Caring Culture
ACC prioritises creating a workplace that is supportive, empowering, diverse and inclusive. It takes pride in placing a high value on the well-being and professional growth of employees. Through a progressive work environment, ACC ensures the welfare of employees and strengthens their connection with the Company.
UN SDGs Impacted
Material Topics
- Talent Acquisition and Retention
- Diversity and Inclusion
- Employee Training and Development
- Employee Well- Being Measures
- Employee Engagement
- Performance Management System
- Freedom of Association
- Human Rights
- Health and Safety
- Mental Health and Well-Being
- Customer Relationship Management
Stakeholders Impacted
Employees
Customers
Channel Partners
Focus Areas
Developments and Key Initiatives |
Key Performance Indicators |
|
|---|---|---|
Employee
|
Implementing preventive health initiatives through clinical consultations Providing in-house allied services for medical exigencies and teleconsultation services Continuous monitoring of safety programmes |
Zero
On-site and off-site fatalities during FY 2023-24 |
Developing
|
Organised employee leadership and learning development programmes Arranged skill enhancement trainings for the employees |
15.5 hours
Imparted per employee |
Employee
|
Initiatives to improve employee well-being Arranging reward and recognition programmes |
100%
Employees are covered under various employee engagement activities through the year |
Develop
|
Identification of critical positions Identification of succession candidates internally and externally |
705
Internal mobility achieved |
Overview
Creating a sustainable organisation demands a comprehensive strategy encompassing leadership development, fostering a positive workplace culture and implementing strategic initiatives. This approach solidifies the Company’s position as an industry leader and preferred employer, facilitating the attraction and retention of a skilled workforce for sustained success. Recognising people as its most valuable asset, the Company prioritises effective people management as a key differentiator. Throughout the year, the Company introduced various HR initiatives focusing on inclusion, workplace safety, career advancement, and human rights protection, ensuring a holistic approach to human capital management.
Total employees & workers (including differently abled)
Employees & Workers Strength
| Age Group | Female | Male | Total |
|---|---|---|---|
| <30 | 75 | 227 | 302 |
| 30-50 | 87 | 2,880 | 2,967 |
| >50 | 12 | 603 | 615 |
| Grand Total | 174 | 3,710 | 3,884 |
Managerial Staff Categories
| Management Category | Female | Male | Total |
|---|---|---|---|
| Junior Management (Assistant Manager and below) | 54 | 282 | 336 |
| Middle Management (Deputy Manager to General Manager) | 84 | 1,757 | 1,841 |
| Senior Management (Assistant Vice- President and above) | 1 | 24 | 25 |
| >Grand Total | 139 | 2,063 | 2,202 |
Spirit of Excellence
ACC has enabled an environment where teams seamlessly unite, sharing insights and expertise, thus becoming the backbone for swift adaptation to market shifts. The Company has built an agile workforce, crucial in an industry where efficiency and sustainability are paramount. Cultural integration, breaking barriers, celebrating diversity and empowering employees have served as catalysts for ACC’s success.
Talent Acquisition and Retention
The Company recognises the significance of talent attraction and retention in achieving sustainable growth and maintaining competitiveness in the industry. Its focus is on not only attracting top talent but also fostering their development and ensuring their long-term retention.
It utilises various recruitment channels, including online job portals, social media platforms, professional networks and campus hiring programmes, to attract potential candidates. Additionally, the Company encourages its current employees to refer candidates who align with its values and possess the required skills. Internal Job Postings (IJP) provide opportunities for in-house employees to apply for roles that align with their career aspirations or seek more attractive positions within the organisation.
Talent Acquisition during the year
| Category | Age Group | FY 2023-24 | FY 2022-23 | ||
|---|---|---|---|---|---|
| Male | Female | Male | Total | ||
| Junior Management | <30 | 0 | 1 | 53 | 0 |
| 30-50 | 0 | 0 | 25 | 1 | |
| 2 | 0 | 0 | - | - | |
| Middle Management | <30 | 0 | 0 | 70 | 19 |
| 30-50 | 0 | 1 | 126 | 4 | |
| 2 | 0 | 0 | 1 | - | |
| Senior Management | <30 | 0 | 0 | - | - |
| 30-50 | 0 | 0 | 1 | - | |
| 2 | 0 | 0 | 2 | - | |
| Total | 0 | 2 | 278 | 24 | |
Diversity and Inclusion
The Company prioritises inclusion and diversity in its people practices. It values and supports all employees, creating a respectful and stimulating workplace. The commitment to being an equalopportunity employer allows the Company to attract, retain, and develop fresh talent, enabling it to serve customers and communities with utmost dedication.
ACC has a comprehensive Diversity, Equity, and Inclusion Policy (DEI) which ensures that everyone is treated with equal rights and respect, irrespective of their gender, ethnicity, race, religion, marital status or disability. To ensure the effective implementation of the policy, immediate and appropriate action is taken in response to any reported incidents of policy violations.
Gender
diversity
Differently-abled
employees
BeConnected
The ‘BeConnected’ initiative is a crucial platform dedicated to fostering a diverse and inclusive workplace. Tailored to empower women, this initiative provides a professional space for building connections, cultivating mentorship relationships, and exploring growth opportunities. Conducted bi-monthly or quarterly, ‘BeConnected’ hosts sessions by experts, interactive activities, and transformative events, encouraging women employees to share experiences, collaborate on innovative ideas, and provide mutual support. Through this platform, the Company actively nurtures the growth and well-being of its women workforce within the Group, recognising and celebrating their valuable contributions.
Some of the events conducted during this year:
- International Women’s Day Celebration 2023
- Finance management sessions
- Awareness programme on POSH
- Nurturing health and wellness
- Outdoor activities
Focus On Equal Pay
ACC follows a gender-neutral remuneration with an emphasis on specific skills and experience. This has resulted in the fact that at some levels females are highly paid and at some levels, males are highly paid.
Average Compensation Ratios by Work Level (%)
| Category | Female | Male |
|---|---|---|
| Supervisory | 96 | 101 |
| Managing Self (MS) | 92 | 115 |
| Managing Others (MO) | 79 | 108 |
| Managing Manager (MM) | 108 | 113 |
| Function Manager (FM) | 128 | 122 |
Training and Development
The Company is committed to nurturing its workforce by fostering an environment that promotes continuous learning and growth, aiming to build a nextgeneration organisation focused on innovation, business value delivery, and thought leadership. Through various programs, the emphasis is on enhancing productivity, operational efficiency, and fostering a culture of continuous learning. Line managers invest time in onboarding and mentoring lateral employees through handson training workshops.
The Company offers dedicated learning programs for successor development, enhancing safety culture, and improving performance management. At the unit level, numerous on-the-job training initiatives are implemented with the support of internal faculty, subject matter experts, and functional leaders. Through the Group initiative, Saksham, ACC provides comprehensive safety training to 31,457 workers, resulting in 1,25,828 training hours.
ACC also focuses on recruiting fresh talent from campuses for management and graduate engineer trainee positions, ensuring a robust talent pipeline. Their onboarding and training journey includes business-specific and discipline-specific learning through the e-Vidyalaya digital portal and on-the-job training. Line managers actively support the onboarding and mentoring of lateral employees through handson training workshops.
The Company builds Competency across its Teams through its ‘70-20-10’ Learning Philosophy.
Training Information for FY 2023-24
Total number of training and awareness programmes
Total training hours
Total employees covered in the awareness programmes
Total topics covered in trainings
Employees trained on health and safety measures
Employees trained on skill upgradation
Key Leadership Programmes
| Name | Target Group | Description |
|---|---|---|
Developments and Key Initiatives |
Key Performance Indicators |
|
Fulcrum |
CXO-level leaders |
This nine-month-long programme focuses on cultivating a robust pipeline of leaders internally capable of steering diverse businesses within the Adani conglomerate. It goes beyond conventional leadership frameworks, encompassing business and functional and commercial acumen, strategic leadership, and capacity building. |
Takshashila |
Senior-level managers |
A 12-month programme conducted in collaboration with the Indian School of Business prepares participants for leadership excellence. The programme includes classroom learning, interactive sessions, 360-degree feedback, action learning projects, and individual coaching sessions. |
NorthStar |
Middle-level managers |
This initiative is an 11-month journey designed in collaboration with Ivy League institutions to develop versatile and adaptable middle-level leaders. It covers business cycles, financial and people management, communication skills and strategic needs. |
e-Vidyalaya
|
All employees |
A collaborative e-learning initiative with Skillsoft has been established, offering access to the digital learning portal Percipio and making learning more accessible, easier, and effective. It provides a broad spectrum of learning resources covering business, productivity, collaboration, and digital transformation. Seeking developmental input from all employees concerning their functional and behavioural needs, ACC implemented in-person training programmes and/or digital learning modes. |
ALAP
|
Functional leaders and senior-level managers |
The programme is anchored by Group CFO. It focuses on training the functional leaders and senior-level managers. The ones trained in the first batch are supposed to train the next batch and at the same time, themselves move to the next level of training. Training sessions focus on financial strategy, governance, ESG integration etc. Seeking developmental input from all employees concerning their functional and behavioural needs, ACC implemented in-person training programmes and/or digital learning modules. |
‘Becoming a sales superstar’, employing the Train The Trainer (TTT) approach
ACC implemented an impactful training program for frontline Salesforce of Ready-Mix Concrete (RMX) on ‘Becoming a Sales Superstar’, employing the Train The Trainer (TTT) approach. The objective enhances the sales force ability to sell based on value and foster engagement strategies with key individuals withing the customer organisations.
All Unit Business Managers trained 170 frontline Sales teams within two months of the TTT programme. The Group ensured a comprehensive coverage of all front-line officers across diverse regions, utilising the existing infrastructure of RMX at the plant and regional offices.
The programs’ success was marked by an impressive overall score. To ensure knowledge dissemination, 11 sessions were conducted by internal trainers under the ‘Becoming a sales superstar’ theme. The sessions encompassed field officers, emphasising ACC’s commitment to continuous learning and development.
Employee Engagement
The Company’s commitment to employee engagement is manifested across initiatives, fostering a sense of belonging and involvement. From team building, surveys, engagement programmes and town hall meetings to leadership talks, ACC strives to create an engaging atmosphere that nurtures growth.
Furthermore, the Company’s monthly and quarterly reward and recognition programmes, such as employee spot awards and employee of the month in each function, cultivate a culture of appreciation and incentivise the workforce to exceed expectations. The Long Service awards recognise employees who have completed 10+ years with the Company, honouring their dedicated commitment.
ACC actively engages with its employees through comprehensive surveys to understand their experiences and enhance their well-being while fostering a positive work environment.
Performance Management System
The Company has implemented a robust Performance Management System (PMS) to ensure clarity and transparency throughout the process and to establish clear expectations for the workforce. This system includes various activities such as performance measurement, yearend review, rating, promotion recommendations, moderation and individual feedback.
One of the methods in this process is the bell curve performance appraisal (forced ranking or forced distribution). This involves comparing individual employee performance within specific categories, such as performance, competencies, and achievements. By employing the bell curve method, the Company can effectively differentiate employee performance and identify high and low performers.
The ranking process facilitated by the bell curve method helps in identifying high performers, and areas for improvement and informs decisions regarding promotions, rewards, and career development opportunities. This method ensures fairness and consistency in evaluating employee performance across the organisation.
All eligible employees, including permanent workers, undergo an annual performance appraisal process as prescribed by the Company. For non-permanent workers, their performance evaluation is conducted by contractors based on the conditions outlined in the agreement. This ensures that all employees receive appropriate feedback and support for their professional growth and development.
Performance Appraisal
ACC’s performance appraisal process covers performance measurement, year-end review, rating, promotion recommendations, moderation, and individual feedback. Utilising the bell curve performance appraisal, the Company assesses and compares employee performance within specific categories, aiding in identifying high performers and areas for improvement. This method informs decisions on promotions, rewards, and career development, effectively differentiating employee performance. All eligible employees, including permanent workers, undergo an annual performance appraisal, while nonpermanent workers’ evaluations are conducted by contractors based on outlined conditions.
Compensation
The Company has fostered a conducive work environment which is evident through its fair remuneration and compensation policy. This approach not only enhances employee productivity but also cultivates a healthy competitive atmosphere. Going beyond the minimum statutory requirements, the compensation practices ensure the workforce is well-rewarded for their contributions.
Human Rights
The Company strives to create a positive impact on human rights within the organisation and the communities in which it operates. The Company is committed to upholding essential human rights as it is integral to the core values and corporate responsibility agenda.
ACC’s human rights policy is guided by internationally recognised frameworks, including the Universal Declaration of Human Rights, the International Labour Organisation (ILO) Declaration on Fundamental Principles and Rights at Work, and the United Nations Guiding Principles on Business and Human Rights. This comprehensive policy outlines the Company’s commitment to respect and protect human rights in all operations
Employees trained on human rights issues
Employee Well-being Measures
The Company cares deeply about holistic employee well-being, offering comprehensive support programmes and a friendly work environment. The Company’s commitment includes providing flexible working hours and emphasising work-life balance. The Company conducts regular health check-ups, offers comprehensive health insurance and childcare facilities, and celebrates significant events.
ACC promotes physical fitness through initiatives like fitness classes, sports facilities, wellness challenges, and access to healthrelated resources. The Company offers parental leave options to support employees during early parenthood. Understanding the impact of workplace stress, it actively promotes initiatives to support employees’ mental and emotional well-being.
The Company has launched an emotional wellness programme under the Adani Cares platform in collaboration with the Independent Counselling and Advisory Services.
The Company’s newly-launched Adani Emcare mobile application simplifies healthcare management for employees and their families. The app features a dashboard with basic health reports, historical checkup data, graphical health trends, blood bank and blood group directories, cashless hospital integration, downloadable mediclaim cards, a health library, and the option to upload personal health documents. Security measures are implemented to restrict access to only employees with integrated data.
Health and Safety
The Company endeavours to build a more robust safety culture across the organisation to achieve ‘zero harm’. The journey to achieve this goal is ensured through six pillars – leadership commitment and governance; system and processstrategic safety performance; safe execution strategy; training and capability building; system assurance including technological intervention; safety engagements under #SafetyCulture and reward and recognition at various levels. ACC is progressing its safety culture commitment by adopting bottomup and top-down approaches based on the accountability of the leadership team.
Safety Culture 2.0 Pyramid Box (Bottom-up and Top-down Approach)
Top-down Approach
ACC is advancing its systems and processes through innovative thinking. Initiatives like implementing a safety governance framework have significantly reduced safety incidents.
Bottom-up Approach
ACC has implemented various programmes like ‘Saksham’ to cultivate a safer and more responsible workforce.
Safety Performance for FY 2023-24
| Description | 2023-24 | 2022-23 |
|---|---|---|
| Lost Time injury | 21 | 11 |
| Total Injury – E+Con (Excluding FAI) | 33 | 28 |
| Total Injury – E+Con (Including FAI) | 69 | 78 |
| Lost Time Injury Frequency Rate | 0.62 | 0.26 |
| Total Injury Frequency Rate | 0.71 | 0.71 |
Initiatives to Strengthen Safety Performance
Leadership Commitment and Governance
Integrated KPIs into performance appraisals and training senior leaders
Conducted successful safety training man-days with lessons from past incidents shared horizontally
Governance was strengthened in high-risk processes, including critical control management and monthly safety reviews
Individual engagement fostered safety leadership, encouraging open communication for prompt issue resolution, ensuring a secure work environment through reporting and addressing individual concerns
Safety concern-visible personal tours (VPC) and hazards were reported and corrected
Near misses reported and corrective actions taken
Safety committee meetings
conducted
Training and Capability Building
Instituted a proficient needs identification process across its plants and enrolled process engineers in logistics and process safety excellence training in IIT Kharagpur
Line managers underwent capacity enhancement through training in risk assessment, incident investigation and highrisk activity management
Incident learning videos were shared for learning and improvement
Saksham training was conducted for contract workers and project safety workshops were organised with relevant teams
Workers trained under
Saksham
Man-hours spent on
Saksham training
Number of permits to work audits conducted
Safety Execution Strategy at ACC
ACC aims for zero harm across all employees, associates and contractor workmen by fostering risk awareness and continuously reassessing potential blind spots. It has come up with a roadmap through the ‘5C’ framework – commitment, communication, capability, conformance and culture – to cultivate an integrated safety culture. Safety excellence is ingrained in every employee. The Company strives to implement robust safety measures, emphasising employee coordination, cultural shift initiatives and technological innovation to turn knowledge into action. ACC has also implemented several measures towards its ‘Zero Harm’ policy.
Safety audits in 2023-24 with 21 leadership members across sites involved as auditors
Mock drills
conducted
Technological Intervention for System Assurance
ACC integrates technologies which make the work environment as safe as possible. The Company implemented Gensuite for reporting safety indicators and utilised drone applications during high-risk processes like shutdowns and Silo cleaning. The Company also monitored and analysed safety-critical parameters using a dashboard for effective management.
Safety Management System Audits were conducted to check and assure system compliances.
#SafetyCulture
#SafetyCulture is Adani’s flagship brand identity dedicated to promoting safety. Under this initiative, all safety interventions, programs and engagements are developed and deployed. Being a part of the Adani Group, ACC undertakes significant efforts to engage internal stakeholders such as employees and associates, as well as communities, through safety-themed campaigns and safety training initiatives.
OH&S Policy
For Cement Business released and circulated to all for communication and displayed at strategic locations of plants
Safety Engagements and Rewards and Recognitions
Throughout the year, ACC engaged its employees and workmen in the safety journey via quarterly campaigns targeting work at height and electrical safety. Monthly safety themes were implemented to boost competency and compliance. The Company actively acknowledged best safety practices and facilitated knowledge-sharing sessions, often inviting industry experts. ACC organised Saksham Samvaad to bolster safety teachings and enhance safety ownership, drawing participation from 415 leaders in the cement business.
were recognised with 5 awards from external bodies
Employee Health Initiatives
Prioritising employee health, ACC Cements undertakes a wide spectrum of initiatives. The Company arranged OHS setups at sites for healthcare services, compliance with health-related requirements and OHS teams focusing on medical fitness, suitable work placement, first aid, preventive healthcare, health education and surveillance.
Occupational Health
Key Initiatives
Round-the-clock
medical staff
First-aid
and ambulance
services
Dust
prevention mist
water spraying
Occupational
health centres
Canteen facilities
and
rest sheds
Non-Occupational Health
Key Initiatives
Preventive
health initiatives
Health
awareness
In-house
allied services
Tele-consultation
services
Clinical support
during hospitalisation
Cultivating the Safety Culture under ‘udAAAn’
ACC has undertaken several initiatives to improve the safety at the Company’s facilities:
- Installed video analyticsbased camera monitoring with remote access, cleaned two cement silos and one clinker silo at Kymore
- Conducted ‘Safe udAAAn’ championship to invite ideas to make the workplace safer
- Conducted coal safety workshop which received positive reviews and was incredibly successful – the workshop gave insights into several important aspects regarding coal with participants coming out of it with enhanced knowledge and skills
- Made a structured approach towards handling coal which is being used across operations
- Adani Workplace Management Academy (AWMA) organised a 3-day training programme on Adani Workplace Management System (AWMS) (5S), facilitated by Quality Circle Forum of India (QCFI), an external agency engaged by AWMA