Greenko Human Capital

Human Capital

“Employee Experience”

Great employee experiences create ownership assuring great business outcomes. Providing superior employee experience with focussed and agile People, Process and Systems during the entire employee life cycle, ensuring regular development plan and requisite support will enhance employee performance. Also, transparency in our initiatives and results combined with frequent communication is the practice. Our aim is to build and retain the future ‘best in class talent’ with our focussed Learning & Development and OD interventions. Greenko empowers the relevant stakeholders to improve the experience. This keeps our growing and diverse business thriving in competitive markets and help us to outperform the peers through our learning and development interventions. We are aligning the organisational values to the personal values of our employees, engaging them to meet organisational goals, and rewarding them for great work that supports the Company’s vision and mission.

Greenko empowers the relevant stakeholders to improve the experience. This keeps our growing and diverse business thriving in competitive markets and help us to outperform the peers

“Technology”

We are leveraging technology in both - enterprise domain and people domain. Greenko has adopted advanced human capital technology-based solution “Darwinbox” for employee’s services and HR data analytics, with a focus on transforming HR data for business growth which helps in forecasting and helping faster with guided and informed decisions. Darwinbox provides better services to the line managers like recruitment, performance management, attendance management, periodic reviews and feedback of team members which enhance efficiency and effectiveness. Our conscious approach to go paperless has been implemented across Greenko which aligns to our mission and vision statements that aims to provide decarbonisation solutions to support the Global Commitment to reach Net Zero emission.

“Building for the Future”

It is imperative for HR to align with the emerging skills that the business will require in future. This can either be fulfilled by building internal talent pool or developing a focussed plan to hire right talent for meeting the future challenges.

Our aim is to build and retain the future ‘best in class talent’ by skilling in specific niche technical/functional/ domains with our focussed Learning & Development interventions. The approach helps the organisation to transform individuals to use newer technology, develop new skillsets & provides an opportunity to be part of multi-functional capability of the organisation and ensuring the commitment for enterprises.

Aman AttreeHead HR

Strategic Approach

At Greenko, the journey of transformation to new energy is powered by its people-oriented approach. With the collective efforts of all the varied functions of Greenko’s operations, the Group is able to remain efficient and competitive. The hard work and devotion of our team members are the foundation of our organisation’s success and prosperity. We are devoted to providing an enabling environment for our people, and our investments in their learning and development help us reach our business objectives and generate value for all our stakeholders.

By augmenting the core competencies required for IRESP & New Energy businesses, Greenko encourages its employees across the business domains for achieving excellence. The organisation nurtures a high-performance and innovation-oriented culture by leveraging the pool of knowledge and skills, along with periodic training sessions to drive the employees towards optimum and sustainable value creation.

The Company has in place a well-defined structure to ensure integration of ESG into its decision-making across the functions in line with the vision and goals as set by the organisation.

Learning and Development at Head Office, Hyderabad

Our Performance

Talent Acquisition

Talent Acquisition and Retention

With a well-defined talent acquisition strategy in place, HR periodically analyses and determines the projected attrition rates and understands the deficits if any in terms of optimum required manpower. The team also estimates the horizontal and vertical movement of its personnel on account of growth and business requirements. Manpower for any site is determined as per standardised organisation chart approved by management wherein any addition / change to organisation chart is carried out only after approval of management through requisition from Vertical Heads/HODs indicating the key selection criteria, skills and desired qualifications.

The Company meticulously works towards hiring and training its new recruits via ongoing developments in the induction mechanism and on- boarding process. Attention is paid to establish the “best fit” between job requirements and the candidate’s qualifications.

Nurturing talent and caring for people is a principled commitment at Greenko - it involves attracting, training, rewarding, recognising and growing its human assets. Greenko’s ownership models drive people to be responsible for outcomes of their work and aid in achieving the motto “transform and be transformed”.

In the reporting cycle, Greenko has successfully hired 352new talents with around

21.3% of the total hires falling in the GET category.

Statistically, the Group hired a total of:432

Engineer Trainees since 2011 to 2022, over30%

are with an experience range of 5-9 years and70%

are with an experience of 1-4 years. More than 100 employees who started their career as trainees are handling critical roles in the mid-level management across the Group today.

The average age of employees since 2012 has positively improved to:

38.8 years with a strong employee strength of

2,597 in the Group’s business. Greenko always ensures that the young talents undergo a 360-degree training during induction suitable for their respective cadres.

New Hire Profile in FY 21-22

	FY 21-22				Total	CY 2022				Total
Job Level	Corporate Functions	GAM	GEP	ZeroC	Total	Corporate Functions	GAM	GEP	ZeroC	Total
Advisors	0	1	8	0	9	0	2	5	0	7
Leadership Level	0	1	1	0	2	0	1	1	0	2
Core Leadership	0	0	2	0	2	0	0	1	0	1
Senior Leadership	4	0	10	1	15	3	1	8	4	16
Senior Management	6	6	15	0	27	8	9	8	2	27
Second Level Managers	4	4	3	0	11	8	6	9	0	23
First Level Managers	8	74	19	2	103	32	69	49	0	150
Supervisory Level (S3)	14	33	9	0	56	18	34	26	0	78
Supervisory Level (S2)	5	6	1	0	12	4	3	2	1	10
Supervisory Level (S1)	0	1	1	0	2	0	0	1	0	1
Trainees	3	65	6	0	74	15	22	71	0	108
Grand Total	44	191	75	3	313	88	147	181	7	423

The Company relies on both its permanent and contractual employees for project delivery and ensures that the Group recruits the right people for the right role and also believes in investing in the timely upskilling and well-being of employees.

Competency Development

Greenko has in place a well-defined talent and competency mapping strategy in order to identify the key skills necessary for an employee to achieve the target performance in their respective roles. The organisation has a pre-defined list of competencies required to perform each role and this framework serves as a right fit solution to the human resource department.

Learning and Development

Learning is an important pillar of Greenko’s culture, and we continuously work to give the best in class learning experience and opportunities to meet expectations of our employees and the needs of our business verticals, leading to build contemporary and much needed competencies evolving into capability models increasing efficiency and productivity. Learning design is based on addressing skill and behavioural gaps identified during training needs interventions. We have a strong training mechanism, Senior Leadership Training Programs, which happen in informal discussion environment on weekly basis. We have MDP programs to create readiness for to be Managers. We have Entry Level Trainee Program of a year with top notch measurement and metrics in place to all entry engineers who are hired from campus interviews. We have blended learning approach like online trainings to cover all employees across Greenko Corporate office and Sites along with specifically designed ILT Interventions. We have mentoring processes in place across business verticals in an informal setting, which creates an environment of psychological safety.

All our employees are trained on POSH Awareness, Labour Codes and HR Processes. We arrange technical trainings to promote subject understanding with practical business orientation. We also create learning programs in building futuristic skills like Green Hydrogen and Green Ammonia. Our employees are trained in behavioural and managerial skills in Instructor Led Mode with lot of activities like role plays and scenario building.

Post Covid, we made it a priority to create awareness on Holistic Wellness among employees, and we conduct Meditation, Yoga and Naturopathy Sessions frequently online and live, and we are encouraging our employees to focus on physical and mental health more.

Learning and Development Summary

Learning and Development	FY 19-20	FY 20-21	FY 21-22	CY 2022
Training Hours*	94,574	113,690	150,262	112,360
No. of Training Programs	1,661	4,185	5,869	5,015
No. of Employees Trained	2,629	2,640	2,597	2,618
Avg. Training Hours Per Employee	35.9	43.06	57.9	42.91

* Training Hours includes On Job Training (OJT) as well.

The substantial increase of 14% in training hours compared to previous year shows the Group’s commitment towards upskilling its employees. The Group has done an eye-catching progress in the area of trainings when compared with the 2017-18 baseline, registering a whopping 88% increase over the years as in 2021-22. It is a pride factor to share that our employees have underwent 48,160 hours of On Job Training (OJT) during 2021-22. FY 22- 23 training numbers will be more in terms of people trained and the programs conducted going forward.

Trend in Training Programs

Comparative Analysis of Interventions across various domains

	FY 19-20	FY 20-21	FY 21-22	CY 2022
Technical & Managerial	67,651	76,913	88,307	55,522
EHS	26,923	36,777	44,114	38,654

Employee Engagement

Greenko Group considers growth to be synonymous with the inherent nature of its business. With the culture of ownership mindset, the institutionalisation of SEED IT (Stakeholder Inclusiveness, Excellence, Ethical, Discipline, Innovate, Teamwork) Value System has built a strong foundation for the workforce.

The organisation engages with its employees to continuously weave an agile and dynamic culture via various Learning, Mentoring & Coaching interventions. Employee Awareness activities ensure that employees are aware about all policies, HR Help Desk Services, Greenko Leave Management System (GLMS) and Greenko Meeting and Action Tracker (GMAT). Greenko’s internal system of communication continues to update all employees with news updates, important announcements, knowledge repository, reports and manuals.

New joinees undergo variety of awareness sessions to understand the essence of Greenko’s Business and Code of Conduct during their induction.

The induction program is designed to ensure the overall growth and honing of talent. The new hires are made aware of the HR Systems & Policies, Prevention of Sexual Harassment at Work (POSH), Greenko Values System (SEED IT), Environment, Health & Safety (EHS), Greenko Integrated Management Systems (GIMS) and Information Security Management Systems (ISMS).

The senior leadership team takes keen interest in developing potential young talent and mid-level managers for future leadership roles, thus deliberately and ‘organically’ creating a Leadership Pipeline in the eco-system of Talent Management which will enable Greenko to sail smooth during GKO 4.0 and beyond

Employees working on project and plant sites engage with the Project and Plant Heads, Site and Business HR and with various Business Leaders on a regular basis enabling holistic employee engagement with a variety of interactions from middle management to the leadership.

Rewards and Retention

The Company enables its workforce to showcase talent and innovation and ensures that the efforts are recognised and rewarded in a correct manner by way of incentives, ex-gratia, etc. The Group’s Leadership has always encouraged and nurtured a sustainable working culture which is promoting regenerative thinking across all the levels of employees.

The Group has achieved a significant retention rate of 89.38% in FY 21-22 and 90.42% in CY 2022.

Learning and Development at Greenko, Hyderabad Office

Employee Welfare

The employee welfare across all project and plant locations is a primary focus area for the HR department at Greenko ensuring benefits such as free food, accommodation and health care facilities for all the employees across all the sites. Apart from this, the Company also encourages people to pursue higher education and supports employees’ children for pursuing vocational training as a part of the Company’s philosophy of growing together.

During FY 21-22, a total of 294 children were extended support in the form of Tuition Fee Reimbursement which is a 21% increase from 179 children in FY 20-21. The Group has also supported higher education initiatives for selected employees YoY as a part of career development objective and enhancing the skill base across all the business domains with the calendar year, the beneficiaries amount to 5 receiving 100% Education Fee Reimbursement.

School & College Fee Reimbursement in FY 21-22

Month	School % Fee Reimbursement				College % Fee Reimbursement
Month	40%	50%	100%	Grand Total	40%	50%	Grand Total
FY 21-22	249	31	14	294	0	43	43

School & College Fee Reimbursement in CY 2022

Month	School % Fee Reimbursement					College % Fee Reimbursement
Month	40%	50%	60%	100%	Grand Total	50%	100%	Grand Total
CY 2022	162	13	241	16	432	46	1	47

Employee Higher Education Fee Reimbursement in FY 21-22

Employee Higher Education % Fee Reimbursement
Month	50%	100%
FY 21-22	0	4

Employee Higher Education Fee Reimbursement in CY 2022

Employee Higher Education % Fee Reimbursement
Month	100%
CY 2022	15

Greenko has in place a medical insurance facility including hospitalisation via Group Mediclaim Policy at a cost to the Company and “at no Cost to the Employee” basis. Even a personal accident welfare coverage benefit is provided for the employees at no cost by Greenko.

Greenko has a well-defined welfare policy encompassing employees’ rights such as Maternity Leave (26 Weeks), Paternity Leave (5 Days) Adoption Leave (12 Weeks), Leave for Miscarriage (6 Weeks), Casual & Sick Leave (18 Days) and Extraordinary Leave (24 Weeks).

For FY 21-22, Greenko has taken up the following initiatives to enhance employee welfare:

Ensure all the employees and their spouse are duly vaccinated with the prescribed dosages of Covid vaccine.
End-to-end medical advice, doctor’s assistance, cost of hospitalisation and other required need-based support to ensure employees’ wellbeing (including contractual workers).

In accordance with the State and Central Labour Laws, Greenko provides not just the statutory benefits to its contractual workers but also strives to create a supportive workplace for all the employees.

Diversity and Equal Opportunity

Greenko Group is committed to fostering an inclusive culture where diversity and varied thought processes are deep-rooted. Greenko aims to drive diversity within its workforce with a focus on individuals of varying age, gender, religion, race, ethnicity and education. The Company is well on its way to steer co- creation through leveraging upon the varied capabilities and skillsets its workforce offers.

Being an equal employment opportunity employer, women’s participation is a positive gesture to augment Greenko’s growth. The Group has been consciously working towards enhancing gender diversity at the workplace across all the levels and strives to maintain a fair ratio between the genders.

The initiatives at Greenko to promote gender diversity are:

Mainstreaming gender in policy design and project implementation
Implementing policies to attract and retain talent and ensure supportive environment in the workplace
Supporting women to be the change agent and to challenge cultural and social norms in their environment

Employee strength and diversity w.r.t levels, age and gender in FY 21-22

Employee Strength	Age Distribution						Total
	Male			Female
	<30	30-50	>50	<30	30-50	>50
Senior Management	0	39	50	0	2	2	93
Middle Management	0	236	88	0	10	1	335
Junior Management	66	651	53	2	35	2	809
Executives/Staffs/Others	212	801	129	19	46	3	1,210
Trainees	135	4	0	10	0	0	149
Total	413	1,731	320	31	93	8	2,596

Employee strength and diversity w.r.t levels, age and gender in CY 2022

Employee Strength	Age Distribution						Total
	Male			Female
	<30	30-50	>50	<30	30-50	>50
Senior Management	0	33	61	0	2	2	98
Middle Management	1	283	110	0	16	2	412
Junior Management	115	653	69	4	34	3	878
Executives/Staffs/Others	139	744	112	25	49	5	1,074
Trainees	128	6	0	13	2	0	149
Total	383	1,719	352	42	103	12	2,611

The employees at Greenko are spread across various designations reaching their objectives and fulfilling their responsibilities in their respective roles.

Employee Hiring and Turnover w.r.t. levels, new hires, separation and turnover in FY 21-22

Employee Hiring & Turnover	New Hires		Separation		Turnover Rate (%)
Employee Hiring & Turnover	Male	Female	Male	Female	Male	Female
Senior Management	137	5	85	13	21%	42%
Middle Management	164	11	153	13	8%	14%
Junior Management	33	2	19	0	6%	0%
Total	334	18	257	26	12%	19%

Employee Hiring and Turnover w.r.t. levels, new hires, separation and turnover in CY 2022

Employee Hiring & Turnover	New Hires		Separation		Turnover Rate (%)
Employee Hiring & Turnover	Male	Female	Male	Female	Male	Female
Senior Management	7	0	8	0	0%	0%
Middle Management	48	5	33	2	10%	0%
Junior Management	94	4	120	9	13%	0%
Total	149	9	161	11	8%	0

Equal Pay

Unadjusted Median Gender Pay Gap

Greenko believes in inclusion and diversity across the business, also believes that everyone should be appropriately rewarded for their time and effort and encourage action and commitment to equal pay irrespective of gender. Greenko conducts an annual analysis on gender pay equity. The Company also reviews hiring and promotion processes to embed equal pay efforts. We create an environment that allows women to stay in the workforce, grow with us and move up in the ranks, all with parity of pay. Greenko has included the unadjusted median gender pay gap as one of its indicators to measure the transparency, inclusion and diversity and has calculated in line with UK Gender Pay Gap Methodology and is voluntarily disclosing the same.

Greenko’s unadjusted median gender pay gap for FY 21-22 is 5.4%.

Succession Planning

Succession planning has become an integral part of planning for the organisation to thrive in the context of business uncertainty, changing business dynamics, ever-evolving regulations forcing the organisations to specially focus on employee selection, mentoring, role-fitting as per the business requirements.

Greenko strives to mobilise its internal resources by providing various opportunities for upskilling, fast-track vertical growth to support work dynamism and continued upward development both in terms of skillsets and revenue.

For FY 21-22, the Group had mapped over 102 critical roles across various project levels, asset management and support functions. The Group had zeroed upon 507 employees to take ahead the succession agenda.

At Greenko, there is a great balance of domain and functional skills, since for a head count of 2,596, the Group has 252 leaders at a ratio of 1:10 (i.e. one Leader/Expert for every ten employees) making it easy for the employees to stay in touch with their vertical leads reducing the turnaround times of various tasks.

Health and Safety

Greenko has an objective of ‘Zero Occupational Health & Safety Related Incidents’ across its operations.

In alignment with this objective, the Group has a robust risk assessment framework in place to ensure that all the risks across its operations are identified in a timely manner with a risk mitigation plan in place.

The Group has a practice of recording all the risks and issues encountered in a registry (Risk Register) which is updated at periodic intervals allowing the organisation to assess, plan and chalk out appropriate risk mitigation plans. Greenko is committed to bringing down the risk levels to “As Low As Reasonably Practicable” (ALARP) across its operations.

Greenko extensively consults with its project heads and the EHS Team to develop unit-specific health and safety plans in compliance with ISO 45001:2018. The organisation periodically analyses its Health and Safety System practices including the process of work permits, emergency rescue and undertakes appropriate action wherever found necessary. To ensure third-party validation of its PPS system for Health and Safety Management, the organisation has tied up with external agencies to conduct audit and gap assessments to help them improve and optimise the OHS System.

OHS Audit

Indicators (numbers)	FY 19-20	FY 20-21	FY 21-22	CY 2022
No. of Audits	305	191	262	247
EHS Interventions and Celebrations	317	637	265	2629
EHS Committee Meetings conducted	922	888	1332	1154
EHS Inductions conducted	2173	1528	3376	6290
Mock Drills	420	194	395	965
First Aid Trained Persons	520	4954	966	2295
Emergency Response Trained Persons	590	4954	1186	1437
EHS Walkdown Inspections	34	1779	2437	2489

Greenko conducts periodic Health and Safety inspections to ensure strict adherence to its policies and health and safety measures.

In FY 21-22, Greenko has imparted 43,932 hours of health and safety training for its employees, out of which 29,028 number of hours were devoted to the training of contract workers amounting to 16% increase in training hours from the past financial year.

OHS Leading Indicators

Indicators	Units	FY 19-20	FY 20-21	FY 21-22	CY 2022
Employees and Contractors
Safety Training hours Internal (For employees of Greenko & Contractor)	Hrs	36,730	36,777	43,932	52,259
Per capita safety training hours	Hrs	5.98	7.42	8.71	0
Toolbox Meetings	Nos.	83,183	90,051	125,595	130,107
Contractors
Safety Training hours	Hrs	14,781	20,027	29,028	27,173
Safety Awareness / Campaigns	Nos.	13	13	15	379
Theme Based campaigns	Nos.	1,176	12	803	275
EHS Events. (Fire Safety Day, NSD, WED)	Nos.	294	294	234	231
Spot the Hazard Competitions	Nos.	98	271	150	36

“At Greenko, safety has been at the core of our values and deeply ingrained in our business operations. Our journey towards EHS Goal - ZERO HARM CULTURE by transforming the safety culture has been incredibly exciting wherein we extend our commitment to safety not only to our employees but also to our external stakeholders comprising of our business partners, contractors, and suppliers and surrounding communities where we operate.

Our Health, Safety, and Environment (HSE) initiatives have been designed across the key supports of enhancement of workplace safety and elimination of health hazards. We have positioned sustainable growth in all the dimensions inclusive of our strategy, operations etc. to contribute to the holistic well-being of people. With our progressive efforts on solarisation of all locations, energy conservation, decarbonisation of energy, and Greenhouse Gas (GHG) emissions reduction.

We are committed to delivering value to our stakeholders in a safe, secure, environmentally and socially responsible manner with utmost responsibility and transparency.”

Rajiv Jain AVP – EHS

The organisation conducts various events, organises first aid training sessions, provides behavioural based safety training and celebrates National Safety Week across its sites to increase employee cognizance regarding health and safety and also rewards its best safety-conscious worker and staff across all business units. The organisation also proactively engages in educating the communities around their operations regarding the significance of health and safety by conducting special safety training sessions and awareness sessions about road safety and home safety. It is worthwhile to note that as always Greenko has successfully repeated its history of zero fatalities during the reporting period. In FY 21-22, the organisation has conducted 262 Behavioural Based Safety (BBS) trainings across its sites to develop and improve employee resilience.

OHS Lagging Indicators

Indicators	Units	FY 19-20	FY 20-21	FY 21-22	CY 2022
First-Aid Cases	No.	44	49	54	72
Near-Miss Cases	No.	16	142	103	177
Unsafe Act / Unsafe Conditions	No.	890	504	731	955
Fatalities	No.	0	0	0	0
Reportable Injuries	No.	1	15	7	18
Lost time injury frequency rate	%	0.07	0.17	0.4	1.35
Recordable injuries frequency rate	%	3.24	1.24	1.49	8.80
No. of safety violations recorded	No.	25	13	19	41

Greenko Security Services

Greenko Security Services (GSS) plays a vital role in physically securing the sites and corporate offices of Greenko. GSS handles the responsibility of conducting risk assessments, assessing threats and ensuring there are remediation measures in place for the same. Greenko also has an integrated electronic surveillance mechanism at its Headquarters in Hyderabad which ensures 24/7 live monitoring, control, and review.

To align itself with the Greenko vision, GSS has undertaken the following initiatives to transform itself:

Adopt technologies – Analyse, digitise and automate the GSS operation.
Implement Integrated Security Solutions.
Implement Progressive Security and Vigilance Arrangement based on Security Risk Assessment and Risk Perception.

Security Services KPI (in Person Hours)

	FY 21-22	CY 2022
Security personnel training details	6,431	21,682
First Aid	1,492	2,934
Familiarisation of IRESP security	490	1,105
Executive protection	204	772
Basic guarding, security, and reporting	1,348	14,086
Behavioural trainings	18	2,785

“Human Resources at Greenko Asset Management (GAM) is committed to sustained Talent Building, augmentation of Competencies for sustainable practices of Employee Engagement and with a challenging environment of growth for the employees, thus making Greenko as an aspiring place to work.

Our continued pursuit is to have human capital engaged, embraced with the right attitude, trust with a sense of ownership. We are driven by strong values with a mix of talent for the dynamic and fast-paced energy industry embracing newer and digital technologies. We aim to provide the business the human capital that has strong domain and expertise from the industry with trending skill sets.

And at Greenko Security Services (GSS), our focus on Physical security to provide robust security solutions for a dependable and effective security management system.

We continue to deploy world-class technologies which enable total security coverage, swift response mechanism for efficient and effective vigilance framework for our Projects and Plants. We focus to attract digital solutions and right talent to secure our assets, for sustained surveillance and security.”

Satish Babu V VP – HR & IR

New Energy - New Competencies

New Energy Solutions in the clean energy transmission space will significantly contribute for more than 50% of the energy requirement across the country. Greenko plans to exploit the new horizon of ‘New Energy Solutions’ and is gearing up its Human Capital to rapidly harness the business opportunities to create value for all the stakeholders. The current employee strength for New Energy sector is augmented with 200 person years.

Greenko Gangdari Hydro Power Pvt. Ltd., Himachal Pradesh

Safety Day Celebrations at PSP, Pinnapuram, Andhra Pradesh

Hemavathy Power & Light Pvt. Ltd., Karnataka

Future Priorities

It is appreciated that good talent is the foundation of success of the organisation. We take collaborative approach compatibility among talent, job profile, expectations, and delivery. Integral to this purpose-led employment is a culture that respects individual needs and ambitions, fosters a high standard of living and encourages work-life balance. We, as a responsible brand believe that employees will remain as one of the strongest change agents for the successful and rapid transition of the Company and nation with innovative and diverse products and services aligned to Net Zero agenda. As the progress of Intelligent Technology tools make the access to information and its analysis, available at fingertips, nature of work and skills will change. Greenko sees an opportunity in this transformation.