At Adani Enterprises, we are committed to investing in people to upgrade for evolving new world. We understand potential of our people in contributing to India’s sustainable growth story. Through skill development initiatives, community engagement, and employee well-being programs, we aim to nurture motivated workforce. We aspire to create long-term value for our stakeholders.
Our Social Priorities
Our People
Strength and driver of our growth.
We firmly believe that our success is driven by the care, well-being and development of our people. Our unwavering commitment is to cultivate a nurturing and inclusive workplace that empowers our employees, promotes diversity, and prioritizes their health and safety. We recognize the significance of fostering cooperative employee-management relationships as the cornerstone of a harmonious and productive work environment."
Health, Safety and Well-being
A healthy and safe environment not only benefits our employees but also our community and planet. Our commitment extends to ensuring the physical and mental wellbeing of our workforce, fostering a culture of safety, and minimizing environmental impacts. Through continuous improvement and adherence to industry compliance, we strive to create a safe workplace for everyone.
Supply Chain Sustainability
We see responsible supply chain as an opportunity. By prioritizing sustainability in our selection and management of suppliers, we proactively try to minimize overall risks, enhance our brand reputation, and attract a broader range of value chain partners.
Communities
Taking inspiration from the Gandhian philosophy of trusteeship, the Adani Foundation strives to create sustainable opportunities. It does so by facilitating quality education, enabling the youth with income-generating skills, promoting a healthy society, and supporting infrastructure development. With an aim to contribute to the holistic development of communities, the Adani Foundation is contributing to the global agenda of meeting Sustainable Development Goals (SDGs).
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