Verghese V Joseph –
The recent takeover of Mount Carmel Convent School in Ghugus, Chandrapur district in Maharashtra, by the Adani Foundation has sparked a significant discussion about the intersection of commercial interests and educational values, particularly in the context of minority religious-run institutions. This event not only highlights the challenges faced by educational establishments but also serves as a critical case study for other Catholic religious-run institutions grappling with similar issues.
Founded in 1972 as part of Associated Cement Companies (ACC) Ltd’s Corporate Social Responsibility (CSR) initiatives, Mount Carmel Convent School was managed by the Congregation of the Mother of Carmel (CMC) nuns for over five decades. However, due to declining enrolment and infrastructure needs, the Carmel Education Society decided to discontinue managing the school.
Adani recently acquired 63.15% stake in Ambuja Cements Ltd. and 56.69% stake in ACC Ltd (of which 50.05% is held through Ambuja Cements.
In June 2023, ACC Ltd requested the Adani Foundation to take over management, which officially commenced in September 2024 after obtaining necessary approvals from the Central Board of Secondary Education (CBSE) and state authorities.
The Adani Foundation has committed to significant improvements in infrastructure and educational services, aiming for National Accreditation Board for Education and Training (NABET) accreditation by 2025. However, this transition has not been without controversy. The former management, particularly the nuns, expressed concerns over aligning their educational philosophy with that of a corporate entity focused on commercial interests.
The takeover raises fundamental questions about the role of commercial entities in education. While the Adani Foundation presents itself as a non-profit organization dedicated to community welfare, its affiliation with a corporate conglomerate inevitably brings commercial priorities into play. The former principal of Mount Carmel, Sister Leena, articulated a clear distinction between their educational mission and what she perceives as the profit-driven motives of the Adani Group. She stated, “We did not want to work under Adani Group, which has commercial interests as their priority”.
This sentiment resonates with many stakeholders in education who fear that commercial interests may overshadow core educational values such as holistic development, moral education, and community engagement.
For Catholic religious-run institutions like Mount Carmel, this transition serves as a cautionary tale. The CMC nuns’ decision to withdraw from management reflects a broader trend where religious organizations may find themselves at odds with corporate governance models that prioritize profitability over educational integrity.
Key Lessons for Other Institutions:
Alignment of Values: Institutions must ensure that their operational values align with those of any potential management partners. A misalignment can lead to conflicts that undermine educational missions.
Community Engagement: Maintaining strong ties with the community is essential. Educational institutions should prioritize community needs over corporate interests to foster trust and support.
Transparency: Clear communication regarding management changes and their implications is vital for maintaining stakeholder confidence.
Educational Integrity: Institutions must remain vigilant against policies that could dilute their educational mission in favour of profit-oriented strategies.
Many former staff members have expressed discontent with the transition. Sister Philo clarified that their decision not to renew their contract was independent of any policy clash with Adani Group but emphasized that they felt uncomfortable working under a corporate umbrella.
Local politicians have voiced concerns about the implications of such takeovers on public education in Maharashtra. Criticism has been directed at what some perceive as a trend toward privatization and corporatization of education.
Parents have expressed anxiety regarding potential changes in school culture and quality of education under new management. The fear is that profit motives may compromise student welfare and educational standards.
As Mount Carmel Convent School transitions under Adani Foundation’s management, it will be crucial to monitor how this change impacts educational quality and community relations. The foundation’s commitment to infrastructure development and teacher training will be closely scrutinized by parents and educators alike.
To navigate this complex landscape successfully, several strategies could be employed:
- Community Involvement: Engaging parents and local communities in decision-making processes can help ensure that changes reflect collective values rather than solely corporate interests.
- Focus on Quality Education: Prioritizing academic excellence while integrating ethical values can help maintain the school’s legacy despite changes in management.
- Regular Assessments: Implementing regular evaluations of educational outcomes can help ensure that new policies align with established educational goals.
The takeover of Mount Carmel Convent School by the Adani Foundation serves as a pivotal moment for Catholic religious-run institutions facing similar challenges across India. It underscores the delicate balance between commercial interests and educational integrityโa balance that will require careful navigation if these institutions are to thrive in an increasingly corporatized landscape.
By learning from this case study, other religious-run schools can better prepare themselves for potential transitions while ensuring that their core mission remains intact amidst changing management dynamics. As they move forward, these institutions must remain steadfast in their commitment to providing quality education rooted in their foundational values, ensuring that they serve not just as centers of learning but also as pillars of community integrity and moral guidance. If not, Catholic healthcare may be the next target.