Performance Highlights


Delivering VALUE –
Purpose & Principles

Creation of Sustainable Value

Performance Based
Value Creation



Manufactured Capital

Message from COO-Projects

Dear Stakeholders,

The world economies are transforming towards new, low-emission pathways and India is well positioned to play a leading role in this process globally. Also, through its Intended Nationally Determined Contributions (INDCs), India has pledged to reduce its emissions significantly (Paris Agreement).
To meet the global ambition of Net-Zero 2050, firm, schedulable, dispatchable renewable power is essential for deep decarbonization.

Long-duration, Stand-Alone, Off-Stream, Closed Loop Pumped Storage and Intelligent Energy Platform is the best solutions for the same.

Wind and Solar, are the lowest-cost sources of new energy, however, their inherent infirm and non-schedulable nature presents a huge challenge for integrating large RE capacities, while maintaining the grid stability. To overcome this challenge, we have devised unique pumped storage (PSP) platform that enables lowest cost dispatchable RE power.

The Integrated Renewable Energy Storage Project (IRESP) will harness the cost-effective variable power of solar and wind resources with digitally connected storage infrastructure to provide scheduled and flexible power to the grid. Our IRESPs are designed to provide the necessary scale (large volume of energy storage) and have a long-life cycle resulting in the lowest cost of delivered (Schedulable Power On-Demand) SPOD energy over the life of the projects. Our agile workforce has come up with unconventional ideas for an intelligent in-house solution for integrating infirm and non-schedulable renewable energy and to meet schedulable power demand.

The Pinnapuram Integrated Renewable Energy Storage Project (IRESP), the first one to begin execution amongst many such projects in the pipeline, is the World’s First & Largest Gigawatt Scale integrated project with solar, wind, and pumped storage components. The IRESP Project can meet the dynamic needs of DISCOMs/STUs viz., Round The Clock (RTC) Base Load Energy, 18 Hours Base Load Energy as per Demand or 12 Hour Peak Load Energy as per demand. Further, novel features of our IRESP design are:

  • Optimal capacity utilization of the renewable energy components of the IRESP viz., Solar & Wind.
  • Operational flexibility, faster active and reactive power adjustment, quick reaction time& higher efficiencies to meet the grid requirements.
  • Fixed Speed synchronous machines
  • Closed loop and off-stream design.

We have upskilled and reskilled our workforce in collaboration with qualified and experienced NICMAR faculty on all the aspects of IRESP viz. quality, safety, and construction project management. Further, Greenko Load Dispatch Center (GLDC) will be equipped with Energy Management System along with Auto Generation Control (AGC) & Intelligent Demand Supply Management System (IDSMS) designed to monitor and control solar, wind and hydro generations in the system to match the load requirement. The Forecasting and Scheduling modules supported by Artificial Intelligence(AI) and machine language(ML) will compare the data received from forecasting & scheduling and real time data from generating plants, and will generate schedule for PSP. The redundant controllers at PSP receives the schedule generated from GLDC to ensure continuous supply of contracted power to the designated point of common coupling (PCC) at power evacuation grid substation.

We have robust inhouse engineering team in Civil, E & M and Transmission wings who have done all the preliminary engineering required for DPR and all initial works including land requirement, site selection and sizing of all major components. In addition to execute this IRESP, we are working with very experienced global consulting companies such as, AFRY for the detailed design of all the civil works and Tata consulting Engineer, and EDF for review of both Civil E & M and Transmission designs. To spot and partner with the best global resources and expertise, we have followed International Competitive Bidding and adhered to the guidelines of IFC. The inhouse Contracts and Procurement (C & P) team has developed a system to take care of bids, right from preparation of international competitive bidding to finalisation of the contracts. The systems and processes developed during this procurement are now standardized for deployment in upcoming projects. Further, our project management teams have designed the SOPs to address the challenges of balancing flexibility and robustness. Our partnerships with the vendors are executed in a twining mode, to learn from each other and to make the knowledge and skill transfer smoother at the closure of the contract. Additionally, Greenko has also tied up with Austria-based international technology group Andritz for the supply of Electro-Mechanical equipment for the 1200 MW (6 Units) Pinnapuram pumped storage plant in Andhra Pradesh.

The PMC team of Greenko takes care of planning, monitoring and the supply chain management of the project including plant and machinery requirement of the project, duly lassoing with the execution team. The execution team prepares the work schedule and coordinates with different work fronts including the interface issues and ensures smooth flow of work as per the schedule.

The QA/QC teams diligently established good practices of quality standards in building and operating energy assets while supporting the Strategic Business Units to deliver their business plans. The teams are proficient in handling power sales, project financing, construction, insurance, equipment, and supply which makes a unique value proposition. A monthly QA report on all critical project activities is shared with Leadership team. Going forward, we will decentralize and digitalise our QS and QAQC processes and establish Advanced Central Labs at each cluster. As we move from GKO 3.0 to GKO 4.0, digitalization will provide a unified platform for on-site teams, project EPC and leadership to have real-time data on project monitoring and progress.

While the construction of our first pumped storage at Pinnapuram is underway, we have also developed significant expertise in pumped hydro components and are working towards the final product. Simultaneously, we have in our construction pipeline 4 IRESP projects and despite the delays that have already happened in regulatory processes, we will strive hard to complete these projects within the time schedule. We realise that our success in this endeavor is contingent upon active cooperation of all stakeholders including employees, suppliers, regulators, public authorities, and communities. A multistage evaluation process is conducted by the Board during conceptualization of new projects that includes ESIA and ESMS. We call upon our stakeholders to actively engage with us for a successful joint endeavor to transform the electric system in India and contribute toward Global low carbon growth.

As we look ahead towards the execution of our first IRESP project, we have set ourselves on stringent execution timeframes. We have lost some time in the regulatory process, but we are hopeful to complete the process within the stipulated time. The support and cooperation of our stakeholders in this commitment now is more important than ever before, together we can actively engage and successfully transform the electric system in India

Adiseshu Gopalam

Chief Operating Officer-Projects

Strategic Approach

To preserve and enhance operational asset value and project execution integrity, Greenko has adopted the following effective strategic approaches viz., Excellence in Adoption and Management of Assets and Projects; Contract and Procurement Management; Quality Assurance and Quality Control; harnessing Energy Storage Value Pools and Transition towards the Circular Economy. The performance against each strategic approach is monitored, measured, and boosted year on year, using established key performance indicators. The review of performance on operational capital demonstrates Greenko’s preparedness for a smooth transition to GKO 4.0, to be able to generate 30 billion Units of electricity by 2023.

Greenko’s operational business strategy in RE and Storage assets, include:

  • Decentralization and Digitization of the entire GEP and GAM processes
  • Enhancing automation to eliminate gaps in GEP and GAM processes
  • In-house Advanced Central Labs for project clusters as per IS/BS/ASTM/ACI/MORTH standards
  • Continue skill enhancement of the GEP and GAM team through training.
  • Continue to identify and develop documentation for critical activities and new businesses.

Integrated Value Creation in Manufactured Capital

Journey so far

Greenko is in pursuit of digitalizing and decentralizing its energy assets in alignment to accelerate decarbonization and harness newly emerging value pools.

In the current reporting period, Greenko continues to (i) improve its operating efficiency by intense deployment of digitalization (ii) renovate existing assets (iii) deploy people, processes, and systems to standardize operational responses, and (iv) develop new skills, systems, and partnerships for focus on Pumped Storage with Intelligent Energy Platform (v) invest in cutting edge technologies and processes, to power Greenko’s transformational journey towards GKO 4.0.

To achieve and maintain operational excellence, Greenko’s Project and Asset Management team is constantly making efforts to change, rethink, reinvent and reposition how people perceive quality, whether it pertains to construction or material.

Excellence, Adoption, and Management of Assets and Projects

The transformational journey of Greenko, right from GKO 1.0 to GKO 4.0 is in synergy with the transitioning landscape of global energy systems, which is fueled by the 3D view i.e., Decarbonization, Digitalization, and Decentralization. Greenko’s business operations are more focused on accelerating the transition of the energy systems by increasing the integration of renewable energy in the grid and making it more reliable by incorporating energy storage solutions.

Within this scenario, Greenko has made a significant investment in the Integrated Renewable Energy Storage Projects (IRESP). In addition to this, Greenko is constantly striving to improve the operational efficiency of the existing assets by deploying modern digital solutions and value maximization programs. The operating efficiencies and effective management of generating assets are crucial to delivering flexible, schedulable, and reliable power to the stakeholders and generating maximum returns on the investment.

Greenko’s diversified operating assets are strategically located in terms of type, geography and technology employed. This diversification enables year-long power generation and delivers consistent output to all the relevant stakeholders. Greenko manages all of its operating assets with the highest standards of performance, availability, and efficiency, thus allowing them to ensure the delivery of clean, reliable, and affordable energy. Greenko believes that the constant maintenance of operational excellence has provided a strong foundation for the ongoing transition towards GKO 4.0.

In the current reporting period, Greenko Group continued to provide a clean, environmentfriendly, and affordable electricity supply, thus contributing significantly to the transition towards the decarbonization of the economy. The energy generation infrastructure of Greenko has demonstrated considerable growth in scale with capacity addition of 0.95GW, taking the total installed capacity to 7.5 GW in FY 2020-21. The growth in the total capacity majorly includes Wind Power projects spread across different locations, adding up to 0.85GW and a 0.1GW Hydro Power project.

In addition, there are several projects under development which include three Hydropower projects with a total licensed capacity of 186.5 MW, one Wind power project with a licensed capacity of 20.0 MW and four Integrated Renewable Energy Storage Projects (“IRESPs”), the Pinnapuram Pumped Storage Project, and the Saundatti Pumped Storage Project, with a total pumped storage capacity of 2,460.0 MW equivalent to 22.1 GWh and with national grid connectivity. MP 30 Gandhi Sagar Standard Pumped Storage Project (SPSP), and Rajasthan IRESP are under development with storage capacity of 10.4 GWh and 17.7 GWh respectively.

It has been a very challenging year with an uncertain scenario for business as usual. I wish to congratulate my stakeholders for the resilience, flexibility and a winner’s attitude in continuously supporting the project operations and achieving the set targets.

- Subrahmanyam Sistu


Greenko Project and Asset Management

Greenko’s ability to deliver reliable and affordable electricity depends on the continued efficient operation of its assets. The variety of skills and expertise housed by Greenko is the backbone of asset management capabilities to achieve excellence in performance.

Components of Project and Asset Management

To achieve and maintain operational excellence, Greenko has established strategic asset and project management systems and processes under PPS (People, Process, System) which enables the organization to identify and prioritize enhancement or remedial work on its diverse generating assets. It eventually helps in driving operational efficiency and effectiveness.

The analytical management systems deployed for tracking project and asset management involves GEPS (Greenko Energy Project System) and GATS (Greenko Asset Tracking System). In addition to analytical systems, Greenko has employed predictive systems in the form of aerial inspection and monitoring using drones to improve asset availability and performance. This allows Greenko to conduct regular audit inspections, to monitor and maintain the asset’s performance and health.

GOMS (Greenko Operations and Maintenance System) is employed for tracking the maintenance activities and alert any form of deviation from schedule or quality. The operation and maintenance (O&M) of Greenko’s large-scale infrastructure are benchmarked to industry best practices.

We at Greenko understand the program level objectives and detailed plans that involve impact analysis and risk assessment of our operational projects. We have developed and nurtured multiple project charters and specialized O&M skills for efficient project management and execution to build best-in-class framework and platform services as well as circularity across technical and functional services.

- Papa Venkata Ramana

SVP – Engineering Services

For managing the IRESP, Greenko has a disciplined project management team and has developed a technologically advanced project management system. In project management, Greenko follows a detailed process of self-discipline and agility throughout the stages of Initiation, Planning, Execution, Monitoring and Control, and Closing. The following is a brief description of the Project Management functions which are geared to achieve the target of completing the project within 3 years.

IRESP Project management

Project Management and Control (PMC)

Greenko has created PMC for governing the processes, practices, tools, and other activities related to project management. PMC defines and maintains the standards for project management, monitoring and controlling the entire process of project management from Initiation to Closing of each project.

  • PMC reviews the planning and monitoring of resources as per the schedule.
  • Approve the Construction methods for critical components.
  • Update and revise the schedule based on progress.
  • Review and resolve all interfacing issues.

For implementing new technologies, Greenko has developed a strategy to identify the potential skill gaps and has progressed over time, taking the necessary actions to bridge the gaps by conducting integrated skill enhancement programs. This would help us in tackling the upcoming challenges in a more systematic manner.

-Ramanujam AVS


While we are constantly scaling up the implementation of new projects to increase Greenko’s operating portfolio, Life-cycle management remains a strategic concern from conceptualization to decommissioning of the assets, thus making the entire process self-sustaining.

-Mahalik KC


Human Resource Management in IRESP

Greenko has an advanced human resource management system that looks after how the project will acquire, develop, and manage human resources throughout the project life cycle. For IRESP, the HR department has prepared a project plan which identifies and describes the processes that will be used to plan and acquire employees, train, track and ensure the transition. The responsibilities of the staff are delineated and managed using the staff management process.

The key management team members, who are highly agile, diverse, and experienced, involved in the IRESP project management are:

  • Director Projects: With more than 40 years of experience in all the domains of IRESP Engineering and Management.
  • Project Director: With more than 28 years of experience in project execution, Construction, Project Management and Logistics Management.
  • Head PMC: With over 25 years’ experience of Wind, Solar and Hydro project management.
  • Head QMD: With over 25 years’ experience of quality management..
  • Head of Engineering – (PSP/Solar/ Wind/T&D): with more than 30 years of domain experience.
  • Lead Design Engineers: with more than 15-20 years of experience in the specific equipment of the specific component of IRESP: for example pump/turbine equipment in PSP of IRESP, PV solar cells design in Solar component of IRESP, etc.
  • Design Engineers: with more than 5-10 years of experience in specific domains with hands-on experience on design and drafting platforms.

At all levels , there’s a greater obligation to be more visible, empathetic, and engaged, because you need to show you understand the impact on everybody’s life’’

- Krishnamurthy Sunkara


Upgrading the skills of the employees

Greenko has a strong technical employee base for building and operating Solar, Wind, and Hydro projects. The Group is now planning to integrate a domain-based technical employee base to an integrated technical employee base through internal and external training sessions. The training sessions are intended to make them understand the impact of each of their roles in the success of IRESP and drive their thought process towards the main objectives.

In the reporting period, Greenko has fulfilled the objective of training Man days of 5 days

in a year/ person. The in-house training programs are regularly conducted at HO for the entire QA/QC team by inviting the site team in batches. It consists of technical subjects and soft skills. Periodical technical con-calls (minimum fortnightly) are also conducted to discuss and clarify doubts from the site team. To enhance the skills and knowledge of employees, Greenko is taking up several initiatives such as conducting webinars, programs, conferences, training sessions, etc.

Skill Enhancement in 20-21

Greenko identifies topics for training through the training need identification process (TNI) of HR and plans training programs that will boost the team to work effectively and efficiently at various locations. The organization seeks feedback from the teams for any additional topics for training on a continuous basis.

Engineering and Design in IRESP

In terms of innovation, new concept development is very important for us, also with regard to sustainability. Furthermore, all our integrated renewable storage energy projects have large quantities of excavation and disposal issues. A further important aspect is that you have to comply with all the legislation and regulations.

- Nanda PM

Sr VP, Engineering Services

Greenko’s Engineering & Design team is responsible for the Roles/Activities in IRESP which include PSP, Wind & Solar components. The Engineering and design team’s involvement extends to execution and then on to O&M. In designing, the team goes through total design cycle viz., conceptualisation, design and award of works to vendors/contractors. During the execution, this team reviews the designs submitted by vendors, periodical execution review for its adherence to design objectives, providing technical support amongst other things. As the execution is completed, the team trains the O&M team, handholds them to become conversant with all technical details of the design as executed and periodical review of operations and health of the assets.

Tools used by Engineering and Design

ETAP (Electrical Transient Analyzer Program) is a unified engineering and real-time platform used to model, design, visualize, analyze, predict, control, and provide insight on management and performance of electrical power systems. Greenko’s Electrical AC Designs team is using this tool for power system studies like load flow, short circuit, protection relays coordination, etc.

ETAP platform will provide an active blueprint of the electrical system that offers automated rule-based design, model-driven predictive analysis, cosimulation platform, operator training simulation hub, combined with real-time analytics, intelligent control, and asset performance monitoring.

Digitization and Automation

With the help of digitization, Greenko plans to automate several documentation processes and reduce hardcopy records. This will ease the handing over process, reduce the maintenance and load on the environment (paperless). The following digitization initiatives are taken up by Greenko:

  • Scheduling the virtual engineering meetings internally and with external stakeholders
  • Uploading design documents and drawings in DMS
  • Placement / storing of documents in e-server to access, avoiding hard copies
  • Review and Approval of Design Documents and Drawings digitally
  • Assigning action items digitally through GMAT
  • Recording the engineering meeting minutes / MOM digitally through GMAT
  • Standardization of Technical Specifications for PSPs
  • Few Equipment sizing calculations
  • Cable sizing calculations
  • Powerhouse layout sizing calculations

Quality Assurance and Quality Control in IRESP

For Greenko, maintaining quality and reliability remains an utmost priority as we are expanding our business assets in the form of IRESP and new energy sources like zero-carbon molecules. In alignment with the transition towards GKO 4.0, Greenko has set a goal to digitize the entire QMD process and the Covid-19 pandemic has accelerated the adoption of innovative digital solutions while ensuring higher standards of quality and efficiency in our business operations.

- Srinivas Popuri

Vice President, QMD

To drive the transformation towards GKO 3.0 & 4.0, Greenko is expanding its asset portfolio significantly, year on year, by exploring new business opportunities. While expanding the asset portfolio, it is also equally important to maintain the high standards of quality and efficiency of the existing assets for maximizing the returns.

In line with a commitment towards achieving operational excellence, Greenko has a wellestablished strategic management plan and a core competent team responsible for the implementation of quality control measures across the organization. In the reporting period, the Quality Management Department (QMD) has been included in Greenko’s IMS (Integrated Management System). The QMD is aligned with the company’s objective of decentralization and digitization of the QA/ QC process.

The QMD of Greenko has a vision of ‘maintaining uncompromised quality standards in building and operating energy assets’. This vision enables the team to determine its focus areas, methodologies, and processes, integrate quality control elements into decisive phases of the project through strategic level policies and operations. A certain set of standards for ensuring material and execution quality of operating plants and underconstruction projects have been introduced.

The Quality Management Plan consist of the team’s interactions including aspects such as Policy & Objectives, Context Management, Project Organization, Communication Management, Design, and Engineering Management, Vendor Management, Quality Control and Assurance, Audit Management, Deviation Control, Document Management, Training, IT Management, and HSE Management.

QMD plays a pivotal role in ensuring quality from concept to handover of the project. The core philosophy is to focus on defect prevention rather than defect detection.

Key schemes of management of quality for IRESP by QMD

To maintain excellence and the highest standards of quality, Greenko has documented and fully implemented the policy of Quality Assurance and Control. The QMD has established and adopted a Quality Management Plan for Quality Assurance (QA) of IRESP. In addition, Greenko has prepared a ‘Quality Assurance Handbook’, consisting of Civil, Electrical, and Mechanical procedures. These procedures are prepared based on National and International standards and codes adopted to the requirements of Greenko.

Best practices in quality assurance at all stages of the IRESP project construction are adopted. QMD has mapped interaction and influence areas for key stages of IRESP, such as Engineering, Procurement, Construction, and Pre-Commissioning. The company undergoes Multistage review of the engineering & designs throughout the stages to ensure the completeness and correctness of the design parameters.

By digitizing the QMD process, all formats can be filled online and records are available in the portal which can be easily accessed whenever any information is required. With the help of digitization, the decision-making process will be enhanced. It has further helped in engaging with competent consultants in the case of new areas of project components. The QMD uses a pyramid structure for monitoring performance.

For managing IRESP, considering the challenges of complexity, scale, etc., Greenko has adopted some innovative and novel practices which include:

  • Engaging with premium institutes for providing tailor-made training programs
  • Engaging with international consultants in determining quality assurance plans for monitoring critical and first-time activities
  • Engaging competent 3rd party inspection agencies for material inspections
  • Brainstorming with cross-functional teams to engage advanced testing methods and mechanisms.
  • Establishing an advanced testing lab at the project site
  • Setting up required communication process and schedule

Greenko has also established specific QA/QC metrics to measure and manage IRESP. SMART (Specific, Measurable, Achievable, Realistic/ Reasonable, and Time-bound) objectives are also established for each target. The In-house developed portal (GQAP) is used for online reporting and monitoring of QA/ QC processes.

QA/QC Metrics for Managing IRESP

Timely clearance of material inspections

Timely response to field quality requests

Minimization of IRESP quality risk

Minimization of quality complaints from internal and external stakeholders

Adherence to all applicable quality standards

Continual improvement in effectiveness of the strategic quality plan implementation

Digitization and Decentralization

Monitoring achievement of the objectives and associated targets monthly

Quantity Surveying in IRESP

The role of the quantity surveying department starts from the inception of the project, from preparing optimal quantities, preparation of initial project cost & cost planning to advising the ideal contract model. It also manages project spending / dispensing / payment recommendations as per the work done, with clear documentation targeting audit readiness. The eventual surety of the function is to close all the accounts/contracts along with the closure of the project and releasing securities after successful compliance to involved warranties.

Once in a month or as required, project site visits are planned and quality audits are conducted internally by HO QMD. The observation points are documented and monitored till it is addressed. If critical, the issue will be raised as NCR through the deviation management system by site QMD.

Greenko Asset Management

The Greenko Asset Management (GAM) teams at all locations are adept at balancing long term and short-term performance of the assets, to deliver positive contribution to multi-capitals.

Objectives of Greenko Asset Management (GAM)

WINSOM-Wind In-Source of Operation and Maintenance

In the past, the operation and maintenance activities of Greenko’s wind portfolio were solely handled by the Original Equipment Manufacturer (OEM). After a detailed analysis of risks and opportunities, Greenko has implemented an in-source model for maintenance of the wind assets, to maximize the asset performance and minimize the O&M costs. In the current reporting period, the total wind generation capacity covered under the WINSOM program was increased to 560.5 MW. This has encouraged the participation of the group’s multiskilled employees, avoiding any stagnation of manpower and bringing in a more independent approach for O&M.

Cumulative increase in the WINSOM Capacity

All the WINSOM sites demonstrated considerable performance improvement and helped in capturing the untapped opportunities to harness energy. It provides the following benefits:

  • Implementation of best-in-class asset management practices
  • 360-degree care of WTG assets
  • Material sourcing and inventory management
  • Identifying and addressing technical issues at the earliest

Risk Management

Greenko understands that risks are inevitable while undertaking Construction projects. The project manager at Greenko analyses risks and accordingly, controls are implemented to keep the risk level at nil or minimal.

Greenko plans its strategy based on the following four steps of risk management which prevails in Greenko project management.

  • Risk Identification
  • Risk Quantification
  • Risk Response
  • Risk Monitoring and Control

Below are sample of the risks identified by Greenko and the plan to mitigate those risks.

Continuous Attention to Environment

The following Environmental stewardship initiatives are taken during project execution and asset management:

  • Setting up advance in-house quality labs at project sites for various tests. This will reduce carbon emissions, by way of reduced transportation of test samples to 3rd party labs.
  • Conducting remote inspections (video calls), which again will result in reduced carbon emissions, by way of reduced transportation.
  • The deviation process is made online to reduce paper usage. Going forward, conservation of paper would occur with the implementation of the Greenko Quality Assurance Portal (GQAP). In this portal, inspection, tests and their reports will be filed online and will be available in real-time.
  • Reusing of scrap after testing specimen and samples for various purposes in the project site, thereby reducing waste and land use.

In addition, the vendors are also expected to use to the extent practicable with environment-friendly materials.

Greenko internalises environmental considerations in the designs as much as possible. Below are the few practices that the organization is implementing:

  • Designing safe earthing practices for the safety of humans and Wildlife
  • Proposing Gas-insulated Switchgear to reduce the land requirement, EMF, impact on flora and fauna
  • Proposing the Powerhouse layouts with the best techno-economical solutions
  • Proposing CFL and LED lighting in power plants
  • Proposing energy efficient Air conditioners in plants
  • Considering elimination of asbestos, plastic, etc., and other such ecohazardous materials as much as possible through innovative designs
  • Using 100% pollution-free (viz., Sunlight, Wind & Water) raw materials for the electric power generation in the IRESP

Health and Safety Management

Greenko is committed to ensuring a safe and healthy environment for all people in projects or asset management; employees or contractor/vendor women or visitors. Greenko prepares a Project Specific Health and Safety Plan to protect the health and safety of personnel working in the project. All subcontractors, visitors, or consultants must adhere to the provisions of this Health and Safety Plan.

Greenko believes that: All accidents are avoidable, everyone is responsible for assisting with accident prevention at his or her level on-site, Safety training is essential, Prevention is an integral part of the project management approach.

Greenko Project and Asset Management teams set the objectives and targets for all its projects and assets to implement and achieve this. This is to ensure Legal Compliance, the minimization of risks, and the protection of the workforce and persons affected by company activities.

Energy Value Pools

The integration of RE into the grid is encouraged and rewarded by the regulators which provides Greenko with multiple opportunities to explore new markets and harness new energy value pools.

Energy Value Pools Harnessed

Projects under Carbon Market Mechanisms

Greenko has been an active participant in numerous carbon market mechanisms and government schemes from the beginning of its journey. The project details that are either registered or in process under various mechanisms in FY 20-21 are listed below:

  • 1. 9.6 MW Jeori Hydro (Technology House (I) Pvt. Ltd) - Registered under CDM Gold standard
  • 2. 50 MW Wind power project in Ratlam, MP - Registered under CDM GS
  • 3. 48.3 MW Wind power project in Gujarat (Kaze Energy Limited) - Registered under CDM GS
  • 4. 44 MW Wind energy project by KWEPL 1 – Under final CDM gold standard validation
  • 5. 180 MW Renewable Energy Project (MP solar) - Under final VCS gold standard validation

In addition to the above, Greenko has sold 19,55,994 VER’s and 30,75,013 GS VER’s are issued and sold.

Value Creation and Maximization

Our new energy sources will augment our transition towards energy independence making our project management circular, less energyintensive and minimalistic in nature.

- Sirish Kola


In the reporting period, Greenko has identified and implemented several energy efficiency initiatives and Value Maximization Programs across its operating portfolio. The initiatives carried out have increased the operating efficiency of the assets significantly.

Energy Efficiency and Value Maximisation Initiatives across Portfolio

Value Creation Story

Inspections during the Covid-19 Pandemic


Covid – 19 pandemic and the consequent lock down has disrupted the economic activity. As the power supply was an essential service and such operations have to be necessarily maintained and Greenko was able to maintain supply without any interruption. However, Greenko has been able to continue new project execution in the pandemic times.

Greenko requires to visit the vendor’s place for material inspections. During the pandemic, it was very difficult to travel, and hence the inspections were carried out virtually. A series of trials were taken and the inspections were completed without compromising on the quality. In this pandemic, virtual inspections helped Greenko to fulfill the organization’s functional objective.

Key Benefits Achieved

  • Wherever possible, virtual inspections were conducted which saved time and provided better results. This allowed utilizing the waiting time required for test setup during inspection for other works.
  • Not only vendor inspections, but the virtual visual inspection was also carried out through customized cameras at project sites.

Impact/Value Created

Uninterrupted project execution and avoided delays

Value Creation Story:

Re-grouping the PV modules to minimize the shadow effect


- Sakri, Dhule District, Maharashtra

A project of Module re-grouping was undertaken by Greenko Suvaan Energy Pvt Ltd. to minimize the shadow effect in Sakri, Dhule District, Maharashtra. The power generation from PV modules is highly dependent on the incident sunlight and hence it is necessary to avoid the shadowing of PV modules. The String Cable looping was rearranged to isolate the Shadow Effected Bottom Row. This in turn increased the potential productivity of all resources.

Impact/Value Created

  • Increased Revenue Generation by INR 2.5 Cr / Annum (appx.) thereby enhancing their livelihoods.
  • Improved Generation by ~ 2 %

Value Creation Story:

Thermal regulation in indoor and outdoor inverters


- Adhavan / RTR site, Tamil Nadu


A project was undertaken on Adhavan/RTR site by Greenko to increase the generation by reducing the heat losses due to high temperature. The project is aimed at increasing the overall plant efficiency by modifying the air ducts of the inverter.

Innovative approach of implementation

  • Inverter Air Duct Modification-Outdoor
  • ID fans with Duct and Filters Provided -Indoor Inverter
  • Ducts are made by in-house Tx Line Team

Key Benefits

  • Reduced inverter operating temperature (On an average 10 degree)
  • Ensured the IGBT Longevity
  • Reduced internal cabinet temperature

Value Created

  • Generation gains by 200 Units / Block in summer
  • Fabrication cost: Rs 4000/ Block savings.
  • Benefits: ~ 16 Lacs Per Annum

Value Creation Story:

Real-time string monitoring

A project was undertaken by Greenko with the objective of reducing the TAT (Turn Around Time) of string failures and generation loss. The project focused on the implementation of SCADA locally and on the Cloud. This helped in reducing underperformance of assets.

Value Created

Avoided Loss = 1.738 MWh

Value Creation Story:

Rectification of In-house transmission line

A project of In-house transmission line rectification was undertaken with a focus on reducing the third-party dependency and improving TAT (Turn Around Time).

Key Benefits

  • Outsourcing Expenses: Rs. 20 Lakhs/Year
  • Insourcing Expenses: Rs. 14 Lakhs/Year
  • Net Benefit: Rs. 6 Lakhs/Year + Intangible Benefits

Value created

  • Breakdown Restoration time reduced
  • The same team will be used for the entire cluster Tx line maintenance
  • The team will be available 24x7 – 365 days

Challenges and Issues Faced

  • Identifying Multi-skilled persons

Value Creation Story:

Drone Based Asset Health Check


A project was undertaken by Greenko to assess the module health using drones. The assessment was carried out through drone thermography and testing the I-V curves for the modules.

Key Benefits

  • Timely Identification of Modules with hotspots & replacement
  • Identifying the Underperforming Modules /Warranty

Value Created

  • Improvement in generation

Challenges and Issues Faced

  • Weather condition for flying drone
  • After verification, field inspection to identify the location

Value Creation Story:

Rectification of 400 kV GIS Fault


- Dikchu Hydro Electric Power Plant, Sikkim

Greenko’s 96 MW Dikchu Hydro-electric Project is located in the most challenging Geological, Social, Environmental and Logistical conditions. In a 400 kV GIS, a fault occurred in an isolator compartment of Bay 405 which terminated the operation of the plant. The timely temporary rectification of faults in 400kV GIS during the pandemic restored the operation of the plant and resulted in the generation of 423.95 MU.

The restoration demanded the movement of expert services and spares from Chennai, which proved very difficult during the pandemic. GE experts suggested a temporary restoration by isolating Bay 405 by taking out the Bus bar in connecting compartment and putting a stress shield at the charged end as an alternative.

Key Benefits

The timely restoration of power generation in the plant resulted in the production of 423.95 MU of clean Energy. This has also prevented the movement of experts and spares from Chennai to Dikchu during the pandemic.

Challenges and Issues Faced

The challenges faced during the restoration of plant operation are listed below:

  • 1. Pandemic posed several challenges in the arrangement of Service Engineer, Movement of spares from Chennai, GE T & D office
  • 2. Getting permission from District administration

Photos during Restoration

After Modification

Value Creation Story:

Augmenting Power generation by Re-modeling the Tail Race Canal in Hemavathy Riverbed project


- Hassan, Karnataka

The project was undertaken on the Hemavathy Riverbed project site by Greenko with a motive to improve Tail race Condition and to achieve improved power output. The slots for remodeling the canal were planned in such a way that the river discharge was minimum and therefore, it incurred minimum losses. 210 Excavators & 210 Breakers with 8 to 10 Tractors were used to clear the approach ramps. The side slopes were excavated under the strict supervision of a Civil Engineer. This project helped in improving the operating head of turbines and therefore, resulted in improved Power Output. The excavated muck was transported to designated locations for safe disposal.

Key Benefits

  • Improved operating Head of the Turbines
  • Better Power Output due to improved operating Head
  • Increased Revenue

Challenges and Issues Faced

  • Selecting the time slot for taking up the work in consultation with Irrigation Department.
  • COVID-19 Pandemic
  • Apprehension of losing more energy if the Department considered the release of more water to the river
  • The depth of the canal made it difficult for hauling long ramps
  • Heavy rains during the work period
  • Dewatering of seepages in the canal
  • Hard Rock in Canal Bed and side slopes



Value Creation Story:

Design modification of HS lubricating system for Thrust GB and Upper GB


- Sikkim

Greenko has developed the 96 MW Dikchu Hydro-electric Project under the most challenging Geological, Social, Environmental and Logistical conditions. The team is devising various innovative technological upgradations to avoid generation loss. One such up-gradation technique was developed to easily attend to the oil leakages without shutting the unit and affecting the power generation. This includes the isolation of the HS lube oil system by installing a ball valve in return oil pipe for easy maintenance in case of oil leakages during operations.

Key Achievements

  • Through these design modifications, it became easy to attend to the oil leakages by closing the ball valve without shutting down the entire unit.



Value Creation Story:

Upgradation of Excitation system from Manual to Digital


- Greenko Cimaron Constructions Pvt Ltd, Himachal Pradesh

At one of the sites, Greenko has installed a digital excitation system to respond instantly to Grid fluctuations and ensure smooth operation by preventing generation loss. Greenko has witnessed a loss of 0.323 MU during last year due to the non-responsive behaviour of the old manual AVY. In order to mitigate these losses occurring during Reactive power tripping and other Grid fluctuations, Greenko installed a new panel with a 2A+2M channel with digital excitation control ABB Unitrol1010. This panel is intended to minimize the generation loss by mitigating Reactive power tripping and automate the Power factor control and Voltage control.

Key Benefits

  • Plant safety (generator & Exciter) & smooth operation.
  • Generation improvement avoiding unnecessary reactive power-tripping which was resulting in 250 kWh per tripping.
  • Automatic control over Power factor within safe limits
  • Improvement in Overall financial efficiency


Value Creation Story:

Power Factor mode operation in Auto


- Chamba Cluster, Himachal Pradesh

Greenko in its Tarela Power Pvt Ltd site has an automated Power factor control system. The automation of Power factor control includes the introduction of a separate PLC & Power factor transducer into the existing system. The power factor transducer measures the power factor and sends the feedback (4-20mA) to PLC as input. PLC is programmed in such a way to provide +ve/-ve Pulse of excitation voltage in line with the transducer’s input to control the power factor fluctuations. This system modification will stimulate automatic power factor control without human intervention. This increases the operational safety of the systems and reduces human errors.

Key Achievements

  • Automation of Power factor control systems to reduce Generation losses
  • Improvement of operational Safety of systems
  • The risk of human error is avoided

Challenges and Issues Faced

  • Materials and Manpower supply for system modification was difficult due to the Covid-19 pandemic.

Value Creation Story:

Operation of Units in Gangdari Hydro Power Plant


- Jogini, Shimla, Himachal Pradesh

This project was undertaken by Greenko in Gangdari Hydro Power plant which is run on a river project of 16MW capacity consisting of 2 Francis Turbines of 8 MW each. During the initial years of operation, the units were operated in Auto mode using the TAGP panel. The high OPU temperatures demanded manual operation in later years. The root cause of high OPU temperatures was Unloading time. The designed unloading time of OPU was 30 Minutes, but in AUTO operation mode, the unloading time was 5-10 seconds. To avoid high OPU temperatures, the unit was operated in manual mode all these years.

In FY 2020-21, the Jogini team decided to shift operations to Auto mode again. The modifications were made in OPU hydraulic circuits to increase unloading time and servo valves were replaced with a different brand. Break oil pipeline components were modified to minimize internal leakages. Required Nitrogen pressure was maintained in the ccumulator. The calibration, integration of both servo valves with SCADA was done and finally, both units were operated in AUTO mode from SCADA as well as TAGP.

Key Achievements

  • Auto Operation of both units from SCADA and TAGP.
  • Auto synchronization of both units.
  • Real-time monitoring of all turbine components.
  • Availability of data for fault analysis.
  • Savings in Service Expenditures

Impact and Value Created

  • Resolved OPU High-temperature issue.
  • Increased OPU unloading time
  • Full auto operation of the plant.
  • Enhancement of life of turbine and OPU.

Challenges and Issues Faced

  • Installation and calibration of both servo valves without OEM support.
  • Auto operation of both units from SCADA workstation without OEM support.
  • To minimize OPU internal leakage without OEM Support.



Value Creation Story:

Replacement of Unit 1 Runner with HVOF Coated runner


- Greenko Budhil Hydro Power Pvt. Ltd, Kharamukh, Chamba, Himachal Pradesh

The project was undertaken by Greenko Group at its site Greenko Budhil Hydropower Pvt. Ltd. The 70 MW Budhil HEP has 2 Units of 35 MW capacity Generating machines with Francis Turbines. The runners of these Turbines are damaged over time/ Years of operation due to pitting, metal erosion or abrasive action of the silt in water. These damages are to be repaired in time to ensure the efficiency and durability of the turbines/runners. Welding/Metal build on the runners during repairing alters its material composition and thereby, reduces runner efficiency. The original runner has an operational life of 3 to 4 years, but it is only 2 years in case of the repaired runner. After every two years, the runners demand repair and refurbishment works.

To overcome this and to increase the life of runners, HVOF coating was done on the runner after the repair works. The composition of the coating is 86% Tungsten carbide, 10% Cobalt & 4% Chromium. This has resulted in increased runner life, reduced maintenance cost and uninterrupted energy generation.

Key Benefits

  • The life of the runner was increased.
  • Reduced maintenance costs.
  • Increased machine and plant availability.

Challenges Faced

  • 1. Increased Expenditure
  • 2. Owing to a remote location in hilly terrain and congested roads, there was difficulty in transporting the equipment and material
  • 3. Prolonged time intervals for repair works



Value Creation Story:

Enhancing Generation of the plant by increasing nozzle opening limiter set point


- Upper Nanti, Himachal Pradesh

The objective of this project is to increase plant power generation in case of extra water availability by increasing the nozzle limiter set point from 80% to 95%.

Key Achievements

  • The units can operate in 5 % COL and the nozzle opening limit has increased to 95 % which was earlier locked at 80%
  • The plant can also be operated at 105% COL in case of extra water availability

Challenges and Issues faced

  • The site visit of the OEM Engineer was hampered due to Covid-19 lockdown restrictions

Value Creation Story:

Azimuth Sensor Installation


- Poovani, Thoothukkudi, Tamil Nadu

This project includes the installation of azimuth sensors in WTG nacelle near the rotor to improve plant generation and precise angle measurement of the rotors.

Impact of the Project

The installation of the azimuth sensor in the rotors provides a precise angle measurement. Hence, the rotor facing the wind direction accurately taps the full wind potential to improve generation.

Value Creation Story:

Leading Edge Up tower retrofit with LEP10 solution for Dalot-I Turbines


- Dalot-I, Rajasthan

A project was undertaken at Dalot I site of Greenko to enhance the performance of WTG with LEP 10 solutions. It helped to improve reliability, blade performance, and reduction of generation losses by preventing leading-edge erosion.

Key Achievements

  • Improvement of Performance of Blades.
  • Improved Reliability
  • Prevention of Generation loss
  • Increased life of the turbine

Challenges and Issues faced

  • Unexpected weather conditions
  • Air Turbulence
  • Process selection and Service provider selection for adopting LEP10 solutions
  • Competency of Contractor and Manpower

Value Creation Story:

Major Structural Damage Repair of Blade Up tower


- Jed Solar Pvt Ltd

The aerial inspection using drones aided in the identification of damage in the up-tower of the Wind turbine. For the rectification of damage, inspection with integrated endoscopy was done to eliminate the issues with the Setup of the Skylift/platform. The damage was resolved with in situ repairs of 4 MT panels. SOP/WI was developed for the damage and the method can be replicated in other sites as well.

Key Achievements

  • Repair Time of fewer than two weeks as compared to 30 days, if done by OEM
  • Cost savings compared to OEM approach as it eliminated the need for Blade De-erection and higher labour charges for repairing
  • Capacity building of in-house teams

Value Creation Story:

Drone Assisted Blade Aerial Inspections


- All Locations

Greenko conducts an Aerial survey using drones for 360-degree inspections to augment the ground-based inspections and to improve the accuracy of damage detection. The data captured by the drones are analyzed and the defects are categorized as per the Global Standard of defects. This helps in identifying the damages which would be impossible for the OEM team to detect. The data is further stored for tracking the damage history and for future references.

Key Achievements

  • 360-degree identification of damages
  • Improved Reliability
  • Increase in machine availability by 0.30% by avoiding major failure or BD during high wind
  • Prevention of Loss of Revenue

Challenges and Issues faced

  • Increased Number of WTGs due to acquisition and requirement of additional resources
  • Meeting planned schedule of Inspections
  • Weather conditions
  • Air Turbulence
  • Lockdown conditions

Contract and Procurement Management

We are constantly working on reducing the amount of packaging and the impact of the materials we use. We have reduced CO2 emissions from packaging. The biggest impact has been created by changing the material used for solar module packing.

- Mohiddin SK

Sr VP, Contracts and Procurement

Greenko is constantly improving its Contracts and Procurement (C&P) management in line with the organizational objectives. Business economic strategy helps in managing the supply chain risks through responsible, transparent, and effective procurement practices. The Group’s contract and procurement functions are centralized and place great emphasis on quality, cost-efficiency, reliability, and resilience.

The C&P team procures all goods and services for Greenko Energy Projects (GEP) and Greenko Assets Management (GAM) ensuring legal compliance, high quality, ethical standards and appropriate risk mitigation processes. Greenko has enhanced its procurement management by employing innovative contract structures for its IRESP projects. Greenko’s understanding of the market and technology helps the organization to be ahead in the technology evolution curve.

The Group formulates appropriate procurement strategies by evaluating the long-term needs of business units, as well as supply-side market opportunities and risks. This coordinated approach has increased Greenko’s ability to negotiate improved terms from suppliers and manage risks, resulting in tangible commercial benefits for the Group.

In addition, in line with the sustainable procurement practice at Greenko, the C&P team is driven to embrace circularity in its practices. Accordingly, measures are being undertaken to extend the life of the organization’s assets and to address end of life issues of the goods and services procured by the company.

Greenko has been active in securing smart agreements for IRESP projects since its inception. The company is well aware of the importance of the process of procuring equipment. Therefore, the C&P strategy employs International Competitive Bidding (ICB) as an innovative contracting structure that not only allows sharing of risks and opportunities among partners but also makes the process transparent.

IRESP specific C&P Process

Evaluation criteria to identify the appropriate vendor/partner

  • Number of similar projects and unit capacities executed
  • Number of years of experience in a specific domain
  • Number of years of experience of the manpower employed by the vendor/partner in a specific domain
  • Engineering and Manufacturing facilities available
  • Adequacy of capacity for postcommissioning support
  • Financial capabilities
  • Technical capabilities
  • Conducting risk analysis to determine whether the vendor is stable enough to be considered for a contract

Energy Storage Value Pools-Integrated Renewable Energy Storage Projects

Today the economy is more global than ever and so are the stakeholder concerns. We are bracing ourselves for robust procurement practices for delivering value to our stakeholders, which is a unique aspect of our business. We are also proactively engaging ourselves in better risk management practices and independent approach for resolution of operational issues. I further wish to congratulate all the employees for the resilience and tenacity in the face of the pandemic and bringing home awards and accolades.

-Srinivasa Rao Ch

Deputy COO

With the global energy system going through a rapid and radical transition towards Decarbonization, Digitalization, and Decentralization, the importance of establishing Intelligent Energy Storage cannot be overstated. The inherent infirm and non-schedulable nature of renewable energy generation presents a huge challenge for integrating large RE capacities while maintaining grid stability

Integrating Wind and Solar energy with a timetested and proven Pumped Storage Solution presents an optimal, economically viable, and scalable option to supply Schedulable Power On-Demand (SPOD) with both baseload and peak load capabilities. The combination of renewable energy sources such as solar, wind, and pumped-hydro storage allows an uninterrupted supply of electricity that is not affected by temporary shifts in weather and costs equivalent to fossil fuel-based energy.

Pumped Storage Hydro Power Project

Pumped storage hydropower project comprises of an upper reservoir and lower reservoir interconnected with a waterway, a powerhouse which contains hydropower electrical mechanical equipment, and a transmission connection to the grid. This project is operated when surplus electricity is available (which is typically available at night or on weekends when power demand is low or in case of excess solar generation in the daytime) and is used to pump water from the lower reservoir to the upper reservoir. Water stored in the upper reservoir is then released during peak demand periods, delivering more valuable electricity to the grid. It is now increasingly becoming possible to store and utilize the excess energy from renewable energy sources with the help of energy storage systems such as pumped hydro storage.

Pumped Storage solution provides the necessary scale and long duration of energy storage and life cycle, resulting in affordable SPOD energy over the life of the projects. Developing such Integrated Renewable Energy Projects in Wind and Solar resourcerich locations along with standalone Pumped Storage capacities, without impacting the existing natural systems is necessary to sustainably power the future needs of the nation while maintaining grid stability.

Pumped storage hydro Power Project (PSHPP) provides a zero-emission alternative to conventional carbon-emitting thermal plants. Generating capacity can be quickly dispatched and ramped up to meet demand, compensate for large swings in intermittent generation power injection, and provide contingency reserves to compensate for generation unit outages.

The advantages of PSHPP are:

  • Improved interconnector efficiency
  • Reduced interconnector investment
  • Reduced need for backup generation
  • Increased system resilience
  • Reduced system stress
  • Optimized load profile through the integration of hydro with wind and solar to make electricity more dispatchable
  • Has the capability of providing primary frequency control
  • Can support load leveling and energy arbitrage, reducing the overall system production costs by offloading expensive peaking generation during peak-demand periods, and by increasing usage of cheap baseload generation during low demand periods.
  • Enabler for Transition to Circular Economy

Integrated Design Management Plan

Greenko follows a Manual for planning and managing the Engineering services. In addition, Greenko has a Master Document / Drawing List (MDL) as a design management plan template, in which Drawing and Document templates are also defined.

The E&M Hydro Department caters to a wide array of requirements in every stage of the project, from project inception to O&M. The Design department performs designing & engineering activities related to electromechanical equipment associated with Hydro & PSP projects. The activities include the services from concept designs to commissioning of the Hydro & PSP projects and provides support during operation and maintenance.

In addition, the E&M department extends its technical support to the Business Development team, contracts & procurement department, internal quality department, external consultants, and the concerned teams to get statutory approvals from Government authorities.

Integrated Renewable Energy Storage Project

The IRESPs are digitally connected storage infrastructure platforms that harness the power of various renewable resources to provide scheduled and flexible power to the grid. The IRESPs will be able to provide on-demand power which can be scheduled based on peak and baseload requirement, thereby assisting with grid balancing. IRESPs are highly efficient with limited storage loss and can provide DISCOMs with ancillary storage and grid balancing services. The IRESP would also allow us to provide offtakers with flexible contract structures to suit their needs.

Following is the description of the integration of solar, wind, and pumped storage projects in providing the schedulable on-demand power.

Both Solar and Wind projects will operate in normal conditions and supply power to Grid during 0000-2400 hrs, with maximum limit of power clamped at 1/1.2 GW Transmission line capacity requirement will be 1/1.2 GW only for the period capacity of 4/4.8 GW thus ensuring optimal utilisation of transmission facilities

Greenko has planned to develop Integrated Renewable Energy projects with a total capacity of 48.98 GWh across 4 states of India. The IRESPs are expected to harness the power of solar and wind resources with digitally connected storage infrastructure to provide scheduled and flexible power to the grid.

Greenko’s business model of Pumped Storage Plant combined with the Intelligent energy Platform contributes greatly to the circularity of economy and energy security by creating new sharing platforms within the sector.

Pinnapuram Integrated Renewable Energy Storage Project Overview

Greenko Group has conducted detailed research and evaluated suitable locations for IRESPs in India and has identified Pinnapuram, Kurnool District, Andhra Pradesh for the proposed Pinnapuram Integrated Renewable Energy Storage Project (IRESP). The project has Upper & Lower Reservoirs enclosed by 9.6km long, 42m high Rockfill dams, Power Intake, Pumping Intake, Waterways with Six Tunnels & Penstock Pipes, a Subsurface Power House Complex, housing 8 variable speed reversible TG units.

Pinnapuram IRESP has been conceived as the Largest Gigawatt Scale integrated project with solar, wind, and pumped storage components that can supply Schedulable Power on Demand (SPOD) which will provide Dispatchable & Schedulable Renewable Energy for the first time to consumers across India.

The Pinnapuram IRESP consists of four key components which are as follows,

  • - The Standalone Pumped Storage Project (SPSP)
  • - Solar Park development
  • - Wind Park
  • - Central Pooling Sub Station (CPSS)

The Pinnapuram IRESP is a lighthouse project for #renewableenergy. The project combines the merits of solar, wind, and pumped storage hydropower. The PSP is used as a green battery to store wind and solar energy and to supply it flexibly, on-demand.

CPSS is connected to evacuate energy nationally to multiple inter-state consumers. Greenko Renewable Energy Management Center housing the ‘Intelligent Energy Platform’ (to forecast, monitor, balance, and deliver the required energy and storage services) will be an integral part of CPSS.

The IRESP is a self-identified project which can meet the dynamic needs of DISCOMs/STUs through:

  • 24 Hours Round The Clock (RTC) Base Load Energy
  • 18 Hours Base Load Energy as per Demand
  • 12 Hour Peak Load Energy (6 hours + 6 hours)
  • Energy Storage Service, Grid Management, Frequency Management & Ancillary Services

Key Elements of the Pinnapuram Standalone PSP

  • 1. Standalone Pumped Storage Project comprises two reservoirs that involved the construction of Rockfill Dam Embankments in existing natural depressions.
  • 2. Asphalt waterproofing would be done for the Rockfill dam. The Asphalt Faced Rockfill dam (AFRD) would provide lowest water infiltration rate, high flexibility and plasticity, minimum maintenance, high damage resistance, etc.
  • 3. Reservoirs are located away from all existing natural water systems and have a negligible catchment area. Therefore, there is no requirement for a CAT plan.
  • 4. Spillways in embankments are also not required.
  • 5. The project envisages the nonconsumptive re-utilization of 1.30 TMC of water for recirculation among two proposed reservoirs.
  • 6. Adjustable Speed design with Double Fed Induction Motor Generator to operate at its peak efficiency points under all conditions.
  • 7. Hydraulic short circuit provision kept achieving flexibility from 0-100%.
  • 8. Availability of Spinning Reserve (Condenser mode) to meet sudden load changes in Grid. In turbine condenser mode, the project can generate reactive power to support the grid in case of fault.
  • 9. Double Circuit Transmission Line proposed for Generation/Pumping of Power which will be connected at Pinnapuram IRESP central Pooling station.
  • 10. Gas-insulated switchgear (GIS) is proposed.
  • 11. Part load operations can be performed any number of times in a day without impacting the total life of the machine.
  • 12. The project has no issues related to siltation, flash floods, environmental release, and impact on fisheries.
  • 13. Minimal maintenance is required due to silt-free waters.
  • 14. Pumped storage plant capacity is not impacted by changes in weather during the year and can be operated throughout the year, in all seasons, with the same efficiency.

Saundatti Integrated Renewable Energy Project Overview

The Saundatti Integrated Renewable Energy Project is also designed as a gigawatt Scale integrated project with solar, wind, and pumped storage components.

The four key components of the project are:

  • The Standalone Pumped Storage Project (SPSP)
  • Solar Park development
  • Wind Park
  • Central Pooling Sub Station (CPSS)

Transitioning Towards a Circular Economy

Greenko believes that using and reusing resources as efficiently as possible and finding value throughout the life cycles of finished products, significantly increases the productivity of the resource and thereby, reduces the cost while preserving and enhancing the natural capital.

In this context, Greenko has adopted a circular business approach in managing its organizational assets.

Greenko has explored circular value pools across its business by deploying a life cycle approach to business. The circularity at Greenko is harnessed at three levels.

Three levels of Circularity at Greenko

The first is the deployment of Sharing Business Models. The IRESP projects are major sharing platforms of storage and other electricity system services. The Group has been working and implementing the sharing generation asset model as also sharing of resources on the margins of the electricity grid.

The next circularity approach is Circular Choices. During the reporting period, Greenko has exercised caution while designing and making equipment choices, keeping in mind how long these assets will deliver value.

The third and final element of Circularity at Greenko is Managing the End of Life of assets and ‘everything else’.

Managing ‘everything else’ at end-of-life is practiced always by the organization’s waste management team. They are now charting the ‘second life’ for each of the organization’s asset and their parts at the end of life in the assigned role.

The Group is compiling and evaluating all the inputs, outputs, and potential environmental impacts of various project components throughout its life cycle as per globally accepted standards. For a long time, many samples such as concrete cubes, aggregates (fine and coarse), steel plates, damaged modules, etc. are reused after testing.

Looking Ahead

Greenko’s manufacturing capital consists of three pillars: Renewable Energy Generation Assets, Long Duration Utility Scale Storage Assets and Decentralized Zero Carbon Molecules production and supply. In the coming few years, the focus will be on consolidation of generation assets, efficient and speedy execution of storage projects and exploration of zero carbon molecule opportunities to decarbonize the hard to abate industrial sectors.

We will continue to pursue our strategic approaches- Excellence in Adoption and Management of Assets and Projects, Contracts and Procurement, New Energy value pools, Regenerative and Circular value pools, across all the three pillars of our business.

Greenko plans to take up a circular approach through innovative tasks, programs, and activities specified for the Designing, Engineering, and anagement of IRESPs and other projects. The programs being encouraged in the Engineering design team are:

  • Scheduled brainstorming of technical sessions
  • Enhancing leadership skills
  • Appreciation for Innovative ideas.