As we continue to grow on the global stage and enter more complex areas, we are transforming our very foundation to unlock the next level of performance. We are leveraging digital tools to drive efficiency, investing in a high-performance culture, and reimagining operations to drive excellence. These efforts position us to lead in a fast-evolving industrial landscape, ready to scale faster, respond with agility and deliver greater value to stakeholders.
A comprehensive digital strategy roadmap is developed to accelerate the adoption of advanced technologies, streamline internal processes, and maximise returns on IT investments. This roadmap reflects a future-ready vision that aligns digital initiatives with long-term business goals.
The digitisation strategy executed in FY 25 lays a strong foundation for continued growth, resilience, and innovation. These initiatives position us to thrive in a dynamic industrial landscape, with enhanced capabilities in collaboration, customer engagement, data intelligence, and cybersecurity.
We undertook efforts during the year to digitalise internal processes, with a focus on streamlining workflows and driving efficiency and transparency across functions.
Digitised all processes from lead generation to relationship management and account management across the lifecycle.
Digitised and streamlined turbine data capture using a dedicated device, transitioning away from the traditional method of manual recordings by end-users in logbooks.
Initiated preliminary work to digitalise the supply chain via a vendor portal. This will help enhance placement efficiencies, ensure better control across the value chain and promote transparency across various stages of order execution, providing more visibility to our customers.
FY 25 marked the first full year operating on the latest ERP RISE with SAP S/4HANA, hosted on private cloud. The new system has streamlined data management through encrypted databases and archival solutions and enabled better integration with analytics platforms. This has resulted in an agile, data-driven organisation, improving the overall system performance, scalability and decision-making.
The upgraded SAP has further enhanced disaster recovery, enhancing business resilience and continuity.
Improvement in average product delivery lead time in FY 25
Increase in supplier count in FY 25
Employee Addition in FY 25#
Average training hours per employee
# On consolidated basis
*excludes Graduate and Diploma Engineers training which is 950 person-hours/trainee
Our existing manufacturing capacity of 350+ turbines is sufficient to support our growing order book. This is supported by a robust execution model with product designed in India, material sourced globally, and service delivered locally. This enables us to meet customer requirements with agility and ensure timely deliveries.
In FY 25, we implemented various measures to ensure manufacturing resilience and future-readiness, including:
We undertook a comprehensive reconfiguration of systems, processes and supply chain to enhance manufacturing readiness with flexibility, adaptability and responsiveness. This will be critical in efficiently managing a growing mix of complex and customised product mixes.
We ramped supply chain to ensure dynamism in an evolving market. This included increasing our global supplier base, building relations with customer-specified authorised vendors, and establishing quality requirements with the existing supplier base in India. We further broadened our supply chain across India, Eastern Europe and Asia, to reduce dependence on a few suppliers and ensure high-quality procurements at competitive rates.
Additionally, we adopted supplier forecasting tools, scaled up subcontractor capacities and enabled multi-shift operations across key plants. These concerted efforts strengthen our capability to effectively execute large turbine orders while meeting the customer’s compressed delivery timeline requirements.
People are pivotal in driving innovation and sustaining organisational growth. In FY 25, we integrated our talent strategy with business priorities, strengthened people capabilities and focussed on ensuring leadership continuity.
Our efforts included investing in continuous internal talent development, hiring external talent and collaborating with industry to build a future-ready workforce. We augmented the team with fresh engineers from Campus, including M.Techs from IISc./IIT, Graduate Engineers and Diploma Engineers.
Learning & Development (L&D) is pivotal to scaling people's capabilities. Guided by the principles of customer centricity, operational excellence, creativity, innovation, and a service mindset, our mission is to cultivate leadership at every level.
Our L&D ecosystem is thoughtfully designed to strengthen both technical and behavioural capabilities across roles and functions. We promote a culture of continuous and collaborative learning through a diverse mix of formats, including instructor-led programmes, teach-back sessions, knowledge-sharing forums, e-learning modules, on-the-job training, SME-led workshops, and learning clubs.
These efforts empowered employees to grow, innovate, and lead with confidence, while securing succession planning at both intermediate and higher levels. They position us to navigate the changing market landscape, strengthen the foundation for sustainable growth and deliver exceptional value to our customers.
