- 3 weeks ago
भारत के विकास में पोर्ट्स और कनेक्टिविटी की क्या है भूमिका? करण अडानी ने विस्तार से बताया
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00:07अर्ण्ट जेस्ट चेस्ट लीज मेर एंडियन कमझे एंड अर्दिन गिल्जमने, अर्ज़त्न इस अमबूश्जिक एंधिष आप इस अझाड इस अंवरेटीय।
00:19and his company is operating
00:22at the scale of a transforming
00:25scale, I would say
00:27it's a scale of transforming India
00:30in 2013
00:32India Today hosted him
00:35and it was right here that he was present
00:37he was then a 24 year old
00:41and was executive director
00:44at Adani Ports and Special Economic Zone
00:46today he's back
00:49with a big promotion
00:51he's now the managing director
00:53of Adani Ports and Special Economic Zone
00:55and keeping in mind
00:57the ethics of the company
00:58and something that he has inherited from his father
01:01Gautam Adani
01:02then he had come fresh
01:04he was married, just married
01:06did not go for his honeymoon
01:08and today he's back again
01:10Ladies and gentlemen, please put your hands together
01:12for Karan Adani
01:16and as we
01:17we talk about that
01:19that appearance of Karan
01:22we want to play that out on
01:24this fantastic LED wall around you
01:26take a look please
01:27at Karan Adani then
01:29and we
01:30and now
01:32what needs to happen is that
01:34the government needs to
01:36be
01:39needs to give a policy which is
01:43constant
01:43they keep on changing their stance
01:45what needs to happen is that
01:47we need
01:47the government needs to
01:49be
01:52needs to give a policy which is
01:56constant
01:59Karan
01:59you haven't changed much
02:01but the group has changed
02:04over the last decade
02:05and
02:05a couple of years more
02:07ever since that appearance
02:09your group has grown
02:11very very large in scale
02:1310 listed companies alone
02:16and a market cap
02:17that is the envy of
02:19the industrial world
02:20before we get into some specifics
02:22I want to ask you
02:23when you were here 11 years ago
02:25and now
02:25did you ever imagine that
02:26the Adani group would have
02:28this kind of
02:29scale
02:31first of all
02:32thank you for
02:34you know
02:35hosting me here
02:36it's always a pleasure
02:38to be back
02:40you know so I think
02:42if
02:42if you had asked me
02:4412 years back
02:45not really because
02:50we believed in India
02:51and we still believe in India
02:53and that's where we focused on
02:55and
02:56you know
02:57we looked at building our
02:59group
03:01and the infrastructure
03:02that we are developing
03:04for India
03:06honestly when we started
03:0712 years
03:08I mean 12 years back
03:09we didn't have a
03:11aim
03:12we have to reach over here
03:14that was not the objective
03:15I think the objective was more
03:18towards
03:18how do we
03:20help India
03:21in terms of reducing
03:22logistics cost
03:23how do we help India
03:24in terms of reducing
03:25the power cost
03:26how do we
03:27you know
03:28so those were the objectives
03:30that really was driving
03:31driving the organization
03:33and driving the group
03:34more than
03:35more than the statistics
03:37of this is the
03:38capacity
03:39or this is the outcome
03:40which we want
03:41outcome wasn't
03:42I mean outcome of
03:43what we were doing
03:44so
03:44so if someone
03:46is trying to understand
03:47the Adani group
03:48what all do you do
03:52yeah I
03:53I can
03:53I can
03:54imagine that it looks
03:56confusing
03:56or it looks
03:57we are doing everything
03:58when you look
04:00from outside
04:00but honestly
04:01if you look at
04:02the group
04:04we are in
04:05three big verticals
04:07if I have to club it
04:08the first is the whole
04:10energy piece
04:11where
04:12as a group
04:13we believe
04:14that we have to
04:18create
04:19generate energy
04:20which is cheapest
04:21for the
04:22cheapest for the
04:24consumer
04:25and second
04:26to
04:28prioritize
04:28with what the government
04:30is looking
04:30from a long term
04:31perspective
04:32so
04:33so that's where
04:34energy
04:34vertical
04:35we are fully
04:35integrated
04:36you know
04:36whether it's
04:37transmission
04:37distribution
04:38generation
04:39in generation
04:41it is
04:41thermal
04:43we started
04:44renewable
04:45now we are
04:46starting
04:46battery storage
04:47so
04:48so basically
04:48we keep
04:49developing
04:50and focus
04:51on the energy
04:52that is our
04:52core competence
04:53and obviously
04:54next is the
04:55data center
04:55that we've
04:56just announced
04:56the second
04:58big part
04:59of the group
04:59is the
05:00whole
05:00ports
05:01logistics
05:02you know
05:03transport
05:04utilities
05:05so basically
05:06that's where
05:06the whole
05:07ports
05:07the logistics
05:08network
05:09airports
05:09and basically
05:11we try to
05:12work towards
05:12integrating
05:13all of
05:13these
05:14assets
05:15from
05:16again
05:17the objective
05:17of reducing
05:18the logistics
05:20cost
05:21for India
05:22and the
05:23third big
05:23vertical
05:24for the
05:24group
05:25is
05:25the whole
05:26materials
05:27and science
05:28part
05:28basically
05:31what we have
05:32seen
05:32is in the
05:33last
05:35five years
05:36there are
05:37basically
05:37two big
05:38trends
05:38which has
05:39happened
05:39globally
05:39one is
05:40the whole
05:41renewables
05:42you know
05:43transition
05:43into
05:44renewable
05:44energy
05:45and the
05:45second
05:45is the
05:46whole
05:46digitization
05:47of
05:49the economy
05:51and so
05:52basically
05:52where we
05:53looked at
05:53is
05:53which are
05:54the materials
05:54which are
05:55required
05:55for these
05:56two core
05:57you know
05:58transition
05:58and that's
05:59where the
05:59cement
06:01aluminum
06:01business
06:02that we
06:02are just
06:02starting
06:03copper
06:03business
06:04all of
06:05these
06:05fall part
06:06of the
06:06whole
06:06material
06:07business
06:07and even
06:08the defense
06:08that falls
06:09part of
06:09the
06:10materials
06:10business
06:11so that's
06:11how
06:11if I have
06:12to say
06:13that's
06:13how you
06:13should look
06:14at the
06:14group
06:15you know
06:16we're very
06:17focused
06:17we know
06:18where our
06:19core
06:19competency
06:19is
06:20and that's
06:22how we
06:23are structured
06:23imagine the
06:25span of a
06:25business
06:26and we can
06:27bring that
06:27up
06:27Karan you can
06:28see we've
06:29put up these
06:30charts which
06:30show the
06:31various parts
06:33of the group
06:34but look at the
06:35market cap and
06:36performance and
06:37revenue
06:38those who are
06:39interested in
06:39profit and loss
06:40statements and
06:41balance sheets
06:42please look at the
06:43year on year
06:43growth of the
06:44group and I
06:45promise you will
06:46see a surprise
06:47there but let's
06:47turn to a
06:48subject that
06:49is top of
06:50mind everywhere
06:51and I ask
06:51you this
06:52question Karan
06:52because of
06:53your dominant
06:54position in
06:55the ports
06:56business both
06:57in India
06:58around 15
06:59ports four
06:59international
07:00ports including
07:01Haifa for
07:02those of you
07:03might know
07:04given what is
07:05happening
07:06currently due
07:07to geopolitics
07:08supply chains
07:09what do you
07:11think is
07:13the likely
07:14impact of the
07:16ongoing conflict
07:17and how does
07:18your ports
07:18footprint fit
07:20into securing
07:21India's energy
07:24and economy
07:24so you know
07:28if you look at
07:29the last I
07:30would say four
07:30five years
07:31there is always
07:32been constant
07:33disruption on the
07:34supply chain
07:35starting from
07:36COVID then the
07:38you know the
07:39Suez Canal which
07:40got blocked
07:40followed by the
07:42Russia Ukraine
07:43followed by you
07:45know so there is
07:45always been something
07:46or the other
07:47which is going on
07:48which is affecting
07:49the supply chain
07:50and if you see
07:51from 2020
07:53onwards most of
07:54the countries
07:55have moved
07:56towards from
07:58globalization supply
08:00chain to more
08:00of a regionalization
08:02of supply chain
08:02even India did
08:03that as well
08:04right so
08:05so that is
08:07number one
08:08and in that
08:08having your own
08:10infrastructure becomes
08:11extremely critical
08:12for a country
08:13to maintain
08:14to make sure
08:16that your supply
08:16chain is stable
08:18and reliable
08:19from our
08:21perspective
08:21given the
08:22current situation
08:23we are fully
08:25geared up as a
08:25port
08:26you know to
08:27handle
08:27any or every
08:29cargo which
08:30comes into
08:31into India
08:33you know we've
08:33been able to
08:34prioritize what
08:36is important for
08:36the country
08:37whether it's the
08:38energy whether
08:38it's LPG
08:39whether it's
08:40crude
08:40so we are fully
08:41geared up in
08:41terms of handling
08:42all of this
08:43cargo
08:44I think it
08:44becomes extremely
08:45critical going
08:46forward
08:48that how do we
08:49make our supply
08:50chain even more
08:51resilient
08:52as a country
08:53and obviously we
08:54would love to
08:54play a part in
08:55that because
08:56this becomes a
08:58very critical
08:58part you know
09:01it doesn't
09:01it happens once
09:03in two three
09:04years but
09:04whenever it
09:05happens it does
09:06pinch a lot
09:07so I think that
09:08becomes extremely
09:08important
09:09Karan just a
09:10quick follow up
09:11some people would
09:12argue that this
09:12is a complete
09:13black swan event
09:14what has happened
09:15in Hormuz
09:16West Asia with
09:16regard to oil
09:17and gas and
09:18that has also
09:19sort of highlighted
09:20the need for
09:21Atman Nirbhartha
09:22as far as gas
09:23is concerned
09:24oil was always
09:24there but now
09:25everyone is
09:25waking up to
09:26gas how
09:27critical a
09:28challenge is
09:29what is
09:29happening right
09:30now
09:34anything which
09:35is imported
09:35I would say
09:36anything any
09:37commodity which
09:38is where the
09:39country is
09:40reliant from
09:40import perspective
09:41will get
09:42affected I
09:43think whether
09:45it's crude
09:46whether it's
09:46gas whether
09:47it's LPG
09:48so any I
09:49would say any
09:50and every
09:51commodity because
09:51this kind of
09:53event affects
09:53all commodities
09:54across the
09:55board I
09:56think what we
09:57need to look
09:57at is how
09:59do we make
10:00ourselves self
10:01reliant as a
10:02country from
10:03import from
10:05energy import
10:06perspective right
10:06so so let me put
10:09it this way that if
10:10we do we have
10:11alternative towards
10:12let's say LPG or
10:14do we have
10:14alternative towards
10:15LNG or do we
10:16have you know so
10:18that's where we'll
10:19have to play play our
10:20cards what is right
10:21for us as a country
10:23you know because
10:24India has a lot of
10:25resources you know
10:26whether it is coal
10:27whether it's even
10:28our own production
10:29of crude or gas
10:33I think but we
10:34have to prioritize
10:35what is important
10:36what is what the
10:38country needs and
10:39where our strength
10:40is and I think
10:41this becomes a
10:42classic case where
10:44we have to further
10:45accelerate our
10:46energy dependence
10:47you know how we
10:49protect ourselves
10:50from that energy
10:51dependence
10:52would you say that
10:54first COVID and
10:55now war
10:56is it changing the
10:59energy landscape
11:00completely and how
11:02do you see India in
11:03the changing landscape
11:05I think energy
11:06landscape has changed
11:08I would say from
11:102014-15 onwards
11:11because that's when
11:12in COP20 you know
11:15India announced the
11:15whole renewable energy
11:16push
11:17and you know we
11:19have come a great
11:19way in terms of the
11:21whole transition of
11:22moving from you
11:24know transition on
11:26the renewable energy
11:27I think this
11:28transition will
11:28continue even going
11:30forward because we
11:33do see that you
11:34know batteries are
11:35going to become even
11:36more resilient going
11:38forward we do believe
11:39that nuclear is going
11:40to open up in the
11:41country going forward
11:42for private players as
11:44well so I think these
11:45are the baskets that
11:46will help in terms of
11:48increasing our you know
11:50making ourselves self
11:52reliant on the whole
11:53energy space and that's
11:54how we are seeing that
11:56this is going to
11:56constantly keep changing
11:58and I we do believe
11:59that eventually every
12:02country will have to
12:03move towards net zero
12:04I think those goals are not
12:05changing and so in that we
12:07have to keep playing and as
12:09the technology develops how do
12:11we pivot towards that
12:12technology in terms of
12:13generation
12:15Karan I want to ask you about
12:17the India Middle East Europe
12:20corridor but before I do that
12:21for the benefit of this
12:22audience could you just kind of
12:25sketch out the vulnerabilities
12:27that we have the three or four
12:29choke points in global shipping
12:31and trade that you yourself
12:33are fully aware of for the
12:35benefit of this audience and in
12:37the future what will a project
12:39like the Nicobar project which you
12:41know some people are worried
12:42about the environmental
12:43consequences could you just help
12:45us understand how significant that
12:47place so if you look at the global
12:50trade right basically there are four
12:53choke points in the global trade one
12:55is the Panama Canal the second is
12:58Suez Canal third is Straits of
13:00Malacca and Strait of Hormuz these
13:03are the four choke points where
13:05somebody like like how we have
13:07today somebody decides to close off
13:10the Strait you know that lane
13:12basically your whole supply chain
13:14gets affected right global energy
13:15gets affected same is on the Suez
13:17Canal same is on the Panama Canal and
13:20the same on the Malacca Strait so I
13:22I think these are all the don't get
13:26me wrong these these lanes are
13:29important because it helps in terms of
13:31reducing the logistics cost but also
13:34it comes with its problems of risk I
13:37must say so we have to as a country we
13:40have to be aware of them and we have
13:41to find a way to de-risk from these
13:44kind of events whenever it happens and
13:46in my view when you look at Straits of
13:50Malacca if if that gets affected for
13:52it for whatever reason Nicobar Nicobar
13:55plays a great role from India
13:57perspective to give you that reliance in
13:59terms of supply chain that you are able
14:02to make sure that reliability of your
14:03supply chain happens and in my view we
14:07do believe that any infrastructure that
14:10you make in India is going to be used
14:12there is never a case where infrastructure
14:15is made and it has remained unused or we
14:18have created something you know which
14:20is never going to be used so I I do
14:22believe that once infrastructure is made
14:24trade will find its finds its way a quick
14:28comment about the IMEC is there hope for
14:30it considering what is happening now I think
14:34I think it's a it's a big question mark not
14:38just right now but even when when the whole
14:40Gaza war was going on but I think we we
14:45should not lose hope I think it's a very
14:47critical it becomes even right now it
14:50becomes a critical corridor as a way of
14:56de-risking from these choke points it
14:59might not replace them but it definitely
15:01helps in terms of de-risking it for these
15:04kind of events so I think yes there are a lot
15:07of problems there is it's not going to be
15:09easy but it is definitely worth pursuing
15:14and worth pushing okay we are going to move
15:16away from your infrastructure and ports
15:19responsibilities to the new responsibility
15:22which you have undertaken only recently
15:24which is about the HR functions which will
15:26perhaps change the dynamics of the company and
15:30also how structures within systems work so I'll
15:37and tell you what we are doing today we
15:40have a capex plan of two lacros annually
15:44for the next five years this is all green
15:47field capex and when we look at this kind
15:51of development and just to give you an idea
15:53we will be moving from renewable capacity
15:56of 18 gigawatt to almost 50 gigawatt by 2030
16:00port capacity will move from 600 million to 1.2
16:03by 2030 thermal capacity will move from roughly
16:0817 gigawatt to 45 gigawatt by 2030 31 and airport
16:16capacity will move from almost 100 million
16:18passenger to 200 million passenger by 2030 so
16:22when we when we look at these kind of growth
16:24that we are doing we looked at ourself first okay what
16:30what is the risk where where are we going are we
16:34doing it in the right way are we doing in the best
16:38excellence way let me put it this way and one of the
16:41things that we realized is it was okay when when we
16:46were smaller but now as the growth the kind of growth
16:49that we are envisaging it is going to be unsustainable
16:52for us to continue the way we are operating right and when
16:55we look at ourselves in the mirror we we do feel that we
16:58we have become quite slow we have become quite heavy we
17:02have become slow decisions have become slow so so that's
17:06where we are going through this whole transition or I would
17:10say transformation as an organization where it's a
17:14unique transformation that we are going towards where we
17:17are looking at partnership models where we are going to be
17:20partnering with you know multiple companies to help us in
17:25in terms of capex execution or O&M execution we are going to
17:30reduce our organization so today we have almost 10 layer from
17:35chairman all the way to the bottom most person it is almost 10
17:39year organization we want to reduce it to six layer three at
17:43HO three at site and basically the idea is focus on what we are
17:48good at as a organization which is you know ability to take
17:54decision much faster giving trust at the bottom most person on the
17:59ground because they are the ones who are running the the assets and
18:03and third to bring in transparency and accountability for the
18:07people I think this is these are the things that we are working
18:10towards it's it's a interesting interesting journey because as we
18:18keep growing we still have to manage this whole transformation so but
18:23it's it's it's it's an exciting time since you speak about people I want to
18:28ask you Karan Adani what is the biggest misconception that you feel that
18:33people have about the group because people who understand numbers who
18:38understand business would are always amazed and I speak to analysts and
18:42brokerages all the time and they marvel at the speed of execution and the
18:46clarity and the fact that in many of the businesses I don't know how many here
18:50know this that the Adani group is number one and I don't think they are
18:54prepared to settle for number two as a management philosophy but these strong
18:59reactions sometimes that the group evokes is it is it jealousy are these
19:04misconceptions I would okay let me put rather than blaming somebody I would
19:10look at ourself right so what we have not done correctly and we always look
19:16reflect on ourselves that me number one we have not communicated our story
19:21enough to to the market to the people in in in public and that's where you know
19:27the other narrative takes over obviously I mean so so one we have to do better in
19:31terms of putting out our story so that is one second I would say as a
19:39philosophy we always believed in keeping our head down and get doing the work and
19:44not bother about the noises but after a point it it does become a problem so so so so I
19:50think that strategy worked up to a certain point but it doesn't work anymore so so we
19:54have to I think most fundamental thing is we have to keep communicating our
19:59story in terms of what we are doing how we have executed we are delivering projects
20:05on time we are delivering new projects for the country and end of the day these
20:10are national assets right so it's not about it's not about assets owned by Adani
20:14it's actually the assets of the country follow up on that current the group has
20:19faced immense scrutiny and the challenges continue but do you then the group also remains
20:26unstoppable what really is the philosophy behind this good chairman always believed
20:36that you know do two things if if your intentions are clear if your intentions are clean no matter
20:48what the attacks happen if your conscience is clear you you should not worry not worry about
20:54the noise second we know where our strengths are we know what we can deliver for the country
21:01we know what we can do for the for the assets that we are creating and end of the day
21:06these
21:06are all hard assets that we are creating which is hard cash generating these are not valuation
21:11assets these are all hard cash generating assets so so we you know we we are confident in terms of
21:19what we are doing we know we know our business and as I said we are very focused so that
21:26gives us that
21:26confidence of keep going and doing what what what what we are doing and end of the day we strongly
21:33believe in India's story as a group we you you can't imagine how strongly we believe in India's
21:38story and we do believe that for India to achieve the dream that that that has been laid out
21:44infrastructure is the key key part key foundation of doing that and if we don't get the infrastructure
21:51right nothing else happens if you don't get your ports right if you don't get your roads right if you
21:55don't get your railway right none of your manufacturing can happen so so we do believe that we have to
22:01work
22:01towards building the infrastructure for India not just for today but for the future I want to
22:07ask you and again for many people who might want to understand this how would you describe your father
22:16Mr. Gautam Adani's management style his management he's extremely hands-on he's available 24 7 and he's
22:29accessible to everybody and I think that's how that's how honestly how he operates and he
22:35by the way he doesn't keep a secretary so he does everything by himself I don't know how he manages
22:40Wow really and and and and the second thing he expects all of us also to operate in the same
22:45way so but but but
22:47he's a he's a he's a it's it's it's a great uh you know in terms of you get to
22:53learn almost every day something new from him uh how many times does he call you every day or how
22:59many times do you meet him every day oh yeah we meet I mean it's almost like every every two
23:05hours there's a call or something even at even at you know so sometimes I joke so at one o
23:11'clock at night suddenly the phone will ring and he'll say are you sleeping
23:17so so so yeah but that's his uh but that's his style that he really enjoys work and he's like
23:2424 7 and
23:25he's completely hands-on he knows what is happening across the board uh and that's something uh
23:30do you keep a secretary unfortunately I do
23:35Guadham Adani is a family man that's part of the family ethics that's that we see but there are three
23:43disruptors
23:43tell us about them we are told that uh these three disruptors who are the granddaughters
23:50of Mr. Adani who are your daughters they can enter his room his office anytime
23:57yeah so so these are the three three three three daughters of mine Anuradha Gayatri and Kaveri
24:04um you know complete uh I would say uh completely spoiled by him uh and you know so we have
24:14a running
24:14joke in the in in the office that if there is some yelling or something going to happen in the
24:20meeting
24:20please call the granddaughter so that he calms down but uh you know so but but he really enjoys
24:27spending time with them and uh uh you know the world rotates around them as well so you know uh
24:34we
24:35started this conversation by playing out that clip of you from almost 11 years ago and you spoke about
24:41very candidly about your own thoughts at that time regarding the group today
24:48look ahead for us 10 to 15 years down the line what would you want the Adani group to be
24:55known
24:55for size scale you've already achieved you operate in multiple sectors but what is your aspiration
25:03the aspiration for the group uh would be we would be globally
25:13globally the cheapest power generator that is the aspiration uh globally we should be the cheapest
25:21logistics provider uh so that's the second and third uh which i would say would be to be one
25:31of the most respected groups uh not just in india but globally and uh as i said respected is a
25:39it it it's it's a very general term but i would say respected from the point of actually being known
25:48for creating infrastructure rather than the noises that are being because of which the group is known for
25:54emphasized on a very you know empathy driven kind of a word which is empathy driven that's respect
26:02uh for a group which faces the scrutiny how much of respect is significant how significant is it
26:09how important is it to be respected extremely extremely important and uh uh and honestly not just from
26:18not just from uh that perspective but that genuinely that is the uh you talked about empathy and that's
26:26that's one of the core values of the family as well and uh we we do believe that uh end
26:33of the day you
26:34have to give back to society quite a lot than what you have got what you have got and that's
26:39what
26:39end of the day it's not a it's not a family wealth it is actually the wealth of the country
26:44and
26:44ideally you should be giving everything back to the country that's honestly how the family views it
26:49uh and and so so empathy becomes a big part of it's already a big part of the dna of
26:55the family
26:56but we have to now bring it out that's what as you are speaking uh old covers of the india
27:02today
27:03magazine that you can see growth kings the world's richest indian globally these are all people who have
27:09uh made india proud you've been on uh our covers uh i want to ask you in terms of giving
27:17back to society
27:19uh how significant is this pledge that has been made by the group for 60 000 crores somehow
27:26at times you are not able to grapple with the impact that such numbers can create we have examples
27:31from overseas about massive giveaways what is the thought process here where do you see it
27:37ultimately making a difference so uh yes that pledge was made on that 60th birthday uh of 60 000 crores
27:47uh very much committed towards that and the focus is basically on creating uh the first one is
27:56on the health part so basically having hospital in each part of the uh each each state of the country
28:04the second is the whole skill development part and the third is on the education part of the school
28:10so uh and and the way we have structured it is we want to make it as a self-sustaining
28:17model because
28:17we are looking at these models to run not just for next five ten years but you know it should
28:23last
28:23generation so that's that's very important for us uh we've already started work on the health part where
28:30we've already started construction of uh four hospitals and we are very much on track to
28:36to to to deliver almost uh 30 hospitals by in in the next uh 10 years time uh on the
28:43schools as
28:43well we have started a lot of activities uh you know we already have uh as a group we already
28:49have
28:49300 schools but we are now adding even more uh and and we want to make it completely free that's
28:56the
28:56objective that how do you make it completely free and accessible and and on the scaling part uh
29:01we have started small uh but we we have to scale that up because we see this as a big
29:08problem
29:08where one side you have a large population other side you have uh you know unemployment and then
29:14industries crying that we don't have skilled manpower right so so basically you want to solve the
29:21problem of uh you know getting employment for right employment for the for the right industry that's that's
29:30before you joined us we had a harvard professor who said that even during the time of disruption
29:37that we are we are in our present uh action must be taken what's your philosophy that when
29:43unpredictability is the only predictable thing there are geopolitical tensions every day you wake up to
29:50some disruption happening particularly in the west asia what is your philosophy should there be action
29:57or should there be holding on because uh a wrong decision can prove costly in future
30:05i i i think uh and this is how chairman also believes that if if somebody asks comes with you
30:13comes to
30:13you with a problem you have to give a solution then and there with whatever information you have
30:19based on whatever uh and and solution doesn't mean that you have to give an answer uh answer saying
30:27do this uh sometimes it means that i don't know and uh being honest about it and saying i don't
30:34know
30:34what is the answer uh let's figure it out right so but but we do believe that the worst thing
30:39you can
30:40do is not take a decision not you know not take a decision is the worst thing that that anybody
30:46can
30:46do uh not at least in in the organization and i think uh you know you can you can in
30:54at least in our
30:55organization you a person can take a wrong decision and he'll be fine but person who doesn't take a
31:03decision procrastinates as the worst thing you can do and that's that doesn't work in our
31:08organization so we we do believe that you have to take action every day you have to take a decision
31:13you have to take action you have to move on yes you will get it some something you will get
31:17right
31:17something you will get wrong but if you don't take any decision that's the worst thing you can do
31:22i'm glad you shared that management philosophy with us because then we can understand the pace of
31:27growth of the group before we end and we spoke about mr gautam adani uh a few times during this
31:33conversation i can't let you go without talking about your mother i can't let you go without talking
31:39about your mother uh give us a sense of the role that she has played in your life oh wow
31:44okay well she
31:47played the most pivotal role uh at least uh first as a family because dad was come you know always
31:53traveling always on the road uh so she she was the single one single uh one who was there always
32:00there for us as kids and honestly the empathy and the value system we have got from uh you know
32:08whatever
32:08we are today it is because of her uh and i think the second i would say the kind of
32:13work she's doing in
32:15terms of uh csr for the group the foundation she she she heads the foundation and it is quite exciting
32:22to
32:22see what she's doing and being on the ground and delivering some of the projects that she is
32:27a round of applause for mrs priti adani as well and a round of applause for karadhanadi for spending
32:34time with us today maria and talking taking us through many things regarding the group and what
32:39is happening in the world thank you so much for your time thank you thank you so much thank you
32:43very much
32:43ladies and gentlemen raise a warm applause as i call upon rajesh sharma regional head north and east
32:48uti mutual fund to come up on stage and present a small token of our appreciation to mr adani
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