Ambuja Integrated Report Annual Report 2025-26

People Philosophy and Strategic Human Capital Framework

To nurture a future-ready, Adani values-driven workforce on the foundations of safety, inclusivity and, empowerment—where continuous learning, technical upskilling, leadership development and technology‑led transformation enable its people to become self‑reliant, Saksham, and confident contributors to nation building, steadily progressing in culture of trust, care, transparency and well‑being. This vision is underpinned by the Company's commitment to equity and inclusion, ensuring accessible workplaces, equal opportunity and a sense of belonging for all.

To attract, develop and retain diverse talent and make them future-ready by strengthening technical and leadership capabilities, enabling technology‑led transformation, promoting safety, wellness and employee care, ensuring equity and inclusion across accessible workplaces, and nurturing open communication—so that while realising their full potential, its people are empowered, resilient and, aligned to long‑term value creation and contribute to its shared purpose of nation-building.

The Adani Group’s People Strategy

At the Adani Group, the people strategy is centred on building a future-ready, inclusive and responsible workforce. By strengthening skills, leadership and digital capabilities, upholding human rights, and enabling equitable opportunities and fair practices, the Group empowers its people to thrive.

Cadre Hiring & Developing Leadership Pipeline

Strengthening early career talent acquisition and structured leadership development to build a future-ready talent pipeline.

Future-ready Skills & Livelihood Creation

Investing in upskilling and livelihood generation, aligned with business growth and national skilling priorities.

Accessibility & Inclusion

Enhanced structural accessibility across the Adani Corporate House and 100% compliance with the RPwD Act, 2016, promoting dignity and inclusion for persons with disabilities.

Workforce Analytics, Performance & HR Technology

Leveraging data, dashboards, and HR technology aligned with global annual‑reporting guidance to enable performance insights and decision-making.

Agile Organisation and Operating Model

Lean structures enabling broader roles, merit-based growth and faster, higher quality decision-making.

Workforce Welfare

Enhancing living standards, safety and compliance through industry-leading welfare initiatives, particularly at the remote sites.

Employee Health and Well Being

Holistic wellness framework integrating preventive, digital, and community-based healthcare.

Culture, Engagement & Leadership Connect

Promoter driven employee communication and engagement practices, promoting transparency, leadership accessibility, and strong employee connection.

Employee Value Proposition (EVP)

At the Adani Group, purpose-driven careers are offered at the forefront of nation-building. The Group operates across diverse large scale, mission critical infrastructure domains spanning energy, green hydrogen, data centres, manufacturing, transport, logistics, utilities, resources and next generation infrastructure. This unmatched scale of operations, complexity of businesses, and high-growth platforms create opportunities rarely available at comparable scale elsewhere.

The EVP is closely aligned with the evolving needs of infrastructure and energy development, enabling employees to build future-relevant capabilities. This drives long-term sustainable growth, preparing talent not only for today, but for emerging business and next generation leadership roles.

Purpose Driven/Scaled Impact/Future-Ready

Purpose
Nation building
through
infrastructure
leadership

Scale
Large, complex,
mission-critical
platforms

Ownership
Early
accountability
and merit-based
progression

Mobility
Cross-
business
career
pathways

Culture
Entrepreneurial,
performance
driven, high
impact

Philosophy
Growth with
Goodness

Unmatched Scale with National Impact
Unmatched opportunities to contribute to projects shaping India’s long term economic and sustainability agenda

Capability through Complexity
Exposure to multi-stakeholder, high-responsibility environments, and large integrated value chains, accelerating employees’ technical, commercial and leadership capabilities

Future-focussed High Growth Platforms
Participation in business creation, scale-up and transformation through exposure to high growth and future facing

Early Ownership and Leadership Opportunities
Career progression driven by outcomes, impact and capability, rather than tenure or hierarchy

Cross Business Mobility and Limitless Exposure
Diverse career paths across varied domains within a single ecosystem, accelerating learning, adaptability and leadership readiness

Value-Led Growth
Growth guided by core values – Courage, Trust and Commitment, and rooted in the Growth with Goodness philosophy, which balances scale and performance with responsibility, safety, inclusion and sustainability

AI, Advanced Analytics and
Digital Transformation
Providing employees with exposure to:

Enterprise-scale AI and analytics
Smart Infrastructure and integrated digital platforms
Capability building aligned to digital skills and evolving business models

Sustainability and Climate Aligned Capabilities
Positioning employees for future economy
through:

Participation in Renewable energy, green hydrogen and energy transition initiatives
Climate‑aligned infrastructure development
Responsible resource management and ESG‑led decision‑making
Capability enhancement in green skills, sustainability leadership and climate conscious business acumen

Future Leadership & Adaptive Skills
Fostering employee adaptability and leadership readiness through:

Exposure to complex, multi‑stakeholder environments
Cross‑business and cross‑sector mobility
Leadership roles that require speed, judgement and accountability

Leadership, Culture and Ways of Working

At the Adani Group, leadership, culture and ways of working are shaped by strong governance and entrepreneurial culture that enables speed, scale and responsible execution. Clear governance frameworks, defined decision rights and Board oversight ensure alignment with strategy, execution and long-term value creation. The Company's leadership culture is rooted in the values of Courage, Trust and Commitment that guides leaders to demonstrate ownership, integrity and accountability.

Adani Leadership and Culture

Leadership Governance

Clear Delegation of Authorities (DOA)
Defined decision rights, accountability and escalation frameworks
Board oversight and governance frameworks

Leadership Accountability

Accountability not only on business outcomes but on effectiveness of ethical conduct, people stewardship, safety and inclusion
ABEC framework for employees (behaviours and competencies)

Ways of Working, Collaboration and Innovation

Cross-functional and cross business collaboration
Entrepreneurial, execution-driven mindset
Adjacency-led business model enables cross-entities collaboration
Shared platforms for knowledge sharing, joint planning and integrated decision-making
Experimentation and learning through execution and continuous improvement

Ethical Decision-making

Codes of conduct and governance standards
Strong emphasis on people stewardship, psychological safety, overall wellbeing, human rights, inclusion and respect
Encouragement to open dialogue, constructive challenge and respectful dissent
Grievance and whistleblowing mechanisms
Responsible stakeholder engagement

Change Management: A People-led Journey

In a rapidly evolving global business landscape with shifting workforce expectations, the Adani Group embeds change management as a core leadership and people capability. This approach enables workforce agility, futureready skills and organisational resilience to support long-term sustainable growth.

Management Framework

Future-ready Capabilities

Reskilling and upskilling for digital fluency, ESG consciousness and future roles
Agile workforce models enabling faster decisions making
Leadership pipeline strengthened to manage complexity and multi-generational teams

Change Enablement

Structured learning journeys
Internal talent mobility
Exposure to next-generation leadership challenges

Culture as a Multiplier

Drive agility, accountability, innovation and resilience
Leadership communication and role modelling to institutionalise adaptability

Measuring Change Effectiveness

Employee engagement and change adoption indicators
Leadership capability assessments
Talent readiness metrics for critical and future roles
Course correction and continuous improvement

Outcomes

Resilient, skilled and future-ready workforce
Organisational agility to navigate disruption

Ambuja Cements’ Workforce

Ambuja Cements’ total workforce comprised 5,909 employees and workers as of FY 2025-26, including persons with disabilities. This diverse and capable team forms the backbone of the Company’s operations, bringing together strong technical expertise, on-ground execution capabilities and varied perspectives. The Company’s people initiatives and talent development frameworks are closely aligned with the broader Adani Group philosophy, ensuring shared values, governance standards and a unified growth vision. Spread across locations, age groups and functions—from plant operations and engineering to logistics, support roles and leadership—each individual plays a vital role in advancing Ambuja Cements’ purpose of building a sustainable and resilient future.

5,909

Total Employees and Workers* (including Differently-abled)

*Further details on employee strength by age group, gender and management level can be found in the BRSR Report.

Breakdown of the Workforce Composition

Workforce Composition	Male (Age in Years)				Female (Age in Years)				Grand Total	Percentage
Workforce Composition	<30	30-50	>50	Total	<30	30-50	>50	Total	Grand Total	Percentage
Top Management (A)	0	1	4	5	0	0	0	0	5	0.1%
Senior Management (B)	0	41	57	98	0	3	2	5	103	1.7%
Middle Management (C)	13	440	269	722	1	9	3	13	735	12.4%
Junior Management (D)	782	1,778	297	2,857	67	31	5	103	2,960	50.1%
Management Trainees (E)	0	0	0	0	0	0	0	0	0	0.0%
Employees from Non-management Categories (F)	11	41	12	64	0	0	0	0	64	1.1%
Permanent Workers (G)	1	527	356	884	1	4	0	5	889	15.0%
Total Permanent Workforce (H), H=A+B+C+D+E+F+G	807	2,828	995	4,630	69	47	10	126	4,756	80.5%
Other than Permanent workforce categories
Top Management (I)	0	0	0	0	0	0	0	0	0	0.0%
Senior Management (J)	0	0	0	0	0	0	0	0	0	0.0%
Middle Management (K)	0	2	1	3	0	0	0	0	3	0.1%
Junior Management (L)	525	39	0	564	33	0	0	33	597	10.1%
Management Trainees (M)	1	0	0	1	1	0	0	1	2	0.0%
Employees from Non-management Categories (N)	533	0	0	533	2	1	0	3	536	9.1%
Other than Permanent Workers (O)	0	10	5	15	0	0	0	0	15	0.2%
Total Other than Permanent Workforce (P), P=I+J+K+L+M+N+O	1,059	51	6	1,116	36	1	0	37	1,153	19.5%
Total Workforce (L)
Q=(H+P)	1,866	2,879	1,001	5,746	105	48	10	163	5,909	100%

Talent Acquisition and Retention

Recognising the importance of attracting and retaining highperforming talent, Ambuja Cements follows a multi-channel recruitment approach spanning digital platforms, social media, professional networks, internal mobility and campus engagements. This enables the Company to access a diverse talent pool while ensuring strong alignment with its values and longterm strategic priorities.

Employee retention remains a key pillar of Ambuja Cements’ human capital strategy. The Company focuses on creating meaningful career progression pathways, enabling continuous learning, and recognising both individual and team contributions. Through structured development programmes and a supportive workplace culture, Ambuja Cements empowers its people to grow with the organisation and build a futureready workforce.

Cadre hiring continued to be a strategic priority, with targeted recruitment of Graduate Engineer Trainees (GETs), Diploma Engineer Trainees (DETs) and Management Trainees (MTs). This approach is designed to strengthen the longterm talent pipeline and ensure a steady supply of technical, operational and leadership capabilities aligned with the Company’s future business needs.

New hires in FY 2025-26

New hires	Male (Age in Years)				Female (Age in Years)				Grand Total	Percentage
New hires	<30	30-50	>50	Total	<30	30-50	>50	Total	Grand Total	Percentage
Top Management	0	0	0	0	0	0	0	0	0	0%
Senior Management	0	5	1	6	0	1	0	1	7	0.5%
Middle Management	7	46	3	56	1	0	0	1	57	3.7%
Junior Management	766	142	0	908	37	0	0	37	945	61%
Management Trainees	1	0	0	1	1	0	0	1	2	0.1%
New hires in Non-management Categories	536	0	0	536	1	0	0	1	537	34.7%
Total New Hires	1,310	193	4	1,507	40	1	0	41	1,548	100%

Learning and Development

Ambuja Cements places strong emphasis on building the skills and potential of its workforce, recognising continuous learning as a key driver of individual growth and organisational success. To enable this, the Company has established a dynamic talent development programme supported by a robust digital learning ecosystem. This framework provides employees with seamless access to specialised learning modules, interactive virtual masterclasses, and customised web-based sessions, designed to strengthen both functional expertise and leadership capabilities in a rapidly evolving industry.

Managers play an important role in reinforcing this ecosystem, particularly during onboarding. They guide new joiners and support their smooth integration into the Company’s culture and operations. The e-Vidyalaya digital portal serves as a central learning hub, offering easy access to training resources and empowering employees to take ownership of their development journey. In FY 2025-26, the average investment per full-time employee (FTE) in training and development stood at H 8,272, reflecting Ambuja Cements’ continued commitment to capability building and professional growth.

Empowering the Workforce through Digital Dexterity

Ambuja Cements is accelerating its digital journey through the Digital Dexterity Programme, designed to build future-ready capabilities across the workforce. By leveraging technologies such as IoT, cloud computing and AR/ VR, the initiative strengthens digital skills and enables employees to serve as Certified Change Agents, supporting adoption across key operational areas.

The Company is also integrating AI-enabled tools such as MS Copilot to enhance decisionmaking and improve systems, including Occupational Health & Safety (OH&S). This structured focus on digital enablement is helping Ambuja Cements drive efficiency, agility, and operational resilience, while reinforcing a culture of innovation, safety and continuous improvement.

The #Dronacharya Spirit – Where Tradition Meets Technology

At Ambuja Cements, the #Dronacharya Spirit reflects a powerful belief that progress is driven by the thoughtful transmission of knowledge and values. Rooted in India’s ancient Guru–Shishya tradition, the initiative reimagines mentorship for a future-ready organisation, positioning experienced leaders as Dronacharyas—master mentors responsible for shaping not only skills, but also character, mindset and confidence among young talent. To meet the scale and complexity of tomorrow, the Company has strengthened its learning ecosystem through trainthe-trainer programmes, immersive simulators, robotic arms, digital learning modules and 'Plant of the Future' concepts that convert live shop floors into dynamic learning labs. These interventions enable hands-on, real-time upskilling aligned with evolving operational and leadership needs. By honouring its most impactful mentors through a modern-day #Gurudakshina, Ambuja Cements reinforces a culture of continuous learning, humility and knowledge sharing—affirming that its greatest legacy lies not merely in what it builds, but in the leaders it shapes for the future.

Training Investment

(in `)

Particulars	FY 2025-26	FY 2024-25	FY 2023-24
Training Investment per FTE (in `)	8,272	15,629	5,956

71,688

Total Number of Training and Awareness Sessions for Employees and Workers

3,24,628

Total Training Hours

54.9

Average Training Hours Per Employee

` 8,272

Average Amount Spent Per Employee in Training

5,909

Employees and Workers Trained on Health and Safety Measures

4,269

Employees Trained on Skill Upgradation

10,593

Hours of Training Provided for Digital and Analytical Skills Upgradation

673

Hours of Training Provided for Sustainability and Climate Skills Upgradation

2,45,310

Hours of Training Provided for Technical Skills Upgradation

10,412

Hours of Training Provided for Behavioural Skills Upgradation

Employee Development Programmes

Programmes	Target group	Focus & Format	Impact
CCR Certification	Plant teams & operations staff (mill, kiln, process)	5-day simulator-based, hands-on training for process stabilisation and optimisation.	113 trainees certified; improved process stability and operational readiness.
ALAP (Adani Leadership Acceleration Programme)	Senior functional leaders	Cohort-based programme on finance, governance and ESG integration with mentoring responsibilities.	Graduates mentor future cohorts; strengthen leadership bench and governance capability.
eVidyalaya (Digital Learning)	All employees (employees, contractors as applicable)	Always-on digital learning hub (Percipio) offering role-based modules in technical, digital and sustainability topics.	Organisation-wide access to self-paced learning; supports continuous upskilling and capability building.
Oyster (Leadership Programmes)	Mid-to-senior managers/ emerging leaders	Blended leadership programme covering strategy, finance, operations, ESG and customercentricity over 8–10 months.	Builds enterprise-ready leaders with stronger decision-making, collaboration, execution excellence and strategic perspective.
Group Coaching Programme	Identified cohort of high-potential employees	Structured leadership development delivered through confidential coaching, involving two-day classroom sessions conducted every month from Jan’26 to Apr’26, with emphasis on self-reflection, ownership, and practical application of insights.	Strengthened leadership effectiveness by enabling participants to align goals, address challenges, and build accountability, while fostering a culture of continuous learning and long-term leadership development.
Young Managers Programme – Cement Manufacturing	Young managers in cement manufacturing	Instructor-led learning journey combining virtual and classroom modules, conducted by Adani Skill & Education, focused on building technical understanding of cement manufacturing processes.	Enhanced domain knowledge and operational readiness of young managers, supporting stronger functional capability and alignment with manufacturing excellence.
Leadership Workshop by Prof. Ram Charan	Senior leadership and functional heads	2-day session with executive keynotes and immersive workshops on business fundamentals, AI-led transformation and growth levers.	Strengthened strategic judgement, capital allocation discipline and AI-enabled decision-making for accelerated profitable growth.

Performance Management System

Ambuja Cements’ performance management system is designed to strengthen execution, encourage innovation, and enable high-quality collaboration across teams. The Company follows a structured goal-setting approach based on SMART principles (specific, measurable, achievable, relevant and time-bound), ensuring that individual priorities remain aligned with organisational objectives. Goals are further translated into clear milestones through team involvement and periodic tracking, helping drive accountability and sustained performance. Continuous feedback is embedded into the process through half yearly and annual reviews and 360-degree feedback mechanisms, promoting transparency, trust and continuous improvement. Performance checkins serve as critical progress reviews, enabling timely course correction and ensuring consistent delivery against targets.

Performance Appraisal

Ambuja Cements’ performance appraisal process includes performance measurement, rating, promotion recommendations, and individual feedback. Outcomes from the appraisal process support decisions related to rewards, recognition, promotions and career progression. All eligible employees, including permanent workers, undergo annual appraisal, while performance evaluations for nonpermanent workers are conducted by contractors in line with defined terms and conditions.

The Company recorded a significant number of promotions during the year. This reflects a strong emphasis on internal career progression, merit-based advancement and structured performance evaluation and succession planning across functions and locations.

Diversity, Equity and Inclusion

Diversity, Equity and Inclusion (DEI) is a core pillar of Ambuja Cements’ human capital strategy. The Company’s predominantly Indian workforce reflects the nation’s rich cultural, linguistic and regional identities, fostering an inclusive workplace built on respect, representation and equal opportunity across levels. In alignment with its DEI policy, Ambuja Cements integrates these principles into human resource management and stakeholder relationships, maintaining a zerotolerance stance on discrimination and harassment. Regular training and awareness programmes reinforce this commitment, alongside the Prevention of Sexual Harassment (POSH) policy, ensuring a safe and respectful workplace.

Gender Diversity: Structural Context, Sectoral & Technical Workforce Realities and Sustainable Transition

Gender diversity remains a strategic priority and is governed through leadership oversight and ESG frameworks at both Group and business levels. Workforce composition and gender representation are reviewed periodically, with interventions calibrated to business models, role requirements, and operating contexts.

India presents a unique structural paradox. Women constitute approximately 42–43% of India’s STEM graduates, one of the highest proportions globally. However, this strong educational pipeline does not translate proportionately into technical and operational roles. The gap is not one of capability or qualification, but of structural, geographic, and sector‑specific constraints. The location of cement plants are characterised by geographically dispersed and remote project locations, continuous on‑site presence requirements, rotational or extended work schedules, and high mobility demands. Despite a robust supply of technically qualified women at the national level, many are unwilling or unable to pursue long‑term careers in remote project locations due to safety concerns, limited access to suitable housing and sanitation infrastructure, mobility constraints, family responsibilities, and social factors.

Management Approach and Transition Path

Recognising these realities, the Adani Portfolio has adopted a calibrated and phased approach to advancing gender diversity, focusing on sustainable integration rather than short‑term numerical optimisation.

In the near term, efforts are concentrated on improving representation in functions where the external talent pool is relatively deeper and geographic constraints are lower, including corporate roles, HR, GCC, Project planning & Monitoring Group, Techno-Commercial, Finance, Digital, Sustainability, and Emerging technology domains.

In parallel, long‑term interventions are directed at addressing the technical workforce gap through sustainable initiatives like:

Partnerships with ITIs, polytechnics, and skilling institutions to build industry‑aligned technical capabilities among women.

Progressive deployment of automation and digital systems that reduce physical intensity and enable broader participation wherever feasible.

Structured retention and progression mechanisms, including mentorship, transparent career pathways, and bias‑resistant systems.

Way Forward

Gender diversity outcomes across the Group and Cement Business reflect both current labour market constraints and deliberate management choices aligned to operational realities. Progress is expected to be deliberate and phased.

Gender Diversity

Ambuja Cements is committed to strengthening gender diversity across functions and levels. The metrics presented in the Report reflect the current representation of women across roles, and the Company continues to pursue clear, progressive targets to improve gender balance and workplace inclusivity. Ambuja Cements has made significant strides in promoting gender diversity, with women now occupying approximately 4% of all management positions, including roles such as control room operators.

With an aim to drive gender diversity, Ambuja Cements is focused on increasing the number of women representatives across its business by 2030, supported by initiatives like ‘BeConnected.’ This platform empowers women through mentorship, networking, and professional growth, creating a vibrant and inclusive workplace culture.

Pay Equality

Ambuja Cements upholds fair and equitable compensation practices based on skills, experience and performance—irrespective of gender, ethnicity or background. The Company follows the principle of equal pay for equal work, supported by a transparent, competitive and performancelinked remuneration framework. Regular reviews of pay structures help identify and address disparities through data-driven insights, strengthening fairness, trust and the ability to attract, retain and empower a diverse, high-performing workforce.

Employee Well-being

Ambuja Cements prioritises holistic employee well-being through a range of support programmes and a people-centric work environment. The Company promotes worklife balance with flexible working arrangements and celebrates key life events to foster a positive culture. Regular health check-ups, comprehensive health insurance and childcare support contribute to physical wellness, while fitness initiatives — including classes, sports facilities and wellness challenges — encourage active lifestyles.

Recognising the importance of emotional health, Ambuja Cements has introduced mental well-being initiatives under the Adani Cares platform in collaboration with Independent Counselling and Advisory Services. To simplify healthcare management for employees and their families, the Adani Emcare mobile app provides features such as health dashboards, historical check-up data, cashless hospital integration, downloadable mediclaim cards and health information resources, all accessible securely by authenticated users.

The Company also supports early parenthood through parental leave options and continuously promotes mental and emotional support mechanisms to ensure a safe, inclusive and nurturing workplace for all.

100%

Workforce Covered under Well-being Benefits

#Run4OurSoldiers: 9th Adani Ahmedabad Marathon

Ambuja Cements, as part of the broader Adani Cement/Adani Sportsline ecosystem, promotes community engagement, health and inclusiveness through high-impact sporting events such as the Adani Ahmedabad Marathon. This flagship run has grown into a major city-wide cultural movement, attracting over 24,000 participants in its 9^th edition under the unifying theme #Run4OurSoldiers, with runners of all ages and backgrounds competing in full, half, 10 km and 5 km categories and honouring India’s armed forces.

The marathon not only encourages fitness and collective spirit across diverse communities but also fosters pride and unity through its broad participation and cultural resonance, making it more than just a race but a shared celebration of endurance, inclusivity and community engagement.

Adani Cement Cricket League – Building Premium Performance Through People

The launch of the Adani Cement Cricket League marked a first in the Company’s history, transforming a sporting initiative into a powerful platform for collaboration, inclusion and shared purpose. Rooted in the same values that define Adani Cement’s premium products— strength, reliability and trust—the inter-unit tournament brought together teams from across manufacturing sites, logistics hubs, RMX plants and project locations, uniting six regional clusters into one collective movement. What began as competitive cricket evolved into a celebration of teamwork, pride and community, culminating in the Grand Finale in Ahmedabad. Beyond the field, the league fostered family participation, strengthened workplace bonds and elevated inclusion through the active involvement of Ladies Club members, who played a pivotal role in organising events, wellness drives and social outreach. As the league expands to include additional sports and a Women’s League, it continues to reinforce Adani Cement’s belief that premium performance is built by people—creating a strong foundation of unity, belonging and pride that endures well beyond the game.

Celebrating People, Performance and Pride

Dhanvarsha is a quarterly celebration that is centred around channel partners, dealers and contractors to recognise collective success. Designed as a recognition platform, the event also honours employee contributions across performance, safety and environmental excellence. Employees are celebrated, reinforcing a sense of belonging and pride. By recognising effort, encouraging safe and responsible practices, and celebrating achievements, Dhanvarsha motivates teams, strengthens engagement and inspires continued excellence in the journey ahead.

Employee Engagement

Ambuja Cements demonstrates a strong commitment to employee engagement through initiatives that foster inclusion, connection and active participation. The Company nurtures a dynamic work culture through team-building activities such as sports days and cricket leagues, alongside unique engagement initiatives including cinema evenings for cement business employees. Regular engagement sessions and surveys, town halls and leadership talks further encourage open dialogue, collaboration and shared growth across the Cement Business.

Additionally, Ambuja Cements’ recognition programmes, such as monthly spot awards, Employee of the Month recognitions, and Long Service Awards for employees with over 10 years of tenure, encourage high performance and celebrate dedication. Regular engagement surveys further help the Company understand employee experiences, enhance well-being, and create a positive, supportive work environment that drives employee satisfaction and organisational success.

Employee Turnover in FY 2025-26

Total Employee Turnover Rate
Employee Turnover	Female				Male				Total Turnover
Employee Turnover	<30	30-50	>50	Total	<30	30-50	>50	Total	Grand Total
Top Management	0%	0%	0%	0%	0%	0%	22%	18%	18%
Senior Management	0%	0%	0%	0%	0%	24%	36%	31%	30%
Middle Management	0%	20%	0%	16%	22%	21%	29%	24%	24%
Junior Management	18%	26%	55%	21%	23%	24%	41%	26%	26%
Management Trainees	0%	0%	0%	0%	0%	0%	0%	0%	0%
Non-management Categories (Workmen)	0%	0%	0%	0%	7%	0%	3%	3%	3%
Total	17%	22%	32%	19%	20%	18%	27%	21%	21%

Voluntary Employee Turnover Rate

Total Employee Turnover Rate
Employee Turnover	Female				Male				Total Turnover
Employee Turnover	<30	30-50	>50	Total	<30	30-50	>50	Total	Grand Total
Top Management	0%	0%	0%	0%	0%	0%	0%	0%	0%
Senior Management	0%	0%	0%	0%	0%	19%	20%	20%	19%
Middle Management	0%	10%	0%	8%	7%	17%	16%	17%	16%
Junior Management	15%	17%	55%	17%	21%	22%	35%	23%	23%
Management Trainees	0%	0%	0%	0%	0%	0%	0%	0%	0%
Non-management Categories (Workmen)	0%	0%	0%	0%	7%	0%	1%	2%	2%
Total	15%	14%	32%	15%	18%	16%	20%	18%	18%

Human Rights

Ambuja Cements upholds fundamental human rights as an integral part of its values and corporate responsibility. The Company’s Human Rights Policy is aligned with internationally recognised framework. Safety Cs, including the Universal Declaration of Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work, and the UN Guiding Principles on Business and Human Rights. Applicable to employees, associates, customers, vendors and contractors, the policy outlines Ambuja Cements’ commitment to respecting and safeguarding human rights across its operations and value chain.

To strengthen awareness and accountability, 100% of employees were trained on human rights during the reporting period. Recognising that business operations and supply chain practices can influence human rights outcomes, the Company enforces a Supplier Code of Conduct for all suppliers. The Code reflects zero tolerance for child labour and forced labour and reinforces expectations on fair wages, reasonable working hours, occupational health and safety, prevention of human trafficking, non-discrimination, and respect for freedom of association and collective bargaining.

Ambuja Cements fosters a workplace culture that protects dignity, privacy and individual safety, while ensuring a discriminationfree environment. The Company’s Policy on Freedom of Association supports these principles, and in FY 2025–26, 100% of site-based workers were members of trade unions. Additionally, the Employee Grievance Redressal Policy provides a structured channel for raising concerns, including anonymous reporting, ensuring confidentiality and fair resolution.

100%

Employees and Workers Trained on Human Rights Issues

Human Rights Assessment and Due Diligence

Ambuja Cements conducts a thorough due diligence process to assess human rights risks across its operations, value chain, and activities. This includes monitoring areas such as health and safety, forced labour, child labour, and equal remuneration. The Company is committed to ensuring genderneutral pay and regularly reviews its compensation practices to ensure fairness and transparency, addressing any disparities as part of its ongoing commitment to human rights.

Human Rights Assessment Process

Zero

Number of Cases Of Human Rights Violations Reported by Stakeholders in FY 2025- 26, Child Labour, Forced Labour, Wages or Violations Affecting the Indigenous Communities

Zero

Reported Cases of Human Rights Violations of Indigenous Communities in FY 2025-26

100%

Security Personnel (including the Third-party Personnel) Trained on Human Rights Policies and Procedures

Employee Health and Safety

Ambuja Cements places Occupational Health and Safety (OHS) at the forefront of its operations, driven by a ‘Zero Harm’ objective and a strong governance framework. Technology acts as a key enabler through advanced safety systems and continuous performance monitoring, while safety is embedded as a business lever supporting productivity, reliability and long-term value creation. A robust competency framework, supported by comprehensive training, clearly defined roles and active safety committees, ensures accountability across employees, contractors and partners. The Company also emphasises engagement by integrating safety standards into procurement and contractual processes, extending responsibility across the value chain. Rigorous assurance is maintained through an ISO 45001-certified management system, regular audits and periodic reviews to ensure sustained compliance and workplace safety excellence.

In a capital-intensive and operationally complex industry, the Company leverages safety to drive uninterrupted operations, asset protection and workforce confidence, thereby strengthening overall business performance. By reducing risk exposure level, leadership ownership and a culture of accountability, safety becomes a catalyst for efficiency and scalability.

Technology as an Enabler

Deployment of drones for confined-space inspections, eliminating human exposure and reducing downtime
Automated clinker sample collectors reducing the temperature from 900 degree to 50 degree at the delivery point, high-precision sampling with significantly reduced thermal risk
Portable universal safety cages allowing faster and safer brick-lining operations
Mechanised dummy placement in smoke chambers to remove manual intervention
Advanced anti-tilt sensors, AI-enabled alerts and smart laboratory integration for real-time monitoring and data-driven decisions
Installation of over 10,000 IoT sensors and high-tech surveillance systems across plants

Competency Framework

Adoption of the RESQ (Reliability, Environment, Safety and Quality) mindset as a core performance lens
Focus on building safety capabilities aligned with evolving operational complexity

Engagement

Organisation-wide awareness fostering a culture of shared responsibility for safety

Assurance

Cross-unit audit
Continuous reinforcement of safety maturity as the organisation expands in scale and complexity

Safety as a Business Lever

Technology-led interventions improving process reliability and operational effectiveness
Reduced operational risk and downtime, strengthening productivity and cost efficiency
Safety embedded as a competitive advantage across the value chain

Embedding a Proactive Safety Culture

Safety leadership at Adani Cement is strengthened through deeply institutionalised management engagement and culture-building interventions. Initiatives such as:

Boots on Ground (BOG), Visible Felt Leadership and regular leadership site visits enable direct interaction with frontline teams
ROKO-TOKO empowers employees to stop unsafe acts, reinforcing accountability at every level.
Organisation-wide campaigns focused on engaging and educating employees further deepen safety awareness.
The Company emphasises early hazard identification and timely closure, supported by a dedicated safety app that encourages near-miss reporting and open communication.
A strong focus on leading indicators including unsafe conditions and near misses has significantly enhanced proactive risk management, with reported lead measures increasing nearly tenfold yearon-year, reflecting a maturing safety culture centred on prevention rather than reaction.

CASE STUDY

Safety as a Business Enabler

#1

At Ambuja Cements, Safety is integral to operational excellence and business resilience. Availability of Silo plays a essential role for sustainable operations and requires strong & robust governance. Silo cleaning is a high risk operation and requires competent silo cleaning champions and competent contractors. The Silo cleaning workshop was conducted which certifies 43 silo cleaning champions across the sites. Silo cleaning was completed under the supervision of these Silo cleaning champions with robust technological intervention like Use of BinWhip machine, Use of Cardox and use of drones resulted in achieving Zero harm in 30 nos’ of Silo cleaning and reliable operation.

With unified efforts across all plants, the Company’s Silo champions have turned safety into a true business enabler

Reduction in cleaning time from 150+ days to 90 days average

Enhancing
storage capacity

Zero injuries and zero procedural deviations

#2

At Ambuja Cements' Rabriyawas unit, resilience during a critical shutdown was driven by strong leadership accountability and disciplined safety governance. Clear corrective actions aligned with the Code of Conduct, rigorous on-site monitoring and seamless cross-functional coordination ensured safe, controlled execution. Key learnings were institutionalised through webinars, management safety sessions and an enhanced Shutdown Safety Standard, embedding prevention, accountability and continuous improvement. Together, these initiatives illustrate how robust safety practices enable stability, efficiency and sustained business performance.

#3

Bhatapara is an integral unit for the Company as it services the eastern market of the country. During the year, an unexpected failure in the WHRS duct structure was transformed effectively. With no injuries reported, immediate evacuation, isolation and emergency protocols were enforced under strong leadership accountability. A structured risk assessment, detailed method statement and tandem lifting strategy using cranes were implemented following crossfunctional planning sessions. Continuous supervision, certified equipment and rigorous safety controls ensured disciplined execution. Within a short span of days, the duct was safely lowered without incident, transforming a high-risk situation into a benchmark example of safetyfirst leadership, collaboration and operational resilience led by good governance and management support.

Celebrating Safety

Ambuja Cements reinforced its Zero Harm culture in FY 2025-26 by celebrating safety excellence across sites through structured recognition and engagement. The Company nominated and rewarded 300+ Safety Heroes for exemplary safety behaviour and contributions, strengthening positive reinforcement and peer-led safety ownership. Extending the message beyond the workplace, Ambuja Cements also honoured the families of Safety Heroes with Samman Patra, acknowledging their role in encouraging safe choices and building collective accountability. To sustain momentum and drive consistent adherence, the Company organised a festive Dhanvarsha Lucky Draw, where 42 Safety Heroes; 10 Safety Evangelist, 50 drivers and site heads and others were rewarded—encouraging safe practices, especially before Diwali.

Safety Engagement

A series of focused safety campaigns were rolled out to strengthen safe behaviours and embed consistent practices across operations. These campaigns reinforced standard operating procedures, frontline leadership and hazard awareness as everyday practices. Interactive tools including quizzes, toolbox talks and scenariobased messaging encouraged active participation among employees and contract workers, while rewards and peer recognition sustained engagement. By translating lessons learnt into simple, actionable behaviours and emphasising early intervention, routine checks and personal accountability, the initiatives improved procedural compliance, strengthened inspection discipline, increased near-miss reporting and reduced repeat errors, fostering a proactive and ownership-driven safety culture across sites.

15,000+

Digital Engagement

1,000+

Lucky Draw Winners

Initiatives undertaken to Strengthen Safety Performance

Leadership Commitment and Governance

Huge investment on structural integrity on enhancing safety in plant infrastructures
No budget constraints for safety-related improvements. In the projects, integrating 'safety by design' in ongoing and upcoming projects
Investment in safety capability building across sites and functions
Time spent - 420 man-days invested in first-party safety audit which is led by the site head of another plant and supported by 6-8 members from different disciplines and different sites

Training and Capability Building

Subject Matter Experts were deployed for strengthening capability building at sites.
Process safety, incident investigation, and controls for silo cleaning, coal mills
Conducted safety workshops on process safety, silo cleaning, coal mill safety, and shared incident-learning videos
Conducted Saksham training for contract workers using videobased learning modules

1,54,362

Workers Trained under this Programme (Classroom Training)

38,067

Number of Permits to Work Audits Conducted

3,58,960

Man-hours Spent on Saksham Training

2.66

Man-days/fte

#WeCare

Ambuja Cements prioritises people and is committed to achieving zero harm across its workforce, including employees, associates, and contractors. By focusing on hard controls safety audits, and robust reviews, the Company drives its WeCare framework—a care-based safety management system. competency building, and cultural shift initiatives at the core, Ambuja fosters a robust safety culture. Additionally, various programmes and assurance audits are implemented to strengthen risk awareness and mitigation across its plants.

20

Safety Audits Conducted During the Year

248

Audit Man-days

Technological Intervention for System Assurance

Ambuja Cements uses the SafeX tool for reporting safety indicators, aligning with Group standards. The Company also adopted advanced technologies like drones for high-risk processes such as shutdowns and silo cleaning, Life Saving Control, Boots on Ground Critical safety parameters are managed and monitored through the One India dashboard, enabling effective safety oversight.

Additionally, system compliances are ensured through regular safety management system audits.

Safety Performance for FY 2025-26

Description	FY 2025-26	FY 2024-25
Fatality (Onsite)	03	02
Lost Time Injury	17	24
Restricted Workday Cases	7	06
Medical Treatment Cases	7	17
First Aid Cases	45	88
Lost Time Injury Frequency Rate	0.45	0.42
Total Injury Frequency Rate	1.01	0.85

Prioritising Employee Health and Wellness

Ambuja Cements has established Occupational Health and Safety (OHS) facilities at its sites to deliver essential healthcare services and uphold health standards. These facilities support OHS teams in promoting medical fitness assessments, appropriate work placement, first aid, preventive care, health education and ongoing health monitoring, ensuring the physical well-being of employees and workers across operations.

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

CASE STUDY

Suraksha Bandhan: Turning Tradition into a Safety Movement

In August 2025, Adani Cement reimagined Suraksha Bandhan as a powerful safety-led campaign that brought together people across its operations and communities under one shared promise—care and protection for all. More than 1,02,700 individuals across 192 locations spanning plants, project sites, RMX units, sales offices, mines and logistics hubs participated by tying a specially designed Suraksha Band on their wrists. More than a symbolic thread, it became a visible pledge to uphold safety, look out for one another, and strengthen a culture of collective responsibility. The initiative stood out for being leadershipled and people-driven, creating a strong chain of accountability from senior leaders to frontline teams. Its impact extended beyond the workplace, reaching colonies and schools, with 22,000+ children joining the movement—reinforcing that safety is not limited to worksites, but a way of life. By blending emotion with purpose,

Suraksha Bandhan evolved into a lasting cultural marker for Adani Cement— deepening unity, raising awareness, and embedding the spirit of #WeCare across every level of the organisation.

CASE STUDY

Celebrating Zero Harm Milestones Across Sites

Ambuja Cements reinforced its ‘Hum Karke Dikhate Hain’ philosophy through a structured recognition programme honouring sites achieving key LTI-free man-hour milestones. Zero Harm Sites across plants, mines, BCTs, RMX units and projects were recognised, affirming that safety is a collective responsibility and that ‘ZERO is possible’. Anchored by CEO Awards, the programme features four progressive levels—Silver 1 Star (2 million man-hours) to Silver 4 Star (8 million)— creating a clear pathway for excellence. Leadership-led recognition, including personal acknowledgement by the CEO, elevates morale and visibility. The initiative has strengthened accountability, standardised safety practices, and embedded a culture of vigilance, discipline and continuous improvement.

CASE STUDY

Reinforcing Responsibility Every Day through Safety Calendar

Safety Calendar was released as a continuous reminder of the Company's safety responsibility. The calendar creatively blends safety, sustainability, and innovation to keep employees consistently engaged and mindful of their daily safety responsibilities in an interactive manner. It was distributed to all employees to reinforce key safety messages throughout the year.

Empowering People to Power Growth

Ambuja Cements’ Workforce

5,909

71,688

3,24,628

54.9

` 8,272

5,909

4,269

10,593

673

2,45,310

10,412

100%

100%

Zero

Zero

100%

#1

#2

#3

15,000+

1,000+

1,54,362

38,067

3,58,960

2.66

20

248

Empowering
People to Power
Growth