Greenko’s partnership with communities, contractors, and suppliers enables it to complete projects in the stipulated deadline, manage assets efficiently. Further, the transition from GKO 3.0 to 4.0 requires Greenko to develop new partnerships and engagement models. The transition to 4.0 warrants that the leadership at Greenko must envision the energy assets to create/ follow Tree planation drive with the local community at Devarakonda, Rayala Wind Farm principles to be a part of nature and at the socio-economic front, deliver energy security and economic stability. Greenko believes that while delivering multiple values to the economy, society, and environment the regenerative and circular model will deliver sustained returns to its stakeholders.
As Greenko transitions to GKO 3.0 and 4.0, developing and nurturing qualitatively different relationships and partnerships are imperative. In this pursuit, Greenko has invested 600+ professional hours in regulatory and policy-making decisions regarding tariff, electricity act amendments, etc. The senior management is actively participating with central and state governments in important aspects, viz. storage policy, hydro policy for India.
Tree planation drive with the local community at Devarakonda, Rayala Wind Farm
Greenko is positioned at the nexus of energy, technology, transportation, capital markets, strategic alliances and considers the nature of its operations, as an opportunity to touch and contribute to many lives. Greenko’s partnership with communities enables a strong, collaborative “best-in-class” partner model to help stakeholders implement transformative business models, launching platforms to accelerate paths to a clean economy, enabling social equity and wealth creation for disadvantaged communities, driving the Circular Economy. With more than a decade of experience in renewable development and energy investment, the Greenko team has a demonstrated track record of creating lasting relationships to build successful business platforms. All the functions and sites at Greenko contribute to reinforcing stakeholder trust. Greenko is driven to provide lasting and replicable outcomes, by leveraging combined experience and the “best-in-class” partnership model. Using a holistic approach, the organization helps its clients to solve present problems while planning for the future. Greenko has been engaging to assist public policy formulation to promote schedulable /Round-the Clock renewable power. Performance on social and relationship areas indicate the constant reinforcement of trust by the stakeholders.
Strategic Approach to Pursue Stakeholder Trust Reinforcement & Public Policy Advocacy
Integrated Value Creation in Social and Relationship Capital
The external operating environment in which the businesses operate, various critical stakeholders such as communities, contractors, suppliers, regulators, customers have a profound impact on any business. Greenko understands this and utilizes these multi-faceted stakeholder relationships to form the basis of strong partnerships which aids the group in creating value and sharing value on a long-term basis. Greenko works to increasingly engage its Stakeholders in all the company’s activities and operations. Throughout the value chain, Greenko interacts with thousands of people and organizations that are critical to its social and relationship capital, which is a fundamental element for the sustainable performance of the company. Greenko has made advances with measures such as International competitive bidding & responsible contracts in its strategic partnerships that are risk and reward sharing and delivers value for all the stakeholders.
Greenko strives to build partnerships with suppliers, contractors, regulators, and customers based on trust and shared values that are essential for working cohesively and effectively over the long term to deliver affordable, reliable, and clean power. The mission of Greenko is to stimulate technology cooperation, to enhance the development of alliances, and to assist developing partners, consistent with their respective capabilities and national circumstances and priorities.
Greenko enters partnership with suppliers and contractors after diligent screening and performance evaluation based on criteria such as Quality, Delivery, Quantity, EHS compliance, and statutory compliance. Selected contractors are also given Health & Safety and skill development training. In the reporting period, 75% of Greenko’s contractors’ skills were upgraded through training.
Greenko passionately believes that Vendors are the co-authors of their success story. The group believes in trusting and enduring partnerships to endorse the high quality and value of the asset being constructed. The onboarding process for all vendors is conducted through a prequalification exercise, which ensures vendor credentials and capability to execute assignments; adherence to health, safety, and environmental norms; and compliance with statutory requirements, including human rights. The performance of the vendors is evaluated at regular intervals in a transparent manner & provides timely feedback for their improvement and development.
Few contractors/suppliers with whom Greenko has made valuable purchases are Siemens Gamesa, Risen, Huawei, TATA Power Solar, Toshiba, and ABB. The group also have entered strategic partnerships with MP Solar Project and Tata Power Solar during 2018-19. Greenko has entered into long term 204 agreements with suppliers for WTGs, Modules, Conductors, Insulators, and SCADA. The group has also tied up with Tata Consulting Engineers in collaboration with EDF, France for the Pinnapuram PSP project as a review consultant, wherein Megha Engineering was given the contract of civil works, hydro-mechanical works, while Andritz Hydro is the partner for design, supply, erection, testing & commissioning of electro-mechanical package. Apart from this, several other local vendors are engaged for project management at various stages on need basis.
The IRESP contracts are categorized into 2 high-value packages, as electromechanical and civil/ hydromechanical. Also, the contract agreements are again based on two aspects, design consultants and consultants for reviewing the designs from ownership perspectives. This also takes care of the standard requirements of the World Bank and Funding agencies.
The project procurement begins with an International bidding process (ICB) with pre-qualification criteria on technical and design aspects. This ICB provides an opportunity for global players and helps Greenko in selecting the most suitable and apt candidate for its critical projects.
In the ICB, the terms and conditions pertaining to risks are clearly highlighted by Greenko, so that the vendor is well aware of the probable risks and their mitigation before the contract is materialized, this is also in line with the IRESP contract terms & references
All the IFC guidelines are followed for the tendering process. The innovative step being Risk Sharing with the contractor/vendor. Before the tenders are passed, transparent technical discussion rounds happen to understand the risks and their mitigation beforehand.
All these processes of ICB, until the final project execution, is handled by Greenko since the group has the capability to handle the entire project’s procurement and contracting process based on best practices adopted globally.
Greenko considers the contractors, vendors, suppliers, OEMs and consultants as partners in progress. This approach has delivered value for the business through stable and sustained partnerships.
of contractor satisfaction level
of supplier satisfaction level
of suppliers/ contractors retained beyond 3
No. of events conducted for suppliers & contractors
of contracts awardedthrough an open & competitive process
No. of long-term agreements entered with suppliers/ manufacturers
of orders delivered on time
of Contractors & Suppliers based on Health & Safety practices
of Critical Suppliers ISO 14001 certified & RoHS complied by 2020
of Statutory & Regulatory Compliance by suppliers
The sourcing activities of the business are aligned with organizational goals and objectives at its root. This alignment allows the business to achieve higher business performance with higher efficiency and minimal supply chain risks.
In the light of increasing resource scarcity in India, promoting resource efficiency (RE) and integrating circular economy thinking becomes imperative to Greenko’s business and can contribute to the long-term availability of resources for inclusive economic development in India. In this pursuit, green innovation value chain (GIVC) framework is adopted for environmental and financial comparisons.
Greenko has 45.1% share of local suppliers, chosen on merit basis. This is achieved through hand holding and working with local potential suppliers over a period.
IRESP Pre Bid Bidding Meeting
of price savings by the development of new vendors/cost analysis/negotiation
of innovative ideas implemented keeping in view the 5R principles of Right Materials, Right quality, Right quantity, Right Time, and Right price.
Introduction of BoT (Robotic process automation) for automation of Material Master creation and vendor code creation in SAP
Greenko has entered into a framework of agreements with leading turbine suppliers for securing turbine requirements, since the cost of turbine constitutes a significant proportion of hydropower and wind energy project costs. Turbine suppliers are limited and the demand for turbines outstrips the manufacturing capacity, hence establishing such framework agreements go a long way in smooth execution of contracts and procurement related to turbines. To date, the company has purchased hydro turbines for high-head hydropower projects from Alstom, hydro turbines for low head projects from BFL Turbines, and wind turbines from GE Energy, Gamesa, ReGen Powertech, and Suzlon.
Operating equipment for solar energy projects primarily consists of solar panels, inverters, cables, solar mounting structures, trackers, and the evacuation system. Greenko purchases major components such as solar panels and inverters directly from multiple manufacturers. There are several suppliers in the market and those suppliers are selected based on expected cost, reliability, warranty coverage, ease of installation, and other ancillary costs. Greenko’s primary solar panel suppliers are Trina Solar, Chint Solar, and Risen. Greenko also sources solar inverters from SMA Solar.
In 25% of incidents, approximately, Greenko has incorporated supplier suggestions in decision making. One of the examples being of Tata power’s involvement in the MP project from the Design phase itself and the incorporation of few improvement suggestions given by them during project execution.
In the reporting period, Greenko entered MoU with Tata Power Solar for setting up 180 MW Solar Power Generation system at Shivpuri, Madhya Pradesh and it also entered long term contracts with ONYX Insight to modernize 500 wind turbines.
Greenko has retained 80% of its suppliers in the reporting period and conducted 10 events with critical suppliers & contractors in the FY 2019-20, to discuss the roadmap for the next 5 years. Greenko also received the Sliver Award for green procurement practices for one of the group companies in 2019-20.
Some of the ‘Green initiatives’ at Greenko include procurement of only Energy Star labelled electrical appliances. Encouraging energy efficiency retrofits to move towards securing a BEE (Bureau of Energy Efficiency, India) 5 -star rating. The group has also ensured that Vendors must provide consolidating packages, wherever applicable, instead of shipping the same individually; which not only saves the cost but also help the organization to reduce the impact on the Environment by reducing truck trips, internal movement of the vehicle from the warehouse to the Flight loading area and vice versa, till the goods reach its final destination. This would result in an Estimated GHG emissions reduction of 50%. Greenko has also taken care to keep 85% of its Critical Suppliers ISO 14001 certified & RoHS complied by 2020. Some initiatives were also taken in the direction of “Smart Logistics” to make the supply chains more effective &efficient at each step, with improved end to end visibility, choice of shortest deployment routes and improvement in the way goods are transported, control of inventory & mobile assets & timely stock replenishment. This also aids in reducing GHG emissions.
The availability of transmission infrastructure and access to a power grid or network is critical to a project’s feasibility, Greenko ascertains transmission capacity from public sources and owns proprietary data during the prospecting stage. Greenko discusses availability with the relevant state utilities and files an application with the relevant authorities to interconnect with the network. Power from wind and solar farms is typically evacuated to the relevant grids through high voltage transmission lines from dedicated pooling stations that result in stable energy transmission and minimizes electricity grid stability issues.
Transmission and Interconnection work at Chamba cluster
The customers profile has changed significantly during the recent years. Earlier, it was only the distribution companies of the state governments but, it now includes bulk electricity consumers like industries, commercial establishments and anonymous customers on exchanges. While we are presently delivering electricity and some green attributes to limited customers, very soon we will deliver many more electricity plus services to multiple sets of customers.
Private Customer base
Exchange sale Based on the PPA capacity tied up
for Utility Customers (on a scale of 1-10)
for open access clients
Number of new customers added in FY2019-20
The distribution utilities who are customers of Greenko often face challenges due to the inherent non-firm nature of renewable energy supplies. Greenko understands these challenges and works in cooperation with them to address and provide electricity on demand by forecasting the schedule to a feasible extent. The performance record of Greenko in providing power as per schedule is demonstrated by low penal charges. The industrial and commercial bulk users face challenges from the transmission and distribution utilities due to frequent changes in regulator determined charges for wheeling, banking, etc. In such situations, Greenko works with the regulator and utilities to provide an uninterrupted and reliable power supply to industrial and commercial customers. Greenko also sells power on the energy exchanges and interacts with both the operating exchanges in India to make the trade more effective and rewarding to the involved parties.
At Greenko 600+ professional hours were spent by senior management in engaging with the regulatory and policymaking institutions, in the current reporting period. The officials at Greenko are constantly engaged in providing constructive feedback regarding government policies & regulations, highlighting the urgent need for storage policy/ mission and Hydro policy for India. The efforts are bearing fruit in the form of hybrid tenders from SECI & fast tracked proposals for introducing hydro purchase obligations. Also, the senior management is putting continuous efforts in bringing awareness and importance about Schedulable power (RE on demand) to replace conventional fossil fuel with RE. Greenko has indeed come a long way from making strategic alliances, developing contractors, earning stakeholders based on trust and shared vision of supplying clean and affordable power to participating actively in regulatory affairs and advocating the Decentralization of RE. The Group has made significant contributions to CERC for significant policy formulations.
Greenko’s efforts in policy Making / Regulations are summarized below:
Contribution to Regulatory Policy Matters
Sharing of Inter-State Transmission Charges and Losses Regulations
Terms & Conditions for Tariff determination from RE Sources
Engaging with our stakeholders is an essential component of our sustainability strategy. Such engagements are carried out throughout our operations. Our key stakeholder groups include customers, shareholders, bankers, regulatory authorities, employees, suppliers, and local communities. We follow a specified mode of engagement with each of these stakeholder groups. We have established effective two-way communication with our stakeholders, allowing us to create and maintain enduring relationships with all of them. Our engagement with our stakeholders has helped us meet their expectations, thereby providing us with an opportunity to effectively respond to stakeholder concerns. The table below presents our engagement mode and the areas of interest of various stakeholder groups with whom we have engaged for developing this report.
The organization understands that project execution can lead to many challenges on legal, public relations, and other aspects which may impede Greenko’s ability to meet defined development and construction targets. Some challenges about the clean energy projects, in general, are concerned with potential environmental, noise, health or aesthetic impacts, impacts on property values or the rewards of property ownership, or impacts on the natural beauty of public lands and rivers. Greenko addresses all these concerns beforehand through ESIA during the project planning and ESMS during the project operation for smooth functioning and execution of its projects by winning the confidence of the local stakeholders.
Greenko passionately believes that it is imperative to have a positive relationship with the communities in which they operate. In this regard, the group has invested and will continue to invest in local communities by supporting continuing educational development and awarding scholarships to local students.
Greenko’s business model contributes to creating long term value creation for the communities in which they live, operate, and society as a whole. As a socially responsible organization, Greenko is committed to serving the neighbouring communities and making a positive difference to their quality of life through proactive and responsible initiatives in education, health, rural development, environment, and livelihoods.
Contribution to Communities, FY2019-20
Total number of beneficiaries from the Community Social investment
Number of Community development programs
Number of structured engagements with community
Number of community development support requests addressed so far
Number of hours volunteered by employees
Number of community development support requests received
Community satisfaction index
Operations covered under CSR programs
Number of co-creation projects done through the participation of local community / local bodies/ line departments
Community Social Investment
Greenko’s major focus in education domain is to provide access to quality education in the neighbourhood communities. It works with government-managed schools focused on improving the quality of education and support educators and their students, ultimately helping schools, teachers, and students thrive within all areas of education. During the FY 2019-20, Greenko focused on various projects and interventions such as the Construction of School Infrastructure at Government Schools, improving the quality of education in Government Schools by way of providing additional Teachers, Support for Students, and Classroom Infrastructure in Government School through Smart Class Systems with LED TV & Sound Systems, Promotion of Sports and Cultural activities in local schools. There were 85 such activities conducted in the reporting period, benefitting 31,141 students.
Providing Vidya Volunteers to Government Schools
Non-availability of quality education facilities, shortage of competent teachers in Government schools, lack of functional infrastructure and difficult familial circumstances resulting in poor performance of students and high dropouts is one problem which needed immediate intervention. Greenko initiated this intervention with the objective of ensuring access to equitable and quality primary and secondary education, leading to relevant and effective learning outcomes in rural communities. It also helped to maintain the student-teacher ratio in Government Schools.
Key Components Developed
After a close deliberation of the requirement, the CSR team at Greenko initiated the process of carrying out need-based assessment surveys, in consultation with various local stakeholders in the intervention areas. Based on these assessments, Greenko initiated this project in 3 Government Schools of Andhra Pradesh and 1 in Himachal Pradesh, benefitting around 416 students.
The services of Vidya Volunteers ensure regular functioning of the Schools. Monthly remunerations are paid to the school administration by Greenko and it is transferred to Vidya Volunteers. The project faces various challenges such as identification of qualified teachers in local areas, accommodating the number of teachers, and disparities in the treatment of Vidya teachers from regular teachers.
Smart learning initiatives from Greenko to local schools
Vidya Volunteer Support by Greenko
The healthcare sector plays a critical role in maintaining the health and wellbeing of a population. It also contributes to the economic development of the country. Greenko’s focus areas included the implementation of health and welfare initiatives for local communities.
Under health programs, General and Specific Health Camps were organized, healthcare services through mobile clinics were offered, with extensive focus on primary health services that aimed to increase equity and access to healthcare services by supporting the existing healthcare system. During the FY 2019-20, major initiatives like General Health and Eye Screening Medical Camps, Diagnostic Screening and Treatment (DST) Eye Camps, and Mobile Clinic Health Camps were organized. In this pursuit, 263 such activities were conducted and it benefitted 26, 671 people.
The Diagnostic Screening and Treatment Eye Camps provided service to the local community and offered treatment to patients diagnosed with cataract and other refractive errors, with an endeavour to eliminate the threat of blindness.
Greenko’s initiative for Mobile health units (MHUs) steer better healthcare outcomes, promote value-based care, and improve patient access to care. The types of services rendered through MHUs included
The group has set up ‘General Health and Eye Screening Medical Camps’ with an aim to bring awareness among the deprived population in the neighbouring communities, who have no access to basic or advanced healthcare services or knowledge about the diseases they are suffering from. Greenko’s medical camps provided free medical advice and medicine to such people in neighbouring communities.
Mobile Clinic for the local Community
The progress of India significantly depends on the prosperity of its rural population. Greenko has been involved in various initiatives for creating lasting social impact. Greenko’s efforts aim to bring about a paradigm shift and facilitate transformative change towards building an inclusive India.
During the FY 2019-20, Greenko undertook 28 such projects which benefitted almost 6800 people.
The Program was initiated in 2016- 2017 and till the reporting period (31st March 2020) the following milestones were achieved)
The Greenko Skills’ development initiative under CSR, aims to train local youth for employment through the Skill Development Centre. Greenko also undertook a major Skill Training program in Computer Skills for educated youth through its Computer Training Centre.
To promote a green and clean environment, the organization proactively implemented Plantation drives for local plant species, Environmental awareness campaign in schools, Local Biodiversity Conservation programs, and initiatives to protect the local heritage site. During the FY 2019-20, Greenko undertook 3 such drives to benefit nearly 3500 people.
Greenko also aims to preserve heritage through promotion of local cultural activities, national integration activities and supports local traditional festivals and fairs. During the FY 2019-20, Greenko undertook 53 such Major drives which benefitted almost 86,217 people.
Greenko is proactively contributing towards the ongoing efforts of the local Government for adoption of Improved Hygiene Practices and effective Solid and Liquid Waste Management by 2022. Greenko as a part of its environment improvement interventions has undertaken a Greenko Swachhta Abhiyaan in the neighbouring villages, located in and around its operational areas in Himachal Pradesh. Major hurdles identified for its implementation include improving waste management in rural areas and the development of Institutional capacity, financial capacity, and creation of public awareness. Greenko intends to create holistic awareness among community members about adverse effects of climate change and the urgency to keep the state clean and green through measures involving behavioural change about sanitation, street cleaning and creation of community social infrastructure.
A total of 12 hydel plants participated in the program, including 5 schools. Many dignitaries from government, central forces, and various civil participants along with Greenko’s employees participated in the campaign. The popularization of the campaign was made through display of Banners on Swachh Bharat at prominent locations, Road shows, Open Assembly and Oath taking ceremonies to encourage maximum participation. The campaign involved innovative activities such as Plog Run/Green Walk/ Cleanathon, Picking the plastic waste, distribution of non-plastic bags was also carried out at the event. The event was phenomenally successful, however some intrinsic challenges included attitudinal issues among villagers about collective association and problems related to permission from the school authorities.
Co-creation is a collaborative process where players from different sectors – such as companies, social sector organizations, financial institutions, or government bodies – come together to co-design and co-implement new or improved products and services that address the essential needs of underserved populations. In the process of co-creation – peers across sectors work hand-in-hand to design and implement solutions based on a shared vision. This results in addressing society’s challenges at scale while achieving economic gains. Co-creation represents a fundamental shift in the interaction between the business, social, and public sectors to create shared value. In the reporting period, Greenko could successfully undertake 51 innovative co-creation community development projects. Some of them are summarized here:
Greenko looks forward to strengthening the social and relationship capital to craft a co-creating ecosystem of stakeholders that will enable the transformation of electric system in India. It looks forward to increased engagement with public policy and develop partnerships for complementing its capacity to steer transformative changes in the energy system. Further, the customer profile is changing and the products and services Greenko offers will change and Greenko will have to ‘go –closer-tocustomer’. All these pose new challenges and we will address these going forward.
Greenko is constantly working towards setting community development targets and goals for 2021. The goals set under the above-discussed focus areas that are in line with the SDGs 2030 are as under.
Through sustainable partnerships with suppliers, customers, regulators, the government and community, Greenko looks forward to generating and delivering value to all stakeholders.
“Grow ,Use & Share“ We always ensure that forests and tree plantations are duly regenerated. Regeneration is usually done through active planting or organic farming.
Greenko is aware that Compassion, Planning, Management and Technology plays a major role to keep our people safe and operations running during the COVID-19 times.
As a socially responsible company, supporting employees and operations is at the core of our culture. This is a responsibility we have taken seriously as we all are working through this uncertain time.
Our utmost priority at this time will continue to be focused on the health and safety of our employees, stakeholders and the communities we serve. We’re doing everything we can to continue delivering the electricity needed to the country during these challenging times.
Our COVID-19 response is broadly categorized as
Contribution of 1 cr. to Sikkim Govt.
Relief Measures on COVID_Ghani Solar Park
Greenko has a mature system of Business Continuity Plan and Emergency response Plan and has been continuously conducting mock drills and tabletop exercises on the possible emergency situations. Leveraging the commitment to its theme ‘it’s Possible’, Greenko has shown its strategic preparedness by analyzing future risks the Company could face with respect to the pandemic effects. A COVID-19 Response Committee was formed to oversee organizational preparedness and management of the pandemic from a business continuity as well as employee safety perspective. In addition to segregation of essential and nonessential staff, location-wise Emergency Response Teams were formed and work from home or sites was assigned on a rotational basis. It is also essential to state that all the business operations of Greenko with respect to Power Generation, Transmission & Distribution and Renewables were fully operational during the outbreak with all due care and precautionary measures in place.
During this unprecedented situation of COVID - 19 Pandemic, Greenko has given top priority to its Employees Health & Safety. They have initiated special risk mitigation measures for prevention & spread of contagious disease, this is being practiced by educating employees over New norms of Social distancing, Hygiene practices, Screening of employees & stake holders and focus on disinfection and online health monitoring of employees were carries time to time.
Greenko has also imparted training over work resumption post lockdown to all employees in its business, Viz. 5260 Employees in a span of a week to cope up to the new requirements.
Apart from ensuring a safe strategy to combat the COVID-19 crisis in the short-term, Greenko have also initiated long-term resilience mechanisms to respond for future risks/ disasters. This
warranted the upgradation of Greenko’s Business Continuity Plans to acquaint itself with a new normal condition post lockdown, also warranting a handholding of various divisions to articulate sitespecific mechanisms and establishing operational strategies for unhindered and smooth business continuity.
During the initial period of COVID – 19 spread in other countries and declaration of global emergency by WHO, the group had anticipated huge crises with respect to employee moment, plant & office operations and the senior management quickly planned and implemented decisions to manage operations by keeping 20% employees strength at work and rest working from their home and on need basis can login for necessary support to ensure uninterrupted power supply to the stake holders. Since initial phase itself this global scenario was addressed and various operational, health & safety related challenges were readily handled. The timely action proved to be a blessing in disguise to run the business operations smoothly by keeping minimum manpower & resources.
Greenko understands that while providing autonomy to its employees is essential in keeping with its ownership culture, so employees feel empowered to deal with any quickly evolving situation. This autonomy must be combined with establishing a two-way communication that provides a safe space for employees which has a freedom of expression, as well as monitoring adherence to any policies regarding new business situations including the pandemic scenario.
The strategic Response to the pandemic at Greenko has been formulating stringent COVID management measures, which can be summarized as:
Greenko adhered to all the advisories laid down by the local government at all its business facilities / sites & offices were either shut down or operated with bare minimum staff to ensure critical support. The group invoked business continuity plans across its locations pan India to ensure that they delivered & fulfilled all their commitments towards all the stakeholders.
Greenko has ensured to appoint members from every function and discipline to assist in pandemic times. Further, in most cases, team members step out of their day-to-day roles and dedicate most of their time to virus response. The most significant aspects of the functional teams included ensuring: a) employees’ health, welfare, and ability to fully perform their roles; b) financial stress-testing and development of a contingency plan; c) supplychain monitoring & strengthening; d) rapid response, and encouraging development of a long-term resiliency; & e) coordination and communication with relevant stakeholders.
It was also essential for Greenko to Ensure that liquidity is enough to weather the storm. Businesses must define scenarios tailored to the company’s context. For the critical variables that will affect the business, revenue, and cost, Greenko has put in place various analytics to generate the most feasible scenario of business continuity in the pandemic. Also, it has taken a critical accord of its financials (cash flow, P&L, balance sheet) in this scenario to identify triggers that might significantly impair liquidity. Further, Greenko has been working on network optimization and searching for and accelerating qualification of new suppliers in the current crisis to ensure resilience in their supply chain—an ongoing challenge that the COVID-19 situation.
As COVID-19 is rapidly spreading in the country & cases are sporadically popping up in the entire country and some cases were also noted in Greenko’s office campus, they have devised a COVID - 19 task force with the involvement of top management to ensure quick response over medical needs and quarries.
The journey of COVID 19, evolving situation and Greenko’s proactive planning and action continues in the right spirit and direction.
During this COVID-19 Pandemic, Greenko played an important role to mitigate the effects in rural areas and in the neighboring areas with various initiatives.
Health Camps were conducted at regular intervals influencing the general health and hygiene behavior among the locals improving the local sanitation conditions