Knowledge Hub

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.

Pawan Kant

Chief Executive Officer
LTIDPL IndVIT Services Ltd
(Investment Manager to the IndInfravit Trust) ×

Mr. Pawan Kant

Chief Executive Officer
LTIDPL IndVIT Services Ltd
(Investment Manager to the IndInfravit Trust)

Mr. Pawan Kant is an Infrastructure & Engineering professional with over 3 decade experience in executing and management of large infrastructure projects including on PPP basis. His areas of expertise besides P&L are Project Execution, Operations and Management, M&A, Bidding, Commercial & Contracts etc. He has worked on large projects in India and Overseas. He has worked with the House of Tata’s besides experience of other domestic and international corporates such as Kalpataru Power Transmission Limited, Singapore Technologies, Hindustan Construction Company Limited, Great Eastern Shipping, etc. He has worked on Roads and Highways, Industrial Park, SEZs, Power Transmission, Townships, etc.

He was also instrumental in successfully executing India’s first integrated project on Relationship Contract model (Alliance Contracts); the largest logistics project in SE Asia, multiproduct SEZ in India, Highway etc. He has also worked on initiatives of World Economic Forum.

As CEO of Investment Manager to the IndInfravit platform, he is responsible for management and growth of the assets under the portfolio. IndInfravit Trust is India’s foremost Public Listed Privately held platform. It owns and operates 13 highway projects accumulating 5000 kms length. Globally renowned long-term Investors – CPPIB India Advisors Private Limited, Allianz Capital Partners GmbH & OMERS Infrastructure Europe Limited are Key Investors into the platform.

BOMA’s latest guide offers practical guidance for operations managers while connecting the data collection practices for operational management and efficiency with corporate portfolio risk management.

We already collect much of what we need to understand our risk exposures, providing an auditable trail of evidence for routine filings and declarations of how the property portfolio is affected by climate change and other contextual trends.

Critically, it allows us to focus on what we can control: our operations.

We can know and manage how a failure in the power supply will affect us, and therefore what we must do to ensure that our tenants and we can continue to operate effectively. It is the underlying concept behind operational resilience: safe-to-fail.

It builds confidence and value in the market, distinguishing properties that can support continued operations over those that fail. When we view our properties through an operational resilience lens, many opportunities present themselves in cost and risk reduction while enhancing operating efficiencies and value.

This guide was originally published in https://www.boma.org/

The Asia Pacific data centre market is one of the fastest developing regions and is on track to become the world’s largest over the next decade. Explosive growth in data centre demand across the region, however, has deepened the sector’s environmental impact.

Leaders in the data centre industry have responded by becoming powerful voices for sustainable change and as per a recent webinar on Data Centres in Australia Driving the Sustainability Agenda, they are interested more in collaborating than competing and agree that newer standards and gauges can unlock the next green wave of impact and value.

Data centres have traditionally relied on Power Usage Efficiency (PUE) as the sustainability metric of choice. While substantial improvements in PUE standards have been made over the years, measuring PUE alone fails to capture the full environmental impact of data centres.

In this report, we explore how PUE, in combination with Water Usage Efficiency (WUE) and Carbon Usage Effectiveness (CUE) can form a more holistic measure of sustainability performance.

This report was originally published in https://www.cushmanwakefield.com/en/insights/a-new-trinity-for-measuring-data-centre-sustainability