The business operations at Greenko are driven by its Vision, guided by aspirations, and living by its values. Greenko’s SEEDIT Values serve as the foundation for endeavoring culture, stability, and growth. Institutionalization and Adaptation of Greenko Values have been a remarkable journey through Learning and Development interventions. SEEDIT values have been effectively communicated to the employees. Induction programs are being conducted to impart the knowledge of SEEDIT values to new employees, thereby aligning them with the Greenko standards. Greenko not only inculcates values but, believes in living by them and also aids the workforce to follow the same. The appraisal system at Greenko is entirely merit-based and the organization rewards equal weightage to performance and adherence to SEEDIT Values.
Greenko endeavors to improvise the elements of Leadership, Technology, and Processes to develop a strong, and resilient organization. Greenko believes that the critical elements for improvising performance are strengthening and preparing the workforce for future leadership roles, effective utilization of technological tools and processes. Greenko’s strong leadership and governance framework is guiding the group to position itself for long-term value creation by harnessing growth opportunities. Greenko has a welllaid leadership development program to impart knowledge and develop expertise in future leaders. Greenko is continuously upgrading its technology and systems and processes. Management systems with underlying feedback, measurement loops, and performance improvement methods are also adopted. Greenko’s DNA focuses on the maintenance of the balance among Leadership, Technology, and Processes
The human assets form the core of Greenko operations and they are agile, resilient, and responsible groups steering Greenko through a successful path by mitigating all the short and long-term risks and developing into a more prosperous organization. At Greenko, each employee is a responsible steward, the embodiment of values, and strives hard to reinforce the brand. At Greenko, augmentation of Human Capital through inorganic growth is more incidental to business acquisitions, spanning across its various businesses viz. Hydro, Wind, and Solar. The diverse skill set of the workforce has helped in establishing the synergic relationship between variousimg/internal-operating-environment/bltp.jpg stakeholders and also in successful project delivery. The organization is also making enormous efforts for the skill development of its workforce by exploring new project arenas.
The organization believes in the ownership model to develop a team with the traits of accountability, authority, and autonomy to emerge as a successful organization. This has proved effective by bringing out innovative ideas and motivating the workforce to make the right decisions at the right time.
The ownership model at Greenko accords authority to its employees in decision-making. The teams are aligned and encouraged to make the right decisions even in the most critical scenarios. They are also informed about several ‘not-the-Greenkoway’ illustrations in advance, to avoid instances of making wrong decisions. Since most of the relevant information is available in an unambiguous way, it prevents wrong decisionmaking in most scenarios. The team members are encouraged to view things differently and make decisions commensurate with a given situation/scenario. The managers respect and support the team’s decision.
The key to aligning the human asset to match the organizational values for business transformation not only warrants the team to be congruent with the expected outcomes of any business decisions, but it also delivers the task at hand on time. The success of any project generally means timely delivery of objectives within a stipulated time and budget. But, for Greenko it means addressing the concerns of relevant stakeholders to meet their expectations throughout their journey with the company. The stakeholders not only share the success of projects but, are also responsible for their outcomes. The Organizational journey at Greenko, from GKO 3.0 to 4.0, requires the transition from outputbased objectives to outcomes, and this system will aid in owning the task and its outcomes right from the beginning. The organization has, therefore, aligned the KPIs to goals that are beyond outputs and include outcomes that enable ownership and innovation.
At Greenko, the employees and teams can work independently in an autonomous way, with the guiding vision and support from its leaders, as and when required. Each team member is, therefore, sure about the task at hand and can align and coordinate with everyone else. There is a lot of clarity about seeking help at Greenko, the alignment to outcomes enable teams to autonomously decide ‘What’, instead of restricting themselves to ‘How’.
Greenko balances its ‘ownership model’ with the People, Process, and Systems approach. The PPS model was implemented at Greenko to achieve the following:
The People – Expectations & Competencies
The impact of the PPS Model in three years at Greenko has shown:
As a framework, GAM was divided into seven key areas for which detailed processes were delineated, discussed, and adopted in these key areas. The features of the process flow include:
The GAM and HR Leadership Team have convened a ‘Leadership Conference’ to calibrate on the Group’s vision, values, and the PPS Model. All the GAM employees have been trained and the HR Team and GAM Leaders have put the PPS Model to work and the outcomes are ‘propounding and profoundly positive’ for the business.
Also, the KPIs identified for each of the GAM assets (Hydro, Wind & Solar), and the performance outcomes were measurable indicators for Hydro, Wind & Solar Operational Assets. In the Greenko Asset Management (GAM) vertical, majority of the total employees are multiskilled for various domains (Hydro, Wind & Solar) and are eligible to work in multiple functions in addition to their multi-disciplinary domain knowledge, thus reaffirming the circular approach in business management.
The analytical management systems deployed for tracking project and asset management include analytical measures such as:
Celeste Solar - Analyze the trends and identify any deviation from the expected results
GOMs - Tracking of Maintenance activities and alerts to check any form of deviation from schedule or quality GMAT Tracker - Tracking of minutes of meeting and closing the action items
GATS - Tracking of assets (e.g. Modules)
GEPS - Tracking of project activities
Forecast & Scheduling - Deploying statistical forecasting models and realtime weather forecasts to predict day-ahead energy Activity Tracker
The systems also consist of predictive measures such as:
Aerial drones - for digital plant inspection which is an advanced technique for reliability and performance improvement
Thermal Imaging - Thermal Imaging camera to observe the health of modules.
Predict Downtimes -
Development of custom notifications based on queries and machine learning models to identify anomalies and predict impending failures
Greenko has showcased exemplary strengths through its model and PPS framework implementation. Greenko’s renewed strengths along the new dimensions of circular and regenerative thinking would aid its smooth transformation from GKO 3.0 to 4.0.
Stakeholder engagement and inclusiveness have been the prime objective of Greenko’s operations and are evident from Ownership Maturity models and SEEDIT values. The above ‘Value Drivers’ are seamlessly integrated with the ‘Enablers’ to strategically create a Value Proposition with a definite ‘Outcome’. Most of Greenko’s business models are Public-Private partnerships and this has proved effective for Greenko to foster and nurture relationships with stakeholders at all levels, which further helps in strategy development and decision making. Ownership model and PPS are aided with HR strategy to support the inclusive growth among the workforce with suitable policies, processes, and decisions. The bedrock of the company’s reputation is the trust which it has gained through all its years of operations amongst all stakeholders and Greenko believes that this would help in guiding through its transformation stages in subsequent years for making the progression from GKO 3.0 to 4.0. These elements are also embedded in Ownership Maturity Model and PPS systems.
The agility to adapt among all levels of organizational stakeholders is the sole creditor for the organization to undergo a smoother transition from GKO 1.0 to 2.0 and then to 3.0. The policies and internal support extensions for imparting the level of ownership and authority have proved effective for the younger workforce to develop competencies and potential to take up the leadership roles. Further, the leadership pipeline is designed in such a way that it meets the business expansion plans of the Group, thereby helping the younger generation to climb up the ladder. Talent scalability is a critical and ongoing agenda for HR to provide the required number of talented resources for new projects and acquisitions. Since its inception, Greenko has always grown with a mechanism of built-in talent scalability. Ownership and empowerment make the organization more agile by incorporating some traits of self-belief.
Greenko finds its success from the sense of responsible stewardship the workforce has gained through these years. Employee welfare programs, merit-based annual performance reviews, and talent recognition are salient factors for retention of 99% of its workforce during the reporting period.
Availability and flow of information from one level to other is the major requisite for effective decision making. Greenko has established advanced information technology systems to evolve a real-time monitoring system to supervise the progress of project execution and asset management and thereby, enable the availability of information to all on a need-to- know basis. This helps in eliminating conflicts, delays, and friction among the stakeholders and also in developing a sense of stewardship.
Greenko offers a wide range of product solutions, technologies, business models in the Renewables sector in different geographies. The proper management of project execution, follow-ups, and asset governance following high standards requires a sound knowledge of digital solutions with higher efficiencies. Greenko continues to excel in these areas by employing a range of digital and decentralized solutions for carrying out the business in a sustainable and accountable manner. This asset base is being significantly augmented to create an Intelligent Energy Platform. Greenko recognizes the challenges in technological up-gradation and adoption for making the transition from GKO 3.0 to GKO 4.0 and strives to create a robust business model.
The table below mentions the capabilities possessed by Greenko with respect to executing the pumped hydro-power storage projects
Greenko follows a meticulous approach for carrying out the business activities like project execution, management, and delivering the final solutions in a self- disciplined and agile environment. Discipline is one of Greenko’s core values to define process orientation, effective deployment of competencies appropriately, and using systems adequately. Therefore, it has developed an in-house state- of-the-art project monitoring system known as GEPS for tailoring robust and real-time project management, QA/QC, engineering, logistics, material management, and stores. Greenko has developed into an exemplary player by carrying out the business in a disciplined and agile manner and is the paradigm for the best practices in project execution with minimization of operating costs. Greenko realizes the complex nature of the process of transition from GKO 3.0 to GKO 4.0 and therefore, strives to employ solutions to deliver the projects in time without delays.
Greenko team has developed distinctive expertise in various renewable energy sectors by delivering solutions for project execution, asset management arriving at and managing different kinds of commercial arrangements with public and private entities; managing revenues, and distributing value amongst stakeholders. This has allowed Greenko to emerge as a significant market player to constantly create innovative, novel, and futuristic solutions for delivering sustainable value. Greenko believes that the expertise and competencies gained through these years will help in addressing the new risks and challenges in upcoming years and will lead to a smooth transition from GKO 3.0 to GKO 4.0.