Performance Highlights


Delivering VALUE –
Purpose & Principles

Creation of Sustainable Value

Performance Based
Value Creation



Human Capital

We at Greenko aim to explore the horizon of ‘New energy solutions’ to tune in futuristic demands by rapidly building on our human capital strategically. The ever-evolving learning culture at Greenko inculcates resilience in employees, making them agile & result-oriented. Our People Process & Systems (PPS) aids our employees to deliver performance with an ownership mindset holistically, to make attractive growth. This unique ownership mindset is conducive for young professionals to pursue careers passionately at Greenko, the human development index aids in leveraging the multitalented teams to achieve the goals via a unique transformational journey.

- C. Krishna Kishore


Strategic Approach

The HR strategy at Greenko is a shared vision , wherein all the functions work in close association to plan and achieve the desired outputs. The organization has clearly outlined the initiatives for recruiting the right talent, onboarding & induction and succession planning. The important aspects of Compensation & Benefits Administration, HR Compliances, Learning & Development are supported harmoniously by the shared services team. The Strategic Business HR Team supports the Projects and GAM operations and ensures HR Support for all the Project and Plant locations, working closely with the site HR Teams.

Greenko’s growth and progress since its inception hinges on its ‘Human Capital’ with varied domain and functional competencies. The organic growth of competencies revolves around the niche Learning & Development interventions across the domains of Hydro, Wind, and Solar, with further augmentation of competencies required for IRESP and Zero-Carbon Molecules’ Projects.

Greenko leverages the employees’ passion and potential to develop human capital. Further, the Learning & Development interventions complements the efforts.

Greenko believes in adopting best in the sector practices raising its standard in the global energy scenario to the top slot. The group is making efforts to integrate ESG factors in decision making at all levels. Constantly taking efforts in having clear demarcation around financial and non-financial goals with the ESG framework being aligned across the business domains to achieve the business benefits sustainably.

Strategic Approach and KPIs

Journey so far

The Human capital of Greenko has been groomed to imbibe the organizational values and be resilient to achieve desired business transformations, and exhibit flexibility & tenacity in the most uncertain conditions. Greenko, in its GKO 3.0 & 4.0 phase has spearheaded the process of complete transformation of its HR function from manual to digital and beyond.
HR Transformation along the Greenko’s Transformational journey

As Greenko transformed from GKO 2.0 to 3.0 and moved towards 4.0, it was imperative that the entire HRMS transition to a high transitions digitized platform. Greenko’s mission of ‘Creating Ownership Mindset’ and People, Process, System (PPS), has yielded remarkable business outcomes. The transformation journey of Human Capital Development to keep pace with business transformation 1.0 to 4.0 is presented in the table below.

Greenko’s transformation journey in the evolution of its Human Asset from GKO 1.0 to 4.0

Integrated Value Creation in Human Capital
Strategic Framework for Human Resource Management
Greenko has a robust HR management strategy to contribute to achievement of organizational goals effectively. The organization recognizes the available skills and skillset gaps in view of the business ambition to transition and build and operate storage and Zero Carbon Molecule’s assets. Further, digital transformation across the HR function is being pursued to ease out all the HRM systems. Special emphasis is given to learning and development initiatives to make the human asset more adaptable and resilient to achieve the set targets in the toughest of scenarios. Greenko’s appraisal process is undertaken at organizational, task and individual levels and appropriate linkages are identified. The group is appreciative of the fact that the functioning during the pandemic has been exceptional, due to the adaptability and resilience built into its human resources.

HR strategy for Greenko’s Value Creation from 2020-2025

Greenko firmly believes in the fact that ‘happy and energetic’ people can build dynamic organizations and successful partnerships. Competent and motivated people are the enablers for achieving goals. Greenko ensures that the dynamism, competency, motivation, and effectiveness of its employees remain high through competency training and several employee welfare initiatives.

As a part of the Digitalization , one more milestone is achieved with the deployment of the Human Resource Information System (HRIS) through the Darwinbox, the entire process has been routed to make the end-user (employees) extremely comfortable with the entire digital platform of HR management.

The Leadership pipeline is developed to meet the Business expansions plans of the Group and thus, opportunities are provided to young talents who have the competence and potential to take appropriate Leadership Roles.

Talent scalability is a critical and ongoing agenda for HR to provide the required number of talented resources for new projects and acquisitions. Since its inception, Greenko has always grown with a mechanism for talent scalability.

The pedagogy to impart requisite domain, functional, technical, and other niche skills are designed specifically as per the requirements of the existing and new business opportunities at Greenko. An agile and multi-talented versatility is built amongst employees across the Group to make them competent. At Greenko the ‘Value Drivers’ are supplemented by the ‘Enablers’, thus all the ‘Outcomes’ will have an opportunity to learn and unlearn with a pursuit to ‘innovate’ for sustenance and continued growth of the organization.

Talent Acquisition1

Greenko believes that while delivering multiple values to the economy, society, and environment, the regenerative resilient and circular model will deliver sustained returns to its financial stakeholders. The group follows diverse mechanisms to acquire and manage human talent across its business operations.

The talent acquisition that is not limited to Campus hiring but complemented by grooming the employees to rise to the next level by acquiring the desired competencies. The group follows the induction mechanism and on-boarding process for its recruits.

The new hires during their induction into the Greenko family were made aware the Group’s value systems to be inculcated into all the work aspects. . The new hires are made aware of the HR Systems & Policies, Prevention of Sexual Harassment at Work (POSH), Greenko Value System (SEEDIT), Environment, Health & Safety (EHS), Greenko Integrated Management System (GIMS) and Information Security Management Systems (ISMS).

During the reporting period, Greenko has successfully hired 181 new talents within an average period of 90 days from the time the vacancy arises.

The group hired a total of 369 Engineer Trainees from 2011 to 2020, over 34% had an experience range of 6 -10 years and 66% had over 5 years’ experience. More than 100 employees who started their careers as trainees in the last year, are handling critical roles in mid-level management across the group today.

Learning & Development2

The group’s core belief of competency augmentation to be an ongoing process, embedded firmly in the HR ecosystem has resulted in training investment at Greenko reaching a new benchmark of 43.06 Hours per capita (from 35.3 Hours in 2020, 18% increase), even though for the entire year, the WFH model was adopted especially for the corporate office employees and non-project staff. This, we believe, is highest in the renewable energy sector.

The Performance Management System with measurable deliverables through KPIs with a weightage of 50% each for business/functional KRAs and Greenko Value System (SEEDIT) has enabled the group to measure and track the performance. The performance appraisal system at Greenko is also instrumental for training need identification, succession planning, and career management. The leadership teams have developed resilience and built the mechanism to make sure employees working in multiple locations are motivated with a commitment along with a sense of ownership in a continuous learning environment, keeping in tune with the organizational values.

A Key metric of employee ‘Learning Curve’ has progressed effectively over the last 10 years, with a humble beginning of 3 hours per capita, per year in 2011-12, to a whopping 43.06 hours per capita in 2020- 21, indicating more than 10 times increase in training hours during this decade. This is in keeping with increasing knowledge intensity along the Greenko’s transformational path.

The individual (domain wise) training program profile and duration breakup are depicted in the infographic below:

Training Hours

Number of Training Programs

Progression in Training Hours at Greenko

Progression in No. of Training Programs at Greenko

Progression in Per Capita training Hours (average) at Greenko

Training Progression - WIND

Training Progression - SOLAR

Training Progression - HYDRO

The training by NICMAR Team in Planning, Designing, Developing has contributed to upskilling the personnel involved in project execution. The training delivered a learning organization, contributed to developing ownership mindset, walking an extra mile, and created an environment for curiosity. In this learning process, the Senior Leadership Executives Presence displayed cohesiveness, collaboration, the intent of delivering the best across the life cycle of the project. .

The journey of ‘Upskilling’ started for the Project Teams on Virtual Platform, MS Teams from 3rd Sep to 12th Sep’20, spread over 9 days, 45 sessions, 3 Batches, 150 participants, 24 Locations Pan India (North down to South) (450 Man-days @ 7 hrs - 3150 Manhours). 10 Qualified and experienced NICMAR (National Institute for Construction Management & Research), Hyderabad Campus faculty explained the concept of Construction Project Management. The Training focused on the IRESP Construction Methodology and Project Management with reference to Timelines, Quality, Safety during the Project Construction.

Apart from domain-specific knowledge, the training extended to cross-functional areas (Wind for Non-Wind/ Solar for Non-Solar & Hydro for Non-Hydro), training 750 employees for 16564 hours during the reporting period. The noteworthy fact being, as many as 8 engineers were trained and certified internally for the wind Blade Technology domain.

Group Leadership has always encouraged and nurtured a sustainable working culture that promotes regenerative thinking across all levels. Greenko believes in the overall development of an employee, by allowing them to explore different areas of work.

Local Community Skill Development

Greenko is committed to spreading innovation amongst the communities. Thus, the company believes in creating job opportunities for youth in local communities. The company has initiated an Industry Customised Skill Training Program in Solar Energy at its Skill Development Center in Kurnool, Andhra Pradesh, in partnership with Andhra Pradesh State Skill Development Corporation (APSSDC). It is also part of the Industry Cluster collaboration in Renewable Energy Industry for skilling/reskilling/upskilling of the aspirants in Solar Energy. A batch of 30 students are provided both classroom and on-the-job training for one month with the support of in-house trainers.

After successful implementation of this training, Greenko will be planning and contributing to further development of the local youth.


No. of students


No. of students placed

The above Program was started in association with the Andhra Pradesh State Skill Development Corporation (APSSDC) as part of the Industry Cluster collaboration in Renewable Energy Industry for skilling/reskilling/upskilling of the aspirants in Solar Energy. The Program, taken up on a Pilot basis, will be a One-month residential Training for a batch of 30 students covering both classroom and On-the-Job-Training. The Certified Training is to be given with the support of in-house trainers and is aimed for a Job Role of a Multi Skill Solar Technician & Engineer covering all the aspects of Solar Energy. A formal inauguration of the above Training program for the First batch of students was conducted on 30th December, 2020.

Training Classroom, Lab, and field

Completion of Skill Training Program on Solar Energy at Ghani Solar Park, Kurnool

As part of the Program, we have successfully completed the training of the first batch of 30 students. Post training, all the students (100%) were successfully placed as Multi Skilled Solar Technician/Engineer in a reputed Hyderabad based Solar Energy company, Premier Energies Photovoltaic Pvt. Ltd, that specialises in module manufacturing. The Program included both classroom and On-the-Job-Training. The Program was conducted with the support of in-house Trainers and under the direction of the Site Management Team at Ghani. As an acknowledgment of the efforts, Greenko was appreciated by the APSSDC, Govt. of Andhra Pradesh for its participation in the skill training program at the Ghani Solar Site.

Industry Customized Skill Training Program on Solar Energy at Ghani Solar Park, Kurnool-2nd Batch

Greenko has initiated a Customised Skill Training Program in Solar Energy, for the second batch at its Skill Development Center in Kurnool, Andhra Pradesh on 22.03.21. The Program started in association with the Andhra Pradesh State Skill Development Corporation (APSSDC) as part of the Industry Cluster collaboration in Renewable Energy Industry for skilling/reskilling/ upskilling of the aspirants in Solar Energy.

Human Development Index

Human Development Index (HDI) is a critical metric which measures the competency levels of employees to build a robust brand like Greenko, to eternally meet the divergent needs of projects and asset management. Augmentation of business-centric competencies across the Group is a key differentiator contributing to organizational development. This strategic intervention is designed to avoid any redundancy or sluggishness in the system and ensure circularity of men, material, and machine.

Human Development Index (HDI) weighs the capabilities of the employees with a definite focus to sustain the Plant Operations and to meet the Human Capital requirements

The group encourages its employees to maintain the highest level of energy and enthusiasm with job rotation, wherein a Change of roles and job enrichment opportunities to move into other Technical and Functional roles to pursue one’s passion are addressed through a process for the employees who have worked in the organization for 3+ years.

People, Process, System (PPS)

People, Process, System (PPS) has been a strategic intervention for Greenko’s Asset Management (GAM) Businesses since 2018 to monitor & measure the performance of the ‘Assets’ and the ‘People’. The GAM and HR Leadership Team have convened a ‘Leadership Conference’ to calibrate on the Group’s vision, values, and the PPS Model. All the GAM employees have been trained and the HR Team and GAM Leaders have put the PPS Model to work, and the outcomes are ‘profoundly positive’ for the business.

The PPS progress is presented in the infographic below

Performance Management System (PMS) was implemented with measurable weights of 50% for Business KPIs and other 50% to measure Business deliverables in alignment with Greenko Values. Also, the KPIs, identified for each of the GAM assets (Hydro, Wind & Solar) and the performance outcomes were measurable indicators for Hydro, Wind & Solar Operational Assets.

Talent & Competency Mapping

Developing multiple competencies for employees in ‘Personal’, ‘Functional’, ‘Domain & Business’ areas have been the hallmark of the HR Department of the Greenko Group. 2590 employees across the Group have been trained over the last 10 years in Hydro, Wind, Solar, and multiple functional disciplines

The depth and range of Business domain skills were developed progressively since the inception of the Group, which has been cross-pollinated through On the Job Training (OJT), domain and functional training .

A significant percentage (73%) of employees working for Projects Vertical were equipped with a range of competencies to work and execute projects in Hydro, Wind, and Solar. The Greenko Asset Management vertical has multiple Domain and Business competencies (83%) along with functional competencies (Contracts, Commercial & Stores) with a depth of experience. The perspective is depicted in the T diagram below:

Employees select a range of skill blocks where they can go deep to support specific interests and focus areas Skill Blocks mainly remain the same with tenure, but are excepted to move down the T- developing from basic to mastery level

Employee Diversity3

Diversity and inclusion amongst the workforce are core to Greenko’s business. The group believes that diversity at the workplace is a virtue that can generate more visible benefits in the long run, since a diverse workforce displays a better decision-making ability and strong work culture. The group completely abides by the Human Rights Charter of the UN, does not differentiate people based on colour, creed, gender, and people from all ethnic groups and cultures are given an equal opportunity in recruitment, location, promotion, or any matter related to employment based solely on individual performance.

The initiatives at Greenko to promote gender diversity include:

  • Mainstreaming gender in policy design and project implementation
  • Implementing policies to attract and retain talent and ensure a supportive environment in the workplace
  • Supporting women to become agents of change and to challenge cultural and social norms in their environment

Gender diversity at Greenko saw strengthening with 6.17% of female employees in the total workforce compared to 3.92% in 2018. Today, Greenko has become a preferred choice for women to pursue their careers in the Renewable Business Sector. Every year, the company has increased the number of women it employs and today, as compared to its year of founding, Greenko employs 42% more female employees, also approximately 12-13% of the new hires amongst women (in the age group 30 to 50 Years) are offered Mid-Level Management roles. A good number of women employees (6.17%) in the age group less than 30 Years have been hired for the First Level Management position. It is worthwhile to note that the group also makes all efforts to recruit differently-abled people to give them a chance to perform in the mainstream. Greenko indeed believes in a merit-based human asset selection process that is transparent and unbiased.

Workforce Diversity Profile at Greenko

Greenko’s Strength

Spirit in the Pandemic Times

Women Power Pillars in Decision Making

For sustained focus to ensure equality, diversity, and inclusion across Greenko, the Learning & Development teams conducted 20 training interventions during the reporting period. The women power at work catapulted to 3 times since inception, to be at 6.17% in 2020-21. The group has in place basic welfare policies Viz. Maternity Leave, Adoption Leave, Casual & Sick Leave and Extraordinary Leave for its women employees.

Reward & Retention

Greenko has established an effective career management and development system, wherein all the employees are given counseling and training to achieve targets in a resilient and disciplined manner. At Greenko, Centers of Excellence (CoE) have been created for the multiple domains of Wind, Solar & Hydro with Subject Matter Experts (SMEs) on multiple aspects of Technology, Operations, and Functions. The table below presents the summary of ELTP (entry-level training program) for 2020-21.

The group always ties up with renowned institutions to train the young minds. The Entry Level Trainee Program (ELTP) has churned and channeled career opportunities for 369 trainees since 2011. 34% of those who were employed as trainees have gained an experience of 6 to 10 years and 66% have earned an experience of over 5 years.

The group maintained a high level of employee retention during the pandemic due to effective measures adopted:

  • On-time monthly pay-outs without any salary cuts during the pandemic.
  • Paid leaves and disbursement of hikes and bonuses ensuring availability of funds for the employees to address their critical needs during the pandemic.
  • Cultural gestures of care and compassion during the pandemic.
  • Provision for medical care as a welfare intervention, through Doctors and Hospitals to treat employees and their dependents.

All these efforts resulted in the retention of 99% employees leading to only 1% attrition as compared to 11% attrition in 2019-20.

Comparative Chart on Attrition

The Average Age of employees at the organization since 2012 has positively improved to 35 years, with the induction of young talent at various levels. Thus, the agility, resilience, and career management at Greenko has set a glaring example for similar business entities, and the group has demonstrated unique capabilities in employee management in the RE domain.

The Hierarchy profile for 2020-21 at Greenko

Greenko has retained a young and diverse workforce and 90% of the employees are in their 30s with an experience of < 20 years and 63% have > 20 years of experience. The core areas of expertise include Domain and Subject Matter Experts, in the age group of over 35 years. This is excluding the experience of the lateral hires. The infographic below represents the employee’s age profile with years of experience.

Employee age and Experience Profile

The group lays great emphasis on the well-being of employees across all operational sites, physical as well as mental, especially to harness resilience. the group also focuses on the well-being of employees working across locations including the external stakeholders (community) around the project locations. The group also runs several initiatives/programs to extend educational and medical facilities for employee welfare. These benefits apply to all the employee cadres. Along with it, employees benefit from medical & personal accident insurance, maternity leaves, adoption leaves, and for any extraordinary circumstances can also be availed.

Employee Welfare4

Employee welfare across all projects and plant locations are taken care of by the HR function. Children of employees pursuing vocational training are given a fixed remuneration by the company and the workforce is encouraged to pursue higher education. The company also lays emphasis on the education of employee children and contributes to the education of selected children.

In the year 2020-21, for pursuing higher education 155 employee children were aided with 40% support (school kids), while 24 Employee Children were extended support through 50% Tuition Fee Reimbursement. For Higher Secondary Education, while 16 employee children were aided with 50% fee reimbursement to pursue graduation and or any other professional curriculum. To add value for their career development and knowledge on the Business domains, 14 employees have been extended with 100% education fee reimbursement. The data is represented below:

Stakeholder Education Support Initiatives at Greenko

In addition to fostering education, the company has introduced parental leave which includes paternity leave. Greenko has welfare policies on Maternity Leave (26 Weeks), Paternity Leave (5 days) Adoption Leave (12 Weeks), Leave for Miscarriage (6 Weeks), Casual & Sick Leave (18 Days), and Extraordinary Leave (24 Weeks). Providing medical insurance coverage to the family including dependent parents is also a unique feature of Greenko’s employee benefit policy. Greenko is always vigilant about human rights-related issues and no human rights violation has been reported in the FY 2020-21.

The organization realizes the need to foster the overall wellbeing of its employees. Therefore, the company provides medical insurance for hospitalization through the Greenko Group Mediclaim Policy. In 2020-21, Group Personal Accident claims worth Rs. 0.009 million were paid. Group Gratuity has also been paid as per eligibility, to 29 employees, accounting to Rs. 1.2 million.

The group has maintained a culture of Greeting employees on various important occasions like birthdays, marriage anniversaries and other occasions, employee engagement. Learning & Development Program Schedules, Employee Policies, HR Help Desk services, Greenko Leave Management System (GLMS), Greenko Meeting & Action Tracker facilitate seamless work place reducing work related stress. The intranet covers news updates, announcements, knowledge repository, reports, and manuals. The corporate communication vertical also publishes ‘Vconnect’, a quarterly magazine for employee communication and to provide various updates about the Group.

Employee Engagement played an important role to keep employees motivated during the pandemic. With the growing prominence of virtual working across plants and sites, Line Managers, the Leadership Team and the Covid Committee played an integral role in ensuring employee engagement. Although delivery schedules were affected due to the challenges posed by the pandemic and difficulties related to internet connectivity issues and health problems, desired outcomes were largely impacted. A very structured engagement through audio/video calls by the members of the Covid Committee, other Managers, HODs had a significant impact, contributing to employee engagement with a sustained focus on the welfare of employees as well as their families.

The performance of the various assets generating power was not significantly impacted during the pandemic due to the strategic deployment of operating teams with rigorous preventive initiatives by the plant and Health and Safety Teams across the Group. The group also ensured free vaccination for all employees, arranged diagnostic tests, doctor consultations and beared hospitalization expenses for the affected employees.

The communication channels with all employees, across locations, were open round the clock with a daily mandatory call to ensure employee health and safety. It also helped to boost morale and kept employees confident about striking a balance between work and employee health.

Encouraging Ownership Mindset

A culture that emphasizes on ‘Ownership’ is inculcated amongst the employees in a continuously evolving learning environment. It is imperative for the Greenko employees to be genuinely motivated, committed, and agile without compromising the quality of deliverables and stakeholders’ interest. The group’s employees have been oriented to be steadfast, resilient, and work responsibly to handle any situation of VUCA (Volatility, Uncertainty, Complexity, and Ambiguity). This is especially true in the current phase of uncertainty looming large over businesses. Greenko’s employees exhibited the highest level of commitment and tenacity to achieve business targets. Human values and human rights are never compromised at Greenko, and no violations were reported in the FY 2020-21.

Succession Planning

Greenko believes internal mobility a natural progression and not a major change in one’s career; opportunities to progress are extended to workers at all levels, not just managers and team leaders; and technology has enabled streamlined mobility between functions, jobs, and projects as well as geographies.

Greenko has a firm and robust succession planning system, wherein potential successors earmarked for critical roles are identified and groomed. The employees selected for internal role reversals undergo extensive training and skill development to be adequately trained for the new role.

The Leadership Team at Greenko is equipped with multi-faceted Domain and functional expertise and it extensively works to develop vertical as well as functional teams to aid in effective succession planning, as per business requirements. The leadership team is ably complemented by subject matter experts (SMEs) across various domains (Wind, Solar &Hydro) to impart knowledge and to develop specialized skills in future leaders.

Greenko maintains a balance between domains and functional skills, with a ratio of 1:10 (Leader/ Expert /10 employees), making mentoring easy and facilitating the achievement of set targets.

Succession planning is driven by the commitment to encourage innovation and to strengthen a continuous learning culture. Succession Plans are also evolved with definite transparency with complete involvement of Line Managers and Business Leaders.

Greenko focusses not only on hiring the right people but, also on retaining talent and ensuring capability enhancement through effective human resource planning and management and the establishment of an enduring ownership mindset among employees.

Competencies are honed through processes involving the engagement of Line Managers for On-the-Job Training (OJT) and through the Entry Level Trainee Program (ELTP) for Engineering Trainees on subjected related to business domains and Core Engineering (Electrical, Civil, Mechanical, Instrumentation, etc.). Each Engineering Trainee is bestowed with Eight (8) Domain and Engineering Books/Manuals, specially designed to impart knowledge and enhance skills.

Health and Safety across Value Chains5

To respond to the challenges posed by COVID 19, we quickly mobilized a crossfunctional team and developed a taskforce to ensure the safety of our workforce. We continued to provide power to communities and wanted to create an environment that enables all associates to make outstanding contributions to the company’s long-term success, to develop their full potential.

- Mohan Rao M


Greenko has always maintained an objective of ‘Zero Occupational Health & Safety related incidents’ across its operations. The group is committed to providing a Healthy & Safe work environment for all its employees, contract workers, visitors, and stakeholders engaged in business operations.

To achieve this objective, the group has conducted a series of risk assessments and surveys across its business units & has identified and recorded core health and safety issues material to the organization. Further, action plans are formulated, and resources are allocated to address these identified risks according to priority.

At Greenko, Business unit-specific health and safety plans are developed, involving BU leads, EHS team and plant leads, which are in line with ISO 45001:2018 standards. Within the H&S system work permits, risk assessment, lockout tagout, emergency response, and monthly reviews are defined, monitored, and analyzed to ensure effectiveness. People Process System audits are conducted across plants for H&S management, by external agencies, to identify system gaps and process effectiveness and improve O&M and EHS results.

Greenko believes that inculcating a healthy and safe work culture among the employees is essential for avoiding unsafe acts and incidents. Behaviour-based trainings form a crucial aspect for developing employee resilience. To encourage safe behaviour among its workforce, to make the employees flexible and adapt to uncertainties, the organization conducted Behaviour- Based Safety (BBS) mentoring by experts at regular intervals during the reporting period. 4954 hours have been spent on BBS mentoring in FY 2020-21, which is 59 times more than the previous year. This enormous growth in BBS trainings clearly indicates the group’s focus on the employee’s mental health. Periodic medical check-ups are also conducted once in a year. A total of 194 mock safety drills have been carried out.1528 EHS induction programs have also been conducted in the reporting period.

Greenko conducts several awareness programs and interventions at regular intervals. National Safety Week is also celebrated every year at BUs and competitions like safety slogans, songs, essay writing, safety quiz, etc. are conducted to improve employee awareness. The most safetyconscious worker and staff are recognized and rewarded. The organization also conducts special safety training to inculcate safety culture among the local public and children in communities where they operate. Awareness sessions are also arranged in schools about road safety and home safety.

EHS Audits

Need-based safety training is regularly provided to all Greenko employees and contract workers. The number of hours devoted to the safety training of employees and contract workers could be maintained effectively even during the pandemic (41.1%). The number of hours devoted to safety training of contract workers increased by 26.19% (20027 hours) from 14,781 Hrs. in 2019- 20. A pool of competent people is developed in all business verticals by organizing training under the acronym matrix. Special Certification from Global Wind Organization (GWO) on Work at Height Training has been provided for selected wind BU teams to enhance their competency levels in the execution of ‘Height Work Jobs’. There were 4954 people received first-aid training during the year, an overwhelming 89% increase over previous years. Subsequently, 4954 people received emergency response training during the reporting period, reporting an increase of 88% over 2019-20.

EHS Leading Indicators

The group maintains updated Risk registers at all plants for taking appropriate action based on priority. As a risk mitigation method, Greenko believes in the hierarchy of controls and has adopted ALARP (As Low as Reasonably Practicable) approach to control different types of risks.

The group is equipped to manage safety related emergency incidences with the help of collaborations with local healthcare facilities and emergency service providers. EHS walk down inspections are also conducted at specified intervals to control unsafe acts and unsafe conditions. Immediate actions are also taken to avoid incidents. During the reporting period, 504 unsafe acts/ unsafe conditions were identified by such inspections, which was 1.76 times less over 2019-20.

EHS Lagging Indicators

Greenko was successful in implementing Business Continuity plans during the Covid-19 pandemic. The company implemented five basic rules including Social Distancing, Sanitization, Self-discipline, Self- isolation, Safety PPE at all operational sites to continue operations in line with the mandates given by the WHO and MoFW. SOPs and post lockdown Guidelines for all Internal Stakeholders were also circulated. The employees received instructions and conducted meetings with Covid Core Committees and EHS departments on virtual platforms such as Microsoft Teams and Skype. The operations were thoroughly planned and involved minimum number of employees to ensure hassle free movement of critical goods and services. Special care was given to infected employees through the arrangement of dedicated ‘Quarantine Facilities’ at all locations. Online consultations with medical professionals were also available for affected employees. Covid-19 Vaccination drives were also conducted to encourage vaccination among the employees.

Greenko Security Services7

We want to create an environment that enables all associates to make outstanding contributions to the company’s long-term success, to develop their full potential.

- Satish Babu V

VP – HR & IR

Greenko security services (GSS) takes the ownership of not just physical security but holistically takes care of internal and external environment around the sites as a whole. It also undertakes threat and risk assessments, vulnerability and counter measure analysis. GSS predominantly engages itself in safety and security of Men, Assets and Environment at Greenko. It also functions as an alert mechanism for all current and future safety and security needs with an effective surveillance process through its intelligence network. Operationally GSS is the check and control tool for reconciliation of men and material. Integrated electronic surveillance at Greenko Group functions on multiple window design principles, by providing live monitoring & recording reviews on 24/7 basis to the central Security Control Room located at HO in Hyderabad and to the site-based security control room. All Greenko’s operational plants and projects have a mechanism to collect and decipher intelligence at the site. Dedicated resources, who have the visibility and insight on movement and activities at the plant and its vicinity are given the responsibilities. The intelligence reports are sent to the concerned department on real-time basis.

In line with the Greenko vision, GSS contemplates to transform itself by initiating the following:

  • 1. Adopt technologies – Analyse, digitize and automate the GSS operation.
  • 2. Implement Integrated Security solutions.
  • 3. Implement progressive Security and vigilance arrangement based on security risk assessment and risk perception.

GSS has a strategy to conceive Threat Perception Management and is equipping itself to address the following threats to the assets of Greenko

  • 1. People: Assault, murder, kidnapping
  • 2. Material: Theft, pilferage
  • 3. Infrastructure: Sabotage, accidental damages, natural calamities
  • 4. Information: Hacking of IT systems, stealing of information

GSS as a part of its talent management and skill development, is conducting various trainings on guarding and securing its personnel. During the reporting period, 100% of GSS employees received training on Human Rights policies and procedures.

Greenko’s GSS trainings on innovative technologies

Prevention of Sexual Harassment (PoSH)

This platform encourages reporting & resolving complaints of sexual harassment at the workplace. Regular sensitization workshops & awareness sessions are held for all employees, right from their induction into the company. In the reporting period, the major initiatives conducted under PoSH included:

  • Awareness across the Group (regular & contract employees) for on roll & Contractual employees, 133 sessions spanning 4341 hours.
  • PoSH awareness program during employee induction.
  • PoSH – Right and Wrong infomercials published on employee computers as an awareness campaign.
  • To ensure continuity & employee awareness, published 3-minute PoSH animation video series on the company Intranet as part of its e- learning module.
  • Formal & informal quarterly meets were conducted with women employees to preempt any harassment issues being faced by them and to ensure their wellbeing.

The group also conducted preventive healthcare awareness programs and regular health check-ups for women employees. Facilities for yoga, gym and sports were also arranged at some locations.

Value Creation Story:

Horizontal Implementation of Fire Safety Controls and Trainings

Location: All sites


This case study summarizes the actions taken by Greenko to prevent fire accidents across all its Hydro Electric power plants.

Risk mapping for all Hydro Electric Power plants were carried out with three main parameters, namely Potential Fire Points, Fire/ Smoke detection & control, People Safety. The details on criterions and action points under each parameter is listed below. Cross functional teams conducted various surveys and mapped the applicability of each parameter in respective plants. The roadmaps and site-specific action plans for implementing the criteria were evaluated with collective inputs from EHS team, BU Heads, Plant coordinators, Design team. In line with this, various training sessions were conducted for the core team with professionals from National Safety Council and Central Board of Irrigation and Power.

  • i) Potential Fire Points
  • 1) Check whether Battery Bank Areas are properly ventilated.
  • 2) Batteries and its chargers are checked as per the standard check list.
  • 3) Power Cables are checked for its Insulation Values (IR Values) to correct any abnormalities.
  • 4) Thermal imaging of Power Cables & Power Cable joints to be carried out at regular intervals to identify and correct abnormalities.
  • 5) Healthiness of Plant Earthing is being ensured at regular intervals.
  • 6) Critical Power Panels, Generator are provided with Automatic Fire Extinguishing system (CO2/ Nitrogen/ Clean agent/Water/ any other flooding system)
  • 7) Transformers provided with Automatic Fire Extinguishing system (CO2 / itrogen/ Clean agent/Water/ any other flooding system)
  • 8) If the answer to the above points is ‘Yes’, the Automatic Fire Suppression systems are checked at regular intervals to ensure its proper functioning.
  • 9) Cable Terminations & Cable Cellars provided with Automatic Fire suppression System & all openings are closed to avoid the spreading of the fire.
  • 10) Critical Fire Catching cables are provided with fire retardant coating or with fire retardant insulation.
  • ii) Fire/Smoke detection & control
  • 1) Smoke detectors are installed at critical floors & locations at control room/ Control point.
  • 2) Fire/ Smoke detectors are inspected once in a month to ensure its health
  • 3) Fire Hydrant System Applicable & Available in the Plant covering critical areas/ floors
  • 4) Whether Fire Hydrant Systems across the plant are covering critical points
  • 5) Required Number of Fire Extinguishers available and in working condition
  • 6) Refilling & testing of Fire Extinguishers as per the Schedule to keep them ready for use.
  • 7) Fire Balls installed at various locations for automatic fire Suppression
  • 8) Employees are trained about the over usage of Fire Hydrant System
  • 9) All Critical deluge valve, other Hydrant Valves, Switches, Isolators are labelled.
  • 10) Check whether Isolation Valve of Deluge valve kept open.
  • iii) People Safety
  • 1) Emergency Exhaust Ventilation to remove smoke/ poisonous gases.
  • 2) Multi gas detector to check air quality inside tunnels.
  • 3) Arch Flash Suits & rated electrical hand gloves are available & used for critical activities, as per energy rating.
  • 4) Arch Flash Boundaries marked, and workers trained about the use of PPE at Arch flash zones.
  • 5) Fire Escape Routes provided with Auto Glow exits, marking emergency assembly point.
  • 6) Redundant power supply available for emergency.
  • 7) Fog Lights Available for Emergency Escape during smoke etc.
  • 8) Emergency Exit plan of Each plant along with entry/ exit & assembly point at conspicuous locations.
  • 9) Emergency Contact Numbers displayed at conspicuous locations
  • 10) People trained in first-aid available at the site.
  • 11) All Employees are trained for emergency scenarios to combat the situation with minimum losses.
  • 12) Fire Fighting Suits Available at the Plant for Emergency rescue.
  • 13) Self-contained breathing apparatus available at the Plant for emergency rescue.
  • 14) For Emergency Rescue & first aid, Stretchers and other required materials are available.
  • 15) Ambulance/ Emergency vehicle available.
  • 16) Collaboration with hospitals for emergency mitigation.

Value Creation Story:

Electrical Safety in GAM Plants

Location: All sites


Greenko has carried out the following tasks at all GAM plants to ensure electrical safety with a concrete action plan to bring down the risks to ‘ALARP’ (As Low as Reasonably Practicable) levels. This has led to the achievement of ‘Process Enabled Outcome’ during execution of EHS Process (Electrical Isolation / LOTO System).

  • Survey conducted for ‘Arc flash Boundaries’ across Greenko and arrangements were made to ensure 100% compliance.
  • Ensured 100% availability of LOTO Stations, Discharge Rods, HT Rubber Hand Gloves, Insulated Tools, Voltage Detectors, Calibrated Instruments in required number at all GAM Plants.
  • Ensured painting of Identification Numbers over all Electrical Installations for easy traceability by the Maintenance Team.
  • Imparted regular trainings to working groups involved in Electrical Maintenance & Repair Works of LOTO / Electrical Isolation’.
  • Ensured timely replacement of damaged ‘Insulating Rubber Mats’ in front of Electrical Installations by maintaining adequate inventory.
  • Recommendation to follow ‘Torque Chart’ by the maintenance team to ensure requisite tightness of fasteners pertaining to Electrical Panels/ Installations.
  • Provided PTW Folders at identified locations for display of ‘Permit to Work Forms’, to facilitate Management Staff to verify the safety requirements compliance during site visits.
  • Ensured 100% availability of ‘Protective Insulation Shields’ for exposed bus bars in electrical installations.
  • Ensured good illumination levels near all ‘Electrical Installations’ to safely execute Maintenance & Repair Works by execution team.
  • Ensured deployment of Trained / Competent Staff to attend Electrical Maintenance & Repair Works.
  • Provided Smoke Detectors with fire alarm at identified locations.
  • Strengthened Cable Glanding & Termination Job, Cables Insulation Resistance.
  • Values Measurement Record maintenance under proactive safety measures.

Digital Transformation – A Journey towards Greenko 4.0 & Beyond

Greenko understands that Implementation of digital technology is not enough for an HR transformation. The digital transformation must be complemented to organizational culture and adequate training needs to be delivered. As a part of the HR digitization plan, all the HR statutory compliances are integrated through a ‘compliance tool’ .

Automation/digitalization at Greenko has eliminated the chances of human error and has helped in streamlining the process with less human intervention. It gives the workforce better visibility of the various tasks, can pinpoint pain areas, and suggest improvement measures, increasing the overall productivity. It also helps in managing deadlines and reduces the amount of time needed to complete a task. This has resulted in higher productivity rates for routine tasks, with the additional benefit of freeing up employees’ time to concentrate on more complex and significant assignments.

Digital MIS platform for Greenko’s HR management

Digital transformation at Greenko via implementation of Darwinbox for HRMS comprises of the following salient features:

Digital Talent Acquisition & Onboarding, Automated Attendance, Mobile-first & Intuitive UI to enhance user experience and adoption, Inbuilt, integrated HR Helpdesk, Interactive Analytics & Comprehensive Reports, Greenko leave management system (GLMS) has also been implemented and being used as on date, however progressively the leave management will be an integral part of the Darwin HRIS.

New Energy Solutions

New Energy Solutions will be significant part of Greenko’s business in the next few years. The new energy solutions would require different capabilities and structures. The business will require significant chemistry and chemical engineering knowledge and expertise, could have relatively lesser government control and engagement and it will face decentralized business and individual customers. The strategy is to meet the Human Capital needs in the next 4 years will be by augmenting relevant capabilities ; partnering with entities with relevant expertise, developing such capabilities and skills internally by leveraging capabilities and potential of the existing resources.

Greenko’s Human Capital requirements for growth will continue to be addressed young trainees from reputed institutes and reskilling the existing multi-skilled mid and senior level management & leadership teams.

A committee of Senior Leaders from Business, HR and GIMS have reviewed the HR policies to contextually improvise it in line with business requirements and to introduce best practices for sustaining and improving employee morale.

The HR along with the leadership teams have envisaged and implemented a talent mapping exercise and developed a management and leadership pipeline to be achieved by 2025 and take it ahead. The strategic roadmap to achieve the desired target is depicted in the infographic below:

Greenko’s Regenerating & Agile HR Eco-System for New Energy Solutions

Greenko’s transformational journey towards 3.0 & 4.0 spanning over next 5 years need to be supported with required employee competencies in newer technologies and domains. The existing talent pool must be reoriented with augmentation of niche technical and executional operational competency to ensure Group’s scalability as a leading and sustainable player in the industry. To achieve this target, Greenko has set up a core committee headed by the Senior Leadership and Board to engage with the Business Leaders and evolve a strategic Learning & Development agenda till the year 2025.

Given the aspirational Learning & Development agenda to be achieved by 2025, the L&D function will be strengthened with appropriate leadership talent, who will ensure abridging and developing knowledge and skills seamlessly.

Developing the new Centers of Excellence (CoE) & Knowledge Management Repository for existing (CoE for GAM/Projects/ELTP/ EHS) and new Energy Vertical will be a conscious and critical plan of action for the L&D team, working closely with the business leaders. The knowledge management plan along with the initiatives to be taken up to achieve the set targets is depicted in the infographic below:

Looking Ahead

Greenko is conscious that its growth and diversification (by adding two pillars to business) would require significant augmentation of expertise and talent while continuing to retain and grow the existing work force. Greenko aims to continue the value addition for its employees by attracting, training, and retaining multifaceted employee competencies and expertise to groom the future leaders early on.

It also plans on improving its diversity by constantly building a work environment that provides equal opportunities to all gender and ethnic groups. The group understands the responsibility of commitment towards a low carbon economy and hence has started focusing on training its employees early on to explore New Energy systems and acquire skill sets. A strong EHS system at Greenko is continuously improving and evolving to achieve the desired business outcomes without any risks to its entire working environment. In the year 2020-21, Greenko had increased focus on the mental health of its employees.

In a strong workforce of 2590, the group has identified several employees who have a range of competencies in multiple domains, not only that, but most of these identified were found exceptionally talented to work in multiple functions across the business. It creates a favorable environment for grooming and polishing employees and keeping them motivated, agile, performance-oriented & resilient to take the business to newer heights, towards a deeper decarbonized future.

GRI 102-8)

1(GRI 401-1)

2(GRI 404-1, 404-2, 404-3, 412-2)

3(GRI 405-1)

4(GRI 401-2)

5(GRI 403-1, 403-2, 403-3, 403-4, 403-5, 403-6, 403-8, 403-10)

6(GRI 403-9)