Ingraining ESG in the DNA of the organization

Understanding the core

As human beings, we are curious by nature. If you reflect on your choices, profession, passion, you will realize that you resonate with the idea at its very core. It is observed that we are able to respond and perform better when we connect with the thought, concept of what we are doing. When an organization formulates its business strategy, it is always aligned with the vision of the organization. Similarly, it is important that ESG and sustainability are factored in the vision of the organization. It is only when ESG and sustainability as a concept resonate with the organization’s values and its people, they will succeed and have the desired impact.

At IndInfravit, we have attempted to engrain ESG in our DNA. But before doing that we reflected on our business objectives, the ecosystem, our culture and our vision. As an organization, we are continually striving to achieve and maintain the highest quality standards in the operations and maintenance of projects throughout their concessionary term while incorporating environmental and social considerations important for long term survival of business. Being a key player in the infrastructure space, we are cognizant of the impact we have on the overall ecosystem - economy, environment, society and community at large. It has been our endeavour to create a positive impact on the business neighbourhood, environment and the country as a whole. We acknowledge that to drive this, it is important to engage with our stakeholders, work cohesively and hold ourselves accountable. We strongly believe that our ability to take decisions which create a positive impact on the ecosystem forms the very core of sustainability. Imbibing ESG into our business strategy, thus seemed a perfect choice.

Walk the talk

Once you have identified the reason, the next step is to identify specific initiatives and design a framework to drive the ESG agenda. The initiatives could range from implementing solutions, which are readily available, to solutions, which might require innovation and brainstorming. Another important aspect is the oversight and governance around ESG. Typically, an ESG committee comprising of the CXO’s/BODs would augur well for driving ESG related initiatives. Commitment from all stakeholders is essential to ensure that the ESG agenda is implemented in spirit.

At IndInfravit, we have undertaken various initiatives to streamline our GHG emissions. We are in the process of integrating low-carbon energy sources for our operational usage which would significantly reduce our carbon footprint. We have an integrated approach of tolling system operated by solar energy. We have also undertaken the process of conversion of HPSV lamps to LED lights.

We are committed towards lowering our environmental footprint as well as implementing resource- saving practices along the whole value chain. Drip irrigation, ground-water recharge, tracking and measuring pollution, migrating to greener fuels, using green DG sets are some of the initiatives implemented in this regard. We are working towards continual improvement in workforce strategy, terms of employment and employee benefits.

From an implementation and oversight perspective, we have developed an implementation strategy, which penetrates right to the Project Head level. Our aim was to empower our Project Heads to run the initiatives on ground, then have our SBU heads review the pace of implementation and eventually have these dovetail to the CXO’s office for continuous oversight and direction.

I would like to conclude by saying that eventually it is our responsibility to embrace sustainability and pass on to our generations a planet, they can cherish, a way of life that will sustain.