Performance Highlights


Delivering VALUE –
Purpose & Principles

Creation of Sustainable Value

Performance Based
Value Creation



Intellectual Capital

Strategic Approach

In over two decades since Greenko was founded, digitization and innovation have been at the crux of decarbonization and decentralization. Greenko has introduced digitalization, increasing flexibility and enabling integration across entire systems. This has ensured an increase in productivity, smart response to demand and accessibility.

The group has relied upon innovation and digitalization efforts, to capture and transform renewable energy by making it reliable, schedulable and flexible. The group has invested in building an Intelligent Energy Platform and Pumped Storage projects for generating the firm and RTC energy . Investment in advanced analytics, Internet of Things (IoT) and deployment of systems enabled improvement in asset management by predictive maintenance, real-time remote monitoring, and intervention.

The group’s strong focus on innovation and developing in-house capabilities is a strong driver for the growth and performance improvement. Presently, the innovation is centered around digitalization, circularity, climate adaptation and schedulability of electricity delivery. The challenges in construction and operation of long duration storage and decentralized Zero Carbon molecules production and supply across the country have been the focus of the groups’ innovation system.

Integrated Value Creation in Intellectual Capital


Journey so far

Energy system inherently is a complex and decentralization of the energy generation systems to meet the needs of complex network of demand points, comes with its own set of challenges. These include ensuring quality of power, flexibility, reliability, and asset level visibility.

In addition to these issues related to cyber security, integration of variable energy resources among others. These can only be overcome by rapid deployment of digitalization and advanced innovative technologies. In FY 2020-21, the need for digitalization and innovation became evident with the Covid-19 pandemic. Greenko continued to invest in technology and innovation with an eye for future enabled technology that can fulfil the necessities of an evolving energy market.

Greenko’s Organization Development Model established in FY 2019-20 has carried on to FY 2020-21 that governs intellectual capital, to build capability and achieve excellence by expanding, enhancing and fortifying strategies, structures and processes.

The company believes in Business Excellence, Digitalization, Innovation and Systems Assurance as components critical for its transformational journey. The company’s performance of intellectual capitals is benchmarked, monitored and improved against these four decisive elements.

Greenko’s Organization Development Model

Integrated Management Systems and Continual Improvement

We have insulated our business risks by ensuring adherence to systems and processes subjecting them to non-financial audits. This allows for empowerment of our teams and promotes innovation as the business is in a constant state of rapid evolution.

-Vidyacharan Astakala


Greenko’s Integrated Management System (GIMS) is a continuous improvement and performance excellence platform. The GIMS amalgamates all the management systems and processes across the group’s operations to homogenize process management while also sharing, monitoring and controlling systems.

Greenko Integrated Management System (GIMS) operates in accordance with international standards and industry best practices to effectively align its numerous management systems with the values, vision, mission and strategy. Specifically, GIMS works on the establishment, implementation, integration, and maintenance of Quality, Environment, Health & Safety, Information Security, Energy and Social Accountability Management Systems (QEHS-IS-En-SA) as per the requirements of ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 27001:2013, ISO 50001:2018 and SA 8000:2014. In addition to ISO standards, ESMS (Environmental and Social Management System) are maintained as per the requirements of IFC performance standards, Sustainability reporting and Integrated reporting is conducted as per the requirements of GRI and IIRC Standards, respectively and integrated into GIMS.

Greenko Integrated Management System Structure

GIMS focused areas

The scope of GIMS includes training, implementation, auditing, certification and reporting as per ISO, IFC and IIRC frameworks.

The group has deployed diverse systems and associated processes across its operations for project management, asset management, information management and sharing, forecasting and scheduling energy generation, real-time monitoring and control of asset performance, surveillance, etc. All these systems and processes are integrated and managed under GIMS.

In order to achieve robust performance management and continual improvement, the deployed management systems and processes are periodically and consistently audited to ensure adherence and effective outcome. The IMS audits are conducted by both internal cross-functional teams and external agencies. The audit findings are promptly corrected.

In the current reporting period, EHS, GIMS, PPS (People, Process, System), OHS, GAM (Greenko Asset Management), and ESMS (Environmental and Social Management System) audits were conducted across portfolios. Contributing to the continual improvement, corrective actions were taken for the audit observations.

GIMS performance across BUs

GIMS performance

Value Creation Story:

Business Process Review and Updating of Documented Information



To ensure a suitable, adequate and effective integrated management system across all Operational Plants, Projects and Administrative Office functions GIMS has undertaken a project called “Business Process Review”. A committee was formed to review and revise the existing procedures, identify and document new procedures. All the process documents were reviewed and revised by the committee along with the process owners.

Following is the outcome of the Business Process review exercise:

  • Total Functional Areas covered under the exercise: 20

  • Total Procedure reviewed and updated: 208

  • Total Documents Controlled using Docu-sign: 208

Key Achievements

Adequacy and suitability of Documented Information

Challenges faced

Engaging relevant stakeholders on a single platform for review of all Documented Information

Achieving Energy Efficiency through Technology

Greenko believes in continuous improvement and innovation. Greenko utilizes technology effectively to enhance energy efficiency there by achieving the highest standards of operational performance.

Following are some of the technology laden initiatives designed to cater to the needs of organization.

Value Creation Story:

Energy Forecasting & Scheduling real-time analysis


As per the government initiative, all power plants in the country must provide energy forecasting to the Government agencies on day-ahead basis. In India, it is especially important as the country is adding hundreds of megawatts of variable renewable energy generated from wind and solar power plants.

Energy forecasting needs to be provided on 15 Min blocks starting from 00:00 Hrs. Block-wise deviation (actual injected units to scheduled units) leads to huge penalties. Greenko engaged multiple Forecasting agencies along with its own forecasting team for generation prediction.

It’s a painstaking task to understand/analyse whether the forecasting agency is aligning with near real- time generation. We have developed a dashboard to present scheduled generation, real-time generation, generation from other forecasters, penalties for each time block for each plant, SBU wise & Group wise. This software is extremely useful for the Greenko team and the forecasters, eventually reducing penalties for the company.

The tool also provides automated generation feeds to government agencies.

Value created

Greenko was successful in creating shared value by: -

  • Reducing penalties

  • Providing live information on forecasters’ performance

  • Saved time and reduced human errors.

Challenges faced

  • Coordinating with various forecasting agencies to automate the data feed to the software

  • Obtaining near real-time generation & availability data for all plants.

  • Structuring data for different government agencies as per their own formats.

Value Creation Story:

PV Module Junction Box Replacement


Junction box (JB) has a simple but important role in the working of PV modules. It is attached to the back of solar PV modules with silicon adhesive and wired with 4 - connectors together and worked as the power output interface of the solar PV module. Junction boxes have bypass diodes to keep power flow in one direction and prevent power from feeding back into the PV module. It helps connect solar PV modules by cables with MC4/ MC5 connectors.

Innovative implementation approach

QMD team worked along with Operation & Maintenance team at Ghani Solar Park, Kurnool to replace approximately 1450 damaged JBs in PV modules. A standard operating procedure (SOP) was prepared by QMD team for JB replacement, testing at Solar PV lab and handover of the repaired PV modules to O&M team, including the following steps: -

  • Once the PV modules are received with damaged JBs at the Solar PV lab, after cleaning and temperature stabilization at the lab, JB shall be carefully removed.

  • An electroluminescence test shall be performed before JB replacement to ensure that it does not cause major damages to the solar cells and is cleared for JB replacement.

  • Our QMD team will carefully place new JBs with help of silicon sealant and connect the module terminal to cure it for 36 hours.

  • A final electroluminescence and flash test shall be performed and handed over to the O&M team

  • The module with replaced JBs shall be installed in separate string and shall not be mixed in other strings.

  • These modules are kept under monitoring.

Value Created

QMD teams have been monitoring these modules along with the O&M team and no problems have been reported and performance has been found to be satisfactory.

Improving Business Performance through Innovation

The foundations for Greenko’s transformation beyond GKO 4.0 is based upon promoting innovation and cutting-edge technologies in the operation and maintenance of renewable energy assets. Performance enhancement while continuing to integrate renewable energy sources with information and communication technology, in pursuit of digitalization, has become a pressing priority against the backdrop of the Covid-19 pandemic.

For the FY 2020-21, Greenko introduced Darwin Box HR Management system, Fiori Apps implementation and Information Security Management System (ISMS) to seamlessly enhance the performance of the company.

Greenko Innovation Hub

The company believes in and promotes in-house innovation to address the unique challenges of our business. To help facilitate innovation within Greenko, a unique concept of ‘Innovation Hub’ was initiated during FY 2020-21. It saw an overwhelming response by all departments and participation from our employees.

Technology adoption and Integration in Business Automation

Technology Adoption

Greenko group has been at the forefront of adopting technology to transform energy systems. Digitalization of energy systems has enabled predictability, reliability and sustainability. Vision to sustain dynamic growth by utilizing technology to improve business operations.

The digital transformation roadmap created the year before has yearned good results. Greenko adopted smart data analytics, forecasting and scheduling of energy models, cloud computing, IoT based SCADA systems, monitoring of assets by drones, recording with historians etc. The use of advanced technologies has provided valuable foresight in operations and reduced downtimes and increased the reliability of remote assets.

Greenko’s Digitalization Journey

ICT Model

Functions of ICT

Value Creation Story:

Darwin Box HRMS implementation

Location: Across the group


Greenko took the initiative of implementing Darwin Box HRMS. It carried out Employee lifecycle management through various modules. The implementation was as critical as choosing the right HRMS.

Value created

Greenko was successful in creating shared value by: -

  • Ensuring employee engagement through advanced software

  • Showcasing proactive approach to employee requests

  • Reducing human errors.

Challenges faced

The challenges faced during the implementation were:

  • Customization of software to address Greenko’s needs

  • Integration with SAP and other Greenko applications

  • Reducing human errors.

Value Creation Story:

Fiori Apps Implementation


Before Implementation of these apps, users accessed the system for any activity within the Greenko network through SAP Classic GUI and required VPN access for SAP access from outside the network. New S/4 Hana Interface has been implemented to enhance user experience and performance.

Innovative approach of the project

After Implementation of apps, users can access the system through the web with multiple devices like computers, tablets and mobiles. Users outside our network can also access services through secured web access, which improves mobility, scalability, and productivity.

The apps are light and web based and are easily accessible with minimum bandwidth, from remote areas . Earlier, SAP GUI was required and bandwidth requirements were also higher.

Users can easily access role-based activity from Fiori Apps tiles. Earlier, a user had to remember the transaction code for calling the transaction and performing the desired activity.

List of Fiori apps which are implemented

Challenges faced

  • Identification of suitable apps commensurate with user needs and tailoring functionalities as per expectation.

  • User adoption is difficult for Business users who have to migrate to GUI to Apps Training on Fiori Apps.

Value created

Greenko was successful in creating shared value through the following steps: -

  • Harmonized design, structure, content to provide simplified user experience on the digital platform

  • A role-based user experience provided end users access to information and functions needed for daily work

  • Users could Transfer/delegate approval of work-items to other users

  • All kind of approval PR or PO floated into a single workspace - My Inbox app, aiding managers to take decisions.

  • Finance Reports like finance statement, GL balance and details, Customer and supplier balances were enabled

  • MM users viewed purchase requisitions and managers could assign it to buyers

  • Inventory users could view available stock, supplier invoice lists and could perform functions such as receipt issue and invoice posting.

  • Enabled monitoring of customer orders, information and bill generation

Usage of apps

Paper Usage reduced

  • Through PR and PO approval app
  • For 2020-21 Financial year total 8685 PR Created in Group level and approved digitally
  • For 2020-21 Financial year total 9150 PO Created in Group Level and approved digitally

Transaction execution time was reduced to half.

  1. Earlier, for the approval process, users needed to log into the system, execute the transaction before the approval. Now, the Fiori app allows users to view necessary details and provide approvals with a single click, anytime and from anywhere.
  2. Earlier, for the approval process, users needed to log into the system, execute the transaction before the approval. Now, the Fiori app allows users to view necessary details and provide approvals with a single click, anytime and from anywhere.

Information Security Management Systems


Information Security Management System (ISMS) is a framework of policies and procedures for systematically managing an organization’s sensitive data. The primary objective is to protect information assets against threats and vulnerabilities that may expose the organization to risks.

Proper risk mitigation strategies contribute to a business by ensuring:

  • Business continuity

  • Operational Efficiency

  • Cost Effectiveness

Key Achievements
  • Secures information with Four Layers of Information Security

  • An ISMS helps protect all forms of information, including digital, paper-based, intellectual property, company secrets, data on devices and in the Cloud, hard copies and personal information.

    The four layers represent the way information flows within and between systems. Securing each of the four layers include: Perimeter Defense, Host Protection, Operating Systems and Application Protection, and Data/ information Protection. One method to secure the four layers is encryption.

  • Helps respond to evolving security threats

  • Constantly adapting to changes both in the environment and inside the organization, an ISMS reduces the threat of continually evolving risks.

  • Protects confidentiality, availability and integrity of data

  • Through a set of policies, procedures, technical and physical controls to protect the confidentiality, availability and integrity of information.

  • Improves company culture

  • Its holistic approach covers the whole organization, not just IT, and encompasses people, processes and technology. This enables employees to readily understand risks and embrace security controls as part of their everyday working practices.

  • Offers organization- wide protection

  • It protects your the organization from technology-based risks and other threats such as poorly informed staff or ineffective procedures.

  • Reduces costs associated with information security

  • The risk assessment and analysis approach of an ISMS enables the organization to reduce costs spent on indiscriminately adding layers of defensive technology that might not work.

  • Increases resilience to cyber attacks

  • Implementing and maintaining an ISMS will significantly increase the organization’s resilience to cyber-attacks.

  • Information Security Governance

  • The advancement of IoT/IIoT has created new value through the interconnection of all manner of ‘things’. However, cyberattacks are growing more sophisticated every day and their range of targets have expanded from traditional ICT to the Internet of Things (IoT) and to OT which encompasses control and operational technology. To minimize risks such as information leakage and business shutdowns that impact the continuation of business itself, risk management as it pertains to information security is one of the most important issues a business faces.

    At Greenko, we follow the characteristics of effective security governance which are critical for an effective enterprise information security management system.

    1. Considering information security management as an institution-wide issue
    2. Making leaders accountable.
    3. It is viewed as an institutional requirement (cost of doing business)
    4. It is risk-based.
    5. Roles, responsibilities and segregation of duties are defined.
    6. It is addressed and enforced in policy.
    7. Adequate resources are committed.
    8. Provision for staff training.
    9. Requirement of a development life cycle.
    10. Planned, managed and measurable outcomes.
    11. Reviewed and audited.
  • Information Security Management

  • Often Information security governance is confused with Information security management. Information security governance is the system with which an organization directs and controls Information security. Information security management is concerned with making decisions to mitigate risks; governance determines who is authorized to make decisions.

Governance specifies the accountability framework and provides oversight to ensure that risks are adequately mitigated, while management ensures that controls are implemented to mitigate risks. Management recommends security strategies. Governance ensures that security strategies are aligned with business objectives and consistent with regulations.

Information security management cycle

Greenko has established a framework that subjects information security management through the PDCA (Plan-Do-Check-Action) cycle. In the Plan stage of the PDCA cycle, Greenko formulates information security management rules and measures. In the Do stage, Hitachi implements those rules and measures. The Check stage entails raising awareness and monitoring of the activity in the Do stage, which leads to the Action stage in which ongoing improvements are made. This cycle takes six months from start to finish.

life cycle of information asset management

Clarifying the assets that need to be protected

Identifying information assets and performing risk analysis

Improving user literacy

Providing security training materials

Training administrators and workers

Establishing policy

Enforcing administrative measures

Implementing technical measures

Establishing an Information security framework

Imposing a system of rules (security policy)

Establishing a management framework

Establishing auditing and follow-up protocols

Enforcing feedback for preventive processes and incident response processes by expanding the PDCA cycle

Educating employees on information security

An organization's ability to maintain information security and protect personal and confidential information depends on its workers understanding of the importance of information security and making it a part of their personal ethos as they go about their daily tasks.

Greenko conducts security awareness sessions annually on information security for all executives, workers, and temporary employees.

On-site security risk assessment

With an ever-expanding pan India presence, the Greenko Group is present in many states and has power plants among its business entities. This environment inevitably gives rise to diverse in-Group network environments and facilities and varied installation and usage environments for IT equipment. There is also communication with outside parties via internet connections, removable media (USB storage) and other means. Preparing for security risks such as spear phishing and malware infection is very important.

To address the risk that comes with changes to the business environment, Greenko has strengthened its assessment framework that uses expert security teams. Specifically, a security team will coordinate with each power plant SCADA/ICT person and implement enhancements from the following perspectives:

  1. Carry out assessments of all assets and internal facilities that connect to the network of the Greenko Group based on latest developments.
  2. Identify issues that might present a security risk and propose effective countermeasures on site.
Challenges Faced
  • To make everyone understand that ISMS is not an ICT Team responsibility, rather everyone’s responsibility at the organization.
  • Incorporating ISMS in their existing procedures for non-IT functions.
  • Understand asset-based risk mitigation.
Supervisory Control and Data Acquisition (IoT)

Over the years, Greenko has transitioned towards a more technology enabled company and has been at the forefront to implement Internet of Things (IoT). This has allowed Greenko group to function with utmost ease during a difficult year that included the pandemic. The group’s solid digital infrastructure along with possibilities in IoT and Big-Data Analytics have allowed for remote access of data to optimize business operations.

Integrating Technology in Business Automation

Utilizing the right kind of technology is crucial for the company’s growth. Greenko has become technologically efficient by using SAP processes, robotic process automation (RPA), business process automation (BPA) and AI-powered automation. These processes are tailored specifically to the needs of the organization and have helped a lot in automating routine tasks and significantly reduced manual intervention during Covid-19, reducing overall operational costs. Allowing automation in business processes enabled Greenko to continue operations with minimum complications during FY 2020-21, while enabling us to work remotely.

SAP Integration and Management at Greenko

Strategic partnerships provide access to industry experts that we can work with and build on each other’s strengths to enhance our security. Prudent collaborations have given us a better cybersecurity posture for our operations against the ever-increasing threat landscape.

-Thirumala Raju Mandapati,


Digitalization of BUs

Value Creation Story:

AI – Robotic Process Automation


RPA (Robotic Process Automation) process has been implemented for automating the process of MDM: Master data management (i.e Material, Vendor creation & extension) in SAP and Forecasting data.

MDM process:

Helpdesk tickets are received for material creation or extension from all user departments like Stores and O&M Team. Tickets are received from both Finance and C&P Team for Vendor creation.

By implementing RPA, we use the software BOT for repetitive works. Users fill predefined templates and BOTs read the data to initiate the creation or extension process after validation.

Forecasting data process:

Forecasting Team has to feed the forecasting data for each state into the portal and email the same to concerned people at regular intervals. Previously, teams performed this task 24/7. After implementing the RPA, the processes were automated for 3 states including Tamil Nadu, Karnataka and Madhya Pradesh.

Innovative approach of the project

  • Team members are trained in handling RPA BOTs.

Key Achievements

  • Better accuracy

  • Robots do not make mistakes. They are compliant and consistent.

  • Increased speed and productivity

  • BOTs perform the activity three times faster than humans and automates processes.

  • Scalable

  • RPA performs a wide range of operations at the same time.

Value Created

Cost savings

For master data management an average of 2 people were require for material/vendor creation and another 2 people were required for validation. After BOT implementation, the manhours for master data creation has been reduced significantly and the resources were optimally utilized in other areas.

By automating the forecast process, we have reduced 6 resources for 3 states and we can utilize resources in other productive areas.

Challenges Faced

  • Specialized training required for the team members to handle BOTs. Licenses required for BOT usage.

  • Learning challenges faced by team members.

Value Creation Story:

Path of Digitization and Decentralization


Main purpose of digitalization is to obtain real time data, decentralize decision making and eliminate paper consumption to reduce burden on the environment. It enables automation, enhances data quality, collects and structures data to aid easy and quick decision making. Manual process involves a lot of paper consumption. It takes more time to complete a form due to absence of concerned people and it is difficult to analyse the data. We faced many problems with the manual process and it delayed documentation

Innovative Approach of implementation

Quality issues and details of a project can be accessed at one single place and in real time. It is easy for senior management and business heads to review project progress from anywhere and in real time. Graphical dashboards provide ‘Quick Visualization’ of project progress and project QA clearances in real time. Rather than manually checking lists, QA clearance for project stage is carried out online.

Challenges Faced

  • Delays in documentation

Value Created

Presently, the company has digitized the Quality deviation management process at Greenko Energy Projects System (GEPS). We are working with online QA process through the Greenko Quality Assurance Portal (GQAP) which will be implemented for future projects. Digitization has helped us to save paper and run eco-friendly operations

Value Creation Story:

RPA implementation in Greenko


Greenko is increasingly turning to automation to improve process efficiency, employee productivity and cut redundancy and costs. Adopting automation has enabled streamlining of operations and the deployment of robotic automation tools.

Identified Processes which are automated:

  1. Vendor and Material Master Management
  2. Forecasting data update

Innovative Approach

Robotic Process Automation (RPA) is a program that follows rules and instructions to imitate human actions on applications that involve repetitive tasks. With user-friendly features, it helps to streamline processes easily. It performs common tasks such as queries, cut/paste, merging, button clicks, etc.

Key objectives of implementing Robotic Process Automation are as follows

  1. Improve customer satisfaction
  2. Improve accuracy
  3. Manage controls
  4. Increase efficiency
  5. Reduce monotonous work
  6. Save cost
  7. Skill upgradation of personnel

The Center of Competence and innovation was created at Greenko Group in October 2009. It deployed the first software Robot (SAP Master data Automation) at Greenko. The Worldwide practice of using business Robotics, using RPA, demonstrates higher efficiency of the tool in achieving the objectives of business transformation, which is the basis of the concept of strategic development of Greenko.

To further develop and apply RPA at Greenko Group, the project on the diagnosis of business process was implemented and conducted along with external consultants. As a result, the processes suitable for automation were identified, recommendations for the modernization and expansion of the Center of Competence were received. Software robots were developed independently by the RPA Center of Competence at Greenko Group

High-level view of Robotic processes automation

Processes: Vendor and Material Management

Greenko operates with SAP and found that processing vendor and material master record through the system required a large number of manual interventions, in terms of validating data, checking duplication in system and data completeness in requested format. Waiting time for business users, for vendor and material code were also high and volumes of this activity were significantly larger.

After implementing robotic processes automation, vendor and material creation, extension and validation is quick and satisfactory. With process automation, the company has achieved measurable benefits.

Key benefits achieved

  1. Around 65% to 75% of the time used for manual work has been reduced
  2. 100% Processing accuracy, completely eliminating human errors
  3. Wait time for employees significantly reduced to 60%
  4. Support time has increased to 75%. After assigning the task, the system processes the activity 24/7 by balancing loads.
  5. Data quality has improved
  6. Effective Communication to business users on the status of processes

Processes: Forecasting data update

The Company needed to update the generated energy into SLDC (State load despatch centers) in a timely manner and it required a lot of manual interaction. The reconciled data had to be updated in the system and the process was time consuming, tedious, and occasionally had errors due to manual involvement.

After implementing Robotic Processes Automation, reconciled generated units statement updating is quick and satisfactory.

Value Created

  1. 100% processing accuracy by completely eliminating human errors and the quality and speed of processes have improved.
  2. 80% TAT (Tourn around time) reduction achieved.
  3. Forecasting data punching for KA, TN, MP has been completed.

Challenges Faced

Lack of skilled resources: With the growing popularity of RPA, the demand for skilled resources have been on the rise. RPA deployment can hit a roadblock in the absence of skilled resources as its success relies heavily on hiring the right resource.

End-to-end Automation: Sometimes there are processes that cannot be completely automated with RPA. These processes require the use of Machine Learning algorithms, which can be an added cost to the company and the project.

Proper team structure: One of the biggest challenges of RPA implementation is a proper team structure where resources are shared between teams and proper processes are defined for smooth operation.

Wrong use-cases for automation: Identifying wrong use cases for automation is a common mistake that challenges RPA implementation and results in lower ROI. As a result, it is important to make a case for a proof of concept before taking the leap of faith.

Unclear expectations: Not knowing the expectations of the team, management and other stakeholders involved in the RPA implementation can hamper its progress. Without a clear goal, it is difficult to measure the success of technology.

Siloed implementation: Teams working in silos can risk crossing wires with the IT architecture, security, and infrastructure, and this can potentially exclude them from the corporate disaster recovery plan.

Inconsistent outcomes: Lack of controls and tracking mechanisms for the automated processes can result in inconsistent outcomes, which can jeopardize the possibility of scaling RPA.

Technical ambiguity: Sometimes RPA deployment doesn’t lead to expected results due to ambiguity among the technical staff. When people fail to ask important questions related to operating requirements during the implementation, then the automation deployment can go for a toss.

Wrong platform: One of the top challenges of RPA implementation is choosing the wrong platform due to a lack of knowledge of all the processes. Sometimes, the deciding factor is the cost, which can result in companies choosing a platform that doesn’t suit their business needs.

Technological barriers: For RPA implementation, the bot needs to interact with the Web to read captcha and detect network or browser speed. Without synchronous management of data, errors may occur.

Value Creation Story:

Automation of Audit Management



At Greenko, establishing, planning, implementing and maintaining the audit management was a challenging task, considering the number of Plants, Projects and Functions involved. Hence Greenko has taken an initiative to digitize and automate the audit management process for effective control, easy retrieval of data and greater accuracy.

In alignment with Greenko’s Vision of Digitalization, GIMS with support of ICT team has developed the Greenko Audit Management Application (GAMA) to bring an integrated approach to the auditing process as a platform for all Operational Plants, Projects and Corporate Office Functions.

All functions of Greenko undergoing audits and IMS internal auditors shall be provided access to GAMA

application through individual intranet login credentials.

GAMA is designed to be an interactive application and supports the Management Vision and helps the Auditors and auditees to schedule, prepare and submit Audit findings, Root Cause Analysis and Corrective Actions.

Key Achievements

  • User friendly

  • Easy retrieval of audit management data

  • Ease of audit planning, scheduling and reporting

  • Maintain history of audits at single source

  • Effective monitoring of audit management activities

  • Notifications/Alerts to Auditees and Auditors

Impact & Value Created

Improvement in planning, scheduling and retrieval of data


Create awareness about GAMA among employees, covering all plants and co functions

Assuring Optimum Performance with AI-Powered Drones

As Greenko is moving towards deeper decarbonization, the installation of renewable energy technologies like solar photovoltaic (PV), wind, and hydro are going to increase, thus creating the need for regular monitoring of all assets to ensure reliability and optimum performance.

Greenko has leveraged the advanced technology of unmanned aerial vehicles (UAVs), also known as drones. The Artificial Intelligence (AI) powered drones provide comprehensive coverage, enhanced visibility, site safety, scalability, and improved operational excellence. The drones also assist in predictive and adaptive operations and maintenance (O&M) by providing real-time information.

Solar PV power plants require regular monitoring to assure optimum performance. Drone technology for solar PV system inspection ensures more accuracy and saves significant time in comparison to manual inspections. In the case of manual inspection, a handheld thermal camera is used to detect faults and issues in operations. This can be a time-consuming process and could lead to inconsistencies and unavoidable errors in the inspection data. Greenko has, therefore, replaced manual inspections with automated inspections that use drones equipped with a thermal camera. This has helped in reducing the O&M time, improved accuracy and quality of the recorded data.

Also, the operational efficiency of the wind power plant can be affected if the wind turbine generators, gearboxes, and blades develop cracks, fissures, and other structural issues over time. Thus, it requires regular inspection to ensure optimum performance of the wind power plant. Earlier detecting these issues and defects were not only time consuming but, was also an expensive affair. Due to the adoption of drone-based aerial inspection using thermal imaging, the entire monitoring process has improved in terms of accuracy, quality, and efficiency.

The drone-based aerial inspection involves:

  1. Planning and Acquiring Data to create flight plans, position field teams, and operate drones to collect thermal imagery and record the necessary data using artificial intelligence.
  2. Process Data using data analytics algorithms to analyze and validate the inspection data to ensure accuracy and quality of the recorded data,
  3. Actionable Insights derived from the reports are delivered to GAM operations/Project Hub for further action/follow- up at sites.

Drone inspection at work at Wind Plant

Drone inspection at work at RTR Solar Park

High quality data and imagery captures identify fault location with GPS coordinates

Field verification at identified location showing glass breakage

High quality imagery captures, and the subsequent analysis identified fault location on the wind blades

Wind Report with detailed analysis and actionable directions.

Looking Ahead

Greenko continues its practice of GIMS which is repository of its systems and processes. While for the last five years the task was to extend the GIMS to new locations, going ahead it will be developing and deploying new systems and processes for the new pillars of the business viz., Storage and Zero Carbon Molecules.

Digitization has to transcend now to digitalization covering manufacturing capital viz., intelligent energy management systems, decentralized new energy solutions’ delivery etc. New challenges of cyber security and customer privacy will have to be addressed.

Finally, Centers of Excellence and R&D expertise will be developed internally or through close networks of co creation. This will be important across the three pillars of Greenko’s business but more important for the third pillar Zero Carbon Molecules.