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Gautam Adani’s billionaire said on Tuesday that the port-to-energy conglomerate had never slowed or stopped investing in the country because the group’s success was based on its harmony with Indian growth.
Speaking at the annual shareholder meeting of the group company, he said the $ 70 billion investment previously announced in the new energy business would help change India from becoming a clean oil and gas importer to clean energy exporter.
“We have never left in investing in India, we have never slowed our investment,” he said. “We believe our scale, our diverse businesses, and track records of our performance very strongly to continue to perform well in various market conditions.”
He said the success of the Adani group was based on his harmony with the story of Indian growth.
Starting as a commodity trader in 1988, the Adani Group had diversified it to the port, producing coal, energy distribution, airport, data center, cement and copper. Now offers to obtain a 5G telecommunications spectrum to regulate personal networks.
“The best evidence that shows our trust and trust in the future – is our investment of $ 70 billion in facilitating Indian green transitions,” said Adani, group leader.
Adani Green Energy Ltd (Agel), one of the largest solar developers in the world, targets 45 renewable energy capacity in 2030 and will invest $ 20 billion to develop the manufacturing capacity of 2 GW solar power per year in 2022-23.
This group will invest the remaining money in creating manufacturing facilities to produce green hydrogen.
“Our strength in renewable energy will empower us very greatly in an effort to make the green hydrogen of the future fuel,” he said. “We lead a race to change India from a country that is too dependent on oil and gas imports to countries which one day may become clean energy exporters. Transformation that will help re -form an extraordinary Indian energy footprint.”
Adani said the group continued to grow as “Indian infrastructure builders”, winning a large road contract and expanding business ranging from ports and logistics to transmission and distribution of city gas power and utility.
Now it has become the second largest cement producer in this country with the acquisition of Holcim assets in India (ACC and Ambuja Cement), above to become the largest airport operator in the country.
This is a classic example of a business model based on our closeness at work, “he said.” In addition, we have also made entries in sectors ranging from data centers, super digital applications, and industrial clouds to defense and aerospace, metals, and materials. “
In the six registered entities, this year’s group market capitalization exceeded $ 200 billion.
“We can collect billions of dollars from the international market – the validation of direct trust in the growth of India and Adani,” he said.
“Our growth and success have been recognized throughout the world. Some foreign governments are now approaching us to work in their geography and help build their infrastructure.” He said this laid the foundation to look for broader expansion beyond Indian limits.
He, however, is not complicated.
“Our increasing market capitalization has been supported by strong and sustainable growth in our cash flow. Our focus is on operational excellence throughout our portfolio and the addition of accretion capacity to provide 26 percent EBITDA growth. The EBITDA portfolio stands at ₹ 42,623 Crores,” said.
Various growth in FY22 is reflected in various businesses – Utility portfolios grow by 26 percent, transportation and logistics portfolios grow by 19 percent, the FMCG portfolio grew by 34 percent, and Adani Enterprises Ltd – the incubator – by 45 percent.
The unique AEL business model does not have parallel, and we intend to use this further. High AEL growth gives groups with reliable foundations for sustainable development of new businesses for a large decade again,” he said.
Adani said his group, in two decades, became the largest integrated infrastructure business in India.
This has resulted in our transformation into an integrated ‘platform platform’ that combines energy platforms with logistics platforms – both of which help us with unprecedented access to Indian consumers.
I know today there are no companies that have unique business models with potential access to the B2B and B2C markets that are not limited for the next few decades,” he said.
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