MT of
businesses shifting towards
State Pollution Control Board. biomedical waste and 19.3 MT of
sustainable waste management
E-waste and lead acid batteries e- waste. Additionally, 4,497 MT of
systems. Waste collection and
wastes are sent to authorised metal scrap and 33 kL of used oil
segregation systems were
recyclers in line with E-Waste were sold for onward recycling.
installed from the waterfront to
Management Rules, 2016 and
the gate, enabling systematic APSEZ targets to reduce waste
Batteries Waste Management
waste handling. Hazardous intensity by 30% (from 2016
Rules, 2016.
waste (chemicals, sludge, oil levels) for our ports business. As
etc.) collected from incoming The APSEZ philosophy is to a part of our holistic environment
vessels was channelised through choose the preferred option management system, we
a separate line, which is handed for sustainable end products continually review our waste
over to authorised third party disposal as per the waste minimisation and recycling
dealers. Under the International management hierarchy i.e., initiatives for all our operations.
Maritime Organisation’s MARPOL minimisation, reuse/ recycling, co- Each business unit maintains a
73/78 convention, vessels that processing, incineration, landfill receptacle and strives to become
call at our port deliver their waste particularly for hazardous waste zero-waste:
safely to our facility at a nominal management. APSEZ strives to
§ Zero Unauthorised Waste
charge, in alignment with the make improvements in disposal
methodologies from the least Disposal (ZUWD)
‘polluter pays’ principle.
preferred to most preferred § Zero Waste to Landfill (ZWL)
We have a legislative mandate to
options (co-processing over § Zero Waste Incineration (ZWI)
protect the environment within
incineration and re-use over
our jurisdiction, developing § Zero Effluent Discharge (ZED)
recycling).
environmental programmes
and initiatives around waste The APSEZ initiative of ‘Zero
recycling and reuse. We focus our Waste to Landfill’ for non-
stewardship efforts on recycling hazardous waste is based on
waste as much as possible at the the 5 R’s principle (Reduce,
source itself. We intend to work Reuse, Reprocess, Recycle and
collaboratively with organisations Recover) and achieved zero waste
within our SEZ to monitor waste- allocated to landfills across three
related issues and develop sites. Bio-degradable waste is
solutions that minimise impacts recycled and used as manure.
on areas outside our formal Non-biodegradable waste such as
sphere of control. paper, plastic, scrap etc. are sent

Phases & waste management strategies Benefits
Construction Retain and control waste discharge to

§ Regular monitoring and assessment of waste debris disposal minimise marine contamination risk;
during construction manage reclamation debris to reduce
impurities discharged into water systems
Operation of assets Minimise impacts on land, water and air
§ Disposal of wastes through authorised third-party dealers Improving hygiene condition.
§ Promotion of waste management hierarchy from water-front
to gate
§ Providing waste reception facilities for the incoming vessels at
a nominal service cost
§ Waste management following 5R principles
Waste management economy at large. To minimise Single-use plastics:

initiatives this loss, APSEZ has embarked Single-use plastics, including
on an ambitious ZWL goal that straws, wrappers, disposables
Zero waste to landfill:
implies that no material of value and crockery item, were banned
The Zero Waste to Landfill (ZWL)
or embodied energy be landfilled. across all operational ports
goal covers the prevention of
This ZWL pursuit helps recover since 2021, including the SEZ at
waste material being disposed in
values that would otherwise be Mundra. To eliminate these items,
landfills. This offers sustainable
lost to the value chain and also APSEZ provided all employees
resourcing for future generations.
help reduce greenhouse gas with alternative solutions in
When waste materials are sent
emissions from landfills. Three port offices and facilities. 9 port
to landfills, material values and
sites, namely Mundra, Kattupalli locations were certified SUP-free
embodied energy are lost, a
and Ennore, were certified ZWL by as per CII Plastic use Protocol.
loss to the organisation and the
TUV, Rheiland.
BIOGAS PLANT
Biogas production is an established technology for utilising organic waste. The biogas plants set up
in Mundra and Kattupalli serve as a foundation of our circular economy commitment, focusing on
nutrient recycling and reducing greenhouse gas emissions.
Ports location: Mundra and Kattupalli
Biogas plant
Total capacity (m3/Day) 96
Total processed food waste in FY 2020-21 (MT) 180
Total generated LPG in FY 2020-21 (m3) 647
Vermicomposting
Vermicomposting is an effective approach for low-cost recycling and an eco-biotechnological
waste management process in which earthworms collaborate with micro-organisms to convert
biodegradable wastes, such as processed food waste and horticultural litter, into organic manure.
Ports location: Dahej
Vermi-composting
Total capacity (MT/Year) 120
Total generated manure in FY 2020-21 (MT) 153 (Vermi-composting 120MT and remaining
organic waste converted in to green manure)

Organic waste converter

Organic waste converters are machines that turn organic waste into valuable compost that can be
used in organic farming. We employed organic waste converters at three port sites for converting the
organic waste produced into green manure.
Ports location: Tuna, Dhamra, Goa, Mundra and Hazira
Organic waste converter
Total capacity (MTD) 1.8
Total processed organic waste in FY 2020-21 (MT) 830
Total generated manure in FY 2020-21 (MT) 229
§ The digitisation of our communications, making all reports / publications available online to reduce the need for
print copies
§ Replacing all single use plastic items from offices
§ Encouraging employees through newsletters and initiatives to refrain from waste generation and promote
recycling
Waste disposal
0.47
0.56 0.57
0.42
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21

Total 6919 6960 5718 6885
Non Hazardous waste (MT) 6492 6030 5069 6063
Hazardous waste (MT) 412 491 621 769
Battery (MT) 11 34 19 29
Bio-medical waste (MT) 0 1 5 5
E-Waste (MT) 3 4 5 19
Waste intensity (MT/Revenue in crore) 0.56 0.57 0.42 0.47
Waste performance
Waste management practices (%)
In FY 2020-21, total waste disposal increased
20% over FY 2019-20. 95% waste was
handled using the 5R principles, with 13%,
23%, 20% and 39% of waste being reused,
reprocessed, recycled and recovered
respectively. Some 2% of the total waste
Recovery
was incinerated and 3% of the waste was
39
sent for landfilling. The performance was
impacted due to the incorporation of the Reprocess
23 Recycle
newly acquired Krishnapatnam port. We will Reuse
20
implement APSEZ’s best practices of waste 13
management at Krishnapatnam and other Landfill Incineration
acquired ports. 3 2

Case study: Environment pollution control and zero waste to landfill
Vision Zero Waste: Enabling a circular economy at Mundra

In line to the Clean India Mission of the Government of India, APSEZ
developed a vision of emerging as a zero waste Company in
2014 by adopting the 5R principles of waste management.
APSEZ developed SOPs for the scientific handling and
management of each type of waste and made significant
progress though systematic inventorisation, segregation,
collection, treatment, storage and disposal of hazardous
and non-hazardous wastes.
It is our target to reduce waste generation and
send zero waste to landfills through increased
reuse, recycle, reprocess and recovery of waste.
In FY 2018-19, 5718 MT of waste was disposed. In
FY 2020-21, this declined to 2610 MT and in FY 2020-
21 declined to 2042 MT. In FY 2019-20, we developed
an integrated approach for a circular economy-based
model of environment conservation with economic and
social wellbeing.
While undertaking this exercise, our approach was to
achieve economic wellbeing by minimising the cost of
waste management, waste to wealth and a circular economy.
Simultaneously, on the social dimension, a self-sustainable model
with local vendor development and local employment was undertaken,
which resulted in livelihoods support. To achieve this, a state-of-the-art waste
management facility was developed. To make the initiative inclusive, the facility took
waste from other industries and visiting ships. This initiative, implemented in Mundra,
that enabled us to achieve a Zero Waste to Landfill certificate for our Mundra operations
for three consecutive years. This initiative will be implemented across all APSEZ ports by
2025.
Zero
Zero waste to
unauthorised landfill
waste disposal
Our commitment
Our commitment to conserve natural
towards positive legal resources
compliance
ZERO
WASTE
COMPANY
Zero Zero
effluents waste incine
discharge ration
Our commitment to Our commitment
treat all wastewater to stop destroying
streams and utilise resources
them in our activities

Land, water and biodiversity- may lead to an imbalance in bodies, species and habitat
related impact management intertidal and shallow habitats with special status, terrestrial
leading to negative impacts on life resources, wetlands, aquatic
Our operations of port
below water. resources, archaeological, physical
construction, development and
and cultural heritage resources,
management, including storage Our goal is to minimise the
current use of lands and resources
and logistics, may have negative severity and magnitude of these
for traditional purposes, and
impacts on biodiversity and impacts. As major infrastructure
accidents and malfunctions.
land use. While these impacts developers, we are required to
We do not authorise or allow a
cannot be avoided, they can apply for permits for all proposed
proposed project to proceed if
be minimised to prevent loss physical activities. Through
it is likely to result in significant
of marine and coastal ecology. our Environmental Impact
adverse environmental effects. If
The major source of these Assessment process, we view
a project is approved, the permit
adverse effects depend on the project management from a
includes conditions designed
location and nature of operations lifecycle perspective to determine
to avoid or mitigate potential
– varying from degradation, potential environmental impacts.
impacts whose reporting is
contamination fragmentation We consider the following
done half-yearly to the relevant
to loss of ecosystems and their environmental components as
authorities. Results of our
services during construction part of an informed decision
FY 2020-21 permits and
and operational phase. Further, process: noise, sediments, ground
compliances can be obtained from
successive coastal urbanisation water, surface water and water
the website www.adaniports.com
Prevention of spills our aim is to prevent any kind of As an extended responsibility of

Spills of oils, lubricants, fuels and spill related disasters at all costs. ensuring that no spills happen
other oily liquids that happen We have designed our systems even if it is not in direct control
during anchoring, berthing and including facilities supplied by and management of operations,
cargo handling may be sources third parties to meet the highest we make the spill management
of water pollution. Once an oil international pollution prevention of vessels as an important
or oily compound is discharged design and operation standards. criterion for doing business. Due
into water, it impacts the marine We have institutionalised Oil Spill to constant efforts by our team
ecosystem negatively sometimes Action plan at five ports which is and the implementation of SOPs,
to an extent of endangering in accordance with the National we are happy to disclose that
the species. Conscious of the Oil Spill Disaster Contingency there were no incident of spillage
irreversible environmental damage Plan (NOS-DCP), International reported during the reporting year.
that a spill accident can cause Petroleum Industry Environmental
and the ensuing legal penalties, Conservation Association.
7-point Oil Spill Action Plan

§ Leak proof containers for transporting waste internally and externally
§ Closed containers for storage and transportation of hazardous wastes like used/ burnt/
furnace/ transformer/ light diesel oil
§ Proper stacking of containers
§ Use of tarpaulin to cover the waste loaded transportation vehicle
§ First-aid box in case of minor injuries
§ Periodic inspection to identify potential spills including maintenance and replacement of
the existing container
§ Adopting a safe working procedure during handling and operations

Biodiversity conservation identification of biodiversity fauna. The impact has been
priority areas beyond the identified and categorised in
APSEZ is positioned at the
Company’s activities and are in the high, medium and low impacts.
leading edge of environmental
process of developing biodiversity It is proposed to carry out a
stewardship. Our Company
management plans through similar exercise at the other
is cognisant of the fact that
prioritisation based on the highest nine ports including Vizhinjam
disturbance from construction
net biodiversity value. and Krishnapatnam, for the
activities, dredging and berthing
development of NCAP in a phased
may displace fishery resources In compliance with regulatory
manner.
and other mobile bottom biota. requirements, for all the greenfield
While the impacts cannot be projects and expansion/ For promoting education and
avoided, their severity can amendment projects, APSEZ building awareness, specifically
be minimised. By conducting conducts detailed biodiversity on biodiversity, APSEZ conducts
materiality assessment, assessment studies covering training programs through
biodiversity and land use have terrestrial and marine ecosystems reputed institutes like NEERI
been identified as critical material to identify probable impacts and IUCN - Leaders for Nature.
topics by the company to be and prepare plans to mitigate Our biannual leadership program
addressed in the medium-term. those impacts. All the studies are Shikhar converges environment
conducted by reputed authorised professionals across sites to
Overlooking these environmental
institutes comprising ecology enhance their knowledge on
facets as inevitable, we signed
and biodiversity experts like topics related to environment and
a CII-backed IBBI initiative that
GUIDE - Gujarat, CAMB - Chennai, sustainability covering Indian and
serves as our commitment global biodiversity standards, legal
SDMRI - Chennai and NIO - Goa.
to act against all possible requirements, biodiversity impact
The studies have been conducted
forms of marine and terrestrial assessment and management
across all ports.
biodiversity degradation. As a plans. Field visits are conducted
signatory, biodiversity protection At APSEZ, Natural Capital Action
to draw on best practices followed
is addressed as a priority. The Plan (NCAP) has been prepared
by organisations.
Sustainability & CSR Committee for the Mundra and Dahej ports
reviews progress and compliance based on a monitoring of three APSEZ has developed an
around the IBBI framework. seasons of data in a year covering Environmental Policy, which
We conducted a systemic terrestrial and marine flora and covers biodiversity. In addition
to this, Environmental and Social
Management system (ESMS)
has been developed as per IFC
IBBI 10 Point Declaration Performance Standards and
§ Mapping biodiversity interfaces with business operations The Equator Principles. This
covers biodiversity and promotes
§ Enhancing awareness on biodiversity within the organisation sustainable management
§ Considering the impacts of business decisions on practices during construction,
biodiversity operation and decommissioning
activities. ESMS promotes
§ Setting objectives and targets for biodiversity management
reasonable measures to eliminate
§ Designating an individual within the organisation as or minimise direct and indirect
biodiversity champion impacts of a project / site
§ Assessing biodiversity risks and opportunities development, operation and
decommissioning activities
§ Including the applicable biodiversity aspects in the on land use, terrestrial and
environmental management systems aquatic habitat, and biodiversity
§ Encouraging relevant stakeholders to support better (including but not limited to
biodiversity management shoreline vegetation, wetlands,
coral reefs, fisheries, bird life
§ Engaging in policy advocacy and dialogue with Government,
and other sensitive aquatic and
NGO and academia on biodiversity concerns
near-shore habitats etc.). ESMS
§ Initiating the valuation of relevant biodiversity and eco- guides to protect biodiversity and
system services ecosystem services (including
alteration and/or fragmentation

of areas of high biodiversity coast and acquired expertise in Department. Additionally, 50

value) within and in the periphery growing them with stakeholders hectares of mangroves have been
of APSEZ projects/sites. ESMS from fishing communities to afforested along the coast of
enhances environmental public and private institutions, Andhra Pradesh, increasing the
conservation through knowledge especially the Gujarat Ecological total afforested area to 2,989
sharing across multi-stakeholder Commission (GEC), Institute of hectares. We are conserving 2,596
partnerships. Desert Ecology (GUIDE), Saline hectares of mangroves at Mundra,
Area Vitalisation Enterprise 9 hectares at Dhamra and 3.64
APSEZ afforested 2,939 hectares
(SAVE) and Gujarat Forest hectares at Krishnapatnam.
of mangroves along the Gujarat
Conservation of Kanika Island
§ Plantation in village-degraded forest patch

§ Protection and conservation of nine hectares mangrove patch
§ Exclusion of natural mangrove patch from the master plan
§ Port location is outside the Eco-Sensitive Zone of Bhitarkanika National
Park and Gahirmatha Marine Sanctuary
§ Preference to local species during plantation
§ Demarcation of the Gahirmatha Marine Sanctuary by buoys
We took steps to protect our terrestrial ecosystem, planting 17.15 lakh saplings across 965 hectares. We
preserved 87+ species with terrestrial biodiversity. The Mundra coast, being highly saline, survival of plants
was a challenge. We installed Israel’s high-tech mechanised sprinkler and underground drip-irrigation system
to deliver water directly to the roots to minimise water loss through evaporation. This system reduced
irrigation water use by up to 80%. We utilised 650ML treated waste water at our facilities for horticulture and
treated sludge of STP and other processed organic waste as manure.
Safeguard measures: Gangetic dolphins and other mammals
To improve navigation on As a precautionary measure, activated. The signal acts as an

National Waterways-1 (River Dolphin deflectors/pingers have alarm and in some cases the
Ganga) between Haldia and been provided with onboard pinger stimulates dolphins to
Allahabad, APSEZ is dredging dredgers to prevent injury/ use their echo-location, which
to maintain the least available mortality to dolphin. Pingers are alerts them about the presence
depth. This work excluded the devices that produce ultrasound of pingers. This sound wave is
area of Vikramshila Gangetic to keep dolphins away from not audible to human beings,
Dolphin Sanctuary. However, cutters. Pingers generates sound but it creates disturbance
due to the presence of dolphins wave signals beyond 70 kHz for dolphins and checks their
throughout the Ganga river, known to be in the best hearing approach.
strict safeguard measures have range of most dolphin species.
Besides, maintenance dredging
been put in place. Before the start of maintenance
operations are halted in the case
dredging operations, the Dolphin
The following precautionary of sighting aquatic mammals.
Pinger is inserted inside the
measures are being followed:
water (approximately 0.5 m) and

Case study: Mangroves at Mundra
Aligned with Sustainable Development Goals
Objective
To protect and conserve the mangrove cover and its associated ecosystem to strengthen its natural
defence mechanism against climate change.
About the project of mangroves and associated Coastal Management (NCSCM),

APSEZ prepared a comprehensive creeks in and around the Mundra the reputed institute of Ministry
and integrated plan for the port by engaging the services of of Environment, Forest & Climate
preservation and conservation National Centre for Sustainable Change (MoEF&CC).
Methodology
Data Collection > Mathematical Modelling > Understanding Impacts > Conservation Action Plan
Topography survey Sampling of soil and Focus group

of intertidal areas by water for analysis of discussions with the
procuring satellite physio-chemical and community in the
images for analysis of biological parameters close vicinity of the
mangrove cover project area
Step 1 Step 3 Step 5
Bathymetry
Step 2 Step 4 Tide and currents Step 6
Mangrove survey
survey of (health and area data collection (incl.
creeks demarcation) residence time of
tidal water)
Our Flourishing Progress
Mangrove cover Cargo handling
2019-20 2596 hectares 139.19 MMT 2019-20

Approximately
Approximately
2.5 years
2.5 years
+256 hectares +25.55 MMT
2016-17 2340 hectares 113.64 MMT 2016-17

Approximately
Approximately
5 years
5 years
+246 hectares +59.27 MMT
2011 2094 hectares 54.37 MMT 2011
Outcomes § Mangrove cover in and substantial infrastructure

§ No obstruction to any water around APSEZ is continuously development during this
stream (creeks / branches of increasing period but this has not
creeks/ rivers) § Mundra has undergone generated any adverse
ecological impacts

Case study: Turtle nesting near Dhamra port
Aligned with Sustainable Development Goals
Sea turtles travelled the seas for rookery was discovered in 1994 for 709.50 km2. The Gahirmatha
100 million years, a fundamental and is around 5 kms of the beach beach supports the natal nesting
link in marine ecosystems that located immediately north of beach and largest known nesting
help maintain the health of sea the Rushikulya river mouth from beach of Olive Ridley sea turtles
grass beds and coral reefs that Purunabandha to Kantiagada in the world. The south beach is
benefit commercially valuable village. Rushikulya is situated the only nesting beach where the
species such as shrimp, lobster in Chatrapur, Ganjam district of arribada (mass arrival) has been
and tuna. The breeding season Odisha. Lakhs of endangered taking place since 2009.
for the Olive Ridley sea turtle in Olive Ridley turtles flocked to the
Protection status: The Olive
Odisha extends from November to Rushikulya river mouth for annual
Ridley sea turtle has found place
May during which mating, eggs- mass nesting.
in Schedule - I of Indian Wildlife
laying and hatching take place.
Gahirmatha: Gahirmatha Marine (Protection) Act, 1972 (amended
Wildlife Sanctuary is located at 1991). All the species of sea turtles
Nesting locations:
the mouth of the River Maipura in the coastal water of Odisha are
Devi Rookery: Devi Rookery was between the Dharma River and listed as ‘vulnerable’ as per IUCN
discovered in 1981 at the mouth Paradeep on the eastern boundary Red Data Book. The sea turtles
of the River Devi, along the of Bhitarkanika Wildlife Sanctuary are protected under the ‘Migratory
central Orissa coast. Following along the northern Odisha coast. Species Convention’ and CITES
the discovery of this site, mass The total area of the sanctuary (Convention of International Trade
nesting was reported only twice is 1435 km2, which includes 1408 on Wildlife Flora and Fauna).
and in recent years, only sporadic km2 of water body and 27.0 km2 India is a signatory nation to all
nesting occurs. of land mass, including reserve these conventions. The ‘homing’
Rushikulya River mouth: The forests, mud flats and accreted characteristics of the Ridley sea
southern-most site along the sand bars. The core area of the turtles make them more prone to
Odisha coast, the Rushikulya sanctuary consists of 725.50 km2 mass casualty.
and the buffer zone accounts

Turtle nesting at Gahirmatha
Year Mother Year Mother Year Mother Year Mother
turtles turtles turtles turtles
FY 76 1,58,000 FY 88* - FY 00 7,11,000 FY 12 1,68,000

FY 77 1,50,000 FY 89 3,00,000 FY 01 7,41,000 FY 13 4,06,000
FY 78 1,50,000 FY 90 2,00,000 FY 02* - FY 14 60,000
FY 79 1,33,000 FY 91 3,50,000 FY 03 73,000 FY 15 4,13,000
FY 80 2,18,000 FY 92 3,20,000 FY 04 2,43,000 FY 16 52,000
FY 81 1,91,000 FY 93 3,50,000 FY 05 2,34,000 FY 17 6,04,046
FY 82* - FY 94 350000 FY 06 267000 FY 18 684000
FY 83 2,00,000 FY 95 3,40,000 FY 07 1,46,000 FY 19 4,51,775
FY 84 3,00,000 FY 96 2,90,000 FY 08 - FY 20 4,07,000
FY 85 2,80,000 FY 97* - FY 09 1,67,000 FY 21 3,49,694
FY 86 50,000 FY 98* - FY 10 3,57,000
FY 87 3,86,000 FY 99 2,98,000 FY 11 4,72,000
* Source - https://www.wildlife.odisha.gov.in/WebPortal/WildlifeCensus.aspx
Turtle nesting can be seen at two prominent locations; at Gahirmatha and at the Rushikulya river mouth. In
the year when nesting did not happen at Gahirmatha, nesting was observed in Rashikulya river mouth.
Dr. H. R. Bustard, an
international expert on turtle
sand crocodile and their
population ecology, said it
is perfectly natural for Olive
Ridley turtles to miss mass
nesting.”The word” failure ‘for
their’ non-appearance’ is a
misnomer. We do not know why
nesting does not occur every
year, but this is not a cause for
concern.’ According to annual
census figures of 38 years,
there was no mass nesting at
Gahirmatha in 1981-82, 1984-
85, 1987-88, 1996-97, 1997-98
(two years in succession), 2001-
02 and 2007-08.
Dr. Priyambada Mohanty
Hejmadi, a renowned zoologist
and a member of High-Powered
Committee, in a fitting rebuff
to all those who raise concerns
over Olive Ridley protection
measures and hurl accusations
against the State government
for not taking adequate steps
during the nesting and hatching
season, said the Ridleys have
snubbed such people by turning
out in large numbers.

Dhamra port and stakeholder dead turtles and to monitor the Dredging protocol
alignments threats to the population. § Specially designed ‘dark sky
§ The Chief Secretary of § Illumination of lights near the friendly’ lights in the port and
Odisha chairs a High Powered nesting beach has been stopped township
Committee annual review or reduced. Use of TED (turtle § Glare not transmitted towards
meeting that is attended by excluder device) during fishing the sea and movement of turtles
Principal Secretary Forest and trawling operations are in their congregation area
& Environment, Principal used. There is a ban on fishing § Collaborate with the
Chief Conservator of Forest, and trawler movements near government during mating,
Chief Wildlife Warden, Head the shore during the nesting congregation, nesting and
Coast Guard Odisha Zone season. hatching
and Dhamra port, a part of
§ The Dhamra port submitted § Providing trawlers to the Forest
the comprehensive high level
a proposal for establishing Department for patrols
strategy initiative for the
Olive Ridley Turtle & Estuarine § Demarcated Gahirmatha Marine
protection of the endangered
Crocodile Research Center at Sanctuary by buoys in 2014
Olive Ridley species.
Dhamra in partnership with
§ Committed to create a corpus of
§ Awareness and conservation Government of Odisha (GoO);
H30 crores
programmes for the local the GoO is examining the
residents. proposal.
§ Offshore patrolling by different Turtle conservation
law enforcing agencies
like coast guards of Indian
measures
Navy, Defense and Customs § The port area and its navigation
department of the central and channel are outside the turtle
state governments. Regular congregation area
surveys are conducted to § Compliant with IUCN
assess the number of nesting, recommendations - Lighting &
Zero effluents discharge investigation, we have a goal that plants, is routed into the system
Oil-laden hazardous effluents no effluent leaves our premises and utilised for activities that do
have been identified for treated or untreated. Adhering not need fresh water. Routinely,
their detrimental impact on to our policy commitment, treated effluents with a TDS
the ecosystem. Under the we established zero effluent below <2100 mg/L are used for
Environment Management Plan discharge process at all our port horticulture purposes and dust
that ensures timely monitoring, locations. The system ensures suppression at our dry cargo
measurement and incident that the effluent, which is treated handling ports.
at our indigenous treatment

Air and noise management with tarpaulin sheets. Similar accountability, engagement and
Emissions from equipment practices were followed at the continuous improvement.
deployment, vessels, cargo Kattupalli port.
We are aware of the dynamic
handling, storage and Vessel berthing activities and nature of environmental
transportation could be sources cargo handling may create a regulations in the local jurisdiction
of air and noise pollution. Dust problem of noise and vibration as well in the jurisdictions of
from dry cargo is also a probable generated by equipment use, our customers, partners and
source of air pollution. The truck movements and similar suppliers. We ensure that our
impact of air pollution could be sources. Measures against team monitors the expectations
damaging to the people and the adverse effects of transmission of stakeholders and implements
coastal marine systems, if not of noise and vibration are limited necessary processes. While we
competently managed. We use by increasing turnaround times do this, we are also faced with
scientific methods for controlling and installing noise containing challenge of uncertainties related
dust emissions such as dry fog devices in the equipment and to environmental regulations,
dust suppression system, water distance from their sources. which can influence our decisions
sprinklers, wind screen in the dry We manage noise through the and strategies.
cargo handling ports, use latest adoption of relevant equipment,
pollution tested transport vehicles, Our IT-enabled compliance
sound insulation and periodic
modern equipment such as closed management system comprises
maintenance of vehicles and
conveyor belt for cargo handling, Legatrix that tracks all legal,
equipment. To minimise noise
and tarpaulins for covering cargo. statutory commitments and
from ships during berthing, we
Greenbelt development or open apprises the Chief Compliance
ensure the shutting of engine
space between the port and Officer of any non-conformity.
doors.
local communities is an effective During FY 2020-21, there were no
buffer to contain the impact of air We are committed to identify cases of non-compliance. There
emissions and noise. noise-related impact, reduce noise were no significant fines and
levels, ambient monitoring and non-monetary sanctions for non-
Guided by our Environmental regularly report the levels to the compliance with environmental
Policy and bound by regulatory regulatory authorities. Although laws and/or regulations at any
norms, we are committed to noise pollution is not a priority of the locations during FY 2020-
reduce non-GHG air emissions, its concern as we are in remote 21. Environmental clearance
identification, ambient monitoring locations, we make sure that it permissions and disclosures,
and regularly report the levels to does not cause any harm to local including the compliance reports
the regulatory authorities. residents and coastal ecosystems. and sustainability report, could be
The SOx and NOx generated Our permit for operating rail and accessed at our website.
from our DG sets were not road movements cover regular
Compliance reports can be
quantitatively significant. At our noise monitoring as a compliance
accessed at www.adaniports.com/
Goa port, dust from handling requirement.
downloads.
dry cargo is a challenge due to To access site wise information,
Goa being a tourist destination. please follow the link- www.
We installed high-rated dust adaniports.com
suppressors and windshields to
suppress dust blowing into the Environmental compliance
city. Following GSPCB guidelines, APSEZ recognises that a material
we implemented measures to breach of any law or regulation
contain air pollution beyond in the jurisdiction, where we
prescribed limits. Wind speed and operate, could result in irreversible
direction are other challenges at reputational damage or lead
the port for which we installed to costly liabilities. Therefore,
an instrument to measure wind non-adherence to legislative
velocity and direction. In months and regulatory requirements is
(March-May) when wind velocity not a choice. We adhere to the
is high (>25 km/hr), we take highest standards of corporate
necessary measures to reduce governance practices with an
dust dispersion by covering cargo approach towards prevention,

Case Description
Challenging The EC and CRZ clearance granted to Adani Petronet Dahej Port Private
Environmental and Limited for phase - III development by MoEF&CC on October 14, 2016 was
Coastal Regulation Zone challenged in National Green Tribunal - Pune bench by The Conservation
Clearance granted to Action Trust (CAT), an environmental NGO.
Dahej Port, 2016
Matter is pending on account of all respondent parties not filing replies and
non-availability/ constitution of the NGT, Pune bench.
However, NGT has not put any hold on the construction activities and same
are ongoing as per requirements.
The matter is pending in the Court.
Claim for the presence A Public Interest Litigation was filed before the Hon’ble Gujarat High Court
of Sand dunes in Mundra by Mr. Pravinsingh Bhurubha Chauhan alleging, presence of sand dunes in
Port project area, 2016 the APSEZ project area which was dismissed by the Hon’ble Gujarat High
Court.
The petitioner then filed a special leave to appeal before the Hon’ble
Supreme Court of India, challenging the Hon’ble Gujarat High Court’s order.
Sunita Narayan committee was appointed by the Hon’ble Supreme Court
to study the area. Report was prepared by the Committee and submitted
to Hon’ble Supreme Court. Based on the findings of the report, the subject
land is not classified as Sand dune and therefore allegations are not
correct.
Matter is pending in the Court.
Allegation of mangrove The writ petition was filled by Kheti Vikas Seva Trust alleging mangrove
destruction during the destruction during Mundra Port construction in Gujarat High Court which
Mundra Port construction, was dismissed by the Court.
2011
The petitioner then filled the appeal in the Hon’ble Supreme Court against
the Gujarat High Court’s order which was again dismissed by the Hon’ble
Supreme Court of India.
However, an application was filed by the petitioner alleging non-compliance
of an order of the Gujarat HC dated July, 2011 prohibiting the cutting of
mangroves and other forests during the pendency of the petition without
permission of the state forest and environment department.
The matter is still pending.
Compliance of MoEF&CC’s A Special Civil Application was filed by Jusab Kasam Manjaliya at the High
order with 10 direction by Court of Gujarat to get the status towards implementation of MoEF&CC
APSEZ Mundra, 2019 order dated 18 Sep, 2015 and the consequential measure taken towards
protection and prevention of environment.
As per the direction of Hon’ble Gujarat High Court, MoEF&CC, RO Bhopal
conducted the site visit of Mundra Port and submitted the inspection
report to the MoEF&CC.
After that, no hearing has been conducted, hence the matter is pending in
Court.

Case Description
Protection of life and A Writ Petition was filed by Javed Hasan Manjothi pertaining to protection
livelihood of fishermen of life and livelihood of fishermen of Vandi, Tuna in Gujarat High Court.
of Vandi near Tuna Port,
Earlier the notice was issued to only Chairman - GCZMA.
2018
Notice to AKBTPL was issued vide Court order dated February 06, 2020.
The matter is still pending in Court.
Challenging the consent A Writ Petition was filed in the High Court Judicature of Bombay, Goa
granted by the GSPCB to Bench by residents of Vasco along with NGOs against GSPCB and others,
Mormugao Terminal for objecting to increase in handling limit of coal at Goa terminal and
handling of coal, 2018 transportation of coal from Vasco city causing air pollution.
The matter is pending in Court and no adverse order is passed.
The project is in operation with valid consent to operate issued by Goa
State Pollution Control Board and all environmental safe guards in place.
Selection of venue to A Writ Petition was filed at Hon’ble Madras High Court regarding finalising
conduct Public Hearing the venue for conducting Public Hearing by Tamil Nadu State Pollution
for Kattupalli Expansion Control Board for Kattupalli Expansion Project.
Project, 2020
The matter is pending in Court.
However, all the due processes have been followed in line to EIA
Notification, 2006 as amended including finalisation of venue.
Public Hearing has been postponed by TNSPCB on account of concern
related to COVID-19 Pandemic.

Ensuring stakeholder trust

The key theme in APSEZ’s interaction with each stakeholder,
employee to community, supplier to customer investor to
government, is that of trust. We endeavour to build lasting, trust-
based relationships that make it possible to relate to stakeholder
concerns and expectations. The better we understand them, the
more competent is APSEZ to address them.
Our approach helped us address the pandemic. Adequate
modifications helped us address the health and wellbeing needs
of employees on our sites, making provisions for more work to be
carried out remotely, fundamental needs of shelter and food were
strengthened for onsite workers. We encountered challenges
due to skilled workforce being intermittently available due to the
pandemic. We supported community efforts through engagements
at the local community level and at the national level (by
contributing to the PM Cares Fund).
We foresee this trend to continue. The relevance of several material
topics connected to people like employee engagement & wellbeing,
vendor relations, availability of skilled manpower, labour relations
and human rights have seen an upward trend. Meeting some of
our commitments on social aspects was challenging due to revised
priorities. This did not deter us as we utilised this challenging
time to strengthen our processes related to all stakeholders. We
achieved a milestone by becoming UNGC member, which will
be our guide to higher standards of human rights and labour
relationship management. We formulated policies and guidelines
related to human rights, employment of differently-abled people
and sustainability aspects in supplier code of conduct.
We intend to undertake these activities in the coming year.
While transparency and engagement have been central to our
stakeholder relationships, we intend to strengthen them by
following third party due diligence and engagement programmes.

How we strengthened our customer
proposition platform
Overview In terms of the operating model, positioned to leverage economies
At APSEZ, we have positioned supply chains were affected for the customer’s benefit – a
ourselves as a port of choice. by COVID-19. We used this safe, transparent and efficient
We service provider offering a opportunity to contemplate how delivery of cargo at a lower cost,
complement of services supported our supply chain could emerge as strengthening the customer’s
by state-of-the-art technologies, a competitive advantage in the logistical competitiveness.
best-in-class infrastructure, emerging reality. The basis of this The management graduated
automation and efficient time assessment was to become more to a service-driven mindset - a
management – that enhance the agile in response to changing first mile and last mile solution
customer’s value proposition. customer needs and pressures provider where the combination of
At the heart of the Company’s from governments to bring port facilities, multi-modal logistic
strategy to retain customers production closer to home. Many parks, warehousing, rail network,
has been its ability to enrich direct customers, particularly fully serviced industrial economic
the customer’s delight. During those with complex supply chains, zones and product distribution
the reporting year, the Company faced issues related to continuity, feed off each other. The way we
handled 6,538 vessels with 247 uncertainty and disruptions. service our customers is expected
MMT of cargo, an increase of 11% to become a priority comprising
APSEZ, as an integrated logistics
over FY 2019-20. safety, speed and delight.
player with downstream supply
chain nodes in its control, is
Input APSEZ activities Output Outcome
Manufactured Capital Integrated model Revenue predictability Safety

Plug and play infrastructure
Guaranteed turnaround Speed
Service integration: port
time
operations to logistics and Delight
Port SEZ Logistics
SEZ ownership Low cost
Stronger pricing power
Customer retention
Intellectual Capital Container Tracking System Lower turnaround time Faster operations
Automated cargo tracking Service portal One-stop service
Ease of doing business
Single-window service Systematic data recording Systematic data
Data driven analytics and monitoring management and Decision making
Cost tracking tool presentation
Customer trust
Real-time cost estimation
Natural Capital Grid power to tugs Electrification Emission reduction

Shore power
5R-based waste collection Zero waste to landfill Waste management
Waste disposal systems
and disposal
Access to energy Continued operations Customer satisfaction
Water management 24x7 power supply

Over the years, the Company sophisticated IT tools (APMS, SAP (Vessel Cargo Tracking)
implemented various initiatives: and Mercury, amongst others) empowered customers to monitor
its ‘smart port’ initiative leverages enhanced customer service port-based vessel and cargo
loT devices; data analytics were and real-time cargo value-chain status.
used to deliver a seamless multi- visibility. Besides, the Company’s
modal convenience; its use of web-based mobile application
Customer delight approach distinctive is its and graduated the customer

willingness to extend the experience towards enhanced
How we have built a robust application of cutting-edge safety, speed and delight.
technology-led service technologies beyond conventional
The complement of the use
platform applications and leverage the
of Internet of Things, drones,
use of advanced technologies
At APSEZ, we have fused hard Long Range Radio (LoRA),
for unprecedented applications
infrastructure with cutting-edge video analytics and complex
within the country’s infrastructure
software to enhance customer optimisation algorithms are
sector. A combination of these
delight. already in use at Mundra port.
approaches has revolutionised the
These will complement and make
What has made the Company’s use of cutting-edge technologies
the Company’s ports ‘smart’.
in the normal port operations
LoRA and RFID Mesh: The Algorithmic optimisation:

Company implemented LoRA The Company tested
and RFID Mesh technology to algorithmic optimisation to
establish a wireless network create dynamic vessel plans
with which sensor devices implemented through a
could connect. It piloted central control room for the
the tracking of high value optimal utilisation of port
containers in real-time, equipment.
monitoring and detection
of air pollution, automatic
energy management and
vehicle movement control,
among other applications.
3D scanning technique: 3D Video analytics: To minimise

mapping technique was human intervention errors,
explored to obtain real- advanced video analytics was
time profiles of bulk piles used for test cases including
in the stock yard which intrusion, tempering, over-
could be used for effective speeding, trespassing, fire,
yard planning. Using this, smoke, colours, number
the Company measures plate identification, vehicle
the area occupied/ identification and crowd
available for cargo, volume movement etc.
occupied, stowage factor
and estimated cargo
weight at any given point.

Engaging customers
in our ‘green’ initiatives
Overview faces stiff competition due to

its global presence. We strive
Beyond investing in ‘green’
to understand our customers,
infrastructure, we work closely
their hopes and aspirations,
with our customers, given
which is why we work hard to
that customer activities can
maintain long-term relationships
account for almost 50% of
with them through regular
the environmental and social
customer interactions and
impact of our business. Through
surveys to solicit customer
our berthing document, we
feedback based on several key
established accountability and
performance indicators, while also
transformed behaviour to jointly
developing services to meet their
progress towards Sustainable
expectations.
Development Goals and the
country’s mission to meet the Customer satisfaction is a key
Paris Goal commitment. financial driver. We continue to
To empower our customers to engage and access feedback,
moderate their carbon emissions, using their satisfaction level as
we are working to provide a barometer of our performance
shore power and other energy with a target to achieve a
needs to the berthed vessel. To customer satisfaction score
encourage shipliners to use low of 4.75/5 by 2025. The results
carbon emitting fuel for their of our most recent customer
shipment, we are developing an engagement survey for upstream
incentivisation programme. In and downstream customers are
addition, all customers can opt for listed below. This year we modified
our garbage reception facilities the survey methodology and
to help them in proper waste associated target.
management and disposal. In
support of sustainable operations,
Upstream customers
APSEZ engages with customers We conduct regular feedback
on reducing their carbon footprint surveys for our upstream
on shore and offshore as well the customers, which are major
intrinsic links between green and shipping companies with access
to our marine services at five of
safe operations.
our ports: Mundra, Hazira, Dhamra, 99%
Customer satisfaction Kattupalli and Dahej. Some 4,263 of our upstream
survey marine vessels from various ports customers are
We focus on putting the customer participated in the survey in FY satisfied with
first in the dynamic business 2020-21, with nearly 99% of our our services.
environment, where our business customers satisfied with our
services.

Upstream customers
1%
Satisfaction 73% 26%
Excellent Good Satisfactory Average Poor
Downstream
customers Satisfaction score (out of 5)
We engaged with
4.21
customers, who availed
4.19
4.19
of our cargo handling,
logistics, dredging and
4.17
4.16
SEZ services, through a

customer engagement
survey. As a result of
4.12
the engagement, it was

discovered that 93%
4.09
of our customers were
pleased with APSEZ’s
overall services during the
reporting period.
Overall score APSEZ as Compared to Allied Infrastructure Sales and Customer

business other Service services operations marketing care
partner providers across
the country
Data privacy Protection Act.

At APSEZ, we put a premium Customers and business partners
on customer data privacy and can get in touch with our team,
security. Information security email and phone on matters
materials are made available to concerning their personal data
4.75/5 educate stakeholders on risks,
especially in the handling of
with APSEZ. In FY 2020-21,
there were zero substantiated
Desired Customer sensitive corporate data. In 2019, incidents concerning breaches of
Satisfaction Score we implemented a data privacy customer privacy, theft, leak and
by 2025 policy, which informs stakeholders loss of customer data or critical
on how APSEZ manages personal information.
data in compliance with the Data

How cutting-edge technologies
reinforced our aspiration to emerge
as a ‘smart’ port
How we fused innovation with speed and sensitivity to create a
distinctive culture
Berthing capacity for vessels Remotely operated robotic Largest automated neem-
of the future: We developed e-RTG: We use cranes in our oil urea coating facility: We
the capability to handle ports that can be operated developed a facility to handle
vessels that are still at the from any part of the world, 35,000 MT of coated urea per
blueprint stage among shop enhancing our technology day, capable of filling 11 rakes
designers - some longer than quotient and making our of 52 wagons each, in line
the height of the Eiffel Tower infrastructure excitingly with the national priority.
– enhancing the future- futuristic.
proofing of our ports.
First floating Ro-Ro terminal Zero vessel-waste dump: Largest dredging capability:
in India: We launched India’s We developed the capability We developed the largest
first Ro-Ro terminal that can to completely (100%) treat dredging capacity in India
be operated 24x7 even with a and recycle solid and liquid equivalent of 80 times
6m variation in the sea level, waste generated by incoming Vatican City by size.
enhancing customer service. vessels.
Handling capability for most Dredger technology Container Position Detection

complex cargo: We developed modification: When System: We modified existing
the expertise in handling maintenance dredgers e-RTGs to account for 50,000
special cargo ranging became critical, we converted possibilities of a container
from metro rail bogies to a CSD to WID without in our yard and relay to the
helicopters, cranes and external fabrication, saving TOS, avoiding delays and
wind turbines among other crores of rupees in capital errors (the system provides a
applications. expenditure. position of the hoist, trolley,
gantry stack, yard and yard
block using a combination of
laser sensors). The result is
an increased ability to deliver
containers on schedule.

Auto-steering for RTG: Anti-lift mechanism for Automatic hydrocarbon gas

We installed a laser-based twin 20ft container: We detectors: We designed a
feedback system that introduced a photo sensor system to detect the number
minimised the zig-zag in the management of RTGs of gaseous hydrocarbons
movement of RTGs. The equipped to lift two 20 in the ambient air, which
stack profiling system can feet containers in one go, was integrated with the
analyse the height of the enhancing judgment calls SCADA systems to provide
stack and prevent collision and safety. It strengthens real-time information and
with RTGs through automatic safety by detecting twin raise automatic alarms when
immobilisation, enhancing containers using a photo necessary
safety and equipment sensor in the spreader even
efficiency. if they are missed by the
operator.
Berthing aid system: We created a laser sensor system to provide graphical information using
customised software (developed at a quarter of the prevailing cost) to provide information (berthing
velocity, distance and approach angle) and maintain low berthing velocity (less than 0.1 m/s) to
avoid collision
Leveraging IT for providng superior information access to customers
Cargo SMS-
status based
report VCN
status
Weather Vessel
reports declaration
on SMS and auto
PAA
Vessel Auto
closure alerts on
and NOC compliance

How we developed
our sustainable supply chain
Vendor development environmental and social norms. which provides comprehensive

APSEZ has a significant influence We put a premium on long-term guiding principles for our vendors
on the environment and society relationships that strengthen the and suppliers to comply with
through its engagements with stability of our supply chain and APSEZ’s expectations, including
vendors and suppliers. We are generate a superior return on environment, health, safety and
aware of the responsibility and investments. Vendor registration ethical employment, as part of the
with our suppliers, we drive our and onboarding are critical for official onboarding process. For
sustainability agenda. a stable vendor eco-system key business activities, vendors
that reduces risks concerning are required to meet the basic
Strategy and management third parties, provides clarity in EHS pre-qualification criteria.
supplier processes and practices,
We enhance the strength of our The APSEZ team comprises HR,
minimises the incidence of fines
value chain through the selection ESG and techno-commercial
and mitigates reputation risks.
of suppliers willing to engage professionals who evaluate the
with us across a spectrum of We are guided by Adani Group’s pre-qualification criteria and the
sustainability aspects while sustainable procurement track record of potential suppliers.
adhering to our quality and guidelines related to responsible In FY 2020-21, 100% new
price sensitivity requirements. sourcing. Our environmental, suppliers on-boarded complied
As a business conglomerate, we occupational health & safety and with EHS standards. We are in
enforce a significant influence human rights policies encourage the process of setting up systems
on our suppliers, especially material and service vendors to deepen supplier engagement
those who use our workplace for to address our requirements. to the enhance our sustainable
delivering services. The first step Our guidelines also indicate our supply chain. The engagement
is a careful selection of vendors preference for ISO 14001 and with specific vendors is reinforced
based on quality parameters, ISO 45001. All suppliers are through platforms (annual vendor
availability of manpower, required to adhere to APSEZ’s meets, supplier vendor audit etc.)
experience and compliance with supplier Code of Conduct, to ensure business continuity.
Reflecting our
The Supplier Code of Conduct § Health and safety
commitment to
provides comprehensive
use resources more § Legal compliance
guiding principles for our
efficiently, and respect
vendors and suppliers to comply § Human rights
health and safety in our
with APSEZ’s expectations of
supply chain, our Adani § Equal opportunity
ethical standards, covering
Group’s Responsible
following areas: § Working hours & wages
Procurement Guidelines
set out requirements for § Bribery & corruption § Human trafficking
the selection of vendors
§ Environmental sustainability § Freedom of association
and suppliers across
business operations. § Conflicts of interest § Ethical practices


Selecting supplier for deeper engagement
We classify suppliers across various categories leading to structured mode of supplier engagement. We define
critical suppliers as the ones with proven skillsets, experience and competencies who provide our Company
with a business volume greater than H1 crore
Vendor categorisation
Critical Vendors
Tier I
Vendors 103 Business volume H1 17 172

who process crore for Goa, Ennore,
proven Tier I Tuna, Vizag, ALL and Tier I Non-Tier
skillsets, vendors AALL Critical I Critical
expertise and Vendors vendors
Business volume H5
competencies
crore for Mundra,
Dahej, Hazira, Tuna,
Kattupalli, Dhamra
and Krishnapatnam
Supply chain monitoring and APSEZ’s engagement with To qualify or continue providing
due diligence suppliers helps reduce services to APSEZ, each supplier
Supply chain monitoring and due environmental and societal needs to achieve a minimum 90%
diligence is essential to prepare impacts. Suppliers who work score (with monthly monitoring
businesses for any unforeseen at APSEZ workplaces are and evaluation). We will utilise
reputational or continuity risks. encouraged to reduce energy and these scores not merely to judge
APSEZ proactively engages key water consumption. but also to assist suppliers
stakeholders to embrace safe and improve the Supplier Score,
The supplier ESG performance
environment friendly practices as indicating their seriousness,
assessment criteria are integrated
well as best operational practices ability and adaptability. We will
into the Supplier Performance
throughout the operational continue to work with suppliers
Assessment Scorecard (to be
lifecycle. We achieve this by who keep improving, their
implemented from FY22). In this
establishing clear procurement payments, termination and non-
scorecard, safety and compliance
guidelines and specifications for renewal linked to their scores.
carry 10% weightage each while
our vendors to reduce the overall performance including other ESG
environmental impact of our criteria carry 80% weightage.
projects.

Vendor satisfaction score (out of 5)
Overall satisfaction score 3.90
How satisfied is your organisation with

the overall functioning of APSEZ’s techno 4.08
commercial function?
Other processes of APSEZ 3.85
Payments mechanism 3.68
Registration and procurement process 4.00
Vendor engagement Vendor satisfaction survey

We engage with vendors regularly through
formal and informal modes such as WhatsApp 2% 1%
group chats, site and personal visits etc. This
ensures that we are on the right track towards
sustainable development. It also gives us an
opportunity to understand gaps and areas of 32%
improvement. 27%
As an annual practice, we engage with all our
suppliers through an online survey form. The
survey consists of questions around APSEZ’s
policies, team behaviour, transparency
practices, payment terms, ethical practices
etc. The outcome of the survey reflects our
conduct with vendors and the effectiveness
of business practices. In FY 2020-21, we
reached 2,239 vendors through the survey
and received responses from 1,458 vendors,
an overall response rate of 65%. 38%
Around 97% respondents were satisfied
with APSEZ. Only 16 vendors reported
dissatisfaction with our processes and we are Extremely satisfied Very satisfied
in the process of investigating the reasons.
Satisfied Dissatisfied
Very Dissatisfied

Procurement We also know that, as one of
Local procurement is a key driver the major industries, there
of economic development, creating are expectations within local
mutual benefits. Our upstream communities for employment
and downstream operations are opportunities. We aim to fulfil
dependent upon local contractors these aspirations as far as they are
to execute our go-to-market reasonable without compromising
strategy of being an end-to-end standards. However, there are
integrated logistics player. In this some material supplies, which are
context, local procurement is a procured centrally and through
key facet of our overall sustainable vendors, which largely come from
supply chain strategy. There is a other parts of the country.
huge potential to contribute to A thriving local economy is also
the local economy by contracting an indicator of good business and
construction and manpower vice-versa. We encourage small and
vendors from nearby locations. medium local suppliers to bid for
Local suppliers possess a sound various opportunities. About 71%
knowledge of the micro-dynamics of our procurement in FY 2020-21
of the region that helps us extend was through local vendors in the
beyond natural cultural and regional state and 46% from respective
barriers with ease while recharging districts. For instance, in Gujarat,
the local economy. Additionally, it we contributed H2,217 crore to the
has multi-fold benefits ranging from local economy by procuring from
speed in the delivery of services, local vendors. As on March 31, 2021,
after-sale services, reduced costs we had 3,221 vendors delivering
etc. services.
Local procurement (%)

97
71
46
India level Same state level Same district

sourcing sourcing level sourcing


K N O W L E D G E C A P I TA L
How we have built a

robust people platform
for sustainable growth

Our people platform

People engagement score
targets by 2025
§ Improvement in Employee
Engagement Score from 4.2
4.1
out of 5 to 4.5 out of 5 Out of a maximum of 5.0
(Gallup); figures in the 72nd
§ Increase in average per
percentile
person training hours per
year from 37.5 to 40
§ Succession Readiness Index 59
of critical positions from APSEZ’s Gallup Engagement
80% to 90% Score in percentile position in
§ Internal fill ratio to remain India
between 70% and 80%
§ Change of roles in a 3 to 56
4-year span from 40% to APSEZ’s Gallup Engagement
65% Score in percentile position
§ Voluntary attrition to remain against global benchmarks
between 4% and 5.5%
§ Overall attrition from <10%
to <8%
People retention Training
96.10 1,02,503
% people retention, 2020-21 Person-hours of training,
FY 2020-21
9.8
Percentage positions filled
through internal movements,
FY 2020-21
Succession management 74
Percentage workforce
70 comprising engineers and
other professionals (as on
% critical positions that have a March 31, 2021)
minimum of two successors
100 7.29:1
The Engaged vs Disengaged
% development plan created ratio at APSEZ
and implemented for
identified successors

Sustainable platform
Select Experience and Training

recruitment enthusiasm
Leadership Employee Protection

development safeguards
Overview
At APSEZ, we believe there is a premium on people skills, experience and adaptability in a rapidly
transforming world. The world is marked by sweeping changes in globalisation, technology, trade flows,
digitalisation, climate change and political transformation. When seen from a purely Indian perspective,
there is perpetual change, rural consumption engine and the impact of an unprecedented pandemic.
In a world where transformation is the only constant and uncertainty the only certainty, the biggest
challenge, differentiator and opportunity lie in how the Company recruits, retains and grows its people.
APSEZ perspective strength-based development

At APSEZ, the management approach was designed to grow
outlined a target to manage people from within. Continuous
500 MMT in cargo by 2025. This and repeatable cycles of ‘learn –
placed a premium on the need contribute – grow’ form the core
to align the entire organisation of the Company’s employee value
– across locations, functions and proposition. Leadership talent was
tiers - to address this ambitious developed across functions.
target.
Our approach
The Company outlined initiatives The Company attracted
to recruit talent ahead of the competent talent from adjacent
curve, develop leadership (to infrastructure) sectors,
and managerial talent for possessing challenges (scale,
critical positions, strengthen related complexity and project
foundational, strategic and core execution timeliness) like the port
capabilities, and judiciously & logistics businesses. A robust
balance experienced and fresh on-boarding assimilation engine
talent. Building comprehensive resided at heart of this endeavour.
people and process capabilities The principal elements of this
ahead of requirements remained approach comprised a need to
one of its imperatives. attract the best, retain the most
The Company responded to and grow them all.
emerging needs through a APSEZ responded to the challenge
structured approach based on of making the organisation
clarity of roles and responsibilities, future-ready through an in-built
proactive enablement, milestone- Capability Model. The approach
based comparison of targets comprised building individual,
and achievements, investment team and organisational
based on need-gap analysis and capabilities covering domain
a people competence platform and managerial-behavioural-
to facilitate scalable growth. A leadership competencies. This

approach empowered the performance management and Indian labour laws, UN-ILO
Company to develop a desired introduced (transparent and conventions on labour matters
capability mix, comprising the measurable) quarterly variable and UN Global Compact
right number of professionals with rewards programme. It capitalised Principles. The purpose of this
desired competencies in the right on the application of enabling comprehensive policy architecture
locations, ensuring the availability technologies to enhance helped foster a work environment
of competent culturally aligned employee experience. These conducive to upholding human
professionals. measures enhanced net people dignity, matching global
asset value and organisational standards. The organisation
The Company focused on
agility. deployed these policies with
maximising people retention.
rigour to inspire confidence in the
Rapid growth provided people The Company empowered
workforce and larger community.
development opportunities, a people to contribute through
symbiotic proposition that led performance, learning and Considering the importance of
to high people engagement growing their value proposition. building diversity, an extensive
and retention. Besides, the The result has been a diversely D&I (Diversity and Inclusion)
Company demonstrated patience talented workforce, marked by a programme was deployed wherein
and talent nurturing, helped multiplicity of perceptions and diversity (not limited to gender
employees during the settling- experiences on the one hand and but also of age, education,
in period, enunciated the right enriched culture, competence, caste, creed, colour, though
expectations of organisational capabilities and change process, sexual orientation,
priorities, analysed congruities management capabilities on the domicile, nationality etc.) was
between expectations and other. built by design, encouraged and
delivery, enhanced role clarity, leveraged. Diversity and inclusion
The Company designed labour
enhanced domain competence, programmes were run for
management policies with
created an eco-system of support, managers and employees so that
provisions in compliance with
deepened an active culture of the overall employee experience

Work profile
On Roll + Contractual
Employees
Age Age Age
<30 31-50 >50

359 13 2015 27 316 3
Male Female Male Female Male Female
New Hires
Employees
Age Age Age
<30 31-50 >50

37 2 74 0 8 0
Male Female Male Female Male Female
was in line with stated D&I performance were pursued. A

objectives. Within the framework continuously growing Net Talent
of being an equal opportunity Asset Value through targeted
employer, the Company improved investment and other measures
team diversity. In FY 2020-21, the remained a qualitative goal.
number of women employees
grew from 24 to 40. Guiding compass
APSEZ promoted an open work The Company’s human capital
culture. Open access to managers approach integrated people
and executives to discuss ideas, strategies around business
issues, concerns and grievances requirements. Policies, processes
was encouraged. Creative ideas and systems flowed from these
were addressed, discussed and strategies across the employee
developed; individual concerns lifecycle. These policies,
were resolved, enhancing processes and systems complied
workforce commitment. In line with the laws of the land and
with a culture of open feedback, international standards. The
the Company engaged in 61 APSEZ Code of Conduct, Human
employee connects in FY 2020-21 Rights Guidelines and Whistle
through Large Group Interactions Blower guidelines remained
addressed by the leadership team. guiding lights. All employees
The Company conducted 487 and stakeholders were required
one-on-one employee sessions to report actual or suspected
as a part of its employee Connect violations of guidelines breach.
Program. Value creation for all stakeholders
487 To partner a growth agenda
through performance and care
guided the organisation.
one-on-one and execution excellence, the
Company’s people management APSEZ Code of Conduct: APSEZ
employee sessions employees are required to engage
as a part of its practices helped attract, retain
and grow talent. Building in activities with internal /
employee Connect external stakeholders. Employees
Program. people and process capabilities
for reliable and consistent were required to maintain the
highest standards of corporate

conduct and ethics. A ‘Group bargaining are recognised and offices, sites and townships. Its
Policy and Code of Conduct for protected within the provisions policies promoted safety and
Employees’ was enumerated of relevant laws and regulations. moved most essential activities
for Adani Group employees. The organisation will continue to to digital platforms. The Company
Provisions of Group Code of respect the rights of workers to rolled out localised health
Conduct were applicable to form or join a trade union without advisories to enhance pandemic
APSEZ employees. New joinees the fear of intimidation or reprisal, awareness, sensitising employees
were trained in Anti-Bribery in accordance with the law. and their families to adopt best
and Anti-Corruption guidelines practices as per Government
Prevention of Sexual Harassment
during their induction. All guidelines.
at workplace: APSEZ practices
Directors, officers, employees and
a zero tolerance towards sexual To measure the impact of the
consultants will receive relevant
harassment at the workplace. COVID-19 on employee wellbeing
training on how to implement
The Company adopted a policy and mental health, APSEZ
these guidelines.
on prevention, prohibition and collaborated with the research
Human Rights commitment: redressal of sexual harassment team of Tata Institute of Social
APSEZ is committed to protect at the workplace in line with Science (TISS) and SNDT College
the rights of every individual in provisions of Sexual Harassment (Mumbai) to conduct employee
its ecosystem. Human Rights of Women at Workplace wellness checks in November
Guidelines apply to all employees, (Prevention, Prohibition and 2020. The survey generated 75%
permanent, contract or temporary, Redressal) Act, 2013 and Rules employee coverage; an average
and other associates working made thereunder. The Company score of 3.71 out of 5 validated our
for APSEZ and other (owned, complied with provisions commitment to a healthy work-life
operated and managed) entities. relating to constituting Internal balance and employee wellbeing.
Suppliers and vendors need Complaints Committee as per the
Despite the pandemic challenges,
to follow these guidelines, Sexual Harassment of Women at
the employees delivered an
while dealing with ASPEZ. Workplace (Prevention, Prohibition
EBITDA margin of 70% and
Providing an equal employment and Redressal) Act, 2013.
enhanced milestones. Market
opportunity, ensuring distributive,
Provisions of these policies share increased 400 bps
procedural and interactional
and guidelines were deployed pan-India with the Mundra
fairness, creating a harassment-
and reviewed with rigor and port emerging as the largest
free, safe environment and
exceptions were dealt with as per container port in the country
respecting fundamental rights are
applicable procedures. (surpassing JNPT by a leap). The
paramount. Our Code of Conduct
Company expanded its presence
and Human Rights Guidelines are Resilience in crisis: The outbreak
in domestic and international
aligned with globally accepted of the COVID-19 pandemic slowed
locations with four large
standards. global economic activity. Despite
acquisitions – the Krishnapatnam
challenges, our continued services
The Human Rights Guidelines port, Gangavaram port, Dighi port
were needed more than ever.
are aligned with globally and Sarguja Rail line, taking the
Resonating with the Company’s
accepted standards like the Company’s portfolio to 13 ports in
mission of nation building, our
U.N. Global Compact, U.N. India, in addition to a container
employees and support teams
Universal Declaration of Human terminal at the Colombo port.
stood up to the task of remaining
Rights and International Labour
operational while ensuring no
Organisation’s Declaration on Outcomes
safety compromises.
Fundamental Principles and The outcomes of these initiatives
Rights at Work (ILO Declaration). The COVID-19 pandemic was were visible across the Company’s
The policy covers all employees, monitored; safety, social and performance: increased people
suppliers, clients, communities economic risks were evaluated. retention and enhanced people
and location/geography where we The leadership invested in engagement. Projects were
do business. extensive safety protocols completed on or before and
and mandatory practices to within or at scheduled costs;
Freedom of Association: Rights
protect employees without besides, high people engagement
of employees and associates
impacting business continuity. strengthened Customer Score and
to exercise their freedom of
The workforce demonstrated Vendor Score, the success drivers
expression during their work is
resilience in adapting to new ways of the Company.
to be respected and encouraged.
of work and life.
For the bargain-able segment of
workforce, right of association, The Company enhanced safety
negotiation and collective and hygiene standards at its

Our customised training programmes
STRIVE: Knowledge
Art & science First time sharing and
Data analytics Role of the
of feedback manager mentoring
manager
Leadership eVidyalaya: Self-

Managing paced learning
excellence New Labour Finance for
teams through Skillsoft
for Adani Code managers
virtually and Percipio
professionals
Case study#1 Case study#2

Effective HR Quarterly variable rewards program
in action
A large port was acquired by APSEZ. One of As a practice, APSEZ employees are appraised
the key imperatives of the acquisition was an once a year based on their deliverables. As a
accelerated integration of the new entity into part of the growth and business transformation
APSEZ. A team comprising high performance program, Xceed (quarterly variable rewards
executives from different functions was program) was deployed.
constituted, involved in the due diligence.
Xceed sets goals over a short span of time at
Immediately after acquisition, this team was
individual levels. It enhances clarity to achieve
placed in the new entity, assuming leadership
goals every quarter. Constructive and relevant
roles.
feedback to every executive by a manager every
Due to their familiarity, clarity of purpose and quarter is integral.
extraordinary striving, the integration process
Extensive communication was carried out for
was completed.
employees across levels in the form of large
People, culture and process integration were group interactions and team meetings to
led by leadership team members in every explain the significance and impact of change.
department. The apprehensions of the existing The organisation responded to the new format
workforce were resolved through extensive of managing performance from the first
communication. quarter. Quarterly goal-setting discussions and
evaluations helped employees address their
Most performance parameters in the acquired
targets with role clarity, improving productivity
entity improved significantly within the
and goal achievement.
first quarter of acquisition and reached the
APSEZ standard within the first six months of
operations.

Occupational Health and Safety

At APSEZ, the safety of our people is
integral to our existence. Our goal is
to provide a safe working environment
for all employees, maintaining
superior health and safety conditions
for our people and public. This
necessitates constant vigilance. Due
to the COVID-19 pandemic, FY 2020-
21 was an unprecedented year in
terms of managing the health of every
worker at the workplace, stressing the
need for each one to remain vigilant.
We strive to improve our performance
across a range of internal and
external health and safety indicators
on a continuous basis.
Safety mission to strengthen

safety practices
§ A robust governance structure,
facilitating accountability and
ownership
§ L&D that fosters ‘will’, ‘knowledge’
and ‘skill’ on safety aspects
§ A mechanism of effective
communication, vital to a safe
culture for in-house employees
and partners
§ Record, report and investigate
safety incidents for corrective
and preventive actions
§ Performance Management
System that encourages
contribution and commitment
towards safety
§ Extend and promote safety
practices beyond the workplace

Board oversight on safety assistance while the Business Safety
The Company embraced a ‘Zero Accident Council ensures deployment and resources
Vision’ where the principles of safety were planning. The Site level ‘Location Safety
embedded in individuals and teams. The Council’ implemented safety measures
priority on the implementation of Safety and facilitated safety excellence. A safety
Management System was documented in Task Force was formed at group, business
the form of an Adani Green Book, which and site levels to oversee the effectiveness
comprised prescriptions, objectives and of specific safety aspects. Committees,
10 Life Saving Safety Rules, covering the along with the establishment of five Task
roles and responsibilities of employees, Force teams, enhanced accountability and
associates and vendors. ownership in each on-site individual. The
safety teams at the corporate, function
To deliver on the vision and our as well as line managers monitor the
commitment to ‘Zero harm’, we created a safety priority, while providing systems
robust governance structure at the Group, and practices certified with Safety
business and site levels. The Group Safety Management System (ISO 45001:2018).
Council provides strategic and technical
Apex
Safety
Council
Group Safety
Steering Council
Sustainability and
Business Safety Council CSR Committee of
chaired by CEO Board Sustainability
Leadership Committee
Sustainability
Project/ Geographic Area/ Safety Council Steering
Committee
Quality Circle at Shop floor, colonies and

construction sites
Integrated safety governance structure at Adani Group and APSEZ

Five Safety Task Force
Five Safety Task Safety Standard, Contractor Safety

Force safety goals Rules and Management
Procedures
Training and Logistics Safety (road, Safety Interaction

Capability rail and warehouse) (Observation),
Building Incident Reporting &
Investigation Audit

Technological enablement of modules were developed and loading screen to stop loading
safety incident reporting and made available on the e-Vidyalaya at the bay from the control room
response management enabled platform. To create awareness, (remote) during any emergency
every on-site individual to report ownership and implementation at the TLF bay of Phase2, liquid
safety concerns, near-misses and of safety procedures at site, Train terminal of Hazira.
incidents on an online platform the Trainer (TtT) was developed
§ Vehicle Tracking system in all
within 40 seconds by using the on each safety procedure for
internal vehicles helped track
smart phone. In FY 2020-21, implementation and enhancing
the speed of vehicles and
78,700 concerns were reported the safety culture. A Board
turnaround time (TAT).
through the online platform of approved reward and disciplinary
Adani GENSUITE, which formed Consequence Management Policy § Management Control Systems
the basis of proactive action to was applicable to positive and (MCS) and associated assets
avoid high potential incidents. negative consequences.
§ Safety integrity and design
Automatic notification of site/
For contractor safety, APSEZ considerations in operational
department leadership for follow-
conducted Safety Risk Field Audit control and technological
up and leveraging charting &
(SRFA) and Vulnerability Safety solutions
reporting features were used
Risk (VSR) through its Task Force
to identify trends and leading Safety performance
Team. Following repeated non-
indicators. High potential
adherence to APSEZ’s safety Despite precautions, there were
incident-animated videos were
expectations, a contractor can six contract worker fatalities
developed for learning from
face temporary suspension at the ports. These incidents
serious incidents to minimise their
or permanent blacklisting. occurred at Tuna, Dhamra,
recurrence.
Employees not practicing safe Mundra, Goa and Krishnapatnam.
Technological-based real-time practices face consequences. In each instance, detailed
monitoring through CCTVs was investigations were conducted
Fire safety was maintained
all available at all identified to determine the root cause
through a provision of fire-fighting
hazardous locations to enable corrective and preventive
equipment, sensors for the early
24x7 timely action and alerts. This measures implemented to
detection and information on fire,
was supported by continuous avoid recurrence. The learnings
fire safety audits, training and
audio safety announcements were shared with all sites for
information sharing on fire safety,
at all locations in regional appropriate action. We engaged
and identification of areas with
languages. Simulation training with contractors to ensure that no
fire hazards through placards.
was developed and made available further lapses occurred.
at the entry gate. Basic audio- Safety interventions in
visual-based safety induction FY 2020-21
training at the port entrance
§ Provision of a Soft Emergency
was mandatory for everyone.
Shut Down button on the TT
A number of safety e-learning
Safety statistics
FY21 Safety performance (GRI 403-9) FY21
On Roll + FTE on contract Contractor’s workers
Head count Number 2733 26,598
Total hours worked Hours 4829738 59740527
Fatality as a result of Number 0 6
work related injury Rate (per million of person 0.00 0.10
hours worked)
High consequences Number 0 0
work related injuries Rate (per million of person 0.00 0.00
(excluding fatality) hours worked)
Recordable work- Number 1 (LTI) 49 (LTI - 16, Fatal - 6,
related injuries MTC - 27)
Rate (per million of person 0.21 0.82
hours worked)

Overall safety performance (On roll + FTE on contract + Contractors’ workers)

0.31 0.36 0.36
0.29
0.25 0.26 0.22
0.20 0.20
0.17
0.09
0.06 0.07
0.02
0.02
5 14 20 13 22 17 16 25 14 27 23
2 1 5 6
FY 17 FY 18 FY 19 FY 20 FY 21 FY 17 FY 18 FY 19 FY 20 FY 21 FY 17 FY 18 FY 19 FY 20 FY 21
Fatality Lost time injury Fatality and Lost time injuries
Incident (Number) Rate (per million of manhours worked)
Note: All data in the graphs is based on 1,0,00,000 hours worked
Each incident is a serious issue working at heights, machine safety incidents occurred in areas
at APSEZ. Incident investigation guarding, electrical safety, like heights, machine handling,
is followed through the isolation & lockout (LOTO), material handling and road safety.
implementation of measures. confined space, material handling
Critical safety areas comprise and scaffolding. In FY 2020-21,
Safety incident Actions taken to strengthen safety

description
Work at § Mandatory use of leveling equipment and safety harness for covering the vehicles with
heights – One tarpaulin
fatal incident § Developed a dedicated truck tarpaulin covering area to avoid risks from regular moving
at Tuna traffic
terminal
§ Strengthened night illumination in the cargo loading and covering areas
§ Installed a safety net while loading cargo
§ Used camera-based surveillance in the cargo covering area
Machine § A permit to work system has been implemented effectively with centralised PTW cell in
Handling – One the MHS area.
fatal incident § Effective supervision by Shift In-charge/ Area Manager before engaging persons to any
at Dhamra port work under PTW.
§ Access control to authorised engineers/ operators for entry into CCR
§ CCTV surveillance system review
§ Machine guarding
§ Inspection of machine parts through camera to avoid possible contacts with the rotary
part of equipment.
Material § RTOS support to carry out activity at the gate
handling – One § Trials in one RMGC to build person detection alert system based on the camera feed
fatal incident
at Mundra port § Streamlining wagon crossing while the train is stationary
§ Establishing communication procedure with lasher and operator / controller prior to
wagon crossing to ascertain the status of train.
§ Twist lock flipping is carried out outside the RMGC.
§ Introducing additional control where the training is mandatory through a paper trail as
part of the permanent gate pass generation in Kronos.

Safety incident Actions taken to strengthen safety
description
Behavioural § Communication and awareness through interactive session specifically on resting areas,
issue – One by display boards, screen and posters
fatal incident
§ Identification machine areas that must not be used for resting
at Goa terminal
§ Refresher safety course for all contact workmen and contractors
Road incident § Use of bikes by employees and service providers to be stopped in the area with HMV
- One fatal movement
incident at
§ Stoppage of the inward movement of 2-wheelers at night across APSEZ, Mundra (1900 –
Mundra port
0500 hours)
§ Installation of a light barrier or glare screen across the road
§ Campaigns to enhance staff awareness in the SEZ area
§ Inspection of crash helmets
§ Installation of signages in the SEZ area
Work at height § Ensuring the maximum level of bag stacking to the level of the truck cabin roof height to
- One fatal create stabilised stack
incident at
§ Restriction on workers coming to the edge of the stack.
Krishnapatnam
port § This incident was included in the Daily TBT at all locations at our ports.
§ Minimum 4 to 5m between two vehicles parked side by side for loading / unloading of
the bag cargo was maintained.
Safety highlights task force team (TF2 Contract continuous process improvement
§ Safety goal: Zero harm by 2025 Safety Management) on a and risk mitigation to ensure a
regular basis. safe workplace with the objective
§ Training and capability to achieve zero harm for every
building: Training person-hours § Critical safety procedures
worker.
for employees and contract reviewed periodically.
workers were 5892. § Vulnerability Safety Risk Operations risk management
§ All ports are ISO 45001: 2018 Assessment by a site task force At APSEZ, we identify process-
Safety Management System team (TF2 Contract Safety related risks and keep updating
certified. Management) to identify and the risks register as a part of our
comply with SOP updation/ continuous learning to prevent
§ Gap assessment and the refining recurrence.
implementation of a safety
procedure are evaluated by a § Technological and digital
interventions on safety Contractor safety
third party at the port sites.
management
§ Safety handholding and § Digital initiatives for enhancing
We have a responsibility to ensure
assessment done by a third safety comprising sensors,
that all personnel who enter our
party speed tracking of vehicles etc.
working area benefit from a safe
working environment. Contractor
§ Road Safety Audit carried out Process safety
by a third party personnel safety is an integral
Process safety and risk part of our approach to health
§ Monthly self-assessment management can reduce the and safety management.
carried out by a task force team probability of any incident
occurrence. Before any contractual
§ Safety Risk Field Audit (SRFA) engagement begins, the following
carried out at the site level by a APSEZ lays a special emphasis on are taken of:

§ Appropriate contractor awareness related to activities health of its employees and their
selection with in-depth analysis being performed. To drive this families. Occupational health risks
of our safety culture before on- culture forward, the following are understood and supported by
boarding activities are performed daily at a wellness program. All employees
§ Familiarisation with a layout each site: safety induction, safety undergo regular health checks as
of size and peculiarity to tool box talks, safety inspection per the programme. To address
workplace requirements; and empowerment to stop the immediate health needs, all
regular toolbox discussions; operations. port locations commissioned
continuous monitoring of the health centres equipped with
workplace. Elimination of safety a medical emergency van. All
§ Authorisation for team incidents on road contract workers were monitored
APSEZ is dependent on safe for their health. We followed
members to stall operations
movement of cargo by road. good practices to minimise
if any unsafe act has been
To drive the safety culture to occupational health-related
observed
the next level, a specialist was illnesses.
§ Impressing up on each worker
the need to manage safe engaged to minimise road The wellbeing of members at
practices to the best of their incidents. operating locations took a new
ability. Speed radar guns were installed dimension during COVID-19:
across multiple locations to warn monitoring and testing, social
§ Effective visual tools deployed
drivers and reduce the possibility distancing at work as well as
across all sites for the benefit of
of accidents. Besides, this entire enhanced focus on hygiene.
workers
facility was covered by CCTV APSEZ supported the workforce
§ Work performance scorecard by facilitating medical needs
practices initiated (discussed with video-analytic capability for
advance warning. The Company during COVID-19 through
daily with site teams) hospitals and other supports.
engaged in educating drivers in
Health & safety training respecting the appropriate speed
limit and safe driving practices.
Rewards and recognition
At all our sites, Health & Safety On a monthly basis, all our ports
training is an important part of Healthy workforce builds a were rank-based on an accepted
our culture. Activities at our sites scoring practice; results were
are complex, warranting detailed
healthy Company
displayed, creating healthy
operations induction and risks APSEZ has stood for the good
competition across sites.

Security business of 2-3 days due to these
Port security is critical to factors annually. These factors,
customer confidence. Security though accounted for, cause a
risks for workers, community financial loss to the Company.
and infrastructure, arising out of Security measures, handled by
geopolitical developments, are our experienced team of marine
systematically assessed through officers and collaboration with
the risk management framework. the Indian Coast Guards, reduce
Strategic interventions are the port’s vulnerability. All ports
deployed in collaboration with the under APSEZ abide by the
government and by strengthening disaster management plan that
systems. APSEZ has a three- sets out security measures for
layered security system (physical on boarding vessels at locations
security, patrolling and drone where they are moored, defining
technology-based monitoring). guidelines and procedures during
APSEZ collaborates with Indian extreme weather.
Coast Guards to monitor maritime Port facilities hold a security
security. To check preparedness, exercise once every year that
a Sagar Kawach exercise is tests the preparedness of
conducted with the Indian Navy, employees to act at the time of
Coast Guard and Marine Police. disaster. During the event of a
We provide timely warnings to the natural disaster like a cyclone,
local communities and fishermen the disaster team, comprising
on safety hazards. Our security site in-charge, safety officer and
personnel play an important role managers accountable, activate
in ensuring compliance with emergency preparedness,
our human rights policy and responses and investigation. Any
guidelines. A psychological and potential risks emerging following
secondary check of all security the disaster are reported to
personnel are conducted before the management through the
induction at sensitive locations. Sustainability Council and
APSEZ sensitises its security staff investigated for inclusion in the
on their duties, expectations Risk Management Framework.
and appropriate behaviour. In
the wake of COVID-19 pandemic, We are covered by insurance
provisions for contactless security against a range of disaster-
checks were introduced. The local related risks (security and
community at Krishnapatnam safety). Our security practices are
was trained in security services appropriate and consistent with
through programs aligned with industry practices. Our objective
the National Skill Development is to exclude or minimise the risk
Program. of a financial loss at a reasonable
cost. Certain categories of
Emergency response disasters are not insurable at a
reasonable cost.
programme
Exposure to extreme incidents We could be subject to risks in the
has direct impact on our asset following areas: Losses that might
value and security of employees be beyond the limits, or outside
at our locations. We are at a the scope, of coverage of our
high risk of revenue loss due to insurance; inability to maintain
operational contingencies, low adequate insurance coverage on
turnaround time and low calling commercially reasonable terms in
at ports. On an average, we lose the future.


Our corporate
social
responsibility
platform


Walking together with infrastructure
community for efficient
functioning.
After more than two decades of
In addition,
creating opportunities for the
partnerships and
marginalised underprivileged,
collaborations
the focus has turned towards
with
sustaining the impact of
organisations
community efforts across the
of relevant
country. The bottom-up tactical
expertise include
approach is applied i.e., all
government
programmes originate from the
departments
engagement of CSR teams within
and institutions,
the community. Community
non-government
engagement focuses on the
think-tanks,
marginalised and vulnerable
agencies and
communities like fisher-folk,
community-
farmers, women, children, widows
based knowledge,
and the differently abled.
among others, are
also explored. employee volunteers met
The Company has mapped its
challenges while the Foundation
stakeholders and has a systematic
APSEZ CSR efforts are aligned provided necessary financial
stakeholder engagement process.
with Sustainable Development support. We have undertaken a
The Company has identified
Goals (SDGs). This fittingly full range of ameliorative activities
disadvantaged, vulnerable and
addresses topical needs, such with empathy and energy. As the
marginalised stakeholders. The
as generating livelihoods and situation continues to evolve,
Company, through its social
mitigating poverty, while bringing CSR activities are pivoting their
arm Adani Foundation, works
universal perspectives like Human everyday processes, building
for the development of the
Rights and Rights of Indigenous response mechanisms as well
identified stakeholder group. This
People into focus. As a result, we as helping to build a resilient
marginalised cluster consists of
incorporate the three P’s – Planet, and inclusive society. APSEZ
different segments of population
People and Prosperity - in our supported various initiatives of the
in different areas, e.g. fisher folk
programmes. Foundation at various locations.
in coastal areas like Mundra,
Vizhinjam and Dhamra. They APSEZ contributes to the inclusive APSEZ’s Sustainability and CSR
receive attention not only in growth of communities, more so Committee provides strategic
development inputs but also in the areas where it operates. It direction based on the CSR policy
towards ensuring their vitality in is committed towards building of the Company. Community
local culture and heritage. Women integrated systems to share members are included in the
constitute a major target segment prosperity with people and society process of need assessment,
around whom Adani Foundation at large. The Company has been inception, execution and
(AF) has developed unique promoting CSR activities in its utilisation of services related
programmes. operational areas through Adani to any development initiative.
Foundation. To ensure holistic In addition, efforts are made to
AF is the CSR arm of Adani Group.
development of every member in involve relevant government
Established in 1996, Foundation
society, the Company supports agencies and suitable non-
aligns its mission with the group
Adani Foundation’s initiatives government organisations. This
philosophy of Growth with
in education, community inclusive approach makes our
Goodness. Adani Foundation is
health, sustainable livelihoods initiatives sustainable and easily
committed to the cause of the
development and community adopted by the community.
marginalised with a multi-faceted
infrastructure development.
approach. The Foundation’s reach Our community activities are
covers 3.67 million people in 2,410 In March 2020, the outbreak of mainly aligned around education,
villages in 18 States across India. the coronavirus pandemic marked health, sustainable livelihoods
Adani Foundation has operational an unprecedented moment in (including skill development),
and functional structures in modern history. As India took community infrastructure
place. At various strategic decisive steps to contain, test and other/special initiatives
project locations across India, and treat COVID-19 in a proactive (miscellaneous)
the organisation has deployed manner, Adani Foundation aligned
human resources and operational its foot soldiers around energy
and empathy. In such situations,

Education
Adani Foundation designs and many children as possible has filled environment for children.
implements transformative taken the form of several cost- The replicability and scalability
programs for all communities in its free schools as well as subsidised of these educational models are
influence areas. In this regard, the schools across India. Many smart ensuring that more children move
Company and Adani Foundation learning programs as well as towards a bright future. In this
view education as the major projects to adopt government regard, the Adani Foundation
driver of sustainable and holistic schools are being run in remote is implementing the following
development. The Foundation’s areas to ensure the realisation initiatives:
resolve to make quality education of student potential. It also aids
available and affordable to as Anganwadis by creating a fun-
Adani Vidya Mandir
The Adani Vidya Mandir, currently measure and deliver quality school being AVM teachers, visited
operational in Ahmedabad governance, academic excellence students’ homes weekly and
(Gujarat), Bhadreshwar and stakeholders’ satisfaction. provided customised self-learning
(Kutch, Gujarat) and Surguja The Adani Vidya Mandir in modules. Despite being away
(Chhattisgarh) provide cost-free Bhadreshwar caters to children from the school environment, the
quality education to more than from the fisher-folk settlements quest for imparting quality and
3000 meritorious students from and neighbouring villages. value-based primary education
economically weaker sections. continued.
During the pandemic, the AVM
The schools provide students
teachers and students adapted to
with uniforms, books and
3000
virtual classrooms. Students, who
stationery. Handpicked staff and
could not participate in the online
their training ensure the holistic
classes due to their challenging
development of student. The Meritorious students from
situations, were not excluded.
AVMs adhere to the Adani School economically weaker
In Bhadreshwar, the designated
Manual aligned with NABET sections were supported
village coordinators, majority
(under QCI) standards, helping

Adani Schools
Adani Foundation provides Officers, ‘Sarpanchs’, Teachers, school approved by DPEO,

subsidised quality education Businessmen, Technocrats, Gujarat. It provides quality
to more than 3200 students and many more have become education to children from
through the Adani Public responsible citisens and rural areas and since 2014,
School in Mundra, Gujarat, successful humans. has been sponsored and
Adani DAV School in Dhamra, managed (academically and
Adani DAV School, Dhamra,
Odisha, and Navchetan administratively) by Adani
Odisha, affiliated to CBSE,
Vidyalaya in Junagam, Surat Foundation. In 2020- 21, 422
New Delhi, is run by the Adani
district, Gujarat. children were studying in this
Foundation in collaboration
school. Over the years, after
Adani Public School, Mundra with the DAV College Trust.
the Foundation assumed
is accredited by NABET under The school, started in 2012
control, student dropout ratio
Quality Council of India, thus with just 80 students, has 494
declined from 6.13% to 1.50%.
making it the first school students.
in Saurashtra and Kutch
Navchetan Vidhyalay Junagam
region to achieve this fete.
is a Gujarati medium and
Grateful Alumni – Doctors,
GSEB-affiliated primary
Engineers, Merchant Navy
3200
The number of students
provided subsidised quality
education by Adani Foundation

Utthan
Launched in July 2018, Project It is functional in Hazira celebrations etc. in which

Utthan, in collaboration with (1,394 students across 10 4,900 students participated.
the district administration in schools) and Dhamra (2,291 In the regular online mothers’
Mundra, adopts government students across 46 schools/ meets more than 500 mothers
schools. It strengthens anganwadis). Other than port attended. Capacity building
foundational literacy and locations, the programme of 183 Utthan Sahayaks was
numeracy by tutoring priya is also being replicated in conducted digitally through
vidyarthis (progressive Nakhatrana (1,160 students the months.
learners), arresting dropout across eight schools) and
As 30% of students were
rates, providing infrastructural Surguja (47 students across
unable to learn online,
support and collaborating two schools).
Utthan Sahayaks reached the
for staff’s capacity building.
Amidst the pandemic doorsteps of priya vidyarthis
A local government school
induced restrictions, the once it was safe to do so. The
is a child’s best bet to enrol
project continued to reach home-based learning model,
for schooling and Adani
the beneficiaries – first while maintaining safety
Foundation’s aim is to enhance
digitally and then through a protocols and due social
this experience. With support
combination of online and distancing, has now become
from supplementary teachers
in-person learning – ensuring an accepted and sustainable
called Utthan Sahayaks and by
that the gains made in solution. This has helped more
creating joyful learning spaces
bringing progressive learners than 700 beneficiary students
with adequate resources and
up to speed were not reversed. (progressive learners) and 600
facilities, the Foundation is
other children living in nearby
committed to the cause of all- A series of virtual activities and
areas to continue learning. In
round student development. competitions were conducted
FY 2020-21, solar panels were
for students like essay writing,
The project was started installed in 17 Utthan schools
Ganpati idol making, doha
on a pilot basis in Mundra in Mundra.
recitation, garba decoration,
(Kutch); it now has 2,098
Christmas and Makar Sankranti
students across 17 schools.
2,098
Project Utthan has
2,098 students across 17
schools

Facilitating National have prepared training videos and fishing hamlets. These
Scholarship and Jawahar and worksheets, and provided sessions covered indoor games,
notebooks, pen and question arts and craftwork, moral stories,
Navodaya Vidyalay Entrance
banks. Weekly follow-up sessions fun mathematics and general
coaching and mock-tests are conducted. knowledge sessions. Some 250
Adani Foundation provided It also supported 940 other students benefited through eight
support to students for enrolling JNV-enrolled students of Valod, sessions.
in National Means-Cum-Merit Dolwan, Songadh and Uchchhal
Scholarship (NMMS) and Jawahar blocks by providing software and Merit-based scholarships in
Navodaya Vidyalay (JNV) Entrance study materials. Dhamra
Examinations in Hazira. NMMS is
Bicycle distribution: In the CSR To ensure that no deserving
a sponsored scholarship scheme
intervention areas of Kattupalli student in the vicinity of our
implemented by the Ministry of
port, children passing middle operations should miss the
Human Resource Development,
school faced poor transportation opportunity to pursue higher
encouraging students to continue
facilities to attend school. To education due to lack of financial
their studies at the secondary
help students in overcoming means, Adani Foundation provided
level by offering a scholarship
this obstacle, the distribution merit-cum-means scholarship
amount of H12,000 per annum.
of bicycles was done for ninth to 20 students worth H4.8 lakh
The Foundation is supporting
standard students. This not only in Dhamra. Started in 2009, this
the economically weaker and
eliminated a reason why many programme extended scholarship
higher scholar students to enrol
students missed classes but also grant to 235 students from 10
for it and has also provided study
motivated them to engage in vernacular medium high schools
materials to 354 enrolled students
extra-curricular activities. A total under Odisha Board of Secondary
in Choryasi, Olpad block and Surat
of 300 bicycles was distributed in Education for pursuing 10+2
Municipal Corporation School.
Kattupalli, Thiruvellavoyal, Kattur, worth H9.96 lakh.
The Foundation has helped KoraiKuppam, Pulicat and Thangal
students enrol for Javahar Perumbulam. Setting up school libraries in
Navodaya Vidyalay Entrance Exam Dhamra
(JNV-EE) 2020-21 – 74 students Facilitating joyful learning Adani Foundation supported the
from the Hazira coastal area amidst the pandemic setting up and renovation of nine
are preparing for the same. JNV libraries. Though the schools were
During the COVID-19-induced
offers admission in Class-VI on closed, the school staff ensured
lockdown and other restrictions,
merit basis after conducting the that students borrowed books.
schools were closed. Adani
entrance examination (JNV-EE) Similarly, plans are underway to
Foundation in Kattupalli organised
every year. The Foundation teams set up seven libraries this year.
joyful learning sessions in agrarian
Udaan
The Udaan project is geared towards motivating the students of our
country and encouraging the entrepreneurial spirit in their lives. It
is a learning-based initiative focusing on UN’s fourth Sustainable
Development Goal - Quality Education. The project hopes to inspire
students into becoming leading visionaries and entrepreneurs of the
nation. Since 2010, an impressive 3.48 lakh students (all over India)
and participants from more than 5200 institutions visited business
locations in Mundra, Hazira, Tiroda, Kawai, Dhamra and Udupi.

Community health
Adani Foundation regards preventive and curative services and specialised health camps.
healthcare as a basic human for people belonging to weaker Considering the pandemic, the
right. Bringing healthcare to sections. It runs Mobile Health Foundation worked to safeguard
the remotest regions, Adani Care Units (MHCUs) across frontline responders and supply
Foundation’s key focus is the nation, hospitals and rural life-saving medical equipment.
improving access to quality clinics; it organises general
COVID-19 relief importantly, community members. PPE kits to the Government

The Foundation was committed It sanitised villages, provided of India. PPEs, N95 masks and
to immediate relief work, ration and food packet support 100 ventilators were provided
while working in line with as well as distributed face masks to the Ahmedabad Municipal
the requirements of the made by the Adani Foundation Corporation. Personal protection
government, health agencies, run self-help groups. That apart, kits were provided for the
district administration and most the Foundation made financial healthcare workers and doctors at
donations and donated 10,000 the SVP Hospital in Ahmedabad.
GAIMS
Adani Foundation seeks Gujarat and Adani Education & G.K.General Hospital became a
partnerships with government Research Foundation. GAIMS designated treatment centre,
agencies and civil society is the only medical college and procuring essential equipment like
formations. Gujarat Adani multi-specialty modern teaching ICUs, ventilators, extra beds etc. to
Institute of Medical Sciences district hospital (G.K. General improve health care accessibility
(GAIMS) is the first Public-Private- Hospital) in Kutch district. for the people of Kutch.
Partnership (PPP) endeavour
During the coronavirus crisis,
between the Government of

Health cards & camps
The Vadil Swasthya Yojana (Senior avail healthcare services at the etc – to deliver medical services
Citizen Health Programme) Adani Hospitals at subsidised to remote areas. About 20,657
benefits senior citizens from rates. patients are treated at the
socio-economically marginalised camps annually, on an average.
Various health camps are
sections. Those with a family Special health camps for the
organised at regular intervals,
income of less than H2 lakh per elderly population were held
which are seasonal/need-based
annum are provided green cards in Mundra and Dhamra, which
to meet the specific needs of
to avail free healthcare services benefitted 1,297 people. A total of
the community – camps for
amounting to H50,000 for three 59 seasonal/need-based health
gynaecology checks, blood
years while those with family camps were organised in which
donation, eye checks, awareness
incomes of more than H2 lakh per 7497 consultations were provided.
about government schemes
annum are given blue cards to
Rural clinics & mobile and expenses, covering villages The Adani Foundation-run
healthcare units and fishermen settlements. This mobile healthcare units provide
service is a boon for women, consultation services and
There are 11 rural clinics run at
elderly and children as its provides medicines to people at their
various locations, which have
a doorstep service. doorsteps, tending to other
provided timely services to 15,797
ailments and diseases amidst the
patients. The foundation also It provides primary medication,
pandemic.
operates Mobile Health Care diagnostic facilities, medicines,
Units (MHCU), providing on-the- free consultation and referrals
Adani Hospital
spot medical assistance to the by certified doctors. At present,
patients in regions where medical three MHCUs in port locations While the rural clinics, health
facility is not available. The provided 68,918 treatments. On camps and mobile healthcare
mobile health care unit service an average, 15 MHCUs provide 4 units reach people in remote
helps reduce travel time, hardship lakh treatments annually. areas, those requiring tests,

treatment and care are referred care services to 12,289 people cost effective and sustainable
to a more equipped healthcare (6,574 males and 5,715 females). technology to address the
establishment. The Adani Considering the pandemic, an prevailing quality issue in
Hospital is a 100-bed secondary in-house awareness programme drinking water. 50 beneficiaries
care hospital catering to the among visiting patients and already received natural terafil
healthcare needs of the local villagers was undertaken. water filter in phase-I with good
population of Mundra and results. Based on the impact, the
neighbouring areas. Under the Project Swasthya in Dahej remaining 120 families received
umbrella of Adani Foundation, it Adani Foundation supported the same benefit in FY 2020-21.
is committed towards grooming Primary Health Centre (PHC),
skilled medical professionals Dahej, with HbA1C Analyser, bio Medical support beyond
and providing quality clinical chemistry analyser and multi treatment of ailments
services to the common man diagnostic kits. Patients with Adani Foundation believes in
at economical rates and even complaints of hypertension adopting a holistic approach
those with health cards. During and diabetes undergo different towards healthcare, which
the reporting period, the hospital tests, treatment, counselling includes treatment of diseases,
provided 20,959 OPD services and and follow up. People of nearby awareness generation, material
772 IPD interventions. villages undergo tests for glucose, and financial support and linkages
urea, cholesterol, creatinine, to available government schemes.
Dhamra Wellness Centre SGOT, SGPT, uric acid, Alkaline
The Dhamra Port Wellness Centre phosphate, HDL, Bilirubin, CRP § In Kattupalli, Tamil Nadu, 20
started operations from December and triglycerides at no cost. persons were provided with
08, 2019, located in a strategic hearing aid support.
place to cover the villages of Natural terafil water filter in § Vehicle support in Dahej for
Dosinga, Koithkhola, Karanjmal, Kattupalli polio campaign, which helped
Bansada, Jagula and Dhamra GP Water in Senghazhanirmedu reaching out to 2,417 children.
out of the eight periphery GPs colony village is available at 12
of Adani Dhamra Port vicinity. § In Mundra, six patients received
feet but is not potable due to a dialysis support at G.K. General
Running in a partnership mode mix of soil in fine particles. People
with HelpAge India, the Centre Hospital, Bhuj.
collect water from common
provides basic health care open wells available within the § To reduce water-borne disease
and referral services to people hamlet. Around 170 families are and women’s drudgery to
residing in these inaccessible living near Kosasthalaiyar River fetch water from far-off areas,
areas deprived of basic health which is covered by mangrove potable water was provided to
services. It also extends the first forest. Locals store the water over the fisherfolk communities at
aid services to road accident night and use it for drinking and different vasahats (settlements).
victims considering its location cooking, despite the presence of In the reporting period, 676
on the road between Dhamra and sediments and micro particles families were supported by
Koithkhola leading to Bhadrak. that are detrimental to health. fulfilling 75,000 litres per day
During the reporting period, the The Adani Foundation identified water requirement.
wellness centre provided health natural terafil water filter as a
20,959
During the reporting
period, Adani
Hospital in Mundra
provided 20,959 OPD
services and 772 IPD
interventions.

Sustainable livelihoods development
Adani Foundation’s intervention to support sustainable livelihood generation is driven by the belief that
a society made of empowered individuals with a decent standard of living leads to overall prosperity and
development. The Foundation builds social capital by promoting self-help groups, enhancing agricultural
practices and organising skill development training. Specific programmes are designed for fishermen
communities, farmers and cattle owners, youth and women so that they can capitalise on their strengths and
become self-reliant.
Vizmart
Interventions in agriculture they can grow around three crops Dhamra adopted the paddy line
Agriculture represents the a year. transplanting method, which
backbone of our economy and a increased their yield by an average
Mix cropping and cash cropping
major source of livelihood for rural 35% and their income by around
is becoming a practice among
populations. Adani Foundation H15,000.
marginal farmers. For instance,
works with farmers to upgrade in Dhamra, two farmers were More farmers are shifting towards
their skills so that they can earn able to get a grant of H3.79 lakh growing vegetables and fruits
sustainably. The Foundation from Horticulture department, that optimise their land use
encourages the use of organic Government of Odisha under and provide sustained income.
farming. With growing knowledge Integrated Farming Scheme In Mundra, the ‘wadi’ model of
and better irrigation facilities (IFS). They were able to earn orchard growing is being adopted
supported by Adani Foundation, H1.2 lakh. Some 99 farmers in where two or more crops are

grown to minimise biological 6,846 families (approximately providing suitable habitats and
and marketing risks. Some 34 31,400 beneficiaries) under the breeding grounds with multi-
farmers in Mundra’s 16 villages are Pashudhan program during the species plantation on mangroves
adopting the model by planting reporting period. A total of 3,217 in a 10-hectare coastal land,
60 different fruit plants in 0.5- artificial inseminations were widening alternative livelihoods
acre land; a total 1700 plants were carried out and 1,296 calving were for the fisher folk community.
planted in 12 acres. seen in Dahej, Hazira and Dhamra.
More than 42,000 cattle received Home biogas
In addition, to preserve the only
treatment through mobile Under the Gram Utthan Project,
means of livelihood for majority of
veterinary units and camps. Adani Foundation is providing
farmers belonging to Kutch, Adani
Vaccination and deworming home biogas to farmers in Utthan
Foundation supported 34 farmers
camps as well as fodder villages. In the current year, the
with training and provision of 850
cultivation camps were conducted Foundation supported 117 home
plants of ‘Barahi’ superior quality
in CSR intervention areas. biogas units in the Dhrub, Zarpara
date palm variety, developed
with mass multiplication (tissue and Navinal villages of Mundra.
Mangrove biodiversity park Home Biogas is an Israel-based
culture) technique, which has
good strength and productivity. Industrial activities and Company that manufactures
Many of these have been logistics value chain with dynamic biogas units not only
transformed into model farms, substantial spatial footprint for farm waste but kitchen
implementing home biogas, impact biodiversity. The Adani waste as well. This transition
kitchen gardens, drip irrigation Foundation’s CSR efforts on to renewable energy motivates
and rainwater harvesting amongst biodiversity conservation families to use organic waste
many other good practices. The around plant sites evidence of and reduce their dependence on
Foundation also promotes the its commitment and sincerity. chemical fertilisers, a relief from
plantation of palm trees on bunds For example, in Mundra, Adani using charcoal and wood and
of water bodies in Kattupalli. Foundation has taken programs helping enhance health and living
for both coastal and terrestrial conditions.
Livestock programme biodiversity by expansion of areas
and enrichment of biodiversity Vizmart
The livestock development
spots. Women’s empowerment translates
project supported by Adani
Foundation is being implemented A bio-diversity project to grow to access to government
in Dhamra, Dahej and Hazira. three mangrove spices, i.e., programs, mobility outside the
The objective of this project Rhizophora Mucronata, Ceripos home, economic independence
is to create supplementary Tagal and Ceriops Decandra is and purchasing power. Among
incomes through animal livestock continuing at Luni Bandar. The unique initiatives undertaken by
development. This is done by mangrove biodiversity enrichment Adani Foundation to make women
creating awareness among project in and around Adani Ports self-reliant is Vizmart in Vizhinjam,
farmers about the socio-economic and Special Economic Zone aimed a market outlet with 16 small
benefits by improving local animal to introduce select mangrove business units run by women from
breed, training them in the best species on a pilot scale in suitable the community in the periphery of
animal husbandry practices, coastal belts and assess their the port. The motive of Vizmart is
cattle development through survival. With an aim to enhance to create a sustainable market for
breeding, fodder development, the diversity of coastal region in women self-help groups.
promoting vermicomposting Mundra, two bio-diversity parks Further training, sourcing of
as well as running vaccination have been developed – one on a products, branding support, bank
camps, veterinary camps and five-acre land near Nandi Sarovar linkages, product packaging,
mobile veterinary units. This and another in Luni. This will linkage with resources and
enhanced the household incomes increase the faunal diversity and markets were also provided by
of many families. There were fishery resources of the area by Adani Foundation.
42,000
More than 42,000 cattle
received treatment through
mobile veterinary units and
camps.

Solid waste management (aerobins), Vizhinjam
The Environmental Impact collaborate with Government contribute to the health and
Assessment study carried out by schemes for Divyang (differently productivity of their families,
Government of Kerala through abled) people, widows and communities, and countries,
VISL (Vizhinjam International senior citizens. A total of 1576 creating a ripple effect that
Seaport Ltd.) in 2013 highlighted beneficiaries benefitted from this benefits everyone. The Adani
that solid waste is increasingly initiative worth H24.1 lakh. Foundation recognises this and
becoming a socio-economic as part of sustainable livelihoods
threat for communities in and
Support to fisher-folk development, it facilitates several
around Vizhinjam. The Adani Adani Foundation provided women’s self-help groups (SHG).
Foundation adopted a multi- scholarships to encourage 59 In Mundra, 11 SHGs are benefitting
pronged approach: it set up children from fisher-folk families 127 women engaged in making
Thumboormozhi Aerobins as a in Mundra to pursue higher sanitary napkins, FSSAI certified
facility for waste compost and studies. Under this program, dry snacks, making phenyl and
enhanced awareness among Adani Foundation provided 100% washing powder etc. In Hazira,
waste generators on how to fee support to girls and 80% fee four SHGs are helping 43 women
segregate waste and dispose support to boys as scholarship. In who are engaged in similar
scientifically through such a similar bid, 37 fisher-folk children home-based enterprises to make
facilities. were provided transportation masalas, pickles, papad, snacks
support so that they could etc. In Dahej, three SHGs are
This yielded better results in the commute to school. Some 55 being run to benefit 33 women
communities, wherein the waste Higher secondary children by training them and providing
from about 2,600 families was (standard 9 to 12) were provided material support. They are
treated through Thumboormozhi. books support, five children engaged in vermicomposting,
A total of 26 aerobins were were provided cycles and more making snacks and cloth masks/
installed, collecting 770 Kg waste than 442 children participated bags etc. Similarly, in Dhamra,
per day. The cleaning campaigns in Ramotsav – a sporting event Odisha, four SHGs are in action,
were initiated at various locations, that promoted awareness on employing 72 women who are
bringing about change in waste holistic primary education. The engaged in mushroom cultivation.
accumulation. Foundation provided soft skills
and technical training as well as These SHGs help unorganised
Project Swavlamban placement support to 70 fisher- SHG members establish women
Project Swavlamban was launched producers’ groups and increase
folk youth so that they generate
for linkages of differently abled incomes. It links SHG producer
alternative livelihoods.
people of Kutch district with groups to government schemes
Social Welfare Department. The Support to women’s SHGs for sustainable engagement,
Foundation is playing a supporting Empowered women and girls production and incomes.
role to increase awareness and

Community infrastructure development

The quality of community infrastructure bears a direct impact on the standard of living of its people. Access
to resources, increase in the avenues for developing livelihoods, safe and clean sources of drinking water,
and access to qualitative primary health care systems lead to better productivity, reduction in morbidity and
adequate employment. Recognising this, the Foundation endeavours to make its activities more need-specific
and responsive to grassroot requirements.
Adani Foundation facilitates improve access to and from the In Kattupalli, the K.R. Palayam
small-scale basic structures, various facilities in areas where canal extends 1.5 km in length
technical facilities and systems it was a requirement. Further, 24 and 55 meter in width. Adani
built at the community level hand pumps were installed in the Foundation removed water
critical for the sustenance of lives port periphery and rail corridor weeds, cleared garbage along
and livelihoods. which will benefit 9,600 persons and removed silt for effective
directly and 28,800 people rainwater harvesting. After the
In Mundra, it carried out bund
indirectly. One community toilet monsoon of 2020, this restoration
strengthening at Zarpara, open
was constructed at Moharampur facilitated the irrigation of 100
shed Sukhpurvah construction,
GP to promote safe hygiene acres of agriculture land in K.R.
approach road restoration at all
practice amongst villagers. Palayam and increased the ground
fisher-folk settlements and garden
water table. Some 712 families
development in the primary school Adani Foundation is supporting
benefited from the recharged
of Rampar village. the Government of Odisha in
ground water.
strengthening the infrastructure
In Dahej, 1500 students of
under MO School Abhiyaan. Adani Foundation engaged
Uttar Buniyadi Vidyalaya, Thava,
As part of this, five classrooms in active collaboration with
and Ashramshala, Thava, will
are being constructed, four are beneficiaries and government
be benefitted through the
being renovated and five girls’ bodies to implement techniques
developmental works. In other
toilets are being built across 14 for the collection and storage
instances, it constructed bus
schools within the port and rail of rainwater across locations.
stand at Jageshwar, Community
corridor vicinity. The Foundation These are affordable, easily
Hall at Ambheta, a shed at
is providing High Mast Light implementable and highly
Naginagari and one pond front
Support by completing 26 replicable techniques. The
development.
streetlights installation across Foundation is promoting
In Hazira, it carried out pond a stretch of 1.5 km at Dosinga user efficiency through drip
deepening at Damka village, market from Dosinga Panchayat irrigation, providing support for
supported building of a school office to Pradyutnagar. This will the expansion of horticulture
at Junapura and construction of be beneficial to shopkeepers, and encouraging reduced
staircase facility at Navchetan pedestrians and cyclists. water intensity in agriculture by
Vidhyalay Primary wing in It provided support for the influencing cropping patterns.
Junagam. construction of a mini stadium at Some 51,753 beneficiaries will
Chandbali in collaboration with benefit from infrastructure
In Dhamra, three concrete/rigid the District Sports Department. development.
pavements were constructed to
Nurturing communities in which 158 women participated. wrought havoc in the coastal
through sports In Dhamra, an inter-Gram regions of Tamil Nadu, floods
Panchayat Volleyball Tournament caused by the torrential rainfall
Many sporting activities promoted
was held in which 140 youth surrounded fishing villages
the well-being of children and
participated. The Foundation and Irular settlements. This
youth. In Dahej and Hazira, a
provided material support in the affected the coastal areas of
cricket tournament was organised
form of t-shirts, trousers, shoes, Tiruvallur district as rainwater
for rural youth in which 360
net, volleyball and trophies. entered homes and damaged
and 600 persons participated.
properties. The socially backward
Other activities in Dahej included Nivar cyclone relief in Irular community was the worst
an inter-school volleyball
championship for girls and boys
Kattupalli affected. Food was distributed
In India, floods and cyclones to 350 economically backward
with three High Schools in which
hit different areas with high individuals in the flood-hit coastal
42 girls and 98 boys participated
frequency. As Cyclone Nivar areas. Some 200 Irular individuals
and a sport event on Women’s Day

from Kulathumedu village of Citizen-led campaign in various developmental works
Pulicat panchayat, 100 individuals Kattupalli that benefitted the community.
from Senji Amman Nagar of Engaging community volunteers
The Adani Foundation trained
Kottai Kuppam panchayat and 50 increased the ownership of
identified community volunteers
individuals from the Koraikkuppam programs starting from the
to become agents of change.
fishing village of Thangal mobilisation of fellow villagers and
The volunteers conducted
Perumbulam panchayat were bringing community leadership
awareness sessions on health,
shifted from unsafe homes and into all projects designed for
sanitation, kitchen gardens,
moved to Storm and Flood Relief them. Around 15,000 local
livelihood development etc. They
Centers. villagers were met through 709
were involved in identifying local
meetings.
needs and priorities, facilitating
effective communication on
Adani Skill Development Centre
Adani Skill Development Centres, ASDC trained 68,149 people for courses were taught online while
a not-for-profit venture, are India’s various skills and generated 65% others were conducted practically.
first skill training centres to impart livelihood through 45 courses
ASDC is reviving handicrafts to
courses like 3D printing, simulator- in 10 states. With India looking
preserve local culture. It played a
based crane operator and welding to revive its economy in the
crucial role in the revival of SUF
through augmented reality-based light of the COVID-19 crisis,
and Namda handicrafts in Mundra
simulators. The major areas in optimal skilling is a priority. Adani
under the programme called
which ASDC imparts training Foundation widened its reach
Aarambh by training women from
are digital literacy, general duty through digital means, running
the community. Marginalised
assistants (GDA), self-employed their courses online, resulting
groups like young, widowed
tailoring and sewing, beauty in a remarkable increase in
women in Bhuj were trained
therapist, pedicurist, manicurist the enrolment of students. For
in patient care and assistance
and assistant. electrician in the courses that include practical
(General Duty Assistant Course)
IT, healthcare, apparel, beauty demonstrations and hands-on
and placed in reputed hospitals.
& wellness and construction training, a semi-online route was
It trained the handicapped
sectors. charted in which some parts of
(Divyang) and widows as well.

Case study : Promoting education through Project Utthan
Objective Outreach of Project

§ Enhancing teaching learning
Mundra Nakhatrana Hazira
outcomes
7 villages 7 villages 10 villages
§ Empowering Priya Vidyarthis 17 schools 8 schools 10 schools
(progressive learners) 2411 students 1160 students 1446 students
§ Introducing English as the third
language
Dahej Surguja Dhamra
§ Ensuring student attendance
12 villages 2 villages 4 villages
§ Creating joyful ‘learning spaces’ and 14 schools 2 schools 46 schools/
enhancing competitive spirit 3005 students 47 students Anganwadis
2291 students
Key features
A. Utthan Sahayaks: Catalysts and influencers
§ A majority of Utthan Sahayaks are local residents exposed to quality education
§ Dedicated Utthan Sahayak was appointed in each school as a mentor to priya vidyarthis (progressive
learners) to work towards intellectual, physical, social and emotional growth.
§ Focus was on ensuring regularity, facilitators in library, assembly and co-curricular activities
Learning outcomes
436
No. of students
271
148
Number of priya vidyarthis as per the

result Gunotsav 2017
report of Impact Assessment 2019
internal assessment 2020
A. Introduced English as a third language

§ A structured curriculum in primary classes (Class 1 to 4)
§ Out of 1191 students from Class 1-4, 810 students became aware of alphabets and could differentiate capital
and small letters (based on an assessment report by KSKV University)

C. IT on wheels
§ A customised curriculum provides basic computer knowledge to students of classes 4 to 8.
§ Covered all 17 schools; dedicated 12 hours a month.
§ Van with 40 laptops and two instructors facilitated outcomes
D. Reading corner
No. of books issued during the academic year
1732
1452
1392
Number of books
1196
717
624
433
348 363
312 299
239
Class 3 Class 4 Class 5 Class 6 Class 7 Class 8

Books issued in the academic year 2018-19
Books issued in the academic year 2019-20
E. Promoting sports
Students who participated in Khel Maha Kumbh

600
502
500
400
300
200
100
65
0
2018-19 2019-20
F. Mothers’ meets from below 20% to 54%. § Musical instruments were

§ Ensuring maximum § The ‘smart’ classroom in distributed across schools
participation, sharing and each school made learning during morning prayer and
solving concerns interactive, creative and cultural activities.
§ Making mothers the primary effective, which reflected in § Some 7113 books were issued
catalyst in children’s education exam results. in school libraries during FY
§ ‘IT on Wheels’ in all schools with 2019-20 as against 1194 in FY
§ Improving regular school 2018-19.
attendance one dedicated van and two
trained IT instructors plus 40 § Science kits were provided
Impact assessment by Kutch laptops helped develop IT skills to each school; students of
from the elementary level. the middle classes started
University preparing science-based
§ Participation in Khel Maha
§ The reading and writing abilities models and a few were
Kumbh increased from 65
of priya vidyarthis improved selected for taluka level science
students in FY 2018-19 to 502
from below 30% to 61%; their exhibitions in 2019.
students in FY 2019-20.
numerical abilities improved

Case study: Water conservation and management at Project Swajal
Backdrop of which the major ones Foundation to focus on water

§ Kutch, the largest district comprise Bhuj, Gandhidham, conservation
of Gujarat, is spread across Mundra, Mandvi and Anjar § The Foundation focused
45,652 Sq KM on the western § Steady depletion of ground on creating a sustainable
tip of India water and frequent droughts agriculture-based community.
§ The district has 10 talukas, made it imperative for Adani
Deciphering the Swajal Project
Deteriorating Water borne

land quality diseases
Protection
issues
Sub optimal
use of
agricultural Distressed
land migration
Water scarcity Poor water quality
Over exploitation No recharging / Lack of awareness on

of ground water harvesting mechanism of water conservation
(agriculture) & industry rain water methods
Intervention Process
Sustaining Stakeholder’s participation

the Foundation involved farmers, community members, Gram
source of Panchayat and Govt. departments throughout the various
life for all phases of project cycle.
Decisions backed by scientific evidence

Natural bunds A thorough study of the topography & watershed delineation and
Pond & stream deepening primary water related data was gathered through experts with the
involvement of the government to identify water bodies and the
Check dam construction
proposed project sites
Rooftop rainwater
harvesting
RO plant installation Participatory Rural Appraisal Approach
Implementing drip irrigation Participatory Rural Appraisal approach backed by triangulated
baseline assessment data was used to implement local solutions
Borewell recharge for resolving issues pertaining to water (quantity and quality)

21 52 75 31 75 75
CHECK DAMS PONDS BOREWELLS WELLS ROOF WATER DRIP
18 Deepened Recharging Recharging HARVESTING IRRIGATION
constructed facility facility At household facility
and 3 repaired constructed constructed level installed
constructed + 127
motivated
Outcomes § Annually 10,000 litres of water at the doorstep while earlier

§ Some 218,500 men, women, was saved; up to H10,000 was women walked 1.3 kms to fetch
children and the elderly saved per family. water.
benefited § There was a 20% increase in the § On an average, there was a 25%
§ Total dissolved solids (in the net irrigated area decrease in healthcare expense.
ground water declined 16.7% § There was a 40% increase in Note: Average savings per family
§ Ground water table rose 4.2 ft in agricultural yield and 20% rise in annually*: average electricity
five years revenue charges H5600; increase in
§ In four villages, the water level § There was an 80% reduction in income due to increase in yield
increased 15-20 ft through a the money spent on labourers H77,000; savings on healthcare
bore-well recharging facility § Up to 20% less money was spent H2600; reduced expenses on
on electricity bills. account of buying water H5,760;
§ Storage capacities of check reduced expenses on travel cost
dams and ponds increased by § Some 50% less water was used
to buy water H10,200
106.44 MCFT compared to conventional
§ The total area benefited methods
comprised 2857 hectares § Potable water became available

Case study: Reviving ancient Namda Art
Namda Kala is an ancient only Namda artisan in Kutch H5-5.5 lakh by bringing
art, older than spinning and Gujarat, a place where 30-35 artisans onboard.
weaving, used in the art of families were traditionally The Foundation provided
making felted floor coverings involved in animal husbandry, infrastructure, trained people
and paddings, and then owning large herds of and developed linkages with
embroidering the pieces with livestock. The art of crafting professors and students from
hand-dyed threads. The art using sheep wool was renowned design schools like
was visibly prevalent since handed down from fathers to NID and NIFT.
1800s and in demand due sons. However, in a quickly
Through Adani Foundation’s
to use by royal families and modernising world, Karim
relentless drive and Karim’s
government bulk orders till struggled to survive in a
passion, the story of Namda
the early 2000s. The art dwindling market.
Kala has now achieved
began to gradually decline
In 2017, Adani Foundation international recognition.
due to new art forms but
– the CSR arm of the Adani A closely guarded family
handful of artisans held on
Group – reached out to secret, which was about
to their family tradition of
Karim to help sustain Namda. to disappear due to few
Namda Kala. This is the story
Later that year, the Adani economic opportunities, is
of one such adept artisan.
Group placed an order of now a source of sustainable
Karim Umar Mansuri is the 750 Namda camels, worth livelihood.

GOVERNANCE
How we have built a

confidence-enhancing
governance platform
Overview
At APSEZ, we believe that responsible governance represents the
bedrock of enduring success.
This is more relevant in the ports and logistics business where the
Company is required to interface with nation-influencing realities:
economic growth, job creation, hinterland prosperity, environmental
protection and rejuvenation, companies, communities and other
stakeholders.
The Company’s governance commitment comprises a comprehensive
approach towards vision clarity, ethical practices, de-risking, processes,
balancing stakeholder interests, performance (financial and operational),
safety, environment respect, business transparency and shareholder
reward.


Direction Larger picture Discipline
At APSEZ, we believe that the At the core of our governance At the base of our governance
best returns are generated commitment resides a pyramid is the discipline
in an environment where the transparent enunciation of to keep doing things in
corporate direction is aligned what we wish to become. the right way, however
with the national direction. APSEZ seeks to emerge as the challenging or inconvenient
The Indian government largest and most sustainable it may be, convinced that
intends to emerge as a port Company in the world eventually the gains will be
USD 5 trillion economy by by 2030, achieve 500 MMT disproportionately higher
2024, supported by reforms of managed cargo by 2025 than all the investments of
across sectors directed to and the first company in the time, effort and funds. This
enhance the ease of doing world to be carbon neutral discipline has helped the
business, correct the national for its port operations by Company enhance systemic
under-consumption across 2025. The clarity of this consistency and predictability
sectors, enhance incomes and overarching objective has through market realities,
strengthen prosperity. been communicated to all our attracting similar-minded
stakeholders, resulting in a stakeholders.
shared vision at one end and a
collective energy in proactive
business building to reach
that target on schedule.
Corporate Governance case study Long-term
The Company voluntarily second valuer to evaluate the At APSEZ, we have selected
adopted The Related Party opportunity and indicate a to build the business around
Transaction Policy. value and equity swap ratio for long-term relevance. Even
the transaction. It appointed as we are building in, say,
During the year under review,
JM Financial Limited and J. P. 2020, there is a commitment
the management evaluated the
Morgan India Private Limited to build enduring national
opportunity within the Group
to provide a fairness opinion on assets for the coming
for consolidating its rail track
the proposed transaction. For decades. This approach
assets across the Group in one
F&A due diligence on the target has influenced all the
entity. The Company followed
asset and providing RPT Policy investments we have made
the policy for acquiring Sarguja
compliance certificate, EY was
Rail Corridor Private Limited in our assets, technologies,
appointed.
(SRCPL). brands, people, locations,
It reviewed the business products and trade partners.
As a first step, an Executive
case and, based on the This approach – expensive
Committee (EC) consisting of
recommendation of valuers, upfront but considerably
three Independent Directors
proposed their report to the low cost when seen from a
of APSEZ was formed, which
Audit Committee, which, in turn, long-term perspective - has
evaluated the opportunity and
recommended the transaction translated into the highest
submitted its recommendations
to the Board. On March 03, standards of capital efficiency,
to the Board. The Executive
2021, the Board unanimously generating superior margins
Committee was led by Mr.
approved the proposal of and surpluses with a quicker
G. K Pillai, Chairman of the
acquisition of SRCPL by way
Audit committee and included payback.
of a merger of the parent of
Mr. P.S. Jayakumar, a former
SRCPL with APSEZ. The same
banker and Ms. Nirupama Rao,
was disclosed to all investors
a former foreign secretary of
and disclosures were made as
India. The Executive Committee
per statutory requirements. The
then appointed BDO Valuation
Company organised an analyst
Advisory LLP, registered
call coupled with a press/media
valuer and Deutsche Equities
release.
India Private Limited as a

Singular focus Controlled growth
At APSEZ, we believe At APSEZ, we have selected to possible to sustain subsequent

that core competence balance caution and aggression growth rounds with owned capital
represents the biggest (strategic aggression and around predictable revenues. In
insurance against cyclical tactical conservatism), which is a our business marked by a large
relatively de-risked approach. As a potential, there is a priority in
downturns. In view of
part of this approach, we focus on establishing a larger scale faster
this, we have consciously
capital investments generating an than competition. The Company’s
not diluted corporate
attractively short-term payback, funding has been structured
attention away from maximising cash flows over mere around debt at one of the lowest
our focus area: we have paper profits and reinvestment costs and longest repayment
selected to position into the business. We believe that tenures within our sector,
ourselves not only as a this approach generates a critical enhancing viability.
port operations Company mass of accruals that makes it
but as an integrated
logistics organisation,
providing customers Predictability
with the option of a
single-point solution. We At APSEZ, we believe that there business model where we enjoy
believe that this focus will is a premium on long-term stable and predictable business
deepen competitiveness, predictability. This predictability from several customers (almost
the Company emerging resides at the heart of our with an annuity impact).
as a global benchmark
for complete efficiency
(construction, operations, Board of Directors
management and
financing). At APSEZ, we believe that our Executive or Whole-time Director,
strategic direction is largely two Non- Independent Directors
influenced by our Board of and five Independent Directors,
Directors. In view of this, we meeting with the requirements
have placed a premium on our of the Companies Act, 2013 and
Knowledge and data-driven Board composition, comprising the Listing Regulations. Two of
of professionals of standing. ten Board members are women.
At APSEZ, we are a These individuals have enriched The Board is supported by Board
knowledge and analytics- our values, experience, multi- Committees (Audit, Nomination
driven organisation. sectorial business understanding and Remuneration, Stakeholders’
We have invested in and strategic quality. We believe Relationship, Sustainability &
aggregating some of that our sustainable growth has Corporate Social Responsibility
the most competent been the result of the direction and Risk Management).
professionals who provided by the Board, an
As a step towards better
have worked in invaluable asset. The Board and
governance practice, for the
large infrastructure its members review and approve
financial year ended March 31,
organisations, possessing APSEZ’s policies, purpose, values,
2021, the Board has engaged
a rich experience in vision statements and overall
Grant Thornton Bharat LLP,
project management, strategy, goals and targets,
advisory firm for facilitating
which are linked to the national
commissioning and Board evaluation. The evaluation
and international framework,
operations. Besides, the process focused on Board
commitment and guidelines.
Company has invested dynamics and softer aspects. The
The Board is composed of a
in digitalisation with the process involved independent
balanced mix of Executive and
forward-looking objective discussions with all Board
Non-Executive Directors, and
to accelerate processes, members. The recommendations
independent professionals to
arising from the evaluation
generating rich data provide independent judgment
process were considered
(operations) resulting in an on APSEZ’s overall strategy
by the Board to optimise its
accurate understanding and performance and comply
effectiveness. This is the first
of ground realities on to Securities and Exchange
independent Board evaluation.
one hand and informed Board of India’s (SEBI) listing
APSEZ intends to conduct these
decision-making on the requirements. As of March
evaluations regularly.
31, 2021, our Board had three
other.

Code of conduct and ethics Benchmarks Process-driven
framework
At APSEZ, we believe At APSEZ, we believe
APSEZ is structured around a documented that the level of that growth can be
Code of Conduct that serves as an ethical excellence that we best derived when the
standard that guides the Board and aspire to makes the promoter charts out
employees in issues related to ethical difference between a strategic direction
confusion, corruption, bribery and gender a good and great
that could affect the respect for the and delegates day-to-
company. In view of day management to
individual, team or company. The Company’s this, we have created
compliance management system ensures professionals. To facilitate
an organisation the reporting of periodic
adherence to legal regulations and internal where ‘good’ is not
guidelines. An IT-enabled compliance progress, the Company
good enough; we
management system called Legatrix deepened its investment
have invested in a
provides compliance status through in processes and systems,
culture of overarching
dashboards and serves as a resource library. excellence directed especially information
towards emerging as technology. We believe
APSEZ’s operations have been designed by that this framework of
an ethical framework that have spelt out the the global sectorial
benchmark in terms processes represents a
Company’s position on anti-corruption, anti-
of service and scalable foundation that
bribery, Code of Conduct and Ethics, Whistle
blower mechanisms and Grievance redressal. resource productivity will enable the Company
We have not had any breach of our code leading to continuous to grow profitably, with
of conduct (corruption and bribery) in our cost management optimum utilisation of
business including any legal proceedings to and sustainability human capital.
the same. across market cycles.
SUSTAINABILITY Board Level Corporate Level Site Level

Governance SCC + SRC + RMC SLC
GOVERNANCE SSC
Executive Directors
Non-Executive (Non-Independent) Directors

Board of
Directors
Independent Directors
Approach to Corporate Governance

Business values and ethics
Code of Business Ethics Policies at Systems and Standard

Board of Directors and Senior Business Level Supported by manuals
Management and SOPs
Code of Conduct
Employees
Ensures meeting Internal

Sets out the
regulatory compliances, requirements that
principles to be
commitments and guide day-to-day
adhered by all
stakeholder expectations operations

Audit and Focused responsibility

compliance-driven
The Board of Directors has engagement and risk assessment on
At APSEZ, we delegated to the Sustainability sustainability topics.
believe that business & CSR Committee (SCC) matters
predictability and relating to sustainable management The Company’s cross-functional
of the Company’s activities. The Sustainability Leadership
the absence of
SCC has oversight of all material Committee (SLC) ensures the
unforeseen systemic operationalisation of sustainability
shocks are the result sustainability topics which include
climate, water, human rights, strategy as a part of the business
of a responsible strategy. The SLC oversees
community etc. It addresses related
system. In view of sustainability strategy, policies
risks and identifies opportunities
this, we strengthened as part of its overall responsibility and practices coupled with
an audit-driven and towards sustainability strategy, review and reporting to the Board.
compliance-driven policy, and environmental and The Sustainability Leadership
approach, enhancing social compliance. Stakeholder Committee (SLC) updates the Board
the credibility of our Relationship Committee (SRC) quarterly, and the board provides
defines the processes, conducts feedback and direction.
reported numbers.
The result of this and manages the stakeholder Sustainability Steering
high-review culture engagement for all functions Committee (SSC) is a site-level
is that the Company of the Company. Similarly, Risk committee, which ensures that
Management Committee (RMC) every sustainability item gets
has not incurred
oversees the risk identification operationalised at the respective
statutory penalties in and management of APSEZ. site.
its existence. SCC in conjunction with these
committees performs stakeholder
Board experience Board age experience Diversity
5-10 10% 25-35 10%

years years 80%
Male
11-20 10% 36-55 10%
years years
Female
20%
> 20 80% 56-70 80%
years years

Board of Directors
Mr. Gautam Adani
Chairman and Managing Director
Mr. Gautam Adani has over 36 vision, coupled with great vigour
years of business experience. and hard work. This has not only
Under his leadership, the Adani enabled the Group to achieve
Group has emerged as a global numerous milestones, but also
integrated infrastructure player resulted in the creation of a robust
with interests across resources, business model, which contributes
logistics and energy verticals. His to building sound infrastructure in
journey has been marked by his India.
ambitious and entrepreneurial
Mr. Rajesh Adani

Non-Independent and Non-Executive Director
Mr. Rajesh Adani has been proactive, personalised approach

associated with Adani Group since to the business and competitive
its inception. He is in-charge of spirit fuels the Group’s growth
the operations of the Group and and enables its branching out into
is responsible for developing various businesses.
its business relationships. His
Mr. Karan Adani

Whole-Time Director & CEO
Mr. Karan Adani holds a degree in and oversees its day-to-day

economics from Purdue University, operations. He aims to build the
USA. He started his career by Adani Group identity around an
learning about the intricacies of integrated business model, backed
port operations at Mundra. Having by his sound understanding of
gained experience across levels new processes, systems, macro-
of our operations since 2009, he economic issues and growing
is responsible for the strategic experience.
development of the Adani Group

Dr. Malay Mahadevia

Whole-Time Director
Dr. Malay Mahadevia holds a and has contributed to the

master’s degree in dental surgery development of the Mundra Port
from Nair Hospital Dental College. since its conceptualisation. He
is also a member of the Gujarat
He completed his Doctor of
Chamber of Commerce and
Philosophy in coastal ecology
Industry.
around Mundra area, Kutch
District, from the Gujarat
University in 2008. He is working
with the Company since 1992
Prof. Ganesan Raghuram

Independent and Non-Executive Director
Prof. Ganesan Raghuram holds a Prior to taking over as director of

bachelor’s degree in technology IIM Bangalore, he was a professor
from the Indian Institute of and chairperson of the Public
Technology, Madras and a post Systems Group at IIMA. He has
graduate diploma in management also been the Dean (Faculty) of
from the Indian Institute of IIMA, Vice-Chancellor of the Indian
Management (IIM), Ahmedabad Maritime University and Indian
and a doctorate in philosophy from Railways Chair Professor at IIMA.
Northwestern University, USA. He specialises in infrastructure
and transport systems, logistics
He is currently the Principal
and supply chain management.
Academic Advisor of the National
He is a fellow of the Operational
Rail and Transportation Institute,
Research Society of India and
and Professor (Emeritus) at the
Chartered Institute of Logistics
Gujarat Maritime University.
and Transport. He has teaching
He was earlier Director
experience at universities in
of the Indian Institute of
India, USA, Canada, Yugoslavia,
Management, Bangalore, until
Singapore, Tanzania, UAE and
his superannuation in July 2020.
Japan.
Mr. Gopal Krishna Pillai

Mr. G. K. Pillai is a distinguished Principal Secretary to the Chief

alumnus of IIT Madras. He retired Minister. For the Government of
from the IAS as Union Home India, he worked in the ministries
Secretary in 2011. While working of Defence, Surface Transport,
for the State Government of Home and Commerce. He was the
Kerala, he held various positions, Chairman of Board of Approvals
including that of District Collector, for SEZ, chief negotiator for
Quilon, Special Secretary India at the WTO and Secretary
Industries, Secretary Health and Commerce, Government of India.

Mrs. Avantika Singh Aulakh, IAS
Mrs. Avantika Singh, an IAS officer School, Mrs Singh started her
of the 2003 batch, has been career in Civil Services as a Sub
appointed Vice Chairman and Divisional Officer (SDO) in Assam.
Chief Executive Officer (VC & CEO) She served as Commissioner,
of the Gujarat Maritime Board. Technical Education and Collector
With about 17 years of service in – Ahmedabad. She has worked
Public Administration, Mrs. Singh in Anand, Bharuch and Vadodara
brings to this position leadership as a Collector, as a District
honed by working in different Development Officer (DDO) in
key departments of the State Gandhinagar and Anand, and as
Government. Deputy Secretary – Energy and
Petrochemicals Department,
A Bachelor of Engineering in
Government of Gujarat, earlier in
Instrumentation & Control &
her career. Over the years she has
Mid-Career Masters in Public
been honoured with prestigious
Administration, Harvard Kennedy
awards and recognitions.
Mr. Bharat Sheth

Mr. Bharat K. Sheth obtained his 2005, he was appointed Deputy

Bachelor of Science in Economics Chairman & Managing Director.
from St. Andrews University, Mr. Sheth was inducted on the
Scotland. He is Deputy Chairman Board of Directors of North of
and Managing Director of The England P&I Association Limited
Great Eastern Shipping Company in October 2005 and on the Board
Limited, one of India’s premier of Steamship Mutual Association
shipping enterprises. Born in 1958 (Bermuda) Limited in February
to India’s first family of shipping 2006. He is on the Board of Indian
entrepreneurs, Mr. Sheth joined National Shipowners Association
the industry in 1981. In the initial and International Tanker Owners
years of his career, he worked Pollution Federation Limited. The
in The Great Eastern Shipping Company is now an esteemed
Company, gaining hands-on global shipping company through
experience in the business. He his ability of timing the markets.
was inducted into the Company’s Under his active leadership, Great
Board as an Executive Director Eastern navigated tumultuous
in 1989 and became Managing cycles across the last two
Director in 1999. In August decades.

Ms. Nirupama Rao

Ms. Nirupama Rao is a postgraduate she served the Government of India in

in English Literature. She was also a several important positions, including
Fellow at Harvard University, Brown that of the Foreign Secretary of India.
University, University of California at She has represented India in several
San Diego and a recipient of the degree countries during her career and was
of Doctor of Letters (Honoris Causa) the first Indian woman to be appointed
from the Pondicherry University. She High Commissioner to Sri Lanka and
was conferred with the Vanitha Ratna Ambassador to China. She was also
by the Government of Kerala in 2016. the first woman spokesperson of the
Ms. Rao is currently a Global Fellow Ministry of External Affairs. After her
of The Wilson Center in Washington retirement, she was appointed as the
D.C. and a member of the Board of the Ambassador of India to the United
US India Business Council (USIBC). States for a tenure of two years from
A career diplomat from the Indian 2011 to 2013.
Foreign Service from 1973 to 2011,
Mr. P S Jayakumar
Mr. P. S. Jayakumar is a Chartered marked by 34 years of work experience.

Accountant and holds a Post Graduate Between 2008 and 2015, Mr. Jayakumar
Diploma in Business Management co-founded two companies to address
from XLRI Jamshedpur. Mr. Jayakumar the demand for affordable housing.
worked for 23 years in Citibank (India Value Budget Housing, a residential
and Singapore offices) and his last housing construction company, has
assignment in Citibank was as Country pioneered the use of manufacturing
Head for the Consumer Banking Group. approach and application of form and
In 2015, Mr. Jayakumar was selected by IT technology in construction. His other
the Government of India to serve as the company, HFFC, NSE-listed, provides
Managing Director and CEO for Bank of innovative long-term mortgage loans to
Baroda, the first person from the private low- and moderate-income households.
sector to run a large public sector bank. He is now working on his third start-up
He led a successful transformation venture and serves on the Boards of
of Bank of Baroda and completed companies as Independent Director.
three-way merger between Bank of Besides VBHC, he is also Non-Executive
Baroda, Vijaya Bank and Dena Bank. Mr. Chairman for Northern Arc Capital Ltd,
Jayakumar possesses a rich experience an NBFC focused on financial inclusion.
in the banking and financial sectors

Management
discussion &
analysis
Company overview handling vast amounts of cargo priorities, APSEZ is prepared with
Adani Ports and Special Economic from coastal areas and the vast scale, scope and speed.
Zone Limited is India’s largest hinterland. The Company is
private integrated logistics developing a transhipment port at Highlights of FY 2020-21
company. Promoted by the Vizhinjam, Kerala. § Registered a cargo volume
esteemed Adani Group, the The Company’s vision is to emerge growth of 11% and achieved a
Company continues to strengthen as the largest ports and logistics throughput of 247 MMT.
its seamless integration of platform in the world in the next § Reported cargo growth across
three verticals – ports, logistics decade. With a vision to turn all segments in all ports and
and Special Economic Zones carbon neutral by 2025, APSEZ regions; the rate of growth
(SEZs). In a little more than two was the first Indian port and third outpaced pan-India ports and
decades, it has built, acquired in the world to sign up for Science other major ports.
and developed an unparalleled Based Targets Initiative (SBTi),
portfolio of ports infrastructure committing to emission reduction § Completed the acquisition of a
and services across India. targets to control global warming 75% stake in Krishnapatnam port
Currently, it has 12 strategically at 1.5°C above pre-industrial levels. and entered into a definitive
located ports and terminals — agreement for the acquisition of
Mundra, Dahej, Tuna and Hazira Adani Logistics Limited (ALL), the balance 25% stake.
in Gujarat, Dhamra in Odisha, a wholly owned subsidiary, is
the most diversified end-to-end § Completed the acquisition of
Mormugao in Goa, Visakhapatnam 31.50% stake of Gangavaram
and Krishnapatnam in Andhra logistic services provider in India
with a presence across all major Port Ltd. and entered into an
Pradesh, Dighi in Maharashtra agreement for the acquisition of
and Kattupalli and Ennore in Tamil markets. The Company operates
five logistics parks. When it 58.1% stake.
Nadu — that represent 24% of
the country’s total port capacity, comes to servicing core national § Announced the intention

to construct 534,000 sq. while PMI in March posted its continued to remain relatively
ft. fulfilment centre in its strongest expansion in almost weak.
upcoming logistics hub in four decades. A fiscal stimulus
Global trade recovered faster
Mumbai that will be leased to of USD 1.9 trillion by the new
than expected from the deep
Flipkart to address the growing administration boosted prospects
contraction of Q2 of 2020 as
demand for e-commerce in for the US economy.
emerging market economies
Western India and support
Euro area GDP declined 6.6% in witnessed strong trade demand
market access of several
2020 even as Q4 of 2020 saw a and WTO’s Goods Trade Barometer
thousands of sellers and MSMEs
complete loss of momentum gains rebounded in Q4 of 2020.
in the region.
made with a strong rebound in Momentum trends for H1 for
Q3. The emergence of the second 2021 are fluid and depend on key
2. Economy review
wave of the mutated virus saw constituents like export orders
2.1 Global economy lockdowns and restrictions on and automotive products etc.
The global economy posted an movement being imposed across
estimated contraction of –3.3% major constituent economies. Outlook
in 2020 on the back of the Some EU countries saw the IMF WEO April 2021 projects
COVID-19 pandemic. As per IMF impact entrenched well into Q1 of the global economy to grow 6%
World Economic Outlook (WEO) 2021, resulting in weak consumer in 2021, moderating to 4.4% in
April-2021 release, the contraction and business sentiments, 2022. Growth recovery across the
in 2020 was 1.1% lower than declining retail sales in January globe is expected to experience
IMF WEO’s own estimate in and falling PMIs. In the UK with tailwinds as additional fiscal
October-2020, reflecting a -9.8% growth in 2020, GDP did support in key large economies
higher-than-expected growth expand in H2 of 2020. However, and vaccination-led growth
recovery in the second half of as infections reached new materialises in the second half
the year for most regions and peaks in Q1 2021, the economy of the year. Global trade in goods
economies as the unlock process experienced new headwinds as and services is projected to grow
started and adapted to new ways it went into its third nationwide 8.4% and 6.5% in 2021 and 2022
of working. However, economic lockdown in January 2021. following -8.5% contraction in
activity remains below the pre-
Japan posted a growth decline 2020.
pandemic levels even as GDP
contractions ease across major of -4.8% in 2020 even as growth Because of an unprecedented
economies. Economic activity in Q4 2020 expanded by 11.7% policy response, conventional and
across major advanced economies (q-o-q, SAAR), extending the third unconventional, the COVID-19-led
and emerging market economies quarter’s recovery on account recession is likely to leave smaller
posted strong recovery in Q3 of resilient trade conditions scars than the global financial
2020, following a global plunge with a strong pick-up in exports crisis in 2008. IMF’s long-term
in Q2 on account of pandemic- and significant government outlook, however, suggests that
led lockdowns. However, some spends. However, the third some emerging market economies
economies saw economic activity wave of COVID-19 infections and developing countries have
stalling in Q4 on account of a and re-imposition of restrictions been hit harder and expected to
second round of infections with affected recovery as seen in retail suffer more significant medium-
speedily communicable mutations momentum losses and industrial term losses.
of the virus. As the vaccination production in January and
process set in Q3, high frequency February 2021.
indicators in Q1 2021 saw a China continued to post an
6
recovery. economic recovery for the third
The US economy contracted consecutive quarter in Q4 of
3.5% in 2020. There was a steady 2020 and saw an overall 2.3% rise
decline in the unemployment rate in growth in 2020, making it the % growth projected
from a record April 2020. Labour only major economy to register for the global
market conditions, however, growth in 2020. China’s growth economy in 2021
remained weak and fragile. High gains came from robust recovery
frequency indicators in Q1 2021 in manufacturing and exports, Source: IMF WEO
revealed a stabilisation as retail aided by policy support measures
sales picked up sharply in January even as domestic consumption

Global growth (%)
Particulars Actual Projections
2020 2021 2022
World output -3.3 6.0 4.4
Advanced economies -4.7 5.1 3.6
US -3.5 6.4 3.5
Euro area -6.6 4.4 3.8
Japan -4.8 3.3 2.5
UK -9.9 5.3 5.1
Other advanced economies -2.1 4.4 3.4
Emerging markets and developing economies -2.2 6.7 5.0
China 2.3 8.4 5.6
India -8.0 Est. 12.5 6.9
Source: IMF
2.2 Indian economy will largely come from services days ahead. Also, while the health
Advanced estimates of India’s GVA at 2.9%, led by finance, real care system is visibly overloaded,
headline GDP for FY 2020-21 estate services growing at 7.3% but it is fully in play in the sense
projected a contraction in growth and trade. Hotels, transport and of fully functioning facilities,
of -0.8.% over FY 2019-20 while communication services at 1.8%. protocols, line of treatments and
GVA is estimated to contract Essentially, growth in Q3 came procedures, supplies, and workers.
-6.5%. India’s real GDP growth at from industrial GVA while growth
There are strong tailwinds on
0.4% in Q3 FY 2020-21 underlines of Q4 is anticipated on services
the global front, with the world
that growth recovery was sharper GVA as per government estimates.
economy coming back as most
than anticipated in H1. Pickup If this trend persists, the double-
major economies have already
in manufacturing, construction, digit growth projected in FY 2021-
been through two or three waves,
finance and real estate activities 22 in the range of 10.9% to 11.7%
resulting in optimistic outlook
reflects gradual unlocking and will have more legs for services
and low uncertainty. For example,
the normalisation of labour supply GVA compared to industrial GVA.
countries that have seemingly
across demand sectors. On the
conquered COVID-19 constitute a
demand side, pent-up and festive Outlook
large enough group to generate
consumer demand got bunched While the broader economy is an impulse for Indian exports in
to result in a sharp turnaround expected to grow in the range goods and services.
in private consumption during of 10.9% to 11.7% over FY 2021-
Q3 FY 2020-21. However, public 22 (11.5% as per IMF), the recent
spending continued to contract spate of second wave of the
in Q3 FY 2020-21 despite robust
India’s GDP growth rate (%)
speedily communicable mutations
rise in Centre’s expenditure, of the virus and resulting 6.8 6.5
signalling a significant cut-back in restrictions again, there could
expenditure by States. be some loss of activity from the
4.0
Adjusting 9M FY 2020-21 actual previously projected baseline.
data with FY 2020-21 second However, consequences for the
advance estimates to arrive at economy are likely to be more
(indirect) projection for Q4 FY modest when compared with -8.0 E
2020-21, it turns out that private what was experienced last year.
FY18 FY19 FY20
consumption will grow 2.1% in Q4 Arguably, the immunity quotient
compared to -2.4% in Q3. Similarly, could have risen this time
a massive year-end gush of compared to last year when the
spending in Q4 is expected with whole population was at risk,
public spending estimated to grow immunity gained through the
a whopping 20.6%. On the supply disease or through inoculation Source: CSO
side, the government projects that even as the pace of vaccination is E: Estimate
Q4 FY 2020-21 growth of 2.3% expected to further speed up in FY20

3. Industry review maritime transport volumes, final consumers started emphasising

3.1 Ports figures could vary when the final domestically manufactured goods
The global health and economic data is published. over imported goods. At the
crisis triggered by the COVID-19 beginning of pandemic, we have
The pandemic legacy: The global
pandemic has upended the seen this wave in India as well.
pandemic brought structural
landscape for maritime transport changes in the maritime sectors Cybersecurity a major concern:
and trade and significantly with long lasting impacts on Increased cyberattacks in
affected growth prospects. Impact global trade. The key impacts are shipping during the COVID-19
on maritime industry has come enumerated below: crisis were exacerbated by the
across various segments, right limited ability of companies to
from cargo volumes, freight rates, A paradigm shift in risk
protect themselves, including
ship building, ship scrapping management and resilience-
because of travel restrictions,
and other associated segments. building: In the new thinking for
social distancing measures and
According to the global transport businesses, an integral part of
economic recession.
sector experts, maritime trade strategic business philosophy
already lost momentum in 2019 would involve business continuity Systemic and coordinated policy
and came under pressure in plans and emergency-response responses at the global level:
2020. At the end of year 2020, mechanisms. These have never The pandemic highlighted the
UNCTAD projected that the been as vital as in the case of the importance of coordinated action
volume of international maritime COVID-19 crisis. Today all decision- when dealing with cross-border
trade would fall by 4.1% in 2020. making authorities consider this disruptions with broad ranging
Amid supply-chain disruptions, inherent risk while taking major ripple effects. Even within the
demand contractions and global business decisions. countries, it has been seen
economic uncertainty caused to have a more coordinated
Accelerated shift in globalisation
by the pandemic, the global approach to streamline logistic
patterns and supply chain
economy was severely affected function across the supply chain.
designs: The slowdown of
by a twin supply and demand globalisation reflected in a Apart from this COVID-19
shock. Maritime sector reached its lower trade-to-gross domestic pandemic impact in recent years,
weakest level since the onset of product (GDP) ratios observed global maritime trade witnessed
global financial crisis in 2008–09, since the 2008 global financial structural changes in the entire
which had a cascading impact on crisis and the regionalisation of value chain. In the container
global ports volume. trade could accelerate as the shipping segment, further
Maritime trade at a time of the post-pandemic world features consolidation was witnessed
pandemic: Initially localised in elements of shortened supply in the industry. The combined
China, the pandemic evolved chains (near shoring, reshoring) market shares of the top 10
rapidly and became a global and redundancy (excess stocks container shipping lines increased
disruptor by the first quarter of and inventory). Investing in from 68% in 2014 to 85% in 2020.
2020. Subsequently, it spread warehousing and storage will There were signs that carriers are
in the entire world and almost become more important to considering vertical integration
every country suffered in 2020. ensure sufficient safety stocks by taking a greater control of
As the story continues to unfold and inventories. Diversification in port terminals, inland logistics,
in different geographies in the sourcing, routing and distribution aiming to provide integrated
form of second or third wave, channels will grow in importance. service offerings and generate
there is little sign of relief. The Moving away from single country- more value. This strategy also
pandemic spread across the world centric location sourcing to helps liners bring more visibility
and consequent disruptions to multiple location sourcing that and reliability in the supply
societies and economies have is not only focused on cutting chain and marks a shift from the
had far-reaching implications, costs and delays but also on risk approach adopted in the 2000s,
including transport and trade management and resilience will when shipping interests were
sector. Amid supply chain be further prioritised (UNCTAD, to outsource such operations
disruptions, falling global demand RMT 2020). to focus on their core business.
and global economic uncertainty By 2020, some of the largest
New consumer spending and
caused by the pandemic, shipping lines such as Maersk and
behaviour changes: A lot of noise
the global economy suffered China COSCO were planning to
was heard at the beginning of
dislocation, first at the supply expand their presence to inland
the pandemic with countries
end and then at the demand end. terminals, warehouses, customs
seeking to be self-reliant and shift
Although UNCTAD estimated brokerage and logistics to tap
production/manufacturing facility
around 4.1% reduction in global additional business opportunities.
to their home country. Even end
Similarly, we observed that global

terminal operators like DP World to 2020 estimates of 770-780 in FY 2020-21, the consolidated
were planning to diversify their MTEUs). cargo volumes handled by Indian
business and invested in short sea major ports were 673 MMT,
Ports volumes growth in India:
shipping and coastal shipping. registering 4.6% degrowth in
EXIM trade between different
cargo volumes compared to
Similar trends were also witnessed nations has always been a
FY 2019-20. Similarly, according
in the global container terminal significant contributor for overall
to the Ministry of Shipping (MoS),
operator business, where economic growth. Ports are
non-major ports has handled
progressively more consolidation the gateways for EXIM trade
around 575 MMT cargo in
has witnessed. The global and they play a crucial role
FY 2020-21, which is a contraction
container terminal operator in India’s international trade.
of 6.2% over FY 2019-20 volumes.
business is turning into an According to the Ministry of
Beating the trends of past years,
oligopolistic market with the top Shipping, approximately 95% of
major ports also gained market
five players controlling more than the country’s trade by volume
share of 0.4% in FY 2020-21.
50% market share. In 2000, the and 70% by value moves through
top five global container terminal maritime transport, which clearly Major ports performance
operators had almost half, i.e., 26% highlights the importance of
Cargo traffic at India’s 12
share of the market and compares ports and their contribution in
major ports during FY 2020-21
to 54% in 2019 even as we expect supporting and accelerating the
decreased by -4.6% to 672 MMT
similar trends in 2020 and ahead. growth and development of the
million Tonnes from 705 MMT
The market landscape changed Indian economy. In sync with
cargo handled during FY 2019-
with new entrants like COSCO overall weak growth in EXIM trade,
20. The overseas cargo handled
group, TIL and CM Terminals. the port volumes in India has not
at major ports decreased by 2.6%
Top players in container terminal seen a robust growth. Despite the
from 539 MMT during FY 2019-
operators, including COSCO, good potential to bolster cargo
20 to 524 MMT in FY 2020-21.
PSA, APMT, HPH and DP World, volumes, Indian ports have not
Coastal cargo handled at the
now have a global presence, seen remarkable growth in recent
major ports decreased by 11.4%
operating in different continents years.
from 167 MMT during FY 2019-20
and handling gateway and trans-
In FY 2020-21, the total to 148 MMT in FY 2020-21.
shipment volumes. Overall, 2020
consolidated ports volume
was not encouraging for global Of the -4.6% growth in major ports
handled by Pan-Indian ports was
container terminals volumes with performance over FY 2020-21,
around 1247 MMT, thus revealing
an estimated loss of 25 MTEUs approximately -2.0% came from
a contraction of -5.4% from FY
in global ports container volume overseas cargo while -2.7% came
2019-20 volumes. According to
(global container throughput in from coastal cargo (See below).
Indian Ports Association (IPA)
2019 was 803 MTEUS compared
Growth buildup of major ports (2018-21)

4.0%
0.1% 2.9%
3.0%
2.0%
2.8% 1.8%
1.0% 0.8
0.0%
-1.1%
-1.0%
-2.7%
-2.0%
-3.0%
-2.0%
-4.0%
-5.0% 0.1%
-6.0% 2018-19 2019-20 2020-21
Source: IPA, APSEZ calculations Coastal Overseas Major ports

Out of 12 major ports, only two Tuticorin port (-11.9%). Decline (Paradeep, Kandla, JNPT, Vizag
ports witnessed growth in of cargo at other ports were the and Kolkata+Haldia) handled
FY 2020-21. Mormugao port following: Cochin port (-7.5%), around 64% of major ports cargo
and Paradeep port registered Chennai port (-6.9%), New volumes in FY 2020-21. Growth
cargo volume growth of 37% Mangalore port (-6.7%), JNPT port trends of major ports in cargo
and 2% respectively. Ennore Port (-5.3%), Vizag (- 4.0%), Kandla port for the past seven years is given
registered the highest decline (- 4.%) and Kolkata+Haldia port below.
in cargo traffic (-18%), followed (- 4.1%).
Exhibit: Major ports volume
by Mumbai port (-12.3%) and
Out of these 12 ports, five ports growth trends (volumes in MMT)
Major ports volumes in MMT
699 705
679 673
648
581 606
FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Source: Indian Ports Association 2020
Key growth commodities in other commodities witnessed (-3.8%) and liquid cargo (-4.5%).
FY 2020-21 at major ports were de-growth: coking coal (-5%), The cargo basket of major ports
iron ore/ pallet (+ 29%), FRM (15%) thermal coal (-15.4%), POL + crude spread over key commodities
and finished fertilisers (11%). All + LPG/LNG (-12.8%) and container during FY 2018-21 was as below:
Cargo mix of major ports (2018-21)
2020-21
2019-20
2018-19
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%
Crude, POL and gas Fertilisers (incl. FRM) Iron ore

Coal Foodgrains Iron and steel
Containers (Tonnes) Others
Source: Port Data Management Portal, Ministry of Ports, Shipping & Waterways, APSEZ Calculations

A look into the market share Non-major ports (minor during FY 2019-20. The coastal
analysis of key major ports over ports) cargo traffic handled at non-
FY 2015-21 reveals that Paradeep major ports during FY 2020-21
Cargo traffic handled at Non-
port gained market share by decreased by 17.3% to 75 MMT
Major Ports during FY 2020-21
almost +2.5%, followed by Kandla from 91 MMT during FY 2019-20.
decreased by 6.2% to 575 MMT
(0.7%) and Kolkata/Haldia by 0.5%.
from 614 MMT handled during Of the -6.2% growth in non-major
Mumbai and Chennai ports have
FY 2020-21. The overseas cargo ports performance over FY 2020-
lost their market share by almost
traffic handled at Non-Major Ports 21, approximately -3.7% came from
1.6% in this period.
during FY 2020-21 decreased by overseas cargo while -2.6% came
4.3% to 500 MMT from 523 MMT from coastal cargo (see below).
Growth buildup of non-major ports (2018-21)

12.0% 10.2%
10.0%
8.0% 7.2% 5.2%

6.0%
4.0% 5.9%
3.0%
2.0%
0.0% -7.0% -2.6%

-2.0%
-3.7%
-4.0%
-6.0% -6.2%
-8.0% FY 2018-19 FY 2019-20 FY 2020-21
Coastal Overseas Major Ports
Source: Port Data Management Portal, Ministry of Ports, Shipping & Waterways, APSEZ calculations
Among the Non-Major Ports, GMB (24.0%), Andhra Pradesh Maritime Kerala Maritime Board (0.1%)
handled the maximum coastal Board (15.9%), Directorate of during FY 2020-21
cargo of 39.60 million Tonnes Ports, Odisha (4.8%), A&N Islands
Exhibit: Non-Major ports volume
with a share of 52.9% followed (1.7%), TNMB (0.4%), Directorate
growth trends (volumes in MMT)
by Maharashtra Maritime Board of Ports, Karnataka (0.2%), and
Non-major volumes in MMT

700
600
500
400
300
200
100
0
FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Source: Ministry of Shipping

Amongst the State Maritime/ coal (20.2%), POL crude (13.5%),

State Directorate, Gujarat cement (12.5%), iron and steel
During FY 2020-21, Maritime Board handled the (11.4%), FRM liquid (7.3%), other
foodgrains excluding maximum cargo of 387.16 commodities (4.1%), POL products
million Tonnes with a share (3.8%) and LPG or LNG (1.3%) over
pulses recorded the of 67.3% followed by Andhra FY 2019-20.
highest growth of Pradesh Maritime Board (15.6%),
Amongst all commodities,
144.0% followed by Directorate of Ports, Odisha (7.5%),
Container was the highest
FRM dry (80.4%), Maharashtra Maritime Board
commodity handled at ports
(6.4%), Tamil Nadu Maritime
sugar (49.0%), other Board (1.6%), Directorate of Ports,
with 105.00 million Tonnes
ores (12.8%), fertiliser corresponding to a share of 18.3%
Puducherry (1.3%), A&N Islands
followed by POL crude (14.7%),
(11.1%), iron ore (6.7%), (0.2%) and Directorate of Ports
other coal (12.2%), POL products
containers (5.3%), Karnataka (0.1%) during FY 2020-
(11.7%), other commodities
21.
coking coal (2.5%) and (10.8%), iron ore/ pellets (7.2%),
During FY 2020-21, foodgrains, thermal coal (7.1%), coking coal
edible oil (1.3%).
excluding pulses, recorded (5.9%), LPG & LNG (4.4%), fertiliser
the highest growth of 144.0% (2.4%), cement (1.8%), iron & steel
followed by FRM dry (80.4%), (1.2%), edible oil (0.6%), foodgrains
sugar (49.0%), other ores (12.8%), excluding pulses (0.5%), other
fertiliser (11.1%), iron ore (6.7%), ores and sugar (0.4%) each, FRM
containers (5.3%), coking coal liquid (0.3%) and building material
(2.5%) and edible oil (1.3%). Pulses (0.2%) during April-March, 2020-
recorded highest negative growth 21.
48.4% in traffic during FY 2020-
Cargo basket of minor ports
21 followed by building material
spread over major commodities
(42.3%), Project Cargo (34.0%),
during 2018-21 is as below:
other coal (20.9%), thermal
Cargo mix of Non-Major Ports (2018-21)
2020-21
2019-20
2018-19
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%
Crude, POL and gas Fertilisers (incl FRM) Iron ore

Coal Foodgrains Iron and steel
Containers (Tonnes) Others
Source: Port Data Management Portal, Ministry of Ports, Shipping & Waterways, APSEZ calculations
Improvement and efficiency: As The Sagarmala program is a key at major ports has been trending
the sector prioritises efficiency initiative in this direction for major down. In FY 2019-20, capacity
and mechanisation, the ports ports. at major ports was around
industry is witnessing a shift. 1470 MMTPA. In the preceding
Major ports capacity utilisation:
Along with non-major ports, seven years, major port capacity
On ports capacity utilisation front,
major ports are also focusing utilisation trend is given below:
over a period, capacity utilisation
on efficiency improvements.

Major ports: Capacity utilisation in %
67
63
61
47
48
48
45
FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21E
Source: Ports in India 2021 by India infrastructure and Ministry of Shipping FY 2019-20 annual report.
Average output per ship berthday (project UNNATI), helped major from 12,458 Tonnes in FY 2014-15
in Tonnes at major ports: ports enhance efficiency in berth to 16,500 Tonnes in FY 2019-20.
Modernisation and efficiency productivity. The last six-year trend is given
improvements at major ports below.
On an average, output per ship
under the Sagarmala initiative
berthday improved significantly
Major ports: Average output per ship berth day (in MT)
16541 16419
15333
14576
12458 13156
FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Source: Ports in India 2021 by India infrastructure
Government Initiatives view to promote the expansion of decision making, benefiting

To meet the ever-increasing trade port infrastructure and facilitate stakeholders and better project
requirements of the country, trade and commerce, the Major execution capability. The Act
the Indian Government took Port Bill 2020 was passed by both is aimed at reorienting the
multiple initiatives to improve houses of Parliament into an act governance model in central ports
infrastructure development linked to decentralise decision-making to the landlord port model in line
to ports. and infuse professionalism in with successful global practice.
the governance of major ports. This will bring transparency in the
Major Ports Act 2020: With a It imparts faster and transparent operations of major ports. This

Act will empower major ports to been given the right to fix Union Budget 2021, the Union
operate with greater efficiency their tariffs, which will act as a Finance Minister announced
on account of full autonomy in reference tariff for the purposes seven port projects worth
decision-making and modernising of bidding for public-private more than H2,000 crore to be
the institutional framework of partnership (PPP) projects. awarded through the PPP mode.
major ports. § The PPP operators will be free Directionally, the government is
to fix tariffs based on market targeting to move away from the
The salient features of the Major
conditions. existing service port operating
Port Authorities Bill 2020 are as
model to the PPP model for
under: § Liberty in the development of a
existing operating terminal at the
§ Decentralise the decision- port masterplan (independent
major ports. The seven identified
making process. from ULB).
projects and details are given
§ The port authorities have now PPP projects at major ports: In below.
PPP projects pipeline at major ports

Name of port Name of project Project cost (In Capacity Tentative
H crore) (MTEU/ timeline to
MMTPA) award
JNPT Container Terminal 863 1.8 MTEUS September ‘21
DPT Berth no. 14, 300 5.3 MMTPA July ‘21
Kandla Mechanised Fertilisers
handling facility
VoCPT Berth No. 9 435 1.2 MMTPA July ‘21
Tuticorin
VoCPT NCB-III Berth 420 8.9 MMTPA October ‘21
Tuticorin
JNPT Operationalisation of 170 2.5 October ‘21
coastal Berth
PPT Mechanisation of SQB 75 1.5 MTPA March ‘22
Paradeep Berth
VPT WQ-7 and 8 288 5.8 MMTPA January ‘22
Vizag
Source: Ministry of Shipping
Sagarmala Pariyojana: Sagarmala reduce logistics cost for EXIM and Model concession agreement for
Pariyojana, launched in 2015, domestic trade. PPP projects: According to the
focuses on enhancing the Ministry of Shipping of the GOI,
Port capacity target: The Ministry
performance of the logistics a Model Concession Agreement
of Shipping, along with the
sector in India by setting up new (MCA) was finalised to bring
State Governments, is striving to
mega ports, modernising existing transparency and uniformity to
increase the overall port capacity
ports and developing 14 Coastal contractual agreements that
to 3,500+ million Metric Tonnes
Employment Zones (CEZs) and major ports would enter with
Per Annum (MMTPA) to cater
Coastal Employment Units. More selected bidders for projects
to the projected traffic of 2,500
than 605 projects with a total under the Build, Operate and
MMTPA by 2025. Towards this
cost of H8.80 lakh crore were Transfer (BOT) model. In January
end, 249 port modernisation
identified under Sagarmala. Of 2018, a revised MCA was approved
projects have been identified.
these, 89 projects worth H0.14 by GOI to make major ports in
Out of these, 107 port capacity
lakh crore were completed and India more investor-friendly and
expansion projects (costing
443 projects worth H4.32 lakh make the investment climate in
H67,962 crore) were identified
crore are under implementation the port sector more attractive.
from the port master plans of 12
and development. The project Some salient features of the
major ports and are expected to
aims to promote port-led revised MCA provide for relaxed
add 794 MMTPA to the major port
development with a view to exits, expansion, lower charges for
capacity over the next 20 years.

land use based on each container, Introduction of RFID, Installation guidelines for the establishment
cheaper dispute resolution of scanners/container scanners, of a floating storage regasification
mechanism and online complaints Simplification of procedures etc., unit for handling liquefied natural
portal for users. taken by the major ports. gas at major ports on March 07,
2019.
Coastal shipping – Relaxation in Dedicated freight corridor:
Cabotage Law: In May 2018, MoS The Ministry of Railways is Ship Recycling Bill: In December
allowed under Section 407 of implementing the Dedicated 2019, the Recycling of Ships
the Merchant Shipping Act 1958 Freight Corridor (DFC) project Bill, 2019, became an act after
coastal movement of EXIM trans- under which it proposes receiving the consent of the
shipment containers and empty to undertake planning and President of India. This outlays
containers. It allowed foreign- development, mobilisation huge business opportunities to
flagged container ships to carry of financial resources and Indian ship recyclers (green ship
EXIM-laden containers for trans- construction, maintenance recycling yards) as per the Hong
shipment and empty containers and operation of the rail Kong ship recycling convention.
for repositioning on local routes corridors dedicated for freight
Gujarat Revised Port Policy: The
without a license or condition. transportation across the country.
Gujarat Government announced
The law also allowed foreign The key mission of the Dedicated
a new ports policy to provide
flagged vessels to carry fertilisers Freight Corridor Corporation of
benefits to the existing and
and agro commodities along the India Ltd (DFCCIL) includes:
future captive jetties players
Indian coast.
§ Building a corridor with and other players. According to
There was a significant increase appropriate technology that the new policy, 32 operational
in container trans-shipment enables Indian railways to regain captive jetties are now permitted
volumes in India by shipping lines their market share of freight to handle third-party cargo. They
with foreign flags. Between May transport by creating additional can increase the number of cargo
2018 and May 2019, 8,07,932 capacity and guaranteeing handling facilities and expand
TEUs trans-shipped through efficient, reliable, safe and and modernise their jetties as
Indian ports. This helped many cheaper options for mobility to well. Captive jetty holders will be
Indian ports capture value their customers. able to handle the cargo of other
from it. Example: Mundra port companies by paying double
§ Setting up multimodal logistic
outperformed all ports on the wharfage charges.
parks along the DFC to provide
West coast in terms of trans-
complete transport solution to Jal Marg Vikas Project (JMVP)
shipment volumes. The port
customers; and on NW-1: The Government is
handled 40,000 TEUs of trans-
implementing the Jal Marg Vikas
shipment traffic during May § Supporting the Government’s
Project at an estimated cost
2019, of which 32,500 TEUs initiatives toward ecological
of H5369.18 crore for capacity
were laden and the remaining sustainability by encouraging
augmentation of navigation on
7,500 TEUs were empties. users to adopt railways as the
the National Waterway -1 (NW-1)
Similarly, Krishnapatnam Port most environmentally friendly
on the Haldia–Varanasi stretch of
also registered significant trans- mode for their transport
Ganga-Bhagirathi-Hooghly River
shipment (26,000 TEUs during requirements.
System with the technical and
May 2019).
The project consists of two financial assistance of the World
Ease of doing business: Direct corridors, the Eastern Corridor and Bank. The project is scheduled to
Port Delivery (DPD) and Direct Western Corridor. The two routes be completed in 2022-23. Projects
Port Entry (DPE) were introduced cover 3,360 kilometers with the worth around H1800 crore have
to make import and export more Eastern DFC stretching from commenced on ground in three
efficient and cost-effective. Ludhiana in Punjab to Dankuni in years.
Along with this, some changes West Bengal and the Western DFC
Free Trade Warehousing Zones
were made in customs law to from Jawaharlal Nehru Port in
(FTWZs): The Government
facilitate trade in a more efficient Mumbai to Dadri in Uttar Pradesh.
permitted up to 100% FDI in the
way. India improved its ranking
Tariff Authority for major ports: development and establishment
under the Trading Across Border
The Tariff Authority for major of free trade warehousing zones
(TAB) parameter of Ease of Doing
ports issued fresh guidelines in their infrastructure facilities.
business (EoDB) from 80 to
for the implementation of Tariff
68. This impressive record has
Policy, 2019, on July 11, 2019. Outlook
been facilitated through various
measures like Direct Port Delivery LNG facility at major ports: The ports are drivers of socio-
(DPD), Direct Port Entry (DPE), Ministry of Shipping (MoS) issued economic change and facilitate

the long-term growth trajectory This offers excellent business consist of 64 berths spanning
of the economy. The government opportunities as private players across 18,900+ meters of quay
is striving to develop ports into like CONCOR enjoy a lion’s share length and two single-point
manufacturing ecosystems in inland rail-based container moorings to facilitate the handling
that attract trade as well as transport in India. of Dry Bulk, Liquid Cargo, Crude
investments. The industry Oil, Containers, Ro-Ro and Project
Opportunities also exist in
has undergone significant Cargo. Our operational facilities
declared PPP projects at major
changes with the introduction are equipped with the latest
ports. From seven identified
of new policies, amendments cargo-handling facilities, which
projects by GoI, key focus and
to existing policies, increase in are not only best-in-class but
aligned with business synergy for
cargo traffic, spurt in private are also capable of handling the
APSEZ ports are JNPT container
participation and development largest vessels calling at Indian
terminal, the Kandla fertiliser
of new greenfield ports. Given ports.
berth and Tuticorin projects.
Sagarmala’s scope and the huge
APSEZ formed a strategic
investment requirement, the key
4. Performance overview collaboration with CMA Terminals
lies in effective and timely project
During the year under review, and with Mediterranean Shipping
execution.
the performance of the Company Company to jointly operate
3.1 Logistics Industry was encouraging. The Company two container terminals with a
The logistics industry is led across all fronts; Mundra combined capacity of 4.2 million
fragmented and dominated port continued to be the largest TEUs at Mundra port. Both these
by unorganised players. It commercial port in India, handling terminals put together handled
is estimated that organised 144.38 MMT of cargo in FY 2020- 3.70 million TEUs, a growth rate of
players account for around 10% 21. The total cargo handled across 36% over the last year.
of the total logistics market all Adani ports is 247.28 MMT. Dry ALL currently operates five
share. With the customer base, volume crossed 109.72 MMT and logistics parks, 60 rakes (42
including a range of industries increased 9% on YOY basis and Container, 9 GPWIS, 2 AFTO and
such as retail, automobile, container volume crossed 7.22 7 Agri Rakes), 400,000 sq. ft
telecom, pharmaceuticals and million TEUs, increase of 16% on a of warehousing space, 5,000+
heavy industries, the logistics YOY basis. containers, 0.9 million metric
industry requires significant
The Company maintained a tons of grain silos and 9 inland
investments. There is a need
growth record better than the rest waterways vessels. ALL set itself
for a comprehensive logistics
of the industry and registered a a target of 15+ logistics parks,
policy that eases requirement
11% growth in cargo volumes in 200+ rakes, 30 million sq. ft
of approvals, coordination with
FY 2020-21. It will continue to of warehouse space, 15,000+
multiple agencies, ensures
lead innovative practices, adopt containers, 2.2 million metric
effective monitoring and promotes
technology and set examples of Tonnes of grain silos and 25 inland
a tech-driven approach. This, in
efficient port operations. waterways vessels by 2025.
turn, will help India’s logistics
sector leap into becoming one of The performance of other ports Shanti Sagar International
the most promising sectors of the was as under: Dredging Pvt. Ltd. (SSIDPL)
Indian economy. - Dhamra Port handled cargo of has a total fleet of 19 dredgers,
32.38 MMT, a growth of 9% YOY the largest in India. Our port
Opportunities: Strategic
basis services include marine, intra-
disinvestment by Government of
port transport, storage and other
India. - Ennore Port handled cargo of
value-added and evacuation
2.93 MMT, a growth of 53% YOY
CCEA granted in-principle services for a diverse range of
basis
approval for the strategic customers, primarily terminal
disinvestment of the Government - Tuna Port handled cargo of 7.18 operators, shipping lines and
of India (GoI) share in Container MMT, a growth of 11% YOY basis agents, exporters, importers
Corporation of India (CONCOR). - Hazira Port handled cargo of and other port users. This helps
The GoI decided to sell 30.8% 21.95 MMT, a growth of 1% YOY us diversify income sources,
in CONCOR, along with transfer basis eliminate revenue leakage, reduce
of management control. In - From this year Krishnapatnam financial risks and compete
December 2019, the Department and Dighi ports were added to our more effectively. Consequently,
of Investment and Public portfolio. our cargo and service mix has a
Asset Management appointed significant effect on the results of
three advisors for strategic Performance highlights operations.
disinvestment in CONCOR. The eleven ports and terminals

Special Economic Zone and stakeholder experiences with the government setting
The multi-product SEZ at Mundra through a mix of visibility, an objective to reduce the
is the largest notified SEZ in analytics and automation. logistics cost to less than 10%
India, with notified area of 8,481 of GDP from the current level
§ Commit to conserve and
hectares. Exports from Mundra of 14%. APSEZ made significant
improve our environment and
SEZ up to March 2021 was about progress in offering a range of
take steps towards building a
H25,683 crores (cumulative). logistics products and solutions
vibrant, secure and resilient
With its multi-modal connectivity, required to augment the growth
society, through focus on
including road, rail, seaport and strategy. We are developing a
Environment, Social and
airport, Mundra SEZ is expected to pan-India network of logistics
Governance (ESG) and Safety.
attract increasing investments in parks, warehouse, cold storages,
grain silos and air freight stations
the coming years. Outlook
as distribution centres. We are
In addition to the 16 co- APSEZ is India’s largest substantially increasing assets
developers approved by the commercial port operator and in different modes of rail such
Government of India for providing integrated logistic player in the as container rail, GPW (Bulk),
various infrastructure facilities country with sustained high and grain rail and auto rail for
as of March 31, 2021, 55 entities diversified growth with low-risk transportation. We offer river
obtained approval for setting up and unique operating model. transportation through barges and
units in the SEZ. Some started Delivering superior performance Inland Waterway terminals. Focus
operations and export activities, in today’s volatile and uncertain on next-generation technology
some are under construction business environment requires adoption and innovation culture
and these units invested about sound strategy and disciplined development will cement APSEZ’s
H14,293 crores. execution. We could deliver a position as a market leader. New
robust performance in spite of a avenues for the international
As a part of the growth strategy volatile operating environment, expansion of ports at selective
that relies on cluster-based primarily due to our high share locations are in an exploratory
development, a chemical of sticky cargo and our ability stage to create value for the
cluster, including propane to handle all types of cargo, organisation and stakeholders.
dehydrogenation and its including LNG and LPG across our
downstream ancillary units, 12 ports. Towards, strategic capacity
is being developed within the addition, we will continue with the
industrial estate at Mundra. The Indian ports industry is faced development work at Vizhinjam
by global supply chain disruptions (Kerala) for International
Strategy along with vessel upsizing and Transhipment Container Terminal
§ Sustained shareholder returns, draft constraints, operational and LNG terminal at Dhamra.
market leadership and growth, efficiency and efficient hinterland Development work for an
through optimised capital connectivity. However, APSEZ international Container Terminal
allocation, cargo diversification, differentiated from state-run and in Myanmar commenced.
long-term contracts, private Indian ports by factors like
efficiency improvement, deep draught berths, minimum 5. Risks, opportunities and
pre-berthing delays and fast
enhanced capacity utilisation, threats
development of new capacities vessels turnaround. Additional
features like state-of-the-art port The global health and economic
and ports network across the crisis triggered by the pandemic
coastline. infrastructure facilities, domain
expertise in the port services has upended the landscape for
§ Become one-point customer- industry, specialised infrastructure maritime transport and trade; it
centric transport utility across constructed to handle specific significantly affected prospects
port and hinterland with commodities, established over the world. India is not an
pan-India integrated logistics customer relationships, ability to exception to this shock. In
presence by expanding logistics facilitate port-based development, FY 2020-21, Indian ports
portfolio into rail, logistics consistent high-quality service volumes witnessed more than 5%
parks, warehouse, cold-storage, and the ability to flexibly meet degrowth. As businesses were
air freight stations, grain silos, our customers’ requirements normalising with the launch of
inland waterways and trucking. (including in tariffs) empower the national vaccination program,
APSEZ to be a market leader in the second wave of the pandemic
§ Leveraging best-in-class hit India with a massive surge in
the Indian ports industry.
facilities, talent, technology and infections on account of speedily
digitising the logistics value We expect the next wave of communicable virus mutations.
chain to deliver better customer growth to come from logistics

While the situation is still and Krishnapatnam) could result government policies and high
unfolding, the likelihood of the in stiff competition for common concentration of business with
recurrence of a severe economic hinterland container cargo. few shipping lines / customers,
impact is low for the following geographical expansion.
Apart from port infrastructure,
four counts: Operational Risk: Demurrage,
there are challenges on the
a) The vaccination program is commodity front. With the theft of shipment, change in
ongoing and the government has government’s focus on domestic dimension of cargo, damage to
now opened it to everyone over 18 thermal coal production and assets etc.
years of age, giving more emphasise on climate Growth Risk: Intense global /
b) Policymakers are better change (through promotion of domestic competition rendering
prepared this time, learning from renewable energy), thermal coal pricing & commercial terms to
experiences of last year and the imports into India could face a be unsustainable, incompatible
making the right policy choices on downside. Similarly, government allied infrastructure, execution of
containment measures, has given more focus on domestic projects, M&A and integration.
c) Global economy is on a spiral fertilisers production especially
urea fertilisers, which used to Reputational Risk: Negative
with key trading partners of India perception of stakeholders due to
already past second/third wave be major import commodity in
the fertiliser’s basket in the past. any untoward incident, accident /
of the pandemic and ongoing mishap.
vaccination programs, and Revival of domestic urea fertiliser
manufacturing plants will reduce Profitability & Liquidity Risk:
d) Firms are better prepared this
the imported urea demand in the Risk of adverse movement in
time to shift critical business
coming years. Similar risks also forex, interest rate, failure to
swiftly in a virtual framework,
arise in agro commodities imports. obtain funds at right cost, capital
having developed business
intensive & high gestation period
continuity programs last year. With improvements in physical
projects etc.
port performance with respect
All these factors suggest that ESG risk: Risk due to rising sea
to connectivity and operational
overall economic impact of this levels, natural calamities, risk
efficiency at major ports,
wave may not be big and that due to fatalities, risk due to
challenges could emerge for
overall growth projections by non-adherence to international
APSEZ ports. These shifts in
various agencies in the range of standards of governance.
efficiency and competition offer
11.0-12.5% has limited downside.
wider choice to customers to Technology risk: Data recovery,
The ports sector should witness a
shift their volumes from one port disruption in the operation of the
corresponding growth buoyancy
to another to reduce their cost. system, cyber security breach,
of 9.0-10.5%.
Inter-port competition with similar adoption of artificial intelligence
Through Sagarmala initiatives physical performance parameters and robotic-led process
and investment by private players could mean more bargaining automation.
in private ports, the country powers to customers.
has already built ports cargo People Risk: Attracting / retaining
Looking beyond the pandemic requisite talent, labour strikes and
handling capacity in Indian ports
impact on cargo throughput, huge dependence on contractual
sectors. In the recent past, the
localised impact on ongoing workforce.
growth in Indian ports volumes
infrastructure developments and
has remained subdued, where Projects completion related risks:
expansions projects could pose
cargo volumes have not matched Local crisis, pandemic, material
project completion challenges
capacity addition. Major ports availability issue, manpower
within a stipulated time frame.
reported less than 50% of capacity availability.
APSEZ developed a ERM
utilisation in FY 2020-21. The APSEZ Audit Committee
framework for risk identification,
This oversupply of capacity has assessment, evaluation and reviews the report on risk
translated into a substantial management, which periodically management on a quarterly basis
regional over-capacity, one of the identifies such risks, evaluates and recommends corrective
key concerns of the port industry. consequences, initiates risk actions for implementation.
Resulting inter-port competitions mitigation strategies and The risk assessment developed
have become challenging, leading implements corrective actions at APSEZ as per OHSAS 18001
port operators to rethink business wherever required. The scope of standards are reviewed regularly
strategies. For example, over ERM framework at APSEZ is as or as and when any change in
capacities in container terminals follows: system/ process takes place
at the Chennai port cluster (ports or any incident takes place.
Strategic and Economic Risk:
of Chennai, Kattupalli, Ennore APSEZ has been making steady
Economic uncertainty, slowdown,

progress in addressing specific opportunity for the development standing relationships with
risks and threats through of transhipment ports on the customers and strong business
cargo diversification, strategic Indian coast. Hence, we believe partnerships. Our assets are
capacities at ports, long-term that our strategic investment strategic in locations and having
customer contracts, enhancement in an ultra-modern deep draft excellent natural characteristics
in operational efficiencies, cost Vizhinjam container terminal to offer world-class services to
optimisation and provision of at Kerala indicates an excellent our esteemed customers in the
integrated logistics services. business opportunity. most competitive way. Most of
our infrastructure assets comprise
In recent times, various new Recent trends in upsizing
next generation dedicated assets
policy initiatives have generated cargo vessels to achieve
capable of handling latest and
new business opportunities in economies of scale require next-
different cargo vessels in the most
the ports and logistic sector in generation infrastructure at
productive manner.
India. The government’s thrust on ports. Infrastructure and super-
the gas-based economy with the infrastructure available at APSEZ
6. Human Resource
adoption of cleaner and greener ports, such as deep draft, longer
energy has meant new business quay lengths, high mechanisation Development
opportunities in the LPG and LNG and evacuation facilities, has People and culture represent a
business. made the Company a preferred competitive advantage for APSEZ.
choice for customers. Superior Our human assets provide a
Downstream industries of LPG and valuable proposition for customers
reliable services as well as long-
LNG products also offer a great and surpass their erstwhile
term relationships with customers
potential to APSEZ to develop achievements. Growth mind-set
provide an edge to APSEZ. New
port-based industrial clusters and agility are important aspects
opportunities in coastal shipping,
for such business opportunities. of our workplace culture. The
inland waterways and dredging
We foresee business potential in expansion of existing businesses
are in the works.
the development of port-based and addition of new areas
industrial ecosystems across our ASPEZ commenced IWT together have created a wide
pan-India ports network for scale operations in Indian national range of career opportunities
development. Readily available waterways to facilitate trade for employees. Providing
land banks around our ports in the eastern region. APSEZ is meaningful work to employees
with best suited basic and yet keenly following these markets and opportunity to grow are
modern infrastructure provides to leverage and aid future growth important building blocks of talent
an excellent opportunity to any with key infrastructure projects management.
industry to invest in our ports and in the pipeline to capture value
SEZ. at the opportune time. Efficient APSEZ provides an inclusive and
and reliable multi-modal port dynamic work environment where
Opportunities also exist for Ship- the organisation believes in its
connectivity is a decisive factor
to-Ship (STS) cargo-handling people and recognises that its
in the successful journey of ports.
operations at certain ports. success and growth are driven
APSEZ is hence making serious
APSEZ started STS at Dhamra by them. The competence and
efforts to increase multi-modal
to service regional ports. In capability of our people provide
connectivity (new connectivity
May 2018, Ministry of Shipping a competitive edge to build an
+ capacity augmentation). For
allowed (under Section 407 of aspirational workplace and future-
an integrated logistics business
the Merchant Shipping Act 1958) ready organisation.
like APSEZ, there is ample
the foreign-flagged container
opportunity to grow organically The organisation is committed
ships to carry export-import laden
and inorganically. Opportunities to build capabilities ahead of
container for transhipment and
are being evaluated across requirement at three levels viz.
empty containers for repositioning
various segments of the supply organisation, team and individual.
on local routes without a license
chain like warehousing, cold Related systems, processes and
or condition. However, India-
storage, integrated logistic parks, people management practices
bound containers are still being
investment in wagons and other are designed and deployed to
handled at other regional ports
similar assets. keep these contemporary and
like Colombo and Singapore. It is
estimated that annually around A pan-India footprint of APSEZ aspirational. Cutting-edge and
3 MTEUs India-bound cargo ports and logistics infrastructure relevant practices were created,
transhipped at neighbouring provides value-added services, experimented, modified and used
country ports especially Colombo, which increases mutual with the objective to continuously
Singapore and other regional competitiveness. In the last two enhance capabilities and
ports. This offers a substantial decades, we developed long- employee experience.

The Company’s average employee and tested career model and The Company generated Earnings
age is 37 years, indicating proposition to high-end talent, before Interest,Depreciation
youth, energy and vibrancy. A leading to more than 95% and Tax (EBIDTA) (excluding
culture of learning and growth retention. Empowerment in all foreign exchange gain/loss)
are embedded, matching the aspects and decision-making from operational income of
demographic profile. A rewards helps individuals grow quickly and H8,063 crore during FY 2020-21
system helps meet and re-define take total ownership of results, compared to H7,565 crore in the
organisational commitments keeping the business agile. previous year.
by keeping the customer at
Organisational success is Profit before Tax (PBT) for
the centre of all thinking.
attributed to celebrating talent FY 2020-21 stood at H6,292 crore
Continuously re-defining and
and success by way of career compared to H4,244 crore in the
enhancing performance is
and recognition, driving a culture previous year.
encouraged and rewarded at all
of meritocracy and remaining
levels. Net profit for FY 2020-21 is
contemporary and agile.
H5,049 crore compared to H3,785
Attracting best-in-class talent,
crore in the previous financial
enhancing net worth through 7. Financial review
year.
targeted investments and Consolidated financial per
learning and growing them to formance Total comprehensive income
higher responsibilities have been The Company recorded a total attributable to equity holders
the organisation’s core people income to the tune of H14,520 of the parent for FY 2020-21 is
management belief. This has led crore during FY 2020-21 H4,979 crore compared to H3,800
to an extraordinary performance compared to H13,734 crore in the crore in previous financial year.
assurance for customers and corresponding previous financial Earnings per Share (EPS) stood at
partners. It provides a stable year. H24.58 on a face value of H2 each.
Key financial ratios and Return on Net Worth

The key financial ratios compared to the last financial year are as under:
Particulars Current FY ended Previous FY ended Changes between

March 31, 2021 March 31, 2020 current FY and previous
FY
Debtors’ Turnover 72 77 (6%)
Inventory Turnover 19 17 11%
Interest Coverage Ratio 4.41 5.20 (15%)
Current Ratio 2.07 2.49 (17%)
Debt Equity Ratio 1.06 1.08 (2)
Operating Profit Margin (%) 64% 64% -
Net Profit Margin (%) or Sector-specific 35% 28% 7%
equivalent ratios, as applicable
Return on Net Worth (%) 17% 15% 2%
Notes Total EBIDTA by finance cost for revenue for the year.
a. Above ratios are based on the year. 7. Net Profit Margin: Profit for the
consolidated financial statements 4. Current Ratio: Current assets year by total income for the year.
of the Company. by current liabilities (excluding 8. Return on Average Net Worth:
b. Definitions of Ratios current maturity of long-term Profit for the year by average net
1. Debtors Turnover: Average borrowings). worth for the year.
trade receivable by revenue from 5. Debt Equity Ratio: Total debt Operating EBIDTA means
operations for the year. (excluding working capital operating income less operating
2. Inventory Turnover: Average borrowings) by total equity at the expenses, employee costs and
inventory by revenue from end of the year. other/administrative expenses,
operations for the year. 6. Operating Profit Margin: excluding foreign exchange gain/
3. Interest Coverage Ratio: Operating EBIDTA by operating loss.

8. Internal control systems revenue & capex expenditure objectives, projections, estimates,
and their adequacy which is reviewed and suitably expectations and others may
amended on an annual basis constitute ‘forward-looking
The Company has put in place
statements’ within the meaning
strong internal control systems § The Company uses Enterprise
of applicable securities, laws and
and best in class processes Resource Planning (ERP)
regulations.
commensurate with its size and System (SAP) to record data
scale of operations. for accounting, consolidation Actual results may differ from
and management information those expressed or implied.
There is a well-established
purposes and connects to Several factors that could
multidisciplinary Management
different locations for efficient significantly impact the
Audit & Assurance Services
exchange of information. Company’s operations include
(MA&AS) that consists of
economic conditions affecting
professionally qualified § Apart from having all policies,
demand, supply and price
accountants, engineers and procedures and internal
conditions in the domestic and
SAP experienced executives audit mechanism in place,
overseas markets, changes in
who carry out extensive audit Company periodically engages
the government regulations, tax
throughout the year, across all outside experts to carry out
laws and other statutes, climatic
functional areas and submit an independent review of
conditions and such incidental
reports to Management and the effectiveness of various
factors over which the Company
Audit Committee about the business processes and invite
does not have any control.
compliance with internal controls suggestions for process
and efficiency and effectiveness improvements. The Company undertakes no
of operations and key processes obligation to publicly update
§ Internal Audit is carried out
risks. or revise any forward-looking
in accordance with auditing
statements, whether because of
Some key features of the standards to review design
new information, future events or
Company’s internal controls effectiveness of internal control
otherwise.
system are: system & procedures to manage
risks, operation of monitoring
§ Adequate documentation of
control, compliance with
Policies & Guidelines.
relevant policies & procedure
§ Preparation & monitoring and recommend improvement in
of Annual Budgets through processes and procedure.
monthly review for all operating
The Audit Committee of the
& service functions.
Board of Directors regularly
§ MA&AS department prepares reviews execution of Audit Plan,
Risk Based Internal Audit scope the adequacy & effectiveness
with the frequency of audit of internal audit systems, and
being decided by risk ratings of monitors implementation of
areas / functions. Risk-based internal audit recommendations
scope is discussed amongst including those relating to
MA&AS team, functional heads strengthening of Company’s risk
/ process owners / CEO & CFO. management policies & systems.
The audit plan is formally
reviewed and approved by Audit 9. Cautionary statement
Committee of the Board.
Net profit for
The discussion hereunder covers
the performance of APSEZ and
FY 2020-21 was
§ The entire internal audit
processes are web enabled
and managed on-line by Audit
Management System.
its business outlook for the
future. This outlook is based
on assessment of the current
H5,049
crore compared
business environment and to H3,785 crore
§ The Company has a strong government policies. The change
compliance management in future economic and other
in the previous
system which runs on an online developments is likely to cause a
financial year.
monitoring system. variation in this outlook.
§ The Company has a well-defined Statements in the Management
delegation of power with Discussion and Analysis
authority limits for approving describing the Company’s

APSEZ’s Joint Venture: Environmental performance

AICTPL (CT3) and ACMTPL (CT4) are two joint ventures at APSEZ, Mundra. The environmental performance of
our joint ventures is provided below. These joint ventures are not a part of the ESG performance provided in
this report, although Scope 1 & Scope 2 emissions of these entities are included in Scope 3 emissions of the
Company under the ‘investment’ category.
AICTPL (CT3)
Energy performance
3,303
0
3,060
0 2,994
0 0 98,795
2,929
67,634 78,215
72,278 2,771
0
85,916 76,075 1,02,701
46,929 50,235 75,389
3,306 7,756 7,701 3,797 3,906

FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21

Grid energy (GJ) Renewable energy (GJ)
Energy intensity (GJ/MMT)
Emission performance
700
22,503
659
655
638
15,405 17,816
16,463
10,935 15,982 18,388 16,746 615 22797

10,689
246 577 572 282 294

FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21

Scope 2 emission (tCO2e) GHG intensity (tCO2e/ MMT)

Water performance
5.3
2.7
2.4
1.8 1.8
90.1 90.1 61.2 61.2 67.9 67.9
45.6 45.6 68.4 68.4
FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21
Water withdrawal (ML) Water intensity (ML/MMT)

Water consumed (ML)
ACMTPL (CT4)
Energy performance
5,528 0 37,117
4,874 0 35,594
28,910
0 3,476 3,233
23,224
3,877
0
14,865 37375 42567 47,443 47,877
22,491 14,151 13,656 11,850
7,627 10,760
FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21

Grid energy (GJ) Energy intensity (GJ/MMT)
Renewable energy (GJ)

Emission performance
972
827
8,107 8,454
692
659
626
5,290 6,585
6,342 7,600 8,988 9,264

3,386
3,953
567 1,052 1,015 881 810
FY 17 FY 18 FY 19 FY 20 FY 21

Scope 2 emission (tCO2e) GHG intensity (tCO2e/ MMT)
Water performance
1.3
0.9
0.8 0.6 0.8
10.15 10.15 9.67 9.67

8.70 8.70 8.64 8.64
3.20 3.20
FY 17 FY 18 FY 19 FY 20 FY 21
Water withdrawal (ML) Water intensity (ML/MMT)

Water consumed (ML)

Conversion factors
Grid power Emission factor (tCO2/MWh) 0.82 1
Conversion factor (kWh to GJ) 0.0036 2
Diesel Net calorific value (TJ/Gg) 43 3
Density (Kg/L) 0.8325 4
Conversion factor (L to GJ) 0.03579 6
CO2 emission factor (Kg CO2e/TJ) 74100 3
CH4 emission factor (Kg CO2e/TJ) 3.9 7
N2O emission factor (Kg CO2e/TJ) 3.9 7
Petrol Net calorific value (TJ/Gg) 44.3 3
CH4 emission factor (Kg CO2e/TJ) 33 7
Furnace oil Net calorific value (TJ/Gg) 40.4 3
N2O emission factor (Kg CO2e/TJ) 2 7
Heavy fuel oil Net calorific value (TJ/Gg) 40.4 3
Jet kerosene Net calorific value (TJ/Gg) 44.1 3
CH4 emission factor (Kg CO2e/TJ) 0.5 7
Acetylene Conversion factor (m3 to Kg) 1.1 10
Net calorific value (GJ/Kg) 0.0499 10
Emission factor (Kg CO2e/Kg) 3.39 10
PNG Emission factor (Kg CO2e/MMBTU) 53.06 11
LPG Net calorific value (TJ/Gg) 47.3 3
R22 Global warming potential 1810 12
R134a Global warming potential 1430 12
R407c Global warming potential 1774 11
R410 Global warming potential 2088 11
Air travel tCO2e./Pax-km 0.000121 13
Rail travel tCO2e./Pax-km 0.00000795 14
Rail transport tCO2e./Ton-km 0.000009504 14
T & D losses T & D Losses percentage 20.66% 15
Methane Global warming potential 28 12
N2O Global warming potential 265 12

Reference
1 http://www.cea.nic.in/reports/others/thermal/tpece/cdm_co2/user_guide_ver13.pdf
2 https://www.aqua-calc.com/convert/power/kilowatt-to-gigajoule-per-hour
3 https://www.ipcc-nggip.iges.or.jp/public/2006gl/pdf/2_Volume2/V2_1_Ch1_Introduction.pdf
4 https://bharatpetroleum.com/Our-Businesses/I&C/Industrial-Fuel-Products/Fuels.aspx
5 https://www.bharatpetroleum.com/our-businesses/industrial-&-commercial/conversion-table.aspx
6 Calculated - (NCV*Density/1000)
7 https://www.ipcc-nggip.iges.or.jp/public/2006gl/
8 https://beeindia.gov.in/sites/default/files/2Ch1.pdf
9 Taken from Fuel Provider
10 https://b8f65cb373b1b7b15feb-c70d8ead6ced550b4d987d7c03fcdd1d.ssl.cf3.rackcdn.com/
cms/guidance_docs/pdfs/000/000/469/original/CDP-Scope-3-Category11-Guidance-Oil-Gas.
pdf?1479754082
11 https://www.epa.gov/sites/production/files/2018-03/documents/emission-factors_mar_2018_0.pdf
12 https://www.ipcc.ch/site/assets/uploads/2018/02/SYR_AR5_FINAL_full.pdf
13 https://indiaghgp.org/sites/default/files/AIR%20Transport%20Emission.pdf
14 https://indiaghgp.org/sites/default/files/Rail%20Transport%20Emission.pdf
15 https://cea.nic.in/wp-content/uploads/pdm/2020/12/growth_2020.pdf

GRI content index
GENERAL DISCLOSURES:
Indicator Disclosure Chapter Name Page No.
Organisation Profile
102-1 Name of the organisation Our Business 6
102-2 Activities, brands, products, and services APSEZ’s integrated universe 6-15
The Adani Group 20-23
102-3 Location of headquarters Corporate information 260
102-4 Location of operations APSEZ’s integrated universe 9-14
102-5 Ownership and legal form Approach to Integrated Reporting 16-17
Notes on standalone financial 328
information
102-6 Markets served Corporate Snapshot 6-14
102-7 Scale of the organisation APSEZ’s value enhancing model, FY 62
2020-21
Financial Highlights 95
102-8 Information on employees and other Our Business Model 96
workers knowledge capital 180
Occupational health and safety 186
102-9 Supply chain How we developed the sustainable supply 170-174
chain
102-10 Significant changes to the organisation and Corporate Snapshot 5-6
its supply chain Our Performance 74-77
102-11 Precautionary Principle or approach Risk Management 112-122
102-12 External initiatives Our Guiding Focus 110
102-13 Membership of associations Advocacy and Leadership 103
Strategy
102-14 Statement from senior decision-maker Chairman’s Message 28-33
CEO’s Message 34-40
102-15 Key impacts, risks and opportunities Materiality: Issues that Impact Value 104-111
creation
Risk Management: Prominent Risks 114-117
Environment, Social and Governance 130-175
Ethics and Integrity
102-16 Values, principles, standards, and norms of Vision and Values 18-19
behavior
102-17 Mechanisms for advice and concerns about Knowledge Capital 179-181
ethics Grievance Redressal 102
Code of conducts and ethics framework 216
Governance
102-18 Governance structure Governance 214-221
102-19 Delegating authority Governance 214-221
102-20 Executive-level responsibility for Governance 216-217
economic, environmental and social
topics
102-21 Consulting stakeholders on economic, Governance 216-217
environmental, and social topics
102-22 Composition of the highest governance Governance 214-221
body and its committees
102-23 Chair of the highest governance body Governance 214-221
102-24 Nominating and selecting the highest Governance 214-221
governance body

Indicator Disclosure Chapter Name Page No.

102-25 Conflicts of interest Other Disclosures 298-299
102-26 Role of highest governance body in Governance 214-221
setting purpose, values and strategy
102-27 Collective knowledge of highest Governance 214-221
governance body
102-28 Evaluating the highest governance Governance 214-221
body’s performance
102-29 Identifying and managing economic, Governance 216-217
environmental, and social impacts
102-30 Effectiveness of risk management Risk Management 116-126
processes
102-31 Review of economic, environmental, and Governance 216-217
social topics
102-32 Highest governance body’s role in Governance 216-217
sustainability reporting
102-33 Communicating critical concerns Risk management 116-129
Governance 216-217
102-34 Nature and total number of critical Major Controversies 128-129
concerns
102-35 Remuneration policies Remuneration Policy 287-288
102-36 Process for determining remuneration Secretarial Audit Report 273
102-37 Stakeholders’ involvement in Sustainable Platform 179
remuneration
102-38 Annual total compensation ratio Secretarial Audit Report 273
102-39 Percentage increase in annual total Secretarial Audit Report 273
compensation ratio
Stakeholder Engagement
102-40 List of stakeholder groups Stakeholder Engagement 100-103
102-41 Collective bargaining agreement Sustainable Platform: Freedom of 181
Association
102-42 Identifying and selecting stakeholders Stakeholder Engagement 100-103
102-43 Approach to stakeholder engagement Stakeholder Engagement 100-103
102-44 Key topics and concerns raised Materiality 104-105
Reporting Practice
102-45 Entities included in the consolidated Form – AOC - 1 532-537
financial statements
102-46 Defining report content and topic Approach to Integrated Reporting 16-17
Boundaries
102-47 List of material topics Materiality 104-105
102-48 Restatements of information Climate change and energy 137-139
102-49 Changes in reporting Approach to Integrated Reporting 16-17
102-50 Reporting period Approach to Integrated Reporting 16-17
102-51 Date of most recent previous report Approach to Integrated Reporting 16-17
102-52 Reporting cycle Approach to Integrated Reporting 16-17
102-53 Contact point for questions regarding Address for Correspondence 295
the report
102-54 Claims of reporting in accordance with Approach to Integrated Reporting 16
the GRI Standards Independent Assurance Statement 239
102-55 GRI content index GRI Content Index 244-251
102-56 External assurance Independent Assurance Statement 257-259

SPECIFIC DISCLOSURES
Material Topic Disclosure Chapter Name Page No.
Economic
GRI 103: GRI 103-1: Explanation of the material Approach to Integrated 16-17
Management topic and its boundaries Reporting
Approach 2016 Materiality 104-105
GRI 103-2: The management approach Corporate Snapshot 6-7
and its components The APSEZ Business Model 96-98
GRI 103-3: Evaluation of the Performance Review 15
management approach
GRI 201: Disclosure 201-1: Direct economic value Our Performance 74-77
Economic generated and distributed Consolidated statement of 415
Performance profit and loss
2016
Disclosure 201-2: Financial implications Our Risk management 116-126
SDG 8 and other risks and opportunities for the discipline
organisation’s activities due to climate Climate and Energy 134-149
change Management
Disclosure 201-3: Defined benefit plan Notes to the Financial 446-477
obligations and other retirement plans Consolidated Financial
statement
Disclosure 201-4: Financial assistance Notes to the Financial 432
received from government Consolidated Financial
statement
Procurement Practices
GRI 103-2: The management approach How we developed Sustainable 170-174
and its components Supply Chain
GRI 103-3: Evaluation of the How we developed Sustainable 170-174
management approach Supply Chain
GRI 204: Disclosure 204-1: Proportion of How we developed Sustainable 174
Procurement spending on local suppliers Supply Chain
Practices 2016
SDG 8
Anti-Corruption and Anti-Competitive Behavior
GRI 103-2: The management approach Knowledge Capital 180-181
and its components Governance 214-216
GRI 103-3: Evaluation of the Governance 212-221
management approach
GRI 205: Anti- Disclosure 205-1: Operations assessed Governance 212-221
corruption 2016 for risks related to corruption
SDG 16 Disclosure 205-2: Communication and
training about anti-corruption policies
and procedures
Disclosure 205-3: Confirmed incidents
of corruption and actions taken


GRI 206: Anti- Disclosure 206-1: Legal actions for Knowledge Capital 179-181
competitive anti-competitive behavior, antitrust, and
behavior 2016 monopoly practices Governance 214-221
SDG 16
Environmental
GRI 103-2: The management approach Materiality 104-105
and its components Environment-Social- 131-162
Governance
GRI 103-3: Evaluation of the Materiality 104-105
management approach Environment-Social- 131-162
Governance
GRI 302: Energy Disclosure 302-1: Energy consumption Climate Change and Energy 134-143
2016 within the organisation
SDG 7, 13 Disclosure 302-2: Energy consumption Climate Change and Energy 134-143
outside of the organisation
Disclosure 302-3: Energy intensity Climate Change and Energy 134-143
Disclosure 302-4: Reduction of energy Climate Change and Energy 134-143
consumption
Disclosure 302-5: Reduction in energy This disclosure is not applicable since we are
requirements of products and services in business of providing logistics support to
our customers.
GRI 103-2: The management approach Water Strategy and 144-149
and its components Performance
GRI 103-3: Evaluation of the Water Strategy and 144-149
management approach Performance
GRI 303: Water Disclosure 303-1: Interactions with Water Strategy and 144-149
and Effluents water as a shared resource Performance
2018 Disclosure 303-2: Management of water Water Strategy and 144-149
SDG 6 discharge-related impacts Performance
Zero Effluent Discharge 159
Disclosure 303-3: Water withdrawal Water Strategy and 144-149
Performance
Disclosure 303-4: Water discharge Water Strategy and 144-149
Performance
Zero Effluent Discharge 159
Disclosure 303-5: Water Consumption Water Strategy and 144-149
Performance

GRI 103-2: The management approach Climate Change and Energy 134-143
and its components
GRI 103-3: Evaluation of the Climate Change and Energy 134-143
management approach
GRI 305: Disclosure 305-1: Direct (Scope 1) GHG Our Business Model 95-97
Emissions 2016 emissions Climate Change and Energy 134-143
SDG 7, 13 Disclosure 305-2: Energy indirect Our Business Model 95-97
(Scope 2) GHG emissions Climate Change and Energy 134-143
Disclosure 305-3: Other indirect Our Business Model 95-97
greenhouse gas (GHG) emissions (Scope Climate Change and Energy 134-143
3)
Disclosure 305-4: Greenhouse gas Our Business Model 95-97
(GHG) emissions intensity Climate Change and Energy 134-143
Disclosure 305-5: Reduction of Our Business Model 95-97
greenhouse gas (GHG) emissions Climate Change and Energy 134-143
Disclosure 305-6: Emissions of ozone- Climate Change and Energy 134-143
depleting substances (ODS)
Disclosure 305-7: NOx, SOx, and other Air and noise management 160
significant air emissions
GRI 103-2: The management approach Waste strategy and 149-153
and its components performance
GRI 103-3: Evaluation of the Waste strategy and 149-153
management approach performance
Social
GRI 306: Disclosure 306-1: Total water discharge Waste strategy and 149-153
Effluents and by quality and destination performance
Waste Disclosure 306-2: Total weight of waste Waste strategy and 149-153
SDG 15 by type and disposal method performance
Disclosure 306-3: Total number and Waste strategy and 149-153
volume of significant spills performance
Disclosure 306-4: Transport of Waste strategy and 149-153
hazardous waste performance
Disclosure 306-5: Water bodies affected Zero Effluent Discharge 159
by water discharges and/or runoff


GRI 103-2: The management approach Environmental Compliance 160-162
and its components
GRI 103-3: Evaluation of the Environmental Compliance 160-162
management approach
GRI 307: Disclosure 307-1: Non-compliance with Environmental Compliance 160-162
Environmental environmental laws and regulations
Compliance
2016
SDG 6, 7, 13, 15
Social
and its components
GRI 103-3: Evaluation of the Knowledge Capital 176-182
management approach
GRI 401: Disclosure 401-1: Total number and Knowledge Capital 176-182
Employment rates of new employee hires and
2016 employee turnover by age group,
gender, and region
SDG 3
Disclosure 401-2: Benefits provided Knowledge Capital 176-182
to full-time employees that are not
provided to temporary or part-time
employees, by significant locations of
operation
GRI 401: Disclosure 401-3: Return to work and Knowledge Capital 176-182
Employment retention rates after parental leave, by
2016 gender
SDG 3
Occupational Health & Safety
GRI 103-2: The management approach Occupational health and safety 183-190
and its components
GRI 103-3: Evaluation of the Occupational health and safety 183-190
management approach

GRI 403: Disclosure 403-1: Occupational health Materiality 104-105
Occupational and safety management system ESG Outlook 109
Health & Safety
2018 Occupational health and safety 183-190
SDG 3 Disclosure 403-2: Hazard identification, Materiality 104-105

risk assessment, and incident Occupational health and safety 183-190
investigation
Disclosure 403-3: Occupational health Occupational health and safety 183-190
services
Disclosure 403-4: Worker participation, Occupational health and safety 183-190
consultation, and communication on
occupational health and safety
Disclosure 403-5: Worker training on Occupational health and safety 183-190
occupational health and safety
GRI 403-6: Promotion of worker health Occupational health and safety 183-190
Disclosure 403-7: Prevention and Occupational health and safety 183-190
mitigation of occupational health
and safety impacts directly linked by
business relationships
Disclosure 403-8: Workers covered Occupational health and safety 183-190
by an occupational health and safety
management system
Disclosure 403-9: Work-related injuries Occupational health and safety 183-190
Disclosure 403-10: Work-related ill Occupational health and safety 183-190
health
Training and Education
and its components
management approach
GRI 404: Disclosure 404-1: Average hours of Business Model 95-98
Training and training per year per employee Goals and targets 107
Education 2016
Knowledge Capital 176-182
SDG 3
Disclosure 404-2: Programs for Knowledge Capital 176-182
upgrading employee skills and transition
assistance programs
Disclosure 404-3: Percentage Knowledge Capital 176-182
of employees receiving regular
performance and career development
reviews


and its components
management approach
GRI 409: Forced Disclosure 409-1: Operations and Knowledge Capital 176-182
or Compulsory suppliers at significant risk for incidents
Vendor Development 170
Labor of forced or compulsory labor
Human Rights Assessment
and its components Vendor Development 170-174
management approach Vendor Development 170-174
GRI 412: GRI 412-1 Operations that have been Knowledge Capital 176-182
Human Rights subject to human rights reviews and
Assessment impact assessments
2016 GRI 412-2 Employee training on Human Knowledge Capital 176-182
rights policies or procedures
GRI 412-3 Significant investment APSEZ will conduct human rights due
agreements and contracts that include diligence across the supply chain.
human rights clauses or that underwent
human rights screening
GRI 103-2: The management approach Corporate Social Responsibility 192-211
and its components
GRI 103-3: Evaluation of the Corporate Social Responsibility 192-211
management approach
GRI 413: Local Disclosure 413-1: Operations with Ensuring Stakeholder Trust 163
Communities local community engagement, impact Corporate Social Responsibility 192-211
2016 assessments, and development
programs
SDG 1, 2, 3
Disclosure 413-2: Operations with Corporate Social Responsibility 192-211
significant actual and potential
negative impacts on local communities
GRI 103-2: The management approach Corporate Social Responsibility 192-211
and its components
GRI 103-3: Evaluation of the Corporate Social Responsibility 192-211
management approach
GRI 419: Disclosure 419-1: Non-compliance with Ensuring Stakeholder Trust 163-211
Socioeconomic laws and regulations in the social and
Compliance economic area
2016
SDG 1, 2, 3, 4

Mapping With United Nations Global Compact Principles
UN Global Compact Principles Chapter Name Page No.
Principle 1: Human Rights
Businesses should support and respect the protection of Sustainable platform 178-182
internationally proclaimed human rights.
Principle 2: Human Rights
Businesses should make sure they are not complicit in CEO’s Message 34-40
human rights abuses Sustainable Platform: Human 181
Rights Commitment
Principle 3: Labour
Businesses should uphold the freedom of association Sustainable platform: Freedom of 181
and the effective recognition of the right to collective Association
bargaining.
Principle 4: Labour
Businesses should uphold the elimination of all forms of Sustainable Platform: Human 181
forced and compulsory labour. Rights Commitment
Principle 5: Labour
Businesses should uphold the effective abolition of child Sustainable Platform: Human 181
labour Rights Commitment
Principle 6: Labour
Businesses should uphold the elimination of Sustainable Platform: Human 181
discrimination in respect of employment and Rights Commitment
occupation.
Principle 7: Environment
Businesses should support a precautionary approach to Our Risk Management Discipline 116-126
environmental challenges. Environment-Social- Governance 132-162
Businesses should undertake initiatives to promote Climate Change and Energy 134-143
greater environmental responsibility Water strategy and performance 144-148
Waste strategy and performance 149-153
Biodiversity conservation 154-159
Air and noise management 160
Environmental compliance 160-162
Businesses should encourage the development and Climate Change and Energy 134-143
diffusion of environmentally friendly technologies. Water strategy and performance 144-148
Waste strategy and performance 149-153
Biodiversity conservation 154-159
Principle 10: Anti-corruption
Businesses should work against corruption in all its Guiding Compass: APSEZ Code of 180-181
forms, including extortion and bribery. Conduct
Governance 212-217
Mapping With IBBI Reporting Framework

Indicator Chapter Name Page No.
1 Mapping biodiversity interfaces with business
operations
1.1 Number of production sites that have been screened All the 9 ports of APSEZ are screened for
with regard to relevance of potential impacts and biodiversity and ecosystem services
dependencies on biodiversity and ecosystem services


1.2 Relevance of biodiversity and ecosystem services Biodiversity 154-159
for each step in the value chain (own operations, Conservation
suppliers, use phase, end-of-life, transport)
2 Enhancing awareness on biodiversity within the
organisation
2.1 Number of trained employees on biodiversity and 840 manhours at Shikhar - 35
ecosystem services Environmental Professionals; 96
manhours at NEERI for Ecology &
Biodiversity training - 4 Persons; 160
manhours - National Law School of
India University - 4 Environmental
Professional; 704 Mahours - 77
Horticulture, Environment and
Sustainability Team members; 72
manhours at CII's Environmental Impact
Assessment Training - 3 Environmental
Professional (refer page no. 154-159).
2.2 Percentage of employees within organisation who Through IUCN - Leaders for Nature,
have been sensitised on biodiversity we organised three days biodiversity
sensitisation programmes that were
open for all employees. Such sessions are
organised periodically.
2.3 Activities undertaken to create greater awareness on Biodiversity 154
biodiversity among employees Conservation
3 Assessing biodiversity risks and opportunities
3.1 Assessment of impacts and dependencies with regard Land, water and 153
to biodiversity and ecosystem services biodiversity related
impact management
Biodiversity 154-159
Conservation
3.2 Assessment of risks and opportunities with regard to Our Risk Management 116-126
biodiversity and ecosystem services Framework
Issues that influence 104-105
value creation
4 Considering the impacts of business decisions on
biodiversity
4.1 Organisation-wide policy that addresses biodiversity APSEZ does not have separate
and ecosystem services Biodiversity Policy however,
Environmental Policy covers the aspects
of biodiversity conservation. (refer page
No. 154)
5 Setting objectives and targets for biodiversity
management
5.1 Strategy for biodiversity and ecosystem management Goals and Targets 107
5.2 Action Plan to avoid, minimise, rehabilitate and offset Land, water and 153
biodiversity impacts biodiversity related
impact management
Biodiversity 154-159
Conservation

6 Designating an individual within the organisation as
biodiversity champion
6.1 Name, title and contact details of designated Mr. Shalin Shah, Chief Sustainability
biodiversity champion Officer – APSEZ has been entrusted as
Biodiversity Champion at Corporate level.
7 Including the applicable biodiversity aspects in the
environmental management systems
7.1 Inclusion of biodiversity aspects in environmental Social & 109
management system Environmental Due
diligence- ESMS
implementation for all
sites in process
Biodiversity 154
Conservation
8 Encouraging relevant stakeholders to support better

biodiversity management
8.1 Activities undertaken for/with suppliers Currently we are screening our vendors
on ESG criterion. We are engaging with
them on various ESG aspects to align
them with our ESG initiatives.
8.2 Activities undertaken for/with customers and We are engaging with our customers on
consumers various ESG aspects to align them with
our ESG initiatives.
8.3 Activities for/with other internal and external Biodiversity 154-159
stakeholders, if any Conservation
9 Engaging in policy advocacy and dialogue with
Government, NGOs and academia on biodiversity
concerns
9.1 Engagement through various platforms (e.g. sharing Biodiversity 154-159
of best practice, research partner, sponsor) Conservation
9.2 Participation in policy advocacy at International, APSEZ regularly engages with
national or local level regulatory authorities on matters
related to biodiversity directly and
through industrial associations.
APSEZ participated in dialogues with
authorities, NGOs and industry partners
like ‘Post 2020 Global Biodiversity
Framework and Business opportunities’
etc. APSEZ also engages with IUCN
for discussion on policy advocacy and
became a member of Leaders for Nature
Programme of IUCN.
10 Initiating the valuation of relevant biodiversity and
ecosystem services
10.1 Valuation of impacts (positive and negative) and Sustainable Value 132-133
dependencies (direct and indirect) Chain

Mapping with Commitments to CEO Water Mandate

Mandate and its pledges Chapter Name Page No.
Direct operations
Company pledges to conduct a comprehensive water-use Water Strategy and 144
assessment to understand the extent to which the company Performance
uses water in the direct production of goods and services.
The Company pledges to set targets for their operations related Goals and Targets 107-109
to water conservation and waste-water treatment, framed in a
corporate cleaner production and consumption strategy.
The Company pledges to invest in and use new technologies to Water Strategy and 144-145
achieve these goals. Performance
The Company pledges to raise awareness of water sustainability Water Strategy and 144-145
within corporate culture. Performance
The Company pledges to include water sustainability Water Strategy and 144-145
considerations in business decision making – e.g., facility-siting, Performance
due diligence, and production processes.
Supply chain and watershed management
The Company pledges to encourage suppliers to improve their All the suppliers must adhere with our
water conservation, quality monitoring, waste-water treatment, Supplier Code of Conduct, which covers
and recycling practices. our environment policy.
The Company pledges to build capacities to analyse and respond Water Strategy and 144
to watershed risk Performance
The Company pledges to encourage and facilitate suppliers in All the suppliers must adhere with our
conducting assessments of water usage and impacts. Supplier Code of Conduct, which covers
our environment policy.
The Company pledges to share water sustainability practices – Water Strategy and 144-145
established and emerging – with suppliers. Performance
The Company pledges to encourage major suppliers to report All the suppliers must adhere with our
regularly on progress achieved related to goals. Supplier Code of Conduct, which covers
our environment policy.
Collective action
The Company pledges to build closer ties with civil society Corporate Social 192-211
organisations, especially at the regional and local levels. Responsibility
Water Strategy and 144-148
Performance
The Company pledges to work with national, regional and Water Strategy and 144-145
local governments and public authorities to address water Performance
sustainability issues and policies, as well as with relevant
international institutions – e.g., the UNEP Global Programme of
Action
The Company pledges to encourage development and use of Water Strategy and 144-146
new technologies, including efficient irrigation methods, new Performance
plant varieties, drought resistance, water efficiency and salt
tolerance.
The Company pledges to be actively involved in the UN Global Water Strategy and 144-146
Compact’s Country Networks. Performance
Company pledges to support the work of existing water Water Strategy and 144-149
initiatives involving the private sector – e.g., the Global Water Performance
Challenge; UNICEF’s Water, Environment and Sanitation
Program; IFRC Water and Sanitation Program; the World
Economic Forum Water Initiative – and collaborate with other
relevant UN bodies and intergovernmental organisations – e.g.
the World Health Organisation, the Organisation for Economic
Co-operation and Development, and the World Bank Group.

Mandate and its pledges Chapter Name Page No.
Public policy
The Company pledges to contribute inputs and Advocacy and 103
recommendations in the formulation of government regulation leadership
and in the creation of market mechanisms in ways that drive the
water sustainability agenda.
The Company pledges to exercise ‘business statesmanship’ Advocacy and 103
by being advocates for water sustainability in global and local leadership
policy discussions, clearly presenting the role and responsibility
of the private sector in supporting integrated water resource
management.
The Company pledges to partner with governments, businesses, Advocacy and 103
civil society and other stakeholders – for example specialised leadership
institutes such as the Stockholm International Water Institute,
UNEP Collaborating Centre on Water and Environment, and
UNESCO’s Institute for Water Education – to advance the body
of knowledge, intelligence and tools.
The Company pledges to join and/or support special policy- Advocacy and 103
oriented bodies and associated frameworks – e.g., UNEP’s Water leadership
Policy and Strategy; UNDP’s Water Governance Programme. Water Strategy and 144-147
Performance
Community engagement
The Company pledges to endeavor to understand the water and Corporate Social 193-201
sanitation challenges in the communities where we operate and Responsibility
how our businesses impact those challenges.
The Company pledges to be active members of the local Corporate Social 193-201
community, and encourage or provide support to local Responsibility
government, groups and initiatives seeking to advance the water
and sanitation agendas.
The Company pledges to undertake water-resource Corporate Social 193-201
education and awareness campaigns in partnership with local Responsibility
stakeholders.
The Company pledges to work with public authorities and their Corporate Social 193-204
agents to support – when appropriate – the development of Responsibility
adequate water infrastructure, including water and sanitation
delivery systems.
Transparency
The Company pledges to include a description of actions and Water Strategy and 144-148
investments undertaken in relation to The CEO Water Mandate Performance
in our annual communications on progress for the UN Global
Compact, making reference to relevant performance indicators
such as the water indicators found in the Global Reporting
Initiative (GRI) Guidelines.
The Company pledges to publish and share our water strategies Water Strategy and 144-148
(including targets and results as well as areas for improvement) Performance
in relevant corporate reports, using – where appropriate – the Goals and Targets 107
water indicators found in the GRI Guidelines.
The Company pledges to be transparent in dealings and Water Strategy and 144-148
conversations with governments and other public authorities on Performance
water issues. Environmental 160-162
Compliance

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INDEPENDENT ASSURANCE STATEMENT
The Board of Directors and Management

Adani Ports and Special Economic Zone Limited,
Ahmedabad, India.
Ernst & Young Associates LLP (EY) was engaged by Adani Ports and Special Economic Zone Limited
(the ‘Company’) to provide independent assurance on its Integrated Report FY 2020-21 (the ‘Report’)
covering salient features of business as well as sustainability, including performance during the
period 1st April 2020 to 31st March 2021.
The development of the Report, based on the <IR> Integrated Reporting Framework by International
Integrated Reporting Council (IIRC) and the Global Reporting Initiative (GRI) Standards, and its
subsequent updates in 2018 and 2020; its content and presentation is the sole responsibility of the
management of the Company. Our responsibility in performing our assurance activities is to the
management of the Company only and in accordance with the terms of reference agreed with the
Company. We do not therefore accept or assume any responsibility for any other purpose or to any
other person or organization. Any dependence that any such third party may place on the Report is
entirely at its own risk. The assurance statement should not be taken as a basis for interpreting the
Company’s overall performance, except for the aspects mentioned in the scope below.
Scope of assurance
The scope of assurance covers the following aspects of the Report:
► Data and information related to the Company’s sustainability performance for the period 1 st
April 2020 to 31st March 2021;
► The Company’s internal protocols, processes, and controls related to the collection and
collation of sustainability performance data;
► Remote Verification of data and related information through consultations at the Company’s
Head Office in Ahmedabad and desktop review of the following entities reported data:
▪ Adani Murmugao Port Terminal Pvt. Ltd. ▪ Adani Warehousing Services Pvt. Ltd.
▪ Adani Kattupalli Port Ltd. ▪ Adani Agri Logistics Ltd.
▪ Marine Infrastructure Developer Pvt. Ltd. ▪ Adani Agri Logistics (MP) Ltd.
▪ Adani Ennore Container Terminal Pvt. ▪ Adani Agri Logistics (Harda) Ltd.
Ltd. ▪ Adani Agri Logistics (Hoshangabad) Ltd.
▪ Adani Vizag Coal Terminal Pvt. Ltd. ▪ Adani Agri Logistics (Satna) Ltd.
▪ The Dhamra Port Company Ltd. ▪ Adani Agri Logistics (Ujjain) Ltd.
▪ Adani Kandla Bulk Terminal Pvt. Ltd. ▪ Adani Agri Logistics (Dewas) Ltd.
▪ Adani Hazira Port Ltd. ▪ Adani Agri Logistics (Kotkapura) Ltd.
▪ Adani Petronet (Dahej) Port Pvt. Ltd. ▪ The Adani Harbour Services Ltd.
▪ Adani Ports and Special Economic ▪ Shanti Sagar International Dredging Ltd.
Zone Ltd. ▪ Karnavati Aviation Pvt. Ltd.
▪ Adani International Container Terminal ▪ Mundra International Airport Pvt. Ltd.
Pvt. Ltd ▪ MPSEZ Utilities Ltd.
▪ Adani Logistics Services Pvt. Ltd. ▪ Adani Hospital Mundra Pvt. Ltd.
▪ Adani CMA Mundra Terminal Pvt. Ltd. ▪ Mundra SEZ Textile and Apparel Park Pvt.
▪ Adani Logistics Ltd. Ltd.

Page 1 of 3
A member firm of Ernst & Young Global Limited
► Review of data on a sample basis, of the entities listed above pertaining to the following
specific disclosures of the GRI Standards:
▪ Environmental Topics: Energy (302-1, 302-2, 302-3, 302-4), Water (303-3, 303-4,
303-5), Emissions (305-1, 305-2, 305-3, 305-4, 305-5, 305-6),
Waste (306-2: GRI 2016);
▪ Social Topics: Employment (401-1), Occupational Health and Safety (403-5, 403-9),
Training and Education (404-1), Local communities (413-1).
Limitations of our review

The assurance scope excludes:
► Operations of the Company other than those mentioned in the ‘Scope of Assurance’;
► Aspects of the Report and data/information other than those mentioned above;
► Data and information outside the defined reporting period i.e. 1 st April 2020 to 31st March
2021;
► The Company’s statements that describe expression of opinion, belief, aspiration, expectation,
aim or future intention provided by the Company;
► Review of the Company’s compliance with regulations, acts, guidelines with respect to various
regulatory agencies and other legal matters;
► Data and information on economic and financial performance of the Company.
Assurance criteria
The assurance engagement was planned and performed in accordance with the International
Federation of Accountants’ International Standard for Assurance Engagements Other than Audits or
Reviews of Historical Financial Information (ISAE 3000) and the third edition of AccountAbility’s
AA1000 Assurance Standard (AA1000 AS). Our evidence-gathering procedures were designed to
obtain a ‘Limited’ level of assurance (as set out in ISAE 3000) on reporting principles and a ‘Type 2,
Moderate’ level of assurance (as per AA1000 AS ), as well as conformance of the disclosures to the
specified GRI Standards.
What we did to form our conclusions

In order to form our conclusions we undertook the following key steps:
► Interviews with select key personnel and the core team responsible for the preparation of the
Report to understand the Company’s sustainability vision, mechanism for management of
sustainability issues and engagement with key stakeholders;
► Interactions with the key personnel at the Company’s port operations to understand and review
the current processes in place for capturing sustainability performance data;
► Physical audits and desktop reviews of port locations and the Company’s corporate office as
mentioned in the ‘Scope of Assurance’ above;
► Review of relevant documents and systems for gathering, analyzing and aggregating
sustainability performance data in the reporting period;
► Review of the Report for detecting, on a test basis, any major anomalies between the
data/information reported in the Report and the relevant source.
Our Observations
The Company has developed the Report in accordance with the <IR> Integrated Reporting Framework
by International Integrated Reporting Council (IIRC) and the Global Reporting Initiative (GRI)
258 | Adani Ports and Special Economic Zone Limited Page 2 of 3

Standards. The Report includes a description of the Company’s stakeholder engagement, materiality
assessment and relevant performance disclosures on the material topics. Some data pertaining to
key performance disclosures underwent change as part of our assurance process. The company may
consider strengthening its internal guidance on sustainability indicators to ensure uniform reporting
from all its Logistics and Agri-Logistics business locations.
Our Conclusion
On the basis of our review scope and methodology, our conclusions are as follows:
• Inclusivity: The Company has described its stakeholder engagement approach and activities in
the Report. We are not aware of any matter that would lead us to conclude that the Company
has not applied the principle of inclusivity in engaging with the key stakeholder groups
identified in the Report.
• Materiality: The Company has identified key issues material to its ability to create value and
has described the process for materiality analysis in the Report. Nothing has come to our
attention that causes us to believe that material issues so identified have been excluded from
the Report by the Company.
• Responsiveness: We are not aware of any matter that would lead us to believe that the
Company has not applied the responsiveness principle in its engagement with stakeholders
identified in the Report on material aspects covering its sustainability performance.
• Impact: As per the information provided to us, we are not aware of any matter that would lead
us to conclude that the criteria related to the impact principle has not been applied for the key
stakeholders.
Further, nothing has come to our attention that causes us not to believe that the data has been
presented fairly, in material respects, in keeping with the IIRC and GRI Standards, and the Company’s
reporting principles and criteria.
Our assurance team and independence
Our assurance team, comprising of multidisciplinary professionals, has been drawn from our climate
change and sustainability network and undertakes similar engagements with a number of significant
Indian and international businesses. As an assurance provider, EY is required to comply with the
independence requirements set out in International Federation of Accountants (IFAC) Code of Ethics 1
for Professional Accountants. EY’s independence policies and procedures ensure compliance with
the Code.
for Ernst & Young Associates LLP,
Chaitanya Kalia
Partner
17.06.2021
Mumbai
1
International Federation of Accountants (IFAC) Code of Ethics for Professional Accountants. This Code establishes ethical
requirements for professional accountants.

Page 3 of 3
Corporate Information
Board of Directors Registered Office

Mr. Gautam S. Adani Adani Corporate House, Shantigram,
Chairman and Managing Director Near Vaishno Devi Circle, S. G. Highway, Khodiyar,
Mr. Rajesh S. Adani Ahmedabad-382421 Gujarat
Non-Independent and Non-Executive Director CIN: L63090GJ1998PLC034182
Mr. Karan Adani

CEO and Whole-Time Director Registrar and Transfer Agent
Dr. Malay Mahadevia M/s. Link Intime India Private Limited
Whole-Time Director C-101, 247 Park, L.B.S. Marg,
Vikhroli (West), Mumbai-400083
Mrs. Avantika Singh Aulakh, IAS
Phone: +91-22-49186270
Fax: +91-22-49186060
Prof. Ganesan Raghuram
Mr. Gopal Krishna Pillai Bankers and Financial Institutions
Independent and Non-Executive Director Axis Bank Ltd.
Bank of America N.A.
Mr. Bharat Sheth
Barclays Bank PLC
Citibank N.A.
Mrs. Nirupama Rao DZ Bank AG
Independent and Non-Executive Director Germany Export-Import Bank of India
Mr. P. S. Jayakumar HDFC Bank Ltd.
Independent and Non-Executive Director Hamburg Commercial Bank AG
ICICI Bank Ltd.
Key Managerial Personnel IDFC First Bank Ltd.
Mr. Deepak Maheshwari IndusInd Bank Ltd.
Chief Financial Officer Kotak Mahindra Bank Ltd.
(Resigned w.e.f May 5, 2021) Mizuho Bank Ltd.
State Bank of India
Mr. Kamlesh Bhagia
MUFG Bank Ltd.
Company Secretary
JP Morgan Chase Bank, N.A.
Yes Bank Ltd.
Auditors
Sumitomo Mitsui Banking Corporation
M/s. Deloitte Haskins & Sells LLP
Chartered Accountants
Ahmedabad, Gujarat.
IMPORTANT COMMUNICATION TO MEMBERS

The Ministry of Corporate Affairs has taken a “Green Initiative in the Corporate Governance” by allowing paperless
compliances by the Companies and has issued circulars stating that service of notice / documents including
Annual Report can be sent by e-mail to its members. To support this green initiative of the Government in
full, the members who have not registered their e-mail addresses, so far, are requested to register their e-mail
addresses and in case of members holding shares in demat, with depository through concerned Depository
Participants.

Directors’ Report
Your Directors are pleased to present the 22nd Annual Report along with the audited financial statements of
your Company for the financial year ended March 31, 2021.
Financial Performance
The audited financial statements of the Company as on March 31, 2021 are prepared in accordance with the
relevant applicable Ind AS and Regulation 33 of the Securities and Exchange Board of India (Listing Obligations
and Disclosure Requirements) Regulations, 2015 (“SEBI Listing Regulations”) and provisions of the Companies
Act, 2013 (“Act”).
The summarised financial highlight is depicted below: (H in crore)

Particulars Consolidated Standalone
2020-21 2019-20 2020-21 2019-20
Revenue from operations 12,549.60 11,873.07 4,377.15 4,643.28
Other Income 1,970.23 1,861.35 2,266.31 2,902.97
Total Income 14,519.83 13,734.42 6,643.46 7,546.25
Expenditure other than Depreciation and Finance 4,566.16 4,307.68 1,506.27 1,627.64
cost
Depreciation and Amortisation Expenses 2,107.34 1,680.28 619.18 553.29
Foreign Exchange (Gain) / Loss (net) (715.24) 1,626.38 (718.48) 1,581.71
Finance Cost
- Interest and Bank Charges 2,129.16 1,950.64 2,201.15 1,878.55
- Derivative (Gain)/Loss 126.13 (137.50) 125.70 (126.67)
Total Expenditure 8,213.55 9,427.48 3,733.82 5,514.52
Profit before share of Profit/ (Loss) from joint 6,306.28 4,306.94 2,909.64 2,031.73
ventures, exceptional items and tax
Share of loss from joint ventures (14.27) (4.39) - -
Profit before exceptional items and tax 6,292.01 4,302.55 2,909.64 2,031.73
Add/(Less):- Exceptional Items - (58.63) - -
Total Tax Expense 1,243.27 459.39 981.71 97.48
Profit for the year 5,048.74 3,784.53 1,927.93 1,934.25
Other Comprehensive income (net of tax) (15.92) 36.62 8.18 11.31
Total Comprehensive Income for the year (net of 5,032.82 3,821.15 1,936.11 1,945.56
tax)
Attributable to:
Equity holders of the parent 4,978.82 3,800.19 - -
Non-controlling interests 54.00 20.96 - -
There are no material changes and commitments affecting the financial position of the Company between the
end of the financial year and the date of this report.

Performance Highlights going concern and meeting its liabilities as and when
Your Company handled record cargo throughput of they fall.
247 MMT in FY 2020-21. Mundra Port continues to Dividend
rank 1st in terms of total cargo handling and 2nd in
Your Directors have recommended a dividend of
terms of container cargo handling during the year
250% (H 5) per Equity Share of H 2 each and 0.01%
under review. The other ports developed and being
dividend on 0.01% Non-Cumulative Redeemable
operated by your Company at Hazira, Tuna, Dhamra
Preference Shares of H 10 each for the FY 2020-21.
and Ennore have also performed well.
The said dividend, if approved by the members, would
The key aspects of your Company’s consolidated involve a cash outflow of H 1,020.88 crore.
performance during the FY 2020-21 are as follows:
The dividend recommended is in accordance with
• Handled cargo of 247 MMT, a growth of 11% year- the Company’s Dividend Distribution and Shareholder
on-year basis. Return Policy.
• Container volume crossed 7.2 million TEUs an Transfer to Reserves
increase of 16% on year-on-year basis. Market
The closing balance of the retained earnings of the
share of APSEZ in container has increased to 41%
Company for FY 2020-21, after all appropriations and
of All India container volume in FY 2020-21.
adjustments was H 17,128.30 crore.
• Consolidated revenue from operations stood at
H 12,549.60 crore in FY 2020-21. Senior Unsecured Notes (‘Notes’) Issuance
- Rule 144A/Regulation S Offerings
• Profit after tax for the FY 2020-21 stood at
During the year under review, your Company has
H 5,048.74 crore.
issued USD 750 million 4.20% Senior Unsecured
The detailed operational performance of the Notes due 2027 and USD 500 million 3.10% Senior
Company has been comprehensively discussed in Unsecured Notes due 2031.
the Management Discussion and Analysis Report
From the proceeds of issuance of USD 500 million
which forms part of this Report.
Notes, the Company has announced the redemption
Covid-19 of its USD 500 million 3.95% Senior Unsecured Notes
Due to outbreak of Covid-19 globally and in India, the due 2022, out of which USD 321.174 million Notes
Company’s management has made assessment of were redeemed through cash tender offer and the
likely impact on business and financial risks based balance USD 178.826 million Notes were redeemed
on internal and external sources. The management pursuant to the terms of the trust deed.
has also considered the possible effects of Covid-19 These Notes are rated Baa3 by Moody’s, BBB- by S&P
on the carrying amounts of its financial and non- and BBB- by Fitch.
financial assets and debt covenants using reasonably
available information, estimates and judgments and Status of Scheme of Arrangement
has determined that none of these balances require a During the year under review, the Board of Directors
material adjustment to their carrying values, and that at its meeting held on March 3, 2021 had approved the
the management does not see any medium to long Composite Scheme of Arrangement between Adani
term risks in the Company’s ability to continue as a Ports and Special Economic Zone Ltd and Brahmi

Tracks Management Services Pvt. Ltd (“Brahmi”) and across the country; (ii) tap private partnership
Adani Tracks Management Services Pvt. Ltd (“Adani opportunity for developing the first mile – last
Tracks”) and Sarguja Rail Corridor Pvt. Ltd (“Sarguja”) mile connectivity and increasing the network
and their respective shareholders and creditors capacity for rail transport; and (iii) create center
(“Scheme”) under sections 230 to 232 and other of excellence to bring best practices, operational
applicable provisions of the Act – efficiency, technology integration and common
skill set.
(a) amalgamation of Brahmi with APSEZ, with effect
from the Appointed Date 1 i.e. April 1, 2021, (c) The Scheme will result in, inter alia, the following
pursuant to the provisions of Sections 230-232 benefits:
and/or other applicable provisions of the Act.
(i) consolidation of the rail business, productive
(b) amalgamation of Adani Tracks with Sarguja, with utilization of combined resources, operational
effect from the Appointed Date 2 i.e. April 2, 2021, and administrative efficiencies, economics
pursuant to the provisions of Sections 230-232 of scale, reduction in overheads and other
and/or other applicable provisions of the Act. expenses, reduction in the multiplicity
of legal and regulatory compliances and
(c) transfer of the Divestment Business Undertaking
consequential creation of greater value for
(Mundra Rail Business), as a going concern on Slump
shareholders and all other stakeholders;
Sale basis, with effect from the Appointed Date 2 i.e.
April 2, 2021, by APSEZ to Sarguja, for a lump sum (ii) track footprint of Sarguja will supplement
consideration under Sections 230-232 and/or other to APSEZ’s strategy of providing end to end
applicable provisions of the Act and in accordance logistics for hinterland to hinterland cargo
with Section 2(42C) of the Income Tax Act. movement;
(d) upon the Scheme becoming effective, the name (iii)

availability of expanded business pre-
of Sarguja, shall stand changed to “Adani Tracks qualifications, increased net worth to enable
Management Services Pvt. Ltd.” to bid for larger and more complex rail
infrastructure projects and provide better
(e) various other matters consequential or otherwise
access to the funds for growth opportunities;
integrally connected with the Scheme.
and
Rationale/ objective of the Scheme:
(iv) benefit from the complimentary skills of
(a) Over the years, there has been growth in the
the combined management team, which in
logistic sector. The Government of India has also
turn would enhance the overall corporate
come out with various public private participation
capability, provide focused strategic
schemes to efficiently meet the increasing
leadership and facilitate better supervision of
demand in the logistics sector. With Dedicated
the business.
Freight Corridor implementation, the rail share is
expected to increase meaningfully. Thus, there The said Scheme will be effective upon approval of
is a significant opportunity in developing the shareholders, creditors, Hon’ble National Company
rail assets considering the growth demand and Law Tribunal and other regulatory and statutory
infrastructure build requirement. approvals as applicable.
(b) It is the objective of APSEZ to (i) consolidate the Issue of Equity Shares on preferential basis
rail assets under one entity which will diligently
Pursuant to the shareholders’ approval received at
work for the development, maintenance and
Extra-ordinary General Meeting held on April 6, 2021,
operation of existing and new railway lines

the Company has allotted 1,00,00,000 equity shares Subsidiaries, Joint Ventures and Associate
of the face value of H 2 each, at a price of H 800 Companies
per equity share (at a premium of H 798 per equity Your Company has 77 subsidiaries and 7 joint ventures
share), aggregating to H 800 crore on April 19, 2021 as on March 31, 2021.
to Windy Lakeside Investment Ltd. (an affiliate of
Warburg Pincus), for cash consideration, by way of During the year under review, following changes have
a preferential issue on a private placement basis in taken place in subsidiaries and joint ventures :
terms of provisions of Section 42, 62 and such other • Adani Krishnapatnam Port Ltd.
applicable provisions of the Act read with the rules
• Aqua Desilting Pvt. Ltd.
made thereunder and Chapter V of the Securities
• Dighi Port Ltd.
Exchange Board of India (Issue of Capital and
Disclosure Requirements) Regulations, 2018. • Adani Krishnapatnam Container Terminal Pvt. Ltd.
• Adani KP Agriwarehousing Pvt. Ltd.
Pursuant to the aforesaid allotment, the paid up
equity share capital of the Company stands increased • Shankheshwar Buildwell Pvt. Ltd.
from 203,17,51,761 equity shares of H 2/- each to • Sulochana Pedestal Pvt. Ltd.
204,17,51,761 equity shares of H 2/- each. • NRC Ltd.
Fixed Deposits • Adani Logistics International Pte Ltd., Singapore
During the year under review, your Company has • Dighi Roha Rail Ltd. (JV of Dighi Port Ltd.)
not accepted any fixed deposits within the meaning Pursuant to the provisions of Section 129, 134 and
of Section 73 of the Act read with rules made there 136 of the Act read with rules made thereunder
under. and Regulation 33 of the SEBI Listing Regulations,
the Company has prepared consolidated financial
Non-Convertible Debentures
statements of the Company and a separate statement
During the year under review, your Company has
containing the salient features of financial statement
issued and allotted 30,000 Rated, Listed, Secured
of subsidiaries, joint ventures and associates in Form
Redeemable Non-Convertible Debentures (NCDs) of
AOC-1 forms part of this Annual Report.
face value of H 10 lakh each aggregating to H 3,000
crore on a private placement basis listed on the The annual financial statements and related detailed
Wholesale Debt Market Segment of BSE Ltd. information of the subsidiary companies shall be
made available to the members of the holding and
Further, your Company has redeemed 700 NCDs on
subsidiary companies seeking such information on
April 23, 2021, of face value of H 10 lakh each issued
all working days during business hours. The financial
on private placement basis.
statements of the subsidiary companies shall also be
Particulars of loans, guarantees or kept for inspection by any members during working
investments hours at the Company’s registered office and that of
the respective subsidiary companies concerned. In
The provisions of Section 186 of the Act, with
accordance with Section 136 of the Act, the audited
respect to a loan, guarantee, investment or security
financial statements, including consolidated financial
is not applicable to the Company, as the Company is
statements and related information of the Company
engaged in providing infrastructural facilities which
and audited accounts of each of its subsidiaries,
is exempted under Section 186 of the Act. The details
are available on website www.adaniports.com.
of investments made during the year under review are
Pursuant to Section 134 of the Act read with rules
disclosed in the financial statements.
made thereunder, the details of developments of

subsidiaries and joint ventures of the Company are Pursuant to provision of Section 203 of the Act, Mr.
covered in the Management Discussion and Analysis Deepak Maheshwari ceased to be Chief Financial
Report which forms part of this Report. Officer & Key Managerial Personnel of the Company
with effect from close of business hours on May 5, 2021.
Directors and Key Managerial Personnel
During the year under review, Mr. Mukesh Kumar, Directors’ Responsibility Statement
IAS (DIN: 06811311), representing Gujarat Maritime Pursuant to Section 134(5) of the Act, the Board of
Board, resigned as a Director of the Company w.e.f Directors, to the best of their knowledge and ability,
May 22, 2020. The Board placed on record the deep state the following:
appreciation for valuable services and guidance
a. that in the preparation of the annual financial
provided by him during the tenure of his Directorship.
statements, the applicable accounting standards
Mr. P. S. Jayakumar (DIN: 01173236) was appointed have been followed and there are no material
as an Additional Director and also an Independent departures;
Director for a period of five consecutive years w.e.f
b. that such accounting policies have been selected
July 23, 2020, subject to approval of members at the
and applied consistently and judgements and
ensuing Annual General Meeting. In the opinion of the
estimates have been made that are reasonable
Board, he possesses requisite expertise, integrity and
and prudent so as to give a true and fair view of
experience (including proficiency) for appointment
the state of affairs of the Company as at March
as an Independent Director of the Company. 31, 2021 and of the profit of the Company for the
Mrs. Avantika Singh Aulakh, IAS (DIN: 07549438), year ended on that date;
Vice Chairman & CEO, Gujarat Maritime Board was c. that proper and sufficient care has been taken
appointed as an Additional Director of the Company for the maintenance of adequate accounting
w.e.f September 15, 2020, subject to approval of records in accordance with the provisions of the
members at the ensuing Annual General Meeting. Act for safeguarding the assets of the Company
The Company has received declarations from all the and for preventing and detecting fraud and other
Independent Directors of the Company confirming irregularities;
that they meet with the criteria of independence as d. that the annual financial statements have been
prescribed in Section 149(6) of the Act and Regulation prepared on a going concern basis;
16(1)(b) of the SEBI Listing Regulations and there has
e. that proper internal financial controls were in
been no change in the circumstances which may
place and that the financial control are adequate
affect their status as an Independent Director.
and operating effectively;
Pursuant to the requirements of the Act and Articles
f. that proper systems to ensure compliance with
of Association of the Company, Dr. Malay Mahadevia
the provisions of all applicable laws are in place
(DIN: 00064110) is liable to retire by rotation and
and are adequate and operating effectively.
being eligible offers himself for re-appointment.
The Board recommends the appointment/re- Policies

appointment of above Directors for your approval. During the year under review, the Board of the
Company have amended /approved changes in
Brief details of Directors proposed to be appointed/
Policy on Board Diversity, Dividend Distribution &
re-appointed as required under Regulation 36 of the
Shareholder Return Policy and Code of Internal
SEBI Listing Regulations are provided in the Notice of
Procedure and Conduct for regulating, monitoring
the Annual General Meeting.
and reporting of trading by Insiders.

The policies adopted by the Company are available on Policy on Directors’ appointment and
website of the Company at https://www.adaniports.com remuneration
The Company’s policy on Directors’ appointment and
Number of Board Meetings
remuneration and other matters provided in Section
The Board of Directors met 7 (seven) times during the
178(3) of the Act is available on the website of the
year under review. The details of board meetings and
Company at https://www.adaniports.com/Investors/
the attendance of the Directors are provided in the Corporate-Governance
Corporate Governance Report which forms part of
this Report. Internal Financial control system and their
adequacy
Independent Directors’ Meeting
The details in respect of internal financial control
The Independent Directors met on March 30, and their adequacy are included in Management
2021, without the attendance of Non-Independent Discussion and Analysis Report which forms part of
Directors and members of the Management. The this report.
Independent Directors reviewed the performance of
Non-Independent Directors and the Board as a whole, Risk Management
the performance of the Chairman of the Company, The Board of Directors of the Company has
taking into account the views of Executive Directors formed a Risk Management Committee to frame,
and Non-Executive Directors and assessed the implement and monitor the risk management plan
quality, quantity and timeliness of flow of information for the Company. The committee is responsible for
between the Management and the Board that is reviewing the risk management plan and ensuring
necessary for the Board to effectively and reasonably its effectiveness. The audit committee has additional
oversight in the area of financial risks and controls.
perform their duties.
The major risks identified by the businesses are
Board Evaluation systematically addressed through mitigation actions
The Grant Thornton Bharat LLP, advisory firm was on a continual basis.
engaged to facilitate the evaluation and effectiveness Committees of Board
process of the Board, its Committees and individual
Details of various committees constituted by the
Directors for the FY 2020-21.
Board of Directors of the Company as per the
A detailed Board effectiveness assessment provisions of the Act and SEBI Listing Regulations
questionnaire was developed by advisory firm are given in the Corporate Governance Report which
keeping in mind the various parameters. Virtual forms part of this report.
Meetings were organized with members of the Board
Sustainability and Corporate Social
and discussions were held on six themes i.e. strategic
Responsibility
perspective, competency and capability, ESG focus,
The Board of Directors of the Company has
diversity and inclusion, risk and compliance culture,
constituted a Sustainability and Corporate Social
and communication.
Responsibility Committee and has framed a Policy.
The recommendations arising from the evaluation The brief details of Committee are provided in the
process was discussed at the Independent Director’s Corporate Governance Report. The Annual Report
meeting held on March 30, 2021, Nomination and on CSR activities is annexed and forms part of this
Remuneration Committee meeting and Board meeting report. The policy is available on the website of the
held on May 4, 2021. The same was considered by the Company at https://www.adaniports.com/Investors/
Board to optimise its effectiveness. Corporate-Governance.

Corporate Governance and Management the financial year were on an arm’s length basis
Discussion and Analysis and were in the ordinary course of business. Your
Separate reports on Corporate Governance Company has not entered into any transactions with
compliance and Management Discussion and Analysis related parties which could be considered material in
as stipulated by SEBI Listing Regulations forms terms of Section 188 of the Act.
part of this Annual Report along with the required Accordingly, the disclosure of related party
Certificate from a Practising Company Secretary transactions as required under Section 134(3)(h) of
regarding compliance of the conditions of Corporate the Act in Form AOC 2 is not applicable.
Governance as stipulated.
Significant and material orders passed
In compliance with Corporate Governance by the regulators or courts or tribunals
requirements as per the SEBI Listing Regulations, impacting the going concern status of the
your Company has formulated and implemented a Company
Code of Conduct for all Board members and senior
There are no significant and material orders passed
management personnel of the Company, who have
by the Regulators or Courts or Tribunals which would
affirmed the compliance thereto.
impact the going concern status and the Company’s
Business Responsibility Report future operations.
The Business Responsibility Report for the year ended Insurance
March 31, 2021 as stipulated under Regulation 34 of
Your Company has taken appropriate insurance for all
SEBI Listing Regulations is annexed which forms part
assets against foreseeable perils.
of this Annual Report.
Sustainability
Prevention of Sexual Harassment at
Workplace Business sustainability is an important part of decision
making process for your Company. Sustainability
As per the requirement of The Sexual Harassment
framework provides input to identify risks and
of Women at Workplace (Prevention, Prohibition &
opportunities and formulate mitigation strategy. All
Redressal) Act, 2013 and rules made thereunder,
the subsidiaries and joint ventures are also part of
your Company has constituted Internal Complaints
the sustainability framework. This framework widely
Committee which is responsible for redressal of
covers all the aspects of Environmental, Social
complaints related to sexual harassment. During
and Governance (ESG) right from assessing topics
the year under review, there were no complaints
material to business by considering risks, externalities
pertaining to sexual harassment.
and stakeholders’ concern; prioritized to be relevant
Annual Return in short, recover in medium and resilient in long term.
Pursuant to Section 92(3) read with Section 134(3) The entire process is overseen by Board and other
(a) of the Act, the Annual Return as on March 31, concerned committees for the long-term success of
2021 is available on the Company’s website on the business.
https://www.adaniports.com/-/media/Project/ Your Company believes stakeholder engagement
Ports/Investor/Investor-Downloads/Annual-Return/ finds its place at the core of business strategies which
AnnualReturn2021.pdf thrives for inclusive development. Therefore, the
Company has outlined its commitment in stakeholder
Related Party Transactions
engagement policy and developed the stakeholder
All the related party transactions entered into during engagement procedure.

Your Company engages with national/ international emissions has increased by 16% and 9% respectively
NGOs and Not-for-Profit organizations to align due to addition of new ports. Your Company has
its ESG performance to the global standard. Your saved 29359 tCO2e emissions through renewable
Company discloses its climate change and water energy projects and procurement during FY 2020-21.
security performance to CDP, Communications
Water is being an important resource; its management
on Progress (COP) to UNGC and sustainability
is always a key concern for the Company. Your
performance to DJSI. We engage with WRI/ WBCSD to
Company is putting best efforts for effective water
adopt GHG protocols for GHG emission management,
management practices for reduction in water
SBTi to set Science Based Targets in line with 1.5oC
consumptions and thereby reducing the water
scenario, IUCN and IBBI for biodiversity management,
withdrawal as part of the water management plan.
World Economic Forum (WEF) and Confederation
Your Company has created a sewage collection
of Indian Industry (CII) for consulting services and
infrastructure by laying down the pipeline to
policy advocacy. We have also set regional targets
channelize the sewage water from nearby villages
of Sustainable Development Goals (SDGs) as per our
to our treatment facilities. By this initiative, your
business activities.
Company is supporting to SDG target “6.3 Improve
Environmental water quality by reducing pollution” of Goal 6. Your
company has carried out rain water harvesting at
Your Company has taken several steps to become
Dhamra and Kattupalli sites and harvested rain
Green Port by Natural Capital Management and
water has been used for industrial and horticulture
adopting best practices across all the operational
requirements. Your Company and its subsidiaries have
sites. We ensure compliance to environment and
increased its water consumption by 4%. However,
related applicable regulations and continually
2,970 million liter of fresh water has been avoided by
improves its performance.
withdrawing desalinated sea water, by utilizing other
Energy is an important indicator for port operations industries treated water and Rain water harvesting
as it contributes to GHG emissions. Your Company during FY 2020-21.
is taking several initiatives for energy conservation
The Company has developed a vision for “Zero Waste
through various energy efficiency enhancement
to landfill” and has taken various initiative in line to
programmes, which not only results in environmental
5 R’s (Reduce, Reuse, Reprocess, Recycle, Recover)
benefits but also reduces the operational costs.
towards making APSEZ – a Zero Waste Company.
Your Company and other subsidiaries have The Company’s waste disposed from our port sites
commissioned 20 MW of renewable energy projects has increased by 20% in FY 2020-21. Being a service
and procuring renewable energy from 15 MW wind industry we don’t have potential to recycling of
project through Power Purchase Agreement (PPA). generated waste in our operations, however 20%
The renewable energy share is 5.3% of energy mix waste sold for recycle and 23% to reprocess, 39% sent
which supports to the SDG target 7.2.1 of Goal 7. for recovery as co-processing, 13% is reused within
Your Company and its subsidiaries have decreased operation and maintenance activities, 2% sent for
its energy intensity by 33% compared to base year FY incineration and 3% for landfilling. Additionally, 4497
2015-16 which support to the SDG target 7.3.1 of Goal MT of Metal scrap has been sent for recycling in FY
7. Correspondingly reduced emission intensity by 35% 2020-21. Three of the Port sites namely Mundra,
compared to base year FY 2015-16 which supports Kattupalli and Ennore are awarded with Zero Waste
to the country’s NDC target of lower the emission to Landfill (ZWL) certification and nine of our ports
intensity of GDP by 33-35% by 2030 below 2005 level. are certified as Single Use Plastic (SUP) Free Sites.
Compared to previous year the absolute energy and

The Company has created terrestrial green cover year 2022. They have confirmed that they are not
over an area of 965 hectares across all ports, ICDs disqualified from continuing as Statutory Auditors of
and agri-logistic sites. The Company has completed the Company.
the mangrove afforestation in 2,989 hectares and
The Notes to the financial statements referred in
continuing mangrove conservation of 2,596 hectares
the Auditors Report are self-explanatory. There are
at Mundra, Gujarat and 9 hectares at Dhamra, Odisha,
no qualifications or reservations or adverse remarks
3.64 hectares at Krishnapatnam, Andhra Pradesh.
or disclaimers given by Statutory Auditors’ of the
A unique pilot project of development of bio-shield
Company and therefore do not call for any comments
for protection of coastal areas has been completed
under Section 134 of the Act. The Auditors’ Report is
at Tankari village Jambusar, Gujarat and a new bio-
enclosed with the financial statements in this Annual
shield project has been initiated at Malpur village,
Report.
Jambusar, Gujarat.
Secretarial Audit Report
Occupational Health and Safety
Pursuant to the provisions of Section 204 of the Act
Apart from the ISO certification, your Company has
read with the rules made thereunder, your Company
adopted its own Safety Management System (SMS)
has re-appointed Mr. Ashwin Shah, Practising
which is based on the philosophy that safety is
Company Secretary to undertake the Secretarial Audit
primarily line management’s responsibility. The SMS
of the Company. The Secretarial Audit Report for FY
comprises 20 elements, with each element being
2020-21 is annexed which forms part of this report as
owned by an element owner who is from the line
Annexure-A. There are no qualifications, reservations
management at business site. These element owners
or adverse remarks in the Secretarial Audit Report of
are accountable for implementation, monitoring and
the Company.
sustenance of their respective element.
Your Company aspires to be a globally admired

Reporting of frauds by auditors
Occupational, Health and Safety (OHS) leader in During the year under review, neither the statutory
infrastructure space. The 10 lifesaving safety rules auditors nor the secretarial auditor has reported to
are non-negotiable and sacrosanct. the Audit Committee or the Board, under Section
143 (12) of the Act, any instances of fraud committed
The Occupational Health and Safety policy, OHS
against the Company by its officers or employees, the
vision & mission and 10 Life Saving Rules have been
details of which would need to be mentioned in the
communicated to all the stakeholders. Further, to
Board’s Report.
give impetus to organization’s HSE & well-being,
messages have been issued by the senior leadership Particulars of Employees
team emphasising the “Safety First” culture. The information required under Section 197 of the Act
read with rule 5(1) of the Companies (Appointment
Auditors & Auditors’ Report
and Remuneration of Managerial Personnel) Rules,
Pursuant to the provisions of Section 139 of the Act
2014 are provided in separate annexure forming part
read with rules made thereunder, as amended, M/s.
of this report as Annexure-B.
Deloitte Haskins & Sells LLP, Chartered Accountants
(Firm Registration No 117366W/W-100018), were The statement containing particulars of employees
appointed as Statutory Auditors of the Company to as required under Section 197 of the Act read with
hold office till the conclusion of the Annual General rule 5(2) of the Companies (Appointment and
Meeting of the Company to be held in the calendar Remuneration of Managerial Personnel) Rules, 2014,

will be provided upon request. In terms of Section Acknowledgement
136 of the Act, the Report and Accounts are being Your Directors are highly grateful for all the
sent to the members and others entitled thereto, guidance, support and assistance received from the
excluding the information on employees’ particulars Government of India, Government of Gujarat, Gujarat
which is available for inspection by the members Maritime Board, Financial Institutions and Banks. Your
at the Registered Office of the Company during Directors thank all members, esteemed customers,
business hours on working days of the Company. If suppliers and business associates for their faith, trust
any member is interested in obtaining a copy thereof, and confidence reposed in the Company.
such member may write to the Company Secretary in
this regard. Your Directors wish to place on record their sincere
appreciation for the dedicated efforts and consistent
Conservation of Energy, Technology contribution made by the employees at all levels,
Absorption, Foreign Exchange Earnings to ensure that the Company continues to grow and
and Outgo excel.
The information on conservation of energy, technology
absorption and foreign exchange earnings and outgo For and on behalf of the Board of Directors
stipulated under Section 134(3)(m) of the Act read
with rule 8 of the Companies (Accounts) Rules, 2014, Gautam S. Adani
as amended from time to time is annexed to this Place: Ahmedabad Chairman and Managing Director
report as Annexure-C. Date: May 4, 2021 (DIN: 00006273)

Annexure – A to the Directors’ Report

Form No. MR-3
SECRETARIAL AUDIT REPORT
for the financial year ended March 31, 2021
[Pursuant to Section 204(1) of the Companies Act, 2013 and Rule No. 9 of the Companies (Appointment and
Remuneration of Managerial Personnel) Rules, 2014]
To,
The Members,
I have conducted the secretarial audit of the Takeovers) Regulations, 2011;

compliance of applicable statutory provisions and b. The Securities and Exchange Board of India
the adherence to good corporate practices by Adani (Prohibition of Insider Trading) Regulations,
Ports and Special Economic Zone Limited (hereinafter 2015;
called “the company”). Secretarial Audit was
c. The Securities and Exchange Board of India
conducted in a manner that provided me a reasonable
(Issue of Capital and Disclosure Requirements)
basis for evaluating the corporate conducts/statutory
Regulations, 2009 (Not Applicable to the
compliances and expressing my opinion thereon.
Company during the Audit Period);
Based on my verification of books, papers, minute d. The Securities and Exchange Board of India
books, forms and returns filed and other records (Share Based Employee Benefit) Regulation,
maintained by the company and also the information 2014 (Not Applicable to the Company during
provided by the Company, its officers, agents the Audit Period);
and authorized representatives in the conduct of
e. The Securities and Exchange Board of
secretarial audit during the pandemic of COVID 19
India (Issue and Listing of Debt Securities)
situation across the country, I hereby report that
Regulations, 2008;
in my opinion, the company has, during the audit
period covering the financial year ended on March f. The Securities and Exchange Board of India
31, 2021 complied with the statutory provisions listed (Registrars to an Issue and Share Transfer
hereunder and also that the Company has proper Agents) Regulations, 1993 regarding the
Board processes and compliance-mechanism in Companies Act and dealing with client;
place to the extent, in the manner and subject to the g. The Securities and Exchange Board of India
reporting made hereinafter: (Delisting of Equity Shares) Regulations,
2009 (Not Applicable to the Company during
I have examined the books, papers, minute books,
the Audit Period); and;
forms and returns filed and other records maintained
by the Company for the financial year ended on March h. The Securities and Exchange Board of India
31, 2021 according to the provisions of: (Buyback of Securities) Regulations, 1998
(Not Applicable to the Company during the
i) The Companies Act, 2013 (the Act) and the rules
Audit Period);
made thereunder;
vi) Laws specifically applicable to the industry to
ii) The Securities Contracts (Regulation) Act, 1956
which the Company belongs, as identified by the
(‘SCRA’) and the rules made thereunder;
management, that is to say:
iii) The Depositories Act, 1996 and the Regulations
a. The Explosives Act, 1884 and Gas Cylinder
and Bye-laws framed thereunder;
Rules, 2004;
iv) Foreign Exchange Management Act, 1999 and
b. The Legal Metrology Act, 2009 & The Gujarat
the rules and regulations made thereunder to the
Legal Metrology (Enforcement) Rules, 2011;
extent of Foreign Direct Investment, Overseas
Direct Investment and External Commercial c. The Petroleum Act, 1934 and The Petroleum
Borrowings; Rules, 2002;
v) The following Regulations and Guidelines d. The Gujarat Special Economic Zone Act,
prescribed under the Securities and Exchange 2004 & The Gujarat Special Economic Zone
Board of India Act, 1992 (‘SEBI Act’):- Rules, 2005;
a. The Securities and Exchange Board of India e. The Merchant Shipping Act, 1958;
(Substantial Acquisition of Shares and f. International Convention for The Safety of

Life At Sea, 2002; and a system exists for seeking and obtaining further
g. Gujarat Maritime Board Act, 1981; information and clarifications on the agenda items
before the meeting and for meaningful participation
h. The Indian Railways Act, 1989 & Wagon
at the meeting.
Investment Scheme.
Majority decision is carried through while the
I have also examined compliance with the applicable
dissenting members’ views are captured and recorded
clauses of the following:
as part of the minutes.
a. Secretarial Standards issued by the Institute of
Company Secretaries of India, I further report that there are adequate systems
and processes in the Company commensurate with
b. The Securities and Exchange Board of
the size and operations of the Company to monitor
India (Listing Obligations and Disclosures
and ensure compliance with applicable laws, rules,
Requirements) Regulations, 2015 (“LODR”).
regulations and guidelines.
During the period under review the Company has
I further report that during the audit period the
complied with the provisions of the Act, Rules,
Company has:
Regulations, Guidelines, Standards, etc. mentioned
above subject to filing of certain e-forms with 1. Passed a special resolution for shifting of
additional fees. registered office of the Company within the same
state.
I further report that the Board of Directors of the
Company is duly constituted with proper balance
of Executive Directors, Non-Executive Directors CS Ashwin Shah
and Independent Directors. The changes in the Place: Ahmedabad Company Secretary
composition of the Board of Directors that took place Date: May 4, 2021 C. P. No. 1640
during the period under review were carried out in UDIN: F001640C000235093
compliance with the provisions of the Act.
Adequate notice is given to all directors to schedule Note: This report is to be read with our letter of even
the Board Meetings, agenda and detailed notes on date which is annexed as ‘Annexure-A’ and forms an
agenda were sent at least seven days in advance, integral part of this report.
Annexure- A to Secretarial Audit Report

To,
The Members,
Our report of even date is to be read along with this 4. Where ever required, we have obtained the
letter: Management representation about the
1. Maintenance of secretarial record is the compliance of laws, rules and regulations and
responsibility of the management of the Company. happening of events etc,
Our responsibility is to express an opinion on 5. The compliance of the provisions of Corporate
these secretarial records based on our audit, and other applicable laws, rules, regulations,
2. We have followed the audit practices and standards is the responsibility of management.
processes as were appropriate to obtain Our examination was limited to the verification of
reasonable assurance about the correctness procedures on test basis,
of the contents of the Secretarial records. The 6. The Secretarial Audit report is neither an
verification was done on test basis to ensure that assurance as to the future viability of the company
correct facts are reflected in secretarial records. nor of the efficacy or effectiveness with which
We believe that the processes and practices, the management has conducted the affairs of the
we followed provide a reasonable basis for our company.
opinion,
CS Ashwin Shah
3. We have not verified the correctness and Place: Ahmedabad Company Secretary
appropriateness of financial records and Books of Date: May 4, 2021 C. P. No. 1640
Accounts of the company, UDIN: F001640C000235093

Annexure – B to the Directors’ Report
Information pursuant to Section 197 of the Companies Act, 2013 read with Rule 5(1) of the Companies
(Appointment and Remuneration of Managerial Personnel) Rules, 2014:
i) The ratio of the remuneration of each Director to the median remuneration of the employees of the
Company for the FY 2020-21 and the percentage increase in remuneration of each Director, Chief Financial
Officer, Chief Executive Officer, Company Secretary in the FY 2020-21:
Name of Directors/KMP Ratio of remuneration % increase in
to median remuneration remuneration
of employees in the financial year
Executive Directors:
Mr. Gautam S. Adani 33.69:1 -
Dr. Malay Mahadevia 135.16:1 0.21
Mr. Karan Adani 25.65:1 6.60
Non-Executive Directors:
Mr. Rajesh S. Adani1 1.20:1 (9.09)
Mr. Mukesh Kumar, IAS 2
- -
Mrs. Avantika Singh Aulakh3 - -
Prof. G. Raghuram 4
3.37:1 30.23
Mr. G. K. Pillai
4
3.58:1 41.67
Mrs. Nirupama Rao4 2.80:1 N.A.
Mr. Bharat Sheth 4
2.77:1 N.A.
Mr. P. S. Jayakumar5 - N.A.
Key Managerial Personnel:
Mr. Deepak Maheshwari N.A. (0.44)
Mr. Kamlesh Bhagia N.A. 4.89
1
Reflects sitting fees.
2
Reflects sitting fees and resigned as Director on May 22, 2020.
3
Reflects sitting fees and appointed as Director on September 15, 2020.
4
Reflects sitting fees and commission.
5
Reflects sitting fees and commission. Appointed as Director on July 23, 2020.
ii) The percentage increase in the median remuneration of employees in the financial year: 5.92%
iii) The number of permanent employees on the rolls of Company: 1,161 as on March 31, 2021.
iv) Average percentile increase already made in the salaries of employees other than the managerial personnel
in the last financial year and its comparison with the percentile increase in the managerial remuneration
and justification thereof and point out if there are any exceptional circumstances for increase in the
managerial remuneration:
- Average increase in remuneration of employees excluding KMP: 3%
- Average increase in remuneration of KMP: 0.59%
- KMP salary increases are decided based on the Company’s performance, individual performance, inflation,
prevailing industry trends and benchmarks.
v) Affirmation that the remuneration is as per the Remuneration Policy of the Company:
The Company affirms remuneration is as per the Remuneration Policy of the Company.

Annexure – C to the Directors’ Report
Conservation of Energy, Technology Absorption and Foreign Exchange Earnings and Outgo
Information as required under Section 134(3)(m) of the Companies Act, 2013 read with rule 8(3) of the
Companies (Accounts) Rules, 2014 are set out as under:
A. Conservation of Energy B. Technology Absorption

I) Steps taken or impact on conservation of I) Efforts made towards technology absorption
energy • Automated operation of back-up DG set
• Average power factor of the system has been installed at Adani House, Adani Hospital and
maintained up to 0.96 for Multi-purpose SEZ North Gate in case of failure/restoration of
mains supply.
Terminal (MPT).
• Pressure based automatic operation of Fire
• Average power factor of the system has been Fighting Pump System installed for Adani
maintained up to 0.96 for West Basin. House and Port Users Buildings.
• Provision of Shore Supply to Adani Enterprises • Remote operation of Fire Fighting Pump
Ltd. and Dredger at Terminal -2 in MPT. System installed at Adani Hospital and Airstrip
through mobile from Fire Control Room.
• Energy saving by Optimum use of Boom flood
light. STS flood light auto OFF in case of Boom • Integration of SMART water meters with GSM
up condition by using PLC programing at Adani Modems for real time monitoring of various
operational parameters like flow, pressure,
Mundra Container Terminal.
velocity etc. for water supply from Adani Power
II) Steps taken by the Company for utilising (Mundra) Ltd.
alternate sources of energy
II) Benefits derived like product improvement,
• Generated 5.78 million units green energy cost reduction, product development or import
from solar PV plants for captive consumption substitution:
which has potential to generate 12.17 million
• Handled Fertilizer Cargo through performance
units annually.
improvement of Conveyor System in FY 2019-
• Distributed 50.36 million units grid energy 20, qty of MTs- 39,12,029 with 0.46 KWH/MT
generated from wind generators of 12 MW and in FY 2020-21 qty. of MTs – 45,04,001
in SEZ area through electricity distribution with 0.42 KWH/MT(Saving 9% compare to FY
network of MPSEZ Utilities Ltd. (Power 2019-20)
Distribution Licensee), a wholly owed III) In case of imported technology (imported during
subsidiary of the Company. the last three years reckoned from the beginning
III) Capital investment on energy conservation of the financial year): Not applicable
equipment IV) Expenditure incurred on Research and
Development: Not applicable
• Investment made of H 6.39 lakhs for
replacement of 187 nos. of HPSV light fittings
C. Foreign Exchange Earnings and Outgo
by LED lights for Cargo Storage Yards resulted
The particulars relating to foreign exchange
in saving of 35,267 KWh / Annum.
earnings and outgo during the year under review
• Investment made of approx. H 9.19 lakhs for are as under:
replacement of 1319 nos. of HPSV/Fixture light (Rs. in crore)
fittings by LED lights for AMCT STS, RTG Crane Particulars 2020-21 2019-20
light (walkway and E Room), gate complex and
Foreign exchange earned 40.49 41.40
fire pump house resulted in saving of 32489
Foreign exchange outgo 1,198.29 902.08
KWh / Annum.

Annexure to the Directors’ Report

ANNUAL REPORT ON CORPORATE SOCIAL RESPONSIBILITY (CSR) ACTIVITIES AS PER SECTION
135 OF THE COMPANIES ACT, 2013 FOR FY 2020-21.
1 Brief outline on CSR Policy of the Company : The Company has framed Corporate Social
Responsibility (CSR) Policy which encompasses
its philosophy and guides its sustained efforts for
undertaking and supporting socially useful programs
for the welfare & sustainable development of the
society.
The Company carried out/get implemented its CSR
activities/projects through Adani Foundation. The
Company has identified Education, Community
Health, Sustainable Livelihood and Community
Infrastructure as the core sectors for CSR activities.
2 Composition of CSR Committee
Sr. Name of Director Designation/ Nature of No. of meetings of No. of meetings of CSR
No. Directorship CSR Committee held Committee attended
during the year during the year
1 Mr. Rajesh S. Adani Chairman, Non-Executive & 4 2
Non-Independent Director
2 Dr. Malay Mahadevia Member, Executive Director 4 4
3 Mr. G. K. Pillai Member, Non-Executive 4 4
Independent Director
3 Provide the web-link where Composition of CSR : https://www.adaniports.com/-/media/Project/Ports/

committee, CSR Policy and CSR projects approved Investor/corporate-governance/Policies/CSRPolicy.pdf
by the board are disclosed on the website of the
company. https://www.adaniports.com/-/media/Project/Ports/
Investor/Investor-Downloads/Other-Downloads/
Composition-of-various-Committees_050521.
pdf?la=en
4 Provide the details of Impact assessment of CSR : Not Applicable
projects carried out in pursuance of sub-rule
(3) of rule 8 of the Companies (Corporate Social
responsibility Policy) Rules, 2014, if applicable
(attach the report).
5 Details of the amount available for set off in : Not Applicable
pursuance of sub-rule (3) of rule 7 of the Companies
(Corporate Social responsibility Policy) Rules, 2014
and amount required for set off for the financial
year, if any.
6 Average net profit of the company as per section : H 2,804.84 crore
135(5) for last three financial years.
7 a Two percent of average net profit of the : H 56.10 crore
company as per section 135(5).
b Surplus arising out of the CSR projects or : Nil
programmes or activities of the previous
financial years.
c Amount required to be set off for the financial : Nil
year, if any.
d Total CSR obligation for the FY 2020-21. H 56.10 crore
(7a+7b-7c)

8 a CSR amount spent or unspent for the : As per below given table.
FY 2020-21
Total Amount Amount unspent (H)
Spent for the Total Amount transferred to Amount transferred to any fund specified under
Financial Year. Unspent CSR Account as per Schedule VII as per second proviso to section
(H crore) section 135(6). 135(5).
(In H) Date of Name of the (In H) Date of
Transfer Fund Transfer
72.99 Nil - - Nil -
b Details of CSR amount spent against ongoing : Not applicable

projects for the FY 2020-21
c Details of CSR amount spent against other than ongoing projects for the FY 2020-21.
(1) (2) (3) (4) (5) (6) (7) (8)
Sr. Name of the Project Item Local Location of Amount Mode of Mode of Implementation –
No. from the Area the Project allocated Imple- Through Implementing Agency
list of ac- (Yes / State District for the mentation Name CSR Reg. No.
tivities in No) project -Direct
Schedule (H In (Yes/No).
VII to the crores).
Act.
1 COVID support- PM (viii) Yes PAN India 55.00 No PM CARES -
CARES Fund Fund
2 COVID support – CM (viii) Yes Across Gujarat 5.00 No CM Relief -
Relief Fund Fund
3 Empowering youth for (vii) Yes Across Gujarat 1.00 No Adani Skill CSR00000586
employment or self- Development
sustainability through Centre
Skill Trainings
4 Education and Social (i) & (ii) Yes PAN India 11.99 Yes - -
development
d Amount spent in Administrative Overheads. : Nil

e Amount spent on Impact Assessment, if : Nil
applicable.
f Total amount spent for the FY 2020-21 : H 72.99 crore
(8b+8c+8d+8e).
g Excess amount for set off, if any.

Sr. Particulars Amount
No. (H in crore)
(i) Two percentage of average net profit of the company as per section 135(5). 56.10
(ii) Total amount spent for the FY 2020-21. 72.99
(iii) Excess amount spent for the financial year [(ii)-(i)]. 16.89
(iv) Surplus arising out of the CSR projects or programmes or activities of the previous -
financial years, if any.
(v) Amount available for set off in succeeding financial years [(iii)-(iv)]. 16.89

9 a Details of Unspent CSR amount for the Not Applicable

preceding three financial years
b Details of CSR amount spent in the financial Not Applicable
year for ongoing projects of the preceding
financial year(s)
10 In case of creation or acquisition of capital asset,

furnish the details relating to the asset so created
or acquired through CSR spent in the financial year
(asset-wise details).
a Date of creation or acquisition of the capital Not Applicable
asset(s).
b Amount of CSR spent for creation or acquisition Not Applicable
of capital asset.
c Details of the entity or public authority or Not Applicable
beneficiary under whose name such capital
asset is registered, their address etc.
d Provide details of the capital asset(s) created Not Applicable
or acquired (including complete address and
location of the capital asset).
11 Specify the reason(s), if the company has failed to Not Applicable
spend two per cent of the average net profit as per
section 135(5).
Gautam S. Adani Rajesh S. Adani

(Chairman and Managing Director) (Chairman CSR Committee)

Corporate Governance Report
1. Company’s philosophy on code of The Board provides strategic guidance and

governance independent views to the Company’s senior
Corporate Governance is about meeting our management while discharging its fiduciary
strategic goals responsibly and transparently, responsibilities. The Board also provides direction
while being accountable to our stakeholders. The and exercises appropriate control to ensure
Company is equipped with a robust framework of that the Company is managed in a manner that
corporate governance that considers the long- fulfils stakeholder’s aspirations and societal
term interest of every stakeholder as we operate expectations.
with a commitment to integrity, fairness, equity, Composition of the Board:
transparency, accountability and commitment to The Company has a balanced Board with optimum
values. The framework lays down procedures and combination of Executive and Non-Executive
mechanisms for enhancing leadership for smooth Directors, including independent professionals,
administration and productive collaboration which plays a crucial role in Board processes
among employees, value chain, community, and provides independent judgment on issues of
investors and the Government. strategy and performance.
Courage, Trust and Commitment are the main The Board currently comprises of 10 (Ten)
tenets of our Corporate Governance Philosophy: Directors out of which 3 (three) Directors are
• Courage: We shall embrace new ideas and Executive Directors, 2 (two) are Non-Executive,
businesses. Non-Independent Directors and remaining 5
• Trust: We shall believe in our employees and (five) are Independent Directors. Independent
other stakeholders. Directors are Non-Executive Directors as
• Commitment: We shall stand by our promises defined under Regulation 16(1)(b) of the SEBI
and adhere to high standard of business. Listing Regulations. The maximum tenure of the
Independent Directors is in compliance with the
The Company believes that sustainable and Companies Act, 2013 (“Act”). All the Independent
long term growth of every stakeholder depends Directors have confirmed that they meet the
upon the judicious and effective use of available criteria as mentioned under regulation 16(1)(b) of
resources and consistent endeavour to achieve the SEBI Listing Regulations and Section 149 of
excellence in business along with active the Act. The present strength of the Board reflects
participation in the growth of society, building judicious mix of professionalism, competence
of environmental balances and significant and sound knowledge which enables the Board
contribution in economic growth. to provide effective leadership to the Company.
The Company is in compliance with the conditions The Independent Directors have included their
of corporate governance as required under the names in the data bank of Independent Directors
Securities and Exchange Board of India (Listing maintained with the Indian Institute of Corporate
Obligations and Disclosures Requirements) Affairs in terms of Section 150 of the Act read
Regulations, 2015 (“SEBI Listing Regulations”), as with Rule 6 of the Companies (Appointment &
applicable. Qualification of Directors) Rules, 2014.
2. Board of Directors No Director is related to each other except Mr.
The Board, being the trustee of the Company, Gautam S. Adani and Mr. Rajesh S. Adani, who are
responsible for the establishment of cultural, related to each other as brothers and Mr. Karan
ethical and accountable growth of the Company, Adani who is son of Mr. Gautam S. Adani.
is constituted with a high level of integrated,
knowledgeable and committed professionals. None of the Directors on the Company’s Board is

a Member of more than 10 (ten) Committees or do not hold the office of Director in more than 10
acts as an Independent Director in more than 7 (ten) public companies as on March 31, 2021.
(seven) Listed Companies and Chairman of more
The composition of the Board is in conformity with
than 5 (five) Committees (Committees being,
the Regulation 17 of the SEBI Listing Regulations.
Audit Committee and Stakeholders’ Relationship
Committee) across all the Companies in which The composition of the Board of Directors and
he/she is a Director. All the Directors have made the number of other Directorship and Committee
necessary disclosures regarding Committee positions held by them as on March 31, 2021 are
positions held by them in other Companies and as under:
Name, Designation & DIN of Director Category of No. of other Details of Committee4
Directorship Directorship held3 (other than APSEZL)
(other than APSEZL) Chairman Member
Mr. Gautam S. Adani, Promoter & 5 - -
Chairman & Managing Director Executive
DIN: 00006273
Mr. Rajesh S. Adani, Promoter & Non- 5 - 4
Director Executive
DIN: 00006322
Dr. Malay Mahadevia, Executive 4 - -
Whole-Time Director
DIN: 00064110
Mr. Karan Adani, Executive 8 - -
Whole-Time Director & CEO
DIN: 03088095
Mrs. Avantika Singh Aulakh, IAS, Non Independent 9 1 -
Director1 & Non Executive
DIN: 07549438
Prof. G. Raghuram, Independent & 2 - -
Director Non Executive
DIN: 01099026
Mr. G. K. Pillai, Independent & 1 - 1
DIN: 02340756
Mr. Bharat Sheth, Independent & 2 - 1
DIN: 00022102
Mrs. Nirupama Rao Independent & 3 - 1
DIN: 06954879
Mr. P.S. Jayakumar2, Independent & 8 3 6
DIN: 01173236
1
Appointed as Director w.e.f. September 15, 2020.
2
Appointed as Director w.e.f. July 23, 2020.
3
Excluding Private Ltd. Companies, which are not the subsidiaries of Public Ltd. Companies, Foreign
Companies, Section 8 Companies and Alternate Directorships.
4
Includes only Audit Committee and Stakeholders’ Relationship Committee.

Details of name of other listed entities where Directors of the Company are Directors and the category of
Directorship as on March 31, 2021 are as under:
Name of Director Name of other Listed entities in which Category of Directorship
the concerned Director is a Director
Mr. Gautam S. Adani, Adani Enterprises Ltd. Promoter Executive
DIN: 00006273 Adani Transmission Ltd. Promoter Executive
Adani Total Gas Ltd. Promoter Non-Executive
Adani Power Ltd. Promoter Non-Executive
Adani Green Energy Ltd. Promoter Non-Executive
Mr. Rajesh S. Adani, Adani Enterprises Ltd. Promoter Executive
DIN: 00006322 Adani Transmission Ltd. Promoter Executive
Adani Power Ltd. Promoter Non-Executive
Adani Green Energy Ltd. Promoter Non-Executive
Dr. Malay Mahadevia, - -
DIN: 00064110
Mr. Karan Adani, - -
DIN: 03088095
Mrs. Avantika Singh Aulakh, IAS1 Gujarat Pipavav Port Ltd. Nominee
DIN: 07549438
Prof. G. Raghuram, Commercial Engineers & Body Builders Non-Executive Independent
DIN: 01099026 Co Ltd.
Mr. G. K. Pillai, Tata International Ltd.3 -
DIN: 02340756
Mr. Bharat Sheth, The Great Eastern Shipping Company Promoter Executive
DIN: 00022102 Ltd.
Mrs. Nirupama Rao, ITC Ltd. Non-Executive Independent
DIN: 06954879 KEC International Ltd. Non-Executive Independent
JSW Steel Ltd. Non-Executive Independent
Mr. P.S. Jayakumar , 2
JM Financial Ltd. Non-Executive Independent
DIN: 01173236 CG Power and Industrial Solutions Ltd. Non-Executive Independent
1
2
Appointed as Director w.e.f July 23, 2020.
3
Debt Listed on stock exchange.
Board Meeting and Procedure: enable the Board to take informed decisions.
The internal guidelines for Board / Committee The Company Secretary in consultation with
meetings facilitate the decision making process the Senior Management prepares the detailed
at the meetings of the Board/Committees in an agenda for the meetings.
informed and efficient manner. Agenda papers and Notes on Agenda are
The Board Meetings are governed by structured circulated to the Directors, in advance, in the
agenda. All major agenda items are backed defined Agenda format. All material information’s
by comprehensive background information to are being circulated along with Agenda papers for

facilitating meaningful and focused discussions at available to the Board of Directors for discussions
the meeting. Where it is not practicable to attach and consideration at every Board Meeting. The
any document to the Agenda, the same is tabled Board periodically reviews compliance reports of
before the meeting with specific reference to this all laws applicable to the Company as required
effect in the Agenda. In special and exceptional under Regulation 17(3) of the SEBI Listing
circumstances, additional or supplementary Regulations.
item(s) on the Agenda are permitted. In order to The important decisions taken at the Board
transact some urgent business, which may come / Committee meetings are communicated to
up after circulation agenda papers, the same is departments concerned promptly. Action taken
placed before the Board by way of Table Agenda report on the decisions taken at the meeting(s)
or Chairman’s Agenda. Frequent and detailed is placed at the immediately succeeding meeting
deliberation on the agenda provides the strategic of the Board / Committee for noting by the Board/
roadmap for the future growth of the Company. Committee.
Minimum 4 (four) pre-scheduled Board meetings Due to the exceptional circumstances caused
are held every year. Apart from the above, by the COVID-19 pandemic and consequent
additional Board meetings are convened by giving relaxations granted, all the Board/ Committee
appropriate notice to address the specific needs meetings in FY 2020-21 were held through Video
of the Company. In case of business exigencies or Conferencing.
urgency of matters, resolutions are also passed by
During the year under review, Board met seven
way of circulation.
times on May 5, 2020, July 7, 2020, August 11,
Detailed presentations are made at the Board 2020, November 3, 2020, February 9, 2021, March
/ Committee meetings covering finance and 3, 2021 and March 7, 2021. The Board meets at least
operations of the Company, global business once in every quarter to review the Company’s
environment, all business areas of the Company operations and financial performance. The
including business opportunities, business maximum time gap between any two meetings is
strategy and the risk management practices not more than 120 days. The necessary quorum
before taking on record the quarterly / half yearly was present in all the meetings.
/ annual financial results of the Company.
The details of attendance of Directors at the
The required information as enumerated in Part A
Board Meetings and at the last Annual General
of Schedule II to SEBI Listing Regulations is made
Meeting are as under:
Name of Director No. of Meetings Attendance at

Held during Attended last AGM
the tenure
Mr. Gautam S. Adani 7 4 Yes
Mr. Rajesh S. Adani 7 4 Yes
Dr. Malay Mahadevia 7 7 Yes
Mr. Karan Adani 7 6 Yes
Mr. Mukesh Kumar, IAS1 1 - N.A.
Prof. G. Raghuram 7 7 Yes
Mr. G. K. Pillai 7 7 Yes
Mr. Bharat Sheth 7 6 Yes
Mrs. Nirupama Rao 7 6 Yes
Mr. P. S. Jayakumar2 5 5 N.A.
Mrs. Avantika Singh Aulakh, IAS3 4 - N.A.
1
Resigned as Director w.e.f May 22, 2020.
2
Appointed as Director w.e.f July 23, 2020.
3
Appointed as Director w.e.f September 15, 2020.

During the year, the Board of Directors accepted all recommendations of the Committees of the Board,
which were statutory in nature and required to be recommended by the Committee and approved by the
Board of Directors. Hence, the Company is in compliance of condition of clause 10(j) of schedule V of the
SEBI Listing Regulations.
During the year under review, the Board of Directors have amended / approved the changes in (i) Code of
Conduct for Prevention of Insider Trading as per Securities and Exchange Board of India (Prohibition of
Insider Trading) Regulations, 2015; (ii) Policy on Board Diversity; and (iii) Dividend Distribution & Shareholder
Return Policy.
Skills / expertise competencies of the Board of Directors:
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:
Business Leadership experience including in areas of business development, strategic planning,

Leadership succession planning, driving change and long-term growth and guiding the Company and
its senior management towards its vision and values.
Financial Knowledge and skills in accounting, finance, treasury management, tax and financial
Expertise management of large corporations with understanding of capital allocation, funding and
financial reporting processes.
Risk Ability to understand and asses the key risks to the organization, legal compliances and
Management ensure that appropriate policies and procedures are in place to effectively manage risk.
Global Global mindset and staying updated on global market opportunities, competition experience
Experience in driving business success around the world with an understanding of diverse business
environments, economic conditions and regulatory frameworks.
Merger & Ability to assess ‘build or buy’ & timing of decisions, analyze the fit of a target with the
Acquisition company’s strategy and evaluate operational integration plans.
Corporate Experience in implementing good corporate governance practices, reviewing compliance
Governance and governance practices for a sustainable growth of the company and protecting
& ESG stakeholder’s interest.
Technology & Experience or knowledge of emerging areas of technology such as digital, artificial
Innovations intelligence, cyber security, data centre, data security etc.
In the table below, the specific areas of focus or expertise of individual board members have been highlighted.
Name of Director Areas of Skills/ Expertise
Business Financial Risk Global Corporate Merger & Technology
Leadership Expertise Management Experience Governance Acquisition &
& ESG Innovation
Mr. Gautam S. Adani       
Mr. Rajesh S. Adani       
Mr. Karan Adani       
Dr. Malay Mahadevia       
Mrs. Avantika Singh Aulakh,  -  - - - -
IAS
Prof. G. Raghuram       
Mr. G. K. Pillai    -  - 
Mr. Bharat Sheth  -    - -
Mrs. Nirupama Rao  - -   - 
Mr. P. S. Jayakumar       
Note - Each Director may possess varied combinations of skills/ expertise within the described set of
parameters and it is not necessary that all Directors possess all skills/ expertise listed therein.

Directors’ Induction and Familiarisation: Code of Conduct:

All new Independent Directors are taken through The Board has laid down a Code of Business
a detailed induction and familiarization program Conduct and Ethics (the “Code”) for all the
when they join the Board of your Company. The Board Members and Senior Management of the
induction program is an exhaustive one that Company. The Code is available on the website
covers the history and culture of Adani Group, of the Company www.adaniports.com. All Board
background of the Company and its growth, Members and Senior Management Personnel
various milestones in the Company’s existence have affirmed compliance of the Code of Conduct.
since its incorporation, the present structure and A declaration signed by the Whole-Time Director
an overview of the businesses and functions. & CEO to this effect is attached to this report.
Deep dives and immersion sessions are conducted The Board has also adopted separate code of
by senior executives on their respective ports/ conduct with respect to duties of Independent
business units. Key aspects that are covered in Directors as per the provisions of the Act.
these sessions include:
3. Committees of the Board
• Industry / market trends The Board Committees play a vital role in ensuring
• The Port’s performance sound Corporate Governance practices. The
• Growth Strategy Committees are constituted to handle specific
activities and ensure speedy resolution of the
• Overview of business operation of major
diverse matters. The Board Committees are set
subsidiaries
up under the formal approval of the Board to carry
Confirmation as regards independence of out clearly defined roles which are considered
Independent Directors: to be performed by members of the Board, as a
In the opinion of the Board, all the existing part of good governance practice. The Board
Independent Directors and the one who are supervises the execution of its responsibilities
proposed to be appointed at the Annual General by the Committees and is responsible for their
Meeting, fulfil the conditions specified in the action. The minutes of the meetings of all the
SEBI Listing Regulations and are independent of Committees are placed before the Board for
the Management. review.
Note on appointment/re-appointment of Director: A) Audit Committee:
Dr. Malay Mahadevia, Whole-Time Director is The Audit Committee of the Company was
retiring at the ensuing Annual General Meeting and constituted on September 22, 2001 and
being eligible, offers himself for re-appointment. subsequently reconstituted from time to time to
Mr. P. S. Jayakumar (Non-Executive, Independent) comply with statutory requirement.
and Mrs. Avantika Singh Aulakh, IAS (Non- The Audit Committee acts as a link among the
Executive, Non-Independent) were appointed Management, the Statutory Auditors, Internal
as an Additional Directors w.e.f July 23, 2020 Auditors and the Board of Directors to oversee
and September 15, 2020 respectively. The the financial reporting process of the Company.
Company has received notice from the member The Committee’s purpose is to oversee the quality
of the Company signifying its intention for their and integrity of accounting, auditing and financial
appointment as Directors of the Company. reporting process including review of the internal
The brief resume and other information required audit reports and action taken report.
to be disclosed under this section is provided in Terms of reference:
the Notice convening the Annual General Meeting. The powers, role and terms of reference of

the Audit Committee covers the areas as 6. Reviewing, with the management, the
contemplated under SEBI Listing Regulations statement of uses / application of funds raised
and Section 177 of the Act. The brief terms of through an issue (public issue, rights issue,
reference of Audit Committee are as under: preferential issue, etc.), the statement of
funds utilized for purposes other than those
1. Oversight of the Company’s financial reporting
stated in the offer document / prospectus
process and the disclosure of its financial
/ notice and the report submitted by the
information to ensure that the financial
monitoring agency monitoring the utilisation
statement is correct, sufficient and credible;
of proceeds of a public or rights issue, and
2.
Recommendation for appointment, making appropriate recommendations to the
remuneration and terms of appointment of Board to take up steps in this matter;
auditors of the company;
7. Review and monitor the auditor’s
3. Approval of payment to statutory auditors for independence and performance, and
any other services rendered by the statutory effectiveness of audit process;
auditors;
8. Approval or any subsequent modification of
4. Reviewing, with the management, the annual transactions of the company with related
financial statements and auditor’s report parties;
thereon before submission to the board for
9. Scrutiny of inter-corporate loans and
approval, with particular reference to:
investments;
a. Matters required to be included in the
10. Valuation of undertakings or assets of the
Director’s Responsibility Statement to be
Company, wherever it is necessary;
included in the Board’s report in terms of
clause (c) of sub-section 3 of Section 134 11. Evaluation of internal financial controls and
of the Companies Act, 2013; risk management systems;
b. Changes, if any, in accounting policies and 12. Reviewing, with the management, the
practices and reasons for the same; performance of statutory and internal
auditors, adequacy of the internal control
c. Major accounting entries involving
systems;
estimates based on the exercise of
judgment by management; 13. Reviewing the adequacy of internal audit
function, if any, including the structure
d. Significant adjustments made in the
of the internal audit department, staffing
financial statements arising out of audit
and seniority of the official heading the
findings;
department, reporting structure coverage
e. Compliance with listing and other and frequency of internal audit;
legal requirements relating to financial
14. Discussion with internal auditors of any
statements;
significant findings and follow up there on;
f. Disclosure of any related party transactions;
15. Reviewing the findings of any internal
g. Modified opinion(s) in the draft audit investigations by the internal auditors into
report. matters where there is suspected fraud or
5. Reviewing, with the management, the irregularity or a failure of internal control
quarterly financial statements before systems of a material nature and reporting
submission to the board for approval; the matter to the board;

16. Discussion with statutory auditors before financial condition and results of operations;
the audit commences, about the nature and
2. Statement of significant related party
scope of audit as well as post-audit discussion
transactions submitted by management;
to ascertain any area of concern;
3. Management letters / letters of internal
17. To look into the reasons for substantial
control weaknesses issued by the statutory
defaults, if any, in the payment to the
auditors;
depositors, debenture holders, shareholders
(in case of non-payment of declared 4. Internal audit reports relating to internal
dividends) and creditors; control weaknesses;
18. To review the functioning of the Whistle 5. The appointment, removal and terms of
Blower mechanism; remuneration of the Chief Internal Auditor.
19. Approval of appointment of Chief Financial 6. Statement of deviations:

Officer after assessing the qualifications, a) quarterly statement of deviation(s)
experience and background, etc. of the including report of monitoring agency,
candidate; if applicable, submitted to stock
20. Reviewing financial statements, in particular exchange(s).
the investments made by the Company’s b) annual statement of funds utilized for
unlisted subsidiaries; purposes other than those stated in the
21. Reviewing the utilization of loans and/ or offer document / prospectus / notice.
advances from/investment by the holding Meeting, Attendance & Composition of the Audit
company in the subsidiary exceeding rupees Committee:
100 crore or 10% of the asset size of the
During the year under review, Audit Committee
subsidiary, whichever is lower including
met six times on May 5, 2020, August 11, 2020,
existing loans / advances / investments;
November 3, 2020, February 9, 2021, March 3,
22. Carrying out any other function as is 2021 and March 30, 2021. The intervening gap
mentioned in the terms of reference of the between two meetings did not exceed 120 days.
Audit Committee.
The Composition of the Audit Committee and
Review of Information by Audit Committee: details of attendance of the members at the
1. The management discussion and analysis of meetings held during the year are given below:
Name and designation Category No. of Meetings

Held during the Attended
tenure
Mr. G. K. Pillai, Non-Executive & Independent 6 6
Chairman Director
Prof. G. Raghuram, Non-Executive & Independent 6 6
Member Director
Mr. Rajesh S. Adani, Non-Executive & Non- 6 4
Member Independent Director
Mr. P. S. Jayakumar1, Non-Executive & Independent 3 3
Member Director
Appointed as Member w.e.f November 3, 2020.
1

All members of the Audit Committee have 2. Formulation of criteria for evaluation of
accounting and financial management Independent Directors and Directors and the
knowledge and expertise / exposure. The Audit Board;
Committee meetings are attended by the Chief 3. Devising a policy on Board diversity;
Financial Officer, representatives of Statutory
4. Identifying persons who are qualified to
Auditors, Internal Auditor and Finance & Accounts
become directors and who may be appointed
department.
in senior management in accordance with
The Board of Directors review the minutes of the criteria laid down and recommend to the
the Audit Committee Meetings at its subsequent Board their appointment and removal;
Board Meetings. 5. To extend or continue the terms of
Mr. Kamlesh Bhagia, Company Secretary and appointment of the independent director,
Compliance Officer acts as Secretary of the on the basis of the report of performance
Committee. evaluation of independent directors;
6. To recommend / review remuneration of
Mr. G. K. Pillai, Chairman of the Audit Committee
the Managing Director(s) and Whole-time
was present at the last Annual General Meeting
Director(s) based on their performance and
to answer shareholder queries.
defined assessment criteria;
B) Nomination and Remuneration Committee: 7. To recommend to the board, all remuneration,
The Nomination and Remuneration Committee in whatever form, payable to senior
of the Company was constituted on September 3, management;
2005 and subsequently reconstituted from time
8. Carrying out any other function as is
to time to comply with statutory requirement.
mandated by the Board from time to time and
Terms of reference: / or enforced by any statutory notification,
The powers, role and terms of reference of amendment or modification, as may be
Nomination and Remuneration Committee applicable.
covers the areas as contemplated under the SEBI
Meeting, Attendance & Composition of the
Listing Regulations and Section 178 of the Act.
Nomination and Remuneration Committee:
The brief terms of reference of Nomination and
During the year under review, Nomination and
Remuneration Committee are as under:
Remuneration Committee met two times on
1. Formulation of the criteria for determining August 7, 2020 and February 8, 2021.
qualifications, positive attributes and
independence of a director and recommend The composition of the Nomination and
to the Board a policy, relating to the Remuneration Committee and details of
remuneration of the directors, key managerial attendance of the member at the meetings held
personnel and other employees; during the year are given below:

tenure
Chairman Director
Mr. Rajesh S. Adani, Non-Executive & Non- 2 -
Member Independent Director
Member Director
Mrs. Nirupama Rao,1 Non-Executive & Independent 1 1
Member Director
Appointed as Member w.e.f November 3, 2020.
1

The Board of Directors review the minutes of ii) Performance Evaluation Criteria for
the Nomination and Remuneration Committee Independent Directors:
Meetings at its subsequent Board Meetings. The performance evaluation criteria for
independent directors are determined
Mr. Kamlesh Bhagia, Company Secretary and
by the Nomination and Remuneration
Compliance Officer acts as Secretary of the
Committee. An indicative list of factors that
Committee.
may be evaluated include participation and
Remuneration Policy: contribution by a director, commitment,
The remuneration policy of the Company is effective deployment of knowledge and
directed towards rewarding performance, based expertise, effective management of
on review of achievements on a periodic basis. relationship with stakeholders, integrity
The Company endeavors to attract, retain, develop and maintenance of confidentiality and
and motivate the high-caliber executives and to independence of behaviour and judgement.
incentivize them to develop and implement the
iii) Remuneration to Executive Directors:
Group’s Strategy, thereby enhancing the business
The remuneration of the Executive Directors
value and maintain a high performance workforce.
is recommended by the Nomination and
The policy ensures that the level and composition
Remuneration Committee to the Board based
of remuneration of the Directors is optimum.
on criteria such as industry benchmarks, the
i) Remuneration to Non-Executive Directors: Company’s performance vis-à-vis the industry,
The remuneration by way of commission to responsibilities shouldered, performance/
the non-executive directors is decided by track record, macro-economic review on
the Board of Directors. The members at the remuneration packages of heads of other
Annual General Meeting held on August 6, organisations. On the recommendation of the
2019 approved the payment of remuneration Nomination and Remuneration Committee,
by way of commission to the non-executive the remuneration paid/payable by way of
directors of the Company, of a sum not salary, perquisites and allowances (fixed
exceeding 1% per annum of the net profits of component), incentive and/or commission
the Company, calculated in accordance with (variable components) to its Executive
the provisions of the Act for a period of 5 years Directors within the limits prescribed under
commencing from April 1, 2020. In addition the Act is approved by the Board of Directors
to commission, non-executive directors are and by the members in the General Meeting.
paid sitting fees of Rs. 50,000 for attending
The Executive Directors are not being paid
Board and Audit Committee and Rs. 25,000
sitting fees for attending meetings of the
for attending other Committees and actual
Board of Directors and its Committee.
reimbursement of expenses incurred for
attending each meeting of the Board and Details of Remuneration:
Committee. i) Non-Executive Directors:
The details of sitting fees and commission
The Company has also taken a Directors’ &
paid to Non-Executive Directors during the
Officers’ Liability Insurance Policy.
FY 2020-21 are as under:

(Rs. in lakhs)
Name Commission Sitting Fees Total
Mr. Rajesh S. Adani - 10.00 10.00
Mr. Mukesh Kumar, IAS1 - - -
Prof. G. Raghuram 20.00 8.00 28.00
Mr. G. K. Pillai 20.00 9.75 29.75
Mr. Bharat Sheth 20.00 3.00 23.00
Mrs. Nirupama Rao 20.00 3.25 23.25
Mr. P. S. Jayakumar 2
13.80 4.00 17.80
Mrs. Avantika Singh Aulakh, IAS3 - - -
Resigned as Director w.e.f. May 22, 2020.
1
Appointed as Director w.e.f. July 23, 2020.

2
3
Other than sitting fees and commission paid to Non-Executive Directors, there were no pecuniary
relationships or transactions by the Company with any of the Non-Executive Directors of the Company.
The Company has not granted stock options to Non-Executive Directors.
ii) Executive Directors:

Details of remuneration paid/payable to Chairman & Managing Director and Whole-Time Director during
the FY 2020-21 are as under:
(Rs. in lakhs)
Name Salary Perquisites, Commission* Total
Allowances &
other Benefits
Mr. Gautam S. Adani 180.00 - 100.00 280.00
Dr. Malay Mahadevia 422.25 700.95 - 1,123.20
Mr. Karan Adani 172.41 40.78 - 213.19
*Payable in FY 2020-21.
iii) Details of shares of the Company held by Directors was constituted on January 30, 2007
Directors as on March 31, 2021 are as under: and subsequently reconstituted from time to
Name No. of shares held time to comply with statutory requirement.
Mr. Gautam S. Adani 1 Terms of reference:
Mr. Rajesh S. Adani 1 The powers, role and terms of reference of
Stakeholders Relationship Committee covers the
Except above, none of Directors of the areas as contemplated under the SEBI Listing
Company holds equity shares of the Company Regulations and Section 178 of the Act. The brief
in their individual capacity. The Company terms of reference of Stakeholders Relationship
does not have any Employees’ Stock Option Committee are as under:
Scheme and there is no separate provision for
1. Resolving the grievances of the security
payment of Severance Fees.
holders including complaints related to
C) Stakeholders’ Relationship Committee: transfer/transmission of shares, non-receipt
The Stakeholders Relationship Committee of of annual report, non-receipt of declared

dividends, issue of new/duplicate certificates, 5. Carrying out any other function as is referred
general meetings etc.; by the Board from time to time or enforced
by any statutory notification / amendment or
2. Reviewing the measures taken for effective
modification as may be applicable.
exercise of voting rights by shareholders;
3. Reviewing of adherence to the service
Stakeholders’ Relationship Committee:
standards adopted in respect of various
During the year under review, Stakeholders
services being rendered by the Registrar &
Relationship Committee met four times on May
Share Transfer Agent;
5, 2020, August 7, 2020, November 2, 2020 and
4. Reviewing the various measures and February 8, 2021.
initiatives taken for reducing the quantum
The composition of the Stakeholders Relationship
of unclaimed dividends and ensuring timely
Committee and details of attendance of the
receipt of dividend warrants/annual reports/
members at the meetings held during the year are
statutory notices by the shareholders of the
given below:
Company;

tenure
Chairman Director
Mr. Karan Adani, Executive Director 4 4
Member
Member Director
The Board of Directors review the minutes of the D) Sustainability and Corporate Social Responsibility
Stakeholders Relationship Committee Meetings Committee:
at its subsequent Board Meetings. The Sustainability and Corporate Social
Responsibility Committee of the Company was
Mr. Kamlesh Bhagia, Company Secretary and
constituted on May 15, 2014 and subsequently
reconstituted from time to time to comply with
Committee.
statutory requirement.
Prof. G. Raghuram, Chairman of the Stakeholders’
Terms of reference:
Relationship Committee was present at the last
The powers, role and terms of reference of
Annual General Meeting to answer shareholder
Sustainability and Corporate Social Responsibility
queries.
Committee covers the areas as contemplated
Details of complaints received and redressed under Section 135 of the Act. The brief terms of
during the year: reference of Sustainability and Corporate Social
Opening During the year Pending Responsibility Committee are as under:
Balance Received Resolved Complaints
1. To review from time to time Corporate Social
Nil 6 6 Nil
Responsibility (CSR) policy in the light of
All complaints have been resolved to the emergent situation and statutory frame work;
satisfaction of shareholders.

2. To recommend the amount of investment to 7. The authority to decide on Disclosure on
be made on CSR activities; Management Approach in Sustainability
Reporting and to steer Sustainability
3. To monitor the implementation of CSR policy
Performance is hereby delegated to CEO of
and review overall performance in CSR
the Company.
Programmes;
4. To review from time to time Sustainability
Sustainability and Corporate Social Responsibility
policy in the global context and evolving
Committee:
statutory frame work such as BRR;
During the year under review, Committee met four
5. To review overall Sustainability performance times on May 5, 2020, August 7, 2020, November
and Sustainability Reporting of the Company; 2, 2020 and February 8, 2021.
6. To review from time to time different aspect The composition of the Committee and details of
of Sustainability Performance such as ethical the attendance of the members at the meetings
governance, environmental stewardship, held during the year are given below:
safety performance at sites, water and energy
use etc.;

Held during the tenure Attended
Chairman Independent Director
Dr. Malay Mahadevia, Executive Director 4 4
Member
Member Director
The Board of Directors review the minutes of the Management Committee covers the areas as
Sustainability and Corporate Social Responsibility contemplated under Regulation 21 of the SEBI
Committee Meetings at its subsequent Board Listing Regulations. The brief terms of reference
Meetings. of Risk Management Committee are as under:
Mr. Kamlesh Bhagia, Company Secretary and 1. To review the Company’s risk governance
Compliance Officer acts as Secretary of the structure, risk assessment and minimization
Committee. procedures and the guidelines, strategies and
policies for risk mitigation on short term as
CSR Policy:
well as long term basis;
The CSR Policy of the Company is available on
the website of the Company at https://www. 2. To monitor and review the risk management
adaniports.com/Investors/Corporate-Governance. plan of the Company;
E) Risk Management Committee: 3. To review the current and expected risk

The Risk Management Committee of the exposures of the organization, to ensure
Company was constituted on October 1, 2014 and the same are identified, qualitatively and
subsequently reconstituted from time to time to quantitatively evaluated, analysed and
comply with statutory requirement. appropriately managed;
Terms of reference: 4. To carry out any other function as is referred

The powers, role and terms of reference of Risk by the Board from time to time or enforced

by any statutory notification / amendment or Committee met three times on August 7, 2020,
modification as may be applicable. November 2, 2020 and February 8, 2021.
Meeting, Attendance & Composition of the Risk The composition of the Committee and details of
Management Committee: attendance of the members at the meetings held
During the year under review, Risk Management during the year are given below:

Held during the tenure Attended
Chairman Independent Director
Dr. Malay Mahadevia, Executive Director 3 3
Member
Member Director
Capt. Unmesh Abhyankar. Joint President – CEO office 3 3
Member
Mr. Deepak Maheshwari, Chief Financial Officer 3 3
Member1
Resigned as Chief Financial Officer w.e.f May 5, 2021.
1
The Board of Directors review the minutes of the 4. To issue duplicate equity and preference
Risk Management Committee Meetings at its share certificates and debenture certificate;
subsequent Board Meetings.
5. To apply for dematerialization of the equity,
Mr. Kamlesh Bhagia, Company Secretary and preference shares and debentures;
6. To do all such acts, deeds or things as may
Committee.
be necessary or incidental to the exercise of
F) Transfer Committee: above powers.
The Transfer Committee of the Company
4. Subsidiary Companies:
was constituted on September 25, 2000 and
The Company does not have any material
subsequently reconstituted from time to time to
non-listed subsidiary in which the Company is
comply with statutory requirement. No committee
required to nominate an Independent Director
meeting was held during the year under review.
of the Company on the Board of the subsidiary.
Terms of reference: The subsidiaries of the Company function with
1. To approve and register transfer and/or an adequately empowered Board of Directors and
transmission of equity and preference shares sufficient resources.
and debentures; For more effective governance, the Company
2. To subdivide, consolidate and issue equity monitors performance of subsidiary companies,
and preference share certificates and/ inter alia, by following means:
or debenture certificate on behalf of the 1. Financial statements, in particular
Company; investments made by unlisted subsidiary
3. To affix or authorise fixation of common seal companies, are reviewed quarterly by the
of the Company on the equity, preference Company’s Audit Committee.
share certificates and debenture certificate 2. Minutes of unlisted subsidiary companies are
of the Company; placed before the Board regularly.

3. A statement containing all significant 5. Whistle Blower Policy:
transactions and arrangements entered into The Company has adopted a whistle blower
by the subsidiary companies is placed before policy and has established the necessary vigil
the Company’s Board. mechanism for employees and directors to report
4. Presentations are made to the Company’s concerns about unethical behaviour. No person
Board on business performance of major has been denied access to the Chairman of the
subsidiaries of the Company by the senior Audit Committee. The said policy is uploaded
management. on the website of the Company at https://www.
adaniports.com/Investors/Corporate-Governance.
The Company has a policy for determining The Audit Committee monitored and reviewed
‘material subsidiaries’ which is uploaded investigations of the whistleblower complaints
on the website of the Company at https:// received during the year.
www.adaniports.com/Investors/Corporate-
Governance.
6. General Body Meetings:

a) Annual General Meetings:
The date, time and location of the Annual General Meetings held during the preceding 3 years and
special resolutions passed thereat are as follows:
Financial Date Location of Meeting Time No. of special
Year resolutions passed
2017-18 06-08-2018 J. B. Auditorium, 9.30 a.m. 2
Ahmedabad Management Association,
AMA Complex, Atira, Dr. Vikram Sarabhai
Marg, Ahmedabad-380015.
2018-19 06-08-2019 H.T. Parekh Hall, AMA Complex, ATIRA, 10.30 a.m 3
Dr. Vikram Sarabhai Marg,
Ahmedabad- 380015.
2019-20 26-06-2020 Meeting conducted through Video 10.00 a.m. 1
Conferencing/ Other Audio Visual Means.
b) Whether special resolutions were put 7. Means of Communication:

through postal ballot last year, details of a) Financial Results:
voting pattern: No The quarterly/half-yearly and annual results
of the Company are normally published in the
c) Whether any resolutions are proposed to be
Indian Express (English) and Financial Express
conducted through postal ballot: (a regional daily published from Gujarat).
No Special Resolution requiring a postal These results are not sent individually to the
ballot is being proposed at the ensuing shareholders but are put on the website of
Annual General Meeting of the Company. the Company.
d) Procedure for postal ballot: The Company’s financial results, press
Prescribed procedure for postal ballot as per release, official news and presentations to
the provisions contained in this behalf in investors are displayed on the Company’s
the Act read with rules made there under as website www.adaniports.com.
amended from time to time shall be complied b) Intimation to Stock Exchanges:
with whenever necessary. The Company also regularly intimates to the

Stock Exchanges all price sensitive and other investors / analysts after the declaration of
information which are material and relevant the quarterly, half-yearly and annual results
to the investors. are submitted to the National Stock Exchange
of India Ltd. (NSE) and BSE Ltd. (BSE) as well
c) Earnings Calls and Presentations to Analysts:
as uploaded on the Company’s website.
At the end of each quarter, the Company
organizes meetings / conference call with Your Company has maintained consistent
analysts and investors. Press release and communication with investors at various
presentations made to the institutional forums organized by investment bankers.
8. General Shareholders Information:

a) Company Registration details:
The Company is registered in the State of Gujarat, India. The Corporate Identity Number allotted to the
Company by the Ministry of Corporate Affairs is L63090GJ1998PLC034182.
b) Annual General Meeting:
Day and Date Time Venue
Monday, July 12, 2021 10:00 am The Company is conducting meeting through VC / OAVM pursuant
to the MCA Circular dated May 5, 2020 read with circulars dated
April 8, 2020, April 13, 2020 and January 13, 2021 and as such there
is no requirement to have a venue for the AGM.
c) Registered Office:
Adani Corporate House, Shantigram, Near Vaishno Devi Circle, S.G. Highway, Khodiyar, Ahmedabad –
382421.
d) Financial Calendar for 2021-22:
Financial year is 1st April to 31st March and financial results will be declared as per the following schedule.
Particulars Tentative Schedule
Quarterly Results
Quarter ending on June 30, 2021 1st week of August, 2021
Quarter ending on September 30, 2021 4th week of October, 2021
Quarter ending on December 31, 2021 1st week of February, 2022
Annual Result of 2021-22 1st week of May, 2022
e) Record date:
The Company has fixed Friday, June 25, 2021 as the ‘Record Date’ for determining entitlement of members
to final dividend for the financial year ended March 31, 2021, if approved at the AGM.
f) Dividend Payment Date:
Dividend of H 5 per share (250%) will be paid on or after July 15, 2021, if approved by the members at the
ensuing Annual General Meeting.
g) Dividend Distribution Policy:
The Dividend Distribution and Shareholder Return Policy of the Company is available on the website of the
Company at https://www.adaniports.com/Investors/Corporate-Governance.
h) Listing on Stock Exchanges:
The Company’s shares are listed on the following stock exchanges:
Name of Stock Exchange Address Code
BSE Ltd. (BSE) Floor 25, P. J Towers, Dalal Street, Mumbai - 400001 532921
National Stock Exchange of India Exchange Plaza, Bandra Kurla Complex, ADANIPORTS
Ltd. (NSE) Bandra (E), Mumbai - 400051

Annual listing fees for the year 2021-22 have been paid by the Company to BSE and NSE.
The Company’s International Bonds are listed on the following exchanges:

Name of Exchange Address
Singapore Stock Exchange 2 Shenton Way, #19- 00 SGX Centre 1, Singapore 068804
India International Exchange (IFSC) 1st Floor, Unit No. 101, The Signature, Building No. 13B, Road 1C,
Ltd. (India INX) Zone 1, Gift SEZ, Gift City, Gandhinagar, Gujarat – 382355
i) Market Price Data:

Month BSE NSE
High Low Volume High Low Volume
(H) (H) (No. of shares) (H) (H) (No. of shares)
April, 2020 296.00 235.20 25,48,331 296.00 238.90 7,86,40,649
May, 2020 333.95 256.05 23,16,485 334.15 261.10 11,51,57,761
June, 2020 359.90 327.50 22,03,704 357.20 325.80 7,56,93,983
July, 2020 366.55 298.10 25,79,973 366.80 298.00 8,18,69,745
August, 2020 378.45 309.00 41,73,968 378.35 308.65 10,45,24,794
September, 2020 368.00 312.00 1,06,74,032 365.35 312.10 9,33,15,731
October, 2020 373.80 341.25 23,27,113 368.75 341.15 9,74,36,744
November, 2020 416.05 347.20 4,99,50,544 416.00 347.20 19,15,09,173
December, 2020 492.85 411.75 77,43,627 492.95 412.00 17,49,58,506
January, 2021 563.30 483.00 66,98,547 562.50 482.55 15,25,01,957
February, 2021 711.40 500.20 1,47,22,565 711.35 500.10 27,89,50,983
March, 2021 768.40 656.80 1,33,28,398 767.80 657.10 30,99,48,870
j) Performance in comparison to broad-based indices such as BSE Sensex:
750 51000
APSEZL Share Price
650 48000
45000
Sensex
550 42000
450 39000
36000
350 33000
250 30000
Dec-20
Aug-20
Jun-20
Sep-20
Nov-20
Oct-20
Apr-20
Jul-20
Feb-21
Jan-21
May-20
Mar-21
Months
Adani Port BSE Sensex

k) Registrar & Transfer Agent: The Shareholders may note that both the
M/s. Link Intime India Pvt. Ltd. is appointed unclaimed dividend and corresponding shares
as Registrar and Transfer (R&T) Agent of the transferred to the IEPF Authority including all
Company for both Physical and Demat Shares. benefits accruing on such shares, if any, can be
The registered office address is given below: claimed back by them from IEPF Authority after
following the procedure (i.e. an application
C-101, 247 Park, L B S Marg,
in E-form No. IEPF-5) prescribed in the Rules.
Vikhroli West, Mumbai-400083
Shareholders may refer Rule 7 of the said Rules
Tel: +91-22-4918 6270 | Fax: +91-22-4918 6060
for Refund of shares / dividend etc.
E-mail: [email protected]
Website: www.linkintime.co.in m) Share Transfer System:
In terms of Regulation 40(1) of SEBI Listing
The Shareholders are requested to correspond
Regulations, as amended, securities can be
directly with the R&T Agent for transfer/
transferred only in dematerialized form w.e.f.
transmission of shares, change of address, queries
April 1, 2019, except in case of request received
pertaining to their shares, dividend etc.
for transmission or transposition of securities.
l) Transfer to Investor Education and Protection Further, SEBI has fixed March 31, 2021 as the cut-
Fund (IEPF): off date for re-lodgement of transfer deeds and
In terms of the Section 125 of the Act, the the shares that are re-lodged for transfer shall
amount that remained unclaimed for a period of be issued only in demat mode. Members holding
seven years is required to be transferred to the shares in physical form are requested to consider
Investor Education and Protection Fund (IEPF) converting their holdings to dematerialized
administered by the Central Government. form. Transfers of equity shares in electronic
During the year under review, the unclaimed form are effected through the depositories with
dividend amount for the year 2012-13 (final) was no involvement of the Company. The Board has
transferred to the IEPF established by the Central delegated the authority for approving transfer,
Government under applicable provisions of the transmission etc to the Transfer Committee.
Act. The Company obtained following certificate(s)
In terms of Section 124(6) of the Act read with from a Practising Company Secretary and
Investor Education and Protection Fund Authority submitted the same to the stock exchanges
(Accounting, Auditing, Transfer and Refund within stipulated time:
Rules, 2016), the Company has transferred the 1. Certificate confirming due compliance of
shares in respect of which the dividend has not share transfer formalities by the Company
been claimed for a period of seven years or more pursuant to Regulation 40(9) of the SEBI
to the demat account of IEPF Authority. The Listing Regulations for half year ended
Company had communicated to all the concerned September 30, 2020 and March 31, 2021
shareholders individually whose shares were respectively with the Stock Exchanges; and
liable to be transferred to IEPF. The Company
2. Certificate regarding reconciliation of the
had also given newspaper advertisements, before
share capital audit of the Company on
such transfer in favour of IEPF. The Company had
quarterly basis.
also uploaded the details of such shareholders
and shares transferred to IEPF on the website All share transfer and other communication
of the Company at https://www.adaniports.com/ regarding share certificates, change of address,
Investors/Corporate-Governance. dividend etc. should be addressed to R & T Agent
of the Company at the address given above.

n) Shareholding as on March 31, 2021:
(a) Distribution of Shareholding as on March 31, 2021:
No. of shares Equity Shares in each category Number of shareholders
Total Shares % of total Holders % of total
1-500 2,39,23,598 1.18 4,00,883 97.15
501-1000 45,24,751 0.22 5,966 1.45
1001-2000 36,56,035 0.18 2,490 0.60
2001-3000 22,64,960 0.11 887 0.22
3001-4000 13,28,232 0.07 374 0.09
4001-5000 14,76,614 0.07 315 0.08
5001-10000 42,94,128 0.21 595 0.14
10001 & above 199,02,83,443 97.96 1,117 0.27
Total 2,03,17,51,761 100.00 4,12,627 100.00
(b) Category wise Shareholding Pattern as on March 31, 2021:

Category Total No. of % of
Shares holding
Promoter and Promoter Group 1,29,49,91,018 63.74
Foreign Institutional Investors / Portfolio Investor 36,37,29,141 17.90
Insurance Companies 22,83,10,794 11.24
Mutual Funds/Banks/Financial Institutions 7,29,81,333 3.59
NRI/Foreign Nationals 15,99,660 0.08
IEPF/Clearing Member 17,88,726 0.09
Bodies Corporate 73,19,680 0.36
Indian Public and others 6,10,31,409 3.00
Total 2,03,17,51,761 100.00
o) Dematerialization of Shares and Liquidity: Wholesale Debt Market of BSE Ltd.

The Equity Shares of the Company are tradable in
q) Debenture Trustees (for privately placed
compulsory dematerialized segment of the Stock
debentures):
Exchanges and are available in depository system
IDBI Trusteeship Services Ltd.
of National Securities Depository Ltd. (NSDL) and
Asian Building, Ground Floor, 17, R. Kamani Marg,
Central Depository Services (India) Ltd. (CDSL).
Ballard Estate, Mumbai - 400001
The demat security (ISIN) code for the equity
Phone No. +91-22-4080 7000
share is INE742F01042.
Fax: +91-22-6631 1776
The equity shares of the Company representing E-mail ID: [email protected]
99.98% of the Company’s share capital are Website: www.idbitrustee.com
dematerialized as on March 31, 2021.
r) Outstanding GDRs/ADRs/Warrants or any
The Company’s shares are regularly traded on the convertible instrument, conversion and likely
‘BSE Ltd.’ and ‘National Stock Exchange of India impact on equity: Nil
Ltd.’.
s) Commodity Price Risk/Foreign Exchange Risk
p) Listing of Debt Securities: and Hedging:
The Rated, Listed, Secured, Redeemable, Non- In the ordinary course of business, the Company
Convertible Debentures issued on private is exposed to risks resulting from exchange
placement basis by the Company are listed on the rate fluctuation and interest rate movements.

It manages its exposure to these risks through Company’s policy that no trading in derivatives
derivative financial instruments. The Company’s for speculative purposes may be undertaken.
risk management activities are subject to the The decision of whether and when to execute
management, direction and control of Treasury derivative financial instruments along with its
Team of the Company under the framework of Risk tenure can vary from period to period depending
Management Policy for Currency and Interest rate on market conditions and the relative costs of the
risk as approved by the Board of Directors of the instruments. The tenure is linked to the timing
Company. The Company’s Treasury Team ensures of the underlying exposure, with the connection
appropriate financial risk governance framework between the two being regularly monitored.
for the Company through appropriate policies and
t) Site location:
procedures and that financial risks are identified,
“Adani House”, Navinal Island, Mundra - 370421,
measured and managed in accordance with the
Kutch, Gujarat.
Company’s policies and risk objectives. It is the
u) Address for Correspondence:

Mr. Kamlesh Bhagia, Registrars and Transfer Agents:
Company Secretary & Compliance Officer Link Intime India Pvt. Ltd.
Adani Corporate House, Shantigram, C-101, 247 Park, L B S Marg, Vikhroli West,
Near Vaishno Devi Circle, S. G. Highway, Mumbai - 400083
Khodiyar, Ahmedabad – 382421. Tel.: +91-22-4918 6270
Tel.: +91-79-2656 5555 Fax.: +91-22-4918 6060
Fax: +91-79-2656 5500 E-mail: [email protected]
E-mail: [email protected]
v) Rating:
International Rating
Rating Agency Facility Rating/Outlook
Standard & Poor's Long-term Foreign Currency Issuer Credit Rating BBB -/ Stable
Moody's Long-term Foreign Currency Issuer Rating Baa3/ Negative
Fitch Long-term Foreign Currency Issuer Default Rating BBB -/ Negative
Domestic Rating
Rating Agency Facility Rating/Outlook
CARE Long Term Facility AA+/ Stable
ICRA Long Term Facility; Short Term Facility AA+/ Stable A1+
India Rating Long Term Facility; Short Term Facility AA+/ Stable A1+
w) Non-mandatory Requirements: 2. Shareholders Right:

The non-mandatory requirements have been The quarterly, half-yearly and annual financial
adopted to the extent and in the manner as results of your Company are published
stated under the appropriate headings detailed in newspapers and posted on Company’s
below: website www.adaniports.com. The same are
also available on the sites of stock exchanges
1. The Board:
where the shares of the Company are listed i.e.
Your Company has an Executive Chairman
www.bseindia.com and www.nseindia.com
and hence, the need for implementing this
non mandatory requirement does not arise.

3. Modified opinion(s) audit report: the Company has followed the accounting
The Company already has a regime of policies and practices as prescribed in the
unqualified financial statements. Auditors Accounting Standards.
have raised no qualification on the financial
c) The Company has complied with all the
statements.
requirements of the Stock Exchanges as well
4. Separate posts of Chairperson and Chief as the regulations and guidelines prescribed
Executive Officer: by the Securities and Exchange Board of
Mr. Gautam S. Adani is a Chairman and Mr. India (SEBI). There were no penalties or
Karan Adani is a CEO & WTD of the Company. strictures imposed on the Company by Stock
Exchanges or SEBI or any statutory authority
5. Reporting of Internal Auditor:
on any matter related to capital markets
The Internal Auditor of the Company is a
during the last three years.
permanent invitee to the Audit Committee
Meeting and regularly attends the Meeting d) The Chief Executive Officer and the Chief
for reporting their findings of the internal Financial Officer have furnished a Certificate
audit to the Audit Committee Members. to the Board for the year ended on March 31,
2021 in compliance with Regulation 17(8)
Details of utilization of funds raised through
of SEBI Listing Regulations. They have also
preferential allotment:
provided quarterly certificate on financial
The funds raised by the Company through results while placing the same before the
Preferential Issue, have been utilized for Board pursuant to Regulation 33 of SEBI
prepayment of borrowings of the Company and/ Listing Regulations.
or its subsidiaries, working capital requirement,
meeting future funding requirements and other e) The Company discloses to the Audit
general corporate purposes of the Company and Committee, the uses/application of proceeds/
its subsidiaries, as stated in the Letter of Offer. funds raised from Rights Issue, Preferential
Issue as part of the quarterly review of
9. Other Disclosures: financial results as applicable.
a) There were no materially significant
f) The designated Senior Management
Related Party Transactions and pecuniary
Personnel of the Company have disclosed
transactions that may have potential conflict
to the Board that no material, financial and
with the interest of the Company at large.
commercial transactions have been made
The details of Related Party Transactions are
during the year under review in which they
disclosed in financial section of this Annual
have personal interest, which may have a
Report.
potential conflict with the interest of the
The Company has developed a policy on Company at large.
materiality of Related Party Transactions
g) The Company has adopted Material Events
and also on dealing with Related Party
Policy which is uploaded on the website of
Transactions.
the Company at https://www.adaniports.
The Company has developed a Related com/Investors/Corporate-Governance.
Party Transaction Policy which is uploaded
h) The Company has in place an Information
on the website of the Company at https://
Security Policy that ensures proper utilization
www.adaniports.com/Investors/Corporate-
of IT resources.
Governance.
i) Details of the familiarization programmes
b) In the preparation of the financial statements,

imparted to the independent directors are the Directors of the Company is debarred or
available on the website of the Company disqualified by the Securities and Exchange
at https://www.adaniports.com/Investors/ Board of India / Ministry of Corporate Affairs
Corporate-Governance. or any such authority from being appointed
j) With a view to regulate trading in securities or continuing as Director of the Company and
by the directors and designated employees, the same is also attached to this Report.
the Company has adopted a Code of Conduct p) Total fees for all services paid by the Company
for Prohibition of Insider Trading.
and its subsidiaries, on a consolidated basis,
k) The company has put in place succession to the statutory auditor and all entities in the
plan for appointment to the Board and to network firm / network entity of which the
senior management. statutory auditor is a part, is given below:
l) The Company complies with all applicable M/s. Deloitte Haskins & Sells LLP
secretarial standards.
(H in lakhs)
m) The Company has complied with all the Payment to Statutory Auditor FY 2020-21
mandatory requirements specified in Audit Fees 123.50
Regulations 17 to 27 and clauses (b) to (i) Limited Review 105.00
of Regulation 46(2) of the SEBI Listing
Certification Fees & other 198.37
Regulations. It has obtained a certificate
services
affirming the compliances from CS Ashwin
Reimbursement of Expenses 4.28
Shah, Practising Company Secretary and the
Total 431.15
same is attached to this Report.
n) As required under Regulation 36(3) of the q) As per the requirement of the Sexual
SEBI Listing Regulations, particulars of Harassment of Women at Workplace
Director seeking re-appointment at the (Prevention, Prohibition & Redressal) Act,
ensuing Annual General Meeting are given in 2013 and rules made thereunder, your
the Annexure to the Notice of the 22nd Annual Company has constituted Internal Complaints
General Meeting to be held on July 12, 2021. Committee which is responsible for redressal
o) The Company has obtained certificate from of complaints related to sexual harassment.
M/s. Chirag Shah & Associates, Practising During the year under review, there were no
Company Secretaries confirming that none of complaints pertaining to sexual harassment.

Declaration
I, Karan Adani, Whole-Time Director & CEO of Adani Ports and Special Economic Zone Limited hereby declare
that as of March 31, 2021, all the Board Members and Senior Management Personnel have affirmed compliance
with the Code of Conduct and Ethics for Board of Directors and Senior Management Personnel laid down by
the Company.
For Adani Ports and Special Economic Zone Limited
Place: Ahmedabad Karan Adani

Date: May 4, 2021 Whole-Time Director & CEO
Certificate on Corporate Governance

To,
The Members,
We have examined the compliance of Corporate certify that the Company has complied with the
Governance by Adani Ports and Special Economic conditions of Corporate Governance as stipulated in
Zone Limited (“the Company”) for the year ended the applicable regulations of SEBI (Listing Obligations
on March 31, 2021 as stipulated in the applicable and Disclosure Requirements) Regulations, 2015.
regulations of SEBI (Listing Obligations and Disclosure
We further state that such compliance is neither an
Requirements) Regulations, 2015 of the said Company
assurance as to the future viability of the Company
with the Stock Exchanges.
nor the efficiency or effectiveness with which the
The compliance of conditions of Corporate management has conducted the affairs of the
Governance is the responsibility of the management. Company
Our examination was limited to a review of
procedures and implementations thereof adopted
by the Company for ensuring the compliance of the
conditions of Corporate Governance. It is neither an
audit nor an expression of opinion on the financial
CS Ashwin Shah
statements of the Company.
Company Secretary
In our opinion and to the best of our information Place: Ahmedabad C. P. No. 1640
and according to the explanations given to us, we Date: May 4, 2021 UDIN: F001640C000396804

Certificate of Non-Disqualification of Directors

(Pursuant to Regulation 34(3) and Schedule V Para C clause (10)(i) of the SEBI (Listing Obligations and
Disclosure Requirements) Regulations, 2015)
To,
The Members of
Adani Corporate House, Shantigram,
Near Vaishno Devi Circle,
S. G. Highway, Khodiyar,
Ahmedabad - 382421.
We have examined the relevant registers, records, forms, returns and disclosures received from the Directors of
Adani Ports and Special Economic Zone Limited having CIN L63090GJ1998PLC034182 and having registered
office Adani Corporate House, Shantigram, Near Vaishno Devi Circle, S. G. Highway, Khodiyar, Ahmedabad
382421. (hereinafter referred to as ‘the Company’), produced before us by the Company for the purpose of
issuing this Certificate, in accordance with Regulation 34(3) read with Schedule V Para-C Sub clause 10(i) of
the Securities Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015.
In our opinion and to the best of our information and according to the verifications (including Directors
Identification Number (DIN) status at the portal www.mca.gov.in) as considered necessary and explanations
furnished to us by the Company & its officers, We hereby certify that none of the Directors on the Board of the
Company as stated below for the Financial Year ending on March 31, 2021 have been debarred or disqualified
from being appointed or continuing as Directors of companies by the Securities and Exchange Board of India,
Ministry of Corporate Affairs or any such other Statutory Authority.
Sr. No. Name of Director DIN Date of appointment in Company
1. Mr. Gautam S. Adani 00006273 26/05/1998
2. Mr. Rajesh S. Adani 00006322 26/05/1998
3. Dr. Malay Mahadevia 00064110 20/05/2009
4. Mr. Karan Adani 03088095 24/05/2017
5. Prof. G. Raghuram 01099026 14/05/2012
6. Mr. G. K. Pillai 02340756 19/10/2012
7. Mrs. Nirupama Rao 06954879 22/04/2019
8. Mr. Bharat Sheth 00022102 15/10/2019
9. Mrs. Avantika Singh Aulakh, IAS 07549438 15/09/2020
10. Mr. P. S. Jayakumar 01173236 23/07/2020
Ensuring the eligibility of for the appointment / continuity of every Director on the Board is the responsibility of
the management of the Company. Our responsibility is to express an opinion on these based on our verification.
This certificate is neither an assurance as to the future viability of the Company nor of the efficiency or
effectiveness with which the management has conducted the affairs of the Company.
For, Chirag Shah & Associates
Chirag Shah
Membership No.: 5545
Date: May 4, 2021 CP No.: 3498
Place: Ahmedabad UDIN : F005545C000223831

Chief Executive Officer and
Chief Financial Officer Certification
To,
The Board of Directors,
We, Karan Adani, Whole-Time Director & CEO and Deepak Maheshwari, Chief Financial Officer of Adani Ports and
Special Economic Zone Limited (“the Company”), to the best of our knowledge and belief, hereby certify that;
a) We have reviewed the financial statements and the cash flow statements of the Company for the year
ended March 31, 2021 and:
i) these statements do not contain any materially untrue statement or omit any material fact or contain
statements that might be misleading;
ii) these statements together present a true and fair view of the Company’s affairs and are in compliance
with existing accounting standards, applicable laws and regulations.
b) There are no transactions entered into by the Company during the year ended March 31, 2021, which are
fraudulent, illegal or violative of the Company’s Code of Conduct.
c) We are responsible for establishing and maintaining disclosure controls and procedures and internal
controls over financial reporting for the Company and we have:
i) designed such disclosure controls and procedures or caused such disclosure controls and procedures
to be designed under our supervision to ensure that material information relating to the Company,
including its subsidiaries, is made known to us by others within those entities, particularly during the
period in which this report is being prepared;
ii) designed such internal control over financial reporting or caused such internal control over financial
reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability
of financial reporting and the preparation of financial statements of external purpose in accordance
with Indian Accounting Standards (Ind AS);
iii) evaluated the effectiveness of the Company’s disclosure, controls and procedure;
iv) disclosed in this report, changes, if any, in the Company’s internal control over financial reporting that
occurred during the Company’s most recent fiscal year that has materially affected or is reasonable
likely to materially affect, the Company’s internal control over financial reporting.
d) We have indicated to the Auditors and the Audit Committee, wherever applicable:
i) significant changes, if any, in internal control over financial reporting during the year;
ii) all significant changes in accounting policies during the year, if any, and the same have been disclosed
in the notes to the financial statements;
iii) there have been no instances of significant fraud of which we have become aware and involvement
therein, if any, of the management or an employee having a significant role in the Company’s internal
control system over financial reporting.
Place: Ahmedabad Karan Adani Deepak Maheshwari

Date: May 4, 2021 Whole-Time Director & CEO Chief Financial Officer

Business Responsibility Report
Section A: General Information about the Company

1 Corporate Identity Number (CIN) L63090GJ1998PLC034182
2 Name of the Company Adani Ports and Special Economic Zone Ltd.
3 Registered Address Adani Corporate House, Shantigram,
Near Vaishno Devi Circle, S. G. Highway,
Khodiyar, Ahmedabad-382421 Gujarat
4 Website www.adaniports.com
5 Email id [email protected]
6 Financial year reported April 1, 2020 to March 31, 2021
7 Sector(s) that the Company is engaged in (industrial activity code-wise):
Service category (ITC 4 digit) code 9967
Service category (ITC 8 digit) code 99675111
Description of service category Port Services
As per National Industrial Classification - Ministry of Statistics and Programme Implementation.
8 List three key products that the Company manufactures/ The Company is in the business of
provides (as in balance sheet). development, operations and maintenance
of port infrastructure facilities and has
linked multi product Special Economic Zone
(SEZ) and related infrastructure contiguous
to Mundra Port.
9 Total number of locations where business activity is The Company’s main business activity
undertaken by the Company. is undertaken at Mundra Port (in Kutch,
Gujarat).
APSEZ operates 12 strategically located
ports and terminals — Mundra, Dahej, Tuna
and Hazira in Gujarat, Dhamra in Odisha,
Mormugao in Goa, Visakhapatnam and
Krishnapatnam in Andhra Pradesh, Dighi
in Maharashtra, Kattupalli and Ennore in
Chennai - represent 24% of the country’s
total port capacity, handling vast amounts of
cargo from both coastal areas and the vast
hinterland. The company is also developing
a transhipment port at Vizhinjam, Kerala.
Adani Logistics Ltd., subsidiary of the
Company offer logistics solution across
western and northern region.
10 Markets served by the Company State, National, International

Section B: Financial Details of the Company
1 Paid up capital (Rs.) H 408.85 crore (Equity & Preference capital)
2 Total turnover (Rs.) H 6,643.46 crore
3 Total profit after tax (Rs.) H 1,927.93 crore
4 Total spending on Corporate Social The Company has spent H 72.99 crore on CSR activities. This
Responsibility (CSR) as percentage of amount is more than 2% of average profit for the three previous
profit after tax. years with respect to standalone financial statements. The
excess CSR spent of H 16.24 crore will be carried forward for
set off for FY 2021-22 as per provisions of the Companies Act,
2013.
5 List of activities in which expenditure in The major activities in which CSR was undertaken are primary
4 above has been incurred. education, community health, sustainable livelihood and
community infrastructure. Please refer page 275 to 277 for
detail activities carried out for CSR.
Section C: Other Details

1 Does the Company have any subsidiary Yes, the Company has 77 subsidiary companies (including
company / companies? step-down subsidiaries) as on March 31, 2021.
2 Do the subsidiary company / Business Responsibility initiatives of the parent Company are
companies participate in the Business applicable to the subsidiary companies to the extent that
Responsibility (BR) initiatives of the they are material in relation to the business activities of the
parent Company? subsidiaries.
3 Do any other entity / entities that the No other entity / entities participates in the BR initiatives of
Company does business with participate the Company. However, the Company is engaging its suppliers
in the BR initiatives of the Company? and carrying out number of initiatives to align them with our
ESG strategy.
Section D: BR Information
1. Details of Director / Directors responsible for BR:
a) Details of the Director / Directors responsible b) Details of the BR head:

for implementation of the BR policy/ policies: DIN Number (if applicable): NA
DIN Number : 00064110 Name: Capt. Unmesh Abhyankar
Name : Dr. Malay Mahadevia Designation: Joint President - CEO office
Designation : Whole-Time Director Telephone Number: 079 – 25555185
Email id: [email protected]

2. Principle-wise (as per NVGs) BR Policy / policies (Reply in Y/N):

Sr. Questions
Stakeholder Engagement
Employee Well-being
No.
Inclusive Growth
Policy Advocacy
Customer Value
Business Ethics
Business Ethics
Human Rights
Environment
P1 P2 P3 P4 P5 P6 P7 P8 P9
1 Do you have policy/policies for.... Y Y Y Y Y Y Y Y Y
2 Has the policy been formulated Y Y Y Y Y Y Y Y Y
in consultation with the relevant
stakeholders?
3 Does the policy conform to any The policies reflect the intent of the United Nations Global
national /international standards? If Compact, GRI guidelines and international standards such
yes, specify? as ISO 14001, OHSAS 45001 and NVG Guidelines issued by
Ministry of Corporate Affairs, Government of India.
4 Has the policy being approved by the Y - - Y Y Y - Y -
Board? If yes, has it been signed by
MD/owner/CEO/ appropriate Board
Director?
5 Does the company have a Y Y Y Y Y Y Y Y Y
specified committee of the Board/
Director/ Official to oversee the
implementation of the policy?
6 Indicate the link for the policy to be https://www.adaniports.com/Investors/Corporate-Governance.
viewed online?
7 Has the policy been formally The policies have been communicated to key internal
communicated to all relevant internal stakeholders. The communication is an ongoing process to
and external stakeholders? cover all internal and external stakeholders
8 Does the company have in-house Y Y Y Y Y Y Y Y Y
structure to implement the policy/
policies.
9 Does the Company have a grievance Y Y Y Y Y Y Y Y Y
redressal mechanism related to
the policy/policies to address
stakeholders’ grievances related to
the policy/ policies?
10 Has the company carried out Y Y Y Y Y Y Y Y Y
independent audit/ evaluation of the
working of this policy by an internal
or external agency?

2a. If answer to S. No. 1 against any principle, is ‘No’, please explain why: (Tick up to 2 options):
Sr. Questions P1 P2 P3 P4 P5 P6 P7 P8 P9
No.
1 The Company has not understood the
principle
2 The Company is not at stage where it
finds itself in a position to formulate and
implement the policies on specified principle
3 The company does not have financial or Not Applicable
manpower resources available for the task
4 It is planned to be done within next six
month
5 It is planned to be done within next one year
6 Any other reason (please specify)
3. Governance related to BR: Directors, Senior Management and all employees

(i) Indicate the frequency with which the Board of Adani Group Companies. It extends to all its
of Directors, Committee of the Board or subsidiaries and joint ventures.
CEO to assess the BR performance of the The Senior management and the Directors of the
Company. Within 3 months, 3-6 months, Company have to adhere to the Code of Conduct,
Annually, More than 1 year. constituted with an objective to promote ethics
The Company’s Business Responsibility and transparency in the conduct of its operations.
performance is assessed quarterly.
Policies including whistle blower are applicable
(ii) Does the Company publish a BR or a to each employee working with the organization.
Sustainability Report? What is the hyperlink
Through Supplier Code of Conduct, the Company
for viewing this report? How frequently it is
also ensures that all the registered vendors
published?
adhere to the ethical standards and also follow
The Company publishes Business the Company’s policies while performing any
Responsibility Report annually in its activities at Company’s owned/ managed sites.
Integrated Annual Report and the same is
available on http://www.adaniports.com. 2. How many stakeholder complaints have been
received in the past financial year and what
Section E: Principle-wise Performance percentage was satisfactorily resolved by the
Principle 1: Business should conduct and govern management? If so, provide details thereof, in
themselves with Ethics, Transparency and about 50 words or so.
Accountability. Stakeholder’s Relationship Committee received
1. Does the policy relating to ethics, bribery and 6 complaints related to shareholders like non-
corruption cover only the Company? Yes/No. receipt of Annual Report, non-receipt of declared
Does it extend to the Group /Joint Ventures / dividend, revalidation of dividend warrant or
Suppliers /Contractors /NGOs / Others? refund order etc. All complaints were satisfactorily
The Company has adopted Code of Conduct for its resolved.(Refer page no. 289)

Principle 2: Business should provide goods and reduction drive.

services that are safe and contribute to sustainability
APSEZ and its subsidiaries has installed capacity
throughout their life cycle.
of 20 MW renewable energy and procuring 15
1. List up to 3 of your products or services whose MW of wind energy. APSEZ alone has an installed
design has incorporated social or environmental capacity of 8.5 MW Solar plants.
concerns, risks and/or opportunities.
II. Reduction during usage by consumers (energy,
The Company is in the port and infrastructure
water) achieved since the previous year?
development sector, which provides services
for cargo handling & logistic, operations & The Company is not manufacturing any products
maintenance of port sector. The Company has hence not applicable.
incorporated social and environmental concerns 3. Does the Company have procedures in place for
for infrastructure development to logistic services. sustainable sourcing (including transportation)?
A number of sustainability initiatives have
Yes, the Company’s group level techno-
been taken during the FY 2020-21 enhancing
commercial team has designed and developed
our operational, environmental and safety
the procurement guidelines. Company’s General
performance. (Refer page no. 267-269 and 274)
Contract Condition (GCC) covers the sustainable
2. For each such product, provide the following sourcing criteria such as procuring energy
details in respect of resource use (energy, water, efficient equipment.
raw material etc) per unit of product (optional).
The Company is practicing the sustainable
I. Reduction during sourcing / production / sourcing for its operations. The mechanized
distribution achieved since the previous year conveyors for coal transportation, procuring
through the value chain: E-RTG cranes, introduction of EV ITVs, procuring
The Company is taking various energy reduction high energy rating equipment, water less urinals
initiatives year on year and achieving the energy are the examples of sustainable sourcing.
reductions through its sustainable initiatives such 4. Has the Company undertaken any steps to
as implementation of renewable energy projects, procure goods and services from local and small
retrofitting, LED lighting etc. producers, including communities surrounding
The Company has increased its energy intensity their place of work? If yes, what steps have been
by 5% for APSEZ’s standalone operations and taken to improve the capacity and capability of
has increased by 9% for consolidated operations local and small vendors?
including subsidiaries involved port and allied The Company encourages procurement of goods
services. The Company’s water intensity has from local vendors, thereby creating direct and
increased by 10% for APSEZ’s standalone indirect economic impact in the surrounding
operations and decreased by 1% for its region. Additionally, the Company also procures
consolidated operations as compared to previous various services (civil work, man power supply,
year. APSEZ has recycled and reused 498 ML of maintenance work etc.) from local contractors,
treated waste water from its treatment plants which has led to creation of employment
and. 650 ML of wastewater has been treated opportunities and skill development of the local
and reused at consolidated level to avoid population. During FY 2020-21 more than 97% of
freshwater withdrawal from shared resources materials & services were procured from India.
and has recycled and reused 650 ML of treated Our 71% of procurement were from the states
wastewater. Replaced HPSV and tube lights where we operate.
with LED lighting fixture continuing the energy

The Company follows a systematic process of Additionally, 4497 MT of metal scrap been sent
vendor relationship management. The Company for recycling.
has initiated various programmes to transfer
Principle 3: Business should promote the wellbeing
skills and knowledge to its supply chain. It has
of all employees.
conducted annual vendor meets to encourage
1. Please indicate total number of employees.
them and build strong relationship. The Company
encourages for developing local vendors and The Company has a total of 1,184 employees as on
service providers for procuring the material and March 31, 2021.
waste management services. 2. Please indicate total number of employees hired
5. Does the company have a mechanism to on temporary/contractual/casual basis.
recycle products and waste? If yes, what is the The Company has a total of 34 employees (32
percentage of recycling of products and waste? male & 2 female) hired on contractual basis as on
If yes, what is the percentage of recycling of March 31, 2021.
products and waste (Separately as < 5%, 5-10%,
3. Please indicate the number of permanent women
>10%). Also, provide details thereof, in about 50
employees.
words or so.
The Company has 13 women employees as on
The Company complies with all applicable
March 31, 2021.
regulatory requirements pertaining to waste
management. The Company is providing cargo 4. Please indicate the number of permanent
handling & logistic services, which generates non- employees with disabilities.
hazardous, e-waste, batteries waste, bio-medical The Company has one permanent employee with
waste and hazardous wastes. The Company is disabilities as on March 31, 2021.
disposing its waste in environmental friendly
5. Do you have an employee association that is
manner through CPCB / SPCB registered CHWIF/
recognized by the Management?
TSDF or authorised recyclers. The Company’s
wastes generated from our port sites have been The Company does not have an employee
decreased by 22% and for consolidated operations association recognized by the Management.
increased by 20% in FY 2020-21. Being a service 6. What percentage of permanent employees
industry, we don’t have potential to recycling of who are members of this recognized employee
generated waste in our operations. We managed association?
our waste through 5R principles. APSEZ disposed
Not applicable.
2025 MT of waste. 33% of total waste was
recycled, 46% waste was reprocessed, 20% waste 7. Please indicate the number of complaints relating
was sent for recovery as co-processing, less than to child labour, forced labour, involuntary labour,
1% was sent for incineration and 0% for landfilling sexual harassment in the last financial year and
and additionally 1903 MT of metal scrap was those pending as on the end of the financial year.
sent for recycling. From consolidated operations, There were no complaints of this nature during
6,885 MT of waste were generated. 20% of total the financial year.
waste was recycled, 23% was reprocessed, 39%
8. What percentage of under mentioned employees
was sent for recovery as co-processing, 13% was
were given safety and skill up-gradation training in
reused for operation and maintenance activities,
the last year? (Permanent employees, permanent
2% was sent for incineration and 3% for landfilling.

women employees, causal / subcontracted different areas like tribal communities, farmers,
employees, employees with disabilities). women, children, widows and the differently-
Employee training and skills development is an abled persons.
integral aspect of the Company’s human resources For example, the fisher folk in coastal areas
strategy. The Company’s training programs extend such as Mundra, Vizhinjam or Dhamra receive
to all permanent and contractual employees, special attention. Women, similarly, constitute a
which are rolled out as per the annual training major target set around whom Adani Foundation
calendar and individual employee training needs, has developed unique programs. The company
covering a significant percentage of employees. contributes to their sustainable and inclusive
All contractual employees are given mandatory growth, more so in the areas where it operates its
safety training on induction as well as on the job business. It has been promoting CSR activities in
skills related training through the contractors and its operational areas through Adani Foundation in
the Company. the following ways.
Principle 4: Business should respect the interest Education: The Company and Adani Foundation
of, and be responsive towards all stakeholders, run several cost-free schools as well as subsidized
especially those who are disadvantaged, vulnerable schools across India like Adani Vidya Mandir at
and marginalized Ahmedabad, Bhadreshwar and Sarguja, Adani
1. Has the company mapped its internal and Public School at Mundra, Adani DAV School
external stakeholders? at Dhamra, Navchetan Vidhyalay in Junagam
Yes, the Company has mapped its stakeholders (Surat). Many ‘smart’ learning programs as well
and has a systematic stakeholder engagement as projects to adopt government schools are
process. also being run in remote areas. The replicability
and scalability of these educational models are
2. Out of the above, has the company identified ensuring that more and more children pave their
the disadvantaged, vulnerable and marginalized way towards a bright future for themselves, their
stakeholders? families and their community.
Yes, the Company has identified disadvantaged,
Community Health: Bringing healthcare to
vulnerable & marginalized stakeholders. The
remotest of regions, Adani Foundation’s key
Company, through its social arm Adani Foundation
focus is improving access to quality preventive
works for the development of the said stakeholder
and curative services for people belonging to the
group.
weaker sections of the society. In this pursuit, it
3. Special initiatives taken by the Company to runs Mobile Health Care Units (MHCUs) across the
engage with the disadvantaged, vulnerable and nation, hospitals and rural clinics, and organizes
marginalized stakeholders: general as well as specialized health camps.
After more than two decades of creating Sustainable livelihood development: The
opportunities for the underprivileged sections Company and Foundation build social capital
of the society, Adani Foundation has turned its by promoting self-help groups, enhancing
focus towards sustaining the impact of its efforts agricultural practices and organizing skill
across the country. Today, its reach covers 3.67 development training. Specific programmes are
million people in 2,410 villages in 18 States in India. designed for fishermen communities, farmers and
Socially and economically disadvantaged sections cattle owners, youth and women so that they can
of society are the focus of Adani Foundation’s capitalize on their strengths and readily available
CSR efforts. These marginalized clusters resources to become self-reliant.
comprise different segments of the population in

Community infrastructure development: has implemented the web based grievance
Community infrastructure bears a direct impact mechanism for stakeholders.
on the standard of living. Access to resources,
Principle 6: Business should respect, protect, and
increase in the avenues for developing livelihoods,
make effort to restore the environment.
safe and clean sources of drinking water, and
access to qualitative primary health care systems 1. Does the policy pertaining to this Principle cover
lead to better productivity, reduction in morbidity only the Company or extends to the Group /
and adequate employment. Recognizing this, Joint Ventures / Suppliers / Contractors / NGOs /
the Company and Foundation endeavour to others?
make activities need-specific and responsive to The Company has adopted an Environmental
grassroot requirements. Policy as these aspects are integral to the
Principle 5: Business should respect and promote Company’s business values. The Policy covers
human rights. only the Company.
1. Does the Company’s policy on human rights 2. Does the company have strategies / initiatives
cover only the company or extend to the Group / to address global environmental issues such as
Joint Ventures / Suppliers / Contractors / NGOs / climate change, global warming, etc? Y / N. If yes,
others? please give hyperlink for webpage etc.
APSEZ conduct its business in a manner that Yes, the Company is continually doing several
respects the rights and dignity of all people, initiatives to address global environmental issues
complying with all legal requirements. such as climate change and global warming in
The company has instituted and implemented a three different ways (i) through self-actions (ii)
Group level policy on human rights which covers through awareness creation and (iii) through
all direct employees, consultants (including fixed providing support for energy efficient services. The
term appointees), associates, trainees, suppliers, main objective behind all initiatives is to use and
vendors etc. in all companies/businesses of the promote energy efficient technologies to reduce
Group. APSEZ has supplemented the Group’s the energy consumption and related emission
Human Rights Policy by issuing its own set of reduction. The Company has implemented
guidelines showing APSEZ’s commitment towards number of initiatives, which has resulted in saving
protecting the human rights of employees, in fuel consumption and thereby avoided related
vendors, customers and communities, in line with emissions.
the UN Guiding Principles on Business and Human
The Company has also conducted carbon
Rights, recognised frameworks and applicable
footprint assessment for all its operational ports
laws and standards. We are signatory to United
- Dahej, Dhamra, Goa, Ennore, Kattupalli Hazira,
Nations Global Compact whose 2 principles out
Mundra, Tuna & Vizag, two joint ventures AICTPL
of 10 covers the Human rights aspects.
& ACMTPL, Mundra, TAHSL, SSIDL ALL and AALL.
2. How many stakeholder complaints have been Based on the assessment, Company will focus on
received in the past financial year and what reduction in energy consumption and emissions
percent was satisfactorily resolved by the through various technical and technological
Management? interventions. Energy conservation targets are
No stakeholder complaints other than mentioned also taken for respective ports and efforts are
in the Corporate Governance Report were made to achieve the same. The web link is https://
received during the financial year. The Company www.adaniports.com.

3. Does the Company identify and assess potential reduces the demand for energy consumption.
environmental risks? Y/N Golf carts are also used which in comparison to
The Company has acquired International diesel driven cars, generate less emission. Solar
Standards ISO 9001:2015, ISO 14001:2015, ISO lighting and solar water heaters are also installed
45001:2018, ISO 28000:2007, ISO 50001:2018 at various locations within the port. The Company
certifications specifying the requirements for an has installed roof top solar panels of 8.5 MW
Integrated Management System (IMS) as part of capacities at Mundra and thereby reduce the
its objective to improve quality, health, safety and consumption & related emissions of conventional
environment in the work place. energy. The web link is https://www.adaniports.
com.
Yes, the Company regularly identifies and assesses
environmental risk during all stages of its existing 6. Are the Emissions / Waste generated by the
and planned projects being an integral part of Company within the permissible limits given
IMS Certification. Additionally, the Company is by CPCB / SPCB for the financial year being
also carrying out detailed environmental impact reported?
assessment studies to assess all the likely impacts Yes, the company has adopted and implemented
due to project and also prepare environment adequate pollution control measures to maintain
management plan to mitigate those impacts. the norms under desired levels and accordingly
emissions / waste generated are within the
The Company is performing regular environmental
permissible limits given by CPCB/SPCB and the
monitoring of all the environmental parameters
Environment Monitoring data including emissions
to assess the environmental status on a regular
and Waste generation and disposal details are
basis. Additionally, the Company is also carrying
regularly submitted to statutory authorities. Six
other scientific studies including marine
Monthly Compliance Reports of Environment
modelling studies to assess the response of
& CRZ Clearance and annual Environment
marine components and parameters to evaluate
Statement submitted to regulatory authorities
the marine operations safety.
are kept on Company’s website.
4. Does the Company have any project related
As part of vision for Zero Waste, APSEZ has
to Clean Development Mechanism (CDM)? If
taken several initiatives in the handling and
so provide details thereof, in about 50 words
management of waste at all operating port
or so. Also, If Yes, whether any environmental
locations by focusing on 5R principles of waste
compliance report is filed?
management i.e. Reduce, Reuse, Reprocess,
No, the Company does not have any projects Recycle and Recover. As part of the initiative
related to Clean Development Mechanism (CDM). Mundra Port has achieved Zero Waste to Landfill
5. Has the Company undertaken any other Assurance Statement.
initiatives on - clean technology, energy Major initiatives include, Reuse of treated sewage,
efficiency, renewable energy etc.? Y/N. If yes, Recycling of paper, plastic, metal, E-waste, Used
provide hyperlink to web page etc. oil etc., Reprocess of food waste, STP & ETP
The Company has already taken several initiatives sludge, Oily cotton waste etc.
to improve energy efficiency either through
• Various initiatives are implemented for reduction
improved operations or adoption of better
in water and energy consumption footprint.
technologies. The Company has converted all
Such initiatives have not only resulted in net
its diesel operated cranes into electric mode.
environmental benefits but have also reduced
Additionally, the Company has also installed
the operational costs. To meet the fresh water
and operating regenerative crane system which

demand, other industries treated wastewater and • The Associated Chambers of Commerce and
sea water is utilized through desalination plant at Industry of India
Mundra. • Ahmedabad Management Association
• Developing greenbelt and conservation as • Gujarat Chamber of Commerce and Industry
well as enhancement of marine biodiversity
2. Have you advocated / lobbied through above
are given equal importance along with the
associations for the advancement or improvement
development. Total cumulative terrestrial
of public good? Yes/No; If yes specify the broad
greenbelt development done till date is about
areas (Governance and Administration, Economic
965 hectares across all port locations, Cumulative
Reform, Inclusive Development Polices, Energy
mangrove afforestation is done in an area of
2,989 hectares (Approx.) along with conservation security, Water, Food Security, Sustainable
of 2,596 hectares at Mundra, 9 hectares at Business Principles, Others).
Dhamra, 3.64 Hectares at Krishnapatnam and a Yes, through its membership in the above bodies,
unique pilot project of development of bio-shield the Company has advocated on the key areas of
for protection of coastal areas is in progress at improving the logistics and rail connectivity of
Jambusar, Gujarat. ports. The Company has also advocated regarding
In order to keep continuous track of impacts on notification of ports under export promotion
environment, real time measurements of ambient air schemes. This enables EXIM players to take
quality at Goa, Vizhinjam and Kattupalli ports & sea benefit of export promotion schemes when they
water turbidity at Vizhinjam port are carried out by handle cargo at notified ports.
installation of latest technological instruments. Principle 8: Business should support inclusive growth
7. Number of show cause / legal notices received and equitable development
from CPCB / SPCB which are pending as of end 1. Does the company have specified programme
of financial year. / initiatives/ projects in pursuit of the policy
There are no show cause / legal notices received related to principle 8? If yes details thereof.
from CPCB/SPCB, which are pending as of end of The Company has been pursuing and promoting
financial year. the societal mission of equitable development
Principle 7: Business, when engaged in influencing and inclusive growth through Adani Foundation,
public and regulatory policy, should do so in a the CSR arm of the Adani Group of Companies.
responsible manner. Adani Foundation, since its formation in year
1. Is your Company a member of any trade and 1996, has been working in numerous strategic
chambers of association? If yes, name only those human development areas, benefitting the most
major ones that your business deals with. underserved and disadvantaged members of the
Yes, the Company is a member of the following society. It works with a bottom-up approach with
key associations: the community with a thrust on sustainability,
transparency and replicability. Today, its reach
• Confederation of Indian Industry
covers 3.67 million people in 2,410 villages across
• Federation of Indian Export Organizations
18 Indian states, creating meaningful impact in
• World Economic Forum the lives of individuals, families and societies. Its
Adani Group is a member of the following key core areas of focus are Education, Community
associations: Health, Sustainable Livelihoods and Community
• Federation of Indian Chamber of Commerce Infrastructure Development.
and Industry

2. Are the programmes/projects undertaken through make our initiatives become more sustainable
in-house team / own foundation /external NGO/ and being adopted by the community.
Govt. structure /any other organisation?
Principle 9: Business should engage with and
Adani Foundation is the CSR arm of Adani Group, provide value to their customers and consumers in a
aligning its initiatives with the group philosophy responsible manner.
of Growth with Goodness. The Foundation has
The customers have always been pivotal in shaping
proper operational and functional structures
our strategies and developing business. In order to
in place. At various strategic project locations
enhance our customer centricity levels way ahead of
across India, the organization has got both
the market place, we have established a dedicated
human resource and operational infrastructure
Customer Service Cell (CSC). The CSC would be single
for efficient functioning.
point of contact for all the customers trying to reach
In addition, Adani Foundation has partnerships out and interact with us.
and collaborations with organizations of relevant
1. What Percentage of customer complaints /
expertise that include government departments
consumer cases are pending as on the end of FY
& institutions, non-government think-tanks and
2020-21?
agencies as well as community-based knowledge-
There are no customer complaints / consumer
sharing groups, among many others.
cases pending as of end of FY 2020-21.
3. Have you done any impact assessment of your
2. Does the company display product information
initiative?
on the product label, over and above what is
Yes, impact assessments of the ongoing CSR
mandated as per local laws? Yes/No/N.A. /
programs and need/ outcome assessment at grass
Remarks (additional information)
root level through participatory rural appraisals
The Company does not manufacture any product;
are conducted at regular intervals to evaluate and
hence this is not applicable.
continually improve the program implementation
and outcomes. 3. Is there any case filed by any stakeholder against
the company regarding unfair trade practices,
4. What is the Company’s direct monetary
irresponsible advertising and/or anti-competitive
contribution to community development projects
behavior during the last five years and pending
and details of projects undertaken?
as of end of FY 2020-21?
The Company’s monetary contribution to community
There are no such cases against the Company in
development projects in FY 2020-21 was Rs. 72.99
the Court of law.
crore. The focus areas of the Company’s community
development projects are outlined in response to 4. Did your company carry out any consumer survey
Question 5 under Section B. / consumer satisfaction trends?
5. Have you taken steps to ensure that community The Company actively seeks function-wise
development initiative is successfully adopted by feedback from various stakeholders. For example,
the community? Please explain in 50 words. vessel feedback is collected from vessel masters
for each and every vessel handled at the port.
Community members are included in the process
of need assessment, inception, execution and The Company carries out customer satisfaction
utilization of services related to any development survey through deployment of internal resources.
initiative. In addition, efforts are made to involve The survey is normally conducted on an annual
relevant govt. agencies and suitable non-govt. basis and covers feedback of customers across all
organizations. These inclusive approach help port business verticals.

Standalone
Financial
Statements

Independent Auditor’s Report
To
The Members of
Report on the Audit of the Standalone Emphasis of Matter

Financial Statements We draw attention to:
Opinion (i) Note 4 (b) (ii) to the standalone financial
We have audited the accompanying standalone statements regarding the management’s
financial statements of Adani Ports and Special assessment of its investment of H115.89 crores
Economic Zone Limited (“the Company”), which and outstanding loans aggregating H441.63
comprise the Balance Sheet as at March 31, 2021, crores (including accrued interest of H28.20 crore)
and the Statement of Profit and Loss (including Other in Adani Murmugao Port Terminal Private Limited
Comprehensive Income), the Statement of Cash (“AMPTPL”) and investment of H370.05 crore and
Flows and the Statement of Changes in Equity for outstanding loans aggregating H864.55 crore
the year then ended, and a summary of significant (including interest accrued H43.79 crore) in Adani
accounting policies and other explanatory information Kandla Bulk Terminal Private Limited (“AKBTPL”),
(hereinafter referred to as “the Standalone Financial as at March 31, 2021, subsidiaries of the Company,
Statements”). being considered recoverable based on the
various judgements and estimates related to
In our opinion and to the best of our information and
cargo traffic, port tariffs, inflation, discount rates,
according to the explanations given to us, the aforesaid
implications expected to arise from COVID-19
standalone financial statements give the information
pandemic, and operational benefits over the
required by the Companies Act, 2013 (“the Act”) in
balance concession period to determine the
the manner so required and give a true and fair view
cashflows for AMPTPL and AKBTPL and receipt
in conformity with the Indian Accounting Standards
of future relaxation of revenue share in case of
prescribed under section 133 of the Act read with
AMPTPL. Accordingly, for the reasons stated in
the Companies (Indian Accounting Standards) Rules,
the said Note, no provision towards impairment of
2015, as amended, (“Ind AS”) and other accounting
carrying values of the aforesaid investments and
principles generally accepted in India, of the state of
loans is considered necessary at this stage.
affairs of the Company as at March 31, 2021, and its
profit, total comprehensive income, its cash flows and (ii) Note 42 to the standalone financial statements
the changes in equity for the year ended on that date. which describes a matter relating to delay
in achievement of scheduled Commercial
Basis for Opinion Operational Date (“COD” i.e. December 03, 2019)
We conducted our audit of the standalone financial for the development of international deep-water
statements in accordance with the Standards on multipurpose seaport being constructed by a
Auditing specified under section 143(10) of the Act wholly owned subsidiary, Adani Vizhinjam Port
(SAs). Our responsibilities under those Standards are Private Limited (“AVPPL”), at Vizhinjam, Kerala
further described in the Auditor’s Responsibility for as stipulated under the relevant Concession
the Audit of the Standalone Financial Statements Agreement and status of the arbitration
section of our report. We are independent of the proceedings initiated by AVPPL to resolve
Company in accordance with the Code of Ethics disputes with the Government authorities over
issued by the Institute of Chartered Accountants of various matters relating to development of the
India (ICAI) together with the ethical requirements project, which led to delay in achieving scheduled
that are relevant to our audit of the standalone COD, as at reporting date, detailed in the said
financial statements under the provisions of the Act note.
and the Rules made thereunder, and we have fulfilled
our other ethical responsibilities in accordance with Our opinion is not modified in respect of these
these requirements and the ICAI’s Code of Ethics. matters.
We believe that the audit evidence obtained by us is
sufficient and appropriate to provide a basis for our
audit opinion on the standalone financial statements.

Key Audit Matters
Key audit matters are those matters that, in our professional judgment, were of most significance in our audit
of the standalone financial statements of the current period. These matters were addressed in the context of
our audit of the standalone financial statements as a whole, and in forming our opinion thereon, and we do not
provide a separate opinion on these matters. We have determined the matters described below to be the key
audit matters to be communicated in our report.
Impairment of Non-current Investment and Loans to Adani Murmugao Port Terminal Private Limited
(“AMPTPL”) and Adani Kandla Bulk Terminal Private Limited (“AKBTPL”) — Refer to Note 4 (b) (ii) to
the standalone financial statements
Key Audit Matter Description • We obtained the investment valuations from
The Company has equity investments of H370.05 the management and performed the following
crores and H115.89 crores in AMPTPL and AKBTPL substantive procedures:
respectively. Further the Company has also provided • Evaluated the reasonableness of revenue
loans of H864.55 crores (including interest accrued related assumptions considered in the
H43.79 crores) and H441.63 crores (including interest projections with the company’s historical
accrued H28.20 crores) to these entities respectively. revenue growth and internal communications
The Company has carried out detailed evaluation to management, Audit Committee and the
of recoverable values of its equity investments in Board of Directors
and loans to these companies considering various • Evaluated the appropriateness of other key
factors, as further explained in Note 4 (b) (ii) to the assumptions considered, in developing the
standalone financial statements. The Company projections by considering the historical
used the discounted cash flow model to estimate accuracy of the Company’s estimates in the
recoverable value, which requires management to prior periods.
make significant estimates and assumptions related • With internal fair-value specialists, we
to forecasts of future revenues and discount rates. evaluated the reasonableness of (1) the
Based on such assessment the management has valuation methodology and (2) the discount
concluded that the carrying value of the investments rate considered, by
and loans are good and recoverable. Any adverse
changes in these assumptions could have a significant • Testing the source information underlying
impact on either the recoverable value, or the amount the determination of the discount rate
of any impairment charge, or both. and the mathematical accuracy of the
calculation.
We focused on this area as Key Audit Matter due
• Developing a range of independent
to the size/materiality of the balances of equity
estimates and comparing those to the
investment in and loans to these companies, and due
discount rate selected by management.
to the multitude of factors and assumptions involved
in determining the forecasted revenues/cash flows • Performed a sensitivity analysis to determine the
and discount rate in the projection period requiring effect of variation in the cash flow estimates.
significant judgments to estimate the recoverable Information Other than the Financial
values
Statements and Auditor’s Report Thereon
How the Key Audit Matter Was Addressed in the The Company’s Board of Directors is responsible
Audit for the other information. The other information
Our audit procedures related to forecasts of future comprises the information included in the Director’s
revenue and operating margin and selection of the report, but does not include the consolidated financial
discount rate for these assets included the following, statements, standalone financial statements and our
among others: auditor’s report thereon.
• Evaluated the Design and Implementation of • Our opinion on the standalone financial
the relevant internal controls and tested the statements does not cover the other information
operating effectiveness of such internal controls and we do not express any form of assurance
over impairment assessment process, which conclusion thereon
inter-alia included the management’s control over • In connection with our audit of the standalone
reasonableness of the assumptions considered financial statements, our responsibility is to read
to forecastsof future revenues and operating the other information and, in doing so, consider
margin, and the selection of the discount rate. whether the other information is materially
inconsistent with the standalone financial

statements or our knowledge obtained during influence the economic decisions of users taken on
the course of our audit or otherwise appears to the basis of these standalone financial statements.
be materially misstated.
As part of an audit in accordance with SAs, we exercise
• If, based on the work we have performed, we professional judgment and maintain professional
conclude that there is a material misstatement of skepticism throughout the audit. We also:
this other information, we are required to report
that fact. We have nothing to report in this regard. • Identify and assess the risks of material
misstatement of the standalone financial
Management’s Responsibility for the statements, whether due to fraud or error, design
Standalone Financial Statements and perform audit procedures responsive to those
The Company’s Board of Directors is responsible risks, and obtain audit evidence that is sufficient
for the matters stated in section 134(5) of the Act and appropriate to provide a basis for our opinion.
with respect to the preparation of these standalone The risk of not detecting a material misstatement
financial statements that give a true and fair view of resulting from fraud is higher than for one resulting
the financial position, financial performance including from error, as fraud may involve collusion, forgery,
other comprehensive income , cash flows and changes intentional omissions, misrepresentations, or the
in equity of the Company in accordance with the Ind AS override of internal control.
and other accounting principles generally accepted in • Obtain an understanding of internal financial
India. This responsibility also includes maintenance of control relevant to the audit in order to design
adequate accounting records in accordance with the audit procedures that are appropriate in the
provisions of the Act for safeguarding the assets of circumstances. Under section 143(3)(i) of the
the Company and for preventing and detecting frauds Act, we are also responsible for expressing our
and other irregularities; selection and application of opinion on whether the Company has adequate
appropriate accounting policies; making judgments internal financial controls system in place and the
and estimates that are reasonable and prudent; operating effectiveness of such controls.
and design, implementation and maintenance of • Evaluate the appropriateness of accounting
adequate internal financial controls, that were policies used and the reasonableness of
operating effectively for ensuring the accuracy and accounting estimates and related disclosures
completeness of the accounting records, relevant to made by the management.
the preparation and presentation of the standalone
• Conclude on the appropriateness of
financial statement that give a true and fair view and
management’s use of the going concern basis
are free from material misstatement, whether due to
of accounting and, based on the audit evidence
fraud or error.
obtained, whether a material uncertainty exists
In preparing the standalone financial statements, related to events or conditions that may cast
management is responsible for assessing the significant doubt on the Company’s ability to
Company’s ability to continue as a going concern, continue as a going concern. If we conclude that
disclosing, as applicable, matters related to going a material uncertainty exists, we are required
concern and using the going concern basis of to draw attention in our auditor’s report to the
accounting unless management either intends to related disclosures in the standalone financial
liquidate the Company or to cease operations, or has statements or, if such disclosures are inadequate,
no realistic alternative but to do so. to modify our opinion. Our conclusions are based
on the audit evidence obtained up to the date of
Those Board of Directors are also responsible for our auditor’s report. However, future events or
overseeing the Company’s financial reporting process. conditions may cause the Company to cease to
Auditor’s Responsibility for the Audit of the continue as a going concern.
Standalone Financial Statements • Evaluate the overall presentation, structure and
content of the standalone financial statements,
Our objectives are to obtain reasonable assurance
including the disclosures, and whether the
about whether the standalone financial statements
standalone financial statements represent the
as a whole are free from material misstatement,
underlying transactions and events in a manner
whether due to fraud or error, and to issue an
that achieves fair presentation.
auditor’s report that includes our opinion. Reasonable
assurance is a high level of assurance, but is not a Materiality is the magnitude of misstatements in the
guarantee that an audit conducted in accordance standalone financial statements that, individually or
with SAs will always detect a material misstatement in aggregate, makes it probable that the economic
when it exists. Misstatements can arise from fraud or decisions of a reasonably knowledgeable user of the
error and are considered material if, individually or in standalone financial statements may be influenced.
the aggregate, they could reasonably be expected to We consider quantitative materiality and qualitative

factors in (i) planning the scope of our audit work f. With respect to the adequacy of the internal
and in evaluating the results of our work; and (ii) to financial controls over financial reporting of
evaluate the effect of any identified misstatements in the Company and the operating effectiveness
the standalone financial statements. of such controls, refer to our separate Report
in “Annexure A”. Our report expresses an
We communicate with those charged with governance
unmodified opinion on the adequacy and
regarding, among other matters, the planned scope
operating effectiveness of the Company’s
and timing of the audit and significant audit findings,
internal financial controls over financial
including any significant deficiencies in internal
reporting.
control that we identify during our audit.
g. With respect to the other matters to be
We also provide those charged with governance with included in the Auditor’s Report in accordance
a statement that we have complied with relevant with the requirements of section 197(16) of
ethical requirements regarding independence, and to the Act, as amended, in our opinion and to the
communicate with them all relationships and other best of our information and according to the
matters that may reasonably be thought to bear on explanations given to us, the remuneration
our independence, and where applicable, related paid by the Company to its directors during
safeguards. the year is in accordance with the provisions
From the matters communicated with those charged of section 197 of the Act.
with governance, we determine those matters h. With respect to the other matters to be
that were of most significance in the audit of the included in the Auditor’s Report in accordance
standalone financial statements of the current period with Rule 11 of the Companies (Audit and
and are therefore the key audit matters. We describe Auditors) Rules, 2014, as amended in our
these matters in our auditor’s report unless law or opinion and to the best of our information
regulation precludes public disclosure about the and according to the explanations given to
matter or when, in extremely rare circumstances, we us:
determine that a matter should not be communicated i. The Company has disclosed the impact
in our report because the adverse consequences of of pending litigations on its financial
doing so would reasonably be expected to outweigh position in its standalone financial
the public interest benefits of such communication. statements ;
Report on Other Legal and Regulatory ii. The Company has made provision,
Requirements as required under the applicable law
or accounting standard, for material
1. As required by Section 143(3) of the Act, based on foreseeable losses, if any, on long-term
our audit, we report that: derivative contracts;
a. We have sought and obtained all the iii. There has been no delay in transferring
information and explanations which to amounts, required to be transferred, to
the best of our knowledge and belief were the Investor Education and Protection
necessary for the purposes of our audit. Fund by the Company.
b. In our opinion, proper books of account
as required by law have been kept by the 2. As required by the Companies (Auditor’s Report)
Company so far as it appears from our Order, 2016 (“the Order”) issued by the Central
examination of those books. Government in terms of Section 143(11) of the
Act, we give in “Annexure B” a statement on the
c. The Balance Sheet, the Statement of Profit matters specified in paragraphs 3 and 4 of the
and Loss including Other Comprehensive Order.
Income, the Statement of Cash Flows and
Statement of Changes in Equity dealt with
by this Report are in agreement with the
relevant books of account.
d. In our opinion, the aforesaid standalone For Deloitte Haskins & Sells LLP
financial statements comply with the Ind AS Chartered Accountants
specified under Section 133 of the Act. (Firm’s Registration No 117366W/W-100018)
e. On the basis of the written representations Kartikeya Raval
received from the directors as on March Partner
31, 2021 taken on record by the Board of (Membership No. 106189)
Directors, none of the directors is disqualified (UDIN: 21106189AAAAEN3060)
as on March 31, 2021 from being appointed Place: Ahmedabad
as a director in terms of Section 164(2) of the Date: May 04, 2021
Act.
Annexure “A” To The Independent Auditor’s Report Of Adani Ports And

Special Economic Zone Limited
(Referred to in paragraph 1(f) under ‘Report on Other Legal and Regulatory Requirements’ section of our report
of even date)
Report on the Internal Financial Controls Our audit involves performing procedures to obtain
Over Financial Reporting under Clause audit evidence about the adequacy of the internal
financial controls system over financial reporting and
(i) of Sub-section 3 of Section 143 of the their operating effectiveness. Our audit of internal
Companies Act, 2013 (“the Act”) financial controls over financial reporting included
We have audited the internal financial controls obtaining an understanding of internal financial
over financial reporting of Adani Ports and Special controls over financial reporting, assessing the risk
Economic Zone Limited (“the Company”) as of that a material weakness exists, and testing and
March 31, 2021 in conjunction with our audit of the evaluating the design and operating effectiveness
standalone financial statements of the Company for of internal control based on the assessed risk.
the year ended on that date. The procedures selected depend on the auditor’s
judgement, including the assessment of the risks of
Management’s Responsibility for Internal material misstatement of the financial statements,
Financial Controls whether due to fraud or error.
The Company’s management is responsible for
We believe that the audit evidence we have obtained
establishing and maintaining internal financial
is sufficient and appropriate to provide a basis for
controls based on the internal control over financial
our audit opinion on the Company’s internal financial
reporting criteria established by the Company
controls system over financial reporting.
considering the essential components of internal
control stated in the Guidance Note on Audit of Meaning of Internal Financial Controls Over
Internal Financial Controls Over Financial Reporting Financial Reporting
issued by the Institute of Chartered Accountants
A company’s internal financial control over financial
of India. These responsibilities include the design,
reporting is a process designed to provide reasonable
implementation and maintenance of adequate internal
assurance regarding the reliability of financial
financial controls that were operating effectively
reporting and the preparation of financial statements
for ensuring the orderly and efficient conduct of its
for external purposes in accordance with generally
business, including adherence to company’s policies,
accepted accounting principles. A company’s internal
the safeguarding of its assets, the prevention and
financial control over financial reporting includes
detection of frauds and errors, the accuracy and
those policies and procedures that (1) pertain to
completeness of the accounting records, and the
the maintenance of records that, in reasonable
timely preparation of reliable financial information, as
detail, accurately and fairly reflect the transactions
required under the Companies Act, 2013.
and dispositions of the assets of the company; (2)
Auditor’s Responsibility provide reasonable assurance that transactions
Our responsibility is to express an opinion on the are recorded as necessary to permit preparation of
Company’s internal financial controls over financial financial statements in accordance with generally
reporting of the Company based on our audit. We accepted accounting principles, and that receipts and
conducted our audit in accordance with the Guidance expenditures of the company are being made only in
Note on Audit of Internal Financial Controls Over accordance with authorisations of management and
Financial Reporting (the “Guidance Note”) issued directors of the company; and (3) provide reasonable
by the Institute of Chartered Accountants of India assurance regarding prevention or timely detection
and the Standards on Auditing prescribed under of unauthorised acquisition, use, or disposition of the
Section 143(10) of the Companies Act, 2013, to the company’s assets that could have a material effect on
extent applicable to an audit of internal financial the financial statements.
controls. Those Standards and the Guidance Note Inherent Limitations of Internal Financial
require that we comply with ethical requirements
Controls Over Financial Reporting
and plan and perform the audit to obtain reasonable
assurance about whether adequate internal financial Because of the inherent limitations of internal
controls over financial reporting was established and financial controls over financial reporting, including
maintained and if such controls operated effectively the possibility of collusion or improper management
in all material respects. override of controls, material misstatements due to

error or fraud may occur and not be detected. Also, Company considering the essential components of
projections of any evaluation of the internal financial internal control stated in the Guidance Note on Audit
controls over financial reporting to future periods are of Internal Financial Controls Over Financial Reporting
subject to the risk that the internal financial control issued by the Institute of Chartered Accountants of
over financial reporting may become inadequate India.
because of changes in conditions, or that the degree
of compliance with the policies or procedures may
deteriorate.
Opinion For Deloitte Haskins & Sells LLP

In our opinion, to the best of our information and Chartered Accountants
according to the explanations given to us, the Company (Firm’s Registration No 117366W/W-100018)
has, in all material respects, an adequate internal
financial controls system over financial reporting Kartikeya Raval
and such internal financial controls over financial Partner
reporting were operating effectively as at March (Membership No. 106189)
31, 2021, based on the criteria for internal financial (UDIN: 21106189AAAAEN3060)
control over financial reporting established by the Place: Ahmedabad
Date: May 04, 2021

Annexure “B” To The Independent Auditor’s Report Of Adani Ports And

(Referred to in paragraph 2 under ‘Report on Other Legal and Regulatory Requirements’ section of our report
of even date)
(i) In respect of property, plant and equipment information and explanations given to us, no
material discrepancies were noticed on such
a. The Company has maintained proper
verification.
records showing full particulars, including
quantitative details and situation of property, c. According to the information and
plant and equipment. explanations given to us and the records
examined by us and based on the examination
b. Some of the property, plant and equipment
of the registered sale deed/ transfer deed/
were physically verified during the year
conveyance deed provided to us, we report
by the Management in accordance with
that, the title deeds, comprising all the
a programme of verification, which in our
immovable properties of land and acquired
opinion provides for physical verification
buildings which are freehold, are held in the
of all the property, plant and equipment
name of the Company as at the balance sheet
at reasonable intervals. According to the
date, except the following:
Particulars of the Gross Block as at Net Block as at Remarks

land and building Balance sheet Date Balance sheet Date
(H in crore) (H in crore)
Reclaimed land 180.18 126.00 The said land pertains to
measuring 1093.53 reclaimed land at the Mundra Port,
Hectares which are pending to be registered
in the name of the Company.
(Refer note 3(a)(vi)&(vii) of
standalone financial statements)
612 Residential Flats 130.75 114.89 The said flats and building are
and a Hostel Building located at Samundra Township,
Mundra and are pending to
be registered in the name of
the Company. (Refer note 3 (a)
(iv) of the standalone financial
statements)
In respect of immovable properties of land paragraph 3 of the Order are not applicable to the
and building that have been taken on lease Company and hence not commented upon.
and disclosed as Right of Use Assets in the
(iv) In our opinion and according to the information
standalone financial statements, the lease
and explanations given to us, and considering
agreements are in the name of the Company,
the legal opinion taken by the Company on
where the Company is the lessee in the
applicability of section 185 of the Companies Act,
agreement.
2013, in respect of certain loan transactions and
(ii) As explained to us, the inventories were physically that the same have been given in the ordinary
verified during the year by the Management at course of business, the Company has complied
reasonable intervals and no material discrepancies with the provisions of the Section 185 of the
were noticed on physical verification. Companies Act, 2013 in respect of grant of loans
and providing guarantees and securities, as
(iii) The Company has not granted any loans, secured
applicable. Further, based on the information
or unsecured, to companies, firms, Limited
and explanations given to us, the Company has
Liability Partnerships or other parties covered in
complied with the provisions of Section 186 of the
the register maintained under section 189 of the
Companies Act, 2013 in respect of grant of loans,
Companies Act, 2013. Accordingly, the provisions
making investments and providing guarantees
of sub clauses (a), (b), and (c) of clause (iii) of
and securities, as applicable.

(v) According to the information and explanations (a) The Company has generally been regular
given to us, the Company has not accepted any in depositing undisputed statutory dues of
deposits from the public to which the directives Provident Fund, Employees’ State Insurance,
issued by the Reserve Bank of India and the Income-tax, Custom Duty, Goods and Services
provisions of section 73 to 76 or any other Tax, cess and other material statutory dues
relevant provisions of the Act and the Companies applicable to it to the appropriate authorities.
(Acceptance of Deposit) Rules, 2014, as amended,
(b) There were no undisputed amounts payable
would apply. Accordingly, clause (v) of paragraph
in respect of Provident Fund, Employees’
3 of the Order is not applicable to the Company.
State Insurance, Income-tax, Custom Duty,
(vi) To the best of our knowledge and according to Goods and Services Tax, cess and other
the information and explanations given to us, the material statutory dues in arrears as at March
Company is not required to maintain cost records 31, 2021 for a period of more than six months
pursuant to Companies (Cost Records and Audit) from the date they became payable.
Rules, 2014, as amended, prescribed by the
(c) Details of dues of Income-tax, Service Tax and
Central Government under section 148(1) of the
Customs Duty which have not been deposited
Companies Act, 2013.
as on March 31, 2021 on account of disputes
(vii) According to the information and explanations are given below:
given to us, in respect of statutory dues:
Name of Nature of Forum where Dispute is Period to which Amount Amount

Statute Dues Pending the Amount Involved Unpaid
Relates (H in crore) (H in crore)
Customs Act, Custom Duty Commissioner of Customs & June, 2008 2.00 2.00
1962 Excise, Ahmedabad
Assistant Commissioner of July, 2003 0.14 0.14
Customs, Mundra
Finance Act, Service Tax Supreme Court December, 2004 11.21 6.71
1994 to March, 2006
High Court of Gujarat April, 2004 to 173.63 173.63
September, 2011
Commissioner of Service Tax, September, 0.61 0.61
Ahmedabad 2009 to March,
2010
Commissioner/ Additional April, 2011 to 500.34 500.34
Commissioner of Service Tax, March, 2017
Ahmedabad
High Court of Gujarat April, 2004 to 6.72 6.72
August, 2009
Commissioner of Service Tax, April, 2009 to 0.17 0.17
Ahmedabad March, 2011
Income Tax Income Tax Income Tax Appellate AY 2011-12 to AY 122.16 85.58
Act, 1961 Tribunal 2016-17
Commissioner of Income Tax AY 2012-13 to AY 3.65 3.65
(Appeal) 2014-15
There are no dues of Sales Tax, Excise Duty, Value Added Tax and Goods and Services Tax as on March 31, 2021
on account of disputes.

(viii) In our opinion and according to the information by the Company to its subsidiary companies,
and explanations given to us, as at the reporting the Company is in compliance with Sections
date, the Company has not defaulted in the 188 and 177 of the Companies Act, 2013,
repayment of loans or borrowings to financial where applicable, for all transactions with
institutions, banks and dues to debenture the related parties and the details of related
holders. The Company has not taken any loans party transactions have been disclosed in the
from the government. standalone financial statements etc. as required
by the applicable accounting standards.
(ix) In our opinion and according to the information
and explanations given to us, and overall (xiv) During the year, the Company has not made any
examination of the balance sheet, monies raised preferential allotment or private placement of
by way of term loans have been applied by the shares or fully or partly convertible debentures
Company during the year for the purposes for and hence reporting under clause (xiv) of
which they were raised, other than temporary paragraph 3 of the Order is not applicable to the
deployment pending application of proceeds. Company.
The Company has not raised monies by way
(xv) In our opinion and according to the information
of initial public offer or further public offer
and explanations given to us, during the year
(including debt instruments) during the year.
the Company has not entered into any non-
(x) To the best of our knowledge and according to cash transactions with its directors or persons
the information and explanations given to us, connected with him and hence provisions of
no material fraud by the Company or on the section 192 of the Companies Act, 2013 are not
Company by its officers or employees has been applicable.
noticed or reported during the year.
(xvi) The Company is not required to be registered
(xi) In our opinion and according to the information under section 45-IA of the Reserve Bank of India
and explanations given to us, the Company Act, 1934.
has paid/ provided managerial remuneration
in accordance with the requisite approvals
mandated by the provisions of section 197 read
with Schedule V to the Companies Act, 2013.
(xii) The Company is not a Nidhi Company and hence For Deloitte Haskins & Sells LLP
reporting under clause (xii) of paragraph 3 of the Chartered Accountants
Order is not applicable. (Firm’s Registration No 117366W/W-100018)
(xiii) In our opinion and according to the information Kartikeya Raval

and explanations given to us and considering Partner
the legal opinion taken by the Company (Membership No. 106189)
on applicability of Section 188(1)(d) of the (UDIN: 21106189AAAAEN3060)
Companies Act, 2013, in respect of loans given Place: Ahmedabad
Date: May 04, 2021

Balance Sheet
as at March 31, 2021
H in crore
Particulars Notes As at As at
March 31, 2021 March 31, 2020
ASSETS
Non-Current Assets
Property, Plant and Equipment 3 (a) 9,845.43 10,182.22
Right-of-Use assets 3 (b) 364.57 318.08
Capital Work-in-Progress 590.23 675.36
Goodwill 3 (d) 44.86 44.86
Other Intangible Assets 3 (c) 27.41 37.60
Financial Assets
(i) Investments 4 20,768.88 15,603.89
(ii) Loans 6 14,666.23 10,094.50
(iii) Other Financial Assets
- Bank Deposits having maturity over twelve months 11 81.11 0.20
- Other Financial Assets other than above 7 2,821.42 2,515.96
Deferred Tax Assets (net) 26 483.23 954.39
Other Non-Current Assets 8 917.00 967.44
50,610.37 41,394.50
Current Assets
Inventories 9 74.22 86.92
Financial Assets
(i) Investments 10 926.02 11.89
(ii) Trade Receivables 5 1,092.61 1,519.62
(iii) Customers’ Bill Discounted 5 539.81 613.05
(iv) Cash and Cash Equivalents 11 3,310.74 4,408.39
(v) Bank Balances other than (iv) above 11 153.40 35.78
(vi) Loans 6 704.71 1,571.00
(vii) Other Financial Assets 7 785.33 1,655.30
Other Current Assets 8 361.12 516.19
7,947.96 10,418.14
Total Assets 58,558.33 51,812.64
EQUITY AND LIABILITIES
Equity
Equity Share Capital 12 406.35 406.35
Other Equity 13 21,394.93 19,458.82
Total Equity 21,801.28 19,865.17
Liabilities
Non-Current Liabilities
Financial Liabilities
(i) Borrowings 14 30,950.12 24,637.75
(ii) Other Financial Liabilities 15 160.66 136.40
Provisions 19 2.40 -
Other Non-Current Liabilities 16 563.08 625.52
31,676.26 25,399.67
Current Liabilities
(i) Borrowings 17 1,733.40 2,202.12
(ii) Customers’ Bill Discounted 17 539.81 613.05
(iii) Trade and Other Payables 18
- total outstanding dues of micro enterprises and small enterprises 1.94 0.58
- total outstanding dues of creditors other than micro enterprises 214.75 217.07
and small enterprises
(iv) Other Financial Liabilities 15 1,510.18 2,334.00
Other Current Liabilities 16 1,064.17 1,136.49
Provisions 19 16.54 44.49
5,080.79 6,547.80
Total Liabilities 36,757.05 31,947.47
Total Equity And Liabilities 58,558.33 51,812.64
The accompanying notes form an integral part of the standalone financial statements
As per our report of even date
For Deloitte Haskins & Sells LLP For and on behalf of the Board of Directors
Kartikeya Raval Gautam S. Adani Rajesh S. Adani

Partner Chairman and Managing Director Director
DIN : 00006273 DIN : 00006322
Karan Adani Deepak Maheshwari

Wholetime Director and CEO Chief Financial Officer
DIN: 03088095
Kamlesh Bhagia
Company Secretary
Place : Ahmedabad Place : Ahmedabad
Date : May 04, 2021 Date : May 04, 2021

Statement of Profit and Loss

for the year ended March 31, 2021
H in crore
Particulars Notes For the year ended For the year ended
March 31, 2021 March 31, 2020
INCOME
Revenue from Operations 20 4,377.15 4,643.28
Other Income 21 2,266.31 2,902.97
Total Income 6,643.46 7,546.25
EXPENSES
Operating Expenses 22 919.47 1,067.44
Employee Benefits Expense 23 235.01 224.61
Finance Costs 24
Interest and Bank Charges 2,201.15 1,878.55
Derivative Loss/(Gain) (net) 125.70 (126.67)
Depreciation and Amortisation Expense 3 619.18 553.29
Foreign Exchange (Gain)/Loss (net) (718.48) 1,581.71
Other Expenses 25 351.79 335.59
Total Expenses 3,733.82 5,514.52
Profit Before Tax 2,909.64 2,031.73
Tax Expense: 26
Current tax 948.74 367.25
Deferred tax 32.97 (269.77)
Total Tax Expense 981.71 97.48
Profit for the year (A) 1,927.93 1,934.25
Other Comprehensive Income
Items that will not be reclassified to profit or loss in
subsequent periods:
Re-measurement loss on defined benefit plans (3.65) (1.43)
Income tax impact 1.27 0.50
(2.38) (0.93)
Net Gains on FVTOCI Equity Investments 12.50 15.00
Income tax impact (1.94) (2.76)
10.56 12.24
Total Other Comprehensive Income (net of tax) (B) 8.18 11.31
Total Comprehensive Income for the year (net of tax) (A)+(B) 1,936.11 1,945.56
Earnings per Share - (Face value of H2 each) 27 9.49 9.43
Basic and Diluted (in H)
DIN : 00006273 DIN : 00006322
DIN: 03088095
Kamlesh Bhagia
Company Secretary
Date : May 04, 2021 Date : May 04, 2021

Statement of Changes in Equity
H in crore
Particulars Equity Other Equity Total
Share Equity Reserve and Surplus Other
Capital Component Securities Foreign Debenture General Capital Retained Comprehensive
of Non- Premium Currency Redemption Reserve Redemption Earnings Income
Cumulative Monetary Reserve Reserve
Redeemable item
Preference Translation
shares Difference
Account
Balance as at April 1, 2019 414.19 165.88 2,535.70 (71.07) 514.04 2,575.87 - 14,193.80 163.26 20,491.67
Profit for the year - - - - - - - 1,934.25 - 1,934.25
Other Comprehensive income
Re-measurement Loss on defined - - - - - - - (0.93) - (0.93)
benefit plans (net of tax)
Net Gains on FVTOCI Equity - - - - - - - - 12.24 12.24
Investments (net of tax)
Total Comprehensive income for the - - - - - - 1,933.32 12.24 1,945.56
year

Foreign exchange (loss) / gain during - - - (16.79) - - - - - (16.79)
the year
Amortised in statement of profit and - - - 87.86 - - - - - 87.86
loss
Dividend - - - - - - - (691.58) - (691.58)
Buyback of equity Shares (refer note (7.84) - (1,952.16) - - - - - - (1,960.00)
12(a)(ii))
Transaction costs for buyback - - - - - (10.72) - - - (10.72)
Transfer to Capital Redemption - - - - - (7.84) 7.84 - - -
Reserve upon buyback (refer note
12(a)(ii))
Transfer to General Reserve - - - - (162.49) 162.49 - - - -
Pre-mature redemption of Preference - (14.17) - - - - - - - (14.17)
Shares (refer note 12(b)(iii))
Gain on Pre-mature redemption of - - - - - - - 18.52 - 18.52
Preference Shares
Statement of Changes in Equity
H in crore
Particulars Equity Other Equity Total
Share Equity Reserve and Surplus Other
Capital Component Securities Foreign Debenture General Capital Retained Comprehensive
of Non- Premium Currency Redemption Reserve Redemption Earnings Income
Cumulative Monetary Reserve Reserve
Redeemable item
shares Difference
Account
Transfer to Debenture Redemption - - - - 125.65 - - (125.65) - -
Reserve
Impact due to remeasurement of - 14.82 - - - - - - - 14.82
Deferred Tax (refer note 12(b)(ii))
Balance as at March 31, 2020 406.35 166.53 583.54 - 477.20 2,719.80 7.84 15,328.41 175.50 19,865.17
Profit for the year - - - - - - - 1,927.93 - 1,927.93
Other Comprehensive income
Re-measurement loss on defined - - - - - - - (2.38) - (2.38)
benefit plans (net of tax)
Net Gains on FVTOCI Equity - - - - - - - - 10.56 10.56
Total Comprehensive income for the - - - - - - - 1,925.55 10.56 1,936.11
year
Transfer to General Reserve - - - - (46.17) 46.17 - - - -
Transfer to Debenture Redemption - - - - 125.66 - - (125.66) - -
Reserve
Corporate overview
Balance as at March 31, 2021 406.35 166.53 583.54 - 556.69 2,765.97 7.84 17,128.30 186.06 21,801.28
Statutory Reports

DIN : 00006273 DIN : 00006322
DIN: 03088095
Kamlesh Bhagia
Company Secretary
Financial Statements

Date : May 04, 2021 Date : May 04, 2021
Statement of Cash Flows
H in crore
Particulars For the year ended For the year ended
March 31, 2021 March 31, 2020
A. Cash Flows from Operating Activities
Net profit before Tax 2,909.64 2,031.73
Adjustments for :
Depreciation and Amortisation Expense 619.18 553.29
Unclaimed Liabilities / Excess Provision Written Back (0.29) (0.11)
Cost of assets transferred under Finance Lease 0.11 0.51
Recognition of Deferred Income under Long Term Land Lease (62.24) (62.24)
/ Infrastructure Usage Agreements
Financial Guarantees Income (3.80) (2.71)
Amortisation of Government Grant (0.10) (0.09)
Finance Costs 2,201.15 1,878.55
Derivative Loss /(Gain) (net) 125.70 (126.67)
Effect of exchange rate change (718.48) 1,650.76
Interest Income (Including for change in fair valuation) (2,194.05) (2,075.03)
Dividend Income (7.01) (702.84)
Net gain on sale of Current Investment (4.62) (27.11)
Amortisation of fair valuation adjustment on Security Deposit 1.72 1.72
Gain on Sale / Discard of Property, Plant and Equipment (net) (0.09) (8.36)
Operating Profit before Working Capital Changes 2,866.82 3,111.40
Adjustments for :
Decrease in Trade Receivables 408.13 32.92
Decrease/(Increase) in Inventories 12.70 (24.36)
Decrease/(Increase) in Financial Assets 57.96 (169.18)
Decrease/(Increase) in Other Assets 307.24 (77.80)
(Decrease) in Provisions (7.94) (1.64)
Increase in Trade and Other Payables 0.99 18.80
Increase in Financial Liabilities 11.56 55.46
(Decrease)/Increase in Other Liabilities (72.32) 752.34
Cash Generated from Operations 3,585.14 3,697.94
Direct Taxes (paid) (Net of Refunds) (543.34) (527.99)
Net Cash generated from Operating Activities 3,041.80 3,169.95
B. Cash Flows from Investing Activities
Purchase of Property, Plant and Equipment (Including capital (553.07) (863.25)
work-in-progress, other Intangible assets, capital advances
and capital creditors)
Proceeds from Sale of Property, Plant and Equipment 4.06 77.40
Investments made in Subsidiaries / Associates /Joint ventures (5,017.55) (2,623.45)
Redemption of investment in Subsidiary 630.00 500.20
Proceeds from sale of Investments 6.03 78.47
Deposit given against Commitments (net) (258.20) (60.00)
Loans given (36,357.71) (36,842.70)
Loans received back 31,865.09 36,464.68
(Deposits in)/Proceeds from Bank Deposits (net) (including (198.53) (17.03)
margin money deposits)
Proceeds from sale of Investments in Mutual Fund (net) 16.51 29.03
Investment made in Pass Through Certificates (926.02) -
Sale of Investments in short term Debentures and Commercial - 492.00
Papers (net)
Dividend Received 7.01 702.84
Interest Received 2,815.78 2,030.46
Net Cash used in Investing Activities (7,966.60) (31.35)

Statement of Cash Flows

H in crore
Particulars For the year ended For the year ended
March 31, 2021 March 31, 2020
C. Cash Flows from Financing Activities
Proceeds from Non-Current Borrowings 16,418.98 11,427.07
Repayment of Non-Current Borrowings (10,141.13) (5,740.79)
Proceeds from Current Borrowings 5,100.00 6,772.41
Repayment of Current Borrowings (6,350.00) (6,833.05)
Net movement in Other Current Borrowings (maturity period 775.40 (3,652.29)
less than 3 months)
Payment on buy-back of equity shares - (1,960.00)
Payment on redemption of preference shares (refer note 12(b) - (12.40)
(iii))
Transaction costs for buyback of equity shares - (10.72)
Interest & Finance Charges Paid (1,953.13) (1,858.37)
Repayment of lease liabilities (1.80) (1.20)
Loss on settlement / cancellation of derivative contracts (20.94) (20.47)
Payment of Dividend on Equity and Preference Shares (0.23) (690.93)
Net Cash generated from/(used in) Financing Activities 3,827.15 (2,580.74)
D. Net (decrease)/increase in Cash and Cash Equivalents (1,097.65) 557.86
(A+B+C)
E. Cash and Cash Equivalents at the Beginning of the Year 4,408.39 3,850.53
F. Cash and Cash Equivalents at the End of the Year (refer note 3,310.74 4,408.39
11)
Components of Cash & Cash Equivalents (refer note 11)
Cash on Hand 0.18 0.16
Balances with Scheduled Banks
- In Current Accounts 2,806.07 4,408.23
- In Fixed Deposit Accounts 504.49 -
Cash and Cash Equivalents at the end of the year 3,310.74 4,408.39
Summary of significant accounting policies refer note 2.2
Note:
1 The Statement of Cash Flows has been prepared under the Indirect method as set out in Ind AS 7 on
Statement of Cash Flows notified under Section 133 of The Companies Act 2013, read together with
Paragraph 7 of the Companies (Indian Accounting Standard) Rules 2015 (as amended).
2 Disclosure with regards to changes in liabilities arising from Financing activities as set out in Ind AS 7 –
Statement of Cash flows is presented under note (15) (c).
DIN : 00006273 DIN : 00006322
DIN: 03088095
Kamlesh Bhagia
Company Secretary
Date : May 04, 2021 Date : May 04, 2021

Notes to the Standalone Financial Statements
1 Corporate information International Container Terminal Private Limited

The financial statements comprise financial (AICTPL), a 50:50 Joint Venture between the
statements of Adani Ports and Special Economic Company and MSC (Mediterranean Shipping
Zone Limited (“the Company “ or “APSEZL”) for Company). AICTPL is a sub-concessionaire as per
the year ended March 31, 2021. The Company the arrangement and the ownership of the CT
is a public company domiciled in India and 3 Terminal is transferred to AICTPL in line with
is incorporated under the provisions of the the Sub-Concession Agreement dated October
Companies Act applicable in India. Its shares 17, 2011. The period of the Sub-Concession
are listed on two recognized stock exchanges Agreement is co-terminus with the Concession
in India. The registered office of the Company is Agreement of Mundra Port, and during the said
located at Adani Corporate House, Shantigram, period AICTPL can handle container cargo at CT
Near Vaishno Devi Circle, S.G.Highway, Khodiyar, 3 terminal. In the financial year 2017-18, Sub-
Ahmedabad-382421 Concession Agreement was entered into for the
extension of CT 3 Terminal. This terminal, an
The Company is in the business of development, extension of CT 3 was developed and ownership
operations and maintenance of port infrastructure of the same was also transferred to AICTPL in line
(port services and related infrastructure with the above. Operations commenced at CT 3
development) and has linked multi product Special Extension w.e.f. November 01, 2017. As part of
Economic Zone (SEZ) and related infrastructure South Port, the third Container Terminal is CT 4,
contiguous to Port at Mundra. The initial port the ownership of this terminal is also transferred
infrastructure facilities at Mundra including after development to a sub-concessionaire in line
expansion thereof through development of with the Mundra Concession Agreement; who in
additional port terminals and south port terminal this case is Adani CMA Mundra Terminal Private
infrastructure facilities are developed pursuant Limited (ACMTPL), a 50:50 Joint Venture between
to the concession agreement with Government the Company and CMA Terminals, France (joint
of Gujarat (GoG) and Gujarat Maritime Board venture agreement dated July 30,2014). The Sub-
(GMB) for 30 years period effective from February Concession Agreements for Terminals of CT 3, CT
17, 2001. At Mundra, the Company has expanded 3 Extension and CT 4 are to be approved by GOG
port infrastructure facilities through approved for the final signing between parties and GMB as
supplementary concession agreement (pending confirming party.
to be concluded) which will be effective till the
year 2040, whereby port infrastructure has been The Multi Product Special Economic Zone
developed at Wandh at Mundra to handle coal developed at Mundra by the Company along
cargo. The said agreement is in the process of with port infrastructure facilities is approved
getting signed with GoG and GMB although Coal by the Government of India vide their letter
terminal at Wandh is recognized as commercially no. F-2/11/2003/EPZ dated April 12, 2006 and
operational w.e.f. February 01, 2011. subsequently amended from time to time till
date. The Company has also set up Free Trade and
The first Container Terminal facility (CT-1) Warehousing Zone at Mundra based on approval
developed at Mundra, was transferred under a of Ministry of Commerce and Industry vide letter
Sub-Concession Agreement entered on January no.F.1/16/2011-SEZ dated January 04, 2012. The
7, 2003 between Mundra International Container Company has also set up additional Multi Product
Terminal Limited (MICTL) and the Company in Special Economic Zone at Mundra Taluka over
line with the Concession Agreement, wherein an area of 1,856 hectares as per approval from
the ownership of the asset (CT 1) was transferred Ministry of Commerce and Industry vide approval
by the Company to the MICTL. MICTL was given letter dated April 24, 2015. The Company has
rights to handle container cargo at the CT 1 received single notification consolidating all three
Terminal for a period that was co-terminus with notified SEZ in Mundra vide letter dated March
the Concession Agreement of Mundra Port, i.e. 15, 2016 of Ministry of Commerce and Industry,
till February 17, 2031. The container terminal Department of Commerce (SEZ Section).
facilities developed at South Port location include
CT-3, for development of which the Company The financial statements were authorised for
had entered into an agreement with the Adani issue in accordance with a resolution of the
directors on May 04, 2021.


2 Basis of Preparation - It is due to be settled within twelve months

2.1 The financial statements of the Company after the reporting period; or
has been prepared in accordance with Indian - There is no unconditional right to defer the
Accounting Standards (Ind AS) notified under the settlement of the liability for at least twelve
Companies (Indian Accounting Standards) Rules, months after the reporting period
2015 as amended from time to time. The Company classifies all other liabilities as non-
Accounting policies have been consistently current.
applied except where a newly-issued accounting Deferred tax assets and liabilities are classified as
standard is initially adopted or a revision to an non-current assets and liabilities respectively.
existing accounting standard requires a change The operating cycle is the time between the
in accounting policy as mentioned in note 2.2 (u) acquisition of assets for processing and their
hitherto in use. realization in cash or cash equivalents. The
The financial statements have been prepared on Company has identified twelve months as its
a historical cost basis, except for the following operating cycle.
assets and liabilities which have been measured b) Foreign currency transactions :
at fair value or revalued amount:
The Company’s financial statements are
- Derivative financial instruments, presented in INR, which is functional currency
- Defined Benefit Plans – Plan Assets measured of the Company. The Company determines the
at fair value; and functional currency and items included in the
- Certain financial assets and liabilities measured financial statements are measured using that
at fair value (refer accounting policy regarding functional currency. However, for practical
financial instruments). reasons, the Company uses an average rate if the
average approximates the actual rate at the date
In addition, the financial statements are presented of transaction.
in Indian Rupees (H) in crore and all values are
rounded off to two decimal (H00,00,000), except Transactions and balances
when otherwise indicated. Transactions in foreign currencies are recorded
at the exchange rate prevailing on the date of
2.2 Summary of significant accounting policies transaction.
a) Current versus non-current classification Monetary assets and liabilities denominated in
The Company presents assets and liabilities in foreign currencies are translated at the functional
the balance sheet based on current/ non-current currency spot rates of exchange at the reporting
classification. An asset is treated as current when date.
it is: Exchange differences arising on settlement or
- Expected to be realized or intended to be sold translation of monetary items are recognized in
or consumed in normal operating cycle; or profit or loss with the exceptions for which below
treatment is given as per the option availed under
- Held primarily for the purpose of trading; or
Ind AS 101:
- Expected to be realized within twelve months
after the reporting period; or i. Exchange differences arising on long-term
foreign currency monetary items related
- Cash and cash equivalent unless restricted
to acquisition of a property, plant and
from being exchanged or used to settle a
equipment (including funds used for projects
liability for at least twelve months after the
work-in-progress) recognised in the Indian
reporting period
GAAP financial statements for the period
All other assets are classified as non-current. ending immediately before the beginning of
A liability is current when: the first Ind AS financial reporting period i.e.
- It is expected to be settled in normal operating March 31, 2016 are capitalised / decapitalised
cycle; or to cost of Property, Plant and Equipment and
depreciated over the remaining useful life of
- It is held primarily for the purpose of trading; or
the asset.

ii. Exchange differences arising on other All assets and liabilities for which fair value is
outstanding long term foreign currency measured or disclosed in the financial statements
monetary items recognised in the Indian are categorized within the fair value hierarchy,
GAAP financial statements for the period described as follows, based on the lowest
ending immediately before the beginning level input that is significant to the fair value
of the first Ind AS financial reporting period measurement as a whole:
i.e. March 31, 2016 were accumulated in the
- Level 1 — Quoted (unadjusted) market prices in
“Foreign Currency Monetary Item Translation
active markets for identical assets or liabilities
Difference Account” (FCMITDA) and were
amortized over the remaining life of the - Level 2 — Valuation techniques for which the
concerned monetary item or financial year lowest level input that is significant to the fair
2019-20, whichever is earlier. value measurement is directly or indirectly
observable
Non-monetary items that are measured in
- Level 3 — Valuation techniques for which the
terms of historical cost in a foreign currency are
lowest level input that is significant to the fair
translated using the exchange rates at the dates
value measurement is unobservable
of the initial transactions.
For assets and liabilities that are recognized in
c) Fair value measurement
the financial statements on a recurring basis,
The Company measures financial instruments, the Company determines whether transfers have
such as, derivatives at fair value at each balance occurred between levels in the hierarchy by re-
sheet date. assessing categorization (based on the lowest
Fair value is the price that would be received to sell level input that is significant to the fair value
an asset or paid to transfer a liability in an orderly measurement as a whole) at the end of each
transaction between market participants at the reporting period.
measurement date. The fair value measurement The Company’s Management determines the
is based on the presumption that the transaction policies and procedures for both recurring fair
to sell the asset or transfer the liability takes value measurement, such as derivative financial
place either: instruments and unquoted financial assets
- In the principal market for the asset or liability, measured at fair value and for non recurring fair
or value measurement, such as an assets under the
scheme of business undertaking.
- In the absence of a principal market, in the
most advantageous market for the asset or External valuers are involved for valuation of
liability significant assets, such as business undertaking
for transfer under the scheme and unquoted
The principal or the most advantageous market financial assets and financial liabilities,
must be accessible by the Company. Involvement of external valuers is decided upon
The fair value of an asset or a liability is measured annually by the Management and in specific
using the assumptions that market participants cases after discussion with and approval by
would use when pricing the asset or liability, the Company’s Audit Committee. Selection
assuming that market participants act in their criteria includes market knowledge, reputation,
economic best interest. independence and whether professional
A fair value measurement of a non-financial asset standards are maintained. The Management
takes into account a market participant’s ability to decides, after discussions with the Company’s
generate economic benefits by using the asset in external valuers, which valuation techniques and
its highest and best use or by selling it to another inputs to use for each case.
market participant that would use the asset in its At each reporting date, the Management analyses
highest and best use. the movements in the values of assets and
The Company uses valuation techniques that are liabilities which are required to be remeasured
appropriate in the circumstances and for which or re-assessed as per the Company’s accounting
sufficient data is available to measure fair value, policies. For this analysis, the Management
maximizing the use of relevant observable inputs verifies the major inputs applied in the latest
and minimizing the use of unobservable inputs. valuation by agreeing the information in the


valuation computation to contracts and other these prices are not directly observable, they are
relevant documents. estimated based on expected cost plus margin.
The Management, in conjunction with the Revenue on take-or-pay charges are recognized
Company’s external valuers, also compares the for the quantity that is the difference between
change in the fair value of each asset and liability annual agreed tonnage and actual quantity
with relevant external sources to determine of cargo handled. The amount recognized as
whether the change is reasonable. revenue is exclusive of goods & service tax where
For the purpose of fair value disclosures, the applicable.
Company has determined classes of assets and
Income in the nature of license fees / waterfront
liabilities on the basis of the nature, characteristics
royalty and revenue share is recognized in
and risks of the asset or liability and the level of
accordance with terms and conditions of
the fair value hierarchy as explained above.
relevant service agreement with customers/ sub
This note summarises accounting policy for fair concessionaire.
value. Other fair value related disclosures are
given in the relevant notes. Income towards infrastructure premium is
recognized as revenue in the year in which
- Disclosures for valuation methods, significant the Company provides access to its common
estimates and assumptions (refer note 32.2 infrastructure.
and 2.3)
Income from long term leases
- Quantitative disclosures of fair value
measurement hierarchy (refer note 32.2) As a part of its business activity, the Company
leases / sub-leases of certain assets on long
- Investment in unquoted equity shares (refer
term basis to its customers. Leases are classified
note 4)
as finance lease whenever the terms of lease
- Financial instruments (including those carried transfer substantially all the risks and rewards
at amortised cost) (refer note 32.1) of ownership to the lessee. All other leases are
d) Revenue recognition classified as operating lease. In some cases, the
Company enters into cancellable lease / sub-lease
Revenue from contracts with customers is
transaction agreement, while in other cases, it
recognised when control of the goods or services
enters into non-cancellable lease / sub-lease
are transferred to the customer at an amount that
agreement. The Company recognizes the income
reflects the consideration to which the Company
based on the principles of leases as set out in
expects to be entitled in exchange for those
relevant accounting standard and accordingly
goods or services.
in cases where the lease / sub-lease agreement
The specific recognition criteria described below are cancellable in nature, the income in the
must also be met before revenue is recognized. nature of upfront premium received / receivable
is recognized on operating lease basis i.e. on
Port Operation Services
a straight line basis over the period of lease /
Revenue from port operation services including sub-lease agreement / date of memorandum of
cargo handling, storage, rail infrastructure and understanding takes effect over lease period and
other ancillary port services are recognized in annual lease rentals are recognized on an accrual
the accounting period in which the services are basis.
transferred to the customer at an amount that
In cases where long term lease / sub-lease
reflects the consideration to which the company
agreement are non-cancellable in nature, the
expects to be entitled in exchange for those
income is recognized on finance lease basis i.e.
services.
at the inception of lease / sub-lease agreement
In cases, where the contracts include multiple / date of memorandum of understanding takes
contract obligations, the transaction price will effect over lease period, the income recognized
be allocated to each performance obligation is equal to the present value of the minimum
based on the standalone selling prices. Where lease payment over the lease period (including
non-refundable upfront premium) which is

substantially equal to the fair value of leased / Rental income

sub-leased. In respect of land given on finance Rental income arising from operating leases
lease basis, the corresponding cost of the land on investment properties is accounted for on
and development costs incurred are expensed off a straight-line basis over the lease terms and is
in the statement of profit and loss. included in revenue in the statement of profit and
Development of Infrastructure Assets loss due to its operating nature.
The Company‘s business operations includes in e) Government Grants
construction and development of infrastructure Government grants are recognized where there
assets. Where the outcome of the project cannot is reasonable assurance that the grant will be
be estimated reasonably, Revenue from contracts received and all attached conditions will be
for such construction and development activities complied with. When the grant relates to an
is recognized on completion of relevant activities expense item, it is recognized as income on a
under the contract and the transfer of control of systematic basis over the periods that the related
the infrastructure when all significant risks and costs, for which it is intended to compensate, are
rewards of ownership in the infrastructure assets expensed. When the grant relates to an asset, it is
are transferred to the customer . recognized either as an income in equal amounts
Income from SEIS over the expected useful life of the related asset
or by deducting grant in arriving at the carrying
Income from Services Exports from India Scheme
amount of the assets.
(‘SEIS’) incentives under Government’s Foreign
Trade Policy 2015-20 on the port services income Waterfront royalty on cargo under the concession
is recognised based on effective rate of incentive agreement is paid at concessional rate in terms of
under the scheme, provided no significant rate prescribed by Gujarat Maritime Board (GMB)
uncertainty exists for the measurability, and notified in official gazette of Government of
realisation and utilisation of the credit under the Gujarat, wherever applicable.
scheme. The receivables related to SEIS licenses
f) Taxes
are classified as ‘Other Non-Financial Assets’.
Tax expense comprises of current income tax and
Interest income deferred tax.
For all financial assets measured either at
Current income tax
amortized cost or at fair value through other
comprehensive income, interest income is Current income tax assets and liabilities are
recorded using the effective interest rate measured at the amount expected to be recovered
(EIR). EIR is the rate that exactly discounts the from or paid to the taxation authorities. Current
estimated future cash payments or receipts over income tax(including Minimum Alternate Tax
the expected life of the financial instrument (MAT)) is measured at the amount expected to be
or a shorter period, where appropriate, to the paid to the tax authorities in accordance with the
gross carrying amount of the financial asset Income-Tax Act, 1961 enacted in India. The tax
or to the amortized cost of a financial liability. rates and tax laws used to compute the amount
When calculating the effective interest rate, the are those that are enacted or substantially
Company estimates the expected cash flows enacted, at the reporting date.
by considering all the contractual terms of the Current income tax relating to items recognized
financial instrument (for example, prepayment, outside the statement of profit and loss is
extension, call and similar options) but does not recognized outside the statement of profit and
consider the expected credit losses. Interest loss (either in other comprehensive income (OCI)
income is included in finance income in the or in equity). Current tax items are recognized in
statement of profit and loss. correlation to the underlying transaction either in
OCI or directly in equity. Management periodically
Dividends
evaluates positions taken in the tax returns with
Revenue is recognized when the Company’s right respect to situations in which applicable tax
to receive the payment is established, which regulations are subject to interpretation and
is generally when shareholders approve the establishes provisions where appropriate.
dividend.


Deferred tax are re-assessed at each reporting date and are

Deferred tax is provided using the balance sheet recognized to the extent that it has become
approach on temporary differences between probable that future taxable profits will allow the
the tax bases of assets and liabilities and their deferred tax asset to be recovered.
carrying amounts for financial reporting purposes Deferred tax assets and liabilities are measured
at the reporting date. at the tax rates that are expected to apply in the
Deferred tax liabilities are recognized for all year when the asset is realized or the liability is
taxable temporary differences, except: settled, based on tax rates (and tax laws) that
have been enacted or substantively enacted at
- When the deferred tax liability arises from
the reporting date.
the initial recognition of goodwill or an
asset or liability in a transaction that is not a Deferred tax relating to items recognized outside
business combination and, at the time of the the statement of profit and loss is recognized
transaction, affects neither the accounting outside the statement of profit and loss (either
profit nor taxable profit or loss. in other comprehensive income or in equity).
Deferred tax items are recognized in correlation
In respect of taxable temporary differences to the underlying transaction either in OCI or
associated with investments In subsidiaries, directly in equity.
associates and interests in joint ventures, when
The Company recognizes tax credits in the nature
the timing of the reversal of the temporary
of Minimum Alternate Tax (MAT) credit as an asset
differences can be controlled and it is probable
only to the extent that there is sufficient taxable
that the temporary differences will not reverse In
temporary difference /convincing evidence that
the foreseeable future.
the Company will pay normal income tax during
Deferred tax assets are recognized for all the specified period, i.e., the period for which
deductible temporary differences, the carry tax credit is allowed to be carried forward. In
forward of unused tax credits and any unused the year in which the Company recognizes tax
tax losses. Deferred tax assets are recognized to credits as an asset, the said asset is created by
the extent that it is probable that taxable profit way of tax credit to the statement of profit and
will be available against which the deductible loss. The Company reviews the such tax credit
temporary differences, and the carry forward of asset at each reporting date and writes down
unused tax credits and unused tax losses can be the asset to the extent the Company does not
utilized, except: have sufficient taxable temporary difference /
- When the deferred tax asset relating to the convincing evidence that it will pay normal tax
deductible temporary difference arises from during the specified period. Deferred tax includes
the initial recognition of an asset or liability in a MAT tax credit.
transaction that is not a business combination
g) Property, Plant and Equipment (PPE)
and, at the time of the transaction, affects
neither the accounting profit nor taxable profit Property, plant and equipment are stated at
or loss. cost net of accumulated depreciation and
accumulated impairment losses, if any. The cost
In respect of deductible temporary differences
comprises the purchase price, borrowing costs
associated with investments in subsidiaries,
(if capitalisation criteria are met) and other
associates and interests in joint ventures,
cost directly attributable to bringing the asset
deferred tax assets are recognised only to the
to its working condition for the intended use.
extent that it is probable that the temporary
The Group has elected to regard previous GAAP
differences will reverse in the foreseeable future
carrying values of property, plant and equipment
and taxable profit will be available against which
as deemed cost at the date of transition to Ind AS
the temporary differences can be utilised.
i.e April 01, 2015.
The carrying amount of deferred tax assets is
reviewed at each reporting date and reduced Property, Plant and Equipment and Capital work in
to the extent that it is no longer probable that progress are stated at cost. Such cost includes the
sufficient future taxable profit will be available cost of replacing parts of the plant and equipment
to allow all or part of the deferred tax asset to and borrowing costs for long-term construction
be utilized. Unrecognized deferred tax assets projects if the recognition criteria are met.

When significant parts of plant and equipment which take substantial period of time to get
are required to be replaced at intervals, the ready for its intended use are also included to the
Company depreciates them separately based on extent they relate to the period till such assets
their specific useful lives. Likewise, when a major are ready to be put to use.
inspection is performed, its cost is recognized in
Depreciation is calculated on a straight-line basis
the carrying amount of the plant and equipment
over the estimated useful lives of the assets
as a replacement if the recognition criteria are
as prescribed under Part C of Schedule II of
satisfied. All other repair and maintenance costs
the Companies Act 2013 except for the assets
are recognized in statement of profit or loss as
mentioned below for which useful lives estimated
incurred.
by the management. The Identified component
The Company adjusts exchange differences arising of Property, Plant and Equipment are depreciated
on translation difference/settlement of long term over their useful lives and the remaining
foreign currency monetary items outstanding components are depreciated over the life of the
in the Indian GAAP financial statements for the principal assets. The management believes that
period ending immediately before the beginning these estimated useful lives are realistic and
of the first Ind AS financial statements i.e. March reflect fair approximation of the period over
31, 2016 and pertaining to the acquisition of which the assets are likely to be used.
a depreciable asset to the cost of asset and
The Company has estimated the following useful
depreciates the same over the remaining useful
life to provide depreciation on its certain Property,
life of the asset. The depreciation on such foreign
Plant and Equipment assets based on assessment
exchange difference is recognised from first day
of the financial year. made by expert and management estimate.
Borrowing cost relating to acquisition /

construction of Property, Plant and Equipment
Assets Estimated Useful life

Leasehold Land Development Over the balance period of Concession Agreement and
approved Supplementary Concession Agreement by Gujarat
Maritime board as applicable
Marine Structure, Dredged Channel, 50 Years as per concession agreement
Building RCC Frame Structure
Dredging Pipes - Plant and Machinery 1.5 Years
Nylon and Steel coated belt on Conveyor - 4 Years and 10 Years respectively
Plant and Equipment
Inner Floating and outer floating hose, 6 Years
String of Single Point Mooring - Plant and
Machinery
Fender, Buoy installed at Jetty - Marine 5 - 10 Years
Structures
Bridges, Drains & Culverts 25 Years as per concession agreement
Carpeted Roads – Other than RCC 10 Years
Tugs 20 Years as per concession agreement
At the end of the sub-concession agreement be the carrying value based on depreciation rates
and supplementary concession agreement, all as per management estimate/ Schedule II of the
contracted immovable and movable assets shall Companies Act, 2013 at the end of concession
be transferred to and shall vest in Gujarat Maritime period.
Board (‘GMB’) for consideration equivalent to An item of property, plant and equipment covered
the Depreciated Replacement Value (the ‘DRV’). under Concession agreement, sub-concession
Currently DRV is not determinable, accordingly, agreement and supplementary concession
residual value of contract asset is considered to agreement, shall be transferred to and shall vest


in Grantor (government authorities) at the end of carrying value of another asset.

respective concession agreement. In cases, where
Intangible assets with indefinite useful lives are not
the Company is expected to receive consideration
amortised, but are tested for impairment annually,
of residual value of property from grantor at the
either individually or at the cash-generating unit
end of concession period, the residual value of
level. The assessment of indefinite life is reviewed
contracted property is considered as the carrying
annually to determine whether the indefinite life
value at the end of concession period based on
continues to be supportable. If not, the change
depreciation rates as per management estimate/
in useful life from indefinite to finite is made on a
Schedule II of the Companies Act, 2013 and in
prospective basis.
other cases it is H Nil.
An item of property, plant and equipment Gains or losses arising from derecognition of an
and any significant part initially recognized is intangible asset are measured as the difference
derecognized upon disposal or when no future between the net disposal proceeds and the
economic benefits are expected from its use or carrying amount of the asset and are recognised
disposal. Any gain or loss arising on derecognition in the statement of profit and loss when the asset
of the asset (calculated as the difference between is derecognised.
the net disposal proceeds and the carrying A summary of the policies applied to the
amount of the asset) is included in the statement Company’s intangible assets is as follows:
of profit and loss when the asset is derecognized.
Intangible Method of Estimated
The residual values, useful lives and methods of Assets Amortisation Useful life
depreciation of property, plant and equipment are Software on straight line 5 Years based
reviewed at each financial year end and adjusted applications basis on management
prospectively. estimate
h) Intangible assets Railway on straight line 35 Years based
Intangible assets acquired separately are License basis on validity of
measured on initial recognition at cost. Following license
initial recognition, intangible assets are carried
i) Borrowing costs
at cost less any accumulated amortization
and accumulated impairment losses. Internally Borrowing costs directly attributable to the
generated intangibles are not capitalised and acquisition, construction or production of an
the related expenditure is reflected in statement asset that necessarily takes a substantial period
of profit and loss in the period in which the of time to get ready for its intended use or sale
expenditure is incurred. are capitalised as part of the cost of the asset.
All other borrowing costs are expensed in the
The useful lives of intangible assets are assessed
period in which they occur. Borrowing costs
as either finite or indefinite.
consist of interest and other costs that an entity
Intangible assets with finite lives are amortised incurs in connection with the borrowing of
over the useful economic life and assessed for funds. Borrowing cost also includes exchange
impairment whenever there is an indication differences to the extent regarded as an
that the intangible asset may be impaired. The adjustment to the borrowing costs.
amortisation period and the amortisation method
for an intangible asset with a finite useful life are j) Leases
reviewed at least at the end of each reporting The Company assesses at contract inception
period. Changes in the expected useful life or whether a contract is, or contains, a lease. That
the expected pattern of consumption of future is, if the contract conveys the right to control the
economic benefits embodied in the asset are use of an identified asset for a period of time in
considered to modify the amortisation period exchange for consideration.
or method, as appropriate, and are treated
Company as a lessee
as changes in accounting estimates. The
amortisation expense on intangible assets with The Company applies a single recognition and
finite lives is recognised in the statement of profit measurement approach for all leases, except
and loss unless such expenditure forms part of for short-term leases and leases of low-value

assets. The Company recognises lease liabilities In calculating the present value of lease
to make lease payments and right-of-use assets payments, the Company uses its incremental
representing the right to use the underlying borrowing rate at the lease commencement
assets. date in case the interest rate implicit in the
lease is not readily determinable. After the
i) Right-of-Use Assets
commencement date, the amount of lease
The Company recognises right-of-use assets liabilities is increased to reflect the accretion
(“RoU Assets”) at the commencement date of of interest and reduced for the lease payments
the lease (i.e., the date the underlying asset made. In addition, the carrying amount of
is available for use). Right-of-use assets are lease liabilities is remeasured if there is a
measured at cost, less any accumulated modification, a change in the lease term, a
depreciation and impairment losses, and change in the lease payments (e.g., changes
adjusted for any remeasurement of lease to future payments resulting from a change in
liabilities. The cost of right-of-use assets an index or rate used to determine such lease
includes the amount of lease liabilities payments) or a change in the assessment of
recognised, initial direct costs incurred, an option to purchase the underlying asset.
and lease payments made at or before Lease liabilities has been presented under the
the commencement date less any lease head “Other Financial Liabilities”.
incentives received. Right-of-use assets are
depreciated on a straight-line basis over the iii) Short-term leases and leases of low-value
shorter of the lease term and the estimated assets
useful lives of the assets. The Company applies the short-term lease
If ownership of the leased asset transferred recognition exemption to its short-term
to the company at the end of the lease term leases (i.e., those leases that have a lease term
or the cost reflects the exercise of a purchase of 12 months or less from the commencement
option, depreciation is calculated using the date and do not contain a purchase option).
estimated useful life of the asset. The right- It also applies the lease of low-value assets
of-use assets are also subject to impairment. recognition exemption that are considered
Refer to the accounting policies in section (I) to be low value. Lease payments on short-
Impairment of non-financial assets. term leases and leases of low-value assets
are recognised as expense on a straight-line
ii) Lease Liabilities basis over the lease term.
At the commencement date of the lease, Company as a lessor
the Company recognises lease liabilities
Leases in which the Company does not
measured at the present value of lease
transfer substantially all the risks and rewards
payments to be made over the lease term.
of ownership of an asset are classified
The lease payments include fixed payments
as operating leases. Rental income from
(including in substance fixed payments)
operating lease is recognised on a straight-
less any lease incentives receivable, variable
line basis over the term of the relevant lease.
lease payments that depend on an index
Initial direct costs incurred in negotiating and
or a rate, and amounts expected to be paid
arranging an operating lease are added to
under residual value guarantees. The lease
the carrying amount of the leased asset and
payments also include the exercise price of
recognised over the lease term on the same
a purchase option reasonably certain to be
basis as rental income. Contingent rents are
exercised by the Company and payments
recognised as revenue in the period in which
of penalties for terminating the lease, if the
they are earned.
lease term reflects the Company exercising
the option to terminate. Variable lease Leases are classified as finance leases when
payments that do not depend on an index substantially all of the risks and rewards of
or a rate are recognised as expenses (unless ownership transfer from the Company to
they are incurred to produce inventories) in the lessee. Amounts due from lessees under
the period in which the event or condition finance leases are recorded as receivables
that triggers the payment occurs. at the Company’s net investment in the


leases. Finance lease income is allocated to fair value less costs of disposal, recent market
accounting periods so as to reflect a constant transactions are taken into account. If no such
periodic rate of return on the net investment transactions can be identified, an appropriate
outstanding in respect of the lease. valuation model is used. These calculations are
corroborated by valuation multiples, quoted share
k) Inventories
prices for publicly traded companies or other
Inventories are valued at lower of cost and net available fair value indicators.
realisable value.
The Company bases its impairment calculation on
Stores and Spares: Valued at lower of cost and net
detailed budgets and forecast calculations, which
realizable value. Cost is determined on a moving
are prepared separately for each of the Company’s
weighted average basis. Cost of stores and spares
CGUs to which the individual assets are allocated.
lying in bonded warehouse includes custom duty
These budgets and forecast calculations generally
payable.
cover a period of five years. For longer periods, a
Stores and Spares which do not meet the long-term growth rate is calculated and applied
definition of property, plant and equipment are to project future cash flows after the fifth year.
accounted as inventories.
Impairment losses including impairment on
Costs incurred that relate to future contract inventories, are recognised in the statement of
activities are recognised as ”Project Work-in- profit and loss.
Progress”.
For assets excluding goodwill, an assessment
Project work-in-progress comprise specific
is made at each reporting date to determine
contract costs and other directly attributable
whether there is an indication that previously
overheads including borrowing costs which can
recognised impairment losses no longer exist
be allocated on specific contract cost is, valued at
or have decreased. If such indication exists,
lower of cost and net realisable value.
the Company estimates the asset’s or CGU’s
Net Realizable Value in respect of stores and recoverable amount. A previously recognised
spares is the estimated current procurement impairment loss is reversed only if there has been
price in the ordinary course of the business. a change in the assumptions used to determine
l) Impairment of non-financial assets the asset’s recoverable amount since the last
impairment loss was recognised. The reversal is
The Company assesses, at each reporting date,
limited so that the carrying amount of the asset
whether there is an indication that an asset
does not exceed its recoverable amount, nor
may be impaired. If any indication exists, or
exceed the carrying amount that would have
when annual impairment testing for an asset
been determined, net of depreciation, had no
is required, the Company estimates the asset’s
impairment loss been recognised for the asset
recoverable amount. An asset’s recoverable
in prior years. Such reversal is recognised in the
amount is the higher of an asset’s or cash-
statement of profit and loss unless the asset is
generating unit’s (CGU) fair value less costs of
carried at a revalued amount, in which case, the
disposal and its value in use. Recoverable amount
reversal is treated as a revaluation increase.
is determined for an individual asset, unless the
asset does not generate cash inflows that are Goodwill is tested for impairment annually as at
largely independent of those from other assets or every year end and when circumstances indicate
group of assets. When the carrying amount of an that the carrying value may be impaired.
asset or CGU exceeds its recoverable amount, the
Impairment is determined for goodwill by assessing
asset is considered impaired and is written down
the recoverable amount of CGU to which the
to its recoverable amount.
goodwill relates. When the recoverable amount
In assessing value in use, the estimated future of the CGU is less than its carrying amount, an
cash flows are discounted to their present value impairment loss is recognised. Impairment losses
using a pre-tax discount rate that reflects current relating to goodwill cannot be reversed in future
market assessments of the time value of money periods.
and the risks specific to the asset. In determining

Notes to the StandaloneFinancial Statements
Intangible assets with indefinite useful lives The Company operates a defined benefit gratuity
are tested for impairment annually as at year plan in India, which requires contributions to be
end at the CGU level, as appropriate, and when made to a separately administered fund. The cost
circumstances indicate that the carrying value of providing benefits under the defined benefit
may be impaired. plan is determined using the projected unit credit
method.
m) Provisions, Contingent Liabilities and Contingent
Assets Re-measurements, comprising of actuarial
General gains and losses, the effect of the asset ceiling,
excluding amounts included in net interest on
Provisions are recognised when the Company
the net defined benefit liability and the return
has a present obligation (legal or constructive)
on plan assets (excluding amounts included in
as a result of a past event, it is probable that
net interest on the net defined benefit liability),
an outflow of resources embodying economic
are recognised immediately in the balance sheet
benefits will be required to settle the obligation
with a corresponding debit or credit to retained
and a reliable estimate can be made of the
earnings through OCI in the period in which they
amount of the obligation. The expense relating to
occur. Re-measurements are not reclassified
a provision is presented in the statement of profit
to statement of profit and loss in subsequent
and loss. Contingent liabilities are not recognised
periods.
but disclosed unless the probability of an outflow
of resources is remote. Contingent assets are Net interest is calculated by applying the
disclosed where inflow of economic benefits is discount rate to the net defined benefit liability
probable. or asset. The Company recognises the following
changes in the net defined benefit obligation as
If the effect of the time value of money is material,
an expense in the statement of profit and loss:
provisions are discounted using a current pre-tax
rate that reflects, when appropriate, the risks - Service costs comprising current service
specific to the liability. When discounting is used, costs, past-service costs, gains and losses on
the increase in the provision due to the passage curtailments and non-routine settlements; and
of time is recognised as a finance cost. - Net interest expense or income
Operational Claim provisions Accumulated leave, which is expected to be
Provisions for operational claims are recognised utilised within the next twelve months, is treated
when the service is provided to the customer. as short term employee benefits. The Company
Further recognition is based on historical measures the expected cost of such absence
experience. The initial estimate of operational as the additional amount that is expected to
claim related cost is revised annually. pay as a result of the unused estimate that has
accumulated at the reporting date. The Company
n) Retirement and other employee benefits treats accumulated leave expected to be carried
Retirement benefit in the form of provident fund forward beyond twelve months as long term
is a defined contribution scheme. The Company compensated absences which are provided for
has no obligation, other than the contribution based on actuarial valuation as at the end of
payable to the provident fund. The Company the period. The actuarial valuation is done as
recognizes contribution payable to the provident per projected unit credit method. The Company
fund scheme as an expense, when an employee presents the entire leave as a current liability
renders the related service. If the contribution in the balance sheet, since it does not have an
payable to the scheme for service received before unconditional right to defer it’s settlement for
the balance sheet date exceeds the contribution twelve months after the reporting date.
already paid, the deficit payable to the scheme
o) Financial instruments
is recognized as a liability after deducting the
contribution already paid. A financial instrument is any contract that gives
rise to a financial asset of one entity and a


financial liability or equity instrument of another criteria for categorization as at amortized cost or
entity. as FVTOCI, is classified as at FVTPL.
Financial assets Debt instruments included within the FVTPL
Initial recognition and measurement category are measured at fair value with all
All financial assets are recognised initially at fair changes recognized in the statement of profit
value plus in case of financial asset not recorded and loss.
at fair value through profit and loss, transaction Equity investments
cost that are attributable to the acquisition of the
All equity investments in scope of Ind AS
financial assets.
109 are measured at fair value. For all other
Subsequent measurement equity instruments, the Company may make
For purposes of subsequent measurement, an irrevocable election to present in other
financial assets are classified in three categories: comprehensive income subsequent changes in
the fair value. The Company makes such election
- Debt instruments at amortised cost on an instrument-by-instrument basis. The
- Debt instruments, derivative financial classification is made on initial recognition and is
instruments and equity instruments at fair irrevocable.
value through profit or loss (FVTPL)
If the Company decides to classify an equity
- Equity instruments measured at fair value instrument as at FVTOCI, then all fair value
through other comprehensive income (FVTOCI) changes on the instrument, excluding dividends,
Debt instruments at amortised cost are recognized in the OCI. There is no recycling
of the amounts from OCI to P&L, even on sale of
A ‘debt instrument’ is measured at the amortised
investment. However, the Company may transfer
cost if both the following conditions are met:
the cumulative gain or loss within equity.
(a) The asset is held within a business model
Equity instruments included within the FVTPL
whose objective is to hold assets for collecting
category are measured at fair value with all
contractual cash flows, and
changes recognized in the P&L.
(b) Contractual terms of the asset give rise on
Perpetual debt
specified dates to cash flows that are solely
payments of principal and interest (SPPI) on The Company invests in a subordinated perpetual
the principal amount outstanding. debt, redeemable at the issuer’s option, with a
fixed coupon that can be deferred indefinitely if
The category is most relevant to the Company. the issuer does not pay a dividend on its equity
After initial measurement, such financial assets shares. The Company classifies these instruments
are subsequently measured at amortised cost as equity under Ind AS 32.
using the effective interest rate (EIR) method.
Amortised cost is calculated by taking into Derecognition
account any discount or premium on acquisition A financial asset (or, where applicable, a part
and fees or costs that are an integral part of the of a financial asset or part of a group of similar
EIR. The EIR amortisation is included in finance financial assets) is primarily derecognised (i.e.
income in the profit or loss. The losses arising removed from the Company’s balance sheet)
from impairment are recognised in the profit when:
or loss except where the Company has given - The rights to receive cash flows from the asset
temporary waiver of interest not exceeding 12 have expired, or
months period. This category generally applies to
- The Company has transferred its rights
trade, loans and other receivables.
to receive cash flows from the asset or has
Debt instrument at FVTPL assumed an obligation to pay the received
FVTPL is a residual category for debt instruments. cash flows in full without material delay to a
Any debt instrument, which does not meet the third party under a ‘pass-through’ arrangement
and either (a) the Company has transferred

substantially all the risks and rewards of - All lease receivables resulting from transactions
the asset, or (b) the Company has neither within the scope of relevant accounting
transferred nor retained substantially all standard
the risks and rewards of the asset, but has
Under the simplified approach the Company
transferred control of the asset.
does not track changes in credit risk. Rather, it
When the Company has transferred its rights to recognises impairment loss allowance based on
receive cash flows from an asset or has entered lifetime ECLs at each reporting date, right from its
into a pass-through arrangement, it evaluates initial recognition.
if and to what extent it has retained the risks
For recognition of impairment loss on other
and rewards of ownership. When it has neither
financial assets and risk exposure, the Company
transferred nor retained substantially all of the
determines that whether there has been a
risks and rewards of the asset, nor transferred
significant increase in the credit risk since initial
control of the asset, the Company continues to
recognition. If credit risk has not increased
recognise the transferred asset to the extent of
significantly, 12 month ECL is used to provide
the Company’s continuing involvement. In that
for impairment loss. However, if credit risk has
case, the Company also recognises an associated
increased significantly, lifetime ECL is used.
liability. The transferred asset and the associated
liability are measured on a basis that reflects ECL is the difference between all contracted cash
the rights and obligations that the Company has flows that are due to the Company in accordance
retained. with the contract and all the cash flows that
Continuing involvement that takes the form of a the Company expects to receive, discounted at
guarantee over the transferred asset is measured the original EIR. ECL impairment loss allowance
at the lower of the original carrying amount of the ( or reversal) recognised during the period is
asset and the maximum amount of consideration recognised as income / (expense) in the statement
that the Company could be required to repay. of profit and loss (P&L).
Impairment of financial assets The balance sheet presentation for various
The Company applies expected credit loss (ECL) financial instruments is described below:
model for measurement and recognition of Financial assets measured as at amortised
impairment loss on the following financial assets cost, contractual revenue receivables and lease
and credit risk exposure ; receivables:
a) Financial assets that are debt instruments, ECL is presented as an allowance, i.e., as an
and are measured at amortised cost e.g. loans, integral part of the measurement of those assets
debt securities, deposits, trade receivables in the balance sheet. The allowance reduces
and bank balances. the net carrying amount. Until the asset meets
write-off criteria, the Company does not reduce
b) Financial assets that are debt instruments
impairment allowance from the gross carrying
and are measured as at other comprehensive
amount.
income (FVTOCI)
For assessing increase in credit risk and
c) Lease receivables under relevant accounting
impairment loss, the Company combines financial
standard
instruments on the basis of shared credit risk
d) Trade receivables or any contractual right to characteristics with the objective of facilitating
receive cash or another financial asset that an analysis that is designed to enable significant
result from transactions that are within the increases in credit risk to be identified on a timely
scope of Ind AS 115 basis.
The Company follows ‘simplified approach’ for Financial liabilities
recognition of impairment loss allowance on:
Initial recognition and measurement
- Trade receivables or contract revenue Financial liabilities are classified, at initial
receivables; and recognition, as financial liabilities at fair value


through profit or loss, loans and borrowings, Amortised cost is calculated by taking into
payables, or as derivatives, as appropriate. account any discount or premium on acquisition
and fees or costs that are an integral part of the
All financial liabilities are recognised initially at
EIR. The EIR amortisation is included as finance
fair value and, in the case of loans and borrowings
costs in the statement of profit and loss.
and payables, net of directly attributable
transaction costs. This category generally applies to borrowings.
The Company’s financial liabilities include Financial guarantee contracts

trade and other payables, loans and borrowings Financial guarantee contracts issued by the
including bank overdrafts, financial guarantee Company are those contracts that require a
contracts and derivative financial instruments. payment to be made to reimburse the holder for a
loss it incurs because the specified debtor fails to
Subsequent measurement
make a payment when due in accordance with the
The measurement of financial liabilities depends terms of a debt instrument. Financial guarantee
on their classification, as described below: contracts are recognised initially as a liability at
Financial liabilities at fair value through profit or fair value through profit or loss (FVTPL), adjusted
loss for transaction costs that are directly attributable
Financial liabilities at fair value through profit or to the issuance of the guarantee. Subsequently,
loss include financial liabilities held for trading the liability is measured at the higher of the
and financial liabilities designated upon initial amount of loss allowance determined as per
recognition as at fair value through profit or impairment requirements of Ind AS 109 and the
loss. Financial liabilities are classified as held for amount recognised less cumulative amortisation.
trading if they are incurred for the purpose of Derecognition
repurchasing in the near term. This category also A financial liability is derecognised when the
includes derivative financial instruments entered obligation under the liability is discharged or
into by the Company that are not designated as cancelled or expires. When an existing financial
hedging instruments in hedge relationships as liability is replaced by another from the same
defined by Ind AS 109. lender on substantially different terms, or the
Gains or losses on liabilities held for trading are terms of an existing liability are substantially
recognised in the profit or loss. modified, such an exchange or modification
Financial liabilities designated upon initial is treated as the derecognition of the original
recognition at fair value through profit or loss liability and the recognition of a new liability. The
are designated as such at the initial date of difference in the respective carrying amounts is
recognition, and only if the criteria in Ind AS 109 recognised in the statement of profit and loss.
are satisfied. For liabilities designated as FVTPL, Reclassification of financial assets
fair value gains / losses attributable to changes
The Company determines classification
in own credit risk are recognized in OCI. These
of financial assets and liabilities on initial
gains/ loss are not subsequently transferred
recognition. After initial recognition, no
to P&L. However, the Company may transfer
reclassification is made for financial assets which
the cumulative gain or loss within equity. All
are equity instruments and financial liabilities.
other changes in fair value of such liability are
For financial assets which are debt instruments,
recognised in the statement of profit or loss.
a reclassification is made only if there is a change
The Company has not designated any financial
in the business model for managing those assets.
liability as at FVTPL.
Changes to the business model are expected to be
Loans and borrowings infrequent. The Company’s senior management
This is the category most relevant to the Company. determines change in the business model as
After initial recognition, interest-bearing loans a result of external or internal changes which
and borrowings are subsequently measured at are significant to the Company’s operations.
amortised cost using the EIR method. Gains and Such changes are evident to external parties. A
losses are recognised in the statement of profit change in the business model occurs when the
and loss when the liabilities are derecognised as Company either begins or ceases to perform
well as through the EIR amortisation process. an activity that is significant to its operations.

If the Company reclassifies financial assets, it Transaction costs are apportioned between the
applies the reclassification prospectively from the liability and equity component of the redeemable
reclassification date which is the first day of the preference shares based on the allocation of
immediately next reporting period following the proceeds to the liability and equity component
change in business model. The Company does not when the instruments are initially recognised.
restate any previously recognised gains, losses
r) Cash and cash equivalents
(including impairment gains or losses) or interest.
Cash and cash equivalents in the balance
Offsetting of financial instruments sheet comprise cash at banks and on hand and
Financial assets and financial liabilities are offset short-term deposits with an original maturity of
and the net amount is reported in the balance three months or less, which are subject to an
sheet if there is a currently enforceable legal right insignificant risk of changes in value.
to offset the recognised amounts and there is an For the purpose of the statement of cash flows,
intention to settle on a net basis, to realise the cash and cash equivalents consist of cash
assets and settle the liabilities simultaneously. and short-term deposits, as defined above, net
p) Derivative financial instruments of outstanding bank overdrafts as they are
considered an integral part of the Company’s
Initial recognition and subsequent measurement
cash management.
The Company uses derivative financial
instruments, such as forward currency contracts, s) Cash dividend to equity holders of the company
cross currency swaps, options, interest rate The Company recognises a liability to make
futures and interest rate swaps to hedge its cash to equity holders of the parent when the
foreign currency risks and interest rate risks, distribution is authorised and the distribution is
respectively. Such derivative financial instruments no longer at the discretion of the Company. As
are initially recognised at fair value through profit per the corporate laws in India, a distribution is
or loss (FVTPL) on the date on which a derivative authorised when it is approved by the shareholders.
contract is entered into and are subsequently A corresponding amount is recognised directly in
re-measured at fair value. Derivatives are carried equity.
as financial assets when the fair value is positive
t) Earnings per share
and as financial liabilities when the fair value is
negative. Basic earnings per share are calculated by dividing
the profit for the period attributable to equity
Any gains or losses arising from changes in the shareholders by the weighted average number
fair value of derivative financial instrument of equity shares outstanding during the period.
or on settlement of such derivative financial For the purpose of calculating diluted earnings
instruments are recognised in statement of profit per share, the profit the period attributable to
and loss and are classified as Foreign Exchange equity shareholders and the weighted average
(Gain) / Loss except those relating to borrowings, number of shares outstanding during the period
which are separately classified under Finance are adjusted for the effects of all dilutive potential
Cost. equity shares.
q) Redeemable preference shares u) Amended standards adopted by the Company
Redeemable preference shares, being Compound In the current year, the Company has applied the
Financial Instrument are separated into liability below amendments to Ind ASs that are effective
and equity component based on the terms of the for an annual period that begins on or after April
contract. 01, 2020.
On issuance of the redeemable preference
Amendments to Ind AS 116 - Covid-19 Related
shares, the fair value of the liability component is
Rent Concessions
determined using a market rate for an equivalent
non-convertible instrument. This amount is The Company has adopted the amendments to
classified as a financial liability measured at Ind AS 116 for the first time in the current year. The
amortised cost (net of transaction costs) until it amendments provide practical relief to lessees in
is extinguished on redemption. accounting for rent concessions occurring as a
direct consequence of COVID-19, by introducing


a practical expedient to Ind AS 116. The practical determine whether a substantive process has
expedient permits a lessee to elect not to assess been acquired.
whether a COVID-19-related rent concession is The amendments introduce an optional
a lease modification. A lessee that makes this concentration test that permits a simplified
election shall account for any change in lease assessment of whether an acquired set of
payments resulting from the COVID-19-related activities and assets is not a business. Under
rent concession the same way it would account the optional concentration test, the acquired
for the change applying Ind AS 116 if the change set of activities and assets is not a business
were not a lease modification. if substantially all of the fair value of the gross
The practical expedient applies only to rent assets acquired is concentrated in a single
concessions occurring as a direct consequence identifiable asset or group of similar assets. The
of COVID-19 and only if all of the following amendments are applied prospectively to all
conditions are met: business combinations and asset acquisitions for
which the acquisition date is on or after 1 April
(a) The change in lease payments results in
2020.
revised consideration for the lease that is
substantially the same as, or less than, the The adoption of the amendments has not had
consideration for the lease immediately any material impact on the disclosures or on the
preceding the change; amounts reported in these financial statements.
(b) Any reduction in lease payments affects only Amendments to Ind AS 1 and Ind AS 8 - Definition
payments originally due on or before 30 June of “material”
2021 (a rent concession meets this condition The Company has adopted the amendments to Ind
if it results in reduced lease payments on or AS 1 and Ind AS 8 for the first time in the current
before 30 June 2021 and increased lease year. The amendments make the definition of
payments that extend beyond 30 June 2021); material in Ind AS 1 easier to understand and are
and not intended to alter the underlying concept of
(c) There is no substantive change to other terms materiality in Ind ASs. The concept of ‘obscuring’
and conditions of the lease. material information with immaterial information
has been included as part of the new definition.
The adoption of the amendments has not had
The threshold for materiality influencing users
any material impact on the disclosures or on the
has been changed from ‘could influence’ to
amounts reported in these financial statements.
‘could reasonably be expected to influence’.
Amendments to Ind AS 103 The definition of material in Ind AS 8 has been
Definition of a business replaced by a reference to the definition of
The Company has adopted the amendments to material in Ind AS 1. In addition, the MCA amended
Ind AS 103 for the first time in the current year. other Standards that contain the definition of
The amendments clarify that while businesses ‘material’ or refer to the term ‘material’ to ensure
usually have outputs, outputs are not required consistency.
for an integrated set of activities and assets to The adoption of the amendments has not had
qualify as a business. To be considered a business, any material impact on the disclosures or on the
an acquired set of activities and assets must amounts reported in these financial statements.
include, at a minimum, an input and a substantive
Amendments to Ind AS 109 and 107 - Interest
process that together significantly contribute to
Rate Benchmark Reform
the ability to create outputs.
These amendments modify specific hedge
The amendments remove the assessment of
accounting requirements to allow hedge
whether market participants are capable of
accounting to continue for affected hedges
replacing any missing inputs or processes and
during the period of uncertainty before the
continuing to produce outputs. The amendments
hedged items or hedging instruments affected
also introduce additional guidance that helps to

by the current interest rate benchmarks are they occur.

amended as a result of the on-going interest rate
i) Impairment of financial assets
benchmark reforms.
The impairment provisions for Financial
The adoption of the amendments has not had Assets are based on assumptions about
any impact on the disclosures or on the amounts risk of default and expected cash loss. The
reported in these financial statements. Company uses judgement in making these
assumptions and selecting the inputs to the
2.3 Significant accounting judgments,
impairment calculation, based on Company’s
estimates and assumptions past history, existing market conditions as
The preparation of the Company’s Ind AS Financial well as forward looking estimates at the end
Statements requires management to make of each reporting period. Refer note 4 (b).
judgments, estimates and assumptions that affect ii) Taxes
the reported amounts of revenues, expenses,
Deferred tax (including MAT Credits) assets
assets and liabilities, and the accompanying
are recognised for unused tax credits to the
disclosures, and the disclosure of contingent
extent that it is probable that taxable profit
liabilities. Uncertainty about these assumptions will be available against which the credits
and estimates could result in outcomes that can be utilised. Significant management
require a material adjustment to the carrying judgment is required to determine the
amount of assets or liabilities affected in future amount of deferred tax assets that can be
periods. recognised, based upon the likely timing and
the level of future taxable profits together
(A) Judgments
with future tax planning strategies. Further
As per Government notification no. 57/2015-2020 details on taxes are disclosed in note 26.
dated March 31, 2020 the Company is entitled to
Service Exports from India Scheme (SEIS) benefits iii) Defined benefit plans (gratuity benefits)
on Port Services till year ended March 31, 2020 The cost of the defined benefit gratuity
and accordingly company has accounted the plan and the present value of the gratuity
same on provisional basis pending notification in obligation are determined using actuarial
receipt of the eligible service and rate of rewards valuations. An actuarial valuation involves
as at reporting date (Refer note 8 (c)). making various assumptions that may differ
from actual developments in the future.
(B) Estimates and assumptions These include the determination of the
The key assumptions concerning the future and discount rate, future salary increases and
other key sources of estimation uncertainty mortality rates. Due to the complexities
at the reporting date, that have a significant involved in the valuation and its long-term
risk of causing a material adjustment to the nature, a defined benefit obligation is highly
sensitive to changes in these assumptions. All
carrying amounts of assets and liabilities within
assumptions are reviewed at each reporting
the next financial year, are described below.
date.
The Company based its assumptions and
estimates on parameters available when the The parameter most subject to change is the
financial statements were prepared. Existing discount rate. In determining the appropriate
circumstances and assumptions about future discount rate for plans operated in India, the
developments, however, may change due to management considers the interest rates of
market changes or circumstances arising that government bonds in currencies consistent
are beyond the control of the Company. Such with the currencies of the post-employment
changes are reflected in the assumptions when benefit obligation. The underlying bonds are
further reviewed for quality. Those having


excessive credit spreads are excluded from value of financial instruments. Refer note 32
the analysis of bonds on which the discount for further disclosures.
rate is based, on the basis that they do not
Provision for Decommissioning Liabilities
represent high quality corporate bonds.
The management of the Company has
The mortality rate is based on publicly available
estimated that there is no contractual and
mortality tables for the specific countries.
probable decommissioning liability under
Those mortality tables tend to change only at
the condition / terms of the concession
interval in response to demographic changes.
agreement with the GMB.
Future salary increases and gratuity increases
are based on expected future inflation rates Depreciation / amortisation and useful lives
for the respective countries. of property plant and equipment / intangible
Further details about gratuity obligations are assets
given in note 28. Property, plant and equipment / intangible
Fair value measurement assets are depreciated / amortised over
their estimated useful lives, after taking
In measuring the fair value of certain assets
into account estimated residual value.
and liabilities for financial reporting purpose,
Management reviews the estimated useful
the Company uses market observable data
lives and residual values of the assets
to the extent available. Where such Level 1
annually in order to determine the amount
inputs are not available, the Company engages
of depreciation / amortisation to be recorded
third party qualified valuers to establish
during any reporting period. The useful
appropriate valuation techniques and inputs
lives and residual values are based on the
to the model. The inputs to these models
Company’s historical experience with similar
are taken from observable markets where
assets and take into account anticipated
possible, but where this is not feasible, a
technological changes. The depreciation /
degree of judgment is required in establishing
amortisation for future periods is revised if
fair values. Judgments include considerations
there are significant changes from previous
of inputs such as liquidity risk, credit risk and
estimates.
volatility. Changes in assumptions about
these factors could affect the reported fair

3. Property, Plant and Equipment, Right of use assets, other Intangible Assets and Goodwill
Note 3(a) Property, Plant and Equipment
H In crore
Particulars Free Buildings, Computer Lease Land Office Plant & Furniture Vehicles Dredged Marine Railway Railway Tugs Project Total
Hold Roads and Civil Hardware hold Development Equipment Equipment & Fixture Channels Structures Tracks Wagons and Assets
Land Infrastructure land cost Boats
Cost
As at April 1, 2019 548.18 2,084.83 55.09 65.36 309.39 60.42 2,663.92 132.84 20.72 2,488.29 1,339.72 293.41 - 18.02 914.63 10,994.82
Additions 26.24 124.21 26.10 - 18.16 23.90 777.97 49.13 2.32 77.21 566.32 2.08 233.56 - 73.12 2,000.32
Deductions/Adjustment (0.51) - (0.80) - - - (90.39) - (0.80) - - - (211.26) - (17.14) (320.90)
Reclassified on account of - - - (65.36) - - - - - - - - - - - (65.36)
adoption of Ind As 116 (refer note
(3)(b))
Exchange difference - 13.56 - - - - 30.15 - - 5.83 22.12 3.32 - - 13.59 88.57
As at March 31, 2020 573.91 2,222.60 80.39 - 327.55 84.32 3,381.65 181.97 22.24 2,571.33 1,928.16 298.81 22.30 18.02 984.20 12,697.45
Additions 8.37 132.44 22.10 - 2.51 18.47 58.36 10.20 0.61 44.12 0.92 - 49.75 - 28.63 376.48
Deductions/Adjustment (0.11) (1.24) (3.83) - (0.49) (2.54) (6.50) (5.37) (2.37) (0.31) - (72.05) (0.03) (33.87) (128.71)
Exchange difference - (6.14) - - - - (12.11) - - (2.92) (8.96) (1.49) - - (0.64) (32.26)

As at March 31, 2021 582.17 2,347.66 98.66 - 329.57 100.25 3,421.40 186.80 20.48 2,612.53 1,919.81 297.32 - 17.99 978.32 12,912.96
Accumulated Depreciation
As at April 1, 2019 - 411.10 27.79 8.76 64.48 23.18 707.23 12.79 12.05 148.92 117.89 115.97 - 6.66 352.63 2,009.45
Depreciation for the year - 86.23 10.51 - 16.41 12.55 216.81 15.29 2.66 50.69 32.36 21.42 0.05 1.62 88.01 554.61
Reclassified on account of - - - (8.76) - - - - - - - - - - - (8.76)
adoption of Ind As 116 (refer note
(3)(b))
Deductions/ Adjustment - - (0.73) - - - (29.44) - (0.70) - - - - - (9.20) (40.07)
As at March 31, 2020 - 497.33 37.57 - 80.89 35.73 894.60 28.08 14.01 199.61 150.25 137.39 0.05 8.28 431.44 2,515.23
Depreciation for the year - 81.41 15.00 - 16.47 16.41 239.77 18.70 2.14 51.66 42.15 21.32 0.12 1.61 88.86 595.62
Deductions/Adjustment - (1.17) (3.82) - (0.49) (2.53) (3.04) (5.16) (2.32) - (0.31) - (0.17) (0.02) (24.29) (43.32)
As at March 31, 2021 - 577.57 48.75 - 96.87 49.61 1,131.33 41.62 13.83 251.27 192.09 158.71 - 9.87 496.01 3,067.53
Net Block
As at March 31, 2020 573.91 1,725.27 42.82 - 246.66 48.59 2,487.05 153.89 8.23 2,371.72 1,777.91 161.42 22.25 9.74 552.76 10,182.22
As at March 31, 2021 582.17 1,770.09 49.91 - 232.70 50.64 2,290.07 145.18 6.65 2,361.26 1,727.72 138.61 - 8.12 482.31 9,845.43

(contd.)
i) Depreciation of H16.10 crore (previous year H37.59 crore) relating to the project assets has been allocated to
Capitalisation / Capital Work-in-Progress.
ii) Freehold Land includes land development cost of H12.56 crore (previous year H12.56 crore).
iii) Plant and Equipment includes cost of Water Pipeline amounting to H3.37 crore (Gross) (previous year H3.37
crore), accumulated depreciation H2.37 crore (previous year H1.98 crore) which is constructed on land not
owned by the Company.
iv) Buildings includes 612 residential flats (previous year 612 flats) and a hostel building valuing H130.75 crore
(Gross) (previous year H130.75 crore), accumulated depreciation H15.86 crore (previous year H13.18 crore) at
Samudra Township, Mundra, which are pending to be registered in Company’s name.
v) As a part of concession agreement for development of port and related infrastructure at Mundra the
Company has been allotted land on lease basis by Gujarat Maritime Board (GMB).The Company has recorded
rights in the GMB Land at present value of future annual lease payments in the books and classified the
same as lease hold land. During the previous year, on adoption of Ind As 116 same has been classified to
Right of use assets .
vi) Land development cost on leasehold land includes costs incurred towards reclaimed land of H180.18 crore
(Gross) (previous year H180.18 crore), accumulated depreciation H54.18 crore (previous year H45.51 crore).
The cost has been estimated by the management, being cost allocated out of the dredging activities
approximate the actual cost.
vii) Reclaimed land measuring 1,093.53 hectare are pending to be registered in the name of the Company.
viii) Project Assets includes dredgers and earth moving equipments.
ix) Free Hold and Lease Hold Land includes Land given on Operating Lease Basis:
Gross Block as at March 31, 2021 : H6.71 crore (previous year : H6.71 crore)
Accumulated Depreciation as at March 31, 2021 : H0.36 crore (previous year : H0.30 crore)
Net Block as at March 31, 2021 : H6.35 crore (previous year : H6.41 crore)
x) Refer footnote to note 14 and 17 for security / charges created on property, plant and equipment.
Note 3(b) Right-of-Use assets

H in crore
Particulars Land Building Total
Cost
Recognition on Initial application of Ind As 116 as at April 01, 2019 153.96 60.42 214.38
Reclassified on account of adoption of Ind As 116 56.60 - 56.60
Addition during the year 66.88 - 66.88
As at March 31, 2020 277.44 60.42 337.86
Additions 69.22 - 69.22
As at March 31, 2021 346.66 60.42 407.08
Depreciation for the year 14.12 5.66 19.78
As at March 31, 2020 14.12 5.66 19.78

(contd.)
H in crore
Particulars Land Building Total
Depreciation for the year 17.07 5.66 22.73
As at March 31, 2021 31.19 11.32 42.51
Net Block
As at March 31, 2020 263.32 54.76 318.08
As at March 31, 2021 315.47 49.10 364.57
Note 3 (c) Other Intangible Assets

H In crore
Particulars Software Railway Total
License
Cost
As at April 1, 2019 67.94 5.00 72.94
Additions 10.10 - 10.10
As at March 31, 2020 78.04 5.00 83.04
Additions 6.74 - 6.74
Deductions/Adjustment (7.96) - (7.96)
As at March 31, 2021 76.82 5.00 81.82
Accumulated Amortisation
As at April 1, 2019 28.92 0.03 28.95
Amortisation for the year 16.35 0.14 16.49
As at March 31, 2020 45.27 0.17 45.44
Amortisation for the year 16.79 0.14 16.93
Deductions/Adjustment (7.96) - (7.96)
As at March 31, 2021 54.10 0.31 54.41
Net Block
As at March 31, 2020 32.77 4.83 37.60
As at March 31, 2021 22.72 4.69 27.41
Note 3 (d) Goodwill

H In crore
Particulars March 31, 2021 March 31, 2020
Carrying value at the beginning 44.86 44.86
Carrying value at the end 44.86 44.86


4 Non - Current Investments

H In crore
Unquoted
In Equity Shares of Company [(Investment at fair value through OCI)
(refer note (d) below)]
5,00,00,000 (previous year 5,00,00,000) fully paid Equity Shares of 262.50 250.00
H10 each of Kutch Railway Company Limited
5,50,000 (previous year 5,50,000) fully paid Equity Shares of H10 0.94 0.94
each of Mundra Solar Technopark Private Limited
50,000 (previous year 50,000) fully paid Equity Shares of H10 each of 0.05 0.05
Mundra LPG Terminal Private Limited
Adani Dhamra LPG Terminal Private Limited
1,000 (previous year 1,000) fully paid Equity Shares of AUD 1 each of *- *-
Mundra Port Pty Limited
Total FVTOCI Investment 263.54 251.04
In Equity Shares of subsidiaries (valued at cost)
65,50,00,000 (previous year 65,50,00,000) fully paid Equity Shares 729.50 722.33
of H10 each of Adani Logistics Limited (refer note (e) below)
H10 each of Adani Petronet (Dahej) Port Private Limited
each of Mundra SEZ Textile and Apparel Park Private Limited
H10 each of Karnavati Aviation Private Limited (refer note (e) below)
1,31,35,000 (previous year 1,31,35,000) fully paid Equity Shares of H10 52.53 52.53
each of MPSEZ Utilities Limited (refer note (e) below) (Formerly know
as MPSEZ Utilities Private Limited )
11,58,88,500 (previous year 11,58,88,500) fully paid Equity Shares 115.89 115.89
of H10 each of Adani Murmugao Port Terminal Private Limited (refer
note (b) (ii) below)
each of Mundra International Airport Private Limited (refer note (e)
below)
H10 each of Adani Hazira Port Limited (refer note (a) below) (Formerly
know as Adani Hazira Port Private Limited)
H10 each of Adani Vizag Coal Terminal Private Limited (refer note (b)
(i) below)
H10 each of Adani Kandla Bulk Terminal Private Limited (refer note (b)
(ii) and (c) below)
Adani Warehousing Service Private Limited
each of Adani Hospitals Mundra Private Limited (refer note (e) below)
H10 each of Adani Ennore Container Terminal Private Limited

4 Non - Current Investments (contd.)

H In crore
Adani Kattupalli Port Limited (Formerly know as Adani Kattupalli Port
Private Limited )
H10 each of Shanti Sagar International Dredging Limited (refer note
(e) below) (Formerly know as Shanti Sagar International Dredging
Private Limited )
H10 each of Adani Vizhinjam Port Private Limited (refer note (a) and
(e) below)
114,80,00,000 (previous year 114,80,00,000 ) fully paid Equity 2,811.22 2,808.44
Shares of H10 each of The Dhamra Port Company Limited (refer note
(a) and (e) below)
1,01,000 (previous year 1,01,000) fully paid Equity Shares of AUD 1 12.84 12.85
each of Abbot Point Operations Pty Limited (refer note (e) below)
5,76,92,155 (previous year 5,76,92,155) Equity Shares of H10 each of 106.26 106.26
The Adani Harbour Services Limited (Formerly know as The Adani
Harbour Services Private Limited)
50,000 (previous year 50,000) Equity Shares of H10 each of Madurai 0.05 0.05
Infrastructure Private Limited (Formerly know as Mundra LPG
Infrastructure Private Limited)
Adinath Polyfills Private Limited (Acquisition of Controlling Interest in
Equity Shares of Company)
4,900 (previous year 4,900) fully paid Equity Shares of H10 each of *- *-
Dholera Infrastructure Private Limited
50,000 (previous year 50,000) Equity Shares of H10 each of Mundra 0.05 0.05
International Gateway Terminal Private Limited
38,80,00,000 (previous year 38,80,00,000) Equity Shares of H10 388.00 388.00
each of Marine Infrastructure Developer Private Limited
6,64,32,120 (previous year Nil) Equity Shares of H10 each of Adani 3,395.01 -
Krishnapatnam Port Limited (formerly known as Krishnapatnam Port
Company Limited) (refer note (i))
50,000 (previous year 50,000) Equity Shares of H10 each of 0.05 0.05
Mundra Crude Oil Terminal Private Limited (formerly known as Adani
Bhavanapadu Port Private Limited)
50,000 (previous year 50,000) Equity Shares of H10 each of Adani 0.05 0.05
Tracks Management Services Private Limited (refer note (h))
1,000 (previous year 1,000) Equity Shares of SGD 1 each of Adani 6.36 6.36
International Terminals Pte Limited (refer note (e) below)
50,000 (previous year 50,000) Equity Shares of H10 each of Adani 0.05 0.05
Pipelines Private Limited (refer note (h) below)
5,50,000 (previous year 5,50,000) Equity Shares of BDT 10 each of 0.47 0.47
Adani Bangladesh Ports Private Limited (refer note (h) below)
6,000 (previous year 6,000) Equity Shares of USD 1 each of Adani 0.04 0.06
Mundra Port Holding Pte Limited (refer note (e) below)
10,00,000 (previous year Nil) Equity Shares of H10 each of Dighi Port 1.00 -
Limited (refer note (j) below)
10,157.31 6,049.31



H In crore
In Equity Shares of joint ventures (valued at cost)
H10 each of Adani International Container Terminal Private Limited
(refer note (a) and (e) below)
5,93,78,278 (previous year 5,93,78,278) fully paid Equity Shares of H10 63.86 63.86
each of Adani CMA Mundra Terminal Private Limited (refer note (a)
and (e) below)
404.89 404.89
Investment in Cumulative Convertible Debentures of subsidiary
(valued at cost) (refer note (l))
245,70,00,000 (previous year 245,70,00,000) 0.01% Non Cumulative 2,457.00 2,457.00
Compulsory Convertible Debentures (Previous year 7.50% Cumulative
Convertible Debentures) of H10 each of The Dhamra Port Company
Limited
Investment in Perpetual Non-Cumulative Non-convertible
Debentures of subsidiaries (valued at cost) (refer note (f) below)
120,00,00,000 (previous year 120,00,00,000) 6.50% Unsecured 1,200.00 1,200.00
Perpetual Non-Cumulative Non-Convertible Debentures of H10 each
of The Dhamra Port Company Limited
50,00,00,000 (previous year 50,00,00,000) 6.50% Unsecured 500.00 500.00
of Adani Logistics Limited
40,00,000 (previous year 40,00,000) 6.50% Unsecured Perpetual 4.00 4.00
Non-Cumulative Non-Convertible Debentures of H10 each of Adani
Hospitals Mundra Private Limited
70,00,000 (previous year 70,00,000) 6.50% Unsecured Perpetual 7.00 7.00
Non-Cumulative Non-Convertible Debentures of H10 each of Mundra
International Airport Private Limited
18,50,00,000 (previous year 18,50,00,000) 6.50% Unsecured 185.00 185.00
of Karnavati Aviation Private Limited
110,00,00,000 (previous year 110,00,00,000) 6.50% Unsecured 1,100.00 1,100.00
of Marine Infrastructure Developer Private Limited
Investment in Perpetual Debt of subsidiaries (valued at cost) (refer
note (f) below)
Adani Logistics Limited 2,190.00 2,820.00
Madurai Infrastructure Private Limited (formerly known as Mundra 233.93 233.93
LPG Infrastructure Private Limited)
Marine Infrastructure Developer Private Limited 500.00 500.00
Adani Ennore Container Terminal Private Limited 500.00 -
Adani Kandla Bulk Terminal Private Limited 250.00 -
Investment in Compulsory Convertible Cumulative Participatory
Preference Shares (valued at cost)
0.001% 68,00,07,962 (previous year Nil) Compulsory Convertible 924.49 -
cumulative Participatory Preference Shares of H10 each of Adani
Krishnapatnam Port Limited
20,877.16 15,712.17


H In crore
Impairment for Investment in Adani Vizag Coal Terminal Private (101.28) (101.28)
Limited (refer note (b) (i) below)
Provision for Diminution in value of Perpetual Non-Convertible (7.00) (7.00)
Debentures of Mundra International Airport Private Limited
20,768.88 15,603.89
* Figures being nullified on conversion to H in crore.
Notes:
a) Number of Shares pledged with banks against borrowings by the respective companies are as per below.
H In crore
Particulars No of Shares Pledged
March 31, 2021 March 31, 2020
Subsidiary Companies
(i) Adani Hazira Port Limited 19,50,00,000 19,50,00,000
(ii) The Dhamra Port Company Limited 34,44,00,000 34,44,00,000
(iii) Adani Vizhinjam Port Private Limited 26,91,00,000 -
Joint Venture
(i) Adani International Container Terminal Private Limited - 16,13,04,540
(ii) Adani CMA Mundra Terminal Private Limited 3,02,82,922 3,02,82,922
83,87,82,922 73,09,87,462
b) (i) Adani Vizag Coal Terminal Private Limited (“AVCTPL”), a subsidiary of the Company is engaged in Port
services under concession from one of the port trust authorities of the Government of India. During
the year, on October 03, 2020, AVCTPL had received the consultation notice for shortfall in Minimum
Guarantee Cargo (MGC) from Visakhapatnam Port Trust (“VPT”). In response to the said letter, AVCTPL
contested the said consultation notice on the grounds that the consultation notice is not valid since
notified force majeure event due to COVID-19 pandemic was still under continuances. Also since the
force majeure event has exceeded 120 days, AVCTPL has initiated termination on mutual consent as per
right under the concession agreement. VPT has also issued the counter termination and the matter is
under arbitration. The Company has reassessed the carrying values of its loan and equity investment in
AVCTPL in light of the aforesaid developments and has continued to carry these balances at values net
of impairment provisions amounting to H297.38 crore (H228.85 crore net of tax).
(ii) The carrying amounts of long-term investments in equity shares and perpetual securities of wholly
owned subsidiary companies viz. Adani Kandla Bulk Terminal Private Limited (“AKBTPL”) and Adani
Murmugao Port Terminal Private Limited (“AMPTPL”) aggregates to H485.94 crore as at March 31,
2021 and long term loans include loans given to AKBTPL and AMPTPL aggregating to H1,306.18 crore
(including interest accrued H71.99 crore) as at March 31, 2021. The said individual subsidiary companies
have incurred losses in the recent years and individually have negative net worth which aggregate
H539.65 crore as at March 31, 2021. The Company has been providing financial support to these entities
to meet its financial obligations, as and when required in the form of loans, which are recoverable at
the end of the concession period associated with these subsidiaries. AKBTPL has received relaxation in
the form of rationalisation on revenue share on storage income from the Port Trust in accordance with
guidelines from Ministry of Shipping (“MoS”) in financial year 2018-19. During current year, AMPTPL
has also received similar relief in terms of rationalised tariff on storage charges from the authorities for
financial year 2019-20.
The Company has determined the recoverable amounts of its investments and loans in these subsidiaries
as at March 31, 2021 by considering a discounted cash flow model. Such determination is based on
significant estimates & judgements to be made by the management as regards the benefits of the



rationalisation of revenue share on storage income received / expected to be received, cargo traffic,
port tariffs, inflation, discount rates, COVID-19 impact which have been considered over the remaining
concession period and are considered reasonable by the Management. On a careful evaluation of
the aforesaid factors, the Company’s management has concluded that no provision for impairment in
respect of such investments and loans is considered necessary at this stage.
c) During the year 2016-17, the Company had accounted for purchase of 3,12,13,000 numbers of equity shares
in Adani Kandla Bulk Terminal Private Limited at consideration of H31.21 crore. The equity shares have been
purchased from the Adani Enterprises Limited, a group company whereby this entity has become a wholly
owned subsidiary. As per the management, the transfer has been recorded based on Irrevocable Letter of
Affirmation dated March 31, 2017 from the seller and acceptance by the Company although legal transfer of
equity share of Adani Kandla Bulk Terminal Private Limited is still in process at year end.
d) Reconciliation of Fair value measurement of the investment in unquoted equity shares
H In crore
Opening Balance 251.04 236.04
Fair value Gain recognised in Other Comprehensive Income 12.50 15.00
Closing Balance 263.54 251.04
e) Value of Deemed Investment accounted in subsidiaries and joint ventures in terms of fair valuation under
Ind AS 109
H In crore
i) Adani Logistics Limited 74.41 67.24
ii) Karnavati Aviation Private Limited 17.95 17.95
iii) MPSEZ Utilities Limited 0.02 0.02
iv) Mundra International Airport Private Limited 0.36 0.36
v) Adani Hospitals Mundra Private Limited 0.41 0.39
vi) Shanti Sagar International Dredging Limited 7.35 7.35
vii) The Dhamra Port Company Limited 68.54 65.76
viii) Abbot Point Operations Pty Limited 12.33 12.34
ix) Adani International Terminals Pte Limited 6.36 6.36
x) Adani Mundra Port Holdings Pte Limited - 0.02
xi) Adani International Container Terminal Private Limited 11.57 11.57
xii) Adani CMA Mundra Terminal Private Limited 4.48 4.48
xiii) Adani Vizhinjam Port Private Limited 5.00 -
208.78 193.84
f) Investment in Perpetual Non-Cumulative Non-convertible Debenture / Perpetual Debt is redeemable /

payable at issuer’s option and can be deferred indefinitely.
g) Aggregate amount of unquoted investments as at March 31, 2021 H20,768.88 crore (previous year H15,603.89
crore).
h) During the previous year, Adani Tracks Management Services Private Limited, Adani Pipelines Private Limited
and Adani Bangladesh Ports Private Limited have been incorporated as a wholly owned subsidiaries of the
Company on July 31, 2019, December 12, 2019 and February 17, 2020 respectively.
i) During the current year, the Company has acquired 75% equity shares of Adani Krishnapatnam Port Limited
(formerly known as Krishnapatnam Port Company Limited) on October 01, 2020.


j) During the current year, the Company has completed the acquisition of 100% stake in Dighi Port Limited
(“DPL”) under the Corporate Insolvency Resolution Plan (“CIRP”) on February 15, 2021 with Equity Infusion
of H1 crore. The Company has entered into the assignment agreement dated February 15, 2021 with the
Financial Creditors of Dighi Port Limited for assignment of Debt of Dighi Port Limited at a value of H650
crore. Further DPL has incurred a cost of H54.71 crore towards the payment of CIRP cost.
k) Aqua Desilting Private Limited has been incorporated as a wholly owned subsidiaries of the Company on
February 17, 2021
l) Interest is payable at the discretion of issuer and conversion ratio is fixed to fixed at the maturity
5 Trade Receivables
(unsecured, unless otherwise stated)
H In crore
Trade Receivables
- Considered Good 1,694.76 2,176.11
Less :Allowances for expected credit loss due to increase in credit (62.34) (43.44)
risk (“ECL”)
1,632.42 2,132.67
Customers' Bill Discounted (refer note (c) below) 539.81 613.05
Other Trade Receivable 1,092.61 1,519.62
Total Receivables 1,632.42 2,132.67
Refer note 30 for Related Party Balances
Notes:
a) No trade or other receivable are due from directors or other officers of the Company either severally or
jointly with any other person nor any trade or other receivable are due from firms or private companies in
which any director is a partner, a director or a member.
b) Generally, as per credit terms trade receivable are collectable within 30-60 days although the Company
provide extended credit period with interest between 7.5% to 9% considering business and commercial
arrangements with the customers including with the related parties.
c) The Carrying amounts of the trade receivables include receivables amounting to H539.81 crore (previous
year H613.05 crore) which are subject to a bills discounting arrangement. Under this arrangement, the
Company has transferred the relevant receivables to the bank / financial institution in exchange of cash
and is prevented from selling or pledging the receivables. The Cost of bill discounting is to the customer’s
account as per the arrangement. However, the Company has retained late payment and credit risk. The
Company therefore continues to recognise the transferred assets in their entirety in its balance sheet. The
amount repayable under the bills discounting arrangement is presented as unsecured borrowing in note 17.


6 Loans
(Unsecured unless otherwise stated)
H In crore
Particulars Non-current portion Current portion
March 31, March 31, March 31, March 31,
2021 2020 2021 2020
Loans to Related Parties
Considered Good (refer note 4 (b) (ii)) 14,531.23 10,094.50 211.57 336.86
Credit impaired (refer note 4 (b) (i)) 196.10 196.10 8.92 8.92
Loan to others
Considered Good (refer note below) 135.00 - 493.14 1,234.14
Credit impaired - - 0.05 0.05
14,862.33 10,290.60 713.68 1,579.97
Less: Allowances for doubtful loans (196.10) (196.10) (8.97) (8.97)
14,666.23 10,094.50 704.71 1,571.00
Note:
Loans to others include inter-corporate deposits aggregating H628.14 crore (previous year H1,234.14 crore)
(Including renewals on due dates) to third parties. These deposits are given at prevailing market interest rates.
The inter-corporate deposits have been approved by the Finance committee of the Board of Directors and
subsequently noted by the Board of Directors of the company.
Repayment of loans given to these parties along with interest thereon have been guaranteed by way of
undertaking obtained from one of the promoter owned entity, a related party, in the event of default by the said
companies to pay the dues.
7 Other Financial Assets

H In crore
2021 2020 2021 2020
Security deposit (refer note 34 (i))
Considered good 1,120.06 761.16 15.55 113.58
Considered doubtful - - 7.27 7.27
1,120.06 761.16 22.82 120.85
Less: Allowances for Doubtful Deposit - - (7.27) (7.27)
1,120.06 761.16 15.55 113.58
Loans and advances to Employees 1.55 1.97 1.48 1.96
Lease Receivable (refer note below) 1,631.93 1,577.07 47.42 40.77
Interest Accrued 67.88 95.16 705.77 1,450.42
Receivable against Sale of Investment - - - 5.26
Non Trade receivable - - 0.06 1.74
Derivatives instruments / Forward Contracts - 80.60 15.05 39.21
Receivable
Gratuity Assets (refer note 28) - - - 2.36
2,821.42 2,515.96 785.33 1,655.30

7 Other Financial Assets (contd.)

Note:
Future minimum lease receivables under finance leases together with the present value of the net minimum
lease payments receivable (“MLPR”) are as follows:
H In crore
Gross Present Gross Present
Investment Value Investment Value
in the lease of MLPR in the lease of MLPR
Within one year 160.13 130.61 148.74 124.23
After one year but not later than five years 671.24 470.07 623.23 441.28
More than five years 3,154.71 1,078.67 3,221.64 1,052.33
Total minimum lease receivables 3,986.08 1,679.35 3,993.61 1,617.84
Less: Amounts representing finance charges (2,306.73) - (2,375.77) -
Present value of minimum lease receivables 1,679.35 1,679.35 1,617.84 1,617.84
8 Other Assets
H In crore
2021 2020 2021 2020
Capital advances (refer note (a) and (d) below) 306.34 261.47 - -
Balance with Government Authorities 4.50 4.50 76.24 88.11
Prepaid Expenses 9.64 11.36 49.99 16.17
Accrued Income - - 52.38 53.77
Contract Assets (refer note (b) below ) - - 26.88 51.13
Advances recoverable other than in cash
To related party 111.35 237.10 120.11 119.86
To others - - 35.52 38.90
Export benefit and other receivables (refer note (c) 120.60 120.56 - 148.25
below)
Taxes recoverable (net of provision) (refer note 26) 364.57 332.45 - -
917.00 967.44 361.12 516.19
Notes:
(a) Capital advance includes H98.48 crore (previous year H100.78 crore) paid to various private parties and
government authorities towards purchase of land.
(b) Contract assets are the right to receive consideration in exchange for services transferred to the customer.
Contract assets are initially recognised for revenue earned from port operation services as receipt of
consideration is conditional on successful completion of services. Upon completion of services and
acceptance by the customer, the amounts recognised as contract assets are reclassified to financial assets.
(c) As per Government notification no. 57/2015-2020 dated March 31, 2020 the Company is entitled to Service
Exports from India Scheme (SEIS) benefits on Port Services till year ended March 31, 2020. Accordingly, the
SEIS benefits of H120.60 crore for the Port Services provided during the financial year ended March 31, 2020
has been accounted by the Company on provisional basis pending notification in respect of the eligible
service categories under the scheme and the rates of rewards on such services by Government Authorities
as at reporting date. The company based on the advise of legal counsel is confident of realisability of the
same.
(d) Capital advance is net of allowance for doubtful advance of H10.59 crore (previous year H10.59 crore).


9 Inventories
(At lower of cost and Net realisable value)
H In crore
Stores and Spares, Fuel and Lubricants 74.22 86.92
74.22 86.92
10 Current Investments
H In crore
Unquoted mutual funds (valued at fair value through profit and loss)
Nil (previous year 2,50,000 units) of H10 each in HDFC Mutual Fund - 0.25
Nil (previous year 48,465 units) of H2,402 each in IDFC Cash Fund - 11.64
Investment in Pass Through Certificates
(Valued at Amortised Cost)
1,00,000 units (previous year Nil) of Pass Through Certificates 926.02 -
926.02 11.89
Aggregate carrying value of unquoted Mutual Funds - 11.89
Aggregate net assets value of unquoted Mutual Funds - 11.89
Aggregate carrying value of unquoted investment in Pass Through 926.02 -
Certificates
11 Cash and Bank Balances

H In crore
2021 2020 2021 2020
Cash and Cash Equivalents
Balances with banks:
Balance in current accounts - - 2,806.07 4,408.23
Deposits with original maturity of less than three - - 504.49 -
months
Cash on hand - - 0.18 0.16
- - 3,310.74 4,408.39
Other Bank Balances
Deposits with maturity over 3 months but less than 12 - - 150.00 -
months
In Current Accounts (earmarked for Unpaid Dividend) - - 1.50 1.73
Margin Money Deposits (refer note below) 81.11 0.20 1.90 34.05
81.11 0.20 153.40 35.78
Amount disclosed under Non- Current Financial Assets (81.11) (0.20) - -
in Balance Sheet
- - 3,464.14 4,444.17
Note: Margin Money Deposits (net of overdraft facilities of H1,869.09 crore (Previous year H Nil)) aggregating to
H83.01 crore (previous year H34.25 crore) are pledged / lien against bank guarantees, letter of credit and other
credit facilities.

12 Equity Share Capital

H In crore
Equity share capital
Authorized share capital
4,97,50,00,000 (previous year 4,97,50,00,000) Equity Shares of H2 995.00 995.00
each
995.00 995.00
Issued, subscribed and fully paid-up share capital
2,03,17,51,761 (previous year 2,03,17,51,761) fully paid up Equity Shares 406.35 406.35
of H2 each
406.35 406.35
a) Reconciliation of the shares outstanding at the beginning and at the end of the reporting year
Equity Shares March 31, 2021 March 31, 2020
No H In crore No H In crore
At the beginning of the year 2,03,17,51,761 406.35 2,07,09,51,761 414.19
(Less): Shares bought back (refer note (ii)below) - - (3,92,00,000) (7.84)
Outstanding at the end of the year 2,03,17,51,761 406.35 2,03,17,51,761 406.35
Note
i) Terms/rights attached to equity shares
- The Company has only one class of equity share having par value of H2 per share. Each holder of equity
share is entitled to one vote per share. The Company declares and pays dividends in Indian Rupees.
- In the event of liquidation of the Company, the holders of equity shares will be entitled to receive
remaining assets of the company, after distribution of all preferential amounts. The distribution will be in
proportion to the number of equity shares held by the shareholders.
ii) During the previous year, the Company has bought-back 3,92,00,000 Equity Shares at a price of H500 per
equity share from eligible shareholders of the Company on a proportionate basis through Tender Offer route
in accordance with the provisions of the Securities and Exchange Board of India (Buy-Back of Securities)
Regulations, 2018 and the Companies Act, 2013 and rules made thereunder.
b) Equity Component of Non-Cumulative Redeemable Preference shares
At the beginning of the year 25,01,824 166.53 28,11,037 165.88
Less: Pre-mature redemption of Preference shares - - (3,09,213) (14.17)
(refer note iii below)
Add: Impact due to remeasurement of Deferred Tax - - - 14.82
(refer note ii below)
Outstanding at the end of the year 25,01,824 166.53 25,01,824 166.53
i) Terms of Non-Cumulative Redeemable Preference shares

The Company has outstanding 25,01,824 (previous year 25,01,824) 0.01 % Non-Cumulative Redeemable
Preference Shares (‘NCRPS’) of H10 each issued at a premium of H990 per share. Each holder of preference
shares has a right to vote only on resolutions placed before the Company which directly affects the right
attached to preference share holders. These shares are redeemable on March 28, 2024 at an aggregate
premium of H247.68 crore (previous year H247.68 crore) (equivalent to H990.00 per share).
In the event of liquidation of the Company, the holder of NCRPS (before redemption) will have priority
over equity shares in the payment of dividend and repayment of capital. The preference shares carry fixed


12 Equity Share Capital (contd.)

dividend which is non-discretionary.
The Preference Shares issued by the Company are classified as Compound Financial Instrument. These
preference shares are separated into liability and equity components based on the terms of the contract.
Interest on liability component is recognised as interest expense using the effective interest method.
The equity component of redeemable preference shares includes the securities premium amount received
on issue of preference shares and the preference share capital, redemption premium reserve being created
in compliance of the Companies Act, 2013.
ii) During the previous year, pursuant to the Taxation Law (Amendment) Act, 2019 passed by Government of
India, the Company had re-measured the outstanding deferred tax liability that is expected to be reversed
in future. Accordingly, an amount H14.82 crore had been adjusted in Other Equity.
iii) During the previous year, company has redeemed 3,09,213 Non-Cumulative Redeemable Preference Shares
of H10 each issued at premium of H990 per share prior to its maturity at net present value discounted @ 8%.
c) Details of shareholders holding more than 5% shares in the Company
No % holding No % holding
in the class in the class
Equity shares of H2 each fully paid
i) Gautambhai Shantilal Adani and Rajeshbhai 79,93,53,935 39.34% 79,93,53,935 39.34%
Shantilal Adani (on behalf of S.B. Adani Family
Trust)
ii) Adani Tradeline LLP 13,81,93,549 6.80% 13,81,93,549 6.80%
iii) Flourishing Trade and Investment Limited 10,38,47,944 5.11% - -
Non-Cumulative Redeemable Preference Shares of
H10 each fully paid up
Priti G. Adani 5,00,365 20.00% 5,00,365 20.00%
Shilin R. Adani 5,00,364 20.00% 5,00,364 20.00%
Pushpa V. Adani 5,00,365 20.00% 5,00,365 20.00%
Ranjan V. Adani 5,00,455 20.00% 5,00,455 20.00%
Suvarna M. Adani 5,00,275 20.00% 5,00,275 20.00%
25,01,824 100.00% 25,01,824 100.00%
13 Other Equity
H In crore
Equity Component of Non-Cumulative Redeemable Preference
shares
Add: Impact due to remeasurement of Deferred Tax (refer note 12 (b) - 14.82
(ii))
Less: Pre-mature redemption of Preference Share - (14.17)
Securities Premium
H In crore
Opening Balance 583.54 2,535.70
Less: Premium paid on buyback of equity shares (refer note 12(a) (ii)) - (1,952.16)

13 Other Equity (contd.)

Note:- Securities premium represents the premium received on issue of shares over and above the face value of
equity shares. Such amount is available for utilisation in accordance with the provisions of the Companies Act,
2013.
H In crore
General Reserve
Opening Balance 2,719.80 2,575.87
Add: Transfer from Debenture Redemption Reserve 46.17 162.49
Less: Transaction costs for buyback - (10.72)
Less: Transfer to Capital Redemption Reserve upon buyback - (7.84)
Closing Balance 2,765.97 2,719.80
Note:- The general reserve is used from time to time to transfer profit from retained earnings for apportion
purposes. As the general reserve is created by a transfer from one component of equity to another and is not an
item of other comprehensive income, items included in the general reserve will not be reclassified subsequently
to statement of profit and loss.
H In crore
Debenture Redemption Reserve (DRR)
Add: Transferred from retained earnings 125.66 125.65
Less: Transferred to General Reserve (46.17) (162.49)
Note:- The Company has issued redeemable non-convertible debentures. The Company has been creating
Debenture Redemption Reserve (DRR) as per the relevant provisions of the Companies Act 2013. However,
according to Companies (Share Capital and Debentures) Amendment Rules, 2019 effective from August 16,
2019, the Company is not required to create DRR on any fresh issue of Debentures. Accordingly, the Company
has not created DRR on fresh issue of redeemable non-convertible debentures.
H In crore
Capital Redemption Reserve (CRR)
Opening Balance 7.84 -
Add: Transferred from General Reserve on account of buyback of - 7.84
shares
7.84 7.84
Note:- As per Companies Act, 2013, Capital redemption reserve is created when company purchases its own
shared out of free reserves or securities premium. A sum equal to the nominal value of the shares so purchased
is transferred to capital redemption reserve. The reserve is utilised in accordance with the provisions of section
69 of the Companies Act, 2013.
H In crore
Foreign Currency Monetary Item Translation Difference Account
Opening Balance - (71.07)
Add : foreign exchange (Loss) during the year - (16.79)
Less : amortised in statement of profit and loss - 87.86
Closing Balance - -



Note:- Exchange differences arising on outstanding long term foreign currency monetary items applied towards
long term assets (other than depreciable assets) recognised in the Indian GAAP financial statements for the
period ending immediately before the beginning of the first Ind AS financial reporting period i.e. March 31,
2016 are accumulated in the “Foreign Currency Monetary Item Translation Difference Account” (FCMITDA) and
amortized over the remaining life of the concerned monetary item or financial year 2019-20 whichever is earlier.
H In crore
Retained Earnings
Add : Profit for the year 1,927.93 1,934.25
Less : Dividend on Shares - (691.58)
Less :Transfer to Debenture Redemption Reserve (125.66) (125.65)
Add: Gain on pre-mature redemption of Preference Share - 18.52
Less : Re-measurement (losses) on defined benefit plans (net of tax) (2.38) (0.93)
Note:- The portion of profits not distributed among the shareholders are termed as retained earnings. The
Company may utilize the retained earnings for making investments for future growth and expansion plans, for
the purpose of generating higher returns for the shareholders or for any other specific purpose, as approved by
the Board of Directors of the Company.
H In crore
Add : Change in fair value of FVTOCI Equity Investments (net of tax) 10.56 12.24
Note:- This reserve represents the cumulative gains and losses arising on the revaluation of equity investments
measured at fair value through other comprehensive income.
Total Other Equity 21,394.93 19,458.82

H In crore
Distribution made and proposed
Cash Dividend on Equity Share declared and paid
Final Dividend for the year ended March 31, 2020 and March 31, 2019 - 41.42
( H Nil and H0.20 per share)
Interim Dividend for the year ended March 31, 2021 and March 31, - 650.16
2020 ( H Nil and H3.20 per share)
Dividend Distribution Tax* - -
- 691.58
* During the previous year, the company declared a final dividend of H0.20 per share amounting to H41.42 crore
and Interim dividend of H3.20 per share amounting to H650.16 crore. During the previous year, the Company has
also received dividend of H694.84 crore from two of its Subsidiary Companies. Hence the liability of payment
of Dividend Distribution Tax (DDT) did not arise on the Company as the Company had entitlement of credit of
Dividend Distribution Tax paid by its subsidiaries.


H In crore
Proposed Dividend on Equity Shares
Final Dividend for the year ended March 31, 2021 H5 per share 1,020.88 -
(Previous year H Nil) on 2,041,751,761 equity shares (refer note 45 (iii)
& (iv))
Cash Dividend on Preference Share declared and paid
Dividend @ 0.01 % on Non-Cumulative Redeemable Preference Shares *- *-
Dividend Distribution Tax - *-
Proposed Dividend on Preference Shares
Dividend @ 0.01 % on Non-Cumulative Redeemable Preference Shares *- *-
Dividend Distribution Tax - *-
*- Figure nullified in conversion of H in crore
Proposed dividend on equity shares are subject to approval at Annual General Meeting and are not recognised
as a liability
14 Non-Current Borrowings
H In crore
2021 2020 2021 2020
Debentures
15,000 (previous year Nil) 8.50% Non Convertible 1,485.95 - - -
Redeemable Debentures of H10,00,000 each Secured.
(Redeemable on April 12, 2030 (refer note (g) below)
2,520 (previous year 2,520) 9.35% Non Convertible 251.46 251.39 - -
Redeemable Debentures of H10,00,000 each Secured
(Redeemable on July 04, 2026) (refer note (c) below)
16,000 (previous year 16,000) 7.65% Non Convertible 1,587.59 1,585.88 - -
(Redeemable H533.30 crore on October 31, 2025,
H533.30 crore on October 31, 2026 and H533.40 crore
on October 30, 2027) (refer note (e) below)
(Redeemable H333.30 crore on March 07, 2025,
H333.30 crore on March 07, 2026 and H333.40 crore
on March 08, 2027) (refer note (c) below)
(Redeemable H433.30 crore on November 29, 2024,
H433.30 crore on November 29, 2025 and H433.40
crore on November 27, 2026) (refer note (d) below)
9,000 (previous year Nil) 6.50% Non Convertible 893.48 - - -
(Redeemable on September 11, 2023 (refer note (a)
below)


14 Non-Current Borrowings (contd.)

H In crore
2021 2020 2021 2020
(Redeemable H500 crore on May 26, 2023 and H100
crore on June 01, 2023 (refer note (f) below)
crore on May 27, 2026) (refer note (a) below)
200 (previous year 400) 10.50% Non Convertible - 19.82 19.94 19.83
(Redeemable in 2 quarterly equal instalments on
June 27, 2021, and September 27, 2021) (refer note (b)
below)
2,800 (previous year 2,800) 7.5% Non Convertible - 280.00 280.00 -
(Redeemable H70 crore on April 23, 2021 and H210
crore on June 15, 2021) (refer note (f) below)
3,293 (previous year 4,940) 10.50% Non Convertible 164.66 329.33 164.67 164.67
(Redeemable at three annual equal instalments
commencing from March 02, 2021) (refer note (a)
below)
Preference Shares 105.83 97.09 - -
Liability Component of Compound Financial
Instrument - 0.01% Non Cumulative Redeemable
Preference shares (unsecured) (refer note 12 (b))
Term loans
Foreign currency loans:
From banks (secured) (refer note (h) and (i)) 18.94 72.59 56.27 54.57
From banks (unsecured) (refer note (l) (vii)) - - - 1,204.82
4.375% Foreign Currency Bond priced at 238 basis 5,433.56 5,620.14 - -
points over the 10 years US Treasury Note (unsecured)
(refer note (l) (iii))
4.00 % Foreign Currency Bond priced at 195 basis 3,617.74 3,740.27 - -
(refer note (l) (ii))
(refer note (l) (iv))
3.95% Foreign Currency Bond priced at 189 basis - 3,771.82 - -
(refer note (l) (i))
4.20% Foreign Currency Bond priced at 376 basis 5,447.13 - - -
(refer note (l) (v))


H In crore
2021 2020 2021 2020
3.10% Foreign Currency Bond priced at 205.50 basis 3,618.50 - - -
(refer note (l) (vi))
Rupee Loan
Term Loan from Financial institutions (unsecured) - 1.20 1.20 2.44
(refer note (l) (viii))
Inter Company deposit from a subsidiary (refer note (l) 93.77 - - -
(ix))
Rupee Term loan from Bank (Secured) (refer note (j) 410.80 1,486.33 61.75 -
and (k))
30,950.12 24,637.75 583.83 1,446.33
The above amount includes
Secured borrowings 7,908.33 6,523.83 582.63 239.07
Unsecured borrowings 23,041.79 18,113.92 1.20 1,207.26
Amount disclosed under the head Other Current - - (583.83) (1,446.33)
Financial Liabilities (refer note 15)
30,950.12 24,637.75 - -
Notes:
a) Debentures include Secured Non-Convertible Redeemable Debentures amounting to H1,421.59 crore
(previous year H692.49 crore) which are secured by first Pari-passu charge on all the immovable and movable
assets of Multi-purpose Terminal, Terminal-II and Container Terminal –II project assets.
b) Debentures include Secured Non-Convertible Redeemable Debentures aggregating to H19.94 crore (previous
year H39.65 crore) which are secured by exclusive mortgage and charge on entire Single Point Mooring
(SPM) facilities serving Indian Oil Corporation Limited - Mundra and the first charge over receivables from
Indian Oil Corporation Limited.
c) Debentures include Secured Non-Convertible Redeemable Debentures aggregating to H1,251.46 crore
(previous year H1,251.39 crore) which are secured by first pari-passu charge on all the movable and immovable
assets pertaining to coal terminal project assets at Wandh.
d) Debentures include Secured Non-Convertible Redeemable Debentures aggregating to H1,300.00 crore
(previous year H1,300.00 crore) which are secured by first pari-passu charge on specified assets of certain
subsidiary companies’ arrangements as per Debenture Trust Deed.
e) Debentures include Secured Non-Convertible Redeemable Debentures aggregating to H1,587.59 crore
(previous year H1,585.88 crore) are secured by first pari-passu charge on specified assets of one of the
subsidiary companies’ arrangements as per Debenture Trust Deed.
f) Debentures include Secured Non-Convertible Redeemable Debentures aggregating to H876.67 crore
(previous year H280.00 crore) are secured by first pari-passu charge on all the movable and immovable
assets pertaining to coal terminal project assets at Mundra.
g) Debentures include Secured Non-Convertible Redeemable Debentures aggregating to H1,485.95 crore
(previous year Nil) are secured by first pari-passu charge on fixed assets of MPT, T2 and CT2 Project located
at Mundra..



h) Foreign currency loans aggregating to H56.83 crore (previous year H91.42 crore ) carries interest @ 6
months Euribor plus 95 basis point. The above loan is repayable in 3 Semi-annually equal instalment from
the balance sheet date. The loan is secured by exclusive charge on the Dredgers procured under the
facility.
i) Foreign currency loans aggregating to H18.38 crore (previous year H35.74 crore ) carries interest @ 6
months Euribor plus 75 basis point. The loan is repayable in 2 semi annually equal instalments from the
balance sheet date. The loan is secured by exclusive charge on the Cranes purchased under the facility.
j) Rupee term loan amounting to H Nil (previous year H1,486.33 crore) carries interest @ 1 month Treasury Bill
Rate plus spread of 2.58% which has been prepaid during the current year.
k) Rupee term loan amounting to H472.55 crore (previous year Nil) carrying interest @ Repo Rate plus spread
of 2.75%. The loan is repayable in 8 half yearly structured Instalment commencing from December 30,
2020. The loan is secured by First ranking pari passu charge on the movable and immovable assets of
Multi-purpose Terminal, Terminal-II and Container Terminal –II project assets.
l) Unsecured Loan
(i) 5 years Foreign Currency Bond of USD 500 million equivalent to H Nil (previous year H3,771.82 crore)
carries interest rate at 3.95% p.a. and same has been Prepaid during the current year.
(ii) 10 years Foreign Currency Bond of USD 500 million equivalent to H3,617.74 crore (previous year
H3,740.27 crore) carries interest rate at 4.00% p.a. with bullet repayment in the year 2027.
(iii) 10 years Foreign Currency Bond of USD 750 million equivalent to H5,433.56 crore (previous year
(iv) 5 years Foreign Currency Bond of USD 650 million equivalent to H4,725.26 crore (previous year
(v) 7 years Foreign Currency Bond of USD 750 million equivalent to H5,447.13 crore (previous year H Nil)
carries interest rate at 4.20% p.a. with bullet repayment in the year 2027.
(vi) 10 years Foreign Currency Bond of USD 650 million equivalent to H3,618.50 crore (previous year H Nil)
carries interest rate at 3.10% p.a. with bullet repayment in the year 2031.
(vii) Foreign Currency Loan aggregating to H Nil (previous year H1,204.82 crore ) carries interest at 3
months Libor plus 1.25% and same has been repaid during the current year.
(viii) Rupee Term Loan aggregating to H1.20 crore (previous year H3.64 crore) carries interest ranging from
4.56 % p.a. to 7.95 % p.a. repayment beginning from May 2018 and having last repayment date on
November 2021.
(ix) Inter Company deposit from a subsidiary aggregating to H93.77 crore (previous year HNil) carries
interest rate at 7.50% repayable in March 2025.

15 Other financial liabilities

H In crore
2021 2020 2021 2020
Current maturities of long term borrowings (refer note - - 583.83 1,446.33
14)
Capital creditors and retention money 0.51 3.51 107.87 368.02
Other payables (including discounts etc) - - 195.37 168.41
Lease liabilities (refer note (a) and (b) below) 140.42 121.54 3.95 2.94
Unpaid Dividends # - - 1.50 1.03
Interim Dividend Payable - - - 0.70
Interest accrued but not due on borrowings - - 585.61 319.90
Deposit from Customers 1.47 1.49 26.57 23.93
Financial Guarantees Obligation 18.26 9.86 5.48 2.74
160.66 136.40 1,510.18 2,334.00
# Not due for credit to “Investors Education & Protection Fund”
Notes:
a) Land and Building have been taken on lease by the Company. The terms of lease rent are for the period
ranging from 15 years to 35 years depending on the lease agreement with the lessor. Such leases are
renewable by mutual consent. There is no contingent rent, no sub-leases and no restrictions imposed by
the lease arrangements.
b) Future minimum lease payments under leases together with the present value of the net minimum lease
payments are as follows:
H In crore
Particulars Within one After one More than Total Less: Amounts Present value
year year but not five years minimum representing of minimum
later than lease finance lease payments
five years payments charges
March 31, 2021
Minimum Lease 12.77 62.32 170.60 245.69 (101.32) 144.37
Payments
Finance charge 8.82 41.30 51.20 101.32 - -
allocated to
future periods
Present Value of 3.95 21.02 119.40 144.37 - 144.37
MLP
March 31, 2020
Minimum Lease 10.32 52.23 156.01 218.56 (94.08) 124.48
Payments
Finance charge 7.38 36.52 50.18 94.08 - -
allocated to
future periods
Present Value of 2.94 15.71 105.83 124.48 - 124.48
MLP


15 Other financial liabilities (contd.)

c) Disclosure with regards to changes in liabilities arising from financing activities as per Ind AS 7 Statement
of Cash Flows:
Disclosure of changes in liabilities arising from financing activities, including changes arising from cash
flows and non-cash changes (such as foreign exchange gains or losses) is as under:
Changes in liabilities arising from financing activities
H in crore
Particulars Borrowings Lease Unpaid Derivative Buyback Pre-mature Total
(including Liabilities Dividend Contract of equity redemption
Current on Equity shares of
Maturities) (including and Preference
and Interim expense Shares
Interest dividend) upon
accrued and buyback
but not due Preference
Shares
April 1, 2019 25,268.13 - 1.08 27.33 - - 25,296.54
Adjustment due to - 125.68 - - - - 125.68
adoption of Ind As 116
- Leases
Cash Flows 114.98 (1.20) (690.93) (20.47) (1,970.72) (12.40) (2,580.74)
Foreign Exchange 1,714.09 - - - - - 1,714.09
Movement
Change in Fair Value (11.90) - - - - - (11.90)
Charged to P&L during 1,878.55 - - (126.67) - - 1,751.88
the period
Charged to other - - - - 1,970.72 12.40 1,983.12
equity
Dividend recognised - - 691.58 - - - 691.58
during the period
Customer Bills 255.30 - - - - - 255.30
discounted during the
period
March 31, 2020 29,219.15 124.48 1.73 (119.81) - - 29,225.55
Cash Flows 3,850.12 (1.80) (0.23) (20.94) - - 3,827.15
Foreign Exchange (786.09) - - - - - (786.09)
Movement
Change in Fair Value (18.32) - - - - - (18.32)
Addition of Lease - 21.69 - - - - 21.69
Obligation
Charged to P&L during 2,201.15 - - 125.70 - - 2,326.85
the period
Customer Bills (73.24) - - - - - (73.24)
discounted during the
period
March 31, 2021 34,392.77 144.37 1.50 (15.05) - - 34,523.59

16 Other Liabilities
H In crore
2021 2020 2021 2020
Advance from customers (refer note 38) - - 716.01 731.91
Deposits from customers - - 12.40 11.34
Statutory liability - - 64.45 43.58
Unearned Income under land lease/ Infrastructure 561.42 623.66 62.24 62.24
usage agreements
Deferred Income on fair valuation of Deposit taken 1.05 1.15 - -
Deferred Government Grant (refer note (i) below) 0.61 0.71 - -
Unearned revenue - others - - 66.00 65.91
Contract Liabilities (refer note (ii) below) - - 143.07 221.51
563.08 625.52 1,064.17 1,136.49
Notes:
i) Movement in Deferred Government Grant
H In crore
Amortisation during the year (0.10) (0.09)
ii) Contract liabilities include advances received to deliver Port Operation Services and transaction price
allocated to unsatisfied performance obligation in respect of Storage and Dispatch services of Customers’
Cargo lying at Port.
17 Current Borrowings
H In crore
March 31, 2021 March 31, 2020
Short term borrowings from banks (unsecured) (refer note (e) and (f)) - 800.00
Packing Credit Rupee Loan from bank (unsecured) (refer note (c) and 400.00 400.00
(d))
Commercial paper (unsecured) (refer note (a)) - 294.12
Inter Company deposit from a subsidiary (unsecured) (refer note (b) 1,333.40 708.00
below and 30)
1,733.40 2,202.12
Customers' Bill Discounted (unsecured) (refer note 5(c)) 539.81 613.05
2,273.21 2,815.17
Notes:
a) Commercial Paper (CP) aggregating H Nil (previous year H 294.12 crore) carried interest rate in range of 6.64
% to 8.50 % p.a. The CP had maturity period of 1 to 6 months. Same has been repaid during the year.
b) Short term borrowing from subsidiary H1,333,40 crore (previous year H708 crore) carries interest rate @ 7.50
% is repayable on demand.
c) Packing Credit rupee Loan aggregating to H Nil (previous year H400 crore) carried interest rate 6.25 %
monthly payable same has been repaid during current year.
d) Packing Credit rupee Loan aggregating to H400 crore (previous year H Nil) linked to 14 day Treasury Bill and
repayable in April 2021.


17 Current Borrowings (contd.)

e) Short term loan borrowing (STL) amounting to H Nil (previous year H400 crore) carried interest rate @ 9%
monthly payable and same has been repaid during the current year.
f) Short term loan borrowing (STL) amounting to H Nil (previous year H400 crore) carried interest rate @ 7.25%
monthly payable linked to repo rate and same has been repaid during the current year.
g) Factored receivables of H539.81 crore (previous year H613.05 crore) have recourse to the Company and
interest liability on amount of bill discounted is borne by the customer. The maturity period of the transfer
is 1 to 12 months period.
18 Trade and other payables

H In crore
Total outstanding dues of micro enterprises and small enterprises 1.94 0.58
(refer note 33)
Total outstanding dues of creditors other than micro enterprises and 214.75 217.07
small enterprises
216.69 217.65
Dues to related parties included in above
Trade payables 66.79 57.94
19 Provisions
H In crore
2021 2020 2021 2020
Provision for Employee Benefits
Provision for Gratuity (refer note 28) 2.40 - - -
Provision for Compensated Absences - - 16.54 15.06
2.40 - 16.54 15.06
Other Provision
Provision for operational claims (refer note below) - - - 29.43
- - - 29.43
2.40 - 16.54 44.49
Note:
H In crore
Less : Utilised / (Settled) during the year (10.53) -
Less : Reversed during the year (18.90) -
Closing Balance - 29.43
Note: Operational Claims are the expected claims against outstanding receivables made/to be made by the
customers towards shortages of stock, handling losses, damages to the cargo, storage and other disputes. The
probability and the timing of the outflow/adjustment with regard to above depends on the ultimate settlement
/ conclusion with the respective customer.

20 Revenue from Operations

H In crore
Revenue from Contract with Customers (refer note (a) below)
Income from Port Operations (Including Port Infrastructure Services) 4,172.29 4,312.74
4,172.29 4,312.74
Lease, Upfront Premium and Deferred Infrastructure Income (refer 132.15 135.84
note (b) and (c) below)
Income from Export Incentives (Service Export from India Scheme) 7.90 163.84
Other Operating Income 64.81 30.86
4,377.15 4,643.28
Notes:
a) Reconciliation of revenue recognised with contract price:
H In crore
Contract Price 4,411.34 4,532.70
Adjustment for:
Refund Liabilities (217.49) (211.73)
Change in value of Contract Assets (24.24) 1.08
Change in value of Contract Liabilities 2.68 (9.31)
Revenue from Contract with Customers 4,172.29 4,312.74
b) The Company has given various assets on finance lease to various parties. These leases have terms end
between 11 and 31 years. The lease agreements entered are non-cancellable. There is no contingent rent,
no sub-leases and no restrictions imposed by the lease arrangements. All land leases include a clause to
enable upward revision of the rental charge every three to five years upto 20%. The company has also
received one-time income of upfront premium ranging from H2300 to H5500 per Sq. mtr for use of common
infrastructure by the parties. Such one-time income of upfront premium is non-refundable. Income of H
15.46 crore (previous year H42.87 crore) including upfront premium of H9.32 crore (previous year H21.80
crore) accrued under such lease have been booked as income in the statement of profit and loss.
c) Land given under operating lease:
The Company has given certain land portions on operating lease. These lease arrangements range for a
period between 5 and 60 years. Most of the leases are renewable for further period on mutually agreeable
terms.
The total future minimum lease rentals receivable at the Balance Sheet date is as under:
H In crore
i) Not later than one year 19.34 18.98
ii) Later than one year and not later than five years 84.07 81.15
iii) Later than five years 369.66 391.68
Company has recognised income from operating leases of H20.27 crore (previous year H19.58 crore)


21 Other Income
H In crore
Interest Income on
Bank Deposits, Inter Corporate Deposits, Security Deposit etc. 2,028.24 2,001.33
Customers dues 30.13 33.80
Finance Lease 135.68 39.90
Dividend income on non current Investments 7.01 702.84

Unclaimed liabilities / excess provision written back 0.29 0.11
Scrap sale 12.37 3.62
Net gain on Sale of Current Investments 4.62 27.11
Profit on sale / discard of Property, Plant and Equipment (net) 0.09 8.36
Financial Guarantee Income 3.80 2.71
Amortisation of Government Grant (refer note 16 (i)) 0.10 0.09
Miscellaneous Income 43.98 83.10
2,266.31 2,902.97
22 Operating Expenses
H In crore
Cargo handling / other charges to Contractors (net of 342.75 359.42
reimbursements)
Customer Claims (including Expected Credit Loss) (refer note below) - 9.71
Railway Service Charges 115.40 162.45
Tug and Pilotage Charges 6.21 5.57
Maintenance Dredging 20.88 35.88
Other expenses including Customs Establishment Charges 0.89 1.99
Repairs to Plant & Equipment 58.21 89.00
Stores & Spares consumed 94.56 67.25
Repairs to Buildings 8.84 6.30
Power & Fuel 85.48 94.16
Waterfront Charges 186.14 220.61
Cost of assets transferred under Finance Lease 0.11 15.10
919.47 1,067.44
Note : Expected credit loss of H18.90 crore has been netted of with reversal of operational claim of H18.90 crore.
23 Employee Benefits Expense

H In crore
Salaries, Wages and Bonus 208.98 197.14
Contribution to Provident and Other Funds 9.68 9.88
Gratuity Expenses (refer note 28) 3.20 2.84
Staff Welfare Expenses 13.15 14.75
235.01 224.61

24 Finance Costs
H In crore
a) Interest and Bank Charges
Interest on
Debentures and Bonds 1,684.60 1,167.90
Loans, Buyer's Credit etc. 438.80 675.75
Lease Liabilities 10.51 9.53
Bank and other Finance Charges 67.24 25.37
2,201.15 1,878.55
b) Derivative Loss / (Gain) (net) 125.70 (126.67)
2,326.85 1,751.88
25 Other Expenses
H In crore
Rent Expenses 4.77 4.29
Rates and Taxes 3.27 2.64
Insurance 10.44 7.85
Advertisement and Publicity 4.24 3.10
Other Repairs and Maintenance 17.02 17.96
Legal and Professional Expenses 72.60 61.29
Corporate Support Service Fee 59.43 53.14
IT Support Services 7.55 11.97
Payment to Auditors (refer note (a) below) 1.29 1.39
Security Service Charges 21.35 17.75
Communication Expenses 24.64 17.78
Electric Power Expenses 3.00 3.85
Travelling and Conveyance 48.10 44.28
Directors Sitting Fee 0.38 0.38
Commission to Non-executive Directors 0.94 0.63
Charity & Donations (refer note (b) below) 60.31 75.61
Miscellaneous Expenses 12.46 11.68
351.79 335.59
Notes:
a) Payment to Auditors
H In crore
As auditor:
Audit fee 0.59 0.76
Limited review 0.52 0.35
In other capacity:
Certification fees 0.10 0.08
Other services* 1.80 1.20
Reimbursement of expenses 0.03 -
3.04 2.39
* Note- Professional fee of H1.75 crore (previous year H1.00 crore) paid for the services rendered in respect
of the Bond issued by the Company has been accounted as transaction cost in accordance with Ind AS 109.


25 Other Expenses (contd.)

b) Details of Expenditure on Corporate Social Responsibilities
As per Section 135 of the Companies Act, 2013, a company, meeting the applicability threshold, needs to
spend at least 2% of its average net profit for the immediately preceding three financial years on corporate
social responsibility (CSR) activities. The areas for CSR activities are eradication of hunger and malnutrition,
promoting education, art and culture, healthcare, destitute care and rehabilitation, environment
sustainability, disaster relief and rural development projects. A CSR committee has been formed by the
Company as per the Act. The funds were primarily allocated to a corpus and utilized through the year on
these activities which are specified in Schedule VII of the Companies Act, 2013.
As per notification issued by Ministry of Corporate Affairs dated January 22, 2021, where a company spends
an amount in excess of requirement provided under sub-section (5) of section 135, such excess amount
may be set off against the requirement to spend under sub-section (5) of section 135 up to immediate
succeeding three financial years.
(i) Gross amount required to Spent during the year H56.10 crore (previous year H69.27 crore)
(ii) Excess amount to be set off against succeeding three financial years H16 crore (previous year H Nil)
(iii) Amount spent during the year ended:
H In crore
Particulars In cash Yet to be Total
paid in cash
March 31, 2021
i) Construction/acquisition of any asset - - -
ii) On purposes other than (i) above 72.99 - 72.99
Total 72.99 - 72.99
March 31, 2020
i) Construction/acquisition of any asset - - -
ii) On purposes other than (i) above 69.50 - 69.50
Total 69.50 - 69.50
26 Income Tax
The major component of income tax expenses for the year ended March 31, 2021 and March 31, 2020 are
as under
a) Tax Expense reported in the Statement of Profit and Loss
H In crore
Current Income tax
Current tax charges 948.74 367.25
Deferred Tax
Relating to origination and reversal of temporary differences 32.97 (269.77)
Tax Expense reported in the Statement of Profit and Loss 981.71 97.48
Tax on Other Comprehensive Income ('OCI')
H In crore
Deferred tax related to items recognised in OCI during the year
Tax impact on re-measurement loss on defined benefit plans (1.27) (0.50)
Tax impact on unrealised gain on FVTOCI Equity Investment 1.94 2.76
0.67 2.26

26 Income Tax (contd.)

b) Balance Sheet Section
H In crore
Taxes Recoverable (net) (refer note 8) 364.57 332.45
364.57 332.45
c) Reconciliation of tax expenses and the accounting profit multiplied by India’s domestic tax rate
for March 31, 2021 and March 31, 2020
H In crore
Profit Before Tax 2,909.64 2,031.73
Tax Rate 34.94% 34.94%
At India's Statutory Income Tax rate 1,016.74 709.97
Tax Effect of:
Effect of change in Tax rates (refer footnote to 26 (d)) - (318.60)
Effect due to lower Tax rate (27.17) (25.41)
Expenses not allowable under Tax laws 27.16 29.11
Deduction under chapter VI-A (23.51) (16.49)
Exempt income - (245.60)
Adjustment in respect of previous years 0.69 (31.68)
Other Adjustments (12.20) (3.82)
Income tax reported in Statement of Profit and Loss 981.71 97.48
Effective tax rate 33.74% 4.79%
d) Deferred Tax Liability (net)

H In crore
Particulars Balance Sheet as at Statement of Profit and Loss
2021 2020 2021 2020
Deferred Tax (liabilities) / assets in relation
to:
(Liability) on Accelerated depreciation for (823.60) (804.02) (19.58) 272.39
tax purpose
Asset on unrealised exchange variation 36.72 47.39 (10.67) (22.75)
Assets on Provision for Gratuity and Leave 7.33 3.88 3.45 0.34
encashment
Assets on Bond issue expenses amortization - - - (5.53)
(Liability) on Preference Share debt (36.68) (39.73) 3.05 *3.11
component
(Liability) on Deemed Investment (48.65) (45.16) (3.49) 19.02
Asset on fair valuation of Inter Corporate 11.51 4.70 6.81 1.19
Deposit / Corporate / Bank Guarantee
(Liability) on Equity Investment FVTOCI (36.67) (34.72) (1.95) (2.76)
(Liability) on CSR expense carried forward (5.59) - (5.59) -
Asset on provision for doubtful debt and 69.40 63.97 5.43 (15.79)
loans
(Liability) on Lease Receivables (67.38) (58.77) (8.61) -



H In crore
2021 2020 2021 2020
(Liability) on Mark to Market on Forward - - - 19.59
Sales
Assets on other adjustments 2.39 4.88 (2.49) (1.30)
(891.22) (857.58) (33.64) 267.51
* Reversal of Deferred Tax liability on deemed equity of preference share of H14.82 crore on account of
change in tax rates as per note below and H5 crore on account of premature redemption of preference
shares is adjusted to other equity.
Note:
During the previous year, pursuant to the Taxation Law (Amendment) Act, 2019 passed by Government
of India, the Company re-measured the outstanding deferred tax liability that is expected to be reversed
in future at 22% plus applicable surcharge and cess (“New tax rate”) subject to certain conditions. The
Company has made an assessment of the impact of the Ordinance and decided to continue with existing
tax structure until utilisation of accumulated Minimum Alternate Tax (MAT) credit.
Further, Ind-AS 12 requires deferred tax assets and liabilities to be measured using the enacted (or
substantively enacted) tax rates expected to apply to taxable income in the years in which the temporary
differences are expected to reverse. The Company has made estimates, based on its budget, regarding
income anticipated in foreseeable future year when those temporary differences are expected to reverse and
measured the same at New tax rate. Accordingly, the Company has re-measured the outstanding deferred
tax balances that is expected to be reversed in future at New tax rate and an amount of H318.60 crore and
H14.82 crore had been written back in the Statement of Profit and Loss and Other Equity respectively during
the previous financial year.
e) Deferred Tax Assets reflected in the Balance Sheet as follows
H In crore
Tax Credit Entitlement under MAT 1,374.45 1,811.97
Less :Deferred tax liabilities (net) (891.22) (857.58)
483.23 954.39
f) Reconciliation of Deferred tax liabilities (net)

H In crore
Tax expenses during the period recognised in Statement of Profit 32.97 (269.77)
and Loss
Tax expenses during the period recognised in OCI 0.67 2.26
33.64 (267.51)
g) The Company has following unutilised MAT credit under the Income Tax Act, 1961 for which deferred tax
assets has been recognised in the Balance Sheet at
(H in crore)
Financial Year Amount Expiry Date
2014-15 359.27 2029-30
2015-16 608.26 2030-31
2016-17 406.92 2031-32
Total 1,374.45

27 Earnings Per Share (EPS)

H In crore
Profit after tax 1,927.93 1,934.25
Less: Dividends on Non-Cumulative Redeemable Preference Shares & *- *-
tax thereon#
1,927.93 1,934.25
# Tax on Dividend not applicable for current year
Particulars No. No.
Weighted average number of equity shares in calculating basic and 2,03,17,51,761 2,05,12,44,657
diluted EPS
Basic and Diluted Earnings per Share (in H) 9.49 9.43
28 Disclosures as required by Ind AS - 19 Employee Benefits

a) The Company has recognised, in the Statement of Profit and Loss for the current year, an amount of H9.25
crore (previous year H9.47 crore) as expenses under the following defined contribution plan.
H In crore
Contribution to March 31, 2021 March 31, 2020
Provident Fund 9.19 9.38
Superannuation Fund 0.06 0.09
Total 9.25 9.47
b) The Company has a defined benefit gratuity plan (funded) and is governed by the Payment of Gratuity Act,
1972. Under the Act, every employee who has completed at least five year of service is entitled to gratuity
benefits on departure at 15 days salary (last drawn salary) for each completed year of service. The scheme
is funded with Life Insurance Corporation of India (LIC) in form of a qualifying insurance policy with effect
from September 01, 2010 for future payment of gratuity to the employees.
Each year, the management reviews the level of funding in the gratuity fund. Such review includes the asset
- liability matching strategy. The management decides its contribution based on the results of this review.
The management aims to keep annual contributions relatively stable at a level such that no plan deficits (
based on valuation performed) will arise.
The following tables summarise the component of the net benefits expense recognised in the statement
of profit and loss account and the funded status and amounts recognized in the balance sheet for the
respective plan.
c) Gratuity
(i) Changes in present value of the defined benefit obligation are as follows:
H In crore
Present value of the defined benefit obligation at the beginning 27.46 23.24
of the year
Current service cost 3.40 3.09
Interest cost 1.79 1.68
Re-measurement (or Actuarial) (gain) / loss arising from and
including in OCI:
- change in demographic assumptions (0.58) 0.22
- change in financial assumptions - 1.73
- experience variance 2.51 (0.52)


28 Disclosures as required by Ind AS - 19 Employee Benefits (contd.)

H In crore
Benefits paid (1.77) (0.72)
Liability Transfer In 0.33 0.49
Liability Transfer Out (1.01) (1.75)
Present value of the defined benefit obligation at the end of the 32.13 27.46
year
(ii) Changes in fair value of plan assets are as follows:

H In crore
Fair value of plan assets at the beginning of the year 29.82 25.12
Investment income 2.00 1.91
Contributions by employer - 2.79
Benefits paid (0.37) -
Return on plan assets, excluding amount recognised in net (1.72) -
interest expense
Fair value of plan assets at the end of the year 29.73 29.82
(iii) Net asset/(liability) recognised in the balance sheet

H In crore
year
Amount recognised assets / (liability) (refer note 19 and 7) (2.40) 2.36
Net asset / (liability) - Current - 2.36
Net (liability) / asset - Non Current (2.40) -
(iv) Expense recognised in the Statement of Profit and Loss for the year
H In crore
Net Interest on benefit obligation (0.20) (0.25)
Total Expense included in Employee Benefits Expense (refer note 3.20 2.84
23)
(v) Recognised in the other comprehensive income for the year

H In crore
Actuarial (gain)/losses arising from
- change in financial assumptions - 1.73
Return on plan assets, excluding amount recognised in net 1.72 -
interest expense
Recognised in the other comprehensive income 3.65 1.43


(vi) The principle assumptions used in determining gratuity obligations are as follows:
Discount rate 6.70% 6.70%
Rate of escalation in salary (per annum) 8.00% 8.00%
Mortality India Assured India Assured
Lives Mortality Lives Mortality
(2012-14) (2012-14)
Attrition rate 9.50% 6.71%
The estimates of future salary increases, considered in actuarial valuation, take account of inflation,
seniority, promotion and other relevant factors, such as supply and demand in the employment market.
The overall expected rate of return on assets is determined based on the market prices prevailing on that
date, applicable to the period over which the obligation is to be settled. There has been significant change
in expected rate of return on assets due to change in the market scenario.
(vii) The major categories of plan assets as a percentage of the fair value of total plan assets are as follows:
Investments with insurer * 100% 100%
* As the gratuity fund is managed by life insurance company, details of fund invested by insurer are not
available with Company.
(viii) Sensitivity Analysis
The sensitivity analysis below have been determined based on reasonably possible changes of the
assumptions occurring at the end of the reporting period, while holding all other assumptions constant.
Quantitative sensitivity analysis for significant assumption is as below
Increase/(decrease) on present value of defined benefits obligation at the end of the year
(H In crore)
Assumptions Discount rate Discount rate
Sensitivity level 1 % Increase 1 % Decrease 1 % Increase 1 % Decrease
Impact on defined benefit obligations (2.03) 2.28 (2.05) 2.36
(H In crore)
Assumptions Salary Growth rate Salary Growth rate
Impact on defined benefit obligations 2.23 (2.02) 2.30 (2.05)
(H In crore)
Assumptions Attrition rate Attrition rate
Sensitivity level 50 % Increase 50 % Decrease 50% Increase 50 % Decrease
(H In crore)
Assumptions Mortality rate Mortality rate
Sensitivity level 10 % Increase 10% Decrease 10 % Increase 10 % Decrease
Impact on defined benefit obligations *- *- *- *-



(ix) Maturity profile of Defined Benefit Obligation
Weighted average duration (based on discounted cash flows) 7 years 8 years
(x) The expected cash flows of defined benefit obligation over the future periods (valued on undiscounted
bases)
H In crore
Within the next 12 months (next annual reporting period) 6.26 2.76
Between 2 and 5 years 12.32 10.92
Beyond 10 years 23.26 28.61
Total Expected Payments 55.04 52.92
The Company expect to contribute H5.55 crore to the gratuity fund in the financial year 2021-22 (previous
year H3.91 crore).
(xi) Asset - Liability Matching Strategies
The Company has purchased insurance policy, which is basically a year-on-year cash accumulation plan in
which the interest rate is declared on yearly basis and is guaranteed for a period of one year. The insurance
Company, as part of the policy rules, makes payment of all gratuity outgoes happening during the year
(subject to sufficiency of funds under the policy).The policy, thus, mitigates the liquidity risk.
However, being a cash accumulation plan, the duration of assets is shorter compared to the duration of
liabilities. Thus, the Company is exposed to movement in interest rate (in particular, the significant fall in
interest rates, which should result in a increase in liability without corresponding increase in the asset).
29 Segment Information
The Company is primarily engaged in one business segment, namely developing, operating and maintaining
the Ports services, Ports related Infrastructure development activities and development of infrastructure
at contiguous Special Economic Zone at Mundra, as determined by chief operating decision maker, in
accordance with Ind-AS 108 “Operating Segments”.
Considering the inter relationship of various activities of the business, the chief operating decision maker
monitors the operating results of its business segment on overall basis. Segment performance is evaluated
based on profit or loss and is measured consistently with profit or loss in the financial statements.

30 Related Party Disclosures

Related parties where control exists.
Wholly owned Subsidiary Companies Adani Ennore Container Terminal Private Limited
Adani Hazira Port Limited
Adani Hospitals Mundra Private Limited
Adani Logistics Limited
Adani Vizag Coal Terminal Private Limited
Adani Warehousing Services Private Limited
Karnavati Aviation Private Limited
MPSEZ Utilities Limited
Mundra International Airport Private Limited
The Dhamra Port Company Limited
Adani Vizhinjam Port Private Limited
Mundra International Gateway Terminal Private Limited
Madurai Infrastructure Private Limited (formerly known as Mundra LPG
Infrastructure Private Limited)
Adani Kattupalli Port Limited
Adani International Terminals Pte Limited, Singapore
Adani Kandla Bulk Terminal Private Limited
Adani Murmugao Port Terminal Private Limited
Shanti Sagar International Dredging Limited
Abbot Point Operations Pty Limited, Australia
The Adani Harbour Services Limited
Mundra Crude Oil Terminal Private Limited (Formerly known as Adani
Bhavanapadu Port Private Limited)
Adinath Polyfills Private Limited
Adani Tracks Management Services Private Limited [incorporated on
July 31, 2019]
Adani Pipelines Private Limited [incorporated on December 12, 2019]
Adani Bangladesh Port Private Limited [incorporated on February 17,
2020]
Adani Mundra Port Holding Pte. Limited,Singapore [incorporated on
October 30, 2018]
Aqua Desilting Private Limited [incorporated on February 19, 2021]
Dighi Port Limited [acquired on February 15, 2021)
Other Subsidiary Companies Dholera Infrastructure Private Limited (Controlling interest)
Adani Petronet (Dahej) Port Private Limited
Mundra SEZ Textile And Apparel Park Private Limited
Marine Infrastructure Developer Private Limited
Adani Krishnapatnam Port Limited (formerly known as Krishnapatnam
Port Company Limited) [acquired on October 01, 2020]
Step down Subsidiary Hazira Infrastructure Limited
Dholera Port and Special Economic Zone Limited (Controlling Interest)
Dhamra LNG Terminal Private Limited [w.e.f March 16, 2019 to
December 30, 2019]
Dhamra Infrastructure Private Limited (formerly known as Welspun
Orissa Steel Private Limited) [acquired on April 22, 2019]


30 Related Party Disclosures (contd.)

Step down Subsidiary Abbot Point BulkCoal Pty Limited, Australia
Blue Star Realtors Private Limited
Adani Mundra Port Pte. Limited, Singapore [incorporated on January
03, 2019]
Bowen Rail Operations Pte Limited, Singapore
Bowen Rail Company Pty Limited, Australia
Dermot Infracon Private Limited
Adani Abbot Port Pte. Limited,Singapore
Adani Total Private Limited (formerly known as Adani Petroleum
Terminal Private Limited) [w.e.f March 16, 2019 to December 30, 2019]
Adani Logistics Services Private Limited (formerly known as Innovative
B2B Logistics Solutions Private Limited) [acquired on August 06, 2019]
Adani Forwarding Agent Private Limited [acquired on August 06, 2019]
Adani Noble Private Limited [acquired on August 06, 2019]
Adani Cargo Logistics Private Limited [acquired on August 06, 2019]
Adani Logistics Infrastructure Private Limited [acquired on August 06,
2019]
Adani Yangon International Terminal Company Limited, Myanmar
[incorporated on October 30, 2018]
Adani Agri Logistics (Samastipur) Limited
Adani Agri Logistics (Darbhanga) Limited
Adani Agri Logistics (Dahod) Limited
Adani Agri Logistics Limited
Adani Agri Logistics (MP) Limited
Adani Agri Logistics (Dewas) Limited
Adani Agri Logistics (Harda) Limited
Adani Agri Logistics (Hoshangabad) Limited
Adani Agri Logistics (Satna) Limited
Adani Agri Logistics (Ujjain) Limited
Adani Agri Logistics (Panipat) Limited
Adani Agri Logistics (Kannauj) Limited
Adani Agri Logistics (Katihar) Limited
Adani Agri Logistics (Kotkapura) Limited
Adani Agri Logistics (Mansa) Limited
Adani Agri Logistics (Bathinda) Limited
Adani Agri Logistics (Moga) Limited
Adani Agri Logistics (Barnala) Limited
Adani Agri Logistics (Nakodar) Limited
Adani Agri Logistics (Raman) Limited
Adani Agri Logistics (Dhamora) Limited
Adani Agri Logistics (Borivali) Limited
Adani Logistics International Pte Limited, Singapore [incorporated on
July 13, 2020]
Adani Krishnapatnam Container Terminal Private Limited (formerly
known as Navayuga Container Terminal Private Limited [acquired on
October 01, 2020]


Step down Subsidiary Adani KP Agriwarehousing Private Limited (Formerly known as KP
Agriwarehousing Company Private Limited) [acquired on October 01,
2020]
Shankheshwar Buildwell Private Limited [acquired on March 30, 2021]
Sulochana Pedestal Private Limited [acquired on March 31, 2021]
NRC Limited [acquired on March 31, 2021]
Other related parties with whom transaction have been taken place during the year
Joint Venture Entities Adani CMA Mundra Terminal Private Limited
Adani International Container Terminal Private Limited
Adani NYK Auto Logistics Solutions Private Limited
Dhamra LNG Terminal Private Limited [w.e.f December 31, 2019]
Adani Total Private Limited (formerly known as Adani Petroleum
Terminal Private Limited) [w.e.f December 31, 2019]
Dighi Rohar Rail Limited [acquired on February 15, 2021)
Total Adani Fuels Marketing Private Limited [w.e.f December 31, 2019]
Key Managerial Personnel and their Mr. Gautam S. Adani - Chairman and Managing Director
relatives Mr. Rajesh S. Adani - Director and Brother of Mr. Gautam S. Adani
Dr. Malay Mahadevia - Wholetime Director
Mr. Karan G. Adani -Chief Executive Officer and son of Mr. Gautam S.
Adani
Prof. G. Raghuram - Non-Executive Director
Mr. Sanjay S. Lalbhai - Non-Executive Director (upto August 08, 2019)
Ms. Radhika Haribhakti - Non-Executive Director (upto March 31, 2020)
Mr. Gopal Krishna Pillai - Non-Executive Director
Mr. Mukesh Kumar - Non-Executive Director (upto May 22, 2020)
Ms. Nirupama Rao - Non-Executive Director (w.e.f April 22, 2019)
Mr. Bharat Sheth - Non-Executive Director (w.e.f October 15, 2019)
Mr. Palamadai Sundararajan Jayakumar (w.e.f July 23, 2020))
Mrs. Avantika Singh Aulakh (w.e.f September 15, 2020)
Mr. Deepak Maheshwari - Chief Financial Officer
Mr. Kamlesh Bhagia - Company Secretary
Entities over which (i) Key Adani Foundation
Management Personnel and their Adani Properties Private Limited
relatives & (ii) entities having Delhi Golf Link Properties Private Limited
significant influence over the Adani Infrastructure and Developers Private Limited
Company have control or are under
Adani Infrastructure Management Services Limited
significant influence through voting
powers Adani Renewable Energy (KA) Limited
Adani Renewable Energy (RJ) Limited
Udupi Power Corporation Limited
Adani Mundra SEZ Infrastructure Private Limited
Adani Township And Real Estate Company Private Limited
Abbot Point Port Holdings Pte Limited, Singapore
Mundra Port Pty Limited, Australia
Shanti Builders



Entities over which (i) Key Adani Bunkering Private Limited
Management Personnel and their Adani Enterprises Limited
relatives & (ii) entities having Mundra Solar PV Limited
significant influence over the Adani Cementation Limited
Company have control or are under
Adani Road Transport Limited
powers Adani Finserve Private Limited
Adani Capital Private Limited
Mundra Solar Technopark Private Limited
Adani Green Energy Limited
Adani Total Gas Limited
Adani Global F.Z.E.
Adani Estate Management Private Limited
Adani Infra (India) Limited
Belvedere Golf and Country Club Private Limited
Sunanda Agri Trade Private Limited
Adani Skill Development Center
Adani-Elbit Advanced Systems India Limited
Shantigram Utility Services Private Limited
Adani Power Dahej Limited
Adani Power (Mundra) Limited
Adani Power Maharashtra Limited
Adani Power Limited
Adani Power Rajasthan Limited
Adani Wilmar Limited
Kutch Power Generation Limited
Vishakha Solar Films Private Limited
Adani Ahmedabad International Airport Limited
Maharashtra Eastern Grid Power Transmission Company Limited
Adani Lucknow International Airport Limited
Adani Solar Energy Kutchh Two Private Limited (Formerly known as
Gaya Solar (Bihar) Private Limited)
Adani Airport Holding Private Limited
Adani Agri Fresh Limited
Adani Solar USA Inc, USA
Vishakha Renewables Private Limited


Terms and conditions of transactions with related parties
(i) Outstanding balances of related parties at the year end are unsecured and settlement occurs in cash. There
have been no guarantees provided or received for any related party receivables or payables. The Company
has not recorded any impairment of receivables relating to amounts owed by related parties except provision
made in earlier year for loans given to a subsidiary of H205.02 crore. This assessment is undertaken each
financial year through examining the financial position of the related party and the market in which the
related party operates.
(ii) All Rupee loans are given on interest bearing within the range of 7.50 % p.a. to 11 % p.a. except loan to
Dholera Infrastructure Private Limited, Dholera Port & Special Economic Zone Limited, Karnavati Aviation
Private Limited, Adani Hospitals Mundra Private Limited, Mundra International Airport Private Limited,
Abbot Point Operations Pty Limited and Adani Bangladesh Port Private Limited whereby loan transaction
aggregating to H154.14 crore (previous year H151.87 crore) are interest free.
Notes:
(i) The names of the related parties and nature of the relationships where control exists are disclosed
irrespective of whether or not there have been transactions between the related parties. For others, the
names and the nature of relationships is disclosed only when the transactions are entered into by the
Company with the related parties during the existence of the related party relationship.
(ii) Aggregate of transactions for the year ended and balances thereof with these parties have been given
below.
(A) Transactions with Related Parties
H in crore
Sr Particulars For the With With Joint With Other Key
No Year Ended Subsidiaries Ventures Entities # Managerial
Personnel and
their relatives
1 Income from Port Services / March 31, 2021 85.65 554.40 651.88 -
Other Operating Income March 31, 2020 40.22 438.44 790.90 -
2 Lease & Infrastructure Usage March 31, 2021 37.20 12.38 96.66 -
Income/ Upfront Premium March 31, 2020 15.90 11.90 94.86 -
(Includes Reversal)
3 Sale of Non Financial Asset March 31, 2021 - - 156.12 -
March 31, 2020 - - 146.11 -
4 Interest Income on loans/ March 31, 2021 900.01 88.19 64.32 -
deposits/deferred accounts March 31, 2020 932.75 100.40 77.69 -
receivable
5 Interest Expenses March 31, 2021 111.80 - - -
March 31, 2020 28.11 - - -
6 Purchase of Spares and March 31, 2021 55.89 0.37 11.57 -
consumables, Power & Fuel March 31, 2020 73.82 0.02 91.33 -
7 Recovery of expenses March 31, 2021 0.21 50.08 - -
(Reimbursement) March 31, 2020 0.30 78.94 - -
8 Services Availed (including March 31, 2021 100.14 5.92 121.14 -
reimbursement of expenses) March 31, 2020 166.73 4.71 99.68 -
9 Rent charges paid March 31, 2021 0.04 - 12.04 -
March 31, 2020 - - 8.21 -



H in crore
Personnel and
their relatives
10 Sales of Scrap and other March 31, 2021 19.41 4.24 46.34 -
Miscellaneous Income March 31, 2020 25.86 2.85 48.16 -
11 Loans Given March 31, 2021 5,374.53 - - -
March 31, 2020 5,750.86 100.00 - -
12 Loans Received back March 31, 2021 6,730.44 496.68 1.85 -
March 31, 2020 4,859.81 368.00 571.00 -
13 Loan taken March 31, 2021 11,079.38 - - -
March 31, 2020 3,295.73 - - -
14 Loan Repaid March 31, 2021 10,360.21 - - -
March 31, 2020 2,673.73 - - -
15 Advance / Deposit given March 31, 2021 - - 42.95 -
March 31, 2020 - - 51.60 -
16 Advance / Deposit Received March 31, 2021 - - 145.75 -
back March 31, 2020 - - - -
17 Share Application Money Paid / March 31, 2021 697.04 - - -
Investment March 31, 2020 330.57 - - -
18 Assignment of Financial Assets March 31, 2021 200.00 - - -
March 31, 2020 - - - -
19 Sale of Investment March 31, 2021 - - - -
March 31, 2020 0.20 - - -
20 Donation March 31, 2021 - - 1.00 -
March 31, 2020 - - 37.42 -
21 Purchase of Property / Assets / March 31, 2021 19.88 2.02 17.00 -
Land use rights March 31, 2020 132.59 - 20.12 -
22 Sale of Assets March 31, 2021 0.16 2.19 -
March 31, 2020 59.44 - - -
23 Investment in perpetual debt March 31, 2021 750.00 - - -
March 31, 2020 2,292.88 - - -
24 Redemption of perpetual debt March 31, 2021 630.00 - - -
March 31, 2020 500.00 - - -
25 Remuneration *
Short-term employee benefits March 31, 2021 - - - 21.09
March 31, 2020 - - - 21.01
Other long-term benefits March 31, 2021 - - - 0.05
March 31, 2020 - - - 0.01
Post-employment benefits March 31, 2021 - - - 0.87
March 31, 2020 - - - 1.36
26 Commission to Directors March 31, 2021 - - - 1.00
March 31, 2020 - - - 1.00
27 Commission to Non-Executive March 31, 2021 - - - 0.94
Directors March 31, 2020 - - - 0.63


H in crore
Personnel and
their relatives
28 Sitting Fees March 31, 2021 - - - 0.38
March 31, 2020 - - - 0.38
29 Corporate Guarantee Given March 31, 2021 - USD 70 - -
Mn
March 31, 2021 1,031.51 199.00 - -
March 31, 2020 USD 420 USD - -
Mn 120.35 Mn
March 31, 2020 1,085.95 - - -
*The above remuneration does not include Provision for Leave Encashment and Gratuity as it is provided in the
books on the basis of actuarial valuation for the Company as a whole and hence individual figures cannot be
identified
(B) Balances with Related Parties
H in crore
Sr Particulars As at With With Joint With Other Key
No Subsidiaries Ventures Entities # Managerial
Personnel and
their relatives
1 Trade Receivables (net of bills March 31, 2021 28.57 59.53 555.52
discounted) March 31, 2020 25.54 148.53 700.23 -
2 Loans (Net of provision) March 31, 2021 13,924.57 819.26 -
March 31, 2020 9,099.06 1,332.37 1.85 -
3 Capital Advances March 31, 2021 - - 13.19 -
March 31, 2020 - 0.09 8.19 -
4 Trade Payables (including March 31, 2021 24.71 2.36 39.72
provisions) March 31, 2020 13.83 2.61 41.50 -
5 Advances and Deposits from March 31, 2021 0.18 0.54 12.69
Customer/ Sale of Assets March 31, 2020 0.23 3.95 11.10 -
6 Other Financial & Non-Financial March 31, 2021 460.60 69.14 720.67
Assets March 31, 2020 828.84 70.29 872.92 -
7 Borrowings March 31, 2021 1,427.17 - - -
March 31, 2020 708.00 - - -
8 Other Financial & Non-Financial March 31, 2021 91.90 - 1.57 -
Liabilities March 31, 2020 171.41 - 43.29 -



H in crore
Sr Particulars As at With With Joint With Other Key
No Subsidiaries Ventures Entities # Managerial
Personnel and
their relatives
9 Corporate Guarantee March 31, 2021 USD 18.46 USD -
Mn 190.91 Mn
March 31, 2021 EUR 67.70 - -
Mn
March 31, 2021 1,686.16 159.26 -
March 31, 2020 USD 14.69 USD - -
Mn 102.40
Mn
March 31, 2020 EUR 77.37 - - -
Mn
March 31, 2020 818.62 - - -
# Entities over which (i) Key Management Personnel and their relatives & (ii) entities having significant influence
over the Company have control or are under significant influence through voting powers
Notes:
a) The Company has allowed some of its subsidiaries, joint ventures and other group company to avail non
fund based facilities out of its credit facilities. The aggregate of such transaction amounts to H868.67crore
(previous year H1,941.46 crore) is not disclosed in above schedule.
b) Pass through transactions/payable relating to railway freight, water front charges and other payable to third
parties have not been considered for the purpose of related party disclosure.
31 a) The Company takes various types of derivative instruments. The category-wise outstanding position of
derivative instruments is as under:
Nature Particulars of Derivatives Purpose
As at As at
March 31, 2021 March 31, 2020
Forward Contract USD 9 Million USD 139 Million Hedging of foreign currency borrowing
principal & interest liability
USD 40 Million USD 46.00 Million Hedging of foreign currency borrowing
principal liability of USD against JPY
Foreign Currency - - USD 111.38 Million Hedging of currency and interest rate
INR Full Currency risk of foreign currency borrowing
Swap

31 (contd.)
b) The details of foreign currency exposures those are not hedged by a derivative instrument or otherwise
are as under:
Nature As at March 31, 2021 As at March 31, 2020
Amount Foreign Amount Foreign
Currency Currency
(H In crore) (in Million) (H In crore) (in Million)
Foreign Currency Loan - - 155.49 USD 20.55
75.21 EUR 8.77 127.17 EUR 15.36
Foreign Currency Bond 23,029.65 USD 3150 17,316.88 USD 2288.63
Trade Payables and Other Current Liabilities 21.00 USD 2.87 72.77 USD 9.62
5.06 EUR 0.59 2.66 EUR 0.32
0.13 SGD 0.02 0.26 SGD 0.05
0.09 AUD 0.02 - -
* GBP * - -
Interest accrued but not due 102.82 USD 14.06 137.63 USD 18.19
0.18 EUR 0.02 0.37 EUR 0.04
Balances with Bank - - 0.30 USD 0.04
Trade Receivable 0.52 USD 0.07 - -
0.02 EUR * - -
Other Receivable - - 5.26 AUD 1.14
- - 0.03 JPY 0.40
68.72 USD 9.40 69.89 USD 9.24
Loan given 86.34 AUD 15.50 92.15 AUD 20.00
9.58 BDT 110.95 - -
1,657.07 USD 226.65 1,462.86 USD 193.33
* Figures being nullified on conversion to H in crore and foreign currency in million
H In crore
Closing rates as at : March 31, 2021 March 31, 2020
INR / USD 73.11 75.67
INR / EUR 85.75 82.77
INR / GBP 100.75 93.50
INR / JPY 0.66 0.70
INR / AUD 55.70 46.08
INR / SGD 54.35 53.03
INR / BDT 0.86 0.89


32 Financial Instruments, Fair Value Measurements, Financial Risk and Capital Management
32.1 Category-wise Classification of Financial Instruments:
H in crore
Particulars Refer As at March 31, 2021
Note Fair Value Fair Value Amortised Carrying
through other through cost Value
Comprehensive profit or
income loss
Financial Assets
Cash and cash equivalents 11 - - 3,310.74 3,310.74
Bank balances other than cash and 11 - - 234.51 234.51
cash equivalents
Investments in Equity Shares (other 4 263.54 - - 263.54
than investment in subsidiaries and
joint ventures)
Investments in unquoted Purchase 10 - - 926.02 926.02
Transfer Certificate
Trade Receivables (including bills 5 - - 1,632.42 1,632.42
discounted)
Loans 6 - - 15,370.94 15,370.94
Derivatives instruments 7 - 15.05 - 15.05
Other Financial Assets 7 - - 3,591.70 3,591.70
Total 263.54 15.05 25,066.33 25,344.92
Borrowings (including the bills 14, 15 & 17 - - 33,807.16 33,807.16
discounted and current maturities)
Trade Payables 18 - - 216.69 216.69
Lease Liabilities 15 - - 144.37 144.37
Other Financial Liabilities 15 - - 942.64 942.64
Total - - 35,110.86 35,110.86
H in crore
income loss
Financial Assets
cash equivalents
Investments in unquoted Equity 4 251.04 - - 251.04
Shares (other than investment in
subsidiaries and joint ventures)
Investments in unquoted Mutual 10 - 11.89 - 11.89
Funds
Trade Receivables (including bills 5 - - 2,132.67 2,132.67
discounted)

(contd.)
H in crore
income loss
Loans 6 - - 11,665.50 11,665.50
Derivatives instruments 7 - 119.81 - 119.81
Total 251.04 131.70 22,293.99 22,676.73
Borrowings (including the bills 14, 15 & 17 - - 28,899.25 28,899.25
Trade Payables 18 - - 217.65 217.65
Other Financial Liabilities 15 - - 899.59 899.59
Total - - 30,140.97 30,140.97
Note: Group Company investment amounting to H 20,505.34 crore (previous year H15,352.85 crore) are measured
at cost hence not included in above tables.
32.2 Fair Value Measurements:
a) Quantitative disclosures of fair value measurement hierarchy for financial assets and financial liabilities
The following table provides the fair value measurement hierarchy of the Company’s financial assets and
liabilities:
H in crore
Particulars As at March 31, 2021 As at March 31, 2020
Significant Significant Total Significant Significant Total
observable unobservable observable unobservable
Inputs Inputs Inputs Inputs
(Level 2) (Level 3) (Level 2) (Level 3)
Financial Assets
Investment in unquoted - 263.54 263.54 - 251.04 251.04
Equity Investments
measured at FVTOCI (refer
note 4)
Investments in unquoted - - - 11.89 - 11.89
Mutual Funds measured at
FVTPL (refer note 10)
Derivatives instruments 15.05 - 15.05 119.81 - 119.81
(refer note 7)
Total 15.05 263.54 278.59 131.70 251.04 382.74
Investments in Unquoted Mutual Funds are valued based on declared NAV.

Derivative instruments are valued based on observable inputs i.e yield curves, FX rates and volatilities etc.


(contd.)
b) Description of significant unobservable inputs to valuation:
The significant unobservable inputs used in the fair value measurement categorised within Level 3 of the
fair value hierarchy together with a quantitative sensitivity analysis as at March 31, 2021 and March 31, 2020
are as shown below:
Particulars Valuation Significant Range Sensitivity of the input
technique unobservable (weighted average) to fair value
inputs
FVTOCI DCF Method Weighted March 31, 2021 : 11.79% - 1% increase would
assets in Average Cost of 18.50% (15.15%) result in decrease in fair
unquoted Capital (WACC) March 31, 2020 : 13.60% - value by H4.69 crore as
equity 18.50% (16.05%) of March 31, 2021
shares ( H10.24 crore as of
March 31, 2020)
c) Financial Instrument measured at Amortised and other price risks such as equity price risk.
Cost The Company’s senior management oversees
The carrying amount of financial assets and the management of these risks. It manages
financial liabilities measured at amortised cost its exposure to these risks through derivative
in the financial statements are a reasonable financial instruments by hedging transactions.
approximation of their fair values since the It uses derivative instruments such as Cross
Company does not anticipate that the carrying Currency Swaps, Full Currency swaps, Interest
amounts would be significantly different from rate swaps, foreign currency future options and
the values that would eventually be received or foreign currency forward contract to manage
settled. these risks. These derivative instruments reduce
the impact of both favourable and unfavourable
32.3 Financial Risk objective and policies fluctuations.
The Company’s principal financial liabilities, The Company’s risk management activities
other than derivatives, comprise loans and are subject to the management, direction and
borrowings, trade and other payables, and control of Central Treasury Team of the Company
financial guarantee contracts. The main under the framework of Risk Management Policy
purpose of these financial liabilities is to finance for Currency and Interest rate risk as approved
the Company’s operations/projects and to by the Board of Directors of the Company.
provide guarantees to support its operations The Company’s central treasury team ensures
and its subsidiaries and joint ventures. The appropriate financial risk governance framework
Company’s principal financial assets include for the Company through appropriate policies
loans, investment including mutual funds, & procedures and financial risks are identified,
trade and other receivables, and cash and cash measured and managed in accordance with the
equivalents which is derived from its operations. Company’s policies and risk objectives. It is the
The Company also holds FVTOCI investments Company’s policy that no trading in derivatives
and enters into derivative transactions. for speculative purposes may be undertaken.
In the ordinary course of business, the Company is The decision of whether and when to execute
mainly exposed to risks resulting from exchange derivative financial instruments along with its
rate fluctuation (currency risk), interest rate tenure can vary from period to period depending
movements (interest rate risk) collectively on market conditions and the relative costs of the
referred as Market Risk, Credit Risk, Liquidity Risk instruments. The tenure is linked to the timing

(contd.)
of the underlying exposure, with the connection movements in market variables on: the carrying
between the two being regularly monitored. The values of gratuity and other post-retirement
Company is exposed to losses in the event of obligations; provisions.
non-performance by the counterparties to the The following assumptions have been made in
derivative contracts. All derivative contracts calculating the sensitivity analysis:
are executed with counterparties that, in our
- The sensitivity of the relevant profit or loss
judgment, are creditworthy. The outstanding
item is the effect of the assumed changes in
derivatives are reviewed periodically to ensure
respective market risks. This is based on the
that there is no inappropriate concentration of
financial assets and financial liabilities held
outstanding to any particular counterparty.
at March 31, 2021 and March 31, 2020.
Further, all currency and interest risk as
(i) Interest rate risk
identified above is measured on a daily basis by
monitoring the mark to market (MTM) of open The Company is exposed to changes in market
and hedged position. The MTM is derived based interest rates due to financing, investing and
on underlying market curves on closing basis cash management activities. The Company’s
of relevant instrument quoted on Bloomberg/ exposure to the risk of changes in market
Reuters. For period end, the MTM for each interest rates relates primarily to the Company’s
derivative instrument outstanding is obtained long-term debt obligations with floating interest
from respective banks. All gain / loss arising from rates and period of borrowings. The Company
MTM for open derivative contracts and gain / manages its interest rate risk by having a
loss on settlement / cancellation / roll over of balanced portfolio of fixed and variable rate
derivative contracts is recorded in statement of loans and borrowings. The Company enters
profit and loss. into interest rate swap contracts or interest
rate future contracts to manage its exposure to
a) Market risk changes in the underlying benchmark interest
Market risk is the risk that the fair value of rates.
future cash flows of a financial instrument will
Interest rate sensitivity
fluctuate because of changes in market prices.
Market risk comprises three types of risk: interest The following paragraph demonstrates the
rate risk, currency risk and other price risk, sensitivity to a reasonably possible change
such as equity price risk. Financial instruments in interest rates on that portion of loans and
affected by market risk include loans and borrowings affected. With all other variables
borrowings, deposits, FVTOCI investments, held constant, the Company’s profit before tax
short term Investments and derivative financial is affected through the impact on floating rate
instruments. borrowings, as follows:
The sensitivity analysis in the following sections If interest rates had been 50 basis points higher /
relate to the position as at March 31, 2021 and lower and all other variables were held constant,
March 31, 2020. the Company’s profit for the year ended March
The sensitivity analysis have been prepared 31, 2021 would decrease / increase by H4.74
on the basis that the amount of net debt, the crore (previous year H16.17 crore). This is mainly
ratio of fixed to floating interest rates of the attributable to interest rates on variable rate
debt and derivatives and the proportion of of long term borrowings.The same has been
financial instruments in foreign currencies are calculated based on risk exposure outstanding
all constant as at March 31, 2021 and March as on balance sheet date. The year end balances
31, 2020. The analysis exclude the impact of are not necessarily representative of average
debt outstanding during the year.


(contd.)
(ii) Foreign currency risk probable forecast transactions (for instance,
Exchange rate movements, particularly the foreign exchange denominated income) the
United States Dollar (USD) and Euro (EUR) Company has entered into foreign currency
against Indian Rupee (INR), have an impact on forward contracts as per the policy of the
the Company’s operating results. The Company Company.
manages its foreign currency risk by entering The Company is mainly exposed to changes
into currency swap for converting INR loan into in USD, EURO, AUD, BDT, GBP and SGD. The
other foreign currency for taking advantage below table demonstrates the sensitivity to
of lower cost of borrowing in stable currency a 1% increase or decrease in the respective
environment. The Company also enters into foreign currency rates against INR, with all other
various foreign exchange contracts to mitigate variables held constant. The sensitivity analysis
the risk arising out of foreign exchange rate is prepared on the net unhedged exposure of the
movement on foreign currency borrowings or Company as at the reporting date. 1% represents
creditors. Further, to hedge foreign currency management’s assessment of reasonably
future transactions in respect of which firm possible change in foreign exchange rate.
commitment are made or which are highly
H in crore
Particulars Impact on Profit before tax Impact on Pre-tax Equity
For the year ended For the year ended
March 31, 2021 March 31, 2020 March 31, 2021 March 31, 2020
USD Sensitivity
RUPEES / USD – Increase by 1% (214.27) (159.94) (214.27) (159.94)
RUPEES / USD – Decrease by 1% 214.27 159.94 214.27 159.94
EURO Sensitivity
RUPEES / EURO – Increase by 1% (0.05) (0.61) (0.05) (0.61)
RUPEES / EURO – Decrease by 1% 0.05 0.61 0.05 0.61
SGD Sensitivity
RUPEES / SGD – Increase by 1% * (0.01) * (0.01)
RUPEES / SGD – Decrease by 1% * 0.01 * 0.01
AUD Sensitivity
RUPEES / AUD – Increase by 1% 0.86 0.97 0.86 0.97
RUPEES / AUD – Decrease by 1% (0.86) (0.97) (0.86) (0.97)
BDT Sensitivity
RUPEES / BDT – Increase by 1% 0.10 - 0.10 -
RUPEES / BDT – Decrease by 1% (0.10) - (0.10) -
GBP Sensitivity
RUPEES / GBP – Increase by 1% * - * -
RUPEES / GBP – Decrease by 1% * - * -
* Figures being nullified on conversion to H in crore

(contd.)
(iii) Equity price risk Credit risk from balances with banks, financial
The Company’s non-listed equity securities institutions and other counter parties is
are susceptible to market price risk arising managed by the Company’s treasury department
from uncertainties about future values of the in accordance with the Company’s policy.
investment securities. The Company manages Investments of surplus funds are made only with
the equity price risk through diversification approved counterparties and within credit limits
and by placing limits on individual and total assigned to each counterparty. Counterparty
equity instruments. Reports on the equity credit limits are reviewed by the Company’s
portfolio are submitted to the Company’s senior Board of Directors on an annual basis, and may
management on a regular basis. The Company’s be updated throughout the year subject to
Board of Directors reviews and approves all approval of the Company’s Finance Committee.
equity investment decisions. The limits are set to minimise the concentration
of risks and therefore mitigate financial loss
The Company has given corporate guarantees
through counterparty’s potential failure to make
and pledged part of its investment in equity in
payments. The Company further mitigate credit
order to fulfil the collateral requirements of the
risk of counter parties by obtaining adequate
subsidiaries and joint ventures companies. The
securities including undertaking from creditable
counterparties have an obligation to return the
parties.
guarantees/ securities to the Company. There
Corporate Guarantees given to banks and
are no other significant terms and conditions
financial institutions against credit facilities
associated with the use of collateral.
availed by the subsidiaries and joint ventures H
b) Credit risk 3,956.79 crore (previous year H2,344.87 crore)
Credit risk is the risk that counterparty will Concentrations of Credit risk form part of
not meet its obligations under a financial Credit risk
instrument or customer contract, leading to a Considering that the Company operates the
financial loss. The Company is exposed to credit port services and provide related infrastructure
risk from its operating activities (primarily trade services, the Company is significantly dependent
receivables and other financial assets) and from on such customers located at Mundra. Out
its financing activities, including loans to others, of total income from port operations, the
deposits with banks, financial institutions & Company earns 47 % revenue (previous year 45
others, foreign exchange transactions and other %) from such customers, and with some of these
financial assets. customers, the Company has long term cargo
Customer credit risk is managed by the contracts. As at March 31, 2021, receivables from
Company’s established policy, procedures such customer constitute 41 % (previous year
and control relating to customer credit risk 43%) of total trade receivables. A loss of these
management. Credit quality of a customer is customer could adversely affect the operating
assessed based on an extensive evaluation and result or cash flow of the Company.
individual credit limits are defined in accordance
c) Liquidity risk
with this assessment.
Liquidity risk is the risk that the Company
An impairment analysis is performed at each
will encounter difficulty in raising funds to
reporting date on an individual basis for major
meet commitments associated with financial
clients. In addition, a large number of minor
instruments that are settled by delivering cash
receivables are grouped into homogenous
or another financial asset. Liquidity risk may
groups and assessed for impairment collectively.
result from an inability to sell a financial asset
The calculation is based on exchange losses
quickly at close to its fair value.
historical data.


(contd.)
The Company has an established liquidity risk sufficient cash to meet all its normal operating
management framework for managing its short commitments in a timely and cost-effective
term, medium term and long term funding manner.
and liquidity management requirements. The
The table below analyses derivative and non-
Company’s exposure to liquidity risk arises
derivative financial liabilities of the Company
primarily from mismatches of the maturities of
into relevant maturity groupings based on the
financial assets and liabilities. The Company
remaining period from the reporting date to the
manages the liquidity risk by maintaining
contractual maturity date. The amounts disclosed
adequate funds in cash and cash equivalents.
in the table are the contractual undiscounted
The Company also has adequate credit facilities
cash flows.
agreed with banks to ensure that there is
H in crore
Particulars Refer Less than 1 to 5 Over 5 Total Carrying
Note 1 year years years Value
As at March 31, 2021
Borrowings (including bills discounted) 14, 15 & 2,857.85 9,108.59 22,068.76 34,035.20 33,807.16
17
Interest on borrowings 15 1,637.43 5,466.50 2,826.62 9,930.55 585.61
Trade Payables 18 216.69 - - 216.69 216.69
Lease Liabilities (Including finance 15 12.77 62.32 170.60 245.69 144.37
charge)
Other Financial Liabilities 15 336.79 17.31 2.93 357.03 357.03
Total 5,061.53 14,654.72 25,068.91 44,785.16 35,110.86
H in crore
Borrowings (including bills discounted) 14, 15 & 4,172.88 11,771.24 13,040.58 28,984.70 28,899.25
17
Interest on borrowings 15 1,341.63 3,963.82 1,995.14 7,300.59 319.90
Trade Payables 18 217.65 - - 217.65 217.65
Lease Liabilities (Including finance 15 10.32 52.23 156.01 218.56 124.48
charge)
Other Financial Liabilities 15 564.83 12.70 2.16 579.69 579.69
Total 6,307.31 15,799.99 15,193.89 37,301.19 30,140.97
Note:
The table has been drawn up based on the undiscounted contractual maturities of the financial liabilities including
interest that will be paid on those liabilities upto the maturity of the instruments, ignoring the refinancing
options available with the Company. The amounts included above for variable interest rate instruments for non
derivative liabilities is subject to change if changes in variable interest rates differ to those estimates of interest
rates determined at the end of the reporting period.

(contd.)
32.4 Capital management
For the purposes of the company’s capital management, capital includes issued capital and all other equity.
The primary objective of the company’s capital management is to maximize shareholder value. The Company
manages its capital structure and makes adjustments in the light of changes in economic environment and the
requirements of the financial covenants.
The company monitors capital using gearing ratio, which is net debt (total debt less cash and bank balance &
Investments in Mutual Fund) divided by total capital plus net debt.
H In crore
Total Borrowings (including bills discounting) (refer note 14, 15 and 17) 33,807.16 28,899.25
Less: Cash and bank balance & Investments in Mutual Fund (refer 3,545.25 4,456.26
note 7,10,11)
Net Debt (A) 30,261.91 24,442.99
Total Equity (B) 21,801.28 19,865.17
Total Equity and Net Debt (C = A + B) 52,063.19 44,308.16
Gearing ratio 58% 55%
In order to achieve this overall objective, the Company’s capital management, amongst other things, aims to
ensure that it meets financial covenants attached to the interest-bearing loans and borrowings that define
capital structure requirements. Breaches in meeting the financial covenants would permit the bank to
immediately call loans and borrowings. There have been no breaches in the financial covenants of any interest-
bearing loans and borrowing in the current period.
No changes were made in the objectives, policies or processes for managing capital during the years ended
March 31, 2021 and March 31, 2020.
33 Information required to be furnished as per Section 22 of the Micro, Small and Medium Enterprises
Development Act, 2006 (MSMED Act) and Schedule III of the Companies Act, 2013 for the year ended
March 31, 2021. This information has been determined to the extent such parties have been identified on
the basis of information available with the Company and relied upon by auditors.
H In crore
Sr. Particulars March 31, 2021 March 31, 2020
No
i) Principal amount and interest due thereon remaining unpaid
to any supplier as at the end of each accounting year.
Principal 1.94 0.58
Interest Nil Nil
ii) The amount of interest paid by the buyer in terms of section Nil Nil
16, of the Micro Small and Medium Enterprise Development
Act, 2006 (27 of 2006), along with the amounts of the
payment made to the supplier beyond the appointed day
during each accounting year.
iii) The amount of interest due and payable for the period of Nil Nil
delay in making payment (which have been paid but beyond
the appointed day during the year) but without adding the
interest specified under Micro Small and Medium Enterprise
Development Act, 2006.


33 (contd.)
H In crore
No
iv) The amount of interest accrued and remaining unpaid at the Nil Nil
end of each accounting year
v) The amount of further interest remaining due and payable Nil Nil
even in the succeeding years until such date when the
interest dues as above are actually paid to the small
enterprise for the purpose of disallowance as a deductible
expenditure under section 23 of MSMED Act 2006.
34 Capital Commitments and Other Commitments

(i) Capital Commitments
Estimated amount of contract [net of security deposits amounting to H683.63 crore (previous year H323.63
crore) included in note 7 and advances] remaining to be executed on capital account and not provided for
H2,681.86 crore (previous year H1,226.34 crore) pertains to various projects to be executed during the next
5 years.
(ii) Other Commitments
a) The port projects of subsidiary companies viz. The Dhamra Port Company Limited (“DPCL”), Adani Vizhinjam
Port Private Limited (“AVPPL”) and joint venture Adani International Container Terminal Private Limited (“AICTPL”)
have been funded through various credit facility agreements with banks. Against the said facilities availed by
the aforesaid entities from the banks, the Company has pledged its shareholding in the subsidiary / joint venture
companies and executed Non Disposal Undertaking, the details of which is tabulated below :-
The details of shareholding pledged by the Company is as follows :
Particulars % of Non disposal undertaking % of Share Pledged of the total
(Apart from pledged) shareholding of investee company
Adani International Container 50.00% 24.97% - 25.03%
Terminal Private Limited
Adani Vizhinjam Port Private 70.00% - 30.00% -
Limited
The Dhamra Port Company 21.00% - 30.00% 30.00%
Limited
b) Contract/ Commitment for purchase of certain supplies. Advance given H231.20 crore (previous year H356.95
crore)
c) The Company has provided a letter of support to few subsidiaries to provide financials support if and when
needed to meet its financials obligation.

35 Contingent Liabilities not provided for

H In crore
No
a) Certain facilities availed by the subsidiaries and joint ventures and 868.67 1,941.46
other group company against credit facilities sanctioned to the
Company.
b) Bank Guarantees given to government authorities and banks 291.54 291.54
(also includes DSRA bank guarantees given to bank on behalf of
subsidiaries and erstwhile subsidiaries.)
c) Civil suits filed by the Customers for recovery of damages against 0.94 0.94
certain performance obligations. The said civil suits are currently
pending with various Civil Courts in Gujarat. The management is
reasonably confident that no liability will devolve on the Company in
this regard and hence no provision is made in the books of accounts
towards these suits.
d) Show cause notices from the Custom Authorities against duty on 0.14 0.14
port related cargo. The Company has given deposit of H0.05 crore
(previous year H0.05 crore) against the demand. The management
is reasonably confident that no liability will devolve on the Company
and hence no liability has been recognised in the books of accounts.
e) Customs department notice for wrongly availing duty benefit - 0.25
exemption under DFCEC Scheme on import of equipment. The
Company has filed its reply to the show cause notice with Deputy
Commissioner of Customs, Mundra and since, no action was taken
by Deputy Commissioner of Customs, Company filed petition before
Gujarat High Court requesting to quash the show cause notice on
the ground of delayed adjudication. High Court vide judgment dated
February 26, 2021 quashed & set aside the show cause notice as a
result of which there is no liability against the company.
f) Various show cause notices received from Commissioner/ Additional 32.63 32.63
Commissioner/ Joint Commissioner/ Deputy Commissioner of
Customs and Central Excise, Rajkot and Commissioner of Service
Tax, Ahmedabad and appeals there of, for wrongly availing of Cenvat
credit/ Service tax credit and Education Cess credit on input services
and steel, cement and other fixed assets during financial year 2006-
07 to 2016-17. In similar matter, the Excise department has demanded
recovery of the duty along with penalty and interest thereon. The
Company has given deposit of H4.50 crore (previous Year H4.50 crore
) against the demand. These matters are pending before the Supreme
Court, the High Court of Gujarat, Commissioner of Central Excise
(Appeals), Rajkot and Commissioner of Service Tax, Ahmedabad. The
Company has taken an external opinion in the matter based on which
the management is of the view that no liability shall arise on the
Company. Further, during the earlier year, the Company has received
favourable order from High Court of Gujarat against demand in
respect of dispute relating to financial year 2005-06 and favourable
order from CESTAT against similar demand in respect of dispute
relating to FY 2005-06 to FY 2010 -11 (up to Sept 2011). (refer note
j below)


35 Contingent Liabilities not provided for (contd.)

H In crore
No
g) Show cause notices received from Commissioner of Customs and 6.90 6.90
Central Excise, Rajkot and appeal thereof in respect of levy of service
tax on various services provided by the Company and wrong availment
of CENVAT credit by the Company during financial year 2009-10
to 2011-12. These matters are currently pending at High Court of
Gujarat H6.72 crore (previous Year H6.72 crore); and Customs, Excise
and Service Tax Appellate Tribunal, Ahmedabad H0.15 crore (previous
Year H0.15 crore) and Commissioner of Service Tax Ahmedabad H0.03
crore (previous Year H0.03 crore). The Company has taken an external
opinion in the matter based on which the management is of the view
that no liability shall arise on the Company.
h) Commissioner of Customs, Ahmedabad has demanded vide letter 2.00 2.00
no.4/Comm./SIIB/2009 dated November 25, 2009 for recovery of
penalty in connection with import of Air Craft which is owned by
Karnavati Aviation Private Limited (Formerly known as Gujarat Adani
Aviation Private Limited.), subsidiary of the Company. Company has
filed an appeal before the Customs, Excise and Service Tax Appellate
Tribunal against the demand order, the management is reasonably
confident that no liability will devolve on the Company and hence no
liability has been recognized in the books of account.
i) The Company’s tax assessments is completed till assessment 125.81 125.81
year 2016-17, pending appeals with High Court/Supreme Court for
Assessment Year 2008-09 to AY 2010-11, Appellate Tribunal for
Assessment Year 2011-12 to 2016-17. During the year, the Company
has received a favourable order from CIT(Appeals) for Assessment
Year 2013-14 to 2016-17. During the previous year, the Company has
received a favourable order from CIT (Appeals) for Assessment Year
2012-13. The management is reasonably confident that no liability
will devolve on the Company.
j) During the Previous Year, an Amnesty Scheme, Sabka Vishwas Legacy Dispute Resolution Scheme has
been introduced by the Central Government to settle pending litigations under Central Excise & Service
Tax Law. Any Tax amount payable under the Scheme is required to be paid by cash and cannot be paid
by utilizing the ITC balance and litigations once settled under this Scheme shall never be reopened
from either side. The Company had opted for the said scheme and accordingly the Company had settled
pending litigations amounting to H10.45 crore in previous year (including SCNs received in the previous
year H4.30 crore).

36 The following are the details of loans and advances in the nature of loans given to subsidiaries, associates
and other entities in which directors are interested in terms of regulation 53 (F) read together with para A
of Schedule V of SEBI ( Listing Obligation and Disclosure Regulation, 2015).
H In crore
Sr. No Particulars Outstanding Maximum amount
amount as at outstanding during
the year
2021 2020 2021 2020
(i) Adani Logistics Limited - 360.32 360.32 801.57
(ii) Adani Kandla Bulk Terminal Private Limited 820.76 1,234.62 1,291.30 1,234.62
(iii) The Dhamra Port Company Limited 865.04 1,341.24 1,561.40 1,722.45
(iv) Adani Petronet (Dahej) Port Private Limited 50.39 170.25 188.93 321.29
(v) Adani Murmugao Port Terminal Private Limited 413.43 380.95 424.61 395.95
(vi) Adani Ennore Container Terminal Private 378.29 802.76 878.29 802.76
Limited
(vii) Adani Hazira Port Limited 1,300.00 1,435.00 1,535.00 1,793.00
(viii) Adani Vizag Coal Terminal Private Limited (refer 417.61 390.01 417.61 390.01
note 4 (b) (i))
(ix) Karnavati Aviation Private Limited 47.68 48.07 71.78 48.07
(x) Adani Kattupalli Port Limited 18.42 22.70 25.22 22.70
(xi) Shanti Sagar International Dredging Limited - 9.50 74.38 98.15
(xii) Mundra SEZ Textile and Apparel Park Private 29.08 31.05 31.05 31.05
Limited
(xiii) Adani Vizhinjam Port Private Limited 903.48 1,553.66 1,599.82 1,553.66
(xiv) Mundra International Airport Private Limited 0.55 1.76 3.64 2.65
(xv) Adani Hospitals Mundra Private Limited 0.86 0.64 0.86 0.64
(xvi) MPSEZ Utilities Limited - 0.10 0.10 6.10
(xvii) Adani Mundra LPG Terminal Private Limited - - - 571.00
(xviii) Adani Total Private Limited 68.00 68.00 68.00 627.37
(xix) Adani Warehousing Services Private Limited 8.80 - 10.71 -
(xx) Abbot Point Operations Pty Limited 86.34 92.15 92.15 98.04
(xxi) Adani CMA Mundra Container Terminal Private 267.22 276.56 276.56 477.76
Limited
(xxii) Adani International Container Terminal Private 484.05 987.81 987.81 1,011.28
Limited
(xxiii) Marine Infrastructure Developer Private Limited 197.56 460.85 528.21 535.85
(xxiv) Dholera Infrastructure Private Limited 4.91 4.91 4.91 4.91
(xxv) Dholera Port & Special Economic Zone Limited 4.22 4.22 4.22 4.22
(xxvi) Adani Dhamra LPG Terminal Private Limited - 1.85 1.85 1.85
(xxvii) Madurai Infrastructure Private Limited - - - 228.50
(xxviii) Adani Krishnapatnam Port Limited (formerly 6,576.50 - 6,873.50 -
known as Krishnapatnam Port Company
Limited)
(xxix) Adani Bangladesh Ports Private Limited 9.58 - 10.03 -
(xxx) Dighi Port Limited 704.71 - 704.71 -
(xxxi) Adani Mundra Port Holding Pte. Limited 182.88 0.11 183.08 0.11
(xxxii) Adani International Terminal Pte Limited 1,108.49 959.20 1,253.22 959.20
Note -All loans are given on interest bearing except loan to Dholera Infrastructure Private Limited, Dholera Port
& Special Economic Zone Limited, Karnavati Aviation Private Limited, Adani Hospitals Mundra Private Limited,
Mundra International Airport Private Limited, Abbot Point Operations Pty Limited and Adani Bangladesh Port
Private Limited


37 Disclosure of significant interest in subsidiaries and joint ventures as per Ind AS 27 para 17.
Sr. No Name of Entities Relationship Place of Business Ownership %
(i) Adani Logistics Limited Subsidiary India 100
(ii) Karnavati Aviation Private Limited Subsidiary India 100
(iii) MPSEZ Utilities Limited Subsidiary India 100
(iv) Mundra SEZ Textile and Apparel Park Private Subsidiary India 50
Limited
(v) Adani Murmugao Port Terminal Private Limited Subsidiary India 100
(vi) Mundra International Airport Private Limited Subsidiary India 100
(vii) Adani Hazira Port Limited Subsidiary India 100
(viii) Adani Petronet (Dahej) Port Private Limited Subsidiary India 74
(ix) Madurai Infrastructure Private Limited Subsidiary India 100
(formerly known as Mundra LPG Infrastructure
Private Limited)
(x) Adani Vizag Coal Terminal Private Limited Subsidiary India 100
(xi) Adani Kandla Bulk Terminal Private Limited Subsidiary India 100*
(xii) Adani Warehousing Services Private Limited Subsidiary India 100
(xiii) Adani Ennore Container Terminal Private Limited Subsidiary India 100
(xiv) Adani Hospitals Mundra Private Limited Subsidiary India 100
(xv) The Dhamra Port Company Limited Subsidiary India 100
(xvi) Shanti Sagar International Dredging Limited Subsidiary India 100
(xvii) Abbot Point Operations Pty Limited Subsidiary Australia 100
(xviii) Adani Vizhinjam Port Private Limited Subsidiary India 100
(xix) Adani Kattupalli Port Limited Subsidiary India 100
(xx) The Adani Harbour Services Limited Subsidiary India 100
(xxi) Mundra International Gateway Terminal Private Subsidiary India 100
Limited
(xxii) Adani International Terminals Pte Ltd Subsidiary Singapore 100
(xxiii) Dholera Infrastructure Private Limited Subsidiary India 49
(xxiv) Adinath Polyfills Private Limited Subsidiary India 100
(Acquisition of Controlling Interest in Equity
Shares of Company)
(xxv) Marine Infrastructure Developer Private Limited Subsidiary India 97
(xxvi) Adani Mundra Port Holding Pte Limited Subsidiary Singapore 100
(xxvii) Mundra Crude Oil Terminal Private Limited Subsidiary India 100
(xxviii) Adani Tracks Management Services Private Subsidiary India 100
Limited
(xxix) Adani Pipelines Private Limited Subsidiary India 100
(xxx) Adani Bangladesh Ports Private Limited Subsidiary Bangladesh 100
(xxxi) Adani Krishnapatnam Port Limited [acquired on Subsidiary India 75
October 01, 2020]
(xxxii) Dighi Port Limited [acquired on February 15, Subsidiary India 100
2021)
(xxxiv) Aqua Desilting Private Limited Subsidiary India 100
(xxxv) Adani International Container Terminal Private Joint India 50
Limited Ventures
(xxxvi) Adani CMA Mundra Terminal Private Limited India 50
* Includes beneficial ownership of 26% of equity interest in aforesaid subsidiary (refer note 4 (c)).

38 The Company had entered into preliminary under Section 230 to 232 and other applicable
agreement dated September 30, 2014 with a party provisions of the Companies Act, 2013 and
for development and maintenance of Liquefied the Rules framed thereunder (“the Act”).
Natural Gas (“LNG”) terminal infrastructure The said Scheme is effective upon approval
facilities at Mundra (“the LNG Project”). of shareholders, creditors, Hon’ble National
During the previous year ended March 31, 2020, Company Law Tribunal and other regulatory
due to the disputes between the Company and and statutory approvals as applicable.
Customer with respect to construction, operation b) On March 03, 2021, the Company had
and maintenance of the LNG Project, Interim announced that it will be acquiring stake of
settlement and Arbitration Agreement dated 31.50% in Gangavaram Port Limited (“GPL”)
December 24, 2019 was executed. Pursuant from existing shareholder of GPL subject to
thereto, H666 crore has been received and necessary regulatory approvals. The Company
arbitration has been invoked by the Company. On has completed acquisition of 31.50% equity
July 08, 2020, the Company has filed its claim stake of GPL on April 16, 2021. On March 13,
before Arbitral Tribunal. On October 07, 2020, 2021, the Company has announced that it
the customer has also filed counter claim before will be acquiring controlling stake of 58.10%
Arbitral Tribunal. Pending further developments, in GPL from existing shareholders of GPL
no revenue or expenses has been recorded till subject to necessary regulatory approvals.
March 2021.
41 Company’s subsidiary in Myanmar has signed a
39 The Code on Wages, 2019 and Code of Social contract for setting up a greenfield project i.e.
Security, 2020 (“the Codes”) relating to employee an International Container Terminal, in Yangon,
compensation and post-employment benefits had Myanmar in May 2019 and has invested USD 127
received Presidential assent but the related rules million on the project upto March 31, 2021. The
thereof for quantifying the financial impact have Company continues to estimate the feasibility of
not been notified. The Company will assess the this project to be viable. However, in light of the
impact of the Codes when the rules are notified Military coup in Myanmar and sanctions imposed
and will record any related impact in the period by the United States on Myanmar Economic
the Codes become effective. Corporation, the Company has obtained US
based counsel’s view on its legal compliance
40 a) On March 03, 2021, the board of directors position (which confirms that there is no legal
have approved the Composite Scheme non-compliance) and is proactively approaching
of Arrangement between the Company the Office of Foreign Assets Control (OFAC) of
and Brahmi Tracks Management Services US Department of Treasury operations, to make
Private Limited (“Brahmi”) and Adani Tracks sure that it is not in violation of the sanctions due
Management Services Private Limited (“Adani to the recent developments. Company is also in
Tracks”) and Sarguja Rail Corridor Private touch with Indian embassy in Myanmar to ensure
Limited (“Sarguja”) and their respective safety of the employees.
shareholders and creditors (the ‘Scheme’)


42 Adani Vizhinjam Port Private Limited (“AVPPL”), adverse action including termination of the
a subsidiary of the Company, was awarded Concession Agreement and levying liquidated
Concession Agreement (“CA”) dated August 17, damages at a rate of 0.1% of the amount of
2015 by Government of Kerala for development of performance security for each day of delay in
Vizhinjam International Deepwater Multipurpose project completion in terms of the CA.
Seaport (“Project”). In terms of the CA the The management represent that the project
scheduled Commercial Operation Date (“COD”) of development is progressing with revised timelines
the Project was December 03, 2019 extendable which has to be agreed with authorities and
to August 30, 2020 with certain conditions. As during the year, AVPPL received acknowledgment
at reporting date, the Project development is on achievement of Milestone III as per the terms
still in progress although COD date is past due in of the CA from the Authorities on November 30,
terms of CA. During the current year and earlier 2020. The Ministry of Environment & Forests
years, AVPPL has made several representations (MoEF) has also extended validity of the
to Vizhinjam International Sea Port Limited Environmental Clearance from January 2019 to
(“VISL”, the Implementing Agency on behalf January 2024 on the proposal of VISL. As per
of the Government) and Department of Ports, management commitment to develop the project,
Government of Kerala in respect difficulties faced on February 02, 2021, AVPPL has availed additional
by AVPPL including reasons attributable to the Equity Funding of H697.04 crore from Adani Ports
government authorities and Force Majeure events and Special Economic Zone Limited (“APSEZ”) to
such as Ockhi Cyclone, High Waves, National meet the requirement of Equity Funding as per
Green Tribunal Order and COVID 19 pandemic etc. the Approved Financial Package and on February
which led to delay in development of the project 08, 2021 AVPPL has also availed term loan
and AVPPL not achieving COD. disbursement from Bank of H500 crore for funding
Considering the above reasons and authorities’ for the Project development. Based on the above
rights to terminate the CA on completion of developments and on the basis of favorable legal
extendable COD date, AVPPL issued a Notice of opinion from the external legal counsel in respect
Disputes to Secretary and Principle Secretary of of likely outcome of the arbitration proceedings,
Ports, Government of Kerala under Clause 45.1 the management believes that it is not likely to
of the CA on July 26, 2020 followed by a Notice have significant financial impact of the disputes
of Conciliation on August 04, 2020 under Clause which is required to be considered in the financial
45.2 of the CA. On November 07, 2020, AVPPL statements for the year ended March 31, 2021.
issued a Notice of Arbitration in terms of Clause
45.3 of the CA which led to commencement of the 43
The Company’s management has made
arbitration proceedings through appointment of assessment of likely impact from the COVID-19
the nominee arbitrator on behalf of the Authorities pandemic on business and financial risks based
and presiding arbitrator respectively on the on internal and external sources. The Company
matter w.e.f. February 05, 2021 and February 25, has also considered the possible effects of
2021 respectively. The first procedural hearing on COVID-19 on the carrying amounts of its financial
the arbitration matters were held on March 13, and non-financial assets and debt covenants
2021 wherein terms of arbitration and course of using reasonably available information, estimates
action has been discussed and agreed between and judgments and has determined that none of
the parties and the matter is presently sub judice. these balances require a material adjustment to
As at reporting date, pending resolution of their carrying values. Further, the management
disputes with the VISL authorities and arbitration does not see any medium to long term risks in the
proceedings in progress, the Government ability of the Company to meet its liabilities as
Authorities continue to have right to take certain and when they fall due.

44 Standards issued but not effective ii) On April 16, 2021, the Company has
As at the date of issue of financial statements, completed acquisition of 31.50% equity stake
there are no new standards or amendments of Gangavaram Port Limited.
which have been notified by the MCA but not yet iii) On April 19, 2021, the Company has allotted
adopted by the Company. Hence, the disclosure is 1,00,00,000 equity shares having face value
not applicable. of H2 each on preferential basis to Windy
Lakeside Investment Limited at an issue price
45 Event occurred after the Balance Sheet of H800 per share (including premium of H798
per share).
Date
iv) The Board of Directors of the Company has
i) The Company has entered into share purchase
recommended Equity dividend of H5 per equity
agreement on April 4, 2021 to acquire balance
share (previous year Nil) on 2,041,751,761
25% equity stake of the Adani Krishnapatnam
equity shares.
Port Limited from its erstwhile promoters.
For and on behalf of the Board of Directors

Chairman and Managing Director Director
DIN : 00006273 DIN : 00006322

DIN: 03088095
Kamlesh Bhagia
Company Secretary
Place : Ahmedabad
Date : 04 May, 2021

Consolidated
Financial
Statements

Independent Auditor’s Report
To
The Members of
Report on the Audit of the Consolidated Chartered Accountants of India (ICAI) together with
Financial Statements the ethical requirements that are relevant to our audit
of the consolidated financial statements under the
Opinion provisions of the Act and the Rules made thereunder,
We have audited the accompanying consolidated and we have fulfilled our other ethical responsibilities
financial statements of Adani Ports and Special in accordance with these requirements and the ICAI’s
Economic Zone Limited (”the Parent”) and its Code of Ethics. We believe that the audit evidence
subsidiaries, (the Parent and its subsidiaries together obtained by us and the audit evidence obtained by
referred to as “the Group”) which includes the Group’s other auditors in terms of their reports referred to in
share of loss in its associate and joint ventures, the sub-paragraphs (a) and (b) of the Other Matters
which comprise the Consolidated Balance Sheet as section below, is sufficient and appropriate to provide
at March 31, 2021, and the Consolidated Statement a basis for our audit opinion on the consolidated
of Profit and Loss (including Other Comprehensive financial statements.
Income), the Consolidated Statement of Changes in
Emphasis of Matter
Equity and the Consolidated Statement of Cash Flows
for the year then ended, and a summary of significant We draw attention to:
accounting policies and other explanatory information (i) Note 43 to the consolidated financial statement,
(hereinafter referred to as “the Consolidated Financial regarding the management’s impairment
Statements”). assessment of property, plant and equipment of
H 11.42 crores and intangible assets of H 1,031.20
In our opinion and to the best of our information and
crores, as at 31 March 2021 being considered
according to the explanations given to us, and based
recoverable based on the future operational plans
on the consideration of reports of other auditors
and cash flows wherein the projections are made
on separate financial statements of subsidiaries,
based on various judgements and estimates
and joint ventures referred to in the Other Matters
related to cargo traffic, port tariffs, inflation,
section below, the aforesaid consolidated financial
discount rates and implications expected to arise
statements give the information required by the
from COVID-19 pandemic, wherein the actuals
Companies Act, 2013 (“the Act”) in the manner so
could vary, in case of Adani Murmugao Port
required and give a true and fair view in conformity
Terminal Private Limited and Adani Kandla Bulk
with the Indian Accounting Standards prescribed
Terminal Private Limited and also considering
under section 133 of the Act read with the Companies
the expected relaxation to be received for
(Indian Accounting Standards) Rules, 2015, as
revenue share on storage charge in case of Adani
amended (‘Ind AS’), and other accounting principles
Murmugao Terminal Private Limited. Accordingly,
generally accepted in India, of the consolidated state
for the reasons stated therein in the said Note, no
of affairs of the Group as at March 31, 2021, and
provision towards impairment of carrying values
their consolidated profit, their consolidated total
of the aforesaid property, plant and equipment
comprehensive income, their consolidated cash flows
and intangible assets is considered necessary at
and their consolidated changes in equity for the year
this stage
ended on that date.
(ii) Note 46 to the consolidated financial Statement,
Basis for Opinion which describes the matter relating to delay
We conducted our audit of the consolidated financial in achievement of scheduled commercial
statements in accordance with the Standards on operation date (“COD” i.e. December 03, 2019)
Auditing specified under section 143 (10) of the Act of the development of international deep-water
(SAs). Our responsibilities under those Standards are multipurpose seaport being constructed by
further described in the Auditor’s Responsibility for Adani Vizhinjam Port Private Limited (“AVPPL”)
the Audit of the Consolidated Financial Statements at Vizhinjam, Kerala (the “Project”), as stipulated
section of our report. We are independent of the Group under the relevant concession agreement
and its associate and joint ventures in accordance (“Agreement”) and status of arbitration
with the Code of Ethics issued by the Institute of proceedings initiated by AVPPL to resolve

disputes with the Government authorities over How the Key Audit Matter Was Addressed in the
various matters relating to development of the Audit
project, which led to delay in achieving scheduled
Our audit procedures related to forecasts of future
COD, as at reporting date, detailed in the said
revenue and operating margin and selection of the
note.
discount rate for these SCAs included the following,
Our report is not modified in respect of these matters. among others:
Key Audit Matters Our audit procedures related to forecasts of future

revenue and operating margin and selection of the
Key audit matters are those matters that, in our
discount rate for these assets included the following,
professional judgment, were of most significance in
among others:
our audit of the consolidated financial statements of
the current period. These matters were addressed in • Evaluated the Design and Implementation of
the context of our audit of the consolidated financial the relevant internal controls and tested the
statements as a whole, and in forming our opinion operating effectiveness of such internal controls
thereon, and we do not provide a separate opinion over impairment assessment process, which inter-
on these matters. We have determined the matters alia included the management’s control over
described below to be the key audit matters to be reasonableness of the assumptions considered to
communicated in our report. forecast future revenues and operating margin,
and the selection of the discount rate.
Property, plant and Equipment & Intangible • We obtained the impairment assessment
assets for Service Concession Arrangement calculations from the management and performed
— Refer to Note 43 to the consolidated the following substantive procedures:
financial statements - Evaluated the reasonableness of revenue related
assumptions considered in the projections with
Key Audit Matter Description the company’s historical revenue growth and
The Group has entered into Service Concession internal communications to management, Audit
Arrangement (“SCAs”) for its port facilities at Kandla Committee and the Board of Directors
and Goa. The cost of infrastructure facilities forming - Evaluated the appropriateness of other key
part of the SCAs are classified as Intangible assets assumptions considered, in developing the
along with certain tangible assets. As of March 31, projections by considering the historical
2021, the aggregate carrying value of these assets is accuracy of the Company’s estimates in the
H1,042.62 crores. prior periods.
The Group has carried out detailed evaluation of • With internal fair-value specialists, we
recoverable values of such tangible and intangible evaluated the reasonableness of (1) the
assets considering various factors, as further valuation methodology and (2) the discount
explained in Note 43 to the consolidated financial rate considered, by testing the source
statements. The Company used the discounted information underlying the determination
cash flow model to estimate recoverable value, of the discount rate and the mathematical
which requires management to make significant accuracy of the calculation.
estimates and assumptions related to forecasts of
future revenues and discount rates. Based on such • Developing a range of independent estimates
assessment the management has concluded that the and comparing those to the discount rate
carrying value of assets are good and recoverable. Any selected by management.
adverse changes in these assumptions could have a Performed a sensitivity analysis to determine the
significant impact on either the recoverable value, or effect of variation in the cash flow estimates.
the amount of any impairment charge, or both.
Business Combinations — Krishnapatanam
We focused on this area as Key Audit Matter due to
the size/materiality of the balances of the tangible
Port Company Limited (“KPCL”) Refer to
and intangible assets and due to the multitude of Note 38(i) to the consolidated financial
factors and assumptions involved in determining the statements
forecasted revenues/cash flows and discount rate in
Key Audit Matter Description
the projection period requiring significant judgments
to estimate the recoverable values During the current financial year, as further explained
in Note 38 to the consolidated financial statements,

the Group acquired controlling interest in KPCL the Company’s management for fair value analysis
for a consideration of H 10,522.59 crore. The Group of tangible and intangible assets
accounted for the acquisition at fair-values of
the net assets acquired, including intangibles, in Information Other than the Financial
accordance with Ind AS 103 – Business Combinations. Statements and Auditor’s Report Thereon
Accordingly, the purchase price was allocated to the • The Parent’s Board of Directors is responsible for the
assets acquired and liabilities (including contingent other information. The other information comprises
liabilities, if any) assumed based on their fair values the information included in the Director’s report
on their respective acquisition dates. of even date and annexures thereof, but does not
The determination of such fair values for the purpose include the consolidated financial statements,
of purchase price allocation was considered to be standalone financial statements and our auditor’s
a key focus area of our audit as the fair valuation report thereon.
process involves judgments and estimates such • Our opinion on the consolidated financial
as appropriateness of the valuation methodology statements does not cover the other information
applied and the discount rates applied to future cash and we do not express any form of assurance
flow forecasts. conclusion thereon.
• In connection with our audit of the consolidated
How the Key Audit Matter Was Addressed in the
financial statements, our responsibility is to read
Audit the other information, compare with the financial
Our audit procedures related to the reasonability statements of the subsidiaries and its joint
of the fair values assigned to assets acquired and ventures audited by the other auditors, to the
liabilities assumed included the following: extent it relates to these entities and, in doing so,
• Evaluated the Design and Implementation of place reliance on the work of the other auditors
relevant internal controls and tested the operating and consider whether the other information is
effectiveness of such internal controls over materially inconsistent with the consolidated
the purchase price allocation process, which financial statements or our knowledge obtained
inter-alia included management’s control over during the course of our audit or otherwise appears
reasonableness of various assumptions and to be materially misstated. Other information so far
estimates made to determine fair values of the net as it relates to subsidiaries and its joint ventures,is
assets acquired. traced from their financial statements audited by
the other auditors.
• We obtained from the management, the report
obtained by the management from its external • If, based on the work we have performed, we
experts for determining the fair values of assets conclude that there is a material misstatement of
acquired and liabilities (including contingent this other information, we are required to report
liabilities) assumed and performed the following that fact. We have nothing to report in this regard.
substantive procedures: Management’s Responsibility for the
• Determination of the purchase consideration Consolidated Financial Statements
transferred by the Group for the acquisition with
The Parent’s Board of Directors is responsible for
the share purchase agreement
the matters stated in section 134(5) of the Act with
• With the assistance of our internal fair value respect to the preparation of these consolidated
specialists, we evaluated (1) the appropriateness financial statements that give a true and fair view
of the valuation methodologies / models used to of the consolidated financial position, consolidated
determine the fair values for identified tangible financial performance including other comprehensive
and intangibles assets and (2) determined the income, consolidated cash flows and consolidated
appropriateness of the fair values as determined changes in equity of the Group including its associate
by the management’s experts by assessing the and joint ventures in accordance with the Ind AS
reasonableness of the key valuation assumptions and other accounting principles generally accepted
viz. discount rate / contributory asset charge, as in India. The respective Board of Directors of the
applicable including testing the source information companies included in the Group and of its associate
underlying the determination of the discount and joint ventures are responsible for maintenance
rate, testing the mathematical accuracy of the of adequate accounting records in accordance
calculation, and developing a range of independent with the provisions of the Act for safeguarding
estimates and comparing those to the discount the assets of the Group and its associate and joint
rate selected by independent valuers and relied ventures and for preventing and detecting frauds
upon by the management. and other irregularities; selection and application of
• We evaluated the competencies, capabilities and appropriate accounting policies; making judgments
objectivity of the independent valuers engaged by and estimates that are reasonable and prudent;

and design, implementation and maintenance of • Obtain an understanding of internal financial

adequate internal financial controls, that were control relevant to the audit in order to design
operating effectively for ensuring the accuracy and audit procedures that are appropriate in the
completeness of the accounting records, relevant to circumstances. Under section 143(3)(i) of the
the preparation and presentation of the consolidated Act, we are also responsible for expressing our
financial statements that give a true and fair view and opinion on whether the Parent has adequate
are free from material misstatement, whether due to internal financial controls system in place and the
fraud or error, which have been used for the purpose of operating effectiveness of such controls.
preparation of the consolidated financial statements • Evaluate the appropriateness of accounting
by the Directors of the Parent, as aforesaid. policies used and the reasonableness of accounting
In preparing the consolidated financial statements, estimates and related disclosures made by the
the respective Board of Directors of the companies management.
included in the Group (and of its joint ventures) are • Conclude on the appropriateness of management’s
responsible for assessing the ability of the Group use of the going concern basis of accounting and,
(and of its joint ventures) to continue as a going based on the audit evidence obtained, whether
concern, disclosing, as applicable, matters related to a material uncertainty exists related to events
going concern and using the going concern basis of or conditions that may cast significant doubt on
accounting unless the management either intends the ability of the Group and its joint ventures to
to liquidate or cease operations, or has no realistic continue as a going concern. If we conclude that
alternative but to do so. a material uncertainty exists, we are required
to draw attention in our auditor’s report to the
The respective Board of Directors of the companies
related disclosures in the consolidated financial
included in the Group and of its associate and joint
statements or, if such disclosures are inadequate,
ventures are also responsible for overseeing the
to modify our opinion. Our conclusions are based
financial reporting process of the Group and of its
on the audit evidence obtained up to the date
associate and joint ventures.
of our auditor’s report. However, future events
Auditor’s Responsibility for the Audit of the or conditions may cause the Group and its joint
Consolidated Financial Statements ventures to cease to continue as a going concern.
Our objectives are to obtain reasonable assurance • Evaluate the overall presentation, structure and
about whether the consolidated financial statements content of the consolidated financial statements,
as a whole are free from material misstatement, including the disclosures, and whether the
whether due to fraud or error, and to issue an consolidated financial statements represent the
auditor’s report that includes our opinion. Reasonable underlying transactions and events in a manner
assurance is a high level of assurance, but is not a that achieves fair presentation.
guarantee that an audit conducted in accordance • Obtain sufficient appropriate audit evidence
with SAs will always detect a material misstatement regarding the financial information of the entities
when it exists. Misstatements can arise from fraud or or business activities within the Group and its
error and are considered material if, individually or in associate and joint ventures to express an opinion
the aggregate, they could reasonably be expected to on the consolidated financial statements. We
influence the economic decisions of users taken on are responsible for the direction, supervision
the basis of these consolidated financial statements. and performance of the audit of the financial
statements of such entities or business activities
As part of an audit in accordance with SAs, we exercise included in the consolidated financial statements
professional judgment and maintain professional of which we are the independent auditors. For
skepticism throughout the audit. We also: the other entities or business activities included
• Identify and assess the risks of material in the consolidated financial statements, which
misstatement of the consolidated financial have been audited by the other auditors, such
statements, whether due to fraud or error, design other auditors remain responsible for the direction,
and perform audit procedures responsive to those supervision and performance of the audits carried
risks, and obtain audit evidence that is sufficient out by them. We remain solely responsible for our
and appropriate to provide a basis for our opinion. audit opinion.
The risk of not detecting a material misstatement Materiality is the magnitude of misstatements in the
resulting from fraud is higher than for one resulting consolidated financial statements that, individually
from error, as fraud may involve collusion, forgery, or in aggregate, makes it probable that the economic
intentional omissions, misrepresentations, or the decisions of a reasonably knowledgeable user of the
override of internal control. consolidated financial statements may be influenced.

We consider quantitative materiality and qualitative Certain of these subsidiaries are located outside
factors in (i) planning the scope of our audit work India whose financial statements and other
and in evaluating the results of our work; and (ii) to financial information have been prepared in
evaluate the effect of any identified misstatements in accordance with accounting principles generally
the consolidated financial statements. accepted in their respective countries and which
have been audited by other auditors under
We communicate with those charged with
generally accepted auditing standards applicable
governance of the Parent and such other entities
in their respective countries. The Company’s
included in the consolidated financial statements of
management has converted the financial
which we are the independent auditors regarding,
statements of such subsidiaries located outside
among other matters, the planned scope and timing
India from accounting principles generally
of the audit and significant audit findings, including
accepted in their respective countries to
any significant deficiencies in internal control that
accounting principles generally accepted in India.
we identify during our audit.
We have audited these conversion adjustments
We also provide those charged with governance with made by the Company’s management. Our opinion
a statement that we have complied with relevant in so far as it relates to the balances and affairs
ethical requirements regarding independence, and to of such subsidiaries located outside India is based
communicate with them all relationships and other on the report of other auditors and the conversion
matters that may reasonably be thought to bear on adjustments prepared by the management of the
our independence, and where applicable, related Company and audited by us.
safeguards.
(b) We did not audit the financial statements of
From the matters communicated with those charged three subsidiaries, whose financial statements
with governance, we determine those matters reflect total assets of H 325.16 crores as at March
that were of most significance in the audit of the 31, 2021, total revenues of H Nil and net cash
consolidated financial statements of the current inflows amounting to H Nil for the year ended
period and are therefore the key audit matters. We on that date, as considered in the consolidated
describe these matters in our auditor’s report unless financial statements. The consolidated financial
law or regulation precludes public disclosure about the statements also include the Group’s share of net
matter or when, in extremely rare circumstances, we loss of H 0.24 crores for year ended March 31,
determine that a matter should not be communicated 2021, as considered in the consolidated financial
in our report because the adverse consequences of statements, in respect of one associate and
doing so would reasonably be expected to outweigh one joint venture, whose financial statements/
the public interest benefits of such communication. financial information have not been audited by
us. These financial statements are unaudited and
Other Matters have been furnished to us by the Management
(a) We did not audit the financial statements of 66 and our opinion on the consolidated financial
subsidiaries, whose financial statements reflect statements, in so far as it relates to the amounts
total assets of H 35,323.88 crores as at March and disclosures included in respect of this
31, 2021, total revenues of H 6,301.29 crores and subsidiaries, is based solely on such unaudited
net cash outflows amounting to H 1,607.41 crores financial statements. In our opinion and according
for the year ended on that date, as considered to the information and explanations given to us
in the consolidated financial statements. The by the Management, these financial statements
consolidated financial statements also include are not material to the Group.
the Group’s share of net profit of H 205.15 crores Our opinion on the consolidated financial
for the year ended March 31, 2021, as considered statements above and our report on Other Legal
in the consolidated financial statements, in and Regulatory Requirements below, is not
respect of two joint ventures, whose financial modified in respect of the above matters with
statements have not been audited by us. These respect to our reliance on the work done and the
financial statements have been audited by other reports of the other auditors and the financial
auditors whose reports have been furnished statements certified by the Management.
to us by the Management and our opinion on
the consolidated financial statements, in so Report on Other Legal and Regulatory
far as it relates to the amounts and disclosures Requirements
included in respect of these subsidiaries and joint 1. As required by Section 143(3) of the Act, based on
ventures, and our report in terms of subsection our audit and on the consideration of the reports
(3) of Section 143 of the Act, in so far as it relates of the other auditors on the separate financial
to the aforesaid subsidiaries and joint venture is statements of the subsidiaries and joint ventures
based solely on the reports of the other auditors.

referred to in the Other Matters section above we of internal financial controls over financial
report, to the extent applicable that: reporting of those companies.
a) We have sought and obtained all the g) With respect to the other matters to be
information and explanations which to included in the Auditor’s Report in accordance
the best of our knowledge and belief were with the requirements of section 197(16) of
necessary for the purposes of our audit of the the Act, as amended, in our opinion and to the
aforesaid consolidated financial statements. best of our information and according to the
explanations given to us, the remuneration
b) In our opinion, proper books of account as
paid by the Parent to its directors during the
required by law relating to preparation of the
year is in accordance with the provisions of
aforesaid consolidated financial statements
section 197 of the Act.
have been kept so far as it appears from our
examination of those books and the reports h) With respect to the other matters to be
of the other auditors. included in the Auditor’s Report in accordance
with Rule 11 of the Companies (Audit and
c) The Consolidated Balance Sheet, the
Auditors) Rules, 2014, as amended in our
Consolidated Statement of Profit and Loss
opinion and to the best of our information
including Other Comprehensive Income, the
and according to the explanations given to
Consolidated Statement of Cash Flows and
us:
the Consolidated Statement of Changes
in Equity dealt with by this Report are in i) The consolidated financial statements
agreement with the relevant books of account disclose the impact of pending litigations
maintained for the purpose of preparation of on the consolidated financial position of
the consolidated financial statements. the Group and its joint ventures;
d) In our opinion, the aforesaid consolidated ii) Provision has been made in the
financial statements comply with the Ind AS consolidated financial statements,
specified under Section 133 of the Act. as required under the applicable law
or accounting standards, for material
e) On the basis of the written representations
foreseeable losses, if any, on long-term
received from the directors of the Parent
contracts including derivative contracts;
as on March 31, 2021 taken on record by
the Board of Directors of the Company and iii) There has been no delay in transferring
the reports of the statutory auditors of its amounts, required to be transferred, to
subsidiary companies and joint venture the Investor Education and Protection
companies incorporated in India, none of the Fund by the Parent and its subsidiary
directors of the Group companies, and joint companies and its joint venture
venture companies incorporated in India is companies incorporated in India.
disqualified as on March 31, 2021 from being
appointed as a director in terms of Section
164(2) of the Act.
For Deloitte Haskins & Sells LLP
f) With respect to the adequacy of the internal
financial controls over financial reporting and
(Firm’s Registration No 117366W/W-100018)
the operating effectiveness of such controls,
refer to our separate Report in “Annexure A” Kartikeya Raval
which is based on the auditors’ reports of Partner
the Parent, subsidiary companies and joint (Membership No. 106189)
venture companies incorporated in India. Our (UDIN: 21106189AAAAEO7790)
report expresses an unmodified opinion on Place: Ahmedabad
the adequacy and operating effectiveness Date: May 04, 2021

Annexure “A” to the Independent Auditor’s Report of Adani Ports and
(Referred to in paragraph 1(f)under ‘Report on Other Legal and Regulatory Requirements’ section of our report
of even date)
Report on the Internal Financial Controls audit of internal financial controls. Those Standards
Over Financial Reporting under Clause and the Guidance Note require that we comply
with ethical requirements and plan and perform the
(i) of Sub-section 3 of Section 143 of the audit to obtain reasonable assurance about whether
Companies Act, 2013 (“the Act”) adequate internal financial controls over financial
In conjunction with our audit of the consolidated reporting was established and maintained and if such
financial statements of the Company as of and for controls operated effectively in all material respects.
the year ended March 31, 2021, we have audited the
Our audit involves performing procedures to obtain
internal financial controls over financial reporting
audit evidence about the adequacy of the internal
of Adani Ports and Special Economic Zone Limited
financial controls system over financial reporting and
(hereinafter referred to as “Parent”), its subsidiary
their operating effectiveness. Our audit of internal
companies and its joint ventures, which are companies
financial controls over financial reporting included
incorporated in India, as of that date.
obtaining an understanding of internal financial
Management’s Responsibility for Internal controls over financial reporting, assessing the risk
Financial Controls that a material weakness exists, and testing and
evaluating the design and operating effectiveness
The respective Board of Directors of the Parent, its
of internal control based on the assessed risk.
subsidiary companies and its joint ventures, which
The procedures selected depend on the auditor’s
are companies incorporated in India, are responsible
judgement, including the assessment of the risks of
for establishing and maintaining internal financial
material misstatement of the financial statements,
controls based on the internal control over financial
whether due to fraud or error.
reporting criteria established by the respective
Companies considering the essential components We believe that the audit evidence we have obtained
of internal control stated in the Guidance Note on and the audit evidence obtained by other auditors of
Audit of Internal Financial Controls Over Financial the subsidiary companies and joint ventures, which
Reporting issued by the Institute of Chartered are companies incorporated in India, in terms of their
Accountants of India (ICAI). These responsibilities reports referred to in the Other Matters paragraph
include the design, implementation and maintenance below, is sufficient and appropriate to provide a basis
of adequate internal financial controls that were for our audit opinion on the internal financial controls
operating effectively for ensuring the orderly and system over financial reporting of the Parent, its
efficient conduct of its business, including adherence subsidiary companies and its joint ventures, which are
to the respective company’s policies, the safeguarding companies incorporated in India.
of its assets, the prevention and detection of frauds
and errors, the accuracy and completeness of the Meaning of Internal Financial Controls Over
accounting records, and the timely preparation of Financial Reporting
reliable financial information, as required under the A company’s internal financial control over financial
Companies Act, 2013. reporting is a process designed to provide reasonable
assurance regarding the reliability of financial
Auditor’s Responsibility reporting and the preparation of financial statements
Our responsibility is to express an opinion on the for external purposes in accordance with generally
internal financial controls over financial reporting accepted accounting principles. A company’s internal
of the Parent, its subsidiary companies and its joint financial control over financial reporting includes
ventures, which are companies incorporated in those policies and procedures that (1) pertain to
India, based on our audit. We conducted our audit the maintenance of records that, in reasonable
in accordance with the Guidance Note on Audit of detail, accurately and fairly reflect the transactions
Internal Financial Controls Over Financial Reporting and dispositions of the assets of the company; (2)
(the “Guidance Note”) issued by the Institute of provide reasonable assurance that transactions
Chartered Accountants of India and the Standards are recorded as necessary to permit preparation of
on Auditing, prescribed under Section 143(10) of the financial statements in accordance with generally
Companies Act, 2013, to the extent applicable to an accepted accounting principles, and that receipts and

expenditures of the company are being made only in financial reporting were operating effectively as
accordance with authorisations of management and at March 31, 2021, based on the criteria for internal
directors of the company; and (3) provide reasonable financial control over financial reporting established
assurance regarding prevention or timely detection by the respective companies considering the
of unauthorised acquisition, use, or disposition of the essential components of internal control stated in the
company’s assets that could have a material effect on Guidance Note on Audit of Internal Financial Controls
the financial statements. Over Financial Reporting issued by the Institute of
Chartered Accountants of India.
Inherent Limitations of Internal Financial
Controls Over Financial Reporting Other Matters
Because of the inherent limitations of internal Our aforesaid report under Section 143(3)(i) of the
financial controls over financial reporting, including Act on the adequacy and operating effectiveness of
the possibility of collusion or improper management the internal financial controls over financial reporting
override of controls, material misstatements due to insofar as it relates to 56 subsidiary companies and
error or fraud may occur and not be detected. Also, two joint ventures, which are companies incorporated
projections of any evaluation of the internal financial in India, is based solely on the corresponding reports
controls over financial reporting to future periods are of the auditors of such companies incorporated in
subject to the risk that the internal financial control India.
over financial reporting may become inadequate Our opinion is not modified in respect of the above
because of changes in conditions, or that the degree matter.
of compliance with the policies or procedures may
deteriorate.
Opinion
In our opinion to the best of our information and For Deloitte Haskins & Sells LLP
according to the explanations given to us and based Chartered Accountants
on the consideration of the reports of the other (Firm’s Registration No 117366W/W-100018)
auditors referred to in the Other Matters paragraph
below, the Parent, its subsidiary companies and its Kartikeya Raval
joint ventures, which are companies incorporated Partner
in India, have, in all material respects, an adequate (Membership No. 106189)
internal financial controls system over financial (UDIN: 21106189AAAAEO7790)
reporting and such internal financial controls over Place: Ahmedabad
Date: May 04, 2021

Consolidated Balance Sheet
as at March 31, 2021 H in crore
Particulars Notes As at As at
March 31, 2021 March 31, 2020
ASSETS
Non-Current Assets
Property, Plant and Equipment 3 (a) 36,791.51 25,744.92
Right-of-Use Assets 3 (b) 1,775.95 1,742.96
Capital Work-in-Progress 3,697.13 3,216.33
Goodwill 3 (d) 4,036.43 3,286.25
Other Intangible Assets 3 (c) 5,533.03 1,940.38
Investments accounted using Equity Method 4 (a) 649.53 826.01
Financial Assets
Investments 4 (b) 447.86 340.10
Loans 6 235.00 -
Loans to Joint Venture Entities 6 751.26 1,264.37
Other Financial Assets
- Bank Deposits having maturity over twelve months 11 89.42 6.90
- Other Financial Assets other than above 7 5,010.85 5,052.26
Deferred Tax Assets (net) 26 881.73 1,209.62
Other Non-Current Assets 8 2,593.44 2,753.66
62,493.14 47,383.76
Current Assets
Inventories 9 991.85 288.28
Financial Assets
Investments 10 1,138.76 11.89
Trade Receivables 5 2,385.90 2,589.09
Customers’ Bills Discounted 5 539.81 613.05
Cash and Cash Equivalents 11 4,198.04 7,195.46
Bank Balances other than above 11 502.74 118.40
Loans 6 1,014.81 1,784.88
Loans to Joint Venture Entities 6 68.00 68.00
Other Financial Assets 7 622.67 986.69
Other Current Assets 8 1,013.20 1,164.17
12,475.78 14,819.91
Assets Held For Sale 39 354.86 -
Total Assets 75,323.78 62,203.67
EQUITY AND LIABILITIES
Equity
Equity Share Capital 12 406.35 406.35
Other Equity 13 30,221.91 25,217.14
Total Equity attributable to Equity holders of the parent 30,628.26 25,623.49
Non-Controlling Interests 1,468.47 219.59
Total Equity 32,096.73 25,843.08
Liabilities
Non-Current Liabilities
Borrowings 14 32,935.53 26,181.33
Other Financial Liabilities 15 779.94 734.33
Provisions 19 26.68 8.23
Deferred Tax Liabilities (net) 26 1,203.16 286.97
Other Non-Current Liabilities 16 1,065.79 1,453.26
36,011.10 28,664.12
Current Liabilities
Borrowings 17 400.00 1,544.12
Customers’ Bills Discounted 17 539.81 613.05
Trade and Other Payables 18
- total outstanding dues of micro enterprises and small enterprises 11.50 1.96
- total outstanding dues of creditors other than micro enterprises and small 1,002.35 726.78
enterprises
Other Financial Liabilities 15 3,292.34 3,336.14
Other Current Liabilities 16 1,721.19 1,346.66
Provisions 19 95.73 106.30
Current Tax Liabilities (net) 26 38.49 21.46
7,101.41 7,696.47
Liabilities associated with Assets Held for Sale 39 114.54 -
Total Liabilities 43,227.05 36,360.59
Total Equity and Liabilities 75,323.78 62,203.67
The accompanying notes form an integral part of the consolidated financial statements
DIN : 00006273 DIN : 00006322
Kartikeya Raval Karan Adani Deepak Maheshwari

Partner Wholetime Director and CEO Chief Financial Officer
DIN: 03088095
Kamlesh Bhagia
Company Secretary
Date : May 04, 2021 Date : May 04, 2021

Consolidated Statement of Profit and Loss

H in crore
Particulars Notes For the year ended For the year ended
March 31, 2021 March 31, 2020
Income
Revenue from Operations 20 12,549.60 11,438.77
Gain arising from infrastructure development at Dhamra LNG terminal 44 - 434.30
Other Income 21 1,970.23 1,861.35
Total Income 14,519.83 13,734.42
Expenses
Operating Expenses 22 3,259.49 3,097.26
Employee Benefits Expense 23 615.05 546.52
Finance Costs 24
Interest and Bank Charges 2,129.16 1,950.64
Depreciation and Amortisation Expense 3 2,107.34 1,680.28
Foreign Exchange (Gain)/Loss (net) (715.24) 1,626.38
Other Expenses 25 691.62 663.90
Total Expenses 8,213.55 9,427.48
Profit before share of loss from Joint Venture Entities, exceptional items 6,306.28 4,306.94
and tax
Share of loss from Joint Venture Entities (14.27) (4.39)
Profit before exceptional items and tax 6,292.01 4,302.55
Exceptional items 42(b) - (58.63)
Profit before tax 6,292.01 4,243.92
Tax expense: 26
Current tax 1,271.51 707.49
Deferred tax 102.39 (144.60)
Less: Tax (credit) under Minimum Alternate Tax (MAT) (130.63) (103.50)
Total tax expense 1,243.27 459.39
Profit for the Year (A) 5,048.74 3,784.53
Attributable to:
Equity holders of the parent 4,994.30 3,763.13
Non-controlling interests 54.44 21.40
Items that will not be reclassified to profit or loss in subsequent periods
Re-measurement losses on defined benefit plans (1.34) (2.90)
Income tax impact 0.54 0.44
(0.80) (2.46)
Net (Loss)/Gain on FVTOCI Equity Investments (25.01) 13.27
Income tax impact 13.86 (2.76)
(11.15) 10.51
Items that will be reclassified to profit or loss in subsequent periods
Share in other comprehensive income of joint venture (net of tax) 2.35 (12.12)
Exchange difference on translation of foreign operations (6.32) 40.69
(3.97) 28.57
Total Other Comprehensive Income for the year (net of tax) (B) (15.92) 36.62
Attributable to:
Equity holders of the parent (15.48) 37.06
Non-controlling interests (0.44) (0.44)
Total Comprehensive income for the year (net of tax) (A)+(B) 5,032.82 3,821.15
Attributable to:
Equity holders of the parent 4,978.82 3,800.19
Non-controlling interests 54.00 20.96
Earnings per Share - (Face value of H2 each) Basic and Diluted (in H) 27 24.58 18.35
DIN : 00006273 DIN : 00006322
DIN: 03088095
Kamlesh Bhagia
Company Secretary
Date : May 04, 2021 Date : May 04, 2021

Consolidated Statement of Changes in Equity
H In crore
Particulars Attributable to equity holders of the parent Non- Total
Equity Other Equity Total controlling equity
share interest
Equity Reserves and Surplus Other Comprehensive Income
capital Component Securities Foreign Debenture Tonnage Capital General Retained Foreign Cash Equity
of Non Premium Currency Redemption Tax Redemption Reserve Earnings Currency Flow instrument
Cumulative Monetary Reserve Reserve Reserve Translation Hedge through
Redeemable Item Reserve Reserve OCI
shares Difference
Account
Balance as at April 1, 2019 414.19 165.88 2,551.72 (71.07) 514.04 529.82 - 2,575.87 17,689.58 (0.21) - 168.38 24,538.20 209.94 24,748.14
Profit for the year - - - - - - - - - - - - 3,763.13 21.40 3,784.53
Re-measurement (losses) on - - - - - - - - (2.46) - - - (2.46) - (2.46)
defined benefit plans (net
of tax)
Net Gains on FVTOCI Equity - - - - - - - - - - - 10.95 10.95 (0.44) 10.51
Effective portion of gains and - - - - - - - - - - (10.11) - (10.11) - (10.11)
losses on designated portion
of hedging instruments in a
cash flow hedge

Reversal due to dilution of - - - - - - - - - - 10.11 - 10.11 - 10.11
stake in subsidiary
Share in other comprehensive - - - - - - - - - - (12.12) - (12.12) - (12.12)
income of joint venture
Exchange difference on - - - - - - - - - 40.69 - - 40.69 - 40.69
translation of foreign
operations
Total Comprehensive Income - - - - - - - - 3,760.67 40.69 (12.12) 10.95 3,800.19 20.96 3,821.15
for the year
Dividend on shares - - - - - - - - (691.58) - - - (691.58) - (691.58)
Dividend distribution tax (DDT) - - - - - - - - (142.84) - - - (142.84) - (142.84)
Dividend to Non-Controlling - - - - - - - - - - - - - (10.85) (10.85)
Interests
Foreign exchange gain /(loss) - - - (16.79) - - - - - - - - (16.79) - (16.79)
during the year
Amortised in consolidated - - - 87.86 - - - - - - - - 87.86 - 87.86
statement of profit and loss
Transfer to General Reserve - - - - (162.49) - - 162.49 - - - - - - -
H In crore
share interest
Equity Reserves and Surplus Other Comprehensive Income
capital Component Securities Foreign Debenture Tonnage Capital General Retained Foreign Cash Equity
of Non Premium Currency Redemption Tax Redemption Reserve Earnings Currency Flow instrument
Cumulative Monetary Reserve Reserve Reserve Translation Hedge through
Redeemable Item Reserve Reserve OCI
shares Difference
Account
Non-controlling Interest - - - - - - - - - - - - - (0.46) (0.46)
adjustment on acquisition
Buyback of equity shares (refer (7.84) - (1,952.16) - - - - - - - - - (1,960.00) - (1,960.00)
note 12 (a)(ii))
Transaction costs for buyback - - - - - - - (10.72) - - - - (10.72) - (10.72)
Transfer to Debenture - - - - 125.65 - - - (125.65) - - - - - -
Redemption Reserve
Transfer to Capital Redemption - - - - - - 7.84 (7.84) - - - - - - -
Reserve upon buyback (refer
note 13)
Gain on Pre-mature - - - - - - - - 18.52 - - - 18.52 - 18.52
redemption of preference
share
Pre-mature redemption of - (14.17) - - - - - - - - - - (14.17) - (14.17)
Preference Share (refer note
12 (b) (iii))
Impact due to remeasurement - 14.82 - - - - - - - - - - 14.82 - 14.82
of Deferred Tax (refer note 12
(b) (ii))
Transfer from/to Tonnage Tax - - - - - 216.53 - - (216.53) - - - - - -
Reserve
Corporate overview
Balance as at March 31, 2020 406.35 166.53 599.56 - 477.20 746.35 7.84 2,719.80 20,292.17 40.48 (12.12) 179.33 25,623.49 219.59 25,843.08
Statutory Reports

H In crore
share Equity Reserves and Surplus Other Comprehensive Income interest
capital Component Securities Capital Debenture Tonnage Capital General Retained Foreign Cash Equity
of Non Premium Reserve Redemption Tax Redemption Reserve Earnings Currency Flow instrument
Cumulative Reserve Reserve Reserve Translation Hedge through
Redeemable Reserve Reserve OCI
Preference
shares
Balance as at April 01, 2020 406.35 166.53 599.56 - 477.20 746.35 7.84 2,719.80 20,292.17 40.48 (12.12) 179.33 25,623.49 219.59 25,843.08
Profit for the year - - - - - - - - 4,994.30 - - - 4,994.30 54.44 5,048.74
Re-measurement losses on - - - - - - - - (0.80) - - - (0.80) - (0.80)
defined benefit plans (net
of tax)
Net Gains on FVTOCI Equity - - - - - - - - - - - (10.71) (10.71) (0.44) (11.15)
Share in other comprehensive - - - - - - - - - - 2.35 - 2.35 - 2.35
income of joint venture
Exchange difference on - - - - - - - - - (6.32) - - (6.32) - (6.32)
translation of foreign
operations
Total Comprehensive Income - - - - - - - - 4,993.50 (6.32) 2.35 (10.71) 4,978.82 54.00 5,032.82
for the year

Transfer to General Reserve - - - - (46.17) - - 46.17 - - - - - - -
Non Controlling Interest - - - - - - - - - - - - - 1,194.88 1,194.88
Adjustment on Acquisition
(refer note 38 (i))
Capital reserve on acquisition - - - 25.95 - - - - - - - - 25.95 - 25.95
(refer note 38 (i))
Transferred to retained - - - - - - - - (14.80) - - 14.80 - - -
earnings (refer note 38 (iii))
Transfer to Debenture - - - - 125.66 - - - (125.66) - - - - - -
Redemption Reserve
Transfer from/to Tonnage Tax - - - - - 269.53 - - (269.53) - - - - - -
Reserve
Balance as at March 31, 2021 406.35 166.53 599.56 25.95 556.69 1,015.88 7.84 2,765.97 24,875.68 34.16 (9.77) 183.42 30,628.26 1,468.47 32,096.73
DIN : 00006273 DIN : 00006322

DIN: 03088095
Kamlesh Bhagia
Company Secretary
Date : May 04, 2021 Date : May 04, 2021
Consolidated Statement of Cash Flows

H In crore
Particulars For the Year Ended For the Year Ended
March 31, 2021 March 31, 2020
A Cash Flows from Operating Activities
Net profit before Tax 6,292.01 4,243.92
Adjustments for :
Share of Loss of Joint Venture Entities 14.27 4.39
Depreciation and Amortisation Expense 2,107.34 1,680.28
Unclaimed Liabilities / Excess Provision Written Back (5.38) (1.84)
Cost of Assets transferred under Finance Lease 4.20 19.80
Recognition of Deferred Income under Long Term Land Lease / (65.62) (71.80)
Infrastructure Usage Agreements
Financial Guarantees Income (2.71) (1.52)
Amortisation of Government Grant (12.95) (12.48)
Finance Cost 2,129.16 1,950.64
Effect of Exchange Rate Change (729.14) 1,709.73
Gain on account of dilution of stake in Subsidiary - (480.57)
Provision of Doubtful Debts 25.00 19.47
Interest Income (1,758.17) (1,669.74)
Dividend Income (7.01) (8.00)
Net Gain on Sale of Current Investments (12.39) (48.70)
Gain on Disposal of Associate (refer note 38 (iii)) (92.28) -
Provision for Royalty on storage (refer note 42 (b)) - 58.63
Diminution in value of Inventories 2.49 0.16
Amortisation of fair valuation adjustment on Security Deposit 1.72 1.72
Loss on Sale / Discard of Property, Plant and Equipment (net) 3.55 3.86
Operating Profit before Working Capital Changes 8,020.22 7,260.45
Adjustments for :
Decrease/(Increase) in Trade Receivables 295.20 (175.66)
Increase in Inventories (23.58) (44.65)
Decrease in Financial Assets 219.36 512.56
Decrease/(Increase) in Other Assets 56.57 (612.94)
Increase in Provisions 10.68 6.28
(Decrease)/Increase in Trade and other Payables (68.92) 84.34
Increase in Other Financial Liabilities 29.68 76.31
(Decrease)/Increase in Other Liabilities (110.60) 1,144.69
Cash Generated from Operations 8,428.61 8,251.38
Direct Taxes paid (Net of Refunds) (872.83) (849.57)
Net Cash generated from Operating Activities 7,555.78 7,401.81
B Cash Flows from Investing Activities
Purchase of Property, Plant and Equipment (“PPE”) (including (1,953.51) (3,621.41)
Capital Work-in-progress, other intangible assets, capital
advances and capital creditors)
Proceeds from Sale of Property, Plant and Equipment 3.80 62.99
Payment of Deposit given against Capital Commitments (net) (138.61) (379.25)
PPE purchased along with Adani Krishnapatnam Port Limited (398.19) -
transaction
Payment for acquisition of subsidiaries (13,666.98) (273.46)
Equity Investment in Joint Venture entities/Associates - (191.15)
Proceeds from Sale of Stake in Associate/Investment 252.06 -
Proceeds from sale of investment 72.40 78.47
Investment in Preference share of Joint Venture entities (23.77) (289.36)
Loans given (41,467.26) (37,532.03)
Loans received back 42,499.03 37,794.62
(Deposit in)/Proceeds from Fixed Deposits including Margin (370.38) 1,064.74
Money Deposits (net)
Investment made in Pass Through certificate (926.02) -

Consolidated Statement of Cash Flows
H In crore
Particulars For the Year Ended For the Year Ended
March 31, 2021 March 31, 2020
Proceeds from sale/ (Purchase) of Investments in Mutual Fund (188.45) 58.05
(net)
Sale of Investments in short term Debentures and Commercial - 492.00
Papers (net)
Dividend Received 7.01 8.00
Interest Received 2,156.20 1,977.37
Net Cash used in Investing Activities (14,142.67) (750.42)
C Cash Flows from Financing Activities
Proceeds from Non-Current Borrowings 13,893.45 12,199.12
Repayment of Non-Current Borrowings (7,252.60) (7,063.39)
Proceeds from Current Borrowings 5,100.00 3,649.50
Repayment of Current Borrowings (6,350.00) (4,608.59)
Net movement in Other Current Borrowings (maturity period 100.00 (3,775.12)
less than 3 months)
Interest & Finance Charges Paid (1,937.73) (1,923.87)
Repayment of Lease Liabilities (18.10) (13.42)
Payment on Buy-back of Equity Shares - (1,960.00)
Transaction costs for buy-back of Equity shares - (10.72)
Payment on redemption of Preference shares (refer note 12 (b) - (12.40)
(iii))
(Loss)/Gain on settlement of Derivative Contracts (20.94) 107.88
Payment of Dividend on Equity and Preference Shares (0.23) (699.93)
Payment of Dividend Distribution Tax - (144.69)
Net Cash generated from/(used in) Financing Activities 3,513.85 (4,255.63)
D Net increase in Cash and Cash Equivalents (A+B+C) (3,073.04) 2,395.76
E Cash and Cash Equivalents at the Beginning of the year (refer 7,195.46 4,798.19
note 11)
F Cash and Cash Equivalents on acquisition of subsidiaries (refer 78.55 2.63
note 38)
G Reduction in Cash and Cash Equivalents on account of loss of - (1.12)
control of subsidiaries.
H Cash and Cash Equivalents at the End of the year (refer note 11) 4,200.97 7,195.46
Summary of significant accounting policies refer note 2.3
Notes:
1 The Consolidated Statement of Cash Flows has been prepared under the Indirect method as set out in Ind
AS 7 - Statement of Cash Flows notified under Section 133 of the Companies Act 2013, read together with
Paragraph 7 of the Companies (Indian Accounting Standards) Rules, 2015 (as amended).
2 Disclosure with regards to changes in liabilities arising from Financing activities as set out in Ind AS 7 –
Statement of Cash flows is presented under note 15(b).
DIN : 00006273 DIN : 00006322
DIN: 03088095
Kamlesh Bhagia
Company Secretary
Date : May 04, 2021 Date : May 04, 2021

Notes to the Consolidated Financial Statements

1 Corporate information line with the Concession Agreement, wherein

The Consolidated financial statements comprise the ownership of the asset (CT 1) was transferred
financial statements of Adani Ports and Special by the Company to the MICTL. MICTL was given
Economic Zone Limited (“the Company” or rights to handle container cargo at the CT 1
“APSEZL”), subsidiaries, joint venture entities and Terminal for a period that was co-terminus with
associates (collectively, the “Group”) for the year the Concession Agreement of Mundra Port, i.e.
ended March 31, 2021. The Company is a public till February 17, 2031. The container terminal
company domiciled in India and is incorporated facilities developed at South Port location include
under the provisions of the Companies Act CT-3, for development of which the Company
applicable in India. Its shares are listed on had entered into an agreement with the Adani
two recognised stock exchanges in India. The International Container Terminal Private Limited
registered office of the Company is located (AICTPL), a 50:50 Joint Venture between the
at “Adani Corporate House”, Shantigram, Near Company and MSC (Mediterranean Shipping
Vaishno Devi Circle, S. G. Highway, Khodiyar, Company). AICTPL is a sub-concessionaire as per
Ahmedabad, Gujarat, India - 382421. the arrangement and the ownership of the CT
3 Terminal is transferred to AICTPL in line with
The Group has port infrastructure facilities at the Sub-Concession Agreement dated October
Mundra, Kandla, Hazira, Dahej, Dhamra, Vizag, 17, 2011. The period of the Sub-Concession
Murmugao, Kattupalli, Ennore, Krishnapatnam Agreement is co-terminus with the Concession
and Dighi locations developed pursuant to Agreement of Mundra Port, and during the said
the respective concession/sub concession period AICTPL can handle container cargo at CT
agreements apart from other businesses. The 3 terminal. In the financial year 2017-18, Sub-
Group is also developing Port Infrastructure at Concession Agreement was entered into for the
Vizhinjam and Myanmar. extension of CT 3 Terminal. This terminal, an
extension of CT 3 was developed and ownership
The Company is in the business of development,
of the same was also transferred to AICTPL in line
operations and maintenance of port infrastructure
with the above. Operations commenced at CT 3
(port services and related infrastructure
Extension w.e.f. November 01, 2017. As part of
development) and has linked multi product Special
South Port, the third Container Terminal is CT 4,
Economic Zone (SEZ) and related infrastructure
the ownership of this terminal is also transferred
contiguous to Port at Mundra. The initial port
after development to a sub-concessionaire in line
infrastructure facilities at Mundra including
with the Mundra Concession Agreement; who in
expansion thereof through development of
this case is Adani CMA Mundra Terminal Private
additional port terminals and south port terminal
Limited (ACMTPL), a 50:50 Joint Venture between
infrastructure facilities are developed pursuant
the Company and CMA Terminals, France (joint
to the concession agreement with Government
venture agreement dated July 30,2014). The Sub-
of Gujarat (GoG) and Gujarat Maritime Board
Concession Agreements for Terminals of CT 3, CT
(GMB) for 30 years period effective from February
3 Extension and CT 4 are to be approved by GOG
17, 2001. At Mundra, the Company has expanded
for the final signing between parties and GMB as
port infrastructure facilities through approved
confirming party.
supplementary concession agreement (pending
to be concluded) which will be effective till the The Multi Product Special Economic Zone
year 2040, whereby port infrastructure has been developed at Mundra by the Company along
developed at Wandh in Mundra to handle coal with port infrastructure facilities is approved
cargo. The said agreement is in the process of by the Government of India vide their letter
getting signed with GoG and GMB although Coal no. F-2/11/2003/EPZ dated April 12, 2006 and
terminal at Wandh is recognised as commercially subsequently amended from time to time till
operational w.e.f. February 01, 2011. date. The Company has also set up Free Trade and
Warehousing Zone at Mundra based on approval
The first Container Terminal facility (CT-1)
of Ministry of Commerce and Industry vide letter
developed at Mundra, was transferred under a
no.F.1/16/2011-SEZ dated January 04, 2012. The
Sub-Concession Agreement entered on January
Company has also set up additional Multi Product
7, 2003 between Mundra International Container
Special Economic Zone at Mundra Taluka over
Terminal Limited (MICTL) and the Company in
an area of 1,856 hectares as per approval from

Ministry of Commerce and Industry vide approval 7) Mundra International Airport Private Limited
letter dated April 24, 2015. The Company has (“MIAPL”), a 100% subsidiary of APSEZL, has
received single notification consolidating all three plan to set up air cargo operations at Kawai,
notified SEZ in Mundra vide letter dated March Rajasthan.
15, 2016 of Ministry of Commerce and Industry,
8) Adani Hazira Port Limited (“AHPL”) (Formerly
Department of Commerce (SEZ Section).
known as Adani Hazira Port Private
The consolidated financial statements were Limited), a 100% subsidiary of APSEZL, has
authorised for issue in accordance with a developed multi – cargo terminal and related
resolution of the directors on May 04, 2021. infrastructure at Hazira - Surat (Gujarat). The
Major Entities and their nature of operations are further expansion of port facilities is under
as follows: development.
1) Adani Logistics Limited (“ALL”), a 100% 9) Adani Vizag Coal Terminal Private Limited
subsidiary of APSEZL, has developed multi- (“AVCTPL”) is a 100% subsidiary of APSEZL. The
model cargo storage-cum-logistics services Company has developed Port infrastructure
through development of Inland Container facilities at East Quay for handling steam coal
Depots (ICDs) and Container Freight Stations at Visakhapatnam Port.
(CFSs) at various strategic locations and
operates container trains on specific railway 10) Adani Kandla Bulk Terminal Private Limited
routes as per concession agreement entered (“AKBTPL”) is a 100% subsidiary of APSEZL.
into with Ministry of Railways, Government of The Company has developed a Dry Bulk
India. terminal off Tekra near Tuna outside Kandla
creek at Kandla Port.
2) MPSEZ Utilities Limited (“MUL”) (Formerly
known as MPSEZ Utilities Private Limited), 11) Adani Warehousing Services Private Limited
is a 100% subsidiary of APSEZL, has (“AWSPL”) is a 100% subsidiary of APSEZL. The
developed infrastructure including operation, Company is formed to provide warehousing /
development, maintenance, improvement and storage facilities and other related services.
extension of utility services (including power 12) Adani Ennore Container Terminal Private
distribution) at Mundra Special Economic Limited (“AECTPL”) is a 100% subsidiary
Zone in Kutch district, Gujarat. of APSEZL. The Company has developed
3) Mundra SEZ Textile and Apparel Park Private container terminal and other related
Limited (“MITAP”), a 49.88% subsidiary of infrastructure at Ennore Port.
APSEZL and 5.40% investment held through 13) Adani Hospitals Mundra Private Limited
ALL (a 100% subsidiary of APSEZL), has set up (“AHMPL”) is a 100% subsidiary of APSEZL.
an integrated textile park under the scheme The Company provides hospital and related
of Ministry of Textiles, Government of India services at Mundra.
in Special Economic Zone at Mundra, Kutch
district, Gujarat. 14) The Dhamra Port Company Limited (“DPCL”), is
a 100% subsidiary of APSEZL and is operating
4) Karnavati Aviation Private Limited (“KAPL”), bulk cargo port infrastructure facilities at
a 100% subsidiary of APSEZL, is engaged in Dhamra in the state of Odisha.
providing non scheduled (passenger) airline
services through its aircrafts. 15) Shanti Sagar International Dredging Limited
(“SSIDL”) (Formerly known as Shanti Sagar
5) Adani Petronet (Dahej) Port Private Limited International Dredging Private Limited) is a
(“APDPPL”), a 74% subsidiary of APSEZL, has 100% subsidiary of APSEZL. The Company is
developed a Solid Cargo Port Terminal and providing dredging services.
related port infrastructure facilities of bulk
cargo at Dahej, Gujarat. 16) The Adani Harbour Services Limited (“TAHSL”)
(Formerly known as The Adani Harbour
6) Adani Murmugao Port Terminal Private Limited Services Private Limited) is a 100% subsidiary
(“AMPTPL”), a 100% subsidiary of APSEZL, has of APSEZL. Previously, the company was
developed port infrastructure facilities i.e. known as TM Harbour Services Private
coal handling terminal at Murmugao, Goa. Limited. The principal activity of TAHSPL is
to own and operate harbour tugs, barges,

other port crafts, ocean towage and offshore and is engaged in the business of Logistics
support vessels and to provide marine Operations.
services like pilotage, laying and maintenance
Pursuant to such acquisition, subsidiary
of buoys including SBMs, mooring of vessels
companies of ALSPL have became step down
at berth and mid-stream.
subsidiary companies of Adani Logistics
17) Adani Vizhinjam Port Private Limited Limited (the subsidiary company of APSEZL).
(“AVPPL”), a 100% subsidiary of APSEZL, is
24) Adani Bangladesh Ports Private Limited
developing container terminal port and other
(“ABPPL”) has been incorporated as a wholly
related infrastructure at Vizhinjam.
owned subsidiary of the Company on
18) Adani Kattupalli Port Limited (“AKPL”) February 17, 2020.
(Formerly known as Adani Kattupalli Port
25) APSEZL has acquired 75% equity shares of
Private Limited), a 100% subsidiary of APSEZL
Adani Krishnapatnam Port Limited (“AKPL”)
is engaged in the business of Container
(Formerly known as Krishnapatnam Port
Freight Station at Kattupalli Port, Tamil Nadu.
Company Limited) on October 01, 2020 and is
19) Abbot Point Operations Pty Limited (“APO”) engaged in the business of Port Operations.
is a 100% subsidiary of the Company and Pursuant to such acquisition, subsidiary
engaged in the business of Operation and companies of AKPL have became step down
Maintenance (O&M) service to port. subsidiary companies of APSEZL.
20) Marine Infrastructure Developer Private 26) APSEZL has acquired 100% equity shares
Limited is subsidiary of APSEZL with 97% of Dighi Port Limited (“DPL”) on February 15,
equity stake and is engaged in the business 2021 and is engaged in the business of Port
of Port Operations at Kattupalli Port. Operations.
21) Adani Yangon International Terminal Company
2 Basis of preparation
Limited (“AYITCL”) is wholly owned subsidiary
of Adani International Terminals Pte Limited 2.1 The consolidated financials statements of the
(a subsidiary company), developing port Group has been prepared in accordance with
infrastructure at Myanmar Indian Accounting Standards (Ind AS) notified
under the Companies ( Indian Accounting
22) Adani Agri Logistics Limited, Adani Agri Standards) Rules, 2015 as amended from time to
Logistics (Dahod) Limited, Adani Agri time.
Logistics (Samastipur) Limited and Adani
Agri Logistics (Darbhanga) Limited had Accounting policies have been consistently
become wholly owned subsidiaries of applied except where a newly-issued accounting
Adani Logistics Limited (the subsidiary standard is initially adopted or a revision to an
company of APSEZL) and is engaged existing accounting standard requires a change
in the business of Logistics Operations. in accounting policy as mentioned in note 2.3 y)
Pursuant to the acquisition of 100% equity hitherto in use.
stake of Adani Agri Logistics Limited (“”AALL””), The consolidated financial statements have been
subsidiary companies of AALL have became prepared on a historical basis, except for the
step down subsidiary companies of Adani following assets and liabilities which have been
Logistics Limited (the subsidiary company of measured at fair value or revalued amount :
APSEZL).
- Derivative financial instruments
23) Subsidiary company Adani Logistics Limited
- Defined Benefit Plans - Plan Assets measured
acquired 98.29% equity shares of Adani
at fair value and
Logistics Services Private Limited (“ALSPL”)
(formerly known as Innovative B2B Logistics - Certain financial assets and liabilities measured
Solutions Private Limited) on August 06, 2019 at fair value (refer accounting policy regarding
financial instruments)

In addition, the consolidated financial statements Consolidated financial statements are prepared
are presented in Indian Rupees (H) in crore using uniform accounting policies for like
and all values are rounded off to two decimal transactions and other events in similar
(H00,00,000), except when otherwise indicated. circumstances. If a member of the group uses
accounting policies other than those adopted
2.2 Principles of consolidation in the consolidated financial statements for like
The consolidated financial statements comprise transactions and events in similar circumstances,
the financial statements of the Company, appropriate adjustments are made to that group
subsidiaries, joint venture entities, and associates member’s financial statements in preparing the
and as at March 31, 2021. Control is achieved when consolidated financial statements to ensure
the Group is exposed, or has rights, to variable conformity with the group’s accounting policies.
returns from its involvement with the investee and
has the ability to affect those returns through its The financial statements of all entities used
power over the investee. Specifically, the Group for the purpose of consolidation are drawn up
controls an investee if and only if the Group has:- to same reporting date as that of the parent
company. When the end of the reporting period
- Power over the investee (i.e. existing rights of the parent is different from that of a subsidiary,
that give it the current ability to direct the the subsidiary prepares, for consolidation
relevant activities of the investee) purposes, additional financial information as of
- Exposure, or rights, to variable returns from its the same date as the financial statements of the
involvement with the investee and parent to enable the parent to consolidate the
- The ability to use its power over the investee to financial information of the subsidiary, unless it is
affect its returns impracticable to do so.
Generally, there is a presumption that a majority Consolidation procedure:

of voting rights result in control. To support this (a) Combine like items of assets, liabilities,
presumption and when the Group has less than equity, income, expenses and cash flows of
a majority of the voting or similar rights of an the parent with those of its subsidiaries.
investee, the Group considers all relevant facts (b) Offset (eliminate) the carrying amount of the
and circumstances in assessing whether it has parent’s investment in each subsidiary and the
power over an investee, including: parent’s portion of equity of each subsidiary.
- The contractual arrangement with the other Business combinations policy explains how to
vote holders of the investee account for any related goodwill.
- Rights arising from other contractual (c) Eliminate in full intragroup assets and
arrangements liabilities, equity, income, expenses and cash
- The Group’s voting rights and potential voting flows relating to transactions between entities
rights of the group (profits or losses resulting from
- The size of the group’s holding of voting rights intragroup transactions that are recognised
relative to the size and dispersion of the in assets, such as inventory and property,
holdings of the other voting rights holders. plant and equipment, are eliminated in full).
Intragroup losses may indicate an impairment
The Group re-assesses whether or not it controls that requires recognition in the consolidated
an investee if facts and circumstances indicate financial statements. Ind AS 12 Income Taxes
that there are changes to one or more of the applies to temporary differences that arise
three elements of control. Consolidation of a from the elimination of profits and losses
subsidiary begins when the Group obtains control resulting from intragroup transactions.
over the subsidiary and ceases when the Group
loses control of the subsidiary. Assets, liabilities, Profit or loss and each component of other
income and expenses of a subsidiary acquired or comprehensive income (OCI) are attributed to the
disposed of during the year are included in the equity holders of the parent of the Group and to
consolidated financial statements from the date the non-controlling interests, even if this results
the Group gains control until the date the Group in the non-controlling interests having a deficit
ceases to control the subsidiary. balance. All intra-group assets and liabilities,
equity, income, expenses and cash flows relating


to transactions between members of the Group changes in the Group’s share of net assets of the
are eliminated in full on consolidation. joint venture since the acquisition date.
A change in the ownership interest of a subsidiary, The consolidated statement of profit and loss
without a loss of control, is accounted for as an reflects the Group’s share of the results of
equity transaction. If the Group loses control over operations of the joint venture and associate
a subsidiary, it: entities. Any change in OCI of those investees is
presented as part of the Group’s OCI. In addition,
- Derecognises the assets (including goodwill)
when there has been a change recognised
and liabilities of the subsidiary
directly in the equity of the joint venture entities,
- Derecognises the carrying amount of any non- the Group recognises its share of any changes,
controlling interests when applicable, in the statement of changes in
- Derecognises the cumulative translation equity. Unrealised gains and losses resulting from
differences recorded in equity transactions between the Group and the joint
- Recognises the fair value of the consideration venture entities are eliminated to the extent of
received the interest in the joint venture entities.
- Recognises the fair value of any investment If an entity’s share of losses of a joint venture
retained equals or exceeds its interest in the associate
- Recognises any surplus or deficit in profit or or joint venture (which includes any long term
loss interest that, in substance, form part of the
Group’s net investment in the associate or joint
- Reclassifies the parent’s share of components
venture), the entity discontinues recognising
previously recognised in OCI to profit or loss or
its share of further losses. Additional losses are
retained earnings, as appropriate, as would be
recognised only to the extent that the Group
required if the Group had directly disposed of
has incurred legal or constructive obligations or
the related assets or liabilities.
made payments on behalf of the joint venture.
2.3 Summary of significant accounting policies If the joint venture subsequently reports profits,
the entity resumes recognising its share of those
a) Investment in associates and joint venture
profits only after its share of the profits equals
entities
the share of losses not recognised.
An associate is an entity over which the Group
has significant influence. Significant influence The aggregate of the Group’s share of profit or
is the power to participate in the financial and loss of a joint venture entities is shown on the
operating policy decisions of the investee but do face of the consolidated statement of profit and
not control or joint control over those policies. loss.
A joint venture entity is a type of joint arrangement The financial statements of the joint venture
whereby the parties that have joint control of the entities are prepared for the same reporting period
arrangement and have rights to the net assets of as the Group. When necessary, adjustments are
the joint venture. Joint control is a contractually made to bring the accounting policies in line with
agreed sharing of control of an arrangement, those of the Group.
which exists only when decisions about the After application of the equity method, the Group
relevant activities require unanimous consent of determines whether it is necessary to recognise
the parties sharing control. an impairment loss on its investment in its joint
The considerations made in determining whether venture entities. At each reporting date, the
significant influence or joint control, are similar Group determines whether there is objective
to those necessary to determine control over the evidence that the investment in the joint venture
subsidiaries. entities are impaired. If there is such evidence, the
Group calculates the amount of impairment as
The Group’s investments in its associate and the difference between the recoverable amount
joint venture entities are accounted for using of the joint venture entities and its carrying value,
the equity method. Under the equity method, and then recognises the loss as ‘Share of profit
the investment in an associate or a joint venture of a joint venture entities’ in the consolidated
entities is initially recognised at cost. The carrying statement of profit and loss.
amount of the investment is adjusted to recognise

Upon loss of significant influence over associate and items included in the financial statements of
entity/ joint control over the joint venture entities, each entity are measured using that functional
the Group measures and recognises any retained currency. However, for practical reasons, the
investment at its fair value. Any difference Group entities use an average rate if the average
between the carrying amount of the associates approximates the actual rate at the date of
entity / joint venture entities upon loss of transaction. The Group uses the direct method
significant influence or joint control and the fair of consolidation and on disposal of a foreign
value of the retained investment and proceeds operation the gain or loss that is reclassified to
from disposal is recognised in the statement of profit or loss reflects the amount that arises from
profit and loss. using this method.
b) Current versus non-current classification Transactions and balances
The Group presents assets and liabilities in the Transactions in foreign currencies are initially
balance sheet based on current/ non-current recorded by the Group entities at their respective
classification. An asset is treated as current when functional currency spot rates at the date the
it is: transaction first qualifies for recognition.
- Expected to be realised or intended to be sold Monetary assets and liabilities denominated in
or consumed in normal operating cycle; or foreign currencies are translated at the functional
currency spot rates of exchange at the reporting
- Held primarily for the purpose of trading; or
date.
- Expected to be realised within twelve months
after the reporting period; or Exchange differences arising on settlement or
translation of monetary items are recognised in
- Cash and cash equivalent unless restricted profit or loss with the exceptions for which below
from being exchanged or used to settle a treatment is given as per the option availed under
liability for at least twelve months after the Ind AS 101.
reporting period.
i. Exchange differences, arising on long-term
All other assets are classified as non-current. foreign currency monetary items related
A liability is current when: to acquisition of a property, plant and
- It is expected to be settled in normal operating equipment (including funds used for project
cycle; or work-in-progress) recognised in the Indian
GAAP financial statements for the period
- It is held primarily for the purpose of trading; or
ending immediately before the beginning of
- It is due to be settled within twelve months the first Ind AS financial reporting period i.e.
after the reporting period; or March 31, 2016 are capitalised / decapitalised
- There is no unconditional right to defer the to cost of fixed assets and depreciated over
settlement of the liability for at least twelve the remaining useful life of the asset.
months after the reporting period
ii. Exchange differences arising on other
The Group classifies all other liabilities as non- outstanding long term foreign currency
current. monetary items recognised in the Indian
Deferred tax assets and liabilities are classified as GAAP financial statements for the period
non-current assets and liabilities respectively. ending immediately before the beginning
The operating cycle is the time between the of the first Ind AS financial reporting
acquisition of assets for processing and their period i.e. March 31, 2016 are accumulated
realisation in cash or cash equivalents. The Group in the “Foreign Currency Monetary Item
has identified twelve months as its operating Translation Difference Account” (FCMITDA)
cycle. and amortised over the remaining life of
the concerned monetary item or financial
c) Foreign currency transactions : year 2019-20, whichever is earlier. The said
The Group’s consolidated financial statements balance has been completely amortised in
are presented in INR, which is also the parent the previous financial year.
company’s functional currency. For each entity
Non-monetary items that are measured in
the Group determines the functional currency
terms of historical cost in a foreign currency are


translated using the exchange rates at the dates maximizing the use of relevant observable inputs
of the initial transactions. and minimizing the use of unobservable inputs.
Group companies All assets and liabilities for which fair value is
On consolidation, the assets and liabilities of measured or disclosed in the financial statements
foreign operations are translated into INR at the are categorised within the fair value hierarchy,
rate of exchange prevailing at the reporting date described as follows, based on the lowest
and their statements of profit or loss are translated level input that is significant to the fair value
at exchange rates prevailing at the dates of the measurement as a whole:
transactions. For practical reasons, the group uses Level 1 — Quoted (unadjusted) market prices in
an average rate to translate income and expense active markets for identical assets or liabilities
items, if the average rate approximates the
exchange rates at the dates of the transactions. Level 2 — Valuation techniques for which the
The exchange differences arising on translation lowest level input that is significant to the fair
for consolidation are recognised in OCI. On value measurement is directly or indirectly
disposal of a foreign operation, the component of observable
OCI relating to that particular foreign operation is Level 3 — Valuation techniques for which the
recognised in statement of profit and loss. lowest level input that is significant to the fair
d) Fair value measurement value measurement is unobservable
The Group measures financial instruments, such For assets and liabilities that are recognised in
as, derivatives at fair value at each balance sheet the financial statements on a recurring basis,
date. the Group determines whether transfers have
Fair value is the price that would be received to sell occurred between levels in the hierarchy by re-
an asset or paid to transfer a liability in an orderly assessing categorization (based on the lowest
transaction between market participants at the level input that is significant to the fair value
measurement date. The fair value measurement measurement as a whole) at the end of each
is based on the presumption that the transaction reporting period.
to sell the asset or transfer the liability takes The Group’s Management determines the
place either: policies and procedures for both recurring fair
- In the principal market for the asset or liability, value measurement, such as derivative financial
or instruments and unquoted financial assets
measured at fair value and for non recurring fair
- In the absence of a principal market, in the
value measurement, such as an assets under the
most advantageous market for the asset or
scheme of business undertaking.
liability
The principal or the most advantageous market External valuers are involved for valuation of
must be accessible by the Group. significant assets such as business undertaking
for transfer under the scheme and unquoted
The fair value of an asset or a liability is measured financial assets and financial liabilities.
using the assumptions that market participants Involvement of external valuers is decided upon
would use when pricing the asset or liability, annually by the Management and in specific
assuming that market participants act in their cases after discussion with and approval by the
best economic interest. respective company’s Audit Committee. Selection
A fair value measurement of a non-financial asset criteria includes market knowledge, reputation,
takes into account a market participant’s ability to independence and whether professional
generate economic benefits by using the asset in standards are maintained. The Management
its highest and best use or by selling it to another decides, after discussions with the Group’s
market participant that would use the asset in its external valuers, which valuation techniques and
highest and best use. inputs to use for each case.
The Group uses valuation techniques that are At each reporting date, the management analyses
appropriate in the circumstances and for which the movements in the values of assets and
sufficient data are available to measure fair value, liabilities which are required to be remeasured
or re-assessed as per the Group’s accounting

policies. For this analysis, the Management based on the standalone selling prices. Where
verifies the major inputs applied in the latest these prices are not directly observable, they are
valuation by agreeing the information in the estimated based on expected cost plus margin.
valuation computation to contracts and other
Revenue on take-or-pay charges are recognised
relevant documents.
for the quantity that is the difference between
The Management, in conjunction with the Group’s annual agreed tonnage and actual quantity
external valuers, also compares the change in the of cargo handled. The amount recognised as
fair value of each asset and liability with relevant revenue is exclusive of goods and services tax
external sources to determine whether the where applicable.
change is reasonable.
Income in the nature of license fees / waterfront
For the purpose of fair value disclosures, the Group royalty and revenue share is recognised in
has determined classes of assets and liabilities on accordance terms and conditions of relevant
the basis of the nature, characteristics and risks service agreement with customers/ sub
of the asset or liability and the level of the fair concessionaire.
value hierarchy as explained above.
Income towards infrastructure premium is
This note summarises accounting policy for fair recognised as revenue in the year in which
value. Other fair value related disclosures are the Group provides access to its common
given in the relevant notes. infrastructure.
- Disclosures for valuation methods, significant Income from long term leases
estimates and assumptions (refer note 2.4 and As a part of its business activity, the Group leases/
33.2) sub-leases land on long term basis to its customers.
- Quantitative disclosures of fair value Leases are classified as finance lease whenever
measurement hierarchy (refer note 33.2) the terms of lease transfer substantially all the
- Investment in unquoted equity shares (refer risks and rewards of ownership to the lessee. All
note 4) other leases are classified as operating lease. In
some cases, the Company enters into cancellable
- Financial instruments (including those carried
lease / sub-lease transaction agreement, while in
at amortised cost) (refer note 33.1)
other cases, it enters into non-cancellable lease
e) Revenue recognition / sub-lease agreement. The Company recognizes
Revenue from contracts with customers is the income based on the principles of leases
recognised when control of the goods or services as set out in relevant accounting standard and
are transferred to the customer at an amount that accordingly in cases where the land lease / sub-
reflects the consideration to which the Group lease agreement are cancellable in nature, the
expects to be entitled in exchange for those income in the nature of upfront premium received
goods or services. / receivable is recognised on operating lease basis
i.e. on a straight line basis over the period of lease
The specific recognition criteria described below / sub-lease agreement / date of memorandum of
must also be met before revenue is recognised. understanding takes effect over lease period and
Port operation and logistics services annual lease rentals are recognised on an accrual
basis.
Revenue from port operation services including
cargo handling, storage, rail infrastructure, other In cases where long term land lease / sub-lease
ancillary port services and logistics services are transaction agreement are non-cancellable in
recognised in the accounting period in which the nature, the income is recognised on finance
services are transferred to the customer at an lease basis i.e. at the inception of lease / sub-
amount that reflects the consideration to which lease agreement / date of memorandum of
the Group expects to be entitled in exchange for understanding takes effect over lease period, the
those services. income recognised is equal to the present value of
the minimum lease payment over the lease period
In cases, where the contracts include multiple
(including non-refundable upfront premium)
contract obligations, the transaction price will
which is substantially equal to the fair value of
be allocated to each performance obligation


land leased / sub-leased. In respect of land given Revenue from service concession arrangements is
on finance lease basis, the corresponding cost recognised based on the fair value of construction
of the land and development costs incurred are work performed at the reporting date.
expensed off in the statement of profit and loss.
Once the infrastructure is in operation, the
Rental income treatment of income is as follows:
Rental income arising from operating leases Finance income over financial asset after
on investment properties is accounted for on consideration of fixed storage charges is
a straight-line basis over the lease terms and is recognised using effective interest rate method.
included in revenue in the statement of profit and Variable storage charges revenue is recognised
loss due to its operating nature. in the period of storage of food grains. Revenues
from other variable charges such as loading and
Development of Infrastructure Assets
unloading charges, bagging charges, stacking
The Company ‘s business operations includes charges, etc. as per the rates mentioned in SCA
construction and development of infrastructure are recognised in each period as and when
assets. where the outcome of the project cannot services are rendered in accordance with “Ind AS
be estimated reasonably, Revenue from contracts 115 - Revenue from Contracts with Customers”.
for such construction and development activities
is recognised on completion of relevant activities Interest income
under the contract and the transfer of control of For all financial assets measured either at
the infrastructure when all significant risks and amortised cost or at fair value through other
rewards of ownership in the infrastructure assets comprehensive income, interest income is
are transferred to the customer. recorded using the effective interest rate
(EIR). EIR is the rate that exactly discounts the
Non scheduled aircraft services
estimated future cash payments or receipts over
Revenue from chartered services is recognised the expected life of the financial instrument or
when the service is performed under contractual a shorter period, where appropriate, to the gross
obligations. carrying amount of the financial asset or to
Utilities Services the amortised cost of a financial liability. When
calculating the effective interest rate, the Group
Revenue is recognised as and when the service
estimates the expected cash flows by considering
performed under contractual obligations and
all the contractual terms of the financial
the right to receive such income is established.
instrument (for example, prepayment, extension,
Delayed payment charges are accounted as and
call and similar options) but does not consider
when received.
the expected credit losses. Interest income is
Income from SEIS included in finance income in the consolidated
Income from Services Exports from India Scheme statement of profit and loss.
(‘SEIS’) incentives under Government’s Foreign Dividends
Trade Policy 2015-20 on the port services income
Dividend Income is recognised when the Group’s
is recognised based on effective rate of incentive
right to receive the payment is established, which
under the scheme, provided no significant
is generally when shareholders approve the
uncertainty exists for the measurability,
dividend.
realisation and utilisation of the credit under the
scheme. The receivables related to SEIS licenses f) Government grants
are classified as “Other Non Financial Assets”. Government grants are recognised where there
Revenue recognition from Service Concession is reasonable assurance that the grant will be
arrangements in Agri Logistics Business received and all attached conditions will be
complied with. When the grant relates to an
Service Concession arrangements revenue
expense item, it is recognised as income on a
relating to construction contracts which are
systematic basis over the periods that the related
entered into with Government Authorities for
costs, for which it is intended to compensate, are
the construction of infrastructure necessary for
expensed. When the grant relates to an asset, it is
the provision of services are measured at the fair
recognised either as a income in equal amounts
value of the consideration received or receivables.

over the expected useful life of the related asset - In respect of taxable temporary differences
or by deducting from the carrying amount of the associated with investments in subsidiaries,
asset. associates and interests in joint venture
Royalty on Cargo entities, when the timing of the reversal of the
temporary differences can be controlled and it
Waterfront royalty under the various concession/ is probable that the temporary differences will
sub concession agreement is paid at concessional not reverse in the foreseeable future.
rate in terms of rate prescribed by Gujarat
Maritime Board (GMB) and notified in official Deferred tax assets are recognised for all
gazette of various state Government authorities, deductible temporary differences, the carry
wherever applicable. forward of unused tax credits and any unused
tax losses. Deferred tax assets are recognised to
g) Taxes the extent that it is probable that taxable profit
Tax expense comprises of current income tax and will be available against which the deductible
deferred tax. temporary differences, and the carry forward of
Current income tax unused tax credits and unused tax losses can be
utilised, except:
Current income tax assets and liabilities are
measured at the amount expected to be recovered - When the deferred tax asset relating to the
from or paid to the taxation authorities. Current deductible temporary difference arises from
income tax (including Minimum Alternate Tax the initial recognition of an asset or liability in a
(“MAT”)) is measured at the amount expected to transaction that is not a business combination
be paid to the tax authorities in accordance with and, at the time of the transaction, affects
the Income-Tax Act, 1961 enacted in India. The tax neither the accounting profit nor taxable profit
rates and tax laws used to compute the amount or loss.
are those that are enacted or substantially - In respect of deductible temporary differences
enacted, at the reporting date. associated with investments in subsidiaries,
Current income tax relating to items recognised associates and interests in joint venture
outside the statement of profit and loss is entities, deferred tax assets are recognised
recognised outside the statement of profit and only to the extent that it is probable that
loss (either in other comprehensive income or the temporary differences will reverse in the
in equity). Current tax items are recognised in foreseeable future and taxable profit will
correlation to the underlying transaction either in be available against which the temporary
OCI or directly in equity. Management periodically differences can be utilised.
evaluates positions taken in the tax returns with
The Company is eligible and claiming tax
respect to situations in which applicable tax
deductions available under section 80IAB of the
regulations are subject to interpretation and
Income Tax Act, 1961 for a period of 10 years w.e.f
establishes provisions where appropriate.
FY 2007-08 to FY 2016-17. Some of the subsidiaries
Deferred tax and joint venture entities are also eligible for tax
Deferred tax is provided using the balance-sheet deductions available under section 80IA of the
approach on temporary differences between Income Tax Act, 1961 for a period of 10 years out
the tax bases of assets and liabilities and their of eligible period of 15 years. In view of some of
carrying amounts for financial reporting purposes the subsidiaries and joint venture entities availing
at the reporting date. tax deduction under Section 80IA of the Income
Tax Act, 1961, deferred tax has been recognised
Deferred tax liabilities are recognised for all
in respect of temporary difference, which reverse
taxable temporary differences, except:-
after the tax holiday period in the year in which the
- When the deferred tax liability arises from temporary difference originate and no deferred
the initial recognition of goodwill or an tax (assets or liabilities) is recognised in respect
asset or liability in a transaction that is not a of temporary difference which reverse during
business combination and, at the time of the tax holiday period, to the extent such gross total
transaction, affects neither the accounting income is subject to the deduction during the tax
profit nor taxable profit or loss. holiday period. For recognition of deferred tax,


the temporary difference which originate first are Property, plant and equipment and Capital work-
considered to reverse first. in-progress are stated at cost. Such cost includes
the cost of replacing parts of the plant and
The carrying amount of deferred tax assets is
equipment and borrowing costs for long-term
reviewed at each reporting date and reduced
construction projects if the recognition criteria
to the extent that it is no longer probable that
are met. When significant parts of plant and
sufficient future taxable profit will be available
equipment are required to be replaced at intervals,
to allow all or part of the deferred tax asset to
the Group depreciates them separately based on
be utilized. Unrecognised deferred tax assets
their specific useful lives. Likewise, when a major
are re-assessed at each reporting date and are
inspection is performed, its cost is recognised in
recognised to the extent that it has become
the carrying amount of the plant and equipment
probable that future taxable profits will allow the
as a replacement if the recognition criteria are
deferred tax asset to be recovered.
satisfied. All other repair and maintenance costs
Deferred tax assets and liabilities are measured are recognised in consolidated statement of
at the tax rates that are expected to apply in the profit and loss as incurred. The present value of
year when the asset is realized or the liability is the expected cost for the decommissioning of
settled, based on tax rates (and tax laws) that the asset after its use is included in the cost of
have been enacted or substantively enacted at respective asset if recognition criteria for the
the reporting date. provision are met.
Deferred tax relating to items recognised outside The Group adjusts exchange differences arising
profit or loss is recognised outside profit or loss on translation difference/settlement of long term
(either in other comprehensive income or in foreign currency monetary items outstanding
equity). Deferred tax items are recognised in in the Indian GAAP financial statements for the
correlation to the underlying transaction either in period ending immediately before the beginning
OCI or directly in equity. of the first Ind AS financial statements i.e. March
31, 2016 and pertaining to the acquisition of
The Group recognizes tax credits in the nature of a depreciable asset to the cost of asset and
Minimum Alternative Tax (“MAT”) credit as an asset depreciates the same over the remaining useful
only to the extent that there is sufficient taxable life of the asset. The depreciation on such foreign
temporary difference/convincing evidence that exchange difference is recognised from first day
the Group will pay normal income tax during the of the financial year.
specified period, i.e., the period for which tax
credit is allowed to be carried forward. In the year Borrowing cost relating to acquisition /
in which the Group recognises tax credits as an construction of Property, Plant and Equipments
asset, the said asset is created by way of tax credit which take substantial period of time to get
to the consolidated statement of profit and loss. ready for its intended use are also included to the
The Group reviews such tax credit asset at each extent they relate to the period till such assets
reporting date and writes down the asset to the are ready to be put to use.
extent the Group does not have sufficient taxable
Depreciation is calculated on a straight-line
temporary difference/convincing evidence that
basis over the estimated useful lives of the
it will pay normal tax during the specified period.
assets as prescribed under Part C of Schedule
Deferred tax includes MAT tax credit.
II of the Companies Act, 2013 except for the
h) Property, plant and equipment (PPE) assets mentioned below for which useful lives
Property, plant and equipment are stated at estimated by the management. The identified
cost net of accumulated depreciation and component of fixed assets are depreciated over
accumulated impairment losses, if any. The cost their useful lives and the remaining components
comprises the purchase price, borrowing costs are depreciated over the life of the principal
(if capitalisation criteria are met) and other assets. The management believes that these
cost directly attributable to bringing the asset estimated useful lives are realistic and reflect
to its working condition for the intended use. fair approximation of the period over which the
The Group has elected to regard previous GAAP assets are likely to be used.
carrying values of property, plant and equipment The Group has estimated the following useful life
as deemed cost at the date of transition to Ind AS to provide depreciation on its certain Property,
i.e April 01, 2015. Plant and Equipment based on assessment made
by expert and management estimate.

Assets Estimated Useful life

Leasehold Land Development Over the balance period of Concession Agreement and approved
Supplementary Concession Agreement by Gujarat Maritime
Board, other major port trust authorities, State Government
authorities etc. as applicable
Marine Structure, Dredged Channel, 50 Years as per concession agreement/over the balance period
Building RCC Frame Structure of concession agreement as applicable
Dredging Pipes - Plant and Equipment 1.5 Years
Nylon and Steel coated belt on 4 Years and 10 Years respectively
Conveyor - Plant and Equipment
Inner Floating and outer floating hose, 6 Years
String of Single Point Mooring - Plant
and Equipment
Fender, Buoy installed at Jetty - Marine 5 - 10 Years
Structures
Bridges, Drains & Culverts 25 Years as per concession agreement
Carpeted Roads – Other than RCC 10 Years
Non Carpeted Roads – Other than RCC 3 Years
Tugs 20 Years
An item of property, plant and equipment covered amount of the asset) is included in the statement
under Concession agreement, sub-concession of profit and loss when the asset is derecognised.
agreement and supplementary concession
The residual values, useful lives and methods of
agreement, shall be transferred to and shall vest
depreciation of property, plant and equipment are
in Grantor (government authorities) at the end of
reviewed at each financial year end and adjusted
respective concession agreement. In cases, where
prospectively.
the Group is expected to receive consideration
of residual value of property from grantor at the i) Intangible assets
end of concession period, the residual value of Intangible assets acquired separately are measured
contracted property is considered as the carrying on initial recognition at cost. The cost of intangible
value at the end of concession period based on assets acquired in a business combination is their
depreciation rates as per management estimate/ fair value on the date of acquisition. Following
Schedule II of the Companies Act, 2013 and in initial recognition, intangible assets are carried
other cases it is Nil. For the ports operating in at cost less any accumulated amortisation
Gujarat, all contracted immovable and movable and accumulated impairment losses. Internally
assets shall be transferred to and shall vest in generated intangibles, excluding capitalised
Gujarat Maritime Board (‘GMB’) for consideration development costs, are not capitalised and the
equivalent to the Depreciated Replacement Value related expenditure is reflected in profit or loss in
(the ‘DRV’). Currently DRV is not determinable, the period in which the expenditure is incurred.
accordingly, residual value of contract asset is
considered to be the carrying value based on The useful lives of intangible assets are assessed
depreciation rates as per management estimate/ as either finite or indefinite.
Schedule II of the Companies Act, 2013 at the end Intangible assets with finite lives are amortised
of concession period. over the useful economic life and assessed for
An item of property, plant and equipment impairment whenever there is an indication
and any significant part initially recognised is that the intangible asset may be impaired. The
derecognised upon disposal or when no future amortisation period and the amortisation method
economic benefits are expected from its use or for an intangible asset with a finite useful life are
disposal. Any gain or loss arising on derecognition reviewed at least at the end of each reporting
of the asset (calculated as the difference between period. Changes in the expected useful life or
the net disposal proceeds and the carrying the expected pattern of consumption of future


economic benefits embodied in the asset are level. The assessment of indefinite life is reviewed
considered to modify the amortisation period annually to determine whether the indefinite life
or method, as appropriate, and are treated continues to be supportable. If not, the change
as changes in accounting estimates. The in useful life from indefinite to finite is made on a
amortisation expense on intangible assets with prospective basis.
finite lives is recognised in the statement of profit
Gains or losses arising from derecognition of an
and loss unless such expenditure forms part of
intangible asset are measured as the difference
carrying value of another asset.
between the net disposal proceeds and the
Intangible assets with indefinite useful lives are not carrying amount of the asset and are recognised
amortised, but are tested for impairment annually, in the consolidated statement of profit and loss
either individually or at the cash-generating unit when the asset is derecognised.
A summary of the policies applied to the Group’s intangible assets is, as follows:
Intangible Assets Method of Amortisation Estimated Useful life
Software applications on straight line basis 5 Years based on management
estimate
License Fees paid to Ministry of Railway on straight line basis Over the license period of 20 years
(MOR) for approval for movement of
Container Trains
Right to Use of Land on straight line basis Over the period of agreement
between 10-20 years
Right of use to develop and operate the on straight line basis Over the balance period of Sub-
port facilities including rights arising from Concession Agreement
service concession arrangement
Railway License on straight line basis 20 to 35 Years based on validity of
license
Non-Compete Agreement on straight line basis As per relevant Agreement
Port concession rights arising from Service Port concession rights also include certain
Concession/Sub-Concession Arrangements: property, plant and equipment which are
The Group recognises port concession rights as reclassified as intangible assets in accordance
“Port Infrastructure Rights” under “Intangible with Appendix C of Ind AS 115 ‘Service Concession
Assets” arising from a service concession Arrangements’. These assets are amortised based
arrangement, in which the grantor controls or on the lower of their useful lives or concession
regulates the services provided and the prices period.
charged, and also controls any significant residual Gains or losses arising from de-recognition of port
interest in the infrastructure such as property, concession rights are measured as the difference
plant and equipment, if the infrastructure is between the net disposal proceeds and the
existing infrastructure of the grantor or the carrying amount of the asset and are recognised
infrastructure is constructed or purchased by in the consolidated statement of profit or loss
the Group as part of the service concession when the asset is de-recognised.
arrangement. Such an intangible asset is
recognised by the Group at cost (which is the fair The period of port concession arrangements are
value of the consideration received or receivable of 30 years.
for the construction service delivered) and is Service Concession Arrangements (“SCA”) in
capitalised when the project is complete in all respect of Agri Logistics Business
respects and the Group receives the completion
Certain companies in the Group have entered
certificate from the authorities as specified in the
into service concession agreement with Food
concession agreement.
Corporation of India (FCI) which is an arrangement

between the “grantor” (a public sector entity/ Interest income earned on the temporary
authority) and the “operator” (a private sector investment of specific borrowings pending their
entity) to provide services that give the public expenditure on qualifying assets is deducted from
access to major economic and social facilities the borrowing costs eligible for capitalisation.
utilising private-sector funds and expertise.
k) Leases
With respect to SCA, revenue and costs are The Group assesses at contract inception
allocated between those relating to construction whether a contract is, or contains, a lease. That
services and those relating to operation and is, if the contract conveys the right to control the
maintenance services, and are accounted for use of an identified asset for a period of time in
separately. Consideration received or receivable exchange for consideration.
is allocated by reference to the relative fair value
of services delivered when the amounts are Group as a lessee
separately identifiable. The infrastructure used in The Group applies a single recognition and
a concession are classified as an intangible asset measurement approach for all leases, except
or a financial asset, depending on the nature of for short-term leases and leases of low-value
the payment entitlements established in the SCA. assets. The Company recognises lease liabilities
to make lease payments and right-of-use assets
When the amount of consideration under the
representing the right to use the underlying
arrangement for the provision of public services
assets.
is substantially fixed by a contract, the Group
recognises the consideration for construction i) Right-of-use assets
services at its fair value as a financial asset and The Group recognises right-of-use assets
is classified as “financial asset under service (“RoU Assets”) at the commencement date
concession arrangements”. of the lease (i.e., the date the underlying
When the amount of consideration under the asset is available for use). Right-of-use assets
arrangement comprises of are measured at cost, less any accumulated
- fixed charges based on Annual Guaranteed depreciation and impairment losses, and
Tonnage and adjusted for any remeasurement of lease
liabilities. The cost of right-of-use assets
- variable charges based on Actual Utilisation
includes the amount of lease liabilities
Tonnage,
recognised, initial direct costs incurred,
then, the Group recognizes the consideration and lease payments made at or before
for construction services at its fair value, as the commencement date less any lease
the ”financial asset under service concession incentives received. Right-of-use assets are
arrangement” to the extent present value of depreciated on a straight-line basis over the
fixed payment to be received discounted at shorter of the lease term and the estimated
incremental borrowing rate and the residual useful lives of the assets
portion is recognised as an intangible asset.
If ownership of the leased asset is transferred
j) Borrowing costs to the Group at the end of the lease term or
Borrowing costs directly attributable to the the cost reflects the exercise of a purchase
acquisition, construction or production of an option, depreciation is calculated using the
asset that necessarily takes a substantial period estimated useful life of the asset. The right-
of time to get ready for its intended use or sale of-use assets are also subject to impairment.
are capitalised as part of the cost of the asset. Refer to the accounting policies in section
All other borrowing costs are expensed in the (m) Impairment of non-financial assets.
period in which they occur. Borrowing costs
ii) Lease Liabilities
consist of interest and other costs that an entity
incurs in connection with the borrowing of At the commencement date of the lease,
funds. Borrowing cost also includes exchange the Group recognises lease liabilities
differences to the extent regarded as an measured at the present value of lease
adjustment to the borrowing costs. payments to be made over the lease term.
The lease payments include fixed payments


(including in substance fixed payments) leases. Rental income from operating lease is
less any lease incentives receivable, variable recognised on a straight-line basis over the term
lease payments that depend on an index of the relevant lease. Initial direct costs incurred
or a rate, and amounts expected to be paid in negotiating and arranging an operating lease
under residual value guarantees. The lease are added to the carrying amount of the leased
payments also include the exercise price asset and recognised over the lease term on the
of a purchase option reasonably certain to same basis as rental income. Contingent rents are
be exercised by the Group and payments recognised as revenue in the period in which they
of penalties for terminating the lease, if the are earned.
lease term reflects the Group exercising the
Leases are classified as finance leases when
option to terminate. Variable lease payments
substantially all of the risks and rewards of
that do not depend on an index or a rate
ownership transfer from the Group to the lessee.
are recognised as expenses (unless they are
Amounts due from lessees under finance leases
incurred to produce inventories) in the period
are recorded as receivables at the Group’s net
in which the event or condition that triggers
investment in the leases. Finance lease income is
the payment occurs.
allocated to accounting periods so as to reflect
In calculating the present value of lease a constant periodic rate of return on the net
payments, the Group uses its incremental investment outstanding in respect of the lease.
borrowing rate at the lease commencement
l) Inventories
date incase the interest rate implicit in the
lease is not readily determinable. After the Inventories are valued at lower of cost and net
commencement date, the amount of lease realisable value.
liabilities is increased to reflect the accretion Stores and Spares: Valued at lower of cost and net
of interest and reduced for the lease payments realizable value. Cost is determined on a moving
made. In addition, the carrying amount of weighted average basis. Cost of stores and spares
lease liabilities is remeasured if there is a lying in bonded warehouse includes custom duty
modification, a change in the lease term, a payable.
change in the lease payments (e.g., changes
to future payments resulting from a change in Stores and Spares which do not meet the
an index or rate used to determine such lease definition of property, plant and equipment are
payments) or a change in the assessment of accounted as inventories.
an option to purchase the underlying asset. Costs incurred that relate to future contract
Lease liabilities has been presented under the activities are recognised as ”Project Work-in-
head “Other Financial Liabilities”. Progress”.
iii) Short-term leases and leases of low-value Project work-in-progress comprise specific
assets contract costs and other directly attributable
The Group applies the short-term lease overheads including borrowing costs which can
recognition exemption to its short-term be allocated on specific contract cost is, valued at
leases (i.e., those leases that have a lease term lower of cost and net realisable value.
of 12 months or less from the commencement
Net Realizable Value in respect of stores and
date and do not contain a purchase option).
spares is the estimated current procurement
It also applies the lease of low-value assets
price in the ordinary course of the business.
recognition exemption that are considered
to be low value. Lease payments on short- m) Impairment of non-financial assets
term leases and leases of low-value assets The Group assesses, at each reporting date,
are recognised as expense on a straight-line whether there is an indication that an asset may
basis over the lease term. be impaired. If any indication exists, or when
Group as a lessor annual impairment testing for an asset is required,
the Group estimates the asset’s recoverable
Leases in which the Group does not transfer
amount. An asset’s recoverable amount is the
substantially all the risks and rewards of
higher of an asset’s or cash-generating unit’s
ownership of an asset are classified as operating
(CGU) fair value less costs of disposal and its

value in use. Recoverable amount is determined Goodwill is tested for impairment annually as at
for an individual asset, unless the asset does every year end and when circumstances indicate
not generate cash inflows that are largely that the carrying value may be impaired.
independent of those from other assets or group
Impairment is determined for goodwill by
of assets. When the carrying amount of an asset
assessing the recoverable amount of CGU (or
or CGU exceeds its recoverable amount, the asset
group of CGUs) to which the goodwill relates.
is considered impaired and is written down to its
When the recoverable amount of the CGU is
recoverable amount.
less than its carrying amount, an impairment
In assessing value in use, the estimated future loss is recognised. Impairment losses relating to
cash flows are discounted to their present value goodwill cannot be reversed in future periods.
using a pre-tax discount rate that reflects current
Intangible assets with indefinite useful lives
market assessments of the time value of money
are tested for impairment annually as at year
and the risks specific to the asset. In determining
end at the CGU level, as appropriate, and when
fair value less costs of disposal, recent market
circumstances indicate that the carrying value
transactions are taken into account. If no such
may be impaired.
transactions can be identified, an appropriate
valuation model is used. These calculations are n) Provisions, Contingent Liabilities and Contingent
corroborated by valuation multiples, quoted share Assets
prices for publicly traded companies or other General
available fair value indicators.
Provisions are recognised when the Group has
The Group bases its impairment calculation on a present obligation (legal or constructive) as
detailed budgets and forecast calculations, which a result of a past event, it is probable that an
are prepared separately for each of the Group’s outflow of resources embodying economic
CGUs to which the individual assets are allocated. benefits will be required to settle the obligation
These budgets and forecast calculations generally and a reliable estimate can be made of the
cover a period of five years. For longer periods, a amount of the obligation. The expense relating to
long-term growth rate is calculated and applied a provision is presented in the statement of profit
to project future cash flows after the fifth year. and loss. Contingent liabilities are not recognised
but disclosed unless the probability of an outflow
Impairment losses including impairment on
of resources is remote. Contingent assets are
inventories, are recognised in the statement of
disclosed where inflow of economic benefits is
profit and loss.
probable.
For assets excluding goodwill, an assessment
If the effect of the time value of money is material,
is made at each reporting date to determine
provisions are discounted using a current pre-tax
whether there is an indication that previously
rate that reflects, when appropriate, the risks
recognised impairment losses no longer exist
specific to the liability. When discounting is used,
or have decreased. If such indication exists, the
the increase in the provision due to the passage
Group estimates the asset’s or CGU’s recoverable
of time is recognised as a finance cost.
amount. A previously recognised impairment
loss is reversed only if there has been a change Operational Claim provisions
in the assumptions used to determine the asset’s Provisions for operational claims are recognised
recoverable amount since the last impairment when the service is provided to the customer.
loss was recognised. The reversal is limited so that Further recognition is based on historical
the carrying amount of the asset does not exceed experience. The initial estimate of operational
its recoverable amount, nor exceed the carrying claim related cost is revised annually.
amount that would have been determined, net
of depreciation, had no impairment loss been o) Retirement and other employee benefits
recognised for the asset in prior years. Such Retirement benefit in the form of provident fund
reversal is recognised in the statement of profit is a defined contribution scheme. The Group
and loss unless the asset is carried at a revalued has no obligation, other than the contribution
amount, in which case, the reversal is treated as a payable to the provident fund. The Group
revaluation increase. recognizes contribution payable to the provident


fund scheme as an expense, when an employee p) Financial instruments

renders the related service. If the contribution A financial instrument is any contract that gives
payable to the scheme for service received before rise to a financial asset of one entity and a
the balance sheet date exceeds the contribution financial liability or equity instrument of another
already paid, the deficit payable to the scheme entity.
is recognised as a liability after deducting the
contribution already paid. Financial assets
The Group operates a defined benefit gratuity
plan in India, which requires contributions to be All financial assets are recognised initially at fair
made to a separately administered fund. The cost value plus in case of financial asset not recorded
of providing benefits under the defined benefit at fair value through profit and loss, transaction
plan is determined using the projected unit credit with that are attributable to the acquisition of the
method. financial assets.
Re-measurements, comprising of actuarial Subsequent measurement

gains and losses, the effect of the asset ceiling, For purposes of subsequent measurement,
excluding amounts included in net interest on financial assets are classified in three categories:
the net defined benefit liability and the return - Debt instruments at amortised cost
on plan assets (excluding amounts included in
- Debt instruments and derivative instruments
net interest on the net defined benefit liability),
and equity instruments at fair value through
are recognised immediately in the balance sheet
Profit or loss (FVTPL)
with a corresponding debit or credit to retained
earnings through OCI in the period in which they - Equity instruments measured at fair value
occur. Re-measurements are not reclassified to through other comprehensive income (FVTOCI)
profit or loss in subsequent periods. Debt instruments at amortised cost
Net interest is calculated by applying the discount A ‘debt instrument’ is measured at the amortised
rate to the net defined benefit liability or asset. cost if both the following conditions are met:
The Group recognises the following changes in (i) The asset is held within a business model
the net defined benefit obligation as an expense whose objective is to hold assets for collecting
in the consolidated statement of profit and loss: contractual cash flows, and
- Service costs comprising current service (ii) Contractual terms of the asset give rise on
costs, past-service costs, gains and losses on specified dates to cash flows that are solely
curtailments and non-routine settlements and payments of principal and interest (SPPI) on
- Net interest expense or income the principal amount outstanding.
Accumulated leave, which is expected to be This category is the most relevant to the Group.
utilised within the next twelve months, is treated After initial measurement, such financial assets
as short term employee benefits. The Group are subsequently measured at amortised cost
measures the expected cost of such absence using the effective interest rate (EIR) method.
as the additional amount that is expected to Amortised cost is calculated by taking into
pay as a result of the unused estimate that has account any discount or premium on acquisition
accumulated at the reporting date. The Group and fees or costs that are an integral part of the
treats accumulated leave expected to be carried EIR. The EIR amortisation is included in finance
forward beyond twelve months as long term income in the consolidated statement of profit
compensated absences which are provided for and loss . The losses arising from impairment
based on actuarial valuation as at the end of are recognised in the consolidated statement of
the period. Provision for Compensated Absences profit and loss except where the Company has
and its classifications between current and non- given temporary waiver of interest not exceeding
current liabilities are based on independent 12 months period. This category generally applies
actuarial valuation. The actuarial valuation is to trade/loans and other receivables.
done as per projected unit credit method.

Debt instrument at FVTPL and rewards of the asset, or (b) the Group has
FVTPL is a residual category for debt instruments. neither transferred nor retained substantially
Any debt instrument, which does not meet the all the risks and rewards of the asset, but has
criteria for categorization as amortized cost or as transferred control of the asset.
FVTOCI, is classified as FVTPL. When the Group has transferred its rights to
receive cash flows from an asset or has entered
Debt instruments included within the FVTPL
into a pass-through arrangement, it evaluates
category are measured at fair value with all
if and to what extent it has retained the risks
changes recognised in the profit and loss.
and rewards of ownership. When it has neither
Equity investments transferred nor retained substantially all of the
All equity investments in scope of Ind AS 109 risks and rewards of the asset, nor transferred
are measured at fair value. For all other equity control of the asset, the Group continues to
instruments, the Group may make an irrevocable recognise the transferred asset to the extent of
election to present in other comprehensive the Group’s continuing involvement. In that case,
income subsequent changes in the fair value. The the Group also recognises an associated liability.
Group makes such election on an instrument-by- The transferred asset and the associated liability
instrument basis. The classification is made on are measured on a basis that reflects the rights
initial recognition and is irrevocable. and obligations that the Group has retained.
If the Group decides to classify an equity Continuing involvement that takes the form of a
instrument as FVTOCI, then all fair value changes guarantee over the transferred asset is measured
on the instrument, excluding dividends, are at the lower of the original carrying amount of the
recognised in the OCI. There is no recycling of the asset and the maximum amount of consideration
amounts from OCI to profit and loss, even on sale that the Group could be required to repay.
of investment. However, the Group may transfer Impairment of financial assets
the cumulative gain or loss within equity.
The Group applies expected credit loss (ECL)
Equity instruments included within the FVTPL model for measurement and recognition of
category are measured at fair value with all impairment loss on the following financial assets
changes recognised in the profit and loss. and credit risk exposure :
Perpetual debt a) Financial assets that are debt instruments,
The Company invests in a subordinated perpetual and are measured at amortised cost e.g. loans,
debt, redeemable at the issuer’s option, with a debt securities, deposits, trade receivables
fixed coupon that can be deferred indefinitely if and bank balances
the issuer does not pay a dividend on its equity b) Financial assets that are debt instruments,
shares. The Company classifies these instruments are measured at fair value through other
as equity under Ind AS 32. comprehensive income (FVTOCI)
Derecognition c) Lease receivables under relevant accounting
A financial asset (or, where applicable, a part standard
of a financial asset or part of a group of similar
d) Trade receivables or any contractual right to
financial assets) is primarily derecognised (i.e.
receive cash or another financial asset that
removed from the Group’s consolidated balance
result from transactions that are within the
sheet) when:
scope of Ind AS 115
- The rights to receive cash flows from the asset
The Group follows ‘simplified approach’ for
have expired, or
recognition of impairment loss allowance on:
- The Group has transferred its rights to receive
cash flows from the asset or has assumed an • Trade receivables or contract revenue
obligation to pay the received cash flows in full receivables; and
without material delay to a third party under a • All lease receivables resulting from transactions
‘pass-through’ arrangement; and either (a) the within the scope of relevant accounting
Group has transferred substantially all the risks standard


Under the simplified approach the Group does not The Group’s financial liabilities include trade and
track changes in credit risk. Rather, it recognises other payables, loans and borrowings including
impairment loss allowance based on lifetime bank overdrafts, financial guarantee contracts
ECLs at each reporting date, right from its initial and derivative financial instruments.
recognition.
Subsequent measurement
For recognition of impairment loss on other The measurement of financial liabilities depends
financial assets and risk exposure, the group on their classification, as described below:
determines that whether there has been a
significant increase in the credit risk since initial Financial liabilities at fair value through profit or
recognition. If credit risk has not increased loss
significantly, 12 month ECL is used to provide Financial liabilities at fair value through profit or
for impairment loss. However, if credit risk has loss include financial liabilities held for trading
increased significantly, lifetime ECL is used. and financial liabilities designated upon initial
recognition at fair value through profit or loss.
ECL is the difference between all contracted cash
Financial liabilities are classified as held for
flows that are due to the Group in accordance with
trading if they are incurred for the purpose of
the contract and all the cash flows that the Group
repurchasing in the near term. This category also
expects to receive, discounted at the original
includes derivative financial instruments entered
EIR. ECL impairment loss allowance (or reversal)
into by the Group that are not designated as
recognised during the period is recognised as
hedging instruments in hedge relationships as
income / (expense) in the statement of profit and
defined by Ind AS 109.
loss (P&L).
Gains or losses on liabilities held for trading are
The balance sheet presentation for various
recognised in the consolidated statement of
financial instruments is described below:
profit and loss.
Financial assets measured at amortised cost,
Financial liabilities designated upon initial
contractual revenue receivables and lease
recognition at fair value through profit or loss
receivables:
are designated as such at the initial date of
ECL is presented as an allowance, i.e., as an recognition, and only if the criteria in Ind AS 109
integral part of the measurement of those assets are satisfied. For liabilities designated as FVTPL,
in the balance sheet. The allowance reduces the fair value gains/ losses attributable to changes
net carrying amount. Until the asset meets write- in own credit risk are recognised in OCI. These
off criteria, the group does not reduce impairment gains/ loss are not subsequently transferred to
allowance from the gross carrying amount.” profit or loss. However, the Group may transfer
the cumulative gain or loss within equity. All
For assessing increase in credit risk and
other changes in fair value of such liability are
impairment loss, the Group combines financial
recognised in the statement of profit and loss.
instruments on the basis of shared credit risk
The Group has not designated any financial
characteristics with the objective of facilitating
liability as FVTPL.
an analysis that is designed to enable significant
increases in credit risk to be identified on a timely Loans and borrowings
basis. This is the category most relevant to the Group.
Financial liabilities After initial recognition, interest-bearing loans
and borrowings are subsequently measured at
amortised cost using the EIR method. Gains
Financial liabilities are classified, at initial and losses are recognised in the consolidated
recognition, as financial liabilities at fair value statement of profit and loss when the liabilities
through profit or loss, loans and borrowings, are derecognised as well as through the EIR
payables, or as derivatives, as appropriate. amortisation process.
All financial liabilities are recognised initially at Amortised cost is calculated by taking into
fair value and, in the case of loans and borrowings account any discount or premium on acquisition
and payables, net of directly attributable and fees or costs that are an integral part of the
transaction costs.

EIR. The EIR amortisation is included as finance reclassification date which is the first day of the
costs in the consolidated statement of profit and immediately next reporting period following the
loss. change in business model. The Group does not
This category generally applies to borrowings. restate any previously recognised gains, losses
(including impairment gains or losses) or interest.
Financial guarantee contracts
Financial guarantee contracts issued by the Offsetting of financial instruments
Group are those contracts that require a payment Financial assets and financial liabilities are offset
to be made to reimburse the holder for a loss it and the net amount is reported in the balance
incurs because the specified debtor fails to make sheet if there is a currently enforceable legal right
a payment when due in accordance with the to offset the recognised amounts and there is an
terms of a debt instrument. Financial guarantee intention to settle on a net basis, to realise the
contracts are recognised initially as a liability at assets and settle the liabilities simultaneously.
fair value through profit or loss (FVTPL), adjusted
q) Derivative financial instruments
for transaction costs that are directly attributable
to the issuance of the guarantee. Subsequently, Initial recognition and subsequent measurement
the liability is measured at the higher of the The Group uses derivative financial instruments,
amount of loss allowance determined as per such as forward currency contracts, cross currency
impairment requirements of Ind AS 109 and the swaps, options, interest rate futures and interest
amount recognised less cumulative amortisation. rate swaps to hedge its foreign currency risks and
interest rate risks, respectively. Such derivative
Derecognition
financial instruments are initially recognised at
A financial liability is derecognised when the fair value through profit or loss (FVTPL) on the
obligation under the liability is discharged or date on which a derivative contract is entered
cancelled or expires. When an existing financial into and are subsequently re-measured at fair
liability is replaced by another from the same value. Derivatives are carried as financial assets
lender on substantially different terms, or the when the fair value is positive and as financial
terms of an existing liability are substantially liabilities when the fair value is negative.
modified, such an exchange or modification
is treated as the derecognition of the original Any gains or losses arising from changes in the
liability and the recognition of a new liability. The fair value of derivative financial instrument are
difference in the respective carrying amounts is classified in the statement of profit and loss and
recognised in the statement of profit and loss. reported with foreign exchange gains/(losses) not
within results from operating activities except
Reclassification of financial assets the effective portion of cash flow hedge. Changes
The Group determines classification of financial in fair value and gains/(losses) on settlement/
assets and liabilities on initial recognition. After remeasurement of foreign currency derivative
initial recognition, no reclassification is made for financial instruments relating to borrowings,
financial assets which are equity instruments and which have not been designated as hedge are
financial liabilities. For financial assets which are recorded as finance cost.
debt instruments, a reclassification is made only
r) Redeemable preference shares
if there is a change in the business model for
managing those assets. Changes to the business Redeemable preference shares, being compound
model are expected to be infrequent. The Group’s financial instrument, are separated into liability
senior management determines change in the and equity components based on the terms of
business model as a result of external or internal the contract.
changes which are significant to the Group’s On issuance of the redeemable preference
operations. Such changes are evident to external shares, the fair value of the liability component is
parties. A change in the business model occurs determined using a market rate for an equivalent
when the Group either begins or ceases to perform non-convertible instrument. This amount is
an activity that is significant to its operations. If classified as a financial liability measured at
the Group reclassifies financial assets, it applies amortised cost (net of transaction costs) until it
the reclassification prospectively from the is extinguished on redemption.


Transaction costs are apportioned between the Goodwill on consolidation is allocated to cash
liability and equity components of the redeemable generating units or group of cash generating units
preference shares based on the allocation of that are expected to benefit from the synergies of
proceeds to the liability and equity components the acquisition.
when the instruments are initially recognised.
v) Business Combination
s) Cash and cash equivalents Business Combination have been accounted for
Cash and cash equivalents in the balance using the acquisition method under the provisions
sheet comprise cash at banks and on hand and of Ind AS 103, Business Combinations. The cost
short-term deposits with an original maturity of of an acquisition is measured at the fair value
three months or less, which are subject to an of the assets transferred, equity instruments
insignificant risk of changes in value. issued and liabilities incurred or assumed at the
date of acquisition, which is the date on which
For the purpose of the consolidated statement of
control is transferred to the Group. The cost
cash flows, cash and cash equivalents consist of
of acquisition also includes fair value of any
cash and short-term deposits, as defined above,
contingent considerations. Identifiable assets
net of outstanding bank overdrafts as they are
acquired and liabilities and contingent liabilities
considered an integral part of the Group’s cash
assumed in a business combination are measured
management.
initially at the fair value on the date of acquisition.
t) Cash dividend to equity holders of the parent Business Combinations between entities under
The Company recognises a liability to make common control is accounted for at carrying value.
cash to equity holders of the parent when the Transaction costs that the Group incurs in
distribution is authorised and the distribution is connection with a business combination are
no longer at the discretion of the Company. As expensed as incurred.
per the corporate laws in India, a distribution is If the initial accounting for a business combination
authorised when it is approved by the shareholders. is incomplete by the end of reporting period in
A corresponding amount is recognised directly in which the combination occurs, the Group reports
equity. provisional amounts for the items for which the
u) Goodwill on consolidation accounting is incomplete. Those provisional
amounts are adjusted during the measurement
Goodwill on consolidation as on the date of
period, or additional assets or liabilities are
transition represents the excess of cost of
recognised, to reflect new information obtained
acquisition at each point of time of making the
about facts and circumstances that existed at
investment in the subsidiary over the Group’s
the acquisition date that, if known, would have
share in the net worth of a subsidiary. For this
affected the amount recognised at that date.
purpose, the Group’s share of net worth is
determined on the basis of the latest financial Goodwill arising on an acquisition of a business
statements, prior to the acquisition, after making is carried at cost as established at the date of
necessary adjustments for material events acquisition of the business less accumulated
between the date of such financial statements impairment losses, if any.
and the date of respective acquisition. Goodwill
w) Non-current Assets held for sale
arising on consolidation is not amortised, however,
it is tested for impairment annually. In the event Non-current assets and disposal groups are
of cessation of operations of a subsidiary, the classified as held for sale if their carrying amount
unimpaired goodwill is written off fully. is intended to be recovered principally through a
sale (rather than through continuing use) when
Goodwill on consolidation arising on acquisitions the asset (or disposal group) is available for
on or after the date of transition represents the immediate sale in its present condition subject
excess of the cost of acquisition at each point of only to terms that are usual and customary for
time of making the investment in the subsidiary, sale of such asset (or disposal group) and the sale
over the Group’s share in the fair value of the net is highly probable and is expected to qualify for
assets of a subsidiary. recognition as a completed sale within one year
from the date of classification.

Non-current assets and disposal groups classified payments that extend beyond 30 June 2021);
as held for sale are measured at lower of their and
carrying amount and fair value less costs to sell.
(c) There is no substantive change to other terms
x) Earnings per Share and conditions of the lease.
“Basic earnings per share are calculated by dividing The adoption of the amendments has not had
the profit for the period attributable to equity any material impact on the disclosures or on the
shareholders by the weighted average number amounts reported in these financial statements.
of equity shares outstanding during the period.
For the purpose of calculating diluted earnings Amendments to Ind AS 103
per share, the profit for the period attributable Definition of a business
to equity shareholders and the weighted average The Group has adopted the amendments to Ind
number of shares outstanding during the period AS 103 for the first time in the current year. The
are adjusted for the effects of all dilutive potential amendments clarify that while businesses usually
equity shares.” have outputs, outputs are not required for an
y) Amended standards adopted by the Group integrated set of activities and assets to qualify
as a business. To be considered a business, an
In the current year, the Group has applied the
acquired set of activities and assets must include,
below amendments to Ind ASs that are effective
at a minimum, an input and a substantive process
for an annual period that begins on or after April
that together significantly contribute to the
01, 2020.
ability to create outputs.
Amendments to Ind AS 116 - Covid-19 Related
The amendments remove the assessment of
Rent Concessions
whether market participants are capable of
The Group has adopted the amendments to Ind replacing any missing inputs or processes and
AS 116 for the first time in the current year. The continuing to produce outputs. The amendments
amendments provide practical relief to lessees in also introduce additional guidance that helps to
accounting for rent concessions occurring as a determine whether a substantive process has
direct consequence of COVID-19, by introducing been acquired.
a practical expedient to Ind AS 116. The practical
expedient permits a lessee to elect not to assess The amendments introduce an optional
whether a COVID-19-related rent concession is concentration test that permits a simplified
a lease modification. A lessee that makes this assessment of whether an acquired set of
election shall account for any change in lease activities and assets is not a business. Under
payments resulting from the COVID-19-related the optional concentration test, the acquired
rent concession the same way it would account set of activities and assets is not a business
for the change applying Ind AS 116 if the change if substantially all of the fair value of the gross
were not a lease modification. assets acquired is concentrated in a single
identifiable asset or group of similar assets. The
The practical expedient applies only to rent amendments are applied prospectively to all
concessions occurring as a direct consequence business combinations and asset acquisitions for
of COVID-19 and only if all of the following which the acquisition date is on or after 1 April
conditions are met: 2020.
(a) The change in lease payments results in The adoption of the amendments has not had
revised consideration for the lease that is any material impact on the disclosures or on the
substantially the same as, or less than, the amounts reported in these financial statements.
consideration for the lease immediately
preceding the change; Amendments to Ind AS 1 and Ind AS 8 - Definition
of “material
(b) Any reduction in lease payments affects only
The Group has adopted the amendments to Ind
payments originally due on or before 30 June
AS 1 and Ind AS 8 for the first time in the current
2021 (a rent concession meets this condition
year. The amendments make the definition of
if it results in reduced lease payments on or
material in Ind AS 1 easier to understand and are
before 30 June 2021 and increased lease
not intended to alter the underlying concept of


materiality in Ind ASs. The concept of ‘obscuring’ (i) Consolidation of entities in which the Group
material information with immaterial information holds less than a majority of voting rights (de
has been included as part of the new definition. facto control):-
The threshold for materiality influencing users Group owns 49% ownership interest in Dholera
has been changed from ‘could influence’ to Infrastructure Private Limited (“DIPL”), Group
‘could reasonably be expected to influence’. has entered into an agreement with the other
The definition of material in Ind AS 8 has been shareholders of the DIPL basis which the
replaced by a reference to the definition of directors of the Company has assessed that it
material in Ind AS 1. In addition, the MCA amended has the practical ability to direct the relevant
other Standards that contain the definition of activities of DIPL unilaterally and therefore
‘material’ or refer to the term ‘material’ to ensure APSEZ has control over DIPL.
consistency. (ii) Investment in entities which are not
The adoption of the amendments has not had considered for consolidation
any material impact on the disclosures or on the The Group has investment of H40 crore
amounts reported in these financial statements. in Kutch Railway Company Limited (“KRCL”),
the investee, to the tune of the 20% of
Amendments to Ind AS 109 and 107 - Interest
the paid up capital of the said company.
Rate Benchmark Reform
However, the considering that majority of
These amendments modify specific hedge the remaining shares are held by government
accounting requirements to allow hedge companies / government authorities /
accounting to continue for affected hedges government agencies, and the day-to day-
during the period of uncertainty before the operations being managed by government
hedged items or hedging instruments affected officials, the Group does not consider that
by the current interest rate benchmarks are it has significant influence over KRCL.
amended as a result of the on-going interest rate Accordingly, the investment in the said entity
benchmark reforms. has not been accounted under Ind AS 28 and
The adoption of the amendments has not had accounted under Ind AS 109 with subsequent
any impact on the disclosures or on the amounts measurement of changes in fair value through
reported in these financial statements. other comprehensive income (FVTOCI).
2.4 Significant accounting judgments, (iii) As per Government notification no. 57/2015-
2020 dated March 31, 2020 the Group
estimates and assumptions
is entitled to Service Exports from India
The preparation of the Group’s consolidated Scheme (SEIS) benefits on Port Services till
financial statements requires management to year ended March 31, 2020 and accordingly
make judgements, estimates and assumptions Group has accounted the same on provisional
that affect the reported amounts of revenues, basis pending notification in receipt of the
expenses, assets and liabilities, and the eligible service and rate of rewards as at
accompanying disclosures, and the disclosure reporting date (Refer note 8 (c)).
of contingent liabilities. Uncertainty about
these assumptions and estimates could result (B) Estimates and assumptions
in outcomes that require a material adjustment The key assumptions concerning the future and
to the carrying amount of assets or liabilities other key sources of estimation uncertainty
affected in future periods. at the reporting date, that have a significant
risk of causing a material adjustment to the
(A) Judgements
carrying amounts of assets and liabilities within
In the process of applying the Group’s accounting the next financial year, are described below. The
policies, management has made the following Group based its assumptions and estimates on
judgements, which has the most significant parameters available when the consolidated
effect on the consolidated financial statements: financial statements were prepared. Existing

circumstances and assumptions about future (iii) Taxes

developments, however, may change due to Deferred tax assets (including MAT credits)
market changes or circumstances arising that are are recognised for unused tax credits to the
beyond the control of the Group. Such changes extent that it is probable that taxable profit
are reflected in the assumptions when they occur. will be available against which the credits
(i) Impairment of non-financial assets (including can be utilised. Significant management
goodwill) judgement is required to determine the
amount of deferred tax assets that can be
Impairment exists when the carrying value of
recognised, based upon the likely timing and
an asset or cash generating unit exceeds its
the level of future taxable profits together
recoverable amount, which is the higher of its
with future tax planning strategies. Further
fair value less costs of disposal and its value
details on taxes are disclosed in note 26.”
in use. The fair value less costs of disposal
calculation is based on available data for (iv) Defined benefit plans (gratuity benefits)
similar assets or observable market prices The cost of the defined benefit gratuity
less incremental costs for disposing of the plan and the present value of the gratuity
asset. The value in use calculation is based on obligation are determined using actuarial
a DCF model. The cash flows are derived from valuations. An actuarial valuation involves
the budget for the next five years or tenure making various assumptions that may differ
of contract and do not include restructuring from actual developments in the future.
activities that the Group is not yet committed These include the determination of the
to or significant future investments that discount rate, future salary increases and
will enhance the asset’s performance being mortality rates. Due to the complexities
tested. The recoverable amount is sensitive involved in the valuation and its long-term
to the discount rate used for the DCF model nature, a defined benefit obligation is highly
as well as the expected future cash-inflows sensitive to changes in these assumptions. All
and the growth rate used for extrapolation assumptions are reviewed at each reporting
purposes. These estimates are most relevant date.
to goodwill with indefinite useful lives
recognised by the Group. The key assumptions The parameter most subject to change is the
used to determine the recoverable amount for discount rate. In determining the appropriate
the CGU, are disclosed and further explained discount rate for plans operated in India, the
in note 42(a), 43 and 45.” management considers the interest rates of
government bonds in currencies consistent
(ii) Impairment of financial assets with the currencies of the post-employment
The impairment provisions for Financial benefit obligation. The underlying bonds are
Assets are based on assumptions about risk further reviewed for quality. Those having
of default and expected cash loss. The Group excessive credit spreads are excluded from
uses judgement in making these assumptions the analysis of bonds on which the discount
and selecting the inputs to the impairment rate is based, on the basis that they do not
calculation, based on Group’s past history, represent high quality corporate bonds.
existing market conditions as well as forward The mortality rate is based on publicly available
looking estimates at the end of each reporting mortality tables for the specific countries.
period. Those mortality tables tend to change only at
interval in response to demographic changes.


Future salary increases and gratuity increases under the condition / terms of the various
are based on expected future inflation rates concession agreements/sub-concession
for the respective countries. agreements with various Maritime Boards/
Government Port Trust Authorities.
Further details about gratuity obligations are
given in note 28. The present value of the expected cost
for the decommissioning of the asset
(v) Fair value measurement
after its use is included in the cost of
In measuring the fair value of certain respective asset if recognition criteria for
assets and liabilities for financial reporting the provision are met in case of agreement
purpose, the Group uses market observable with Food Corporation of India.
data to the extent available. Where such
Level 1 inputs are not available, the Group (vii) Depreciation / amortisation and useful
engages third party qualified valuers to lives of property, plant and equipment /
establish appropriate valuation techniques intangible assets
and inputs to the model. The inputs to Property, plant and equipment / intangible
these models are taken from observable assets are depreciated / amortised over
markets where possible, but where this their estimated useful lives, after taking
is not feasible, a degree of judgement into account estimated residual value.
is required in establishing fair values. Management reviews the estimated
Judgements include considerations of useful lives and residual values of the
inputs such as liquidity risk, credit risk and assets annually in order to determine the
volatility. Changes in assumptions about amount of depreciation / amortisation to
these factors could affect the reported fair be recorded during any reporting period.
value of financial instruments. Refer note The useful lives and residual values are
33 for further disclosures.” based on the Group’s historical experience
with similar assets and take into account
(vi) Provision for Decommissioning Liabilities
anticipated technological changes. The
The management of the Group has depreciation / amortisation for future
estimated that there is no contractual periods is revised if there are significant
and probable decommissioning liability changes from previous estimates.

(a) Property, Plant and Equipment
H In crore
Particulars Property, Plant and Equipment
Free Leasehold Buildings, Computer Land Office Plant & Furniture Vehicles Dredged Marine Railway Tugs and Railway Aircraft Project Total
Hold land Roads Hardware Development Equipments Equipment & Fixture Channels Structures Tracks Boats Wagons Assets
Land and Civil cost
Infrastructure
Cost
As at April 1, 1,359.47 293.40 4,150.75 97.94 856.55 124.19 7,623.93 182.32 39.28 3,927.22 4,120.66 977.94 2,059.35 209.35 301.48 1,017.68 27,341.51
2019
Acquisitions 74.60 - 1.84 0.29 - 0.20 204.73 0.45 0.04 - - - - - - - 282.15
through
Business
Combination
Acquisitions 235.00 - - - - - - - - - - - - - - - 235.00
Reclassified - (293.40) - - - - - - - - - - - - - - (293.40)
on account of
adoption of Ind
AS 116
Additions 375.79 - 500.03 31.92 313.47 32.21 1,623.89 50.83 3.66 67.30 666.78 4.50 182.86 238.18 0.69 73.12 4,165.23
Deductions/ (0.51) - (5.82) (0.94) - (0.38) (16.44) (0.16) (1.07) - - - (42.13) - - (17.14) (84.59)
Adjustment

Exchange - - 13.56 - - - 30.15 - - 5.83 22.12 3.32 - - 5.50 13.59 94.07
difference
As at March 2,044.35 - 4,660.36 129.21 1,170.02 156.22 9,466.26 233.44 41.91 4,000.35 4,809.56 985.76 2,200.08 447.53 307.67 1,087.25 31,739.97
31, 2020
Acquisitions 217.41 - 2,946.35 1.98 - 2.73 2,523.72 44.52 13.36 1,661.46 1,215.53 170.22 - - 32.72 - 8,830.00
through
Business
Combination
(refer note
38(i))
Acquisitions 2,507.42 - - - - - - - - - - - - - - - 2,507.42
(refer note
38(ii))
Additions 42.67 - 487.74 30.71 91.15 24.69 508.87 11.18 1.96 145.76 13.23 31.56 168.43 45.82 11.22 28.63 1643.62
Deductions/ (0.16) - (4.62) (6.40) (0.49) (9.80) (43.29) (6.19) (3.24) - (0.42) - (0.03) (0.35) (135.03) (33.87) (243.89)
Adjustment
Exchange - - (6.14) - - 0.34 1.72 - - (2.92) (8.96) (1.49) - - (1.57) (0.64) (19.66)
difference
As at March 4,811.69 - 8,083.69 155.50 1,260.68 174.18 12,457.28 282.95 53.99 5,804.65 6,028.94 1,186.05 2,368.48 493.00 215.01 1,081.37 44,457.46
31, 2021
Accumulated
Depreciation
As at April 1, - 17.27 694.81 51.08 122.52 58.70 1,699.14 20.12 18.64 307.83 290.53 326.62 387.89 40.12 69.64 455.67 4,560.58
2019
Reclassified - (17.27) - - - - - - - - - - - - - - (17.27)
on account of
adoption of Ind
AS 116
3. Property, Plant and Equipment, Right of use assets, other Intangible Assets and Goodwill (contd.)
H In crore
Particulars Property, Plant and Equipment
Free Leasehold Buildings, Computer Land Office Plant & Furniture Vehicles Dredged Marine Railway Tugs and Railway Aircraft Project Total
Hold land Roads Hardware Development Equipments Equipment & Fixture Channels Structures Tracks Boats Wagons Assets
Land and Civil cost
Infrastructure
Depreciation - - 187.37 18.63 30.77 20.73 620.09 18.21 5.16 101.36 112.79 79.08 139.99 30.88 18.19 87.98 1,471.23
for the year
Deductions/ - - (1.09) (0.87) - (0.29) (7.08) (0.10) (0.88) - - - - - - (9.18) (19.49)
(Adjustment)
As at March - - 881.09 68.84 153.29 79.14 2,312.15 38.23 22.92 409.19 403.32 405.70 527.88 71.00 87.83 534.47 5,995.05
31, 2020
Depreciation - - 231.60 24.58 54.07 23.41 827.01 24.73 8.40 126.49 138.86 81.84 142.56 39.98 22.06 88.86 1,834.45
for the year
Deductions/ - - (4.52) (6.39) 13.35 (9.76) (38.19) (5.95) (5.23) - (0.42) - (0.02) (0.23) (95.03) (24.28) (176.67)
Adjustment
Exchange - - - - - 0.10 13.02 - - - - - - - - - 13.12
difference
As at March - - 1,108.17 87.03 220.71 92.89 3,113.99 57.01 26.09 535.68 541.76 487.54 670.42 110.75 14.86 599.05 7,665.95
31, 2021
Net Block
As at March 31, 2,044.35 - 3,779.27 60.37 1,016.73 77.08 7,154.11 195.21 18.99 3,591.16 4,406.24 580.06 1,672.20 376.53 219.84 552.78 25,744.92
2020
As at March 4,811.69 - 6,975.52 68.47 1,039.97 81.29 9,343.29 225.94 27.90 5,268.97 5,487.18 698.51 1,698.06 382.25 200.15 482.32 36,791.51
31, 2021
Notes :-
a) Depreciation of H31,93 crore (previous year H52.03 crore) relating to the project assets and pre-fabricated residential structure (temporary structure)
has been allocated to Capitalisation / Capital Work-in-progress for expansion of project works.
Corporate overview
b) Freehold Land includes land/land developmen cost of H26.67 crore (previous year H12.56 crore) and 339 acres of land for which title clearance is under
process.
c) Plant & Equipment includes cost of Water Pipeline amounting to H3.37 crore (Gross) (previous year H3.37 crore), accumulated depreciation H2.27 crore
(previous year H1.98 crore) which is constructed on land not owned by the Company.
d) Buildings includes 612 residential flats (previous year 612 residential flats) and a hostel building valuing H130.75 crore (Gross) (previous year H130.75
crore), accumulated depreciation H15.86 crore (previous year H13.18 crore) at Samudra Township, Mundra, which are pending to be registered in
Statutory Reports
Company’s name.
e) As a part of concession agreement for development of port and related infrastructure at Mundra, the Company has been allotted land on lease basis
by Gujarat Maritime Board (GMB). The Company has recorded rights in the GMB Land at present value of future annual lease payments in the books
and classified the same as lease hold land. During the previous year, on adoption of Ind As 116 same has been classified to Right-of-Use assets .
f) Land development cost on leasehold land includes costs incurred towards reclaimed land of H840.60 crore (previous year H839.82 crore), accumulated
depreciation H165.56 crore (previous year H130.46 crore). The cost has been estimated by the management, being cost allocated out of the dredging
activities approximate the actual cost.

(contd.)
g) Reclaimed land measuring 1,093.53 hectare are pending to be registered in the name of the Company.
h) Project Assets includes dredgers and earth moving equipments.
i) Free hold Land and lease hold land includes Land given on Operating Lease Basis:
Gross Block as at March 31, 2021 : H6.71 crore (previous year H6.71 crore)
Accumulated Depreciation as at March 31, 2021 : H0.36 crore (previous year H0.30 crore)
Net Block as at March 31, 2021 : H6.35 crore (previous year H6.41 crore)
j) Leasehold land includes 38 hectare of forest land amounting to H3.59 crore allotted to one of the subsidiary
company by Ministry of Environment and Forests.
k) GIDC has allotted 11.70 hectare of land on right to use basis for the period of 10 years for developing
facilities for the project having gross value of H0.58 crore (previous year H0.58 crore) to one of the subsidiary
company.
l) Plant & Equipment includes electrical installation of H13.04 crore and accumulated depreciation of H6.85
crore (previous year H13.04 crore and accumulated depreciation of H5.76 crore) for setting up of 66 kVA
infrastructure facilities for providing power connection to the port facilities of subsidiary companies.
m) The amount of borrowing costs capitalised during the year ended March 31, 2021 was H8.13 crore (previous
year H48.59 crore). The rate used to determine the amount of borrowing costs eligible for capitalisation was
ranging from 3.38% to 9%, which is the effective interest rate of the specific borrowing.
n) The subsidiary company had reclaimed total 230 hectares of land for its port activities. The Company had
developed these land area through dredging activities and an amount of H17.68 crore (previous year H17.68
crore) is capitalised as leasehold land development.
o) Refer footnote to note 14 and 17 for security / charges created on property, plant and equipment.
(b) Right-of-Use Assets
H in crore
Particulars Land Building Plant & Railway Vehicles Total
Equipment Wagons
Cost
Recognition on Initial application of 461.29 60.95 38.52 76.47 7.97 645.20
Ind As 116 as at April 01, 2019
Reclassified on account of adoption of 295.19 - - - - 295.19
Ind AS 116
Additions 879.60 - - 19.35 - 898.95
Exchange difference - - - - (0.49) (0.49)
As at March 31, 2020 1,636.08 60.95 38.52 95.82 7.48 1,838.85
Acquisitions through Business 79.12 - - - - 79.12
Combination (refer note 38(i))
Additions 64.09 - - - - 64.09
Deductions/Adjustment - (0.53) - - (0.53)
Exchange difference (39.78) - - - 1.57 (38.21)
As at March 31, 2021 1,739.51 60.95 37.99 95.82 9.05 1,943.32
Depreciation for the year 61.81 5.88 15.25 10.26 2.80 96.00


(contd.)
H in crore
Particulars Land Building Plant & Railway Vehicles Total
Equipment Wagons
Deductions/(Adjustment) - - - - (0.11) (0.11)
As at March 31, 2020 61.81 5.88 15.25 10.26 2.69 95.89
Depreciation for the year 52.00 5.88 15.08 10.57 2.75 86.28
Deductions/(Adjustment) (13.94) - - - - (13.94)
Exchange difference (1.55) - - - 0.69 (0.86)
As at March 31, 2021 98.32 11.76 30.33 20.83 6.13 167.37
Net Block
As at March 31, 2020 1,574.27 55.07 23.27 85.56 4.79 1,742.96
As at March 31, 2021 1,641.19 49.19 7.66 74.99 2.92 1,775.95
(c) Other Intangible Assets

H in crore
Particulars Software Railway Service Right to Non- Right to Total
License Concession operate compete use of
Fee Assets/Port port agreement land
Infrastructure
Rights
Cost
As at April 1, 2019 120.04 36.25 2,341.20 123.80 - 21.56 2,642.85
Acquisitions through 0.18 4.56 - - 15.50 - 20.24
Business Combination
Reclassified on - - - - - (21.56) (21.56)
account of adoption
of Ind AS 116
Additions 13.39 - 20.19 - - - 33.58
Deductions/ (1.18) - (1.57) - - - (2.75)
Adjustment
As at March 31, 2020 132.43 40.81 2,359.82 123.80 15.50 - 2,672.36
Acquisitions through 0.77 - - 3,791.23 - - 3,792.00
Business Combination
(refer note 38(i))
Additions 10.00 - 4.99 - - - 14.99
Deductions/ (9.22) - (0.86) - - - (10.08)
Adjustment
Exchange difference 4.04 - 4.96 - - - 9.00
As at March 31, 2021 138.02 40.81 2,368.91 3,915.03 15.50 - 6,478.27
Accumulated
Amortisation &
Impairment
As at April 1, 2019 46.63 10.03 506.58 4.55 - 2.50 570.29

(contd.)
H in crore
Particulars Software Railway Service Right to Non- Right to Total
License Concession operate compete use of
Fee Assets/Port port agreement land
Infrastructure
Rights
Reclassified on - - - - - (2.50) (2.50)
account of adoption
of Ind AS 116
Amortisation for the 22.18 3.13 128.65 6.07 5.05 - 165.08
year
Deductions/ (0.42) - (0.47) - - - (0.89)
Adjustment
As at March 31, 2020 68.39 13.16 634.76 10.62 5.05 - 731.98
Amortisation for the 22.62 3.26 129.75 55.17 7.74 - 218.54
year
Deductions/ (8.69) - (0.30) - - - (8.99)
Adjustment
Exchange difference 1.56 - 2.15 - - - 3.71
As at March 31, 2021 83.88 16.42 766.36 65.79 12.79 - 945.24
Net Block
As at March 31, 2020 64.04 27.65 1,725.06 113.18 10.45 - 1,940.38
As at March 31, 2021 54.14 24.39 1,602.55 3,849.24 2.71 - 5,533.03
(d) Goodwill
H In crore
Carrying value at the beginning of the year 3,286.25 3,267.93
Amount recognised through acquisitions and business combinations. 749.79 20.17
(refer note 38(i))
On account of dilution in stake of subsidiary - (1.72)
Forex movement 0.39 (0.13)
Carrying value at the end of the year (refer note 45) 4,036.43 3,286.25


4 a) Investments accounted using Equity Method

H In crore
In Equity Shares of Joint Venture Entities
32,22,31,817 (previous year 32,22,31,817) fully paid Equity Shares of - -
H10 each of Adani International Container Terminal Private Limited
(refer note 36 (b))
5,93,78,278 (previous year 5,93,78,278) fully paid Equity Shares of H - -
10 each of Adani CMA Mundra Terminal Private Limited (refer note 36
(b))
each of Adani NYK Auto Logistics Solutions Private Limited (refer
note 36 (b))
H10 each of Adani Total Private Limited (Formerly known as Adani
Petroleum Terminal Private Limited) (refer note (d) below & note 36
(b))
50,000 (Previous year Nil) fully paid Equity Shares of H10 each of 0.05 -
Dighi Roha Rail Limited
In Equity Shares of Associates
Nil (previous year 4,34,42,879 fully paid Equity Share of H44 each of - 191.15
Snowman Logistics Limited (refer note 38(iii)))
649.53 826.01
4 b) Other Investments
H In crore
Unquoted
In Equity Shares of Company (Investment at fair value through OCI)
(refer note (c) below)
5,00,00,000 (previous year 5,00,00,000) fully paid Equity Shares of H 262.50 250.00
10 each of Kutch Railway Company Limited
1,73,30,000 (previous year - 1,73,30,000) fully paid Equity Shares of H 20.78 22.51
10 each of Bharuch Dahej Railway Company Limited
each of Mundra Solar Technopark Private Limited
1,000 (previous year 1,000 ) fully paid Equity Shares of AUD 1 each of -* -*
Mundra Port Pty Limited
Ambily Technologies Private Limited
50,000 (previous year 50,000 ) fully paid Equity Share of H10 each of 0.05 0.05
50,000 (previous year 50,000 ) fully paid Equity Share of H10 each of 0.05 0.05
8,10,00,000 fully paid Equity Share of H10 each of Krishnapatnam 84.70 -
Railway Company Limited
1,99,000 fully paid Equity Share of H10 each of Blyth Wind Park 0.20 -
Private Limited
200 Fully paid Equity Shares of H10 each of Investment in TCP 0.01 -
Limited
Total FVTOCI Investment 369.24 278.76

4 b) Other Investments (contd.)

H In crore
In Debenture (Valued at amortised cost)
35,15,625 (previous year Nil) 7.7% Zero Coupon Compulsory 7.03 -
Convertible Debentures of H20 each of Blyth Wind Park Private
Limited
In Government Securities (valued at amortised cost)
National Savings Certificates (Lodged with Government Department) -* -*
& others
In preference shares of Joint Venture Entities (Investment at fair
value through profit or loss)
1,39,16,081 (Previous Year - 1,28,60,526) fully paid Compulsorily 71.59 61.34
Convertible Preference shares of H225 each of Adani Total Private
Limited (Formerly known as Adani Petroleum Terminal Private
Limited)
Investments 447.86 340.10
-* Figures being nullified on conversion to H in crore.
Notes:
a) Aggregate amount of unquoted investments as at March 31, 2021 H1,097.39 crore (previous year H974.96
crore).
b) Aggregate amount of quoted investments as at March 31, 2021 H Nil (previous year H191.15 crore).
c) Reconciliation of Fair value measurement of the investment in unquoted equity shares
H In crore
Add : Investment made/sold during the year (net) 115.49 -
Fair value gain recognised in Other comprehensive income (net) (25.01) 13.27
d) Value of Deemed Investment accounted in joint venture entities in terms of fair valuation under Ind AS 109
H In crore
Adani Total Private Limited 264.66 238.37


5 Trade Receivables
(unsecured, unless otherwise stated)
H In crore
Trade Receivables
Considered good 3,037.66 3,270.19
Less : Allowances for expected credit loss due to increase in credit (111.95) (68.05)
risk (“ECL”)
2,925.71 3,202.14
Customers' Bill Discounted (refer note (c) below) 539.81 613.05
Other Trade Receivables 2,385.90 2,589.09
Total Trade Receivables 2,925.71 3,202.14
Refer note 31 for related party balances
Notes:
a) No trade or other receivables are due from directors or other officers of the Company either severally or
jointly with any other person nor any trade or other receivable are due from firms or private companies in
which any director is a partner, a director or a member.
b) Generally, as per credit terms trade receivables are collectable within 30-180 days although the Group
provide extended credit period with interest between 8% to 15% considering business and commercial
arrangements with the customers including with the related parties.
c) The Carrying amounts of the trade receivables include receivables amounting to H539.81 crore (previous
year H613.05 crore) which are subject to a bills discounting arrangement. Under this arrangement, the
Group has transferred the relevant receivables to the bank / financial institution in exchange of cash and is
prevented from selling or pledging the receivables. The Cost of bill discounting is to the customer’s account
as per the arrangement. However, the Group has retained late payment and credit risk. The Group therefore
continues to recognise the transferred assets in their entirety in its balance sheet. The amount repayable
under the bills discounting arrangement is presented as unsecured borrowing in note 17.
6 Loans
(Unsecured unless otherwise stated)
H In crore
2021 2020 2021 2020
Loans to Joint Venture Entities
- Considered Good 751.26 1,264.37 68.00 68.00
Loans to Related Parties
- Considered Good - - - 1.85
Loans to others (refer note below)
- Considered Good 235.00 - 1,014.81 1,783.03
986.26 1,264.37 1,082.81 1,852.88
Note :
Loan to others includes inter-corporate deposits aggregating H1,149.81 crore (previous year H1,783.03 crore)
(Including renewals on due dates) to third parties. These deposits are given at prevailing market interest rates.
The inter-corporate deposits have been approved by the Finance committee of the Board of Directors and
subsequently noted by the Board of Directors of the company.
Repayment of loans given to these parties along with interest thereon have been guaranteed by way of
undertaking obtained from one of the promoter owned entity, a related party, in the event of default by the said
companies to pay the dues.

7 Other Financial Assets

H In crore
2021 2020 2021 2020
Security deposits (refer note 34(i))
- Considered good 3,291.97 3,180.88 185.39 120.11
- Considered doubtful - - 7.27 7.27
3,291.97 3,180.88 192.66 127.38
Allowances for doubtful deposit - - (7.27) (7.27)
3,291.97 3,180.88 185.39 120.11
Loans and Advances to Employees 1.62 1.97 3.22 3.33
Lease Receivable (refer note (b) below) 1,481.31 1,478.06 36.68 33.32
Interest Accrued 93.47 170.79 351.51 743.71
Non Trade Receivable - - 3.34 2.53
Asset under Service Concession Arrangement 119.24 111.95 19.77 20.00
Receivables against sale of investment - - - 5.26
Derivative Instruments / Forward Contracts Receivable - 80.60 15.05 39.64
Advance for land consideration (refer note (a) below) 23.24 28.01 4.77 4.42
Insurance Claim Receivables - - 2.83 11.84
Gratuity Assets (refer note 28) - - 0.11 2.53
5,010.85 5,052.26 622.67 986.69
Note:-
a) Advance for land consideration are payments towards cost of acquisition of land for port development
which is acquired and owned by Government of Odisha, the payment of which has been borne by one of the
subsidiary. The payments so made by the subsidiary are being adjusted against revenue share dues payable
to the government from the commencement date of commercial operations in annual equal instalments
over 15 years.
b) Future minimum lease receivables under finance leases together with the present value of the net minimum
lease payments receivable (“MLPR”) are as follows:
H In crore
Gross Present Gross Present
Investment Value Investment Value
in the lease of MLPR in the lease of MLPR
Within One Year 129.47 120.20 128.76 117.30
After one year but not later than five years 593.28 417.21 571.20 405.18
More than five years 3,054.63 980.58 3,180.77 988.90
Total minimum lease receivables 3,777.38 1,517.99 3,880.73 1,511.38
Less: Amounts representing finance charges (2,259.39) - (2,369.35) -
Present value of minimum lease receivables 1,517.99 1,517.99 1,511.38 1,511.38


8 Other Assets
H In crore
2021 2020 2021 2020
Capital advances (refer note (a) and (e) below) 1,009.52 1,038.53 - -
Balance with Government Authorities (refer note (d) 288.51 253.36 361.67 329.33
below)
Prepaid Expenses 14.23 17.11 99.93 54.65
Accrued revenue 7.23 - 64.90 64.00
Contract Assets (refer note (b) below) - - 135.92 90.80
Advances recoverable other than in cash
To others 0.02 0.04 230.54 137.55
To related parties 111.35 237.10 120.24 186.44
Project work in progress (refer note 9(i)) - 422.33 - -
Deferred Rent 10.71 8.57 - -
Export benefits and Other receivables (refer note (c) 521.50 262.68 - 301.40
below)
Taxes recoverable (net) (refer note 26) 630.37 513.94 - -
2,593.44 2,753.66 1,013.20 1,164.17
Notes:
a) Capital advance includes H273.58 crore (previous year H246.06 crore) paid to various parties and government
authorities towards purchase of land.
b) Contract assets are the right to receive consideration in exchange for services transferred to the customer.
Contract assets are initially recognised for revenue earned from services as receipt of consideration is
conditional on successful completion of services. Upon completion of services and acceptance by the
customer, the amounts recognised as contract assets are reclassified to financial assets.
c) As per Government notification no. 57/2015-2020 dated March 31, 2020 the Group is entitled to Service
Exports from India Scheme (SEIS) benefits on Port Services till year ended March 31, 2020. Accordingly, the
SEIS benefits of H593.72 crore for the Port Services provided during the financial year ended March 31, 2020
has been accounted by the Group on provisional basis pending notification in respect of the eligible service
categories under the scheme and the rates of rewards on such services by Government Authorities as at
reporting date. The Group based on the advise of legal counsel is confident of realisability of the same
d) Balance with Government Authorities includes H10 crore paid to Kamarajar Port Limited (“KPL”) as a deposit.
(refer note 35(s))
e) Capital advance is net of allowances for doubtful advance amounting to H10.59 crore (previous year H10.59
crore)

9 Inventories
(At lower of cost and Net realisable value)
H In crore
2021 2020 2021 2020
Stores and Spares, Fuel and Lubricants - - 374.42 288.28
Project work in progress - 422.33 617.43 -
- 422.33 991.85 288.28
Amount disclosed under non-current assets (refer - (422.33) - -
note 8)
- - 991.85 288.28
Note:-
i) As at March 31, 2021, the Dhamra Port Company Limited (a subsidiary company) has spent H617.43 crores
(previous year H422.33 crores) towards development of LNG Terminal Marine Infrastructure (Project) which is
expected to be transferred to Dhamra LNG Terminal Private Limited (DLNG) on Right of Use basis on completion
of the Project in the next financial year.
10 Current Investments
H In crore
Unquoted mutual funds (valued at fair value through profit or loss)
Nil (previous year 2,50,000 units) of H10 each in HDFC Mutual Fund - 0.25
Nil (previous year 48,465 units) of H2402 each in IDFC cash fund - 11.64
Mutual Fund
4.78 units (previous year Nil) of H1000 each in IDFC cash fund -* -
Mutual Fund
1,60,593 units (previous year Nil units) of H3,351.73 each in SBI 53.82 -
Mutual Fund
2,12,744 units (previous year Nil units) of H1112.93 each in Aditya Birla 23.68 -
Mutual Fund
12,18,4,579 units (previous year Nil units) of H110.98 each in ICICI 135.24 -
Mutual Fund
Investment in Pass Through Certificate (Valued at Amortised Cost)
1,00,000 units (previous year Nil) of Pass Through Certificate 926.02 -
1138.76 11.89
-* Figures being nullified on conversion to Hin crore
H In crore
Aggregate carrying value of unquoted Mutual Funds 212.74 11.89
Aggregate net assets value of unquoted Mutual Funds 212.74 11.89
Aggregate carrying value of unquoted investment in Pass Through 926.02 -
Certificate


11 Cash and Bank Balances

H In crore
2021 2020 2021 2020
Cash and cash equivalents
Balance in current account - - 3,686.90 7,150.84
Deposits with original maturity of less than three - - 510.91 44.38
months
Cash on hand - - 0.23 0.24
- - 4,198.04 7,195.46
Other bank balances
Bank Deposit with maturity of more than 12 months 6.51 - - -
In Current Account (earmarked for Unpaid Dividend) - - 1.50 1.73
Deposits with original maturity over 3 months but less - - 474.40 18.42
than 12 months
Margin Money Deposits (refer note (i) below) 82.91 6.90 26.84 98.25
89.42 6.90 502.74 118.40
Amount disclosed under Non- Current Financial (89.42) (6.90) - -
Assets in Balance Sheet
- - 502.74 118.40
Note:
(i) Margin Money Deposits (net of overdraft facilities of H1,961.09 crore (Previous year H Nil)) aggregating to
H109.75 crore (previous year H105.15 crore) are pledged / lien against bank guarantees, letter of credit and
other credit facilities.
(ii) For the purpose of Statement of Cash Flows, cash and cash equivalents comprises the following
H In crore
Balance in current account 3,686.90 7,150.84
Deposits with original maturity of less than three months 510.91 44.38
Cash on hand 0.23 0.24
Cash and Cash Equivalents as per Balance Sheet 4,198.04 7,195.46
Cash & Cash Equivalents attributable to Assets held for sale (refer 2.93 -
note 39)
Cash and Cash Equivalents as per Cash Flow Statement 4,200.97 7,195.46

12 Equity Share Capital

H In crore
Equity share capital
Authorised share capital
4,97,50,00,000 (previous year 4,97,50,00,000) Equity Shares of H2 995.00 995.00
each
995.00 995.00
Issued, subscribed and fully paid-up share capital
2,03,17,51,761 (previous year 2,03,17,51,761) fully paid up Equity Shares 406.35 406.35
of H2 each
406.35 406.35
a) Reconciliation of the shares outstanding at the beginning and at the end of the reporting year
Equity Shares March 31, 2021 March 31, 2020
At the beginning of the year 2,03,17,51,761 406.35 2,07,09,51,761 414.19
(Less):- Shares bought back (refer note (ii) below) - - (3,92,00,000) (7.84)
Outstanding at the end of the year 2,03,17,51,761 406.35 2,03,17,51,761 406.35
Notes:
i) Terms/rights attached to equity shares
The Company has only one class of equity share having par value of H2 per share. Each holder of equity share
is entitled to one vote per share. The Company declares and pays dividend in Indian Rupees.
In the event of liquidation of the Company, the holders of equity shares will be entitled to receive remaining
assets of the company, after distribution of all preferential amounts. The distribution will be in proportion to
the number of equity shares held by the shareholders.
ii) During the previous year, the Company has bought-back 3,92,00,000 Equity Shares at a price of H500 per
equity share from eligible shareholders of the Company on a proportionate basis through Tender Offer route
in accordance with the provisions of the Securities and Exchange Board of India (Buy-Back of Securities)
Regulations, 2018 and the Companies Act, 2013 and rules made thereunder.
(b) Equity Component of Non-cumulative Redeemable Preference Shares
At the beginning of the year 25,01,824 166.53 28,11,037 165.88
Add:- Impact due to remeasurement of Deferred - - - 14.82
Tax (refer note (ii) below)
Less: Pre-redemption of Preference shares (refer - - (3,09,213) (14.17)
note (iii) below)
Outstanding at the end of the year 25,01,824 166.53 25,01,824 166.53


12 Equity Share Capital (contd.)

i) Terms of Non-cumulative Redeemable Preference shares:
- The Company has outstanding 25,01,824 (previous year 25,01,824) 0.01 % Non-Cumulative Redeemable
Preference Shares (‘NCRPS’) of H10 each issued at a premium of H990.00 per share. Each holder of
preference shares has a right to vote only on resolutions placed before the Company which directly
affects the right attached to preference share holders. These shares are redeemable on March 28, 2024
at an aggregate premium of H247.68 crore (equivalent to H990.00 per share).
In the event of liquidation of the Company, the holder of NCRPS (before redemption) will have priority
over equity shares in the payment of dividend and repayment of capital. The preference shares carry
fixed dividend which is non-discretionary.
- The Preference Shares issued by the Company are classified as Compound Financial Instrument. These
preference shares are separated into liability and equity components based on the terms of the contract.
Interest on liability component is recognised as interest expense using the effective interest method.
- The equity component of redeemable preference shares includes the securities premium amount
received on issue of preference shares and the preference share capital, redemption premium reserve
being created in compliance of the Companies Act, 2013.
ii) During the previous year, pursuant to the Taxation Law (Amendment) Act, 2019 passed by Government of
India , the Company has re-measured the outstanding deferred tax liability that is expected to be reversed
in future. Accordingly, an amount H14.82 crore have been adjusted in Other Equity.
iii) During the previous year, Company has redeemed 3,09,213 Non-Cumulative Redeemable Preference Shares
of H10 each issued at premium of H990 per share prior to its maturity at net present value discounted @ 8%.
c) Details of shareholders holding more than 5% shares in the Company
No % holding No % holding
in the class in the class
Equity shares of H2 each fully paid
i) Gautambhai Shantilal Adani and Rajeshbhai 79,93,53,935 39.34% 79,93,53,935 39.34%
Shantilal Adani (on behalf of S.B. Adani Family
Trust)
ii) Adani Tradeline LLP 13,81,93,549 6.80% 13,81,93,549 6.80%
iii) Flourishing Trade and Investment Limited 10,38,47,944 5.11% - -
Non-Cumulative Redeemable Preference Shares of
H10 each fully paid up
Priti G. Adani 5,00,365 20.00% 5,00,365 20.00%
Shilin R. Adani 5,00,364 20.00% 5,00,364 20.00%
Pushpa V. Adani 5,00,365 20.00% 5,00,365 20.00%
Ranjan V. Adani 5,00,455 20.00% 5,00,455 20.00%
Suvarna M. Adani 5,00,275 20.00% 5,00,275 20.00%
25,01,824 100.00% 25,01,824 100.00%

13 Other Equity
H In crore
Equity Component of Non Cumulative Redeemable Preference
shares
Add:- Impact due to remeasurement of Deferred Tax - 14.82
(refer note 12 (b)(ii))
Less:- Pre-mature redemption of Preference Share (refer note 12 (b)(iii)) - (14.17)
H In crore
Securities Premium
Opening Balance 599.56 2,551.72
Less:- Premium paid on buyback of equity shares (refer note 12 (a) (ii)) - (1,952.16)
Note:- Securities premium represents the premium received on issue of shares over and above the face value of
equity shares. The same is available for utilisation in accordance with the provisions of the Companies Act, 2013.
H In crore
General Reserve
Add- Transfer from Debenture Redemption Reserve 46.17 162.49
Less: Transfer to Capital Redemption Reserve upon buyback - (7.84)
Less: Transaction costs for buyback - (10.72)
Note:- The general reserve is used from time to time to transfer profit from retained earnings for apportion
purposes. As the general reserve is created by transfer from one component of equity to another and is not an
item of other comprehensive income, items included in the general reserve will not be reclassified subsequently
to statement of profit and loss.
H In crore
Debenture Redemption Reserve ("DRR")
Add: Transferred from Retained Earnings 125.66 125.65
Less: Transferred to General Reserve (46.17) (162.49)
Note: The Company has issued redeemable non-convertible debentures. The Company has been creating
Debenture Redemption Reserve (DRR) as per the relevant provisions of the Companies Act 2013. However,
according to Companies (Share Capital and Debentures) Amendment Rules, 2019 effective from August 16,
2019, the Company is not required to create DRR on any fresh issue of Debentures. Accordingly, the Company
has not created DRR on fresh issue of redeemable non-convertible debentures.



H In crore
Capital Redemption Reserve ("CRR")
Opening Balance 7.84 -
Add: Transferred from General Reserve on account of buy-back of - 7.84
shares
Note: As per Companies Act, 2013, Capital redemption reserve is created when company purchases its own
shared out of free reserves or securities premium. A sum equal to the nominal value of the shares so purchased
is transferred to capital redemption reserve. The reserve is utilised in accordance with the provisions of section
69 of the Companies Act, 2013.
H In crore
Tonnage Tax Reserve
Add: Transferred from Retained Earnings 269.53 216.53
Closing Balance 1,015.88 746.35
Note:- Subsidiary companies, The Adani Harbour Services Private Limited and Shanti Sagar International
Dredging Private Limited have opted for Tonnage Tax Scheme u/s 115V of the Income Tax Act, 1961. Accordingly
Section 115 VT of the Income Tax Act, 1961 requires the said companies to create Tonnage Tax Reserve and
transfer the amount equivalent to 20% of the book profits of the said companies from retained earnings to
Tonnage Tax Reserve and to be utilised only for the purpose as mentioned in the said Act.
H In crore
Foreign Currency Monetary Item Translation Difference Account
Opening Balance - (71.07)
Add : Foreign exchange loss during the year - (16.79)
Less : Amortised in statement of profit and loss - 87.86
Closing Balance - -
Note: Exchange differences arising on outstanding long term foreign currency monetary items recognised in
the Indian GAAP financial statements for the period ending immediately before the beginning of the first
Ind AS financial reporting period i.e. March 31, 2016 are accumulated in the “Foreign Currency Monetary Item
Translation Difference Account” (FCMITDA) and amortized over the remaining life of the concerned monetary
item or financial year 2019-20 whichever earlier. During the last year, the Group has amortised all such
differences.
H In crore
Retained Earnings
Add : Profit attributable to equity holders of the parent 4,994.30 3,763.13
Add: Gain on pre-mature redemption of preference shares - 18.52
Less: Transfer from Other Comprehensive Income (14.80) -
Less : Dividend on shares - (691.58)
Less : Dividend distribution tax paid (DDT) - (142.84)
Less : Transfer to Debenture Redemption reserve (125.66) (125.65)


H In crore
Less : Transfer to Tonnage Tax Reserve (269.53) (216.53)
Less : Remeasurement losses on defined benefit plans (net of tax) (0.80) (2.46)
Note:- The portion of profits not distributed among the shareholders are termed as retained earnings. The
Company may utilize the retained earnings for making investments for future growth and expansion plans, for
the purpose of generating higher returns for the shareholders or for any other specific purpose, as approved by
the Board of Directors of the Company.
H In crore
Capital Reserve
Opening Balance - -
Add :-Addition on account of acquisition (refer note 38 (i)) 25.95 -
Closing Balance 25.95 -
Note:-The excess of fair value of net assets acquired over consideration paid in business combination is
recognised as capital reserve on consolidation. The reserve is not available for distribution.
H In crore
Foreign Currency translation reserve
Opening Balance 40.48 (0.21)
Add/(Less):- Change during the year (6.32) 40.69
Note:- Exchange differences relating to translation of results and net assets of the group’s foreign operations
from their functional currencies to the group’s presentation currency ( i.e rupees) are recognised directly in
other comprehensive income and accumulated in foreign currency translation reserve.
H In crore
Cash Flow Hedge Reserve
Opening Balance (12.12) -
Add/(Less):- Change during the year 2.35 (12.12)
Closing Balance (9.77) (12.12)
Note:-The cash flow hedging reserve represents the cumulative effective portion of gains or losses arising on
changes in fair value of designated portion of hedging instruments entered into for cash flow hedges. The
cumulative gain or loss arising on changes in fair value of the designated portion of the hedging instruments
that are recognised and accumulated under the heading of cash flow hedging reserve will be reclassified to
profit or loss only when the hedged transaction affects the profit or loss, or included as a basis adjustment to
the non-financial hedged item.



H In crore
Equity instrument through other comprehensive income
Add : Change in fair value of FVTOCI Equity Investments (net of tax) (10.71) 10.95
Less:- Transfer to retained earnings 14.80
Note:- This reserve represents the cumulative gains and losses arising on the revaluation of equity investments
measured at fair value through other comprehensive income.
Total Other Equity 30,221.91 25,217.14
Dividend Distribution made and proposed

H In crore
Cash Dividend on equity shares declared and paid
Final Dividend for the year ended March 31, 2020 and March 31, 2019 - 41.42
( H Nil and H0.20 per share)
Interim Dividend for the year ended March 31, 2021 and March 31, - 650.16
2020 ( H Nil and H3.20 per share)
Dividend Distribution Tax - 144.69
- 836.27
Proposed Dividend on Equity Shares
Final Dividend for the year ended March 31, 2021 H5 per share 1,020.88 -
(Previous year Nil) on 2,041,751,761 equity shares (Refer note 54 (iii)
and (iv) )
Cash Dividend on Preference Shares declared and paid
Dividend @ 0.01 % on Non-Cumulative Redeemable Preference Shares -* -*
Dividend Distribution Tax - -*
Proposed Dividend on Preference Shares
Dividend @ 0.01 % on Non-Cumulative Redeemable Preference Shares -* -*
Dividend Distribution Tax - -*
-* Figure nullified in conversion of H in crore
Proposed dividend on equity shares are subject to approval at the annual general meeting and are not recognised
as liability.

14 Non Current Borrowings

H In crore
2021 2020 2021 2020
Debentures
15,000 (previous year Nil) 8.50% Non Convertible 1,485.95 - - -
(Redeemable on April 12, 2030 (refer note (g) below)
(Redeemable on July 04, 2026) (refer note (c) below)
(Redeemable H533.30 crore on October 31, 2025,
H533.30 crore on October 31, 2026 and H533.40 crore
on October 30, 2027) (refer note (e) below)
(Redeemable H333.30 crore on March 07, 2025,
H333.30 crore on March 07, 2026 and H333.40 crore
on March 08, 2027) (refer note (c) below)
(Redeemable H433.30 crore on November 29, 2024,
H433.30 crore on November 29, 2025 and H433.40
crore on November 27, 2026) (refer note (d) below)
9000 (previous year Nil) 6.50% Non Convertible 893.48 - - -
(Redeemable on September 11, 2023 (refer note (a)
below)
crore on June 01, 2023 (refer note (f) below)
crore on May 27, 2026) (refer note (a) below)
200 (previous year 400) 10.50% Non Convertible - 19.82 19.94 19.83
(Redeemable in 2 quarterly equal instalments on June
27, 2021, and September 27, 2021) (refer note (b)
below)
2,800 (previous year 2,800) 7.5% Non Convertible - 280.00 280.00 -
(Redeemable H70 crore on April 23, 2021 and H210
crore on June 15, 2021) (refer note (f) below)



H In crore
2021 2020 2021 2020
3,293 (previous year 4,940) 10.50% Non Convertible 164.66 329.33 164.67 164.67
(Redeemable at three annual equal instalments
commencing from March 02, 2021) (refer note (a)
below)
Preference shares
Liability Component of Compound Financial 105.83 97.09 - -
Instrument - 0.01% Non Cumulative Redeemable
Preference shares (unsecured) (refer note 12 (b))
Term loans
Foreign currency loans:
From banks (secured) (refer note (h), (i), m(i) to m(ii) 492.70 621.69 151.17 163.13
below)
From banks (unsecured) (refer note l(vii) below) - - - 1,204.82
(refer note l(iii) below)
4.00 % Foreign Currency Bond priced at 195 basis 3,617.74 3,740.27 - -
(refer note l(ii)) below)
(refer note l(iv)) below)
3.95% Foreign Currency Bond priced at 189 basis - 3,771.82 - -
(refer note l(i)) below)
4.20% Foreign Currency Bond priced at 376 basis 5,447.13 - -
(refer note (l)(v))
3.10% Foreign Currency Bond priced at 205 basis 3,618.50 - -
(refer note (l)(vi))
Rupee loans:
From banks (secured) (refer note j, k, m(v) to m(xiii) 1,840.98 2,416.92 448.47 182.40
From other financial institutions (unsecured) (refer - 1.20 1.20 2.44
note l(viii) below)
From others (unsecured) (refer note m(xiv) below) 2.48 2.48 - -
Foreign currency letters of credit
From banks (unsecured) (refer note m(iii) to (iv) below) 172.76 61.41 - -
32,935.53 26,181.33 1,065.45 1,737.29
The above amount includes
Secured borrowings 9,812.27 8,003.52 1,064.25 530.03
Unsecured borrowings 23,123.26 18,177.81 1.20 1,207.26
Amount disclosed under the head other Current - - (1,065.45) (1,737.29)
Financial Liabilities (refer note 15)
32,935.53 26,181.33 - -


Notes: h) Foreign currency loans aggregating to H56.83
crore (previous year H91.42 crore ) carries interest
a) Debentures include Secured Non-Convertible
@ 6 months Euribor plus 95 basis point. The
Redeemable Debentures amounting to H1,421.59
above loan is repayable in 3 Semi-annually equal
crore (previous year H692.49 crore) which are
instalment from the balance sheet date. The loan
secured by first Pari-passu charge on all the
is secured by exclusive charge on the Dredgers
immovable and movable assets of Multi-purpose
procured under the facility.
Terminal, Terminal-II and Container Terminal –II
project assets. i) Foreign currency loans aggregating to H18.38
crore (previous year H35.74 crore ) carries interest
b) Debentures include Secured Non-Convertible
@ 6 months Euribor plus 75 basis point. The loan
Redeemable Debentures aggregating to H19.94
is repayable in 2 semi annually equal instalments
crore (previous year H39.65 crore) which are
from the balance sheet date. The loan is secured
secured by exclusive mortgage and charge on
by exclusive charge on the Cranes purchased
entire Single Point Mooring (SPM) facilities
under the facility.
serving Indian Oil Corporation Limited - Mundra
and the first charge over receivables from Indian j) Rupee term loan amounting to HNil (previous
Oil Corporation Limited. year H1,486.33 crore) carries interest @ 1 month
Treasury Bill Rate plus spread of 2.58% which has
c) Debentures include Secured Non-Convertible
been prepaid during the current year
Redeemable Debentures aggregating to H1,251.46
crore (previous year H1,251.39 crore) which are k) Rupee term loan amounting to H472.55 crore
secured by first pari-passu charge on all the (previous year H Nil) carrying interest @ Repo Rate
movable and immovable assets pertaining to coal plus spread of 2.75%. The loan is repayable in 8
terminal project assets at Wandh. half yearly structured Instalments commencing
from December 30, 2020. The loan is secured by
d) Debentures include Secured Non-Convertible
First ranking pari passu charge on the movable
Redeemable Debentures aggregating to H1,300
and immovable assets of Multi-purpose Terminal,
crore (previous year H1,300.00 crore) which
Terminal-II and Container Terminal –II project
are secured by first pari-passu charge on
assets.
specified assets of certain subsidiary companies’
arrangements as per Debenture Trust Deed. l) Unsecured Loan
e) Debentures include Secured Non-Convertible (i) 5 years Foreign Currency Bond of USD 500
Redeemable Debentures aggregating to H1,587.59 million equivalent to HNil (previous year
crore (previous year H1,585.88 crore) are secured H3,771.82 crore) carries interest rate at 3.95%
by first pari-passu charge on specified assets of p.a. and same has been prepaid during the
one of the subsidiary companies’ arrangements current year
as per Debenture Trust Deed.
(ii) 10 years Foreign Currency Bond of USD
f) Debentures include Secured Non-Convertible 500 million equivalent to H3,617.74 crore
Redeemable Debentures aggregating to H876.67 (previous year H3,740.27 crore) carries
crore (previous year H280.00 crore) are secured interest rate at 4.00% p.a. with bullet
by first pari-passu charge on all the movable and repayment in the year 2027.
immovable assets pertaining to coal terminal
(iii) 10 years Foreign Currency Bond of USD
project assets at Mundra.
750 million equivalent to H5,433.56 crore
g) Debentures include Secured Non-Convertible (previous year H5,620.14 crore) carries
Redeemable Debentures aggregating to interest rate at 4.375% p.a. with bullet
H1,485.95 crore (previous year H Nil) are secured repayment in the year 2029.
by first pari-passu charge on fixed assets of MPT,
(iv) 5 years Foreign Currency Bond of USD
T2 and CT2 Project located at Mundra.
(previous year H4,883.40 crore) carries
interest rate at 3.375% p.a. with bullet
repayment in the year 2024.



(v) 7 years Foreign Currency Bond of USD Harbour Services Limited aggregating to
750 million equivalent to H5,447.13 crore H 54.35 crore (Previous year H Nil) carries
(previous year H Nil) carries interest rate at interest in the range of LIBOR plus 0.30%
4.20% p.a. with bullet repayment in the year .The Foreign letter of credit outstanding as
2027. at March 31, 2021 is repayable on May 21,
2021, and maturity is extended as per RBI
(vi) 10 years Foreign Currency Bond of USD
Guidelines for Capital Good.
(previous year H Nil) carries interest rate at (iv) Foreign Letter of credit facilities taken by
3.10% p.a. with bullet repayment in the year Adani Vizhinjam Port Private Limited of
2031. H118.41 crore (Previous year H61.41 crore)
carries interest within range 1% to 1.25%
(vii) Foreign Currency Loan aggregating to H
for the balance usance period. The Foreign
Nil (previous year H1,204.82 crore ) carries
letter of credit outstanding as at March 31,
interest at 3 months Libor plus 1.25% and
2021, H60.10 crore is repayable on April 19,
same has been repaid during the current
2021 & H58.31 crore is repayable on August
year
20, 2021, and maturity is extended as per
(viii) Rupee Term Loan aggregating to H1.20 crore RBI Guidelines for Capital Goods.
(previous year H3.64 crore) carries interest
(v) Rupee Term Loan taken by Adani Vizhinjam
ranging from 4.56 % p.a. to 7.95 % p.a.
Port Private Limited of H500 crore (previous
repayment beginning from May 2018 and
year H Nil) is secured first pari passu on
having last repayment date on November
the entire assets, both movable assets and
2021.
immovable assets, Project assets, current
m) loans taken by the subsidiaries includes: assets both present and future. Also secured
by way of Pledge of equity shares held by
(i) Foreign currency term loans from banks
parent company constituting 30% of the
amounting to H16.18 crore (previous year
total equity shares of the company. ROI at
H49.48 crore) taken by Karnavati Aviation
1 Year ICICI MCLR plus Spread 0% repayable
Private Limited carries interest rate of libor
in 20 structured quarterly Instalments
plus 175 basis point. The Loan is repayable in
commencing from December 31, 2023.
6 Quarterly instalments from balance sheet
date. The loan is secured by hypothecation (vi) Loans from banks taken by The Dhamra
of Aircraft Legacy 650. Port Company Limited includes secured
rupee term loan from banks amounting to
(ii) Foreign currency Term Loan from Banks
H149.63 crore (previous year H299.26 crore)
taken by Shanti Sagar International Dredging
payable in 4 variable quarterly instalments
Limited aggregating to H552.48 crore
upto March 2022 carries interest @ 8.00%
(previous year H608.18 crore) are secured
to 8.75% p.a.
by way of first ranking exclusive charge
over the assets of company committed Loans from banks taken by The Dhamra
under agreement, Charge on assets has Port Company Limited includes secured
been created through agreement in favor rupee term loan from banks amounting to
of Axis Trustee Service Limited acting on H277.50 crore (previous year H Nil) payable in
behalf of all the lenders. The same carries 17 variable quarterly instalments upto June
interest in the range of 6 month EURIBOR 2025 and carries interest @ 6.75% p.a.
Zero (“0”) plus 50 basis points. The loans are
The loan is secured by a first pari passu
repayable 6 monthly in 20 equal instalments
charge on all immovable Property, Plant and
commencing from May 16, 2018 and final
Equipments (including lease hold properties),
repayment will be done on November 16,
movable fixed assets, non-current assets
2027.
& current assets (including book debts,
(iii) Suppliers Bill Accepted under Foreign operating cash flows, receivables, revenue),
Letter of credit facilities taken by The Adani intangible assets both present & future


and all bank accounts including (Trust monthly basis. The rate of interest is 3 Month
& Retention Account and Debt Service T-bill +2.20% with benchmark 3 month T bill
Account). Also secured by pledge of equity rate being reset on quarterly basis.
shares held by parent company representing
(x) Rupee Term Loan taken by Adani Agri
30% of the total equity paid up capital of the
Logistics (Kannauj) Limited aggregating to
company.
H10.20 crore (Previous year H Nil ) is secured
(vii) Loan taken by Adani Agri Logistics Limited by first exclusive charge on mortgage of
aggregating to H163.78 crore (previous immovable properties both present & future
year H213.73 crore) is secured by first pertaining to the project, first exclusive
exclusive charge on mortgage of immovable charge by way of hypothecation of all
properties pertaining to the project, first movable assets of the company. Repayment
exclusive charge by way of hypothecation of of loan will be made by a single payment on
all movable assets, first exclusive charge on 29th December, 2023 with interest debited
book debts, operating cash flows, receivables, on monthly basis. The rate of interest is 3
commission, revenues of projects, first Month T-bill +2.20% with benchmark 3
exclusive charge by way of hypothecation month T bill rate being reset on quarterly
over Escrow Account and DSRA, first charge basis.
by way of assignment of project rights. The
(xi) Rupee Term Loan taken by Adani Agri
term loan will be repaid based on monthly
Logistics (Panipat) Limited aggregating to
instalments as per the loan repayment
H38.70 crore (Previous year H Nil ) is secured
schedule agreed upon in the sanction letter.
by first exclusive charge on mortgage of
- The Term Loan having sanctioned amount
immovable properties both present & future
of H450 crore carries interest rate ranging
pertaining to the project, first exclusive
from 6.00% p.a. to 8.25% p.a.
charge by way of hypothecation of all
(viii) Rupee Term Loan taken by Adani Hazira Port movable assets of the company. Repayment
Limited aggregating to H600 crore (Previous of loan will be made by a single payment on
year H600 crore) carries Repo Rate 4% + 29th December, 2023 with interest debited
3.05% Spread from June 1, 2020 (Earlier on monthly basis. The rate of interest is 3
HDFC Bank 3 Months MCLR Rate Plus Spread Month T-bill +2.20% with benchmark 3
of 0.30% pa) payable in 12 consecutive month T bill rate being reset on quarterly
quarterly Instalments commencing from basis.
July, 2021 to April 2024 . The Loan from
(xii) Rupee Term Loan taken by Adani Agri Logistics
bank is secured by first pari passu charge on
(Samastipur) Limited aggregating to H20.40
the entire assets, both movable assets and
crore (Previous year HNil ) is secured by first
immovable assets, intangible assets, current
exclusive charge on mortgage of immovable
assets including receivables, both present
properties both present & future pertaining
and future. The company is in the process of
to the project, first exclusive charge by way
creation of charge on the reporting date.
of hypothecation of all movable assets of the
(ix) Rupee Term Loan taken by Adani Agri company. Repayment of loan will be made by
Logistics (Katihar) Limited aggregating to a single payment on 29th December, 2023
H28.45 crore (Previous year H Nil ) is secured with interest debited on monthly basis. The
by first exclusive charge on mortgage rate of interest is 3 Month T-bill +2.20% with
of immovable properties both present benchmark 3 month T bill rate being reset
& future pertaining to the project, first on quarterly basis.
exclusive charge by way of hypothecation
(xiii) Rupee Term Loan taken by Adani Agri
of all movable assets. Repayment of loan
Logistics (Darbhanga) Limited aggregating
will be made by a single payment on 29th
to H28.24 crore (Previous year H Nil ) is secured
December, 2023 with interest debited on
by first exclusive charge on mortgage of



immovable properties both present & future 3 Month T-bill +2.20% with benchmark 3
pertaining to the project, first exclusive month T bill rate being reset on quarterly
charge by way of hypothecation of all basis.
movable assets of the company. Repayment
(xiv) Loan taken by Adinath Polyfills Private
of loan will be made by a single payment on
Limited aggregating to H2.48 crore (previous
29th December, 2023 with interest debited
year H2.48 crore) from its related parties.
on monthly basis. The rate of interest is
15 Other Financial Liabilities

H In crore
2021 2020 2021 2020
Current maturities of long term borrowings (refer note - - 1,065.45 1,737.29
14)
Capital creditors and retention money 87.06 104.23 1,250.03 914.62
Other payables (including discounts etc.) - - 290.08 279.86
Lease liabilities (refer note (a) below) 572.33 567.28 32.26 39.05
Unpaid Dividends # - - 1.50 1.03
Interim Dividend Payable - - 0.38 0.70
Interest accrued but not due on borrowings 70.49 57.96 502.16 302.97
Deposit from Customer 43.70 1.53 42.35 35.47
Financial Guarantees Obligation 6.36 3.33 3.09 1.65
Payable against Compulsory Convertible Preference - - 81.54 -
Share
Put Option Liability - - 23.50 23.50
779.94 734.33 3,292.34 3,336.14
# Not due for credit to “Investors Education & Protection Fund”
Notes:
(a) Land, Building, Vehicles, Plant & Equipments and Railway Wagons have been taken on lease by the Group.
The terms of lease rent are for the period ranging from 3 years to 35 years depending on the lease agreement
with the lessor. Such leases are renewable by mutual consent. There is no contingent rent, no sub-leases
and no restrictions imposed by the lease arrangements.
Future minimum lease payments under leases together with the present value of the net minimum lease
payments are as follows.
H In crore
March 31, 2021
Minimum Lease 67.57 236.98 867.13 1,171.68 (567.09) 604.59
Payments

15 Other Financial Liabilities (contd.)

H In crore
Finance charge 35.31 134.12 397.66 567.09 - -
allocated to
future periods
Present Value 32.26 102.86 469.47 604.59 - 604.59
of MLP
March 31, 2020
Minimum Lease 74.45 233.85 902.60 1,210.90 (604.57) 606.33
Payments
Finance charge 35.40 135.58 433.59 604.57 - -
allocated to
future periods
Present Value 39.05 98.27 469.01 606.33 - 606.33
of MLP
(b) Disclosure with regards to changes in liabilities arising from financing activities - Ind AS 7 Statement of
Cash Flows
Disclosure of changes in liabilities arising from financing activities, including changes arising from cash
flows and non-cash changes (such as foreign exchange gains or losses) is as under.
H in crore
( including Liabilities Dividend Contract of equity redemption
Maturities) ( including and Preference
accrued and buyback
Shares
(including
Dividend
Distribution
Tax)
April 1, 2019 27,860.09 - 1.08 45.48 - - 27,906.65
Cash Flows (1,522.35) (13.42) (844.62) 107.88 (1,970.72) (12.40) (4,255.63)
Foreign 1,768.25 - - - - - 1,768.25
Exchange
Movement
Adjustment due - 619.75 - - - - 619.75
to adoption of
Ind AS 116
Change in fair (13.80) - - - - - (13.80)
value
Charged to Profit 1,950.64 - - (153.36) - - 1,797.28
and Loss


15 Other Financial Liabilities (contd.)

H in crore
( including Liabilities Dividend Contract of equity redemption
Maturities) ( including and Preference
accrued and buyback
Shares
(including
Dividend
Distribution
Tax)
Charged to other - - 1,970.72 12.40 1,983.12
equity
Dividend - - 844.57 - - - 844.57
recognised
during the year
Acquisition 138.59 - - - - - 138.59
adjustment/
change in
dilution of stake
in subsidiary
Bills discounted 255.30 - - - - - 255.30
(net)
March 31, 2020 30,436.72 606.33 1.03 - - - 31,044.08
Cash Flows 3,553.12 (18.10) (0.23) (20.94) - - 3,513.85
Foreign (775.95) - - - - - (775.95)
Exchange
Movement
Adjustment due - 16.36 - - - - 16.36
to adoption of
Ind AS 116
Change in fair (11.26) - - - - - (11.26)
value
Charged to Profit 2,129.16 - - 5.89 - - 2,135.05
and Loss
Dividend - - 0.70 - - - 0.70
recognised
during the year
Acquisition 315.77 - - - - - 315.77
adjustment
Classified as held (60.88) (60.88)
for sale
Bills discounted (73.24) - - - - (73.24)
(net)
March 31, 2021 35,513.44 604.59 1.50 (15.05) - - 36,104.48

16 Other Liabilities
H In crore
2021 2020 2021 2020
Advance from customers (refer note 41) - - 716.01 731.91
Deposits from customers - - 12.40 11.34
Statutory liabilities - - 207.50 126.82
Unearned Income under long term land lease/ 572.64 636.68 64.06 63.50
Infrastructure usage agreements
Deferred Income on fair valuation of Deposit taken 24.32 1.15 - -
Deferred Government Grant (refer note (i) below) 430.09 432.77 13.26 12.69
Deferred Revenue for Service Line Contributions 38.74 39.07 - -
Unearned revenue - - 66.44 65.91
Contract liabilities (refer note (ii) & (iii) below) - 343.59 641.52 334.49
1,065.79 1,453.26 1,721.19 1,346.66
Note:-
(i) Movement in Deferred Government Grant
H In crore
Add : Addition during the year 10.84 9.64
Less : Adjustment during the year - (0.95)
Less: Amortisation during the year (12.95) (12.48)
(ii) Contract liabilities include advances received to deliver Services and as well as transaction price allocated
to unsatisfied performance obligation in respect of Storage and Dispatch services of Customers’ Cargo lying
at Port.
(iii) Non-Current Contract liabilities include advances received against ongoing project allocated to unsatisfied
performance obligation in respect of construction of LNG Project marine infrastructure. As per the
management’s estimate satisfaction of performance obligation under the contract is expected after 12
months from the balance sheet date.
17 Current Borrowings
H In crore
Short term borrowing from banks - (unsecured) (refer note (d), (e) and - 850.00
(g(i)) below)
Packing Credit Rupee Loan from bank (unsecured) (refer note (b) and 400.00 400.00
(c) below)
Commercial paper (Unsecured) (refer note (f) below) - 294.12
400.00 1,544.12
Customers' Bills Discounted (Unsecured) (refer note (a) below) 539.81 613.05
939.81 2,157.17
Notes:
a) Factored receivables of H539.81 crore (previous year H613.05 crore) have recourse to the Company and
interest liability on amount of bill discounted is borne by the customer. The maturity period of the transfer
is 1 to 12 months period.


17 Current Borrowings (contd.)

b) Packing Credit rupee Loan aggregating to H Nil (previous year H400 crore) carried interest rate 6.25 %
monthly payable same has been repaid during current year
c) Packing Credit rupee Loan aggregating to H400 crore (previous year H Nil) linked to 14 day Treasury Bill and
repayable in April 2021.
d) Short term loan borrowing (STL) amounting to H Nil (previous year H400 crore) carried interest rate @ 9%
monthly payable and same has been repaid during the current year.
e) Short term loan borrowing (STL) amounting to H Nil (previous year H400 crore) carried interest rate @ 7.25%
monthly payable linked to repo rate and same has been repaid during the current year.
f) Commercial Paper (CP) aggregating H Nil (previous year H294.12 crore) carried interest rate in range of 6.64
% to 8.50 % p.a. The CP had maturity period of 1 to 6 months. Same has been repaid during the year
g) Loans taken by the subsidiaries includes:
(i) Short Term Loan taken by Adani Petronet (Dahej) Port Private Limited aggregating to H Nil (previous year
H50 crore) from bank carried interest at the rate of 7.05 % linked to 1 month repo rate had been repaid
during the current year.
18 Trade and Other Payables

H In crore
Total outstanding dues of micro enterprises and small enterprises 11.50 1.96
Total outstanding dues of creditors other than micro enterprises and 1,002.35 726.78
small enterprises
1,013.85 728.74
Dues to related parties included in above (refer note 31) 57.88 55.16
19 Provisions
H In crore
2021 2020 2021 2020
Provision for Employee Benefits
Provision for gratuity (refer note 28) 18.64 3.11 1.25 4.93
Provision for compensated absences 7.07 4.64 94.48 71.94
25.71 7.75 95.73 76.87
Other Provisions
Provision for operational claims (refer note (a) below) - - - 29.43
Provision for asset retirement obligation 0.97 0.48 - -
26.68 8.23 95.73 106.30
Note (a):
H In crore
Less : Utilised / (Settled) during the year (10.53) -
Less:- Reversed during the year (18.90) -
Closing Balance - 29.43
Operational Claims are the expected claims against outstanding receivables made/to be made by the customers
towards shortages of stock, handling losses, damages to the cargo, storage and other disputes. The probability
and the timing of the outflow/adjustment with regard to above depends on the ultimate settlement / conclusion
with the respective customer.

20 Revenue from Operations

H In crore
Revenue from Contract with customer (refer note (a) below)
Income from Port Operations (including Port Infrastructure Services) 11,352.75 9,667.83
Utilities Services 147.42 120.39
Aircraft Operations 23.43 27.97
Logistics Services 691.05 665.40
12,214.65 10,481.59
Lease, Upfront Premium and Deferred Infrastructure Income (refer 210.85 285.78
note (b) and (c) below)
Income from Export Incentive (Services Exports from India Scheme) 8.04 593.72
Other operating income 116.06 77.68
12,549.60 11,438.77
Notes:
a) Reconciliation of revenue recognized with Contract Price
H In crore
Contract price 12,397.75 10,781.07
Adjustment for:
Change in Consideration (3.71) (20.49)
Refund Liability (237.45) (270.77)
Change in value of Contract Assets 45.12 11.40
Change in value of Contract Liabilities 12.94 (19.62)
Revenue from Contract with Customer 12,214.65 10,481.59
b) The Group has given various assets on finance lease to various parties. These leases have terms ending
between 11 to 30 years. The lease agreements entered are non-cancellable. There is no contingent rent, no
sub-leases and no restrictions imposed by the lease arrangements. All land leases include a clause to enable
upward revision of the rental charge every three to five years upto 20%. The Group has also received one-time
income of upfront premium ranging from H2300 to H5500 per Sq. mtr for use of common infrastructure by
the parties. Such one-time income of upfront premium is non-refundable. Income of H21.01 crore (previous
year H42.87 crore) including upfront premium of H9.32 crore (previous year H21.80 crore) accrued under
such lease have been booked as income in the statement of profit and loss.
c) Assets given under operating lease
The Group has given certain land portions on operating lease. These lease arrangements range for a period
between 5 and 60 years. Most of the leases are renewable for further period on mutually agreeable terms.
Some of the subsidiaries companies have entered into an agreement with Food Corporation of India (FCI)
to design, develop, construct, operate and maintain project facilities for warehousing and transportation
of the food grains on Design, Built, Finance, Own and Operate (DBFOO) basis. Under the agreement, the
subsidiary company is eligible for revenues based on Annual Guaranteed Tonnage irrespective of the actual
usage by FCI.
The total future minimum lease rentals receivable at the Balance Sheet date is as under:
H In crore
For a period not later than one year 95.25 89.84
For a period later than one year and not later than five years 481.25 471.23
For a period later than five years 783.98 929.92
1,360.48 1,490.99
The Group has recognised income from operating leases of H99.18 crore (previous year H128.86 crore)


21 Other Income
H In crore
Interest income on
Bank Deposits, Inter Corporate Deposits, Security Deposits etc. 1,602.16 1,585.52
Customer dues 30.35 44.32
Finance Lease 125.66 39.90
Dividend income on Non-current Investments 7.01 8.00
Net Gain on Fair value of financial instrument 12.39 48.70
Net Gain on Disposal of Associate 92.28 -
Scrap Sales 24.16 7.27
Unclaimed liabilities / excess provision written back 5.38 1.84
Financial Guarantee Income 2.71 1.52
Amortisation of Government Grant (refer note 16 (i)) 12.95 12.48
Miscellaneous Income 55.18 111.80
1,970.23 1,861.35
22 Operating Expenses
H In crore
Cargo handling / other charges to contractors (net of 1,357.46 1,202.03
reimbursements)
Purchase of Power for Utilities Business 166.56 155.04
Customer Claims (including expected credit loss) (refer note below) 25.00 9.71
Railway's Service Charges 523.97 614.80
Tug and Pilotage Charges 49.73 47.94
Maintenance Dredging 13.01 39.07
Repairs to Plant & Equipment 125.64 69.84
Stores, Spares and Consumables 223.02 188.07
Repairs to Buildings 18.94 10.43
Power and Fuel 351.69 330.01
Waterfront Charges 244.42 280.20
Cost of Assets transferred under Finance Lease 4.20 19.80
Cargo Freight and Transportation Expenses 116.98 98.77
Aircraft Operating Expenses 9.90 11.92
Other expenses including Customs Establishment charges 7.78 6.02
Construction expenses under Service Concession Arrangements 21.19 13.61
3,259.49 3,097.26
Note : Expected credit loss of H18.90 crore has been netted of with reversal of operational claim of H18.90 crore.
23 Employee Benefits Expense

H In crore
Salaries, Wages and Bonus 561.18 496.72
Contribution to Provident & Other Funds 16.46 16.69
Gratuity Expense (refer note 28) 7.73 5.53
Staff Welfare Expenses 29.68 27.58
615.05 546.52

24 Finance Costs
H In crore
a) Interest and Bank Charges
Interest on
Debentures and Bonds 1,684.60 1,167.10
Loans, Buyer's Credit etc. 316.64 663.04
Lease liabilities 48.97 40.39
Others 3.21 38.45
Bank and other Finance Charges 75.74 41.66
2,129.16 1,950.64
b) Loss/(Gain) on Derivatives / Swap Contracts (net) 126.13 (137.50)
2,255.29 1,813.14
25 Other Expenses
H In crore
Rent Expenses 11.15 6.49
Rates and Taxes 7.70 6.72
Insurance 82.36 59.52
Advertisement and Publicity 9.73 10.36
Other Repairs and Maintenance 67.93 66.82
Legal and Professional Expenses 140.15 130.32
Corporate Support Service Fees 69.94 63.74
IT Support Services 12.99 17.51
Security Services Charges 55.69 43.18
Communication Expenses 37.00 28.25
Electric Power Expenses 2.08 2.73
Travelling and Conveyance 47.05 49.14
Directors' Sitting Fee 0.61 0.51
Commission to Non-executive Directors 0.94 0.63
Charity and Donations 109.36 110.34
Diminution in value of inventories 2.49 0.16
Loss on Sale/Discard of Property, Plant and Equipment (net) 3.55 12.49
Miscellaneous Expenses 30.90 54.99
691.62 663.90


26 Income Tax
The major component of income tax expenses for the year ended March 31, 2021 and March 31, 2020 are as
under :-
(i) Tax Expense reported in the Consolidated Statement of Profit and Loss
H In crore
Current Income Tax
Current Tax Charges 1,271.51 707.49
Tax (credit) under Minimum Alternative Tax (130.63) (103.50)
Deferred Tax
Relating to origination and reversal of temporary differences 102.39 (144.60)
1,243.27 459.39
Tax on Other Comprehensive Income ('OCI')
Deferred tax related to items recognised in OCI during the year
Tax impact on re-measurement losses on defined benefit plans (0.54) (0.44)
Tax impact on net (Loss)/ Gains on FVTOCI Equity Investments (13.86) 2.76
(14.40) 2.32
(ii) Balance Sheet Section

H In crore
Taxes recoverable (net) (refer note 8) 630.37 513.94
Current Tax Liabilities (net) (38.49) (21.46)
591.88 492.48
Note: Current Tax Liabilities (net) and Taxes Recoverable (net) are presented based on a year-
wise tax balances of respective entities, as the case may be.
(iii) Reconciliation of tax expenses and the accounting profit multiplied by India’s domestic tax
rate for March 31, 2021 and March 31, 2020
H In crore
Accounting profit before Income tax 6,292.01 4,243.92
Tax Rate 34.94% 34.94%
At India's Statutory income tax rate 2,198.68 1,483.00
Add /(Less) Tax effect of:-
Expenses not allowable under Tax Law 37.15 39.75
Deduction under chapter VI-A (310.52) (224.50)
Recognition of deferred tax for previous period - (12.63)
Income charged as per special provision of Income Tax Act, 1961 (420.68) (323.72)
Income that is exempt from tax (23.17) (2.85)
Reversal of deferred tax of Gain on discontinue of associate in 15.80 -
OCI
Adjustment in respect of previous years 2.32 (28.78)
MAT Credit of previous period (recognised)/derecognised (2.64) 1.61
Deferred tax balances due to the change in income tax rate (2.76) (304.32)
(refer footnote to 26 (iv))
Effect due to different tax rate (27.17) (93.97)


H In crore
Unused tax losses and tax offsets not recognised as deferred 120.52 174.97
tax assets
Effect of previously unrecognised tax losses and unutilised tax (181.04) (117.80)
credits used to reduce tax expense
Subsidiaries' charged at different tax rates (186.51) (133.05)
Others 23.29 1.68
Income tax reported in Statement of Profit and Loss 1,243.27 459.39
Effective tax rate 19.76% 10.82%
(iv) Deferred Tax Liability (net)

H In crore
2021 2020 2021 2020
(Liability) on Accelerated depreciation for tax (2,370.10) (2,304.33) (65.77) 119.43
purpose
Assets on Provision for Employee Benefits 11.51 7.67 3.84 2.59
Assets on unrealised intra-group profit 221.63 210.65 10.98 (43.37)
Liability on fair valuation gain on account of (109.31) (109.31) - (109.31)
dilution of stake in Subsidiary
Assets on account of unabsorbed losses/ 1,097.57 1,133.39 (35.82) 89.90
depreciation
Liability on finance lease receivables (104.96) (102.23) (2.73) (8.97)
Assets on Bond issue expenses amortization - - - (5.53)
(Liability) on Preference Share debt (36.68) (39.73) 3.05 3.12
component*
Assets on fair valuation of Corporate and 3.37 1.74 1.63 1.31
Bank Guarantee
(Liability) on Deemed Investments (11.08) (6.24) (4.84) (0.63)
(Liability) on Business Combination (769.77) (178.26) - 65.09
adjustment (refer note 38 (i)(c))
(Liability) on acquisition (716.66) - - -
(Liability) on SCA receivables/Intangible (27.01) (30.48) 3.47 3.66
assets
(Liability) on Forward Mark to Market - - - 19.58
(Liability) on equity investment at FVTOCI (36.67) (34.71) (1.96) (2.76)
(Liability) on CSR expense carry forward (5.59) - (5.59) -
Classified as held for sale - - (2.56) -
Forex Impact on Conversion of Foreign - - 0.88 -
operations
Assets / (Liability) on other temporary 38.04 30.61 7.43 8.17
differences
(2,815.71) (1,421.23) (87.99) 142.28
*Reversal of Deferred Tax liability on deemed equity of preference share of H14.82 crore on account of
change in tax rates as per note below and H5 crore on account of premature redemption of preference
shares is adjusted to other equity in previous year.



Note:-
i) During the previous year, pursuant to the Taxation Law (Amendment) Act, 2019 passed by Government
of India, domestic companies have the option to pay Corporate income tax rate at 22% plus applicable
surcharge and cess (“New tax rate”) subject to certain conditions. Based on the assessment, the
Group has chosen to exercise the option of New tax rate for certain companies. Accordingly during
previous year where it has chosen to exercise New tax rate, the companies have:
a) made the provision for current tax and deferred tax at the rate of 25.17%
b) written off unutilised credit for Minimum Alternate Tax aggregating to H8.65 crore
For rest of the companies, the Group has chosen to continue with existing tax structure until
utilisation of accumulated Minimum Alternate Tax (MAT) credit.
Further, Ind-AS 12 requires deferred tax assets and liabilities to be measured using the enacted
(or substantively enacted) tax rates expected to apply to taxable income in the years in which the
temporary differences are expected to reverse. The Group has made estimates, based on its budget,
regarding income anticipated in foreseeable future year when those temporary differences are
expected to reverse and measured the same at New tax rate. Accordingly, the Group has re-measured
the outstanding deferred tax balances that is expected to be reversed in future at New tax rate and
an amount of H304.32 crore and H14.82 crore have been written back in the Statement of Profit and
Loss and Other Equity respectively in the previous year.
ii) During the current year, one of the subsidiary has shifted to New tax regime and consequently has
written off MAT credit amounting to H6.33 crore.
(v) Deferred Tax reflected in the Balance Sheet as follows
H In crore
Deferred Tax Assets (net) 881.73 1,209.62
Deferred Tax Liabilities (net) (1,203.16) (286.97)
(321.43) 922.65
Component of Deferred Tax Assets / (Liabilities)
Tax Credit Entitlement under MAT 2,494.28 2,343.88
Less :Deferred tax liabilities (net) (2,815.71) (1,421.23)
(321.43) 922.65
(vi) Deferred tax liabilities (net)

H In crore
Tax expenses during the period recognised in Statement of 102.39 (144.60)
Profit and Loss
Tax expenses during the period recognised in OCI (14.40) 2.32
87.99 (142.28)
MAT credit of H146.98 crore (previous year H105.11 crore) has been recognised in subsidiary entities Adani
Petronet (Dahej) Port Private Limited, MPSEZ Utilities Limited, Marine Infrastructure Developer Private
Limited and Adani Hazira Port Limited.


(vii) The Group has following unutilised MAT credit under the Income Tax Act, 1961 for which
deferred tax assets has been recognised in the Balance Sheet
Financial Year Amount (H in crore) Expiry Date
2009-10 53.81 2024-25
2010-11 38.77 2025-26
2011-12 24.31 2026-27
2012-13 81.25 2027-28
2013-14 57.26 2028-29
2014-15 457.30 2029-30
2015-16 722.58 2030-31
2016-17 444.92 2031-32
2017-18 160.33 2032-33
2018-19 211.67 2033-34
2019-20 95.10 2034-35
2020-21 146.98 2035-36
Total 2,494.28
(viii) Certain subsidiary companies have carried forward unabsorbed depreciation aggregating H2,753.11 crore
(Previous year H1,497.65 crore) under the Income Tax Act,1961 for which there is no expiry date of its tax
credit utilisation by the respective entities. Further certain subsidiary companies have carried forward
losses aggregating H 848.14 crore (previous year H497.03 crore) under the Income Tax Act, 1961, which
gets expired within 8 years of the respective year.
The carried forward losses will get expired mainly during the years as follows:
Financial Year Amount (H in crore) Expiry Date
2013-14 38.31 2021-22
2014-15 82.27 2022-23
2015-16 243.85 2023-24
2016-17 162.58 2024-25
2017-18 114.05 2025-26
2018-19 67.52 2026-27
2019-20 102.58 2027-28
2020-21 36.98 2028-29
Total 848.14
Deferred tax assets have not been recognised in respect of these unabsorbed losses as they may not be
used to offset taxable profits elsewhere in the Group, they have arisen in subsidiaries that have been loss-
making for some time, and there are no other tax planning opportunities or other evidence of recoverability
in the near future.
(ix) The Company has paid dividend to its shareholders. This has resulted in payment of Dividend Distribution
Tax (DDT) to the taxation authorities. DDT represents additional payment to taxation authority on behalf
of the shareholders hence DDT paid is charged to other equity.
(x) Deferred income taxes are not provided on the undistributed earnings of subsidiaries where it is expected
that earnings of the subsidiary will not be distributed in the foreseeable future.


27 Earnings Per Share (EPS)

H In crore
Profit after tax 4,994.30 3,763.13
Less : Dividends on Non-Cumulative Redeemable Preference Shares -* -*
and tax thereon#
Net profit for calculation of basic and diluted EPS 4,994.30 3,763.13
‘# Tax on Dividend not applicable for current year
Particulars No. No.
Weighted average number of equity shares in calculating basic and 2,03,17,51,761 2,05,12,44,657
diluted EPS
Basic and Diluted Earnings per Share (in H) 24.58 18.35
28 Disclosures as required by Ind AS - 19 Employee Benefits

a) The Group has recognised, in the Consolidated Statement of Profit and Loss for the current year, an amount
of H16.25 crore (Previous Year H15.99 crore) as expenses under the following defined contribution plan.
HIn crore
Contribution to March 31, 2021 March 31, 2020
Provident Fund 16.07 15.81
Superannuation Fund 0.18 0.18
Total 16.25 15.99
b) The Group has a defined gratuity plan. Under the plan every employee who has completed at least five
years of service gets a gratuity on departure at 15 days salary (last drawn salary) for each completed year
of service. The scheme is funded with Life Insurance Companies in form of a qualifying insurance policy for
future payment of gratuity to the employees.
Each year, the management reviews the level of funding in the gratuity fund. Such review includes the
asset-liability matching strategy. The management decides its contribution based on the results of this
review. The management aim to keep annual contributions relatively stable at a level such that no plan
deficits ( based on valuation performed) will arise.
The following tables summarises the component of the net benefits expense recognised in the statement of
profit and loss and the funded status and amounts recognized in the balance sheet for the respective plan.
Gratuity
i) Changes in present value of the defined benefit obligation are as follows:
H In crore
Present value of the defined benefit obligation at the beginning 46.36 36.39
of the year
Interest cost 3.78 2.80
Actuarial (gain) / loss arising from and including OCI:
- change in financial assumptions 0.01 3.04
Liability Transfer In- Business acquisition adjustment 12.04 1.23
Liability Transfer In/(out) (0.91) (0.50)
year


ii) Changes in fair value of plan assets are as follows:
H In crore
Fair value of plan assets at the beginning of the year 40.85 34.17
Investment income 2.83 2.60
Contributions by employer 0.35 4.31
Return on plan assets , excluding amount recognised in net (1.80) (0.09)
interest expense
Acquisition Adjustment 0.48 -*
-* Figures being nullified on conversion to H in crore
iii) Net asset/(liability) recognised in the balance sheet
H In crore
year
Amount recognised in the balance sheet (19.78) (5.51)
Net asset - Current (Refer note 7) 0.11 2.53
Net liability - Current (Refer note 19) (1.25) (4.93)
Net liability - Non-current (Refer note 19) (18.64) (3.11)
iv) Expense recognised in the statement of profit and loss for the year
H In crore
Interest cost on benefit obligation 0.95 0.20
Amount capitalised (0.39) (0.28)
Total Expense included in employee benefits expense 7.73 5.53
v) Recognised in the other comprehensive income for the year

H In crore
Actuarial (gain)/losses arising from
- change in financial assumptions 0.01 3.04
Amount capitalised - (0.04)
Return on plan assets, excluding amount recognised in net 1.80 0.09
interest expense
Recognised in other comprehensive income 1.34 2.90



vi) The principle assumptions used in determining gratuity obligations are as follows:
H In crore
Discount rate 6.70% 6.70%
Rate of escalation in salary (per annum) 8.00% 8.00%
Mortality India Assured India Assured
Lives Mortality Lives Mortality
(2012-14) (2012-14)
Attrition rate 9.50% 6.71%
The estimates of future salary increases, considered in actuarial valuation, takes into account inflation,
seniority, promotion and other relevant factors, such as supply and demand in the employment market.
The overall expected rate of return on assets is determined based on the market prices prevailing on that
date, applicable to the period over which the obligation is to be settled. There has been significant change
in expected rate of return on assets due to change in the market scenario.
vii) The major categories of plan assets as a percentage of the fair value of total plan assets are as follows:
H In crore
Investments with insurer 100% 100%
As the gratuity fund is managed by life insurance companies, details of fund invested by insurer are not
available with the Group.
viii) Sensitivity Analysis Method
The sensitivity analysis below have been determined based on reasonably possible changes of the
assumptions occurring at the end of the reporting period, while holding all other assumptions constant.
Quantitative sensitivity analysis for significant assumption is as below
Increase/(decrease) on present value of defined benefits obligation at the end of the year
(H In crore)
Assumptions Discount rate Discount rate
(H In crore)
Assumptions Salary Growth rate Salary Growth rate
Impact on defined benefit obligations 11.34 (9.45) 3.90 (3.46)
(H In crore)
Assumptions Attrition rate Attrition rate
Sensitivity level 0.5% Increase 0.5% Decrease 0.5% Increase 0.5% Decrease
(H In crore)
Assumptions Mortality rate Mortality rate
Sensitivity level 0.1 % Increase 0.1 % Decrease 0.1 % Increase 0.1 % Decrease


ix) Maturity profile of Defined Benefit Obligation
H In crore
Weighted average duration (based on discounted cash flows) 7 years 8 years
x) The Following payments are expected contributions to the defined benefit plan in future years:
H In crore
Within the next 12 months (next annual reporting period) 9.19 4.62
Beyond 10 years 39.21 49.14
Total Expected Payments 95.97 90.43
The Group expects to contribute H12.34 crore to gratuity fund in the financial year 2021-22. ( previous year
H10.93 crore)
xi) Asset-Liability Matching Strategies
The Group has purchased insurance policy which is basically a year-on-year cash accumulation plan in
which the interest rate is declared on yearly basis and is guaranteed for a period of one year. The insurance
company, as part of the policy rules, makes payment of all gratuity outgoes happening during the year
(subject to sufficiency of funds under the policy). The policy thus mitigates the liquidity risk.
However, being a cash accumulation plan, the duration of assets is shorter compared to the duration of
liabilities. Thus, the Group is exposed to movement in interest rate (in particular, the significant fall in
interest rates, which should result in a increase in liability without corresponding increase in the asset)
29 Segment Information
Operating Segments
The identified reportable Segments are (i) Port and SEZ activities which includes developing, operating
and maintaining the Ports services, Ports related Infrastructure development activities and development
of infrastructure at contiguous Special Economic Zone and (ii) others in terms of Ind-AS 108 “”Operating
Segments”” as notified under section 133 of the Companies Act 2013. Other Segment mainly includes
Aircraft Operating Income, Utilities services, Warehousing and transportation of food grains. Container
Trains Services on specific Railway Routes and Multi-modal Cargo storage cum logistics services through
development of Inland Container Depots at various strategic locations in terms of concession agreement
from Ministry of Railways.
Identification of Segments:
The chief operating decision maker monitors the operating results of its Business segment separately
for the purpose of making decision about resource allocation and performance assessment. Segment
performance is evaluated based on profit or loss and is measured consistently with profit or loss in the
financial statements, Operating segment have been identified on the basis of nature of products and other
quantitative criteria specified in the Ind AS 108.
Segment revenue and results:
The expenses and income which are not directly attributable to any business segment are shown as
unallocable expenditure (net of unallocable income).


29 Segment Information (contd.)

Segment assets and Liabilities:
Segment assets include all operating assets used by the operating segment and mainly consist of property,
plant and equipments, other intangible assets, trade receivables, Inventory and other operating assets.
Segment liabilities primarily includes trade payable and other liabilities. Common assets and liabilities which
can not be allocated to any of the business segment are shown as unallocable assets / liabilities.
Inter Segment transfer:
Inter Segment revenues are recognised at sales price. The same is based on market price and business risks.
Profit or loss on inter segment transfer are eliminated at the group level.
Summary of segment information is given below:
H in crore
Particulars Port and SEZ Others Eliminations Total
activities
Revenue
External Sales 11,428.85 1,120.75 12,549.60
10,688.52 1,184.55 11,873.07
Inter-Segment Sales 76.25 92.92 (169.17) -
52.78 85.59 (138.37) -
Total Revenue 11,505.10 1,213.67 (169.17) 12,549.60
10,741.30 1,270.14 (138.37) 11,873.07
Results
Segment Results 6,004.23 (28.69) 5,975.54
5,819.89 97.98 5,917.87
Unallocated Corporate Income (Net of 813.59
expenses)
(1,530.55)
Operating Profit 6,004.23 (28.69) 6,789.13
5,819.89 97.98 4,387.32
Less: Finance Expense 2,255.29
1,813.14
Add: Interest Income 1,758.17
1,669.74
Profit before tax 6,292.01
4,243.92
Tax Expense 1,243.27
459.39
Profit after tax 5,048.74
3,784.53
Less: Non-controlling interests 54.44
21.40
Net profit 4,994.30
3,763.13

29 Segment Information (contd.)

H in crore
Particulars Port and SEZ Others Eliminations Total
activities
Other Information
Segment Assets 60,971.38 6,452.88 67,424.26
52,112.35 3,738.55 55,850.90
Unallocated Corporate Assets 7,899.52
6,352.77
Total Assets 75,323.78
62,203.67
Segment Liabilities 5,960.59 492.84 6,453.43
5,324.47 323.81 5,648.28
Unallocated Corporate Liabilities 36,773.62
30,712.31
Total liabilities 43,227.05
36,360.59
Capital Expenditure during the year 1,837.16 116.35 1,953.51
3,133.48 487.93 3,621.41
Segment Depreciation and amortisation 1,955.99 151.35 2,107.34
1,545.43 134.85 1,680.28
Major Non-Cash Expenses other than 36.96 - 36.96
Depreciation and amortisation (net)
84.17 84.17
Unallocated Major Non-Cash Expenses other (729.14)
than Depreciation and amortisation (net)
1,709.73
Previous year figures are in italics
Additional information regarding the Company’s geographical segments:
H in crore
Sr Particulars Revenue from External Customers Non Current Assets
No For the year ended For the year ended As at As at
1 India 11,990.72 11,357.27 53,366.30 37,781.53
2 Outside India 558.88 515.80 1,061.19 902.97
There is no transaction with single external customer which amounts to 10% or more of the Group’s revenue.


30 Adani Ports and Special Economic Zone Limited’s share in the voting power of subsidiary
companies as at year end is as follows:
Sr. Name of Company Country of Proportion of Proportion of
No. Incorporation Ownership Ownership
Interest (%) Interest (%)
March 31, 2021 March 31, 2020
1 Adani Logistics Limited India 100 100
2 Karnavati Aviation Private Limited India 100 100
3 MPSEZ Utilities Limited (Formerly known as India 100 100
MPSEZ Utilities Private Limited)
4 Mundra SEZ Textile and Apparel Park Private India 55 55
Limited
5 Adani Murmugao Port Terminal Private India 100 100
Limited
6 Mundra International Airport Private Limited India 100 100
7 Adani Hazira Port Limited (Formerly known as India 100 100
Adani Hazira Port Private Limited)
8 Adani Petronet (Dahej) Port Private Limited India 74 74
9 Hazira Infrastructure Limited (Formerly known India 100 100
as Hazira Infrastructure Private Limited)
10 Madurai Infrastructure Private Limited India 100 100
11 Adani Vizag Coal Terminal Private Limited India 100 100
12 Adani Kandla Bulk Terminal Private Limited India 100 100
(refer note (a) below)
13 Adani Warehousing Services Private Limited India 100 100
14 Adani Ennore Container Terminal Private India 100 100
Limited
15 Adani Hospitals Mundra Private Limited India 100 100
16 The Dhamra Port Company Limited India 100 100
17 Shanti Sagar International Dredging India 100 100
Limited (Formerly known as Shanti Sagar
International Dredging Private Limited)
18 Abbot Point Operations Pty Limited Australia 100 100
19 Adani Vizhinjam Port Private Limited India 100 100
20 Adani Kattupalli Port Limited (Formerly known India 100 100
as Adani Kattupalli Port Private Limited)
21 Abbot Point Bulkcoal Pty Limited Australia 100 100
22 The Adani Harbour Services Limited (Formerly India 100 100
known as The Adani Harbour Services Private
Limited)
23 Dholera Infrastructure Private Limited India 49 49
(refer note 2.4)
24 Dholera Port and Special Economic Zone India 49 49
Limited
25 Adinath Polyfills Private Limited India 100 100
26 Mundra International Gateway Terminal India 100 100
Private Limited
27 Adani International Terminals Pte. Limited Singapore 100 100
28 Blue Star Realtors Private Limited India 100 100

companies as at year end is as follows: (contd.)

March 31, 2021 March 31, 2020
29 Mundra Crude Oil Terminal Private Limited India 100 100
(Formerly known as Adani Bhavanapadu Port
Private Limited)
30 Marine Infrastructure Developer Private India 97 97
Limited
31 Adani Mundra Port Holding Pte. Limited Singapore 100 100
32 Adani Mundra Port Pte. Limited Singapore 100 100
33 Adani Abbot Port Pte. Limited Singapore 100 100
34 Adani Yangon International Terminal Myanmar 100 100
Company Limited
35 Dermot Infracon Private Limited India 100 100
36 Adani Agri Logistics Limited India 100 100
37 Adani Agri Logistics (MP) Limited India 100 100
38 Adani Agri Logistics (Harda) Limited India 100 100
39 Adani Agri Logistics (Hoshangabad) Limited India 100 100
40 Adani Agri Logistics (Satna) Limited India 100 100
41 Adani Agri Logistics (Ujjain) Limited India 100 100
42 Adani Agri Logistics (Dewas) Limited India 100 100
43 Adani Agri Logistics (Katihar) Limited India 100 100
44 Adani Agri Logistics (Kotkapura) Limited India 100 100
45 Adani Agri Logistics (Kannauj) Limited India 100 100
46 Adani Agri Logistics (Panipat) Limited India 100 100
47 Adani Agri Logistics (Raman) Limited India 100 100
48 Adani Agri Logistics (Nakodar) Limited India 100 100
49 Adani Agri Logistics (Barnala) Limited India 100 100
50 Adani Agri Logistics (Bathinda) Limited India 100 100
51 Adani Agri Logistics (Mansa) Limited India 100 100
52 Adani Agri Logistics (Moga) Limited India 100 100
53 Adani Agri Logistics (Borivali) Limited India 100 100
54 Adani Agri Logistics (Dahod) Limited India 100 100
55 Adani Agri Logistics (Dhamora) Limited India 100 100
56 Adani Agri Logistics (Samastipur) Limited India 100 100
57 Adani Agri Logistics (Darbhanga) Limited India 100 100
58 Adani Tracks Management Services Private India 100 100
Limited (incorporated on July 31, 2019)
59 Dhamra Infrastructure Private Limited India 100 100
(formerly known as Welspun Orissa Steel
Private Limited) (acquired on April 22, 2019)
60 Adani Logistics Services Private Limited India 98.29 98.29
(formerly known as Innovative B2B Logistics
Solutions Private Limited) (acquired on
August 06, 2019)



March 31, 2021 March 31, 2020
61 Adani Noble Private Limited (formerly known India 98.29 98.29
as Noble Tradecon Private Limited) (acquired
on August 06, 2019)
62 Adani Forwarding Agent Private Limited India 98.29 98.29
(formerly known as B2B Forwarding Agent
Private Limited) (acquired on August 06,
2019)
63 Adani Cargo Logistics Private Limited India 98.29 98.29
(formerly known as B2B Innovative Cargo
2019)
64 Adani Logistics Infrastructure Private Limited India 98.29 98.29
(formerly known as Minion Infrastructure
2019)
65 Bowen Rail Operations Pte Limited Singapore 100 100
(incorporated on December 11, 2019)
66 Adani Pipelines Private Limited (incorporated India 100 100
on December 12, 2019)
67 Bowen Rail Company Pty Limited Australia 100 100
(incorporated on December 16, 2019)
68 Adani Bangladesh Ports Private Limited Bangladesh 100 100
69 Adani Krishnapatnam Port Limited (Formerly India 75 N.A.
known as Krishnapatnam Port Company
Limited) (acquired on October 01, 2020)
70 Adani Krishnapatnam Container Terminal India 75 N.A.
Private Limited (Formerly known as Navayuga
Container Terminal Private Limited) (acquired
on October 01, 2020)
71 Adani KP Agriwarehousing Private Limited India 48 N.A.
(Formerly known as KP Agriwarehousing
Company Private Limited) (acquired on
October 01, 2020)
72 Dighi Port Limited (acquired on February 15, India 100 N.A.
2021)
73 Adani Logistics International Pte. Limited Singapore 100 N.A.
(incorporated on July 13, 2020)
74 Aqua Desilting Private Limited (incorporated India 100 N.A.
on February 19, 2021)
75 Shankheshwar Buildwell Private Limited India 100 N.A.
(acquired on March 30, 2021)
76 Sulochana Pedestal Private Limited (acquired India 100 N.A.
on March 31, 2021)
77 NRC Limited (acquired on March 31, 2021) India 100 N.A.

Adani Ports and Special Economic Zone Limited’s share in the voting power in joint venture entities
as at year end is as follows:
March 31, 2021 March 31, 2020
1 Adani International Container Terminal India 50 50
Private Limited
2 Adani CMA Mundra Terminal Private Limited India 50 50
3 Adani NYK Auto Logistics Solutions Private India 51 51
Limited
4 Adani Total Private Limited (Formerly known India 50 50
as Adani Petroleum Terminal Private Limited)
5 Dhamra LNG Terminal Private Limited # India 50 50
6 Total Adani Fuels Marketing Private Limited India 50 50
(incorporated on October 22, 2019) #
7 Dighi Roha Rail Limited (acquired on February India 50 N.A.
15, 2021)
# These companies are subsidiaries of Adani Total Private Limited
Note a) :
During the year 2016-17, the Company has accounted for purchase of 3,12,13,000 numbers of equity shares
in Adani Kandla Bulk Terminal Private Limited at consideration of H31.21 crore. The equity shares have been
purchased from the Adani Enterprises Limited, a group company whereby this entity has become a wholly owned
subsidiary. As per the management, the transfer has been recorded based on Irrevocable Letter of Affirmation
dated March 31, 2017 from the seller and acceptance by the Company although legal transfer of equity share of
Adani Kandla Bulk Terminal Private Limited is still in process at year end.


31 Related Party Disclosures

Related parties with whom transactions have taken place.
Joint Venture Entities Adani International Container Terminal Private Limited
Adani CMA Mundra Terminal Private Limited
Adani NYK Auto Logistics Solutions Private Limited
Adani Total Private Limited (“ATPL”) (w.e.f December 31, 2019)
Dhamra LNG Terminal Private Limited (Subsidiary of ATPL) (w.e.f
December 31, 2019)
Key Management Personnel and their Mr. Gautam S. Adani - Chairman and Managing Director
relatives Mr. Rajesh S. Adani - Director and Brother of Mr. Gautam S. Adani
Mr. Karan G. Adani - Chief Executive Officer and son of Mr.
Gautam S. Adani
Dr. Malay Mahadevia - Wholetime Director
Prof. G. Raghuram - Non-Executive Director
Mr. Sanjay S. Lalbhai - Non-Executive Director (upto August 08,
2019)
Ms. Radhika Haribhakti - Non-Executive Director (Upto March 31,
2020)
Mr. Mukesh Kumar - Non-Executive Director (upto May 22, 2020)
Ms. Nirupama Rao - Non-Executive Director (w.e.f April 22, 2019)
Mr. Bharat Sheth - Non-Executive Director (w.e.f October 15,
2019)
Mr. Palamadai Sundararajan Jayakumar (w.e.f July 23, 2020)
Mrs. Avantika Singh Aulakh (w.e.f September 15, 2020)
Mr. Gopal Krishna Pillai - Non-Executive Director
Mr. Deepak Maheshwari - Chief Financial Officer
Mr. Kamlesh Bhagia - Company Secretary
Entities over which (i) Key Management Abbot Point Port Holdings Pte Limited, Singapore
Personnel and their relatives & (ii) Adani Foundation
entities having significant influence over Adani Properties Private Limited
the Company have control or are under Delhi Golf Link Properties Private Limited
Adani Townships and Real Estate Company Private Limited
powers
Mundra Port Pty Limited, Australia
Adani Infrastructure and Developers Private Limited
Adani Mundra SEZ Infrastructure Private Limited
Shanti Builders
Adani Bunkering Private Limited
Adani Enterprises Limited
Adani Green Energy Limited
Adani Green Energy (UP) Limited
Adani Total Gas Limited
Adani Global FZE
Adani Infra (India) Limited
Adani Road Transport Limited
Adani Infrastructure Management Services Limited
Adani Power Dahej Limited


Entities over which (i) Key Management Adani Power (Mundra) Limited
Personnel and their relatives & (ii) Adani Power Limited
entities having significant influence over Adani Power Maharashtra Limited
the Company have control or are under Maharashtra Eastern Grid Power Transmission Company Limited
Adani Power Rajasthan Limited
powers
Adani Wilmar Limited
Kutchh Power Generation Limited
Belvedere Golf and Country Club Private Limited
Vishakha Renewable Private Limited
Adani-Elbit Advanced Systems India Limited
Sunanda Agri Trade Private Limited
Adani Skill Development Centre
Adani Electricity Mumbai Limited
Adani Global Pte Limited, Singapore
Adani Renewable Energy (KA) Limited
Parampujya Solar Energy Private Limited
Wardha Solar (Maharashtra) Private Limited
Adani Finserve Private Limited
Vishakha Solar Films Private Limited
Adani Estate Management Private Limited
Talabira (Odisha) Mining Private Limited
Adani Institute for Education and Research
Shantigram Utility Services Private Limited
Adani Capital Private Limited
Adani Renewable Energy (RJ) Limited
Adani Sportsline Private Limited
Raigarh Energy Generation Limited
Prayatna Developers Private Limited
Udupi Power Corporation Limited
North West Rail Pty Limited
Mundra Synenergy Limited
Raipur Energen Limited
Prayagraj Water Private Limited
Adani Cementation Limited
Bailadila Iron Ore Mining Private Limited
Gare Palma II Collieries Private Limited
Gare Pelma III Collieries Limited
Kurmitar Iron Ore Mining Private Limited
Sarguja Rail Corridor Private Limited
Adani Solar Energy Kutchh Two Private Limited



Entities over which (i) Key Management Adani Ahmedabad International Airport Limited
Personnel and their relatives & (ii) Adani Solar USA Inc., USA
entities having significant influence over Adani Mangaluru International Airport Limited
the Company have control or are under Adani Lucknow International Airport Limited
Adani Airport Holdings Limited
powers
Adani Brahma Synergy Private Limited
Carmichael Rail Network Pty Limited
Adani Mining Pty Limited
Parsa Kente Collieries Limited
Mundra Solar PV Limited
Mundra Solar Technopark Private Limited
Terms and conditions of transactions with related parties

Outstanding balances of the related parties at the year-end are unsecured and settlement occurs in cash. There
have been no guarantees provided or received for any related party receivables or payables. For the year ended
March 31, 2021, the Company has not recorded any impairment of receivables relating to amounts owed by
related parties. This assessment is undertaken each financial year through examining the financial position of
the related party and the market in which the related party operates.
Note:
The names and the nature of relationships is disclosed only when the transactions are entered into by the
Company with the related parties during the existence of the related party relationship.
Aggregate of transactions for the year ended and balances thereof with these parties have been given below
(A) Transactions with Related Parties
H In crore
Sr Particulars For the With With Key
No Year Ended Joint Other Management
Ventures Entities* Personnel
and their
relatives
1 Income from Port Services / Other Operating March 31, 2021 557.50 1109.98 -
Income March 31, 2020 438.52 1,199.66 -
2 Sale of Non Financial Assets March 31, 2021 - 162.57 -
March 31, 2020 - 584.18 -
3 Lease including Infrastructure Usage March 31, 2021 16.60 96.66 -
Income/ Upfront Premium (Includes Reversal) March 31, 2020 16.82 94.86 -
4 Interest Income on loans/ deposits/deferred March 31, 2021 88.19 64.34 -
accounts receivable March 31, 2020 100.40 77.86 -
5 Purchase of Spares and consumables, Power March 31, 2021 0.37 42.58 -
& Fuel March 31, 2020 0.02 130.43 -
6 Recovery of expenses (Reimbursement) March 31, 2021 50.08 5.78 -
March 31, 2020 78.94 -* -
7 Services Availed (including reimbursement of March 31, 2021 5.91 149.36 -
expenses) March 31, 2020 4.71 120.58 -
8 Rent charges paid March 31, 2021 - 12.04 -
March 31, 2020 - 8.25 -


H In crore
and their
relatives
9 Sales of Scrap and other Miscellaneous March 31, 2021 4.26 46.35 -
Income March 31, 2020 2.85 48.24 -
10 Loans Given March 31, 2021 - - -
March 31, 2020 100.00 0.10 -
11 Loans Received back March 31, 2021 496.68 1.85 -
March 31, 2020 368.00 1.50 -
12 Loans Taken March 31, 2021 - 60.88 -
March 31, 2020 - - -
13 Advance / Deposit Given March 31, 2021 - 42.95 -
March 31, 2020 - 51.60 -
14 Advance / Deposit Received Back March 31, 2021 - 145.75 -
March 31, 2020 137.43 -* -
15 Investment in equity/preference shares March 31, 2021 23.77 - -
March 31, 2020 - - -
16 Purchase of Subsidiaries March 31, 2021 - 2,234.98 -
March 31, 2020 - - -
17 Donation March 31, 2021 - 26.38 -
March 31, 2020 - 70.11 -
18 Sale of assets March 31, 2021 2.19 - -
March 31, 2020 - - -
19 Purchase of property/asset/land use rights March 31, 2021 2.02 17.00 -
March 31, 2020 - 39.96 -
20 Remuneration #
Short-term employee benefits March 31, 2021 - - 21.09
March 31, 2020 - - 21.01
Other long-term benefits March 31, 2021 - - 0.05
March 31, 2020 - - 0.01
post-employment benefits March 31, 2021 - - 0.87
March 31, 2020 - - 1.36
21 Commission to Director March 31, 2021 - - 1.00
March 31, 2020 - - 1.00
22 Commission to Non-Executive Director March 31, 2021 - - 0.94
March 31, 2020 - - 0.63
23 Sitting Fees March 31, 2021 - - 0.38
March 31, 2020 - - 0.38



H In crore
and their
relatives
24 Corporate Guarantee Given March 31, 2021 USD 70 -
Mn
199.00
March 31, 2020 USD -
120.35 Mn
#It does not include Provision for Leave Encashment and Gratuity as it is provided in the books on the basis of
actuarial valuation for the Group as a whole and hence individual figures cannot be identified.
(B) Balances with Related Parties
H In crore
and their
relatives
1 Trade Receivable (net of bills discounted, March 31, 2021 59.97 676.26 -
refer note 5 (c)) March 31, 2020 149.93 918.57 -
2 Loans March 31, 2021 819.26 - -
March 31, 2020 1,332.37 1.85 -
3 Capital Advances March 31, 2021 - 26.99 -
March 31, 2020 0.09 21.99 -
4 Trade Payable (including provisions) March 31, 2021 2.37 55.50 -
March 31, 2020 2.64 52.52 -
5 Advances and Deposits from Customer/ Sale March 31, 2021 0.54 12.84 -
of Assets March 31, 2020 4.04 11.48 -
6 Other Financial & Non-Financial Assets March 31, 2021 190.12 721.12 -
March 31, 2020 180.83 874.08 -
7 Other Financial & Non-Financial Liabilities March 31, 2021 343.63 83.14 -
March 31, 2020 343.59 53.42 -
8 Borrowings March 31, 2021 - 60.88 -
March 31, 2020 - - -
9 Corporate Guarantee March 31, 2021 USD - -
190.91 Mn
159.26
March 31, 2020 USD - -
102.40
Mn
* Entities over which (i) Key Management Personnel and their relatives & (ii) entities having significant influence
over the Company have control or are under significant influence through voting powers.
Notes:
a) The Group has allowed to some of its joint venture entities and other group company to avail non fund based
facilities out of its credit facilities. The aggregate of such transaction amounts to H0.66 crore (Previous year
H859.59 crore).
b) Pass through transactions/payable relating to railway freight, water front charges and other payable to third
parties have not been considered for the purpose of related party disclosure.

32 The Group takes various types of derivative instruments. The category-wise outstanding position of
derivative instruments is as under:
Nature Particulars of Derivatives Purpose
As at As at
March 31, 2021 March 31, 2020
Forward Contract USD 9 Million USD 140.07 Million Hedging of foreign currency borrowing
principal & interest liability
USD 40 Million USD 46 Million Hedging of foreign currency borrowing
principal liability of USD against JPY
Foreign Currency - - USD 111.38 Million Hedging of currency and interest rate risk of
INR Full Currency foreign currency borrowing
Swap
The details of foreign currency exposures those are not hedged by a derivative instrument or otherwise are
as under:
Nature As at March 31, 2021 As at March 31, 2020
Amount Foreign Amount Foreign
Currency Currency
(H In crore) (in Million) (H In crore) (in Million)
Foreign Currency Loan 16.18 USD 2.21 196.88 USD 26.02
654.63 EUR 76.34 766.35 EUR 92.59
Buyer's Credit 172.76 JPY 61.41 JPY 882.00
2,613.00
Trade Payables and Other Current Liabilities 58.18 USD 7.96 153.99 USD 20.35
9.02 EUR 1.05 17.03 EUR 2.06
54.35 JPY 822 - -
0.13 SGD 0.02 0.26 SGD 0.05
0.09 AUD 0.02 - -
0.01 GBP # 0.01 GBP #
Interest accrued but not due 102.85 USD 14.07 137.80 USD 18.21
1.27 EUR 0.15 1.57 EUR 0.19
0.42 JPY 6.34 0.04 JPY 0.56
Balances with Bank - - 0.30 USD 0.04
Trade Receivable 1.46 USD 0.20 2.41 USD 0.32
0.02 EUR # - USD 0.00
Other Receivable - - 5.26 AUD 1.14
69.32 USD 9.48 50.82 USD 6.72
0.38 EUR 0.04 0.06 EUR 0.01
- - 0.03 JPY 0.40
Foreign Currency Bond 23,029.65 USD 17,316.88 USD
3,150.00 2,288.63
Loan Given 365.70 USD 50.02 503.55 USD 66.55
# Figures being nullified on conversion to foreign currency in million.
H In crore
Closing rates as at : March 31, 2021 March 31, 2020
INR / USD 73.11 75.67
INR / EUR 85.75 82.77
INR / GBP 100.75 93.50
INR / JPY 0.66 0.70
INR / AUD 55.70 46.08
INR / SGD 54.35 53.03
INR / BDT 0.86 0.89


33.1 Category-wise Classification of Financial Instruments:
H in crore
income loss
Financial Assets
cash equivalents
Investments in Equity Shares (other 4 (b) 369.24 - - 369.24
than investment in Joint Venture
entities and associate entity)
Investment in debt instrument of 4 (b) - 71.59 - 71.59
joint venture entity
Funds
Investments in unquoted 4 - - 7.03 7.03
Debentures and Government
Securities
Investments in Pass Through 10 - - 926.02 926.02
Certificate
Trade Receivables (including bill 5 - - 2,925.71 2,925.71
discounted)
Loans 6 - - 2,069.07 2,069.07
Derivatives Instruments 7 - 15.05 - 15.05
Total 369.24 299.38 16,336.50 17,005.12
Borrowings (including the bills 14,15,17 - - 34,940.79 34,940.79
Trade Payables 18 - - 1,013.85 1,013.85
Financial Guarantee given 15 - - 9.45 9.45
Other Financial Liabilities 15 - - 2,392.79 2,392.79
Total - - 38,961.47 38,961.47
H in crore
income loss
Financial Assets
cash equivalents

(contd.)
H in crore
income loss
Investments in Equity Shares (other 4 (b) 278.76 - - 278.76
than investment in Joint Venture
Entities and associate entity)
Investment in debt instrument of 4 (b) - 61.34 - 61.34
joint venture entity
Funds
Trade Receivables (including bill 5 - - 3,202.14 3,202.14
discounted)
Loans 6 - - 3,117.25 3,117.25
Derivative Instruments 7 - 120.24 - 120.24
Total 278.76 193.47 19,558.86 20,031.09
Borrowings (including the bills 14,15,17 - - 30,075.79 30,075.79
Trade Payables 18 - - 728.74 728.74
Financial Guarantee given 15 - - 4.98 4.98
Other Financial Liabilities 15 - - 1,721.87 1,721.87
Total - - 33,137.71 33,137.71
Note:- Investments in joint ventures, accounted using equity method, amounting to H649.53 crore (previous
year H826.01 crore) are not included in above tables.
33.2 Fair Value Measurements:
(a) Quantitative disclosures of fair value measurement hierarchy for financial assets and financial liabilities:
H in crore
Financial Assets
Investment in unquoted - 369.24 369.24 - 278.76 278.76
Equity Investments
measured at FVTOCI
(refer note 4)


(contd.)
H in crore
Investment in debt 71.59 - 71.59 61.34 - 61.34
instrument of joint
venture entity (refer note
4)
Investments in unquoted 212.74 - 212.74 11.89 - 11.89
Mutual Funds measured
at FVTPL (refer note 10)
Derivative Instruments 15.05 - 15.05 120.24 - 120.24
(refer note 7)
Total 299.38 369.24 668.62 193.47 278.76 472.23
Financial Liabilities - - - - - -
Investments in Unquoted Mutual Funds are valued based on declared NAV.
Derivative instruments are valued based on observable inputs i.e yield curves, FX rates and volatilities etc.
(b) Description of significant unobservable inputs to valuation:
The significant unobservable inputs used in the fair value measurement categorised within Level 3 of the
fair value hierarchy together with a quantitative sensitivity analysis as at March 31, 2021 and March 31, 2020
are as shown below:
Particulars Valuation Significant Range Sensitivity of the input
technique unobservable (weighted average) to fair value
inputs
FVTOCI DCF Method Weighted March 31, 2021 : 11.63% - 1% increase would
assets in Average Cost of 18.50% (15.07%) result in decrease in
unquoted Capital (WACC) March 31, 2020 : 12.99% - fair value by H6.02 crore
equity 18.50% (15.55%) as of March 31, 2021 (H
shares 13.70 crore as of March
31, 2020)
(c) Financial Instrument measured at Amortised Cost

The carrying amount of financial assets and financial liabilities measured at amortised cost in the financial
statements are a reasonable approximation of their fair values since the Group management does not
anticipate that the carrying amounts would be significantly different from the values that would eventually
be received or settled.

(contd.)
33.3 Financial Risk objective and policies tenure can vary from period to period depending
The Group’s principal financial liabilities, on market conditions and the relative costs of the
other than derivatives comprises of loans instruments. The tenure is linked to the timing
and borrowings, trade and other payables, of the underlying exposure with the connection
and financial guarantee contracts. The main between the two being regularly monitored.
purpose of these financial liabilities is to finance The Group is exposed to losses in the event of
the Group’s operations/projects and to provide non-performance by the counterparties to the
guarantees to support Group’s operations and derivative contracts. All derivative contracts
its joint venture entities. The Group’s principal are executed with counterparties that, in our
financial assets include loans, investments judgment, are creditworthy. The outstanding
including mutual funds, trade and other derivatives are reviewed periodically to ensure
receivables, and cash and cash equivalents that there is no inappropriate concentration of
which is derived from its operations. The Group outstanding to any particular counterparty.
also holds FVTOCI investments and enters into Further, all currency and interest risk as
derivative transactions. identified above is measured on a daily basis by
In the ordinary course of business, the Group is monitoring the mark to market (MTM) of open
mainly exposed to risks resulting from exchange and hedged position. The MTM is derived based
rate fluctuation (currency risk), interest rate on underlying market curves on closing basis
movements (interest rate risk) collectively of relevant instrument quoted on Bloomberg/
referred as Market Risk, Credit Risk, Liquidity Reuters. For quarter end, the MTM for each
Risk and other price risks such as equity price derivative instrument outstanding is obtained
risk. The Group’s senior management oversees from respective banks. All gain / loss arising from
the management of these risks. It manages MTM for open derivative contracts and gain /
its exposure to these risks through derivative loss on settlement / cancellation / roll over of
financial instruments by hedging transactions. derivative contracts is recorded in statement of
It uses derivative instruments such as cross profit and loss except to the extent of effective
currency swaps, full currency swaps, interest portion of instruments designated for hedge
rate swaps, foreign currency future options and accounting.
foreign currency forward contract to manage (A) Market risk
these risks. These derivative instruments
Market risk is the risk that the fair value of
reduces the impact of both favourable and
future cash flows of a financial instrument will
unfavourable fluctuations.
fluctuate because of changes in market prices.
The Group’s risk management activities are Market risk comprises three types of risk: interest
subject to the management, direction and rate risk, currency risk and other price risk,
control of Central Treasury Team of the Group such as equity price risk. Financial instruments
under the framework of Risk Management affected by market risk include loans and
Policy for Currency and Interest rate risk as borrowings, deposits, FVTOCI investments,
approved by the Board of Directors of the Group. short term investments and derivative financial
The Group’s Central Treasury Team ensures instruments.
appropriate financial risk governance framework
The sensitivity analysis in the following sections
for the Group through appropriate policies &
relate to the position as at March 31, 2021 and
procedures and financial risks are identified,
March 31, 2020.
measured and managed in accordance with
the Group’s policies and risk objectives. It is the The sensitivity analysis have been prepared on
Group’s policy that no trading in derivatives for the basis that the amount of net debt, the ratio
speculative purposes may be undertaken. of fixed to floating interest rates of the debt
and derivatives and the proportion of financial
The decision of whether and when to execute
instruments in foreign currencies are all constant
derivative financial instruments along with its
as at March 31, 2021. The analysis exclude the


(contd.)
impact of movements in market variables on increase by H17.68 crore (for the year ended
the carrying values of gratuity , other post- March 31, 2020 : decrease / increase by
retirement obligations and provisions. H25.74 crore). This is mainly attributable to
interest rates on variable rate of long term
The following assumptions have been made in
borrowings. The same has been calculated
calculating the sensitivity analysis:
based on risk exposure outstanding as on
- The sensitivity of the relevant profit or loss balance sheet date. The year end balances
item is the effect of the assumed changes in are not necessarily representative of average
respective market risks. This is based on the debt outstanding during the year.
financial assets and financial liabilities held
(ii) Foreign currency risk
at March 31, 2021 and March 31, 2020.
Exchange rate movements, particularly the
(i) Interest rate risk United States Dollar (USD), Japanese Yen
The Group is exposed to changes in market (JPY), Australian Dollar (AUD), Great Britain
interest rates due to financing, investing and Pound (GBP), Singapore Dollar (SGD) and
cash management activities. The Group’s Euro (EUR) against Indian Rupee (INR), have
exposure to the risk of changes in market an impact on the Group’s operating results.
interest rates relates primarily to the Group’s The Group manages its foreign currency risk
long-term debt obligations with floating by entering into currency swap for converting
interest rates and period of borrowings. The INR loan into other foreign currency for
Group manages its interest rate risk by having taking advantage of lower cost of borrowing
a balanced portfolio of fixed and variable in stable currency environment. The Group
rate loans and borrowings. The Group enters also enters into various foreign exchange
into interest rate swap contracts or interest contracts to mitigate the risk arising out of
rate future contracts to manage its exposure foreign exchange rate movement on foreign
to changes in the underlying benchmark currency borrowings or creditors. Further, to
interest rates. hedge foreign currency future transactions
in respect of which firm commitment are
Interest rate sensitivity
made or which are highly probable forecast
The sensitivity analysis below have been transactions (for instance, foreign exchange
determined based on the exposure to interest denominated income) the Group has entered
rates for both derivatives and non-derivative into foreign currency forward contracts as
instruments at the end of the reporting period. per the policy of the Group.
For floating rate liabilities, the analysis is
prepared assuming the amount of the liability The Group is mainly exposed to changes
outstanding at the end of the reporting period in USD, EURO, GBP, SGD, JPY and AUD. The
was outstanding for the whole year. A 50 below table demonstrates the sensitivity to
basis point increase or decrease represents a 1% increase or decrease in the respective
management’s assessment of the reasonably foreign currency rates against INR, with
possible change in interest rates. all other variables held constant. The
sensitivity analysis is prepared on the net
If interest rates had been 50 basis points unhedged exposure of the Company as at the
higher / lower and all other variables were reporting date. 1% represents management’s
held constant, the Group’s profit for the assessment of reasonably possible change in
year ended March 31, 2021 would decrease / foreign exchange rate.

(contd.)
H in crore
Particulars Impact on Profit before tax Impact on Pre-tax Equity
For the year ended For the year ended
USD Sensitivity
H/USD - Increase by 1% (227.54) (170.52) (227.54) (170.52)
H/USD - Decrease by 1% 227.54 170.52 227.54 170.52
EURO Sensitivity
H/EURO - Increase by 1% (5.89) (6.58) (5.89) (6.58)
H/EURO - Decrease by 1% 5.89 6.58 5.89 6.58
GBP Sensitivity
H/GBP - Increase by 1% -* -* -* -*
H/GBP - Decrease by 1% -* -* -* -*
SGD Sensitivity
H/SGD - Increase by 1% -* -* -* -*
H/SGD - Decrease by 1% -* -* -* -*
JPY Sensitivity
H/JPY- Increase by 1% (2.28) (0.61) (2.28) (0.61)
H/JPY - Decrease by 1% 2.28 0.61 2.28 0.61
AUD Sensitivity
H/AUD- Increase by 1% - 0.05 - 0.05
H/AUD - Decrease by 1% - (0.05) - (0.05)
-* Figures being nullified on conversion to H in crore
(iii) Equity price risk (B) Credit risk

The Group’s non-listed equity securities are Credit risk is the risk that counterparty will
susceptible to market price risk arising from not meet its obligations under a financial
uncertainties about future values of the instrument or customer contract, leading to a
investment securities. The Company manages financial loss. The Company is exposed to credit
the equity price risk through diversification risk from its operating activities (primarily trade
and by placing limits on individual and total receivables and other financial assets) and from
equity instruments. Reports on the equity its financing activities, including loans to others,
portfolio are submitted to the Company’s deposits with banks and financial institutions &
senior management on a regular basis. The others, foreign exchange transactions and other
Company’s Board of Directors reviews and financial assets.
approves all equity investment decisions.
Customer credit risk is managed by the
The Company has given corporate guarantees Company’s established policy, procedures
and pledged part of its investment in equity and control relating to customer credit risk
in order to fulfil the collateral requirements management. Credit quality of a customer is
of the subsidiaries and joint venture entities. assessed based on an extensive evaluation and
The counterparties have an obligation to individual credit limits are defined in accordance
return the guarantees/ securities to the with this assessment.
Company. There are no other significant
An impairment analysis is performed at each
terms and conditions associated with the use
reporting date on an individual basis for major
of collateral.
clients. In addition, a large number of minor


(contd.)
receivables are grouped into homogenous the group has long term cargo contracts.
groups and assessed for impairment collectively. Receivables from such customer constitute 51%
The calculation is based on exchange losses of total trade receivables (previous year 46%).
historical data. A loss of these customer could adversely affect
the operating result or cash flow of the Group.
Credit risk from balances with banks, financial
institutions and other counter parties is (C) Liquidity Risk
managed by the Company’s treasury department Liquidity risk is the risk that the Company
in accordance with the Company’s policy. will encounter difficulty in raising funds to
Investments of surplus funds are made only with meet commitments associated with financial
approved counterparties and within credit limits instruments that are settled by delivering cash
assigned to each counterparty. Counterparty or another financial asset. Liquidity risk may
credit limits are reviewed by the Company’s result from an inability to sell a financial asset
Board of Directors on an annual basis, and may quickly at close to its fair value.
be updated throughout the year subject to
approval of the Company’s Finance Committee. The Company has an established liquidity risk
The limits are set to minimise the concentration management framework for managing its short
of risks and therefore mitigate financial loss term, medium term and long term funding
through counterparty’s potential failure to make and liquidity management requirements. The
payments. The Group further mitigate credit Company’s exposure to liquidity risk arises
risk of counter parties by obtaining adequate primarily from mismatches of the maturities of
securities including undertaking from creditable financial assets and liabilities. The Company
parties. manages the liquidity risk by maintaining
adequate funds in cash and cash equivalents.
Corporate Guarantees given to banks and The Company also has adequate credit facilities
financial institutions against credit facilities agreed with banks to ensure that there is
availed by the joint venture entities H1,555.06 sufficient cash to meet all its normal operating
crore (Previous year H 774.76 crore) commitments in a timely and cost-effective
Concentrations of Credit Risk form part of manner.
Credit Risk The table below analyses derivative and non-
Considering that the group operates the port derivative financial liabilities of the Company
services and provide related infrastructure into relevant maturity groupings based on the
services, the group is significantly dependent on remaining period from the reporting date to
cargo from such large port user customer located the contractual maturity date. The amounts
at various ports. Out of total revenue, the Group disclosed in the table are the contractual
earns 17% revenue (previous year 15%) from such undiscounted cash flows.
customers and with some of these customers,
H in crore
Borrowings (including the bills 14,15,17 2,010.50 10,650.61 22,535.31 35,196.42 34,940.79
discounted)
Interest Payments 15 1,667.76 5,738.37 2860.57 10,266.70 572.65
Trade Payables 18 1,013.85 - - 1,013.85 1,013.85
Financial Guarantees given 15 3.09 6.36 - 9.45 9.45
Lease Liabilities 15 67.57 236.98 867.13 1,171.68 604.59
Other Financial Liabilities 15 1,689.38 130.76 - 1,820.14 1,820.14
Total 6,452.15 16,763.08 26,263.01 49,478.24 38,961.47

(contd.)
H in crore
Borrowings (including the bills 14,15,17 3,907.35 13,085.91 13,297.09 30,290.35 30,075.79
discounted)
Interest Payments 15 1,414.01 4,149.28 1,997.47 7,560.76 360.93
Trade Payables 18 728.74 - - 728.74 728.74
Financial Guarantees given 15 1.65 3.33 - 4.98 4.98
Lease Liabilities 15 74.45 233.85 902.60 1,210.90 606.33
Other Financial Liabilities 15 1,255.18 105.76 - 1,360.94 1,360.94
Total 7,381.38 17,578.13 16,197.16 41,156.67 33,137.71
The table has been drawn up based on the undiscounted contractual maturities of the financial liabilities
including interest that will be paid on those liabilities upto the maturity of the instruments, ignoring the call and
refinancing options available with the Group. The amounts included above for variable interest rate instruments
for nonderivative liabilities is subject to change if changes in variable interest rates differ to those estimates of
interest rates determined at the end of the reporting period.
33.4 Capital Management
For the purposes of the Group’s capital management, capital includes issued capital and all other equity
reserves. The primary objective of the Group’s capital management is to maximize shareholder value. The Group
manages its capital structure and makes adjustments in the light of changes in economic environment and the
requirements of the financial covenants.
The Group monitors capital using gearing ratio, which is net debt (total debt less cash and bank balance &
Investments in Mutual Fund) divided by total capital plus net debt.
H In crore
Total Borrowings (refer note 14,15 and 17) (including the bills 34,940.79 30,075.79
discounted)
Less: Cash and bank balance & Investments in Mutual Fund (refer 5,002.94 7,332.65
note 10,11)
Net Debt (A) 29,937.85 22,743.14
Total Equity (B) 30,628.26 25,623.49
Total Equity and Net Debt (C = A + B) 60,566.11 48,366.63
Gearing ratio 49% 47%
In order to achieve this overall objective, the Group’s capital management, amongst other things, aims to ensure
that it meets financial covenants attached to the interest-bearing loans and borrowings that define capital
structure requirements. Breaches in meeting the financial covenants would permit the bank to immediately call
loans and borrowings. There have been no breaches in the financial covenants of any interest-bearing loans and
borrowing in the current period.
No changes were made in the objectives, policies or processes for managing capital during the years ended
March 31, 2021 and March 31, 2020.


34 Capital Commitments and other commitments

(i) Capital Commitments
Estimated amount of contracts (net of security deposits amounting to H 2,922.85 crore (previous year H
2,682.45 crore) included in note 7 and advances) remaining to be executed on capital account and not
provided for H13,063.65 crore (previous year H12,939.92 crore) pertains to various projects to be executed
during the next 5 years.
(ii) Other Commitments
a) The port projects of subsidiary companies viz. The Dhamra Port Company Limited (“DPCL”), Adani Vizhinjam
Port Private Limited (“AVPPL”) and joint venture Adani International Container Terminal Private Limited (“AICTPL”)
have been funded through various credit facility agreements with banks. Against the said facilities availed by
the aforesaid entities from the banks, the Company has pledged its shareholding in the subsidiary / joint venture
companies and executed Non Disposal Undertaking, the details of which is tabulated below :-
The details of shareholding pledged by the Company is as follows :
Particulars % of Non disposal undertaking % of Share Pledged of the total
(Apart from pledged) shareholding of investee company
Adani International Container 50.00% 24.97% - 25.03%
Adani Vizhinjam Port Private 70.00% - 30.00% -
Limited
The Dhamra Port Company 21.00% - 30.00% 30.00%
Limited
b) Contract/ Commitment for purchase of certain supplies. Advance given H231.20 crore (previous year H356.95
crore).
c) The subsidiary companies have imported capital goods for its Container and Multipurpose Port Terminal
Project under the EPCG Scheme at concessional rate of custom duty by undertaking obligation to export.
Future outstanding export obligation under the scheme is H1,144.57 crore (previous year H1,025.26 crore)
which is equivalent to 6 to 8 times of duty saved H186.93 crore ( previous year H167.04 crore) . The export
obligation has to be completed by 2021-22 to 2026-27.
d) One of the subsidiary company Adani Hazira Port Limited (“AHPL”) has entered into agreement in financial year
2013-14 to acquire land measuring 85,553 square meter in the Hazira region and an advance consideration
of H18.23 crore paid towards the land has been classified as capital advance. The AHPL has entered into
agreement to acquire additional land measuring 933 acre in the Patan and Hazira region and an advance
consideration of H36.68 crore paid towards the land classified as capital advance respectively. As at March
31, 2021, the AHPL does not have physical possession of the said land, although it has contractual right
in the said land parcels. The management represent that land area and location are identifiable and the
transaction will be concluded on receiving necessary government approvals.
e) As a part of Environmental Clearance obtained by the Vizhinjam International Sea Port Limited (VISL or
‘the Authority’), the AVPPL has been obliged to incur expenditure of H33.70 crore towards ‘Corporate Social
Responsibility’ along with development of Port Infrastructure under Phase - I and the same is included
under the total Project cost. Out of total commitment of H33.70 crore, the AVPPL has incurred H14.46 crore
till March 31, 2021.

35 Contingent Liabilities not provided for

H In crore
No
a Bank Guarantees and Letter of Credit facilities availed by the joint 0.66 859.59
venture entities and other group company against credit facilities
sanctioned to the company.
b Bank Guarantees given to government authorities and bank 352.83 352.83
(also includes DSRA bank guarantees given to Bank on behalf of
subsidiaries and erstwhile subsidiaries.)
c Civil suits filed by the Customers for recovery of damages against 0.94 0.94
certain performance obligations. The said civil suits are currently
pending with various Civil Courts in Gujarat. The management is
reasonably confident that no liability will devolve on the Company in
this regard and hence no provision is made in the books of accounts
towards these suits.
d Show cause notices from the Custom Authorities against duty on 0.14 0.14
port related cargo. The Company has given deposit of H 0.05 crore
(previous year H 0.05 crore) against the demand. The management
is reasonably confident that no liability will devolve on the Company
and hence no liability has been recognised in the books of accounts.
e Customs department notice for wrongly availing duty benefit - 0.25
exemption under DFCEC Scheme on import of equipment. The
Company has filed its reply to the show cause notice with Deputy
Commissioner of Customs, Mundra and since, no action was taken
by Deputy Commissioner of Customs, Company filed petition before
Gujarat High Court requesting to quash the show cause notice on
the ground of delayed adjudication. High Court vide judgment dated
26.02.2021 quashed & set aside the show cause notice as a result of
which there is no liability against the company.
f Various show cause notices received from Commissioner/ Additional 32.63 32.63
Commissioner/ Joint Commissioner/ Deputy Commissioner of
Customs and Central Excise, Rajkot and Commissioner of Service
Tax, Ahmedabad and appeal there of, for wrongly availing of Cenvat
credit/ Service tax credit and Education Cess credit on input
services and steel, cement and other fixed assets during financial
year 2006-07 to 2016-17. In similar matter, the Excise department
has demanded recovery of the duty along with penalty and interest
thereon. The Company has given deposit of H 4.50 crore (previous
Year H4.50 crore) against the demand. These matters are pending
before the Supreme Court, the High Court of Gujarat, Commissioner
of Central Excise (Appeals), Rajkot and Commissioner of Service Tax,
Ahmedabad. The Company has taken an external opinion in the matter
based on which the management is of the view that no liability shall
arise on the Company. Further, during the earlier year, the Company
has received favourable order from High Court of Gujarat against
demand in respect of dispute relating to financial year 2005-06 and
favourable order from CESTAT against similar demand in respect of
dispute relating to FY 2005-06 to FY 2010 -11 (up to Sept 2011).
(refer note (q) below)



H In crore
No
g Show cause notices received from Commissioner of Customs and 6.90 6.90
Central Excise, Rajkot and appeal thereof in respect of levy of service
tax on various services provided by the Company and wrong availment
of CENVAT credit by the Company during financial year 2009-10
to 2011-12. These matters are currently pending at High Court of
Gujarat H6.72 crore (previous Year H6.72 crore); and Customs, Excise
and Service Tax Appellate Tribunal, Ahmedabad H0.15 crore (previous
Year H0.15 crore) and Commissioner of Service Tax Ahmedabad H0.03
crore (previous Year H0.03 crore). The Company has taken an external
opinion in the matter based on which the management is of the view
that no liability shall arise on the Company.
h Commissioner of Customs, Ahmedabad has demanded vide letter 2.00 2.00
no.4/Comm./SIIB/2009 dated 25/11//2009 for recovery of penalty
in connection with import of Air Craft which is owned by Karnavati
Aviation Private Limited (Formerly Gujarat Adani Aviation Private
Limited.), subsidiary of the Company. Company has filed an appeal
before the Customs, Excise and Service Tax Appellate Tribunal
against the demand order, the management is reasonably confident
that no liability will devolve on the Company and hence no liability
has been recognized in the books of accounts.
i In terms of the Show Cause Notice issued to a subsidiary company 18.33 18.33
by the Office of the Commissioner of Customs for a demand of
H18.33 crore along with applicable interest and penalty thereon for
the differential amount of Customs Duty in respect of import of
Bombardier Challenger CI-600 under Non-Scheduled Operation
Permit (NSOP) has been raised on the company.
j In terms of the Show Cause cum Demand Notice issued to subsidiary 14.53 14.53
company by the Office of the Commissioner of Customs Preventive
Section dated 27/02/2009, a demand of H14.67 crore along with
applicable interest and penalty thereon for the differential amount of
Customs Duty in respect of import of Aircraft Hawker 850 XP under
Non-Scheduled Operation Permit (NSOP) has been raised on the
company.
k Notice received from Superintendent / Commissioner of Service Tax 20.92 16.16
Department and show cause from Directorate General of Central
Excise Intelligence for wrong availing of Cenvat Credit /Service tax
credit and Education Cess on input services, steel and cement on
some of the subsidiary companies. The management is of the view
that no liability shall arise on the subsidiaries companies. (refer note
(q) below)
l Show cause notice received from Directorate General of Central 3.71 3.71
Excise Intelligence for Non-Payment of Service Tax on Domestic
Journey and on certain Foreign Service on reverse charge mechanism
amounting to H3.03 crore. The subsidiary company had filed appeal
with Commissioner of Service Tax & received order for the same. The
subsidiary company has filed an appeal before the Customs, Excise
and Service Tax Appellate Tribunal against the order of Commissioner
for confirmation of tax liability of H3.71 crore (including Penalty). The
subsidiary company has taken an external opinion in the matter
based on which the management is of the view that no liability shall
arise. The subsidiary company has paid H0.35 crore under protest.


H In crore
No
m Various matters of subsidiaries companies pending with Income Tax 4.43 5.71
Authorities.
n Claims not acknowledged as debts. 47.74 3.94
o Matter of some of the subsidiary companies pending with Food - 2.43
Corporation of India relating to fulfillment of Condition Precedents
as per concession agreement.
p The Company’s tax assessments is completed till assessment 125.81 125.81
year 2016-17, pending appeals with High Court/Supreme Court for
Assessment Year 2008-09 to AY 2010-11, Appellate Tribunal for
Assessment Year 2011-12 to 2016-17. During the year, the Company
has received a favourable order from CIT(Appeals) for Assessment
Year 2013-14 to 2016-17. During the previous year, the Company has
received a favourable order from CIT (Appeals) for Assessment Year
2012-13. The management is reasonably confident that no liability
will devolve on the Company
q During the previous Financial Year, an Amnesty Scheme, Sabka Vishwas Legacy Dispute Resolution
Scheme has been introduced by the Central Government to settle pending litigations under Central
Excise & Service Tax Law. Any Tax amount payable under the Scheme is required to be paid by cash and
cannot be paid by utilizing the ITC balance and litigations once settled under this Scheme shall never
be reopened from either side. The Group had opted for the said scheme and accordingly the Group has
settled pending litigations amounting to H112.69 crore in previous year (including SCNs received in the
previous year H22.80 crore).
r Matter of one of the acquired subsidiary company pending with Central Warehousing Corporation
amounting to H10.14 crore in respect of which previous promoter has agreed to indemnify the Group in
case of any liability arises out the same.
s During the year ended on March 31, 2021, Adani Ennore Container Terminal Limited (”AECTPL”) has
received notice from Kamarajar Port Limited (“KPL”) relating to delay in completion of a milestone of Phase
II, levying liquidated damages of H29.60 crore. AECTPL sought for injunction from Hon’ble High Court of
Madras and per its direction, initiated arbitration and deposited H10 crore without prejudice and subject
to outcome of mediation and other such remedies available in the concession agreement. The matter is
under arbitration and both parties have appointed arbitrators as well as the presiding arbitrator as referred
by the Hon’ble High Court of Madras. The management is confident that there should be no such levy and
has contested the same attributing the delay in Phase II commencement were due to reasons beyond
control of the Company including but not limited to delays in Phase I Project (including Force Majeure
events of Cyclone Vardha), delay by the Concessioning Authority in appointing an Independent Engineer
for Phase II Project, allocation of land, issuance of Phase I completion certificate, etc. Considering above,
no provision of the liquidated damages claimed by KPL has been considered necessary at this stage. Both
the parties have filed the claim with arbitrators and the matter is sub judice.
t During the year, the group has received notice from one of the port trust authority, relating to royalty on
deemed storage income for H41.40 crore. The Group is in the process of requesting to extend the relief
of rationalised tariff retrospectively, available under guidelines issued by Ministry of Shipping dated July
11, 2018. The Group has paid an amount of H18.67 crore and provided the same in books on prudent basis
and doesn’t anticipate any further outflow.


36 Interest in a joint Venture Entities

The Company holds 50% interest in Adani International Container Terminal Private Limited, Adani CMA Mundra
Terminal Private Limited and Adani Total Private Limited respectively and 51% in Adani NYK Auto Logistics
Solutions Private Limited, joint venture entities incorporated in India.
(A) Summarised Balance Sheet and Statement of Profit and Loss of these entities are as below:
H In crore
Particulars Adani CMA Mundra Adani International
Terminal Private Limited Container Terminal
Private Limited
2021 2020 2021 2020
Share Capital and Other Equity (2.01) (161.35) 567.21 155.73
Non-current Liabilities 1,556.05 1,384.31 2,623.83 2,968.18
Current Liabilities 392.97 847.35 708.54 988.22
Non-current Assets 1,802.84 1,934.68 3,699.79 3,863.45
Current Assets 144.17 135.63 199.79 248.68
Revenue 566.44 466.68 1,214.88 938.06

Operating Expenses (135.91) (118.02) (270.12) (221.59)
Terminal Royalty Expenses (63.60) (55.62) (223.43) (161.77)
Employee Benefit Expenses (7.47) (7.80) (13.88) (14.02)
Depreciation and Amortisation Expense (124.32) (128.11) (243.70) (243.15)
Foreign Exchange (loss)/Gain (net) 41.80 (106.45) 147.36 (255.71)
Finance Costs (104.89) (138.75) (137.97) (224.81)
Other Expenses (12.78) (10.20) (30.83) (29.77)
Profit / (Loss) before tax 159.27 (98.27) 442.31 (212.76)
Income-tax expense - - (30.92) (63.44)
Profit / (Loss) after tax 159.27 (98.27) 411.39 (276.20)
Other Comprehensive income 0.07 (0.10) 0.09 (0.13)
Total Comprehensive Income 159.34 (98.37) 411.48 (276.33)
Capital and Other Commitments 2.90 5.65 7.40 11.04
Contingent liability not accounted for - - 11.38 11.38
H In crore
Particulars Adani NYK Auto Adani Total Private
Logistics Solutions Limited (Consolidated)
Private Limited
2021 2020 2021 2020
Share Capital and Other Equity 4.07 5.17 693.02 669.00
Non-current Liabilities 22.74 11.55 2,837.61 1,387.79
Current Liabilities 5.27 4.13 336.36 190.97
Non-current Assets 27.96 15.63 3,517.02 2,073.82
Current Assets 4.12 5.22 349.97 173.94
Revenue 15.91 2.81 385.29 2.74

Operating Expenses (14.34) (2.51) (390.61) -
Employee Benefit Expenses - - (4.09) (1.66)
Depreciation and Amortisation Expense (1.73) (0.51) (0.26) (0.01)
Foreign Exchange (loss)/Gain (net) - - 0.23 1.52
Finance Costs (1.06) (0.34) (9.26) (7.03)

36 Interest in a joint Venture Entities (contd.)

H In crore
Private Limited
2021 2020 2021 2020
Other Expenses (0.02) (0.02) (8.55) (4.91)
Profit / (Loss) before tax (1.24) (0.57) (27.25) (9.35)
Income-tax expense 0.15 (0.14) 0.24 1.96
Profit / (Loss) after tax (1.09) (0.71) (27.01) (7.39)
Other Comprehensive income - 4.73 (34.36)
Total Comprehensive Income (1.09) (0.71) (22.28) (41.75)
Capital and Other Commitments - - 1,693.32 2,557.09
Contingent liability not accounted for - - - -
(B) Reconciliation of carrying amounts of joint ventures

H In crore
Private Limited
2021 2020 2021 2020
Net assets of joint venture entities (2.01) (161.35) 567.21 155.73
Proportion of Group's share 50% 50% 50% 50%
Group's share (1.00) (80.67) 283.61 77.86
Elimination from intra-group transactions 1.00 80.67 (283.61) (77.86)
Carrying amount of Group's interest (refer note 4(a)) - - - -
H In crore
Private Limited
2021 2020 2021 2020
Net assets of joint venture entities 4.07 5.17 693.02 669.00
Proportion of Group's share 51% 51% 50% 50%
Group's share 2.08 2.64 346.51 334.50
Fair valuation adjustment - - 300.89 293.89
Elimination from intra-group transactions/adjustments - - - 3.83
Carrying amount of Group's interest (refer note 4(a)) 2.08 2.64 647.40 632.22
(C) Unrecognised share of losses

H In crore
Private Limited
2021 2020 2021 2020
Unrecognised share of loss for the year (79.67) 49.19 (205.74) 138.16
Cumulative shares of loss 60.40 140.07 61.87 267.61


36 Interest in a joint Venture Entities (contd.)

H In crore
Private Limited
2021 2020 2021 2020
Unrecognised share of loss for the year - - - -
Cumulative shares of loss - - - -
37 Disclosure of subsidiaries having material non-controlling interest

(i) Summarised Statement of Profit and loss
H In crore
Particulars Adani
Krishnapatnam
Port Limited
Revenue 967.62
Profit for the period 3.23
Other Comprehensive Loss (43.02)
Total Comprehensive Loss (39.79)
Effective % of non-controlling interest 25%
Loss allocated to non-controlling interest (9.95)
Dividend to non-controlling interest -
(ii) Summarised Balance Sheet

H In crore
Particulars Adani
Krishnapatnam
Port Limited
Non-current Assets 8,489.61
Current Assets 1,244.57
Total Assets 9,734.18
Current Liabilities 677.53
Non-current Liabilities 6,938.63
Total Liabilities 7,616.16
Net Assets 2,118.02
Accumulated non-controlling interest 529.51
(iii) Summarised Statement of Cash Flow

H In crore
Particulars Adani
Krishnapatnam
Port Limited
Cash Flow from Operating Activities 495.45
Cash Flow from Investing Activities (379.05)
Cash Flow from Financing Activities (127.55)
Net Increase/(Decrease) in cash and cash equivalents (11.15)

38 Business Combinations and acquisitions during the year

(i) 1) On October 01, 2020, the Group has acquired 75% equity shares of Adani Krishnapatnam Port Limited
(formerly known as Krishnapatnam Port Company Limited) along with its subsidiaries (“Krishnapatnam”),
entities engaged in the business of Port Operations. Further, Group is in the process of making a final
determination of fair values of the identified assets and liabilities for the purpose of purchase price
allocation. Pending this, the business combination has been accounted based on provisional fair
valuation report. Identified assets, liabilities and contingent liabilities as on the date of acquisition are
as mentioned below.
2) On February 15, 2021, the Group has completed the acquisition of 100% stake in Dighi Port Limited
(“DPL”) under the Corporate Insolvency Resolution Plan (“CIRP”). The Group has also entered into the
assignment agreement dated February 15, 2021 with the Financial Creditors of DPL for assignment of
Debt of Dighi Port Limited at a value of H 650 crore. Further DPL has incurred a cost of H54.71 crore
towards the payment of CIRP cost. The Group is in the process of making a final determination of fair
values of the identified assets and liabilities for the purpose of purchase price allocation. Pending this,
the business combination has been accounted based on provisional fair valuation report. Identified
assets, liabilities and contingent liabilities as on the date of acquisition are as mentioned below.
The fair value of the identifiable assets and liabilities as at the date of acquisition were:
H In crore
Particulars Krishnapatnam DPL
Assets
Property, Plant and Equipment 8,180.27 649.73
Right-of-Use Assets 2.32 76.80
Capital work in progress 95.68 -
Intangible Assets 3,792.00 -
Investments 72.04 0.05
Investments held for sale (refer note 39 (ii)) 135.12 -
Other non-current financial/non-financial assets 78.92 1.78
Inventories 64.85 -
Trade Receivables 133.99 0.49
Cash and Bank Balances 65.15 8.15
Loans 64.76 -
Other current financial/non-financial assets 315.42 0.29
Total Assets 13,000.52 737.29
Liabilities
Long term Provisions 13.82 3.43
Other non-current financial/non-financial liabilities 66.87 0.15
Trade Payables 698.34 0.17
Other current financial/non-financial liabilities 399.41 1.88
Short term Provisions 1.43 -
Deferred Tax liability (refer note (c) below) 852.97 -
Total Liabilities 2,032.84 5.63
Total Identifiable Net Assets at fair value 10,967.68 731.66
Purchase Consideration paid
- For Equity Share 3,395.00 1.00
- For Preference Share 924.50 -
- For Borrowings 6,203.09 704.71
10,522.59 705.71
Non-Controlling Interests 1,194.88 -
Goodwill/(Capital Reserve) arising on acquisition 749.79 (25.95)


38 Business Combinations and acquisitions during the year (contd.)

Note:-
(a) The determination of the fair value is based on discounted cash flow method. Key assumptions
on which the management has based fair valuation includes estimated long-term growth rates,
weighted average cost of capital and estimated operating margin. The Cash flow projections
take into account past experience and represent the management’s best estimate about future
developments.
(b) Goodwill is attributable to future growth of business out of synergies from these acquisitions and
assembled workforce.
(c) Impact of deferred tax adjustment amounting to H591.51 crore, arising on business combination,
adjusted in Goodwill as per Ind AS - 12 Income Taxes.
(d) From the date of acquisition, Adani Krishnapatnam Port Limited including its subsidiaries have
contributed H996.52 crore and H216.61 crore to the Revenue and profit before tax to the Group
respectively. If the combination had taken place at the beginning of the year, revenue would have
been H1898.66 crore and the loss before tax to the group would have been H532.24 crore respectively.
The company also acquired certain PPE amounting to H398.19 crore as part of transaction post
acquisition of KPCL.
(e) From the date of acquisition, Dighi Port Limited have contributed H1.24 crore and H11.73 crore to the
Revenue and loss before tax to the Group respectively. If the combination had taken place at the
beginning of the year, revenue would have been H8.40 crore and the loss before tax to the group
would have been H2,632.18 crore respectively.
(ii) During the year ended March 31, 2021, Company’s subsidiary has acquired 100% equity stake of Shankheshwar
Buildwell Private Limited and Sulochana Pedestal Private Limited on March 30, 2021 and March 31, 2021
respectively which own land parcels in Gujarat and Maharashtra respectively, from a related party. The
acquisition does not constitute a business combination and hence has been accounted for as an asset
acquisition.
(iii) As on March 31, 2020, Adani Logistics Limited (“ALL”), a wholly owned subsidiary of Adani Ports and Special
Economic Zone Limited (“APSEZL”) held 26% shareholding in Snowman Logistics Limited (“Snowman”) and
was accounted as Associate. During the year, Snowman ceased to be an associate entity of the Group and
the balance investments in Snowman was accounted for at FVTOCI in accordance with the applicable
Accounting Standards. ALL disposed off entire shareholding in Snowman and transferred FVTOCI balance
to retained earnings.
39 Assets classified as held for sale

i) During the year, the Company’s subsidiary has entered into a Share Transfer Deed for sale of investments
in Bowen Rail Operation Pte Ltd (BRO) which is subject to approval of regulatory authorities amongst other
conditions. Accordingly Consolidated major assets and liabilities of this entity which includes:- Capital
Work-in-progress H288.93 crore, Cash and Cash Equivalent H2.93 crore, Other assets H13.59 crore, Borrowing
H60.88 crore. Deferred Tax liability H2.68 crore and other liabilities H50.98 crore are classified as held for
sale.
ii) During the year, the group has completed the acquisition of 75% stake in Krishnapatnam Port Company
Limited (“KPCL”) (now known as Adani Krishnapatnam Port Limited (“AKPL”)) and obtained the control on
October 01, 2020 from its erstwhile promoters with equity consideration of H3,395 crore. The combined
enterprise value of AKPL including business assets is H12,000 crore. The assets included investments of
H135.12 crore that were to be carved out and were to be settled separately by AKPL. Said investment as on
reporting date amounting to H49.41 crore are included under Assets classified as held for sale.

40 Additional information of net assets and share in profit or loss contributed by various
entities as recognised under Schedule III of the Companies Act, 2013
H In crore
Name of entity As at and for the year ended March 31, 2021
Net Assets i.e total assets Share in Profit or Loss Share in Other Share in Total
minus total liabilities Comprehensive Income Comprehensive Income
as % of Amount as % of Amount as % of Amount as % of Amount
Consolidated Consolidated Consolidated Consolidated
net assets Profit or Loss Other Total
Comprehensive Comprehensive
Income Income
Parent Company
Adani Ports and Special 43.15% 21,801.28 36.51% 1,927.93 -15.23% 8.18 37.05% 1,936.11
Indian
The Adani Harbour 9.31% 4,706.13 25.95% 1,370.24 -0.08% 0.04 26.22% 1,370.29
Services Limited
Adani Hazira Port 7.04% 3,554.72 15.20% 802.42 -0.32% 0.17 15.36% 802.60
Limited
Adani Logistics Limited 12.12% 6,123.07 2.10% 110.66 38.08% (20.45) 1.73% 90.22
The Dhamra Port 10.48% 5,293.65 7.43% 392.32 -0.12% 0.06 7.51% 392.38
Company Limited
Adani Petronet (Dahej) 1.90% 960.59 1.64% 86.81 2.92% (1.57) 1.63% 85.24
Port Private Limited
Shanti Sagar 1.68% 849.93 9.27% 489.47 0.09% (0.05) 9.36% 489.42
International Dredging
Limited
Adani Murmugao Port -0.51% (259.85) -0.76% (39.89) -0.07% 0.04 -0.76% (39.85)
Adani Vizag Coal -0.51% (256.45) -0.73% (38.32) -0.03% 0.01 -0.73% (38.31)
Adani Warehousing 0.01% 3.19 -0.02% (1.27) 0.00% - -0.02% (1.27)
Services Private Limited
Adani Hospitals Mundra 0.01% 3.30 -0.01% (0.73) -0.03% 0.02 -0.01% (0.72)
Private Limited
Mundra International 0.01% 3.97 -0.03% (1.56) 0.00% - -0.03% (1.56)
Airport Private Limited
Mundra Sez Textile And -0.06% (32.16) -0.07% (3.79) 0.00% - -0.07% (3.79)
Apparel Park Private
Limited
Adinath Polyfills Private 0.00% (1.51) 0.00% (0.08) 0.00% - 0.00% (0.08)
Limited
MPSEZ Utilities Limited 0.24% 119.88 0.43% 22.90 -0.03% 0.02 0.44% 22.92
Adani Ennore Container 0.75% 377.06 -1.04% (55.04) 0.07% (0.03) -1.05% (55.08)
Adani Vizhinjam Port 1.72% 866.55 -0.15% (8.01) 0.00% - -0.15% (8.01)
Private Limited
Adani Kattupalli Port 0.05% 22.79 0.03% 1.72 0.00% - 0.03% 1.72
Limited
Karnavati Aviation 0.36% 179.44 0.13% 6.77 0.00% -* 0.13% 6.77
Private Limited
Hazira Infrastructure 0.05% 26.57 0.01% 0.68 0.00% - 0.01% 0.68
Limited


entities as recognised under Schedule III of the Companies Act, 2013 (contd.)
H In crore
Income Income
Mundra International 0.00% 0.03 0.00% -* 0.00% - 0.00% -*
Gateway Terminal
Private Limited
Mundra Crude Oil 0.00% 0.04 0.00% -* 0.00% - 0.00% -*
Marine Infrastructure 4.08% 2,061.99 0.80% 42.05 0.56% (0.30) 0.80% 41.75
Developer Private
Limited
Blue Star Realtors 0.48% 240.66 0.00% (0.20) 0.00% - 0.00% (0.20)
Private Limited
Madurai Infrastructure 0.45% 228.70 0.00% 0.01 0.00% - 0.00% 0.01
Private Limited
Dholera Port And -0.01% (3.38) -0.01% (0.30) 0.00% - -0.01% (0.30)
Special Economic Zone
Limited
Adani Kandla Bulk -0.55% (279.80) -1.48% (78.26) -0.03% 0.02 -1.50% (78.24)
Dholera Infrastructure -0.01% (4.06) -0.01% (0.35) 0.00% - -0.01% (0.35)
Private Limited
Adani Agri Logistics 1.00% 505.83 -0.05% (2.84) -0.14% 0.08 -0.05% (2.76)
Limited
Adani Agri Logistics 0.00% 0.18 0.00% (0.17) 0.00% -* 0.00% (0.17)
(MP) Limited
Adani Agri Logistics 0.00% 1.54 0.00% 0.15 0.00% -* 0.00% 0.15
(Harda) Limited
(Hoshangabad) Limited
Adani Agri Logistics 0.00% 1.04 0.00% -* 0.00% -* 0.00% -*
(Satna) Limited
Adani Agri Logistics 0.01% 4.02 0.00% 0.22 -0.02% 0.01 0.00% 0.23
(Ujjain) Limited
(Dewas) Limited
Adani Agri Logistics -0.01% (3.73) -0.06% (3.01) 0.00% - -0.06% (3.01)
(Katihar) Limited
(Kotkapura) Limited
Adani Agri Logistics 0.07% 36.70 0.00% (0.01) 0.00% - 0.00% (0.01)
(Kannauj) Limited
Adani Agri Logistics 0.00% (0.48) -0.01% (0.64) 0.00% - -0.01% (0.64)
(Panipat) Limited
(Moga) Limited
(Mansa) Limited

H In crore
Income Income
Adani Agri Logistics 0.00% 0.05 -0.02% (1.04) 0.00% - -0.02% (1.04)
(Bathinda) Limited
(Barnala) Limited
(Nakodar) Limited
(Raman) Limited
(Dahod) Limited
Adani Agri Logistics 0.00% (0.01) 0.00% (0.17) 0.00% - 0.00% (0.17)
(Borivali) Limited
(Dhamora) Limited
(Samastipur) Limited
(Darbhanga) Limited
Dermot Infracon Private 0.27% 135.93 0.00% (0.18) 0.00% - 0.00% (0.18)
Limited
Dhamra Infrastructure 0.06% 29.84 0.00% (0.07) 0.00% - 0.00% (0.07)
Private Limited
Adani Tracks 0.00% 0.05 0.00% -* 0.00% - 0.00% -*
Management Services
Private Limited
Adani Logistics Services 0.60% 303.13 1.02% 53.98 -0.08% 0.04 1.03% 54.02
Private Limited
Adani Noble Private 0.04% 19.16 0.00% (0.13) 0.00% - 0.00% (0.13)
Limited
Adani Forwarding Agent 0.00% -* 0.00% (0.01) 0.00% - 0.00% (0.01)
Private Limited
Adani Cargo Logistics 0.00% 1.16 0.00% (0.01) 0.00% - 0.00% (0.01)
Private Limited
Adani Logistics 0.00% 1.14 0.00% (0.01) 0.00% - 0.00% (0.01)
Infrastructure Private
Limited
Adani Pipelines Private 0.00% 0.04 0.00% -* 0.00% - 0.00% -*
Limited
Adani Krishnapatnam 4.19% 2,118.01 0.06% 3.23 80.10% (43.02) -0.76% (39.79)
Port Limited*
Adani Krishnapatnam 0.03% 13.73 0.10% 5.33 -0.26% 0.14 0.10% 5.47
Container Terminal
Private Limited*


H In crore
Income Income
Adani KP 0.04% 18.77 -0.02% (0.88) 0.00% - -0.02% (0.88)
Agriwarehousing Private
Limited*
Dighi Port Limited* 0.11% 57.59 -0.22% (11.73) 0.00% - -0.22% (11.73)
Sulochana Pedestal 0.79% 398.87 0.00% - 0.00% - 0.00% -
Private Limited*
NRC Limited* -0.32% (161.44) 0.00% - 0.00% - 0.00% -
Shankheshwar Buildwell 0.53% 269.26 0.00% - 0.00% - 0.00% -
Private Limited*
Aqua Desilting Private 0.00% - 0.00% - 0.00% - 0.00% -
Limited#
Foreign
Abbot Point 0.18% 88.43 0.45% 23.88 0.00% - 0.46% 23.88
Operations Pty Limited
(Consolidated)
Adani Mundra Port Pte. 0.00% (0.09) 0.00% (0.03) 0.00% - 0.00% (0.03)
Limited
Adani Abbot Port Pte. 0.00% (0.09) 0.00% (0.03) 0.00% - 0.00% (0.03)
Limited
Adani International -0.09% (43.98) -0.53% (28.19) 0.00% - -0.54% (28.19)
Terminals Pte Limited
Adani Mundra Port -0.01% (4.33) -0.08% (4.35) 0.00% - -0.08% (4.35)
Holding Pte Limited
Adani Bangladesh Ports 0.00% 0.74 0.01% 0.30 0.00% - 0.01% 0.30
Private Limited
Adani Yangon 0.93% 468.31 0.00% - 0.00% - 0.00% -
International Terminal
Company Limited
Bowen Rail Operations 0.00% (0.03) 0.00% (0.06) 0.00% - 0.00% (0.06)
Pte Limited
Bowen Rail Company 0.01% 6.27 0.11% 5.97 0.00% - 0.11% 5.97
Pty Limited
Adani Logistics 0.00% 0.02 0.00% (0.01) 0.00% - 0.00% (0.01)
International Pte
Limited#
Non-controlling interest -2.91% (1,468.47) -1.03% (54.44) -0.82% 0.44 -1.03% (54.00)
Joint Venture Entities
Indian
Adani International 0.56% 283.61 3.90% 205.70 -0.09% 0.05 3.94% 205.75
Container Terminal
Private Limited
Adani CMA Mundra 0.00% (1.00) 1.51% 79.64 -0.06% 0.03 1.52% 79.67

H In crore
Income Income
Adani NYK Auto 0.00% 2.08 -0.01% (0.56) 0.00% - -0.01% (0.56)
Logistics Solutions
Private Limited
Adani Total Private 0.74% 373.40 -0.19% (10.28) -0.04% 0.02 -0.20% (10.26)
Limited
Dhamra LNG Terminal 0.87% 441.00 -0.04% (2.05) -4.38% 2.35 0.01% 0.30
Private Limited
Total Adani Fuels 0.00% (1.18) -0.02% (1.18) 0.00% - -0.02% (1.18)
Marketing Private
Limited
Dighi Roha Rail Limited* 0.00% (0.42) 0.00% - 0.00% - 0.00% -
Associate Entity
Indian
Snowman Logistics 0.00% - 0.00% - 0.00% - 0.00% -
Limited (refer note
38(iii))
Sub total 100% 50,524.49 100% 5,279.89 100% (53.70) 100% 5,226.19
CFS Adjustments and (19,896.23) (285.59) 38.22 (247.37)
Eliminations
Total 100% 30,628.26 100% 4,994.30 100% (15.48) 100% 4,978.82

* Company acquired during the year
# Company incorporated during the year.


entities as recognised under Schedule III of the Companies Act, 2013 (contd.) H In crore
Income Income
Parent Company
Adani Ports and Special 52.13% 19,865.17 47.16% 1,934.25 -81.25% 11.31 47.60% 1,945.56
Indian
The Adani Harbour 8.75% 3,335.84 33.99% 1,394.20 0.22% (0.03) 34.11% 1,394.17
Services Limited
Adani Hazira Port 7.22% 2,752.13 16.92% 693.91 3.30% (0.46) 16.96% 693.45
Limited
Adani Logistics Limited 11.11% 4,232.56 2.92% 119.94 -0.50% 0.07 2.94% 120.01
The Dhamra Port 6.41% 2,444.27 6.67% 273.67 1.65% (0.23) 6.69% 273.44
Company Limited
Adani Petronet (Dahej) 2.30% 875.35 1.89% 77.72 12.72% (1.77) 1.86% 75.95
Port Private Limited
Shanti Sagar 0.95% 360.51 0.93% 38.34 0.07% (0.01) 0.94% 38.33
International Dredging
Limited
Adani Murmugao Port -0.58% (220.00) -2.34% (96.13) 0.22% (0.03) -2.35% (96.16)
Adani Vizag Coal -0.57% (218.15) -1.06% (43.59) 0.00% -* -1.07% (43.59)
Adani Warehousing 0.01% 4.46 -0.02% (0.86) 0.00% - -0.02% (0.86)
Adani Hospitals Mundra 0.01% 3.99 -0.02% (0.64) -0.07% 0.01 -0.02% (0.63)
Private Limited
Mundra International 0.01% 5.52 -0.02% (0.82) 0.00% - -0.02% (0.82)
Airport Private Limited
Mundra Sez Textile And -0.07% (28.37) -0.10% (4.17) 0.00% - -0.10% (4.17)
Apparel Park Private
Limited
Adinath Polyfills Private 0.00% (1.43) 0.00% (0.08) 0.00% - 0.00% (0.08)
Limited
MPSEZ Utilities Limited 0.25% 96.96 0.26% 10.69 0.22% (0.03) 0.26% 10.66
Adani Ennore Container -0.18% (67.86) -2.98% (122.42) 0.43% (0.06) -3.00% (122.48)
Adani Vizhinjam Port 0.47% 177.52 -0.34% (13.85) 0.00% - -0.34% (13.85)
Private Limited
Adani Kattupalli Port 0.06% 21.06 0.07% 2.73 0.00% - 0.07% 2.73
Limited

Income Income
Karnavati Aviation 0.45% 172.66 -0.23% (9.56) 0.65% (0.09) -0.24% (9.65)
Private Limited
Hazira Infrastructure 0.07% 25.89 0.02% 0.79 0.00% - 0.02% 0.79
Limited
Mundra International 0.00% 0.03 0.00% (0.01) 0.00% - 0.00% (0.01)
Gateway Terminal
Private Limited
Mundra Crude Oil 0.00% 0.04 0.00% (0.01) 0.00% - 0.00% (0.01)
Marine Infrastructure 5.30% 2,020.25 2.30% 94.39 0.65% (0.09) 2.31% 94.30
Developer Private
Limited
Blue Star Realtors 0.63% 240.77 -0.07% (2.77) 0.00% - -0.07% (2.77)
Private Limited
Madurai Infrastructure 0.60% 228.70 -0.13% (5.21) 0.00% - -0.13% (5.21)
Private Limited
Dholera Port And -0.01% (3.09) -0.01% (0.27) 0.00% - -0.01% (0.27)
Special Economic Zone
Limited
Adani Kandla Bulk -1.19% (451.55) -3.08% (126.24) 0.57% (0.08) -3.09% (126.32)
Dholera Infrastructure -0.01% (3.71) -0.01% (0.32) 0.00% - -0.01% (0.32)
Private Limited
Adani Agri Logistics 1.31% 499.19 0.56% 23.06 1.51% (0.21) 0.56% 22.85
Limited
Adani Agri Logistics 0.00% 0.35 -0.02% (0.79) 0.07% (0.01) -0.02% (0.80)
(MP) Limited
Adani Agri Logistics 0.00% 1.39 0.00% (0.04) 0.00% -* 0.00% (0.04)
(Harda) Limited
Adani Agri Logistics 0.00% 1.04 -0.01% (0.57) 0.00% -* -0.01% (0.57)
Adani Agri Logistics 0.00% 1.04 0.00% (0.08) 0.07% (0.01) 0.00% (0.09)
(Satna) Limited
Adani Agri Logistics 0.01% 3.79 -0.01% (0.30) 0.07% (0.01) -0.01% (0.31)
(Ujjain) Limited
Adani Agri Logistics 0.01% 2.60 -0.01% (0.34) 0.00% -* -0.01% (0.34)
(Dewas) Limited
Adani Agri Logistics 0.04% 13.76 -0.03% (1.30) 0.00% - -0.03% (1.30)
(Katihar) Limited
Adani Agri Logistics 0.01% 3.13 0.00% (0.15) 0.07% (0.01) 0.00% (0.16)
(Kotkapura) Limited


Income Income
(Kannauj) Limited
(Panipat) Limited
(Moga) Limited
(Mansa) Limited
Adani Agri Logistics 0.01% 4.00 0.00% 0.02 0.00% - 0.00% 0.02
(Bathinda) Limited
(Barnala) Limited
(Nakodar) Limited
(Raman) Limited
(Dahod) Limited
(Borivali) Limited
(Dhamora) Limited
Adani Agri Logistics 0.04% 13.39 0.00% 0.02 0.00% - 0.00% 0.02
(Darbhanga) Limited
Dermot Infracon Private 0.36% 135.94 0.00% (0.15) 0.00% - 0.00% (0.15)
Limited
Dhamra Infrastructure 0.08% 29.77 0.00% (0.05) 0.00% - 0.00% (0.05)
Private Limited
Adani Tracks 0.00% 0.05 0.00% -* 0.00% - 0.00% -*
Management Services
Private Limited
Adani Logistics Services 0.65% 249.12 0.35% 14.55 1.65% (0.23) 0.35% 14.32
Private Limited
Adani Noble Private. -0.03% (10.84) 0.01% 0.48 0.00% - 0.01% 0.48
Limited
Adani Forwarding Agent 0.00% (0.02) 0.00% (0.01) 0.00% - 0.00% (0.01)
Private Limited
Adani Cargo Logistics 0.00% 0.92 0.00% (0.01) 0.00% - 0.00% (0.01)
Private Limited

Income Income
Adani Logistics 0.00% 0.91 0.00% (0.01) 0.00% - 0.00% (0.01)
Infrastructure Private
Limited
Adani Pipelines Private 0.00% 0.05 0.00% -* 0.00% - 0.00% -*
Limited
Adani Total Private 0.00% - 0.83% 34.11 0.00% - 0.83% 34.11
Limited (subsidiary till
December 31, 2019)
Dhamra LNG Terminal 0.00% - 0.00% (0.16) 72.63% (10.11) -0.25% (10.27)
Private Limited
(subsidiary till December
31, 2019)
Total Adani Fuels 0.00% - 0.00% - 0.00% - 0.00% -
Marketing Private
Limited (subsidiary till
December 31, 2019)
Foreign
Abbot Point Operations -0.01% (3.34) 0.16% 6.36 0.00% - 0.16% 6.36
Pty Limited
Abbot Point Bulkcoal 0.18% 68.87 0.95% 38.77 0.00% - 0.95% 38.77
Pty Limited
Adani Mundra Port Pte. 0.00% (0.06) 0.00% (0.04) 0.00% - 0.00% (0.04)
Limited
Adani Abbot Port Pte. 0.00% (0.06) 0.00% (0.04) 0.00% - 0.00% (0.04)
Limited
Adani International -0.04% (14.21) -0.30% (12.13) 0.00% - -0.30% (12.13)
Terminals Pte Limited
Adani Mundra Port 0.00% (0.04) 0.00% (0.05) 0.00% - 0.00% (0.05)
Holding Pte Limited
Adani Bangladesh Ports 0.00% 0.46 0.00% - 0.00% - 0.00% -
Private Limited
Adani Yangon 1.30% 495.06 0.00% - 0.00% - 0.00% -
International Terminal
Company Limited
Bowen Rail Operations 0.00% 0.02 0.00% (0.02) 0.00% - 0.00% (0.02)
Pte Limited
Bowen Rail Company 0.00% 0.01 0.00% - 0.00% - 0.00% -
Pty Limited


Income Income
Non-controlling interest -0.58% (219.59) -0.52% (21.40) -3.16% 0.44 -0.51% (20.96)
Joint Venture Entities
Indian
Adani International 0.20% 77.86 -3.37% (138.06) 0.72% (0.10) -3.38% (138.16)
Container Terminal
Private Limited
Adani CMA Mundra -0.21% (80.67) -1.20% (49.13) 0.43% (0.06) -1.20% (49.19)
Adani NYK Auto 0.01% 2.64 -0.01% (0.36) 0.00% - -0.01% (0.36)
Logistics Solutions
Private Limited
Adani Total Private 0.97% 369.34 -0.09% (3.56) 0.00% - -0.09% (3.56)
Limited
Dhamra LNG Terminal 1.13% 431.87 -0.01% (0.41) 87.07% (12.12) -0.31% (12.53)
Private Limited
Total Adani Fuels 0.00% 0.02 0.00% -* 0.00% - 0.00% -
Marketing Private
Limited
Sub total 100% 38,105.43 100% 4,101.56 100% (13.92) 100% 4,087.64
CFS Adjustments and (12,481.94) (338.43) 50.98 (287.45)
Eliminations
Total 100% 25,623.49 100% 3,763.13 100% 37.06 100% 3,800.19

41 The Company had entered into preliminary 43 The management has carried out detailed cash
agreement dated September 30, 2014 with a party flow projections over the period of the concession
for development and maintenance of Liquefied agreement in determining the recoverable
Natural Gas (“LNG”) terminal infrastructure value of the Property, Plant and Equipment
facilities at Mundra (“the LNG Project”). and Intangible Assets comprising of service
concession rights in accordance with Ind AS 36,
During the previous year ended March 31, 2020,
Impairment of Assets in case of Adani Kandla Bulk
due to the disputes between the Company and
Terminal Private Limited (“AKBTPL”) amounting to
Customer with respect to construction, operation
H737.02 crore and Adani Murmugao Port Terminal
and maintenance of the LNG Project, Interim
Private Limited (“AMPTPL”) amounting to H305.60
Settlement and Arbitration Agreement dated
crore. AKBTPL has received relaxation in the form
December 24, 2019 was executed. Pursuant
of rationalisation on revenue share on storage
thereto, H666 crore has been received and
income from the authorities in accordance with
arbitration has been invoked by the Company. On
guidelines from Ministry of Shipping (“MoS”).
July 08, 2020, the Company has filed its claim
AMPTPL has received relief in terms of rationalised
before Arbitral Tribunal. On October 07, 2020,
tariff on storage charges from authorities for
the customer has also filed counter claim before
financial year 2019-20. In developing cash flow
Arbitral Tribunal. Pending further developments,
projections, the management has considered
no revenue or expenses have been recorded till
the benefit arising from the relaxation received
March 31, 2021.
/ expected to be received from the authorities
in form of rationalisation of revenue share from
42 a) Adani Vizag Coal Terminal Private Limited storage income in accordance with guidelines
(“AVCTPL”), a subsidiary of the Company is
issued by Ministry Of Shipping in Financial
engaged in Port services under concession
Year 2019-20. The Management has made
from one of the port trust authorities of
various estimates relating to cargo traffic, port
the Government of India. During the year,
tariffs, inflation, discount rates, revenue share,
on October 03, 2020, AVCTPL had received
COVID-19 impact on income etc. which are
the consultation notice for shortfall in
reasonable over the entire concession period.
Minimum Guarantee Cargo (MGC) from
On a careful evaluation of the aforesaid factors,
Visakhapatnam Port Trust (“VPT”). In
the Management of the Company has concluded
response to the said letter, AVCTPL contested
that the recoverable amount of Property, Plant
the said consultation notice on the grounds
and Equipment and Intangible Assets is higher
that the consultation notice is not valid since
than their carrying amounts as at March 31, 2021.
notified force majeure event due to COVID-19
Hence, no provision for impairment is considered
pandemic was still under continuances. Also
necessary at this stage. The eventual outcome
since the force majeure event has exceeded
of the impact of the global health pandemic as
120 days, AVCTPL has initiated termination
well as the actual cargo traffic and port tariffs,
on mutual consent as per right under the
considering the long period, may be different
concession agreement. VPT has also issued
from those estimated as on the date of approval
the counter termination and the matter is
of these financial statements.
under arbitration.
(b) During the previous year, Adani Murmugao 44 During the previous year, on fulfilment of condition
Port Terminal Private Limited (“AMPTPL”) had precedent of the agreement dated April 29, 2019
provided H58.63 crore as provision for revenue between Total Holdings SAS and the Group; the
share on deemed storage income based on Group has recorded fair value gain of H434.30
our best estimates, pending conclusion of crore, arising from infrastructure development
AMPTPL’s arbitration with Murmugao Port of Port and LNG infrastructure at Dhamra, from
Trust (”MPT”) for recovery of revenue share on erstwhile subsidiary Dhamra LNG Terminal Private
deemed storage income. The same is shown Limited.
under exceptional item in the previous year
ended March 31, 2020.


45 Impairment testing of Goodwill

Goodwill acquired through acquisitions and business combinations pertains to following Cash Generating Units
(CGUs).
H In crore
Particulars As at As at
March 31, 2021 March 31, 2020
The Dhamra Port Company Limited 2,559.31 2,559.31
Adani Kandla Bulk Terminal Private Limited 0.06 0.06
Abbot Point Bulkcoal Pty Limited 2.24 1.85
The Adani Harbour Services Private Limited 20.53 20.53
Adani Petronet (Dahej) Port Private Limited 0.22 0.22
Adani Logistics Limited 2.71 2.71
Adinath Polyfills Private Limited 37.42 37.42
Marine Infrastructure Developer Private Limited 143.26 143.26
Adani Agri Logistics Limited and its subsidiaries 455.84 455.84
Dermot Infracon Private Limited 0.02 0.02
Adani Logistics Services Private Limited and its subsidiaries 20.17 20.17
Adani Krishnapatnam Port Limited and its subsidiaries (refer note 38 (i)) 749.79 -
Goodwill relating to Merger of Adani Port Limited 44.86 44.86
Total 4,036.43 3,286.25
Notes:
The goodwill is tested for impairment annually and as at March 31, 2021, the goodwill was not impaired.
The recoverable amounts of the CGUs are determined from value-in-use calculations. The key assumptions
for the value-in-use calculations are those regarding the discount rates, growth rates and expected changes
to direct costs during the year. Management estimates discount rates using pre-tax rates that reflect current
market assessments of the time value of money. The growth rates are based on management’s forecasts.
Changes in selling prices and direct costs are based on past practices and expectations of future changes in
the market.
The Group prepares its forecasts based on the most recent financial budgets approved by management with
projected revenue growth rates ranging from 5% to 20%.
The rates used to discount the forecasts is 9% to 13.5%.p.a.
Management believes that any reasonable possible change in any of these assumptions would not cause the
carrying amount H4,036.43 crore (net of DTL H3,257.97 crore) to exceed its recoverable amount.

46 Adani Vizhinjam Port Private Limited (“AVPPL”) which has to be agreed with authorities and
was awarded Concession Agreement (“CA”) during the year, AVPPL received acknowledgment
dated August 17, 2015 by Government of Kerala on achievement of Milestone III as per the terms
for development of Vizhinjam International of the CA from the Authorities on November 30,
Deepwater Multipurpose Seaport (“Project”). 2020. The Ministry of Environment & Forests
In terms of the CA the scheduled Commercial (MoEF) has also extended validity of the
Operation Date (“COD”) of the Project was Environmental Clearance from January 2019
December 03, 2019 extendable to August 30, 2020 to January 2024 on the proposal of VISL. As
with certain conditions. As at reporting date, the per management commitment to develop the
Project development is still in progress although project, on February 02, 2021, AVPPL has availed
COD date is past due in terms of CA. During the additional Equity Funding of H697.04 crore from
current year and earlier years, AVPPL has made Adani Ports and Special Economic Zone Limited
several representations to Vizhinjam International (“APSEZ”) to meet the requirement of Equity
Sea Port Limited (“VISL”, the Implementing Agency Funding as per the Approved Financial Package
on behalf of the Government) and Department of and on February 08, 2021 AVPPL has also availed
Ports, Government of Kerala in respect difficulties term loan disbursement from Bank of H500 crore
faced by AVPPL including reasons attributable to for funding for the Project development. Based
the government authorities and Force Majeure on the above developments and on the basis
events such as Ockhi Cyclone, High Waves, of favorable legal opinion from the external
National Green Tribunal Order and COVID 19 legal counsel in respect of likely outcome of
pandemic etc. which led to delay in development the arbitration proceedings, the management
of the project and AVPPL not achieving COD. believes there will not be any significant financial
impact of the disputes which is required to be
Considering the above reasons and authorities’ considered in the financial statements for the
rights to terminate the CA on completion of year ended March 31, 2021.
extendable COD date, AVPPL issued a Notice of
Disputes to Secretary and Principle Secretary of 47 Pursuant to BOO agreement with Food Corporation
Ports, Government of Kerala under Clause 45.1 of India (FCI), the subsidiary company Adani Agri
of the CA on July 26, 2020 followed by a Notice Logistics Limited (“AALL”) developed a Field Depot
of Conciliation on August 04, 2020 under Clause at Bandel, District Hooghly in the state of West
45.2 of the CA. On November 07, 2020, AVPPL Bengal (“Hooghly depot”) with storage capacity of
issued a Notice of Arbitration in terms of Clause 25,000 MT. For this purpose, AALL had entered
45.3 of the CA which led to commencement of the into a lease agreement for land with Eastern
arbitration proceedings through appointment of Railways. The land was taken on lease from
the nominee arbitrator on behalf of the Authorities Eastern Railway for an initial period of four years
and presiding arbitrator respectively on the with the anticipation that it would be renewed
matter w.e.f. February 05, 2021 and February 25, periodically. The AALL constructed warehousing
2021 respectively. The first procedural hearing on facility (‘Silos’) along with Railway Siding on
the arbitration matters held on March 13, 2021 this leasehold land and started movement and
wherein terms of arbitration and course of action distribution of food grains on behalf of FCI at this
has been discussed and agreed between the location.
parties and the matter is presently sub judice.
After completion of four years of lease agreement,
As at reporting date, pending resolution of the AALL approached Eastern Railways for
disputes with the VISL authorities and arbitration renewal of lease period. In the meantime, Eastern
proceedings in progress, the Government Railway kept on giving permission to handle
Authorities continue to have right to take certain rakes and the operations in Bandel continued till
adverse action including termination of the 2014. However, Eastern Railways did not renew
Concession Agreement and levying liquidated lease agreement by citing a cabinet note which
damages at a rate of 0.1% of the amount of barred permanent construction of a commercial
performance security for each day of delay in establishment on railway land. Consequently, it
project completion in terms of the CA. stopped rake movement of the AALL in March
The management represent that the project 2014. As the AALL was unable to transport
development is progress with revised timelines food grains at this depot, FCI stopped making


payment of revenues for this depot. Considering be resolved as both FCI and Eastern Railway have
the uncertainty involved in ultimate recovery, the agreed to the mutually arrived at solution for
AALL had not recognized revenues for the year serving procurement, storage and distribution of
ended March 31, 2021. Similarly, such charges food grains into Public Distribution System and
do not form part of any other disclosure of notes other welfare schemes of the Govt. of India under
forming part of consolidated financial statements. National Food Security Act.
In order to resolve the issue and get the lease Current Status:- In order to fulfill Railway’s
agreement renewed, the AALL had filed a writ condition of transfer of ownership from AALL
petition before Kolkata High Court on 15.12.2016. to FCI, a Sale Agreement was drafted jointly by
The High Court, vide its order dated 04.01.2017, FCI and FCI, wherein it was proposed that AALL
had asked Eastern Railways to resolve the matter will sell the assets situated in Bandel to FCI
amicably. However, Eastern Railways did not at a notional value of H1, so that FCI becomes
renew lease period again and therefore, the AALL owner of the depot and Railway could grant
had filed second writ petition before Kolkata High the land lease to FCI. AALL will operate the
Court on April 24, 2017. unit on the same terms & conditions that were
stipulated in the original Service Agreement.
While the matter was pending with Kolkata
The said Sale Agreement is under process in
High Court, the AALL approached Ministry of
FCI and Railway. The Company expects that the
Consumer Affairs, Food & Public Distribution, GOI
matter would be resolved positively and Bandel
and requested them to take up the matter with
depot will get operational in due course of time.
Ministry of Railway, whereby Railway could lease
Consequent to suspension of operations in
out the land with structures/ assets to FCI as
Bandel (Hooghly), FCI had unilaterally decided
there is a policy in Railway that permits leasing
to reduce the Guaranteed Tonnage in Kaithal (2
out Railway land to a Government entity/ PSU.
lakh MT) in proportion to Guarantee Tonnage of
Accordingly, Minister of Consumer Affairs, Food &
Hooghly (66700 MT). The Company will take up
Public Distribution took up the matter with the
the matter with FCI or refer it to Arbitration after
Minister of Railway, who got the matter examined
the Bandel depot gets operationalized.
in Railway Board and issued directions that the
land can be given on lease to FCI on long term
basis provided AALL clears all the dues towards
48 The subsidiary company Adani Agri Logistics
Limited (“AALL”) had entered into an Agreement
Eastern Railway and FCI takes over the ownership
with FCI on 28.06.2005 for a concession period of
of Bandel depot.
20 years from “Operations Date”, whereby it was
As a result of these directions and discussion supposed to develop Silo Terminals with Railway
with Railway, the AALL had withdrawn the writ Sidings on BOO basis and procure specialized
petition against Eastern Railway and cleared all Rail wagons within 3 years. AALL installed and
dues towards them. The AALL has also submitted commissioned two largest units i.e., Moga (Punjab)
its consent to transfer the ownership of Bandel and Kaithal (Haryana) having Silos of 200000 MT
depot to FCI so as to clear the way to resume the capacity each within a period of 2 years in 2007
operations at Bandel. i.e., much before the deadline of 3 years and put
to the service of FCI. Subsequent units of Navi
Consequent to suspension of operations in Bandel
Mumbai, Hooghly, Chennai, Coimbatore and
(Hooghly), FCI had unilaterally decided to reduce
Bangalore were commissioned in 2008 & 2009.
the Guaranteed Tonnage in Kaithal (2 lakh MT)
For the delay in execution of these units, AALL
in proportion to Guarantee Tonnage of Hooghly
had duly paid liquidated damages to FCI as per
(66700 MT). The AALL is in discussion on the
the contract terms. One of the obligations to be
matter with FCI to resolve it amicably. In case no
fulfilled by AALL was to provide certain number
resolution is arrived at, the AALL will seek remedy
of specialized wagons (i.e., Rakes) to facilitate
in the Arbitration on this particular matter.
the bulk movement of food grain stocks from
The process of leasing out the land by producing areas of Moga and Kaithal to the
Eastern Railway to FCI is in progress. FCI has consuming areas. Since this was a pilot project
communicated with Railway in this regard. Formal and specialized wagons were being introduced
meetings have also taken place between FCI and for the first time in India, number of rakes
Railway. The AALL expects that the matter would required for the project remained a debatable

issue between RITES (the consultants) and rules thereof for quantifying the financial impact
Railway Board. The AALL initially procured 260 have not been notified. The Group will assess the
wagons i.e., 5 rakes. However, FCI insisted for 364 impact of the Codes when the rules are notified
wagons i.e., 7 rakes. Eventually, AALL procured and will record any related impact in the period
104 more wagons i.e., two more rakes to make the Codes become effective.
total of 7 rakes on 28.09.2013. Meanwhile, AALL
continued serving FCI to the full capacity during
50 a) On March 03, 2021, the board of directors
have approved the Composite Scheme
this period. As per contract, FCI was supposed to
of Arrangement between the Company
give Annual Guaranteed Tonnage (AGT) and WPI
and Brahmi Tracks Management Services
based escalation in service charges. Since FCI
Private Limited (“Brahmi”) and Adani Tracks
considered 28.09.2013 as the actual “Operations
Management Services Private Limited (“Adani
date” when the project was 100% complete, they
Tracks”) and Sarguja Rail Corridor Private
did not give WPI escalation to AALL for the period
Limited (“Sarguja”) and their respective
from 2007 till 28.09.2013. FCI also did not give
shareholders and creditors (the ‘Scheme’)
Guaranteed Tonnage for this period. FCI kept this
under Section 230 to 232 and other applicable
period on Actual Utilization Basis (AUB). Also, FCI
provisions of the Companies Act, 2013 and
kept the 20 years’ Concession Period from 2007
the Rules framed thereunder (“the Act”).
till 2027. As per Agreement terms, the AGT will
The said Scheme is effective upon approval
be reduced from 100% to 75% from 11th year of
of shareholders, creditors, Hon’ble National
operations. Since FCI considered 2007 as first
Company Law Tribunal and other regulatory
year of operations, the AGT was reduced to 75%
and statutory approvals as applicable.
from 2017 i.e., 11th year of operations. After a
series of deliberations and consultations with FCI, b) On March 03, 2021, the Group has announced
the matter was referred to Arbitration Tribunal, that it will be acquiring stake of 31.50%
which is currently ongoing. AALL has prayed as in Gangavaram Port Limited (“GPL”) from
follows: existing shareholder of GPL subject to
necessary regulatory approvals. The Group
a) FCI should pay WPI based escalation from 2007
has completed acquisition of 31.50% equity
as AALL had been providing uninterrupted
stake of GPL on April 16, 2021. On March 13,
services to FCI since beginning. WPI is kept to
2021, the Group has announced that it will be
absorb inflation irrespective of the fact that
acquiring controlling stake of 58.10% in GPL
the unit was on AGT or AUB.
from existing shareholders of GPL subject to
b) Alternatively, if FCI considers 28.09.2013 as necessary regulatory approvals.
“Operations Date”, the 20 years’ Concession
Period should be fixed from 2013 till 2033. 51 Company’s subsidiary in Myanmar has signed a
contract for setting up a greenfield project i.e.
Accordingly, the matter is being heard by the
an International Container Terminal, in Yangon,
Arbitration Panel comprising of three Arbitrators.
Myanmar in May 2019 and has invested USD 127
Arbitral Award is likely to be pronounced this year.
million on the project upto March 31, 2021. The
Current status - Company continues to estimate the feasibility of
this project to be viable. However, in light of the
1. Arguments from the Claimant i.e., AALL have
Military coup in Myanmar and sanctions imposed
been heard by the Tribunal in consecutive
by the United States on Myanmar Economic
hearings concluded on March 09, 2021.
Corporation, the Company has obtained US
2. Arguments from Respondent i.e., FCI shall based counsel’s view on its legal compliance
begin on April 14, 2021 and will last till April position (which confirms that there is no legal
17, 2021. non-compliance) and is proactively approaching
the Office of Foreign Assets Control (OFAC) of
3. The adjudication is expected by July 31, 2021.
US Department of Treasury operations, to make
sure that it is not in violation of the sanctions due
49 The Code on Wages, 2019 and Code of Social to the recent developments. Company is also in
Security, 2020 (“the Codes”) relating to employee
touch with Indian embassy in Myanmar to ensure
compensation and post-employment benefits
safety of the employees.
that received Presidential assent and the related


52 The Group’s management has made assessment 54 Events occurred after the Balance Sheet
of likely impact from the COVID-19 pandemic on Date
business and financial risks based on internal and
i) The Group has entered into share purchase
external sources. The Group has also considered
agreement on April 4, 2021 to acquire balance
the possible effects of COVID-19 on the carrying
25% equity stake of the Adani Krishnapatnam
amounts of its financial and non-financial assets
Port Limited from its erstwhile promoters.
and debt covenants using reasonably available
information, estimates and judgments and has ii) The Group has completed acquisition of
determined that none of these balances require 31.50% equity stake of Gangavaram Port
a material adjustment to their carrying values. Limited on April 16, 2021.
Further, the management does not see any
iii) On April 19, 2021, the Company has allotted
medium to long term risks in the ability of the Group
1,00,00,000 equity shares having face value
to meet its liabilities as and when they fall due.
of H2 each on preferential basis to Windy
Other Expenses for the year ended March 31,
Lakeside Investment Limited at an issue price
2021 includes contributions of H80 crore towards
of H800 per share (including premium of H798
COVID-19 pandemic.
per share).
53 Standards issued but not effective: iv) The Board of Directors of the Company has
recommended Equity dividend of H5 per equity
As at the date of issue of financial statements,
share (previous year H Nil) on 2,041,751,761
there are no new standards or amendments
equity shares.
which have been notified by the MCA but not yet
adopted by the Group. Hence, the disclosure is
not applicable.

DIN : 00006273 DIN : 00006322

DIN: 03088095
Kamlesh Bhagia
Company Secretary
Place : Ahmedabad
Date : May 04, 2021

FORM - AOC - 1
Salient features of the financial statement of Subsidiaries / Joint Ventures Pursuant to Section 129(3) of the Companies Act, 2013
read with Rule 5 of The Companies (Accounts) Rules, 2014
PART “A” :- Subsidiaries

H in crore, Foreign Currencies in Million
No Name of Subsidiaries Reporting Reporting Share Reserve Total Total Investments Turnover Profit/ Profit/ Other Total Proposed % of
Period Currency Capital & Assets Liabilities Other than (loss) (loss) Comprehensive Comprehensive Dividend Shareholding
Surplus Subsidiaries before after Income Income
taxation taxation
1 The Adani Harbour Services 2020-21 INR 57.69 4,648.43 4,955.27 249.14 - 1,407.67 1,432.25 1,370.24 0.04 1,370.29 - 100%
Limited
2 Adani Hazira Port Limited 2020-21 INR 715.47 2,839.25 5,748.14 2,193.42 - 1,287.28 827.53 802.42 0.17 802.60 - 100%
3 Adani Logistics Limited 2020-21 INR 655.00 5,468.07 6,600.98 477.91 347.08 655.49 137.22 110.66 (20.45) 90.22 - 100%
4 The Dhamra Port Company 2020-21 INR 1,148.00 4,145.65 7,623.22 2,329.57 - 1,489.18 476.29 392.32 0.06 392.38 - 100%
Limited
5 Adani Petronet Dahej Port 2020-21 INR 346.15 614.44 1,074.57 113.98 20.78 292.31 88.31 86.81 (1.57) 85.24 - 74%
Private Limited
6 Shanti Sagar International 2020-21 INR 135.05 714.88 1,461.08 611.15 - 754.42 490.60 489.47 (0.05) 489.42 - 100%
Dredging Limited
7 Adani Murmugao Port 2020-21 INR 115.89 (375.74) 428.43 688.28 - 95.73 (39.89) (39.89) 0.04 (39.85) - 100%
8 Adani Vizag Coal Terminal 2020-21 INR 101.28 (357.73) 238.96 495.41 - 5.89 (38.32) (38.32) 0.01 (38.31) - 100%
Private Limited

9 Adani Warehousing Services 2020-21 INR 0.05 3.14 14.06 10.87 - 21.29 (1.27) (1.27) - (1.27) - 100%
Private Limited
10 Adani Hospitals Mundra 2020-21 INR 0.30 3.00 5.07 1.77 - 7.14 (0.74) (0.73) 0.02 (0.72) - 100%
Private Limited
11 Mundra International Airport 2020-21 INR 3.50 0.47 5.27 1.30 - 1.59 (1.56) (1.56) - (1.56) - 100%
Private Limited
12 Mundra Sez Textile And 2020-21 INR 4.91 (37.07) 44.52 76.69 - 5.40 (3.79) (3.79) - (3.79) - 55%
Apparel Park Private Limited
13 Adinath Polyfills Private 2020-21 INR 0.12 (1.63) 1.26 2.77 - - (0.08) (0.08) - (0.08) - 100%
Limited
14 MPSEZ Utilities Limited 2020-21 INR 13.14 106.75 179.05 59.17 - 203.32 24.10 22.90 0.02 22.92 - 100%
15 Adani Ennore Container 2020-21 INR 192.00 185.06 877.22 500.16 0.01 89.40 (55.04) (55.04) (0.03) (55.08) - 100%
16 Adani Vizhinjam Port Private 2020-21 INR 897.00 (30.45) 3,248.59 2,382.04 212.73 - (8.01) (8.01) - (8.01) - 100%
Limited
17 Adani Kattupalli Port Limited 2020-21 INR 0.05 22.74 52.12 29.34 - 16.07 2.50 1.72 - 1.72 - 100%
18 Karnavati Aviation Private 2020-21 INR 45.00 134.44 254.16 74.72 - 57.39 6.77 6.77 -* 6.77 - 100%
Limited
19 Hazira Infrastructure Limited 2020-21 INR 24.20 2.37 758.69 732.12 - - 0.92 0.68 - 0.68 - 100%
20 Mundra International 2020-21 INR 0.05 (0.02) 0.03 -* - - -* -* - -* - 100%
Gateway Terminal Private
Limited
21 Mundra Crude Oil Terminal 2020-21 INR 0.05 (0.01) 0.04 -* - - -* -* - -* - 100%
Private Limited
FORM - AOC - 1

taxation taxation
22 Marine Infrastructure 2020-21 INR 400.00 1,661.99 2,423.29 361.30 0.01 214.45 62.07 42.05 (0.30) 41.75 - 97%
Developer Private Limited
23 Blue Star Realtors Private 2020-21 INR 6.91 233.75 240.74 0.08 - - (0.20) (0.20) - (0.20) - 100%
Limited
24 Madurai Infrastructure 2020-21 INR 0.05 228.65 228.72 0.01 - - 0.01 0.01 - 0.01 - 100%
Private Limited
25 Dholera Port And Special 2020-21 INR 1.61 (5.00) 0.17 3.55 - - (0.30) (0.30) - (0.30) - 100%
26 Adani Kandla Bulk Terminal 2020-21 INR 120.05 (399.85) 838.38 1,118.17 - 170.11 (78.26) (78.26) 0.02 (78.24) - 100%
Private Limited
27 Dholera Infrastructure Private 2020-21 INR 0.01 (4.07) 0.08 4.14 - - (0.35) (0.35) - (0.35) - 100%
Limited
28 Adani Agri Logistics Limited 2020-21 INR 99.83 406.00 752.29 246.46 - 80.02 (0.49) (2.84) 0.08 (2.76) - 100%
29 Adani Agri Logistics (MP) 2020-21 INR 1.00 (0.82) 15.91 15.73 - 1.43 (0.17) (0.17) -* (0.17) - 100%
Limited
30 Adani Agri Logistics (Harda) 2020-21 INR 1.00 0.54 16.01 14.48 - 1.01 0.15 0.15 -* 0.15 - 100%
Limited
31 Adani Agri Logistics 2020-21 INR 1.00 0.40 15.75 14.36 - 1.30 0.36 0.35 -* 0.35 - 100%
32 Adani Agri Logistics (Satna) 2020-21 INR 1.00 0.04 15.30 14.25 - 1.02 -* -* -* -* - 100%
Limited
33 Adani Agri Logistics (Ujjain) 2020-21 INR 1.00 3.02 12.55 8.53 - 1.36 0.23 0.22 0.01 0.23 - 100%
Corporate overview
Limited
34 Adani Agri Logistics (Dewas) 2020-21 INR 1.00 2.11 14.08 10.96 - 1.45 0.51 0.51 -* 0.51 - 100%
Limited
35 Adani Agri Logistics (Katihar) 2020-21 INR 1.00 (4.73) 60.21 63.93 - 17.55 (2.96) (3.01) - (3.01) - 100%
Limited
36 Adani Agri Logistics 2020-21 INR 1.00 2.49 22.85 19.36 - 0.75 0.39 0.35 -* 0.35 - 100%
(Kotkapura) Limited
37 Adani Agri Logistics (Kannauj) 2020-21 INR 1.00 35.70 49.12 12.41 - - 0.04 (0.01) - (0.01) - 100%
Statutory Reports
Limited
38 Adani Agri Logistics (Panipat) 2020-21 INR 1.00 (1.48) 67.83 68.32 - - (0.64) (0.64) - (0.64) - 100%
Limited
39 Adani Agri Logistics (Moga) 2020-21 INR 1.00 5.66 7.16 0.50 - - (0.04) (0.08) - (0.08) - 100%
Limited
40 Adani Agri Logistics (Mansa) 2020-21 INR 1.00 2.86 3.86 0.01 - - (0.02) (0.04) - (0.04) - 100%
Limited
41 Adani Agri Logistics 2020-21 INR 1.00 (0.95) 0.06 0.01 - - (1.03) (1.04) - (1.04) - 100%
(Bathinda) Limited

FORM - AOC - 1

taxation taxation
42 Adani Agri Logistics (Barnala) 2020-21 INR 1.00 6.71 7.71 0.01 - - (0.01) (0.06) - (0.06) - 100%
Limited
43 Adani Agri Logistics (Nakodar) 2020-21 INR 1.00 5.23 6.24 0.01 - - -* (0.04) - (0.04) - 100%
Limited
44 Adani Agri Logistics (Raman) 2020-21 INR 1.00 4.16 5.17 0.01 - - (0.07) (0.10) - (0.10) - 100%
Limited
45 Adani Agri Logistics (Dahod) 2020-21 INR 0.05 (0.07) -* 0.03 - - (2.72) (2.72) - (2.72) - 100%
Limited
46 Adani Agri Logistics (Borivali) 2020-21 INR 0.05 (0.06) -* 0.01 - - (0.16) (0.17) - (0.17) - 100%
Limited
47 Adani Agri Logistics 2020-21 INR 0.05 5.62 5.90 0.23 - 3.64 (0.04) (0.04) - (0.04) - 100%
(Dhamora) Limited

(Darbhanga) Limited
50 Dermot Infracon Private 2020-21 INR 0.01 135.92 135.96 0.04 - - (0.18) (0.18) - (0.18) - 100%
Limited
51 Dhamra Infrastructure Private 2020-21 INR 50.11 (20.27) 29.85 0.01 - - (0.07) (0.07) - (0.07) - 100%
Limited
52 Adani Tracks Management 2020-21 INR 0.05 -* 0.05 -* - - -* -* - -* - 100%
53 Adani Logistics Services 2020-21 INR 183.01 120.12 336.87 33.73 - 192.11 53.98 53.98 0.04 54.02 - 98.29%
Private Limited
54 Adani Noble Private Limited 2020-21 INR 0.05 19.11 19.22 0.06 - 0.63 (0.13) (0.13) - (0.13) - 98.29%
55 Adani Forwarding Agent 2020-21 INR 0.05 (0.05) 0.01 -* - - (0.01) (0.01) - (0.01) - 98.29%
Private Limited
56 Adani Cargo Logistics Private 2020-21 INR 0.96 0.20 1.17 -* - - (0.01) (0.01) - (0.01) - 98.29%
Limited
57 Adani Logistics Infrastructure 2020-21 INR 0.96 0.18 1.15 -* - - (0.01) (0.01) - (0.01) - 98.29%
Private Limited
58 Adani Pipelines Private 2020-21 INR 0.05 (0.01) 0.05 -* - - -* -* - -* - 100%
Limited
59 Adani Krishnapatnam Port October 1, INR 88.58 2,029.44 9,734.18 7,616.16 141.35 948.25 28.55 3.23 (43.02) (39.79) - 75%
Limited 2020 to
March 31,
2021
60 Adani Krishnapatnam October 1, INR 0.01 13.72 34.62 20.90 - 48.26 7.00 5.33 0.14 5.47 - 75%
Container Terminal Private 2020 to
Limited March 31,
2021
FORM - AOC - 1

taxation taxation
61 Adani KP Agriwarehousing October 1, INR 0.10 18.67 28.25 9.49 - - (0.88) (0.88) - (0.88) - 48%
Private Limited 2020 to
March 31,
2021
62 Dighi Port Limited February INR 1.00 56.58 769.75 712.16 - 1.24 (11.73) (11.73) - (11.73) - 100%
15,
2021 to
March 31,
2021
63 Sulochana Pedestal Private March 31, INR 401.00 (2.13) 400.12 1.24 - - - - - - - 100%
Limited 2021 to
March 31,
2021
64 NRC Limited March 31, INR 10.00 (171.44) 325.12 486.56 - - - - - - - 100%
2021 to
March 31,
2021
65 Shankheshwar Buildwell March INR 10.01 259.25 269.38 0.13 - - - - - - - 100%
Private Limited 30,
2021 to
March 31,
2021
66 Aqua Desilting Private February INR - - - - - - - - - - - 100%
Corporate overview
Limited 19,
2021 to
March 31,
2021
67 Abbot Point Operations Pty 2020-21 INR 0.56 87.87 290.97 202.54 - 555.43 37.74 23.88 - 23.88 - 100%
Limited (Consolidated) AUD 0.10 15.77 52.24 36.36 - 104.47 7.10 4.49 - 4.49 -
68 Adani Mundra Port Pte. 2020-21 INR 0.01 (0.10) - 0.09 - - (0.03) (0.03) - (0.03) - 100%
Limited USD -* (0.01) - 0.01 - - -* -* - -* -
69 Adani Abbot Port Pte. Limited 2020-21 INR 0.01 (0.09) - 0.09 - - (0.03) (0.03) - (0.03) - 100%
Statutory Reports
USD -* (0.01) - 0.01 - - -* -* - -* -

70 Adani International Terminals 2020-21 INR 0.01 (43.98) 1,069.60 1,113.58 - - (28.19) (28.19) - (28.19) - 100%
Pte Limited USD -* (6.02) 146.30 152.32 - - (3.80) (3.80) - (3.80) -
71 Adani Mundra Port Holding 2020-21 INR 0.04 (4.37) 184.40 188.72 - 1.59 (4.35) (4.35) - (4.35) - 100%
Pte Limited USD 0.01 (0.60) 25.22 25.81 - 0.21 (0.59) (0.59) - (0.59) -
72 Adani Bangladesh Ports 2020-21 INR 0.48 0.26 13.44 12.69 - 1.87 0.59 0.30 - 0.30 - 100%
Private Limited BDT 5.53 3.04 155.24 146.66 - 21.54 6.79 3.45 - 3.45 -

FORM - AOC - 1

taxation taxation
73 Adani Yangon International 2020-21 INR 468.31 - 997.84 529.53 - - - - - - - 100%
Terminal Company Limited MMK 90,992.53 - 1,93,880.42 1,02,887.89 - - - - - - -
74 Bowen Rail Operations Pte 2020-21 INR 0.04 (0.06) 182.41 182.44 - - (0.06) (0.06) - (0.06) - 100%
Limited USD 0.01 (0.01) 24.95 24.95 - - (0.01) (0.01) - (0.01) -
75 Bowen Rail Company Pty 2020-21 INR 0.01 6.26 305.09 298.82 - - 8.53 5.97 - 5.97 - 100%
Limited AUD -* 1.12 54.77 53.65 - - 1.61 1.12 - 1.12 -
76 Adani Logistics International July 13 INR 0.03 (0.01) 0.03 0.01 - - (0.01) (0.01) - (0.01) - 100%
Pte Ltd 2020 to USD -* -* -* -* - - -* -* - -* - 100%
March 31,
2021
-* Figures being nullified on conversion to H in crore and foreign currency in Million
Notes:-

Names of subsidiaries which are yet to commence operations
- Hazira Infrastructure Limited - Adani Agri Logistics (Katihar) Limited

- Madurai Infrastructure Private Limited - Adani Agri Logistics (Kannauj) Limited
- Adani Vizhinjam Port Private Limited - Adani Agri Logistics (Panipat) Limited
- Dholera Port And Special Economic Zone Limited - Adani Agri Logistics (Raman) Limited
- Dholera Infrastructure Private Limited - Adani Agri Logistics (Nakodar) Limited
- Adani International Terminals Pte Limited - Adani Agri Logistics (Barnala) Limited
- Adani Mundra Port Pte. Limited - Adani Agri Logistics (Bathinda) Limited
- Adani Abbot Port Pte. Limited - Adani Agri Logistics (Mansa) Limited
- Blue Star Realtors Private Limited - Adani Agri Logistics (Moga) Limited
- Dermot Infracon Private Limited - Adani Agri Logistics (Borivali) Limited
- Mundra Crude Oil Terminal Private Limited - Adani Agri Logistics (Dahod) Limited
- Mundra International Gateway Terminal Private Limited - Adani Agri Logistics (Dhamora) Limited
- Adani Logistics International Pte Limited - Adani Agri Logistics (Samastipur) Limited
- Bowen Rail Operations Pte Limited - Adani Agri Logistics (Darbhanga) Limited
- Adani Tracks Management Services Private Limited - Adani Yangon International Terminal Company Limited
- Adani Cargo Logistics Private Limited - Bowen Rail Company Pty Limited
- Adani Logistics Infrastructure Private Limited - Adani Pipelines Private Limited
- Dhamra Infrastructure Private Limited - Adani Forwarding Agent Private Limited
- Sulochana Pedestal Private Limited - Aqua Desilting Private Limited
- Shankheshwar Buildwell Private Limited - NRC Limited
PART “B” :- Associates and Joint Ventures

Statement pursuant to Section 129(3) of the Companies Act, 2013 related to Joint Ventures
H in crore
Sr Name of Joint Latest Shares of Joint Ventures Extend of Description Reason Networth Profit /(Loss) for the year
No Venture Audited held by the company at holding of how why the attributable to
Balance year end” there is associate/ Shareholding
Sheet No of Amount of significant joint venture as per latest Amount Amount not
Date Shares Investment influence is not audited considered in considered in
in Joint consolidated Balance Sheet Consolidation Consolidation
Venture
1 Adani March 32,22,31,817 341.03 50% Note - (1) NA 283.61 - 205.70
International 31, 2021
Container
Terminal
Private Limited
2 Adani CMA March 5,93,78,278 63.86 50% Note - (1) NA (1.00) - 79.64
Mundra 31, 2021
Terminal
Private Limited
3 Adani NYK March 30,60,000 3.06 51% Note - (1) NA 2.08 (0.56) -
Auto Logistics 31, 2021
Solutions
Private Limited
4 Adani Total March 2,02,00,000 20.20 50% Note - (1) NA 346.51 (13.51) -
Private Limited 31, 2021
(Consolidated)
Note:-
(1) There is significant influence/joint control due to percentage (%) of Share holding.
(2) As on March 31, 2020, Adani Logistics Limited (“ALL”), a wholly owned subsidiary of Adani Ports and Special
Economic Zone Limited (“APSEZL”) held 26% shareholding in Snowman Logistics Limited (“Snowman”) and
was accounted as Associate. During the year, Snowman ceased to be an associate entity of the Group and
the balance investments in Snowman was accounted for at FVTOCI in accordance with the applicable
Accounting Standards. ALL disposed off entire shareholding in Snowman and transferred FVTOCI balance
to retained earnings.
(3) On February 15, 2021, the Group has completed the acquisition of Dighi Port Limited (“DPL”) under the
Corporate Insolvency Resolution Plan (“CIRP”) and consequently DPL”s Joint Venture entity Dighi Roha
Rail Limited became joint venture entity of the Group and accounted the same as an investment in Joint
Venture. The Group has not considered any share of profit/ loss for the period as the amount is immaterial.

DIN : 00006273 DIN : 00006322

DIN: 03088095
Kamlesh Bhagia
Company Secretary
Place : Ahmedabad
Date : 04 May, 2021

Notice
NOTICE is hereby given that the 22nd Annual General Meeting of Adani Ports and Special Economic Zone Limited
will be held on Monday, July 12, 2021 at 10:00 a.m. through Video Conferencing/ Other Audio Visual Means to
transact the following businesses:
Ordinary Business: 6. To consider and if thought fit, to pass with or

1. To receive, consider and adopt the audited without modification(s), the following resolution
financial statements (including audited as an Ordinary Resolution:
consolidated financial statements) for the “RESOLVED THAT Mrs. Avantika Singh Aulakh,
financial year ended on March 31, 2021 and the IAS (DIN: 07549438), who was appointed as an
Reports of the Board of Directors and Auditors Additional Director of the Company by the Board
thereon. of Directors w.e.f September 15, 2020 pursuant
2. To declare Final Dividend on Equity Shares for the to the provisions of Section 161 of the Companies
financial year 2020-21. Act, 2013 (“Act”) and Articles of Association of
the Company and who holds office upto the date
3. To declare Dividend on Preference Shares for the of this Annual General Meeting and in respect
financial year 2020-21. of whom the Company has received a notice
in writing under Section 160 of the Act from
4. To appoint a Director in place of Dr. Malay
a member proposing her candidature for the
Mahadevia (DIN: 00064110), who retires by
office of Director, be and is hereby appointed
rotation and being eligible, offers himself for re-
as a Director of the Company liable to retire by
appointment.
rotation.”
Special Business: 7. To consider and if thought fit, to pass with or
5. To consider and if thought fit, to pass with or without modification(s), the following resolution
without modification(s), the following resolution as a Special Resolution:
as an Ordinary Resolution:
“RESOLVED THAT in supersession of the resolution
“RESOLVED THAT pursuant to the provisions of passed by the members at the Annual General
Sections 149, 152 and other applicable provisions, Meeting held on August 11, 2015 and pursuant
if any, of the Companies Act, 2013 (“Act”) and to the provisions of Section 180(1)(c) and other
the rules made thereunder, read with Schedule applicable provisions, if any, of the Companies
IV of the Act and SEBI (Listing Obligations and Act, 2013 (“Act”) read with rules made thereunder
Disclosure Requirements) Regulations, 2015, as (including any statutory modification(s) or re-
amended from time to time, Mr. P. S. Jayakumar enactment thereof for the time being in force),
(DIN: 01173236), who was appointed as an consent of the members of the Company, be and
Additional Director of the Company by the Board is hereby accorded to the Board of Directors of the
of Directors w.e.f July 23, 2020 pursuant to the Company (hereinafter referred to as “Board” which
provisions of Section 161 of the Act and Articles of term shall include any committee thereof for the
Association of the Company and who holds office time being exercising the powers conferred on
upto the date of this Annual General Meeting and the Board by this resolution) to borrow by way of
in respect of whom the Company has received a loan/debentures (whether secured or unsecured)
notice in writing under Section 160 of the Act / bonds / deposits / fund based / non-fund based
from a member proposing his candidature for the limits/ guarantee for the purpose of the business
office of Director, be and is hereby appointed as an of the Company any sum or sums of money either
Independent Director of the Company, not liable in Indian or Foreign Currency from time to time
to retire by rotation, for a term of five consecutive from any Bank(s) or any Financial Institution(s) or
years commencing w.e.f July 23, 2020.” any other Institution(s), firm(s), body corporate(s),
or other person(s) or from any other source in

Notice
India or outside India whomsoever in addition to “RESOLVED THAT pursuant to the provisions of
the temporary loans obtained from the Company’s Section 143(8) and other applicable provisions, if
Banker(s) in the ordinary course of business any, of the Companies Act, 2013 (“Act”) and the
provided that the sum or sums so borrowed under rules made thereunder, as amended from time
this resolution and remaining outstanding at any to time, the Board of Directors be and is hereby
time shall not exceed in the aggregate H50,000 authorized to appoint Branch Auditors of any
crore (Rupees Fifty Thousand crore Only).” branch office of the Company, whether existing
or which may be opened hereafter, outside India,
“RESOLVED FURTHER THAT the Board be and is
in consultation with the Company’s Statutory
hereby authorised to take all such steps as may
Auditors, any person(s)/ firm(s) qualified to act
be deemed necessary, proper or expedient to give
as Branch Auditor in terms of the provisions
effect to this resolution.”
of Section 143(8) of the Act and to fix their
8. To consider and if thought fit, to pass with or remuneration.”
without modification(s), the following resolution
as an Ordinary Resolution:
By order of the Board of Directors
Place: Ahmedabad Kamlesh Bhagia

Date: May 4, 2021 Company Secretary
Registered Office:
“Adani Corporate House”,
Shantigram, Near Vaishno Devi Circle,
Ahmedabad - 382421,
Gujarat, India
CIN: L63090GJ1998PLC034182

Notes: to deduct tax at source from dividend payable
1. In view of resurgence of the COVID-19 pandemic, to shareholders at the prescribed rates. For
social distancing is a norm to be followed, the the prescribed rates for various categories,
Government of India, Ministry of Corporate Affairs please refer to the Finance Act, 2020 and the
(“MCA”) allowed conducting Annual General amendments thereof. The shareholders are
Meeting (“AGM”) through Video Conferencing requested to update their PAN with the Depository
(“VC”) or Other Audio Visual Means (“OAVM”) and Participant (if shares are held in electronic form)
dispended with the personal presence of the and Company/Registrar & Transfer Agent (“R & T
members at the meeting. Accordingly, the Ministry Agent”) (if shares are held in physical form).
of Corporate Affairs vide its Circular No. 14/2020 A resident individual shareholder with PAN and
dated April 8, 2020, Circular No. 17/2020 dated who is not liable to pay income tax can submit a
April 13, 2020 and Circular No. 20/2020 dated yearly declaration in Form No. 15G / 15H, to avail
May 5, 2020, Circular No. 02/2021 dated January the benefit of non-deduction of tax at source by
13, 2021 and Securities and Exchange Board e-mail to [email protected] by June
of India (“SEBI”) vide its Circulars No. SEBI/HO/ 30, 2021. Shareholders are requested to note that
CFD/CMD1/CIR/P/2020/79 dated May 12, 2020 in case their PAN is not registered, the tax will be
and SEBI/HO/CFD/CMD2/CIR/P/2021/11 dated deducted at higher rate of 20%.
January 15, 2021 (hereinafter collectively referred
to as the “Circulars”) prescribed the procedures Non-resident shareholders [including Foreign
and manner of conducting the AGM through VC/ Institutional Investors (FIIs) / Foreign Portfolio
OVAM. In terms of the said Circulars, the 22nd Investors (FPIs)] can avail beneficial rates under
AGM of the members of the Company be held tax treaty between India and their country of
through VC/OAVM. Hence, members can attend tax residence, subject to providing necessary
and participate in the AGM through VC/OAVM documents i.e. No Permanent Establishment and
only. The detailed procedure for participation in Beneficial Ownership Declaration, Tax Residency
the meeting through VC/OAVM is as per note no. Certificate, Form 10F, any other document which
20 and available on the Company’s website www. may be required to avail the tax treaty benefits.
adaniports.com. For this purpose the shareholder may submit the
above documents (PDF / JPG Format) by e-mail
2. The helpline number regarding any query / to [email protected]. The aforesaid
assistance for participation in the AGM through declarations and documents need to be submitted
VC/OAVM is 1800225533. by the shareholders by June 30, 2021.
3. Information regarding appointment/re- 7. In line with the aforesaid Circulars, the Notice
appointment of Directors and Explanatory of AGM along with Annual Report 2020-21 is
Statement in respect of special businesses to sent only through electronic mode to those
be transacted pursuant to Section 102 of the Members whose email addresses are registered
Companies Act, 2013 (“Act”) and/or Regulation with the Company/ Depositories. Members may
36(3) of the Securities and Exchange Board note that Notice and Annual Report 2020-21 has
of India (Listing Obligations and Disclosure been uploaded on the website of the Company
Requirements) Regulations, 2015 (“SEBI Listing at www.adaniports.com. The Notice can also
Regulations”) is annexed hereto. be accessed from the websites of the Stock
Exchanges i.e. BSE Limited and National Stock
4. Pursuant to the Circulars, the facility to appoint Exchange of India Limited at www.bseindia.com
proxy to attend and cast vote for the members and www.nseindia.com respectively and the
is not available for this AGM. However, the Body AGM Notice is also available on the website
Corporates are entitled to appoint authorised of CDSL (agency for providing the Remote
representatives to attend the AGM through VC/ e-Voting facility) i.e. www.evotingindia.com.
OAVM and participate there at and cast their
votes through e-voting. 8. The Company has fixed Friday, June 25, 2021 as
the ‘Record Date’ for determining entitlement of
5. The attendance of the Members attending the members to receive dividend for the financial year
AGM through VC/OAVM will be counted for the 2020-21, if approved at the AGM.
purpose of reckoning the quorum under Section Those members whose names are recorded in
103 of the Act. the Register of Members or in the Register of
Beneficial Owners maintained by the Depositories
6. Pursuant to the Finance Act, 2020, dividend
as on the Record Date shall be entitled for the
income is taxable in the hands of shareholders
dividend which will be paid on or after July 15,
w.e.f. April 1, 2020 and the Company is required
2021, subject to applicable TDS.

Notice
9. Members seeking any information with regard to 15. Process and manner for members opting for
the financial statements are requested to write to voting through Electronic means:
the Company atleast 10 days before the meeting
i. Pursuant to the provisions of Section 108 of
so as to enable the management to keep the
the Act read with Rule 20 of the Companies
information ready.
(Management and Administration) Rules,
10. Members holding the shares in physical mode 2014 (as amended) and Regulation 44 of SEBI
are requested to notify immediately the change Listing Regulations (as amended), and the
of their address and bank particulars to the Circulars, the Company is providing facility of
R & T Agent of the Company. In case, shares held remote e-voting to its Members in respect of
in dematerialized form, the information regarding the business to be transacted at the AGM. For
change of address and bank particulars should be this purpose, the Company has entered into an
given to their respective Depository Participant. agreement with Central Depository Services
(India) Limited (“CDSL”) for facilitating voting
11. In terms of Section 72 of the Act, nomination through electronic means, as the authorized
facility is available to individual Members holding e-Voting agency. The facility of casting votes
shares in the physical mode. The Members who by members using remote e-voting as well
are desirous of availing this facility, may kindly as e-voting during AGM will be provided by
write to Company’s R & T Agent for nomination CDSL.
form by quoting their folio number.
ii. Members whose names are recorded in
12. The balance lying in the unpaid dividend account the Register of Members or in the Register
of the Company in respect of final dividend of Beneficial Owners maintained by the
declared for the financial year 2013-14 will Depositories as on the Cut-off date i.e.
be transferred to the Investor Education and July 5, 2021, shall be entitled to avail the
Protection Fund of the Central Government by facility of remote e-voting as well as e-voting
October, 2021. Members who have not encashed during AGM. Any recipient of the Notice, who
their dividend warrants pertaining to the said year has no voting rights as on the Cut-off date,
may approach the Company or its R & T Agent for shall treat this Notice as intimation only.
obtaining payments thereof by September 12, iii. A person who has acquired the shares and
2021. has become a member of the Company after
the dispatch of the Notice of the AGM and
13. The Register of Directors and Key Managerial
prior to the Cut-off date i.e. July 5, 2021, shall
Personnel and their shareholding maintained
be entitled to exercise his/her vote either
under Section 170 of the Act, the Register of
electronically i.e. remote e-voting or e-voting
contracts or arrangements in which the Directors
during AGM by following the procedure
are interested under Section 189 of the Act and
mentioned in this part.
all other documents referred to in the Notice will
be available for inspection in electronic mode. iv. The remote e-voting will commence on
Thursday, July 8, 2021 at 9.00 a.m. and will end
14. The Members can join the AGM through VC/ on Sunday, July 11, 2021 at 5.00 p.m. During
OAVM mode 15 minutes before and after the this period, the members of the Company
scheduled time of the commencement of the holding shares either in physical mode or in
Meeting by following the procedure mentioned demat mode as on the Cut-off date i.e. July
in the Notice. The facility of participation at the 5, 2021 may cast their vote electronically.
AGM through VC/OAVM will be made available The members will not be able to cast their
for 1,000 members on first come first served vote electronically beyond the date and time
basis. This will not include large Shareholders mentioned above and the remote e-voting
(Shareholders holding 2% or more shareholding), module shall be disabled for voting by CDSL
Promoters, Institutional Investors, Directors, Key thereafter.
Managerial Personnel, the Chairpersons of the
Audit Committee, Nomination and Remuneration v. Once the vote on a resolution is casted by
Committee and Stakeholders Relationship the member, he/she shall not be allowed to
Committee and Auditors etc. who are allowed to change it subsequently or cast the vote again.
attend the AGM without restriction on account of vi. The voting rights of the members shall be in
first come first served basis. proportion to their share in the paid up equity

share capital of the Company as on the Cut- 2020, under Regulation 44 of SEBI Listing
off date i.e. July 5, 2021. Regulations, 2015, listed entities are required
to provide remote e-voting facility to its
vii. The Company has appointed M/s. Chirag Shah
shareholders, in respect of all shareholders’
& Associates, Practising Company Secretaries
resolutions. However, it has been observed
(Membership No. F5545; CP No: 3498), to act
that the participation by the public non-
as the Scrutinizer to scrutinize the remote
institutional shareholders/retail shareholders
e-voting process as well as the e-voting
is at a negligible level.
during AGM, in a fair and transparent manner.
Currently, there are multiple e-voting service
16. Process for those members whose email ids are providers (ESPs) providing e-voting facility
not registered: to listed entities in India. This necessitates
a) For members holding shares in Physical registration on various ESPs and maintenance
mode, please provide details of Folio No., of multiple user IDs and passwords by the
Name of shareholder, scanned copy of the shareholders.
share certificate (front and back), PAN In order to increase the efficiency of
(self-attested scanned copy), Aadhar Card the voting process, pursuant to a public
(self-attested scanned copy) by email to consultation, it has been decided to enable
[email protected]. e-voting to all the demat account holders, by
b) Members holding shares in Demat mode, way of a single login credential, through their
please provide details of Demat Account No. demat accounts / websites of Depositories/
(16 digit), Name of the holder, Client Master Depository Participants. Demat account
or Copy of Consolidated Account statement, holders would be able to cast their vote
PAN (self-attested scanned copy), Aadhar without having to register again with the
Card (self-attested scanned copy) by email to ESPs, thereby, not only facilitating seamless
[email protected]. authentication but also enhancing ease and
convenience of participating in e-voting
17. The instructions for shareholders for remote process.
voting are as under:
(iv) In terms of SEBI circular no. SEBI/HO/CFD/
(i) The voting period begins on Thursday, July CMD/CIR/P/2020/242 dated December 9,
8, 2021 at 9.00 a.m. and will end on Sunday, 2020 on e-Voting facility provided by Listed
July 11, 2021 at 5.00 p.m. During this period Companies, Individual shareholders holding
shareholders of the Company, holding shares securities in demat mode are allowed to vote
either in physical form or in dematerialized through their demat account maintained with
form, as on the cut-off date i.e. July 5, 2021 Depositories and Depository Participants.
may cast their vote electronically. The Shareholders are advised to update their
e-voting module shall be disabled by CDSL for mobile number and email-id in their demat
voting thereafter. accounts in order to access e-Voting facility.
(ii) Shareholders who have already voted prior Pursuant to aforesaid SEBI Circular dated
to the meeting date would not be entitled to December 9, 2020, login method for e-Voting
vote at the meeting. and joining virtual meetings for individual
shareholders holding securities in Demat
(iii) Pursuant to SEBI Circular No. SEBI/HO/CFD/
mode, is given below:
CMD/CIR/P/2020/242 dated December 9,
Type of shareholders Login Method

Individual Shareholders holding 1) Users who have opted for CDSL’s Easi / Easiest facility, can
securities in Demat mode with login through their existing user id and password. Option
CDSL will be made available to reach e-Voting page without any
further authentication. The URLs for users to login to Easi /
Easiest are https://web.cdslindia.com/myeasi/home/login or
www.cdslindia.com and click on Login icon and select New
System Myeasi.

Notice

2) After successful login the Easi / Easiest user will be able to
see the e-Voting Menu. On clicking the e-voting menu, the
user will be able to see his/her holdings along with links of
the respective e-Voting service provider i.e. CDSL/ NSDL/
KARVY/ LINK INTIME as per information provided by Issuer
/ Company. Additionally, we are providing links to e-Voting
Service Providers, so that the user can visit the e-Voting
service providers’ site directly.
3) If the user is not registered for Easi/Easiest, option to register
is available at https://web.cdslindia.com/myeasi/Registration/
EasiRegistration
4) Alternatively, the user can directly access e-Voting page
by providing Demat Account Number and PAN No. from
a link www.cdslindia.com home page. The system will
authenticate the user by sending OTP on registered Mobile
& Email as recorded in the Demat Account. After successful
authentication, user will be provided links for the respective
ESP where the e-Voting is in progress during or before the
AGM.
Individual Shareholders holding 1) If you are already registered for NSDL IDeAS facility, please
securities in demat mode with visit the e-Services website of NSDL. Open web browser by
NSDL typing the following URL: https://eservices.nsdl.com either on
a Personal Computer or on a mobile. Once the home page of
e-Services is launched, click on the “Beneficial Owner” icon
under “Login” which is available under ‘IDeAS’ section. A new
screen will open. You will have to enter your User ID and
Password. After successful authentication, you will be able
to see e-Voting services. Click on “Access to e-Voting” under
e-Voting services and you will be able to see e-Voting page.
Click on company name or e-Voting service provider name and
you will be re-directed to e-Voting service provider website for
casting your vote during the remote e-Voting period or joining
virtual meeting & voting during the meeting.
2) If the user is not registered for IDeAS e-Services, option
to register is available at https://eservices.nsdl.com.
Select “Register Online for IDeASPortal” or click at
https://eservices.nsdl.com/SecureWeb/IdeasDirectReg.jsp
3) Visit the e-Voting website of NSDL. Open web browser by
typing the following URL: https://www.evoting.nsdl.com/
either on a Personal Computer or on a mobile. Once the home
page of e-Voting system is launched, click on the icon “Login”
which is available under ‘Shareholder/Member’ section. A
new screen will open. You will have to enter your User ID (i.e.
your sixteen digit demat account number hold with NSDL),
Password/OTP and a Verification Code as shown on the
screen. After successful authentication, you will be redirected
to NSDL Depository site wherein you can see e-Voting page.
you will be redirected to e-Voting service provider website for

Individual Shareholders (holding You can also login using the login credentials of your demat
securities in demat mode) account through your Depository Participant registered with
login through their Depository NSDL/CDSL for e-Voting facility. After successful login, you
Participants will be able to see e-Voting option. Once you click on e-Voting
option, you will be redirected to NSDL/CDSL Depository site after
successful authentication, wherein you can see e-Voting feature.
you will be redirected to e-Voting service provider’s website for
Important note: Members who are unable to retrieve User ID/ Password are advised to use Forget User
ID and Forget Password option available at abovementioned website.
Helpdesk for Individual Shareholders holding securities in demat mode for any technical issues related
to login through Depository i.e. CDSL and NSDL.
Login type Helpdesk details

Individual Shareholders holding Members facing any technical issue in login can contact CDSL
securities in Demat mode with helpdesk by sending a request at helpdesk.evoting@cdslindia.
CDSL com or contact at 022-23058738 and 022-23058542-43.
Individual Shareholders holding Members facing any technical issue in login can contact NSDL
securities in Demat mode with helpdesk by sending a request at [email protected] or call at toll
NSDL free no.: 1800 1020 990 and 1800 22 44 30
(v) Login method for e-Voting and joining virtual meeting for shareholders other than individual shareholders
holding securities in demat mode and shareholders holding securities in physical mode:
1. The shareholders should log on to the e-voting website www.evotingindia.com.
2. Click on Shareholders.
3. Now Enter your User ID
a. For CDSL: 16 digits beneficiary ID,
b. For NSDL: 8 Character DP ID followed by 8 Digits Client ID,
c. Members holding shares in Physical Form should enter Folio Number registered with the
Company.
4. Next enter the Image Verification as displayed and Click on Login.
5. If you are holding shares in demat form and had logged on to www.evotingindia.com and voted on
an earlier voting of any company, then your existing password is to be used.
6. If you are a first time user follow the steps given below:
For Shareholders other than individual shareholders holding shares in Demat Form
PAN Enter your 10-digit alpha-numeric PAN issued by Income Tax
Department (Applicable for both demat shareholders as well as
physical shareholders).
Members who have not updated their PAN with the Company/
Depository Participant are requested to use the sequence number
indicated in the PAN field.
Dividend Bank Details OR Enter the Dividend Bank Details or Date of Birth (in dd/mm/yyyy
Date of Birth (DOB) format) as recorded in your demat account or in the company records
in order to login.
If both the details are not recorded with the depository or company
please enter the member id / folio number in the Dividend Bank details
field as mentioned in instruction (v).

Notice
(vi) After entering these details appropriately, (xvi) Shareholders can also cast their vote using
click on “SUBMIT” tab. CDSL’s mobile app m-Voting. The m-Voting
app can be downloaded from Google Play
(vii) Members holding shares in physical form
Store. Apple and Windows phone users
will then directly reach the Company
can download the app from the App Store
selection screen. However, members
and the Windows Phone Store respectively.
holding shares in demat form will now
Please follow the instructions as prompted
reach ‘Password Creation’ menu wherein
by the mobile app while voting on your
they are required to mandatorily enter their
mobile.
login password in the new password field.
Kindly note that this password is to be (xvii) Note for Non – Individual Shareholders and
also used by the demat holders for voting Custodians
for resolutions of any other company on
• Non-Individual shareholders (i.e. other
which they are eligible to vote, provided
than Individuals, HUF, NRI etc.) and
that company opts for e-voting through
Custodian are required to log on to
CDSL platform. It is strongly recommended
www.evotingindia.com and register
not to share your password with any other
themselves as Corporates.
person and take utmost care to keep your
password confidential. • A scanned copy of the Registration
Form bearing the stamp and sign of the
(viii) For Members holding shares in physical
entity should be emailed to helpdesk.
form, the details can be used only for
[email protected].
e-voting on the resolutions contained in
this Notice. • After receiving the login details a
Compliance User should be created
(ix) Click on the EVSN of the Company – ADANI
using the admin login and password.
PORTS AND SPECIAL ECONOMIC ZONE
The Compliance User would be able to
LIMITED on which you choose to vote.
link the account(s) for which they wish
(x) On the voting page, you will see to vote on.
“RESOLUTION DESCRIPTION” and against
• The list of accounts linked in the login
the same the option “YES/NO” for voting.
should be mailed to helpdesk.evoting@
Select the option YES or NO as desired.
cdslindia.com and on approval of the
The option YES implies that you assent to
accounts they would be able to cast
the Resolution and option NO implies that
their vote.
you dissent to the Resolution.
• A scanned copy of the Board Resolution
(xi) Click on the “RESOLUTIONS FILE LINK” if
and Power of Attorney (POA) which they
you wish to view the entire Resolution
have issued in favour of the Custodian,
details.
if any, should be uploaded in PDF format
(xii) After selecting the resolution, you have in the system for the scrutinizer to verify
decided to vote on, click on “SUBMIT”. A the same.
confirmation box will be displayed. If you
• Alternatively, Non Individual shareholders
wish to confirm your vote, click on “OK”,
are required to send the relevant Board
else to change your vote, click on “CANCEL”
Resolution/ Authority letter etc. together
and accordingly modify your vote.
with attested specimen signature of
(xiii) Once you “CONFIRM” your vote on the the duly authorized signatory who are
resolution, you will not be allowed to authorized to vote, to the Scrutinizer and
modify your vote. to the Company, if voted from individual
tab & not uploaded same in the CDSL
(xiv) You can also take a print of the votes cast
e-voting system for the scrutinizer to
by clicking on “Click here to print” option
verify the same.
on the Voting page.
In case you have any queries or issues
(xv) If a demat account holder has forgotten
regarding e-voting, you may refer the
the login password, then Enter the User ID
Frequently Asked Questions (“FAQs”)
and the image verification code and click
and e-voting manual available at www.
on Forgot Password & enter the details as
evotingindia.com, under help section
prompted by the system.

or write an email to helpdesk.evoting@ i.e. www.cdslindia.com within three days of the
cdslindia.com or call 022-23058542/43. passing of the Resolutions at the 22nd AGM of
the Company and shall also be communicated
All grievances connected with the
to the Stock Exchanges where the shares of the
facility for voting by electronic means
Company are listed.
may be addressed to Mr. Rakesh
Dalvi, Manager, Central Depository 20. Instructions for members for attending the AGM
Services (India) Limited, A Wing, 25th through VC/OAVM are as under:
Floor, Marathon Futurex, Mafatlal Mill
Compounds, N. M. Joshi Marg, Lower 1. Members will be provided with a facility to
Parel (East), Mumbai - 400013 or send attend the AGM through VC/OAVM or view
an email to helpdesk.evoting@cdslindia. the live webcast of AGM through the CDSL
com or call 022-23058542/43 . e-Voting system. Members may access the
same at https://www.evotingindia.com under
18. Instructions for members attending the AGM shareholders’/members login by using the
Through VC/OAVM & E-Voting during the meeting remote e-voting credentials. The link for
are as under: VC/OAVM will be available in shareholder/
members login where the EVSN of Company
1. The procedure for attending meeting
will be displayed.
& e-Voting during AGM is same as the
instructions mentioned above for Remote 2. Members are encouraged to join the meeting
e-voting. through laptops / Ipads for better experience.
2. The link for VC/OAVM to attend the meeting 3. Members will be required to allow camera and
will be available where the EVSN of Company use Internet with a good speed to avoid any
will be displayed after successful login as per disturbance during the meeting.
the instructions mentioned above for Remote
4. Please note that participants connecting
e-voting.
from mobile devices or tablets or through
3. Only those Members/ shareholders, who will laptop connecting via mobile hotspot
be present in the AGM through VC/OAVM may experience audio/video loss due to
facility and have not cast their vote through fluctuation in their respective network. It is
remote e-Voting and are otherwise not barred therefore recommended to use stable Wi-Fi
from doing so, shall be eligible to vote through or LAN connection to mitigate any kind of
e-Voting during AGM. aforesaid glitches.
4. If any Votes are cast by the members through 5. For ease of conduct, members who would like
the e-voting available during the AGM and if to ask questions may send their questions
the same members have not participated in in advance atleast (7) days before AGM
the meeting through VC/OAVM facility, then mentioning their name, demat account
the votes cast by such members shall be number / folio number, email id, mobile
considered invalid as the facility of e-voting number to [email protected] and
during the meeting is available only to the register themselves as a speaker. Those
members participating in the meeting. Members who have registered themselves as
a speaker will only be allowed to express their
5. Members who have voted through Remote
views/ask questions during the AGM.
e-Voting will be eligible to attend the AGM.
However, they will not be eligible to vote at 6. Since the AGM will be held pursuant to
the AGM. aforesaid Circulars, through VC/OAVM without
the physical presence of members, the Proxy
19. The results declared along with the Scrutinizer’s Form, Attendance Slip and the route map of
Report shall be placed on the Company’s website the venue are not annexed to this Notice.
www.adaniports.com and on the website of CDSL

Notice
Contact Details:
Company : Adani Ports and Special Economic Zone Limited
Regd. Office: “Adani Corporate House”,
Ahmedabad - 382421, Gujarat, India
CIN: L63090GJ1998PLC034182
E-mail ID: [email protected]
Registrar and Transfer Agent : Link Intime India Private Limited
C-101, 247 Park, L B S Marg, Vikhroli (West),
Mumbai-400083, Maharashtra, India
Phone: +91-22-49186270 | Fax: +91-22-49186060
e-Voting Agency : Central Depository Services (India) Limited
Phone : 022-23058542/43
Scrutinizer : M/s. Chirag Shah & Associates
CS Chirag Shah
Practising Company Secretaries

Annexure to Notice
EXPLANATORY STATEMENT PURSUANT TO SECTION 102 OF THE COMPANIES ACT, 2013 AND / OR REGULATION
36(3) OF THE SEBI (LISTING OBLIGATIONS AND DISCLOSURE REQUIREMENTS) REGULATIONS, 2015
For Item No. 5 For Item No. 6

Based on recommendation of Nomination and Based on recommendation of Nomination and
Remuneration Committee, the Board of Directors vide Remuneration Committee, the Board of Directors
circular resolution dated July 23, 2020 appointed Mr. vide circular resolution dated September 15, 2020
P. S. Jayakumar as an Additional Director and also as appointed Mrs. Avantika Singh Aulakh, IAS as an
an Independent Director, for a term of five years w.e.f Additional Director of the Company.
July 23, 2020, subject to approval of the members.
Pursuant to the provisions of Section 161 of the
Pursuant to the provisions of Section 161 of the Companies Act 2013 (”Act”), she holds office as
Companies Act 2013 (”Act”), he holds office as Director up to the date of the ensuing Annual General
Director up to the date of the ensuing Annual General Meeting. As required under Section 160 of the Act, a
Meeting. As required under Section 160 of the Act, a notice has been received from a member signifying
notice has been received from a member signifying its intention to propose the appointment of Mrs.
its intention to propose the appointment of Mr. P. S. Avantika Singh Aulakh, IAS as a Director.
Jayakumar as a Director.
Mrs. Avantika Singh Aulakh, IAS is not disqualified
Mr. P. S. Jayakumar has given a declaration to the from being appointed as Director in terms of Section
Board that he meets the criteria of independence 164 of the Act.
as provided under Section 149(6) of the Act and
Brief resume and other details of Mrs. Avantika Singh
Regulation 16(1)(b) of SEBI (Listing Obligations and
Aulakh, IAS are provided in annexure to the Notice
Disclosure Requirements) Regulations, 2015 (“SEBI
pursuant to the provision of SEBI Listing Regulations
Listing Regulations”). In the opinion of the Board,
and Secretarial Standard on General Meetings (“SS-
he fulfils the conditions specified in the Act read
2”), issued by the Institute of Company Secretaries of
with rules made thereunder for appointment as an
India.
Independent Director and he is independent of the
management. The Board of Directors recommends the said
resolution for your approval.
Mr. P. S. Jayakumar is not disqualified from being
appointed as Director in terms of Section 164 of the Mrs. Avantika Singh Aulakh, IAS is deemed to be
Act. interested in the said resolution as it relates to her
appointment. None of the other Directors or key
The terms and conditions for appointment of Mr.
managerial personnel or their relatives is, in anyway,
P. S. Jayakumar as an Independent Director of the
concerned or interested in the said resolution.
Company shall remain open for inspection by the
members at the Registered Office of the Company
For Item No. 7
during normal business hours on any working day,
excluding Saturday. The members of the Company at the Annual General
Meeting held on August 11, 2015 had authorised
Brief resume and other details of Mr. P. S. Jayakumar Board of Directors to exercise borrowing powers the
are provided in annexure to the Notice pursuant to the outstanding amount of which at any time shall not
provision of SEBI Listing Regulations and Secretarial exceed in the aggregate of H35,000 crore (Rupees
Standard on General Meetings (“SS-2”), issued by the Thirty Five Thousand crore Only).
Institute of Company Secretaries of India.
As per the provisions of Section 180(1)(c) of the
The Board of Directors recommends the said Companies Act, 2013 (”Act”), the Board of Directors
resolution for your approval. shall not borrow in excess of the Company’s paid up
Mr. P. S. Jayakumar is deemed to be interested in the share capital and free reserves, apart from temporary
said resolution as it relates to his appointment. None loans obtained from the Company’s bankers in the
of the other Directors or key managerial personnel or ordinary course of business, except with the consent
their relatives is, in anyway, concerned or interested of the Company accorded by way of a Special
in the said resolution. Resolution.

Notice
Further, in view of expanding business operations of None of the Directors or key managerial personnel or
the Company, the planned investments and capital their relatives is, in any way, concerned or interested
expenditure for development of greenfield terminals, in the said resolution.
expansion of existing ports, investment in logistics
business for development of multi-modal parks and For Item No. 8
inorganic growth opportunities, it is necessitated to The Company has branch outside India and may also
enhance the borrowing limits by authorizing Board of open new branches outside India in future. It may be
the Directors or Committee thereof to borrow monies necessary to appoint branch auditors for carrying
upto H50,000 crore (Rupees Fifty Thousand crore out the audit of the accounts of such branches. The
Only). Members are requested to authorize the Board of
Accordingly, it is, therefore, necessary for the members Directors of the Company to appoint branch auditors
to pass a Special Resolution under Section 180(1) in consultation with the Company’s Statutory Auditors
(c) of the Act, to enable to the Board of Directors to and fix their remuneration.
borrow money in excess of the aggregate of the paid The Board of Directors recommends the said
up share capital and free reserves of the Company. resolution for your approval.
The Board of Directors recommends the said None of the Directors or key managerial personnel or
resolution for your approval. their relatives is, in any way, concerned or interested
in the said resolution.
By order of the Board of Directors
Place: Ahmedabad Kamlesh Bhagia

Date: May 4, 2021 Company Secretary
Registered Office:
“Adani Corporate House”,
Ahmedabad - 382421,
Gujarat, India
CIN: L63090GJ1998PLC034182

Annexure to Notice
Details of Directors seeking appointment/re-appointment
Name of Age, Date of Qualification Nature of expertise in specific functional areas Name of the companies Name of committees
Director Birth (No. of in which he/she holds in which he/she
Shares held) directorship as on holds membership/
31.03.2021 chairmanship*
Mr. P. S. 59 years, Chartered Mr. P. S. Jayakumar is a Chartered Accountant • Adani Ports and Adani Ports and Special
Jayakumar 08.04.1962 Accountant, and holds post graduate diploma in business Special Economic Zone Economic Zone Ltd.^^
(NIL) PGDBM from management from XLRI Jamshedpur. Mr. P S Ltd. • Audit Committee
XLRI Jamshedpur Jayakumar for 23 years in Citibank at the India (Member)
• JM Financial Ltd.
and Singapore offices and his last assignment
in Citibank was being the Country Head for • CG Power and CG Power and Industrial
the Consumer Banking Group. In 2015, Mr. P. S. Industrial Solutions Solutions Ltd.^^
Jayakumar was selected by the Government of Ltd. • Audit Committee
India to serve as the Managing Director and CEO (Chairman)
for Bank of Baroda, being the first person from • Emcure
Pharmaceuticals Ltd. • Nomination and
the private sector selected to run a large public
remuneration
sector bank. He lead a successful transformation • Tata Motors Finance
committee (Chairman)

of Bank of Baroda and completed three way Ltd.
merger between Bank of Baroda, Vijaya and Dena • Corporate Social
Bank. Together, Mr. P S Jayakumar has a rich • TVS Industrial & Responsibility
experience in the banking sector and financial Logistics Parks Pvt. Committee (Member)
sector with 34 years of work experience, both in Ltd.
India and Singapore. • LICHFL Asset
Between 2008-2015, Mr. P. S. Jayakumar Management Company
worked as an entrepreneur and co-founded Ltd.
two companies to address the demand
and the supply side on affordable housing. • Tata Motors Finance
Value Budget Housing, a residential housing Solutions Ltd.
construction company has pioneered the use of • Northern ARC Capital
manufacturing approach and application of form Ltd.
and IT technology in construction of affordable
housing. HFFC, a NSE listed company, provides • TMF Holdings Ltd.
innovative long term mortgage loans to low and
moderate income household.
Currently, he is working on his third start up
venture and also serves as in the Boards of
several companies as an Independent Director.
Besides VBHC he is also the Non-Executive
Chairman for Northern Arc Capital Ltd, an NBFC
focused on financial inclusion space.
Mrs. 40 Years IAS officer Mrs. Avantika Singh, an IAS officer of the 2003 • Gujarat Pipavav Port Gujarat Ports
Avantika 02.03.1981 of the 2003 batch has been appointed Vice Chairman and Ltd. Infrastructure and
Singh (NIL) batch, BE in Chief Executive Officer (VC & CEO) of the Gujarat • Adani Ports and Development Company
Aulakh, IAS Instrumentation Maritime Board. With about 17 years of notable Special Economic Zone Ltd.
& Control, service in Public Administration, Smt. Avantika Ltd. • Audit Committee
Masters in Public Singh, IAS, brings to this position leadership (Chairman)
• GSPC LNG Ltd.
Administration honed by working in different key departments
of the State Government. • Gujarat Ports
Infrastructure and
A Bachelor of Engineering in Instrumentation
Development Company
& Control & Mid-Career Masters in Public
Ltd.
Administration, Harvard Kennedy School, Smt.
Avantika Singh, IAS, started her career in Civil • Swan LNG Pvt. Ltd.
Services as a Sub Divisional Officer (SDO) • Adani Hazira Port Ltd.
in Assam. She has served as Commissioner, • Gujarat Metro Rail
Technical Education and Collector – Corporation (GMRC)
Ahmedabad. She has also worked in Anand, Ltd.
Bharuch & Vadodara as a Collector, as a District
• Gujarat Port and
Development Officer (DDO) in Gandhinagar and
Logistics Company Ltd.
Anand, and as Deputy Secretary – Energy and
Petrochemicals Department, Government of • Adani Petronet (Dahej)
Gujarat, earlier in her career. Port Pvt. Ltd.
Over the years she has been honoured with • Gujarat Chemical Port
number of prestigious awards and recognitions. Ltd.
Notice

Dr. Malay 58 Years B.D.S. & M.D.S. Dr. Malay Mahadevia holds a master’s degree in • Adani Ports and Adani Ports and Special
Mahadevia 03.05.1963 from Nair dental surgery from Nair Hospital Dental College. Special Economic Zone Economic Zone Ltd.^^
(NIL) Hospital He completed his Doctor of Philosophy in Ltd. • Sustainability and
Dental College, coastal ecology around Mundra area, Kutch • Adani Wilmar Ltd. Corporate Social
Ph.D. in Marine District, from the Gujarat University in 2008. He Responsibility
• GSPC LNG Ltd.
Ecology is working with the Company since 1992 and has Committee (Member)
contributed to the development of the Mundra • Adani Vizhinjam Port
Port since its conceptualisation. He is also a Pvt. Ltd. • Risk Management
member of the Gujarat Chamber of Commerce • Adani Infrastructure Committee (Member)
and Industry. Pvt. Ltd.
• Adani Total Pvt. Ltd.
• Mahadevia Dental
Hospital Pvt. Ltd.
• Adani Skill
Development Centre
(Section 8 Company)

• Adani Institute
for Education and
Research (Section 8
Company)
^^Listed Companies
* Details of directorship and membership/chairmanship of committees in public companies are as on March 31, 2021.
For other details such as number of meetings of the board attended during the year, remuneration drawn and relationship with other directors and key
managerial personnel in respect of above directors, please refer to the Corporate Governance Report.
Abbreviations
Acronym Full form Acronym Full form
AALL Adani Agri Logistics Limited AWSPL Adani Warehousing Services Pvt. Ltd.
ABPPL Adani Bangladesh Ports Private AYITCL Adani Yangon International Terminal
Limited Company Ltd.
ACC Acc Cement Ltd. BDT Bangladesh Taka
ACMTPL Adani CMA Mundra Terminal Pvt. Ltd. BOO Build Own & Operate
ADR American Depositary Receipt BOT Build Operate And Transfer
AECTPL Adani Ennore Container Terminal Pvt. BPS Basis Points
Ltd. BRCPL Bowen Rail Company Pty Ltd.
AEL Adani Enterprise Ltd. BRO Bowen Rail Operation Pte Ltd
AEO Authorised Economic Operator BRR Business Responsibility Report
AFTO Automobile Freight Train Operator BSC British Safety Council
AGEL Adani Green Energy Ltd. BSE Bombay Stock Exchange
AGM Annual General Meeting CA Chartered Accountant
AGT Annual Guaranteed Tonnage CAGR Compound Annual Growth Rate
AHMPL Adani Hospitals Mundra Pvt. Ltd. CAMB Centre For Advanced Marine Biology
AHPL Adani Hazira Port Limited CARE Care Ratings
AICTPL Adani International Container Terminal CBSE Central Board Of Secondary Education
Pvt. Ltd. CC Cubic Centemeter
AITPL Adani International Terminals Pte Ltd. CCEA Cabinet Committee On Economic
AKBTPL Adani Kandla Bulk Terminal Pvt. Ltd. Affairs
AKPL Adani Kattupalli Port Ltd. CCTV Closed-Circuit Television
ALL Adani Logistics Ltd. CDM Clean Development Mechanism
ALSPL Adani Logistics Services Pvt. Ltd. CDP Carbon Disclosure Project
AMA Ahmedabad Management Association CDSL Central Depository Services (India) Ltd
AMCT Adani Mundra Container Terminal CEO Chief Executive Officer
AMPTPL Adani Murmugao Port Terminal Pvt. CESTAT Customs Excise And Service Tax
Ltd. Appellate Tribunal
AOC Accounts Of Companies CETP Common Effluent Treatment Plant
APDPPL Adani Petronet (Dahej) Port Pvt. Ltd. CEZ Coastal Employment Zone
APL Adani Power Ltd. CFO Chief Financial Officer
APMS Adani Port Management System CFS Container Freight Station
APO Abbot Point Operations Pty Ltd. CGD City Gas Distribution
APSEZ Adani Ports and Special Economic CGU Cash-Generating Unit’S
Zone Ltd. CHWIF Common Hazardous Wastes
AS Accounting Standard Incineration Facility
ASDC Adani Skill Development Centre CII Confederation Of Indian Industry
ASEAN Association Of Southeast Asian CIN Corporate Identification Number
Nations CIO Chief Information Officer
ASSOCHAM The Associated Chambers Of CIRP Corporate Insolvency Resolution
Commerce And Industry Of India Process
ATGL Adani Total Gas Ltd. CIT Commissioner Of Income-Tax
ATL Adani Transmission Ltd. CITES Convention On International Trade In
ATPL Adani Total Pvt. Ltd. Endangered Species Of Wild Fauna
AUB Actual Utilization Basis And Flora
AUD Australian Dollar CMA-CGM CMA CGM S.A.
AVCTPL Adani Vizag Coal Terminal Pvt. Ltd. COD Commercial Operational Date
AVM Adani Vidya Mandir CONCOR Container Corporation of India Ltd.
AVMB Adani Vidya Mandir, Bhadreshwar COO Chief Operating Officer
AVPPL Adani Vizhinjam Port Pvt. Ltd. COP Communications 0n Progress

COSO Committee of Sponsoring Organization EHS Environment Health And Safety
CP Commercial Paper EIA Environmental Impact Assessment
CPCB Central Pollution Control Board EIR Effective Interest Rate
CRP C-Reactive Protein (Crp) Test EMP Environment Management Plan
CRR Capital Redemption Reserve EoDB Ease Of Doing Business
CRZ Coastal Regulation Zone EPCG Export Promotion Capital Goods
CSA Corporate Sustainability Assessment EPS Earnings Per Share
CSC Customer Service Cell ERM Enterprise Risk Management
CSD Cutter Suction Dredger ERP Enterprise Resource Planning
CSO Central Statistics Office ERTG Electric Rubber Tyred Gantry
CSR Corporate Social Responsibility ESG Environment Social And Governance
CT Container Terminal ESMS Environment And Social Management
CXO Term Referred To C-Suite Employees System
DAV Dayanand Anglo-Vedic ETP Effluent Treatment Plant
DBFOO Design, Built, Finance, Own And EU European Union
Operate EUR Euro
DCF Discounted Cash Flow EXIM Export-Import
DDO District Development Officer EY Ernst & Young
DDT Dividend Distribution Tax FC Fulfilment Centres
DFC Dedicated Freight Corridor FCC Fertilizer Cargo Complex
DFCCIL Dedicated Freight Corridor FCI Food Corporation Of India
Corporation Of India FCMITDA Foreign Currency Monetary Item
DFCEC Duty Free Credit Entitlement Translation Difference Account
Certificate FDI Foreign Direct Investment
DG Diesel Generator/ Director General (To FICCI Federation Of Indian Chambers Of
Be Used Contextually Commerce & Industry
DIN Director Identification Number FIEO Federation Of Indian Export
DIPL Dholera Infrastructure Pvt. Ltd. Organisations
DJSI Dow Jones Sustainability Indices FKI Federation Of Kutch Industries
DLNG Dhamra LNG Terminal Pvt. Ltd. FO Furnace Oil
DPCL The Dhamra Port Company Ltd. FPG Final Price Guidance
DPD Direct Port Devlivery FRM Fertilizer Raw Material
DPE Direct Port Entry FSSAI Food Safety And Standards Authority
DPEO District Primary Education Officer Of India
DPL Dighi Port Ltd. FTA Free Trade Agreement
DPT Deendayal Port Trust FTE Fixed Term Employee
DRR Debenture Redemption Reserve FTWZ Free Trade And Warehousing Zones
DRTG Diesel Rubber Tyred Gantry FVTOCI Fair Value Through Other
DRV Depreciated Replacement Value Comprehensive Income
DSRA Debt Service Reserve Account FVTPL Fair Value Through Profit Or Loss
DTL Deferred Tax Liability FY Financial Year
DWT Dead Weight Tonnage GA Geographical Area
EAC Expert Appraisal Committee GAAP Generally Accepted
EBIT Earnings Before Interest And Taxes Accounting Principles
EBITA Earnings Before Interest, Taxes, And GAIMS Gujarat Adani Institute Of Medical
Amortisation Sciences
EBITDA Earnings Before Interest, Taxes, GBP British Pound Sterling
Depreciation And Amortisation GCC General Contract Condition
EC Executive Committee GCCI Gujarat Chamber Of Commerce And
ECL Expected Credit Loss Industry
EDFC Eastern Dedicated Freight Corridor GDA General Duty Assistants
GDP Gross Domestic Product

GDR Global Depository Receipt IIM Indian Institute of Management
GEC Gujarat Ecology Commission IIMA Indian Institute of Management
GHG Green House Gas Ahmedabad
GIDC Gujarat Industrial Development IIRC International Integrated Reporting
Corporation Council
GJ Giga Joule IIT Indian Institute of Technology
GMB Gujarat Maritime Board ILO International Labour Organization
GOG Government of Gujarat IMF International Monetary Fund
GOI Government of India IMS Integrated Management System
GP Gram Panchayat INR Indian Rupee
GPL Gangavaram Port Ltd. INX India International Exchange Limited
GPS Global Poisitioning System IPA Indian Ports Association
GPW General Purpose Wagon IPCC Intergovernmental Panel on Climate
GPWIS General Purpose Wagon Investment Change
Scheme IPD In Patient Department
GRI Global Reporting Initiative IPG Initial Price Guidance
GSC Gujarat Safety Council IPP Integrated Power Producer
GSEB Gujarat State Electricity Board IR Intergarted Report/ Investor Relations
GSM Global System For Mobile (To Be Used Contextually)
Communications IRCTC Indian Railway Catering and Tourism
GSPCB Gujarat State Pollution Control Board Corporation
GST Goods And Services Tax IRR Internal Rate of Return
GVA Gross Value Added ISAE International Standards For Assurance
Ha Hectare Engagements
HAIA Hazira Area Industries Association ISIN International Securities Identification
Number
HC High Court
ISO International Organization For
HDL High Density Lipoprotien
Standardization
HFO Heavy Fuel Oil
IT Information Technology
HPMV High Pressure Mercury Vapour
ITC Input Tax Credit
HPSV High Pressure Sodium Vapor
ITV Inland Transport Vehicle
HR Human Resource/ Hot Rolled (To Be
IUCN International Union for Conservation
Used Contextually)
of Nature
HSD High Speed Diesel
IWMA Industrial Waste Management
HSE Health Safety And Environment Association
HVDC High Voltage Direct Current IWT Inland Water Transport
IAS Indian Administrative Services JMVP Jal Marg Vikas Project
IBBI Insolvency And Bankruptcy Board of JNPT Jawaharlal Nehru Port Trust
India
JNV Jawahar Navodaya Vidyalay
IBEF India Brand Equity Foundation
JNV - EE Jawahar Navodaya Vidyalay Entrance
ICAI Institute Of Chartered Accountants of Examination
India
JPY Japanese Yen
ICD Inland Container Depot
JSA Job Safety Analysis
ICRA ICRA Credit Rating Agency
JV Joint Venture
ICU Intensive Care Unit
KAPL Karnavati Aviation Pvt. Ltd.
IEPF Investor Education And Protection
KL Kilo Litre
Fund
KLD Kilo Litre Per Day
IFC International Finance Corporation
KM Kilo Meter
IFRC International Federation Of Red Cross
and Red Crescent Societies KMP Key Managerial Personnel
IFS Integrated Farming Scheme KPCL Adani Krishnapatnam Port Company
Ltd.
IG Investment Grade
KPL Kamarajar Port Ltd.

KRCL Kutch Railway Company Ltd. MPT Multi Purpose Terminal At Mundra/
KRIBHCO Krishak Bharati Cooperative Mormugao Port Trust Goa (To Be Used
KSKV Krantiguru Shyamji Krishna Verma Contextually)
Kachchh University MSC Mediterranean Shipping Company
KW Kilo Watt MSCI Morgan Stanley Capital International
KWH Kilo Watt Hour MSME Micro, Small & Medium Enterprises
LED Light Emitting Diode MSMED Medium Enterprises Development
LIBOR London Inter-Bank Offered Rate MT Metric Tonne
LIC Life Insurance Corporation MTEU Million Twenty Foot Equivalent Unit
LLP Limited Liability Partnership MTEUS Million Twenty Foot Equivalent Units
LNG Liquefied Natural Gas MTM Mark To Market
LODR Listing Obligations and Disclosure MTPA Metric Tonne Per Annum
Requirements MU Million Unit
LOTO Lock Out Tag Out MUL MPSEZ Utilities Ltd.
LPG Liquified Petroleum Gas MW Mega Watt
LTI Loss Time Injury NABET National Accreditation Board For
LTIFR Lost Time Injury Frequency Rate Education And Training
MARPOL The International Convention For The NAV Net Asset Value
Prevention Of Pollution From Ships NCAP Natural Capital Action Plan
MAT Minimum Alternative Tax NCD Non Convertible Debentures
MBU Mobile Bagging Unit NCL Northern Coalfield Limited
MCA Model Concession Agreement/ NCLT National Company Law Tribunal
Ministry Of Corporate Affaires NCRPS Non-Cumulative Redeemable
MCFT Million Cubic Feet Preference Shares
MCLR Marginal Cost Of Funds Based Lending NCSCM National Centre For Sustainable
Rate Coastal Management
MCS Management Control Systems NDC Nationally Determined Contributions
MDA Management Discussion and Analysis NEERI National Environmental Engineering
MEC Myanmar Economic Corporation Research Institute
MGC Minimum Guarantee Cargo NGO Non-Governmental Organization
MHCU Mobile Health Care Units NGRBC National Guidelines On Responsible
MHS Machine Handling System Business Conduct
MIAPL Mundra International Airport Pvt. Ltd. NGT National Green Tribunal
MIC Myanmar Investment Commission NH National Highways
MICTL Mundra International Container NHB National Housing Board
Terminal Ltd. NID National Institute of Design
MIDPL Marine Infrastructure Developer Pvt NIFT National Institute of Fashion
Ltd. Technology
MITAP Mundra Sez Textile and Apparel Park NIO National Institute of Oceanography
Pvt. Ltd. NMMS National Means-Cum-Merit
ML Million Litre Scholarship
MLD Million Litre Per Day NOS-DCP National Oil Spill Disaster Contingency
MLP Minimum Lease Payments Plan
MLPR Minimum Lease Payments Receivable Nox Nitrogen Oxide Gases
MMBTU Million Metric British Thermal Unit NRI Non Resident Indian
MMK Myanmar Kyat NSC National Safety Council
MMLP Multi-Modal Logistics Parks NSDC National Skill Development
MMT Million Metric Tonne Corporation
MMTPA Million Metric Tonne Per Annum NSDL National Securities Depository Ltd
MOEF & CC Ministry Of Environment, Forest And NSE National Stock Exchange
Climate Change NSOP Non-Scheduled Operation Permit
MOU Memorandum Of Understaning NVG National Voluntary Guidelines

NW National Waterway SDMRI Suganthi Devadason Marine Research
OAVM Other Audio Visual Means Institute
ODS Ozone Depleting Substances SDO Sub Divisional Officer
OFAC Office Of Foreign Assets Control SEBI Securities And Exchange Board Of
OHS Occupational, Health And Safety India
OHSAS Occupational Health And Safety SECL South Eastern Coalfields Ltd.
Assessment Series SEIS Services Exports From India Scheme
OPD Outdoor Patient Department SEZ Special Economic Zone
PAT Profit After Tax SGCCI Southern Gujarat Chamber Of
PBT Profit Before Tax Commerce & Industries
PH Public Hearing SGD Singapore Dollar
PHC Primary Health Centre SGOT Serum Glutamic-Oxaloacetic
PIL Public Interest Litigation Transaminase
PLL Petronet LNG Ltd. SGPT Serum Glutamic-Pyruvic Transaminase
PM Prime Minister (Referring To Pm Cares SGX Singapore Exchange
Fund) SHG Self Help Groups
PMI Purchasing Managers Index SIMS Sustainability Information
PNG Piped Natural Gas Management System
POL Petroleum Oil And Lubricants SLC Sustainability Leadership Committee
PPA Power Purchase Agreement SLM Self-Learning Modules
PPE Personal Protective Equipment SLP Special Leave Petitions
PPP Public Private Partnership SNDT Shreemati Nathibai Damodar
Thackersey
PPT Paradip Port Trust
SOP Standard Operating Procedures
PSU Public Sector Undertaking
Sox Sulphur Oxides
PTW Permit To Work
SPCB State Pollution Control Board
QCI Quality Council Of India.
SPM Single Point Mooring
RBI Reserve Bank Of India
SPPI Solely Payments Of Principal And
RCC Reinforced Cement Concrete
Interest
RCP Representative Concentration
SRC Stakeholders’ Relationship Committee
Pathway
SRCPL Sarguja Rail Corridor Private Ltd.
RFID Radio Frequency Identification Device
SRFA Safety Risk Field Audit
RMC Risk Management Committee
SSC Sustainability Steering Committee
RMGC Rail Mounted Gantry Crane
SSIDL Shanti Sagar International Dredging
ROCE Return On Capital Employed
Ltd.
ROI Rate Of Interest
STL Short Term Loan
RTG Rubber Tyred Gantry
STP Sewage Treatment Plant
SAAR Seasonally Adjusted Annual Rate
STS Ship To Ship
SAP Systems, Applications & Products (Sap
SUP Single Use Plastics
Erp)
SVP Sardar Vallabhbhai Patel
SBI State Bank Of India
SWPL South West Port Ltd. (Jsw Terminal At
SBTI Science-Based Targets Initiative
Goa)
SBU Strategic Business Unit
TAB Trading Across Border
SC Supply Centres
TAHSL The Adani Harbour Services Ltd.
SCA Service Concession Arrangement
TASHL The Adani Harbour Services Ltd.
SCADA Supervisory Control And Data
TAT Turnaround Time
Acquisition
TBT Tool Box Talk
SCC Sustainability And Corporate Social
Responsibility Committee TCFD Task Force On Climate Related
Financial Disclosures
SCN Show Cause Notice
TDS Tax Deducted At Source/ Total
SCRA Securities Contracts (Regulation) Act
Dissolved Solids (To Be Used
SDG Sustainable Development Goals Contextually)

TED Turtle Excluder Device UNICEF United Nations Children’S Fund
TEU Twenty-Foot Equivalent Unit US United States
TF Task Force USA United States Of America
TISS Tata Institute Of Social Science USD Us Dollar
TJ Terra Joules USIBC Us India Business Council
TLF Truck Loading Facility VISL Vizhinjam International Seaport Ltd.
TNMB Tamil Nadu Maritime Board VLCC Very Large Crude Carrier
TNPCB Tamil Nadu Pollution Control Board VoCPT V. O. Chidambaranar Port Trust
TOS Terminal Operating System VPS Vessel Profiling System
TPH Tonnes Per Hour VPT Vizag Port Trust
TSDF Treatment, Storage, And Disposal VSR Vulnerability Safety Risk
Facility WACC Weighted Average Cost Of Capital
TUV Technischer Überwachungsverein WDFC Western Dedicated Freight Corridor
(English Translation: Technical WEF World Economic Forum
Inspection Association) WEO World Economic Outlook
UAE United Arab Emirates WID Water Injection Dredger
UDIN Unique Document Identification WP Writ Petition
Number
WPI Wholesale Price Index
UK United Kingdom
WPPIL Writ Petition Public Interest Litigation
ULB Urban Local Bodies
WQ Western Quay
ULCC Ultra Large Crude Carrier
WRI Water Risk Indicator
UN United Nations
WTD Whole Time Director
UNDP United Nations Development
WTO World Trade Organization
Programme
YOY Year-On-Year
UNEP United Nations Environment
Programme YTD Year To Date
UNESCO United Nations Educational, Scientific ZED Zero Effluent Discharge
And Cultural Organization ZUWD Zero Unauthorised Waste Disposal
UNGC United Nations Global Compact ZWI Zero Waste Incineration
ZWL Zero Waste To Landfill

Common disclosures
1. EBITDA numbers are calculated except any Mark-to-market impact of Forex Movement
2. EBITDA number for FY 2020- 21 is excluding one-time donation for Covid-19 relief funds
3. Operational parameters for FY 2020- 21 viz. productivity, turnaround time doesn’t include Krishnapatnam
and Dighi Port
4. ROCE is calculated as EBIT divided by Average Net Capital Employed
5. ROCE number for FY 21 is calculated using full-year EBIT of Krishnapatnam and debt on account of that for
like-to-like comparison
6. Average Finance cost is calculated using total finance cost divided by average total debt.
7. APSEZ cargo throughput market share is calculated basis internal estimates and excludes Non-APSEZ LNG,
LPG and coastal volumes

Notes

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Our Company Intends to

Emerge as the World’s

Adani Ports and Special Economic Zone Limited

Integrated Annual Report 2020-21 | 003

Adani Ports and Special

Integrated Annual Report 2020-21 | 005

006 | Adani Ports and Special Economic Zone Limited

People resource Acquisitions Enterprise Value of H13,675 crore.

Credit and ESG rating

S&P provided APSEZ Moody’s provided Fitch provided APSEZ

CDP provided APSEZ CDP provided APSEZ CDP provided APSEZ

S&P Global DJSI Sustainalytics MSCI provided APSEZ

Corporate social responsibility

Dighi port acquisition Global debt mobilisation

Expanding logistics footprint

008 | Adani Ports and Special Economic Zone Limited

APSEZ’s integrated universe

SEZ & land

Integrated Annual Report 2020-21 | 009

West coast East coast

Dahej Moga Kanech

Mundra Vidisha Katihar

264 MMT Harda

Coimbatore 18 MMT Logistics park

Ennore Logistics park

010 | Adani Ports and Special Economic Zone Limited

Mundra port Dhamra port Hazira port

Integrated Annual Report 2020-21 | 011

012 | Adani Ports and Special Economic Zone Limited

Mormugao terminal Ennore terminal Vizag terminal

Integrated Annual Report 2020-21 | 013

014 | Adani Ports and Special Economic Zone Limited

How we grew our

Financial Operational Acquisitions

Integrated Annual Report 2020-21 | 015

This is our second statutory sections - the Directors’

016 | Adani Ports and Special Economic Zone Limited

global commitment to combat a robust verification process, changes in government policies,

Integrated Annual Report 2020-21 | 017

Engaged Enhancing Enriching

To be a world class leader in Courage Trust Commitment

Passion Results Integration Dedication Entrepreneurship

The promoter The Adani Group logistics, energy and utilities –

018 | Adani Ports and Special Economic Zone Limited

Adani Group: A world class infrastructure & utility portfolio

Transport & Logistics Portfolio Energy & Utility Portfolio

63.7% 100% 75% 56%

100% 75% 37.4%

100% 100% 100% 100%

APSEZ: Adani Ports and Special Economic

Opportunity identification, development and beneficiation is intrinsic

Integrated Annual Report 2020-21 | 019

intelligence § Concessions design planning capital structure of

All listed entities

020 | Adani Ports and Special Economic Zone Limited

How Adani Group companies

AEL AGEL ATGL

FY 2020-21 FY 2020-21 FY 2020-21

APSEZ ATL APL

AEL* ATGL AGEL