Suzlon Energy Ltd Management Discussions

2 The trade outlook is subject to various risks, including weaker-than-anticipated global demand, escalating geopolitical tensions, and further disruptions in the maritime transport. Moreover, with elections taking place in many countries this year, heightened trade policy-related uncertainty and the potential for more inward-looking policies could weigh on trade prospects and economic activity.²

The coming decades will present a challenge for the economy and energy system to transition to renewable energy generation. Therefore, among policymakers and international institutions, there is a strong understanding that the world must accelerate installations. It is expected that the global wind installations will reach to around 3 TW of cumulative wind capacity by end of 2030. However, this will require annual wind installations to grow more than triple from the current levels of ~117 GW to at least 320 GW over the course of the decade.¹

Global Wind Energy Outlook

Now is the most fascinating period in the wind industry. Never have we seen such a global resolve in combatting and achieving carbon neutrality. At COP28 in Dubai, nearly 200 governments agreed to ‘the historic goal of tripling renewable energy capacity. Leaders across the globe demonstrated the ambition, an urge to transition away from fossil fuels, limit the global temperature rise and avert the worst impacts of climate change. 2023 witnessed exponential growth in new wind installation across the world. It marked the highest wind capacity installation in a year, ever in the history of wind power. In 2023, 116.6 GW of new wind capacity was added worldwide, bringing the total global wind capacity to 1 TW. New wind installations were 39 GW higher in 2023 as compared to 2022.¹

1 https://gwec.net/wp-content/uploads/2024/04/GWR-2024_digital-version_final.pdf

2 https://www.worldbank.org/en/publication/global-economic-prospects

Figure 1 – Historic Development of Global New Installations (Onshore and Offshore) - Calender Year Source – GWEC: Global Wind Report 2024

Global Market Status

In 2023, out of the total new wind installation of 116.6 GW, onshore capacity stood at 105.8 GW which brings the cumulative global onshore capacity to 946 GW. The onshore wind installations witnessed a rise of 12.35% YoY in 2023, marking the highest capacity addition so far. On the offshore front, the total installed offshore wind capacity reached to 75 GW in 2023 as compared to 64 GW in 2022.³ The top five markets in terms of new wind installations in 2023 were China, the USA, Brazil, Germany, and India. Combined together, they accounted for 79% of new wind capacity. Region wise, APAC & Europe were the highest contributors to new wind installations in 2023.³ In 2023, the top five markets by cumulative installed wind capacity in the world remain the same as the previous year, which includes China, the USA, Germany, India, and Spain. These countries together account for 72% of the worlds total installed wind power.³

3 https://gwec.net/wp-content/uploads/2024/04/GWR-2024_digital-version_final.pdf

Figure 2A – New Wind Power Capacity (By Region) Source – GWEC: Global Wind Report 2024

Figure 2B – New Wind Power Capacity (By Market Share) Source – GWEC: Global Wind Report 2024

Figure 3 – Global Wind Installations Outlook (Forecast): CY23-28e Source – GWEC: Global Wind Report 2024 Under the current global policy scenario, new wind capacity across the world is expected to touch 130 GW in 2024. Further, 791 GW of new wind capacity is expected to be added in the next five years with a CAGR of 10% and an average new capacity addition of 158 GW per year until 2028.³

Indias Performance

India played a key role in propelling the propelling Wind Energys growth rate of 6.6% in the South Asian Region in 2023. The growth for FY24 in India was driven by a combination of factors. Growth in industrial activity, including manufacturing and construction exceeded the industrys expectations The services industry also remained resilient, mitigating the impact of a slowdown in agricultural production partly attributed to the variations in monsoon. Domestic demand continued to be a significant driver, fuelled by a surge in investments, particularly in infrastructure, offsetting a moderation of consumption growth as as the post-pandemic pent-up demand eased. The inflation rates in India also remained within the Reserve Bank of Indias target range of 2% to 6% since September 2023, which has helped in creating a stable growth environment.⁴ India ranks fourth in global wind installations, with 45 GW of installed onshore wind as of January 2024. It is the second largest wind market in the Asia Pacific region after China. Driven by the strong vision of the Government of India to make the country a developed nation by 2047 and several strategic economic growth initiatives, Indias commitment towards renewable energy remains a priority.

3 https://gwec.net/wp-content/uploads/2024/04/GWR-2024_digital-version_final.pdf

4 https://www.worldbank.org/en/publication/global-economic-prospects

In 2023, India commissioned 2.8 GW of onshore wind capacity as compared to 1.8 GW in 2022 with an increase of 56% as compared to the previous year. Year 2023, marked the highest annual installation in India since 2017.⁵ Various strategic initiatives introduced by the Government of India are expected to boost renewable energy in India. Initiatives like "Aatmanirbhar Bharat" (Self-Reliant India) through "Make in India", net zero target by 2070, target of 500 GW non-fossil fuel capacity by 2030, including 140 GW of wind, and the National Green Hydrogen Mission may prove to be a milestone in Indias energy transition journey

Figure 4 – Installed capacity in India

Source – CEA: All India Installed Capacity, March 31, 2024

Coal is a major source of energy in the country. However, coals contribution to the total installed energy capacity mix reduced from 49% in FY23 to 48% by the end of FY24. Solar is the second major contributor with 19% of the total capacity, followed by Hydropower at 11% and Wind power at 10%. The Renewable Energy Sources (RES), which includes Small Hydro Projects, Biomass Power, Urban & Industrial waste power, Solar and Wind Energy, accounts for 32% of total installed capacity, up from 30% in the previous year.⁶

All wind and hybrid tenders concluded as of September 2023 reflect a cumulative pipeline of 13 GW of wind projects in India. In order to In order to accelerate achieving the annual wind targets and renewables auctions, the central government, has provisioned PSUs to administer the auctions. On the regulatory and policy fronts, various steps have been taken to promote the renewables and wind sector in India, which includes, but is not limited to, like 10 GW of annual onshore wind bids targeted from 2023-27, inter-state transmission system charges waiver extended till June 2025 and wind specific RPO from 2023 to 2030.⁵

5 https://gwec.net/wp-content/uploads/2024/04/GWR-2024_digital-version_final.pdf

6 https://cea.nic.in/installed-capacity-report/?lang=en

Indias Wind Energy Outlook

Indias onshore wind market is poised to grow after a long hiatus. Hybrid RE projects of Wind and Solar instead of either Wind or Solar are a reality. The industry has seen the transition from Hybrid to Round-the-Clock (RTC) and has moved to Fixed and Dispatchable Renewable Energy (FDRE) tenders solidifying winds position in Indias energy transition. It is expected to reach 4.8 GW in 2025 driven by the expiry of inter-state transmission system (ISTS) in June 2025. As of March 31, 2024 Indias total installed wind capacity stands at 45,866 MW, up by 8% from the previous year.

Figure 5 – Total Installed Wind Capacity in India Source – MNRE: Installed Capacity Report, FY19- FY24

Figure 6 – State-Wise Installed Wind Capacity in India Source – MNRE, March 2024 In FY24, highest new wind capacity was added in Gujarat (1744 MW), followed by Karnataka (725 MW), Tamil Nadu (586 MW), and Maharashtra (195 MW). Currently, Gujarat has the highest total installed wind capacity of 11.72 GW, closely followed by Tamil Nadu (10.60 GW), Karnataka (6.02 GW), Maharashtra (5.20 GW), Rajasthan (5.19 GW) Andhra Pradesh (4.09 GW) and Madhya Pradesh (2.84 GW). https://mnre.gov.in/year-wise-achievement/

Due to business challenges like state-level issue for right of way, delayed payments, PPA sanctity, and land allocation progress, the onshore wind growth has been slow in India. However, there have been areas where progress has been quick, giving positive growth outlook to wind energy sector in India. In the recent developments to finalise the offshore wind seabed tender, approval of viability gap funding for the initial 1 GW of offshore wind capacity was one of the key areas among others.

Products and Technology

Increase in market competition, lower tariffs, and the availability of cheaper sources of power like solar energy has made it necessary for the wind turbine manufacturers to focus and invest more in research and development and product innovation. With a strong knowledge base and track record of 29 years, Suzlon has always prioritised and focussed on improving its product portfolio. Over the years, Suzlon has made consistent efforts to build a strong customer base across the globe and established a great relationship with them. Suzlons proven robust technology has enabled the company to increase the turbines designed life with expert, in-house Operations and Maintenance Services. Suzlons current product portfolio includes –

6-7% higher energy

yield over S111

27-33% higher energy

yield over S120

11-12% higher energy

yield over S133

These consistent developments are a reflection of the Groups focus towards meeting the market demand through new product innovation, investing in R&D and ensuring world class technology and products for the customers.

Key Initiatives and Priorities

Suzlons wind installations in FY24 grew more than that in FY23. The key priorities and initiatives that will help Suzlon grow as envisioned are as follows: Providing best-in-class service spanning the entire lifecycle of wind energy projects Continuing to reduce LCoE through better technology and products more specific to the market conditions Optimising cost through value engineering and improving efficiencies across the value chain Continuously surpassing the market benchmarks beat the market benchmark and achieving best machine availability Helping improve yields for our customers.

Financial Turnaround and growing the order book

Suzlon has been the front - runner for the RE transition in India and has been the market leader with ~32% basis cumulative installations. FY24 has been pivotal for Suzlon with, Debt-free balance sheet with net cash surplus of

1,197 Crores

as of June 30, 2024

2,800+ Crores

Adequate working capital lines for gearing up the supply chain

Huge order book of

3.8 GW

as of June 30, 2024 providing revenue visibility

29 years of strong credibility with

96%

of guaranteed machine availability

Business risks and mitigation measures

Suzlon has an active risk-mitigating strategy that allows for a comprehensive review of the internal and external environment, enabling proactive measures to address challenges to the best extent possible. The key elements of the programme are summarised below:

Technology risk: Cost pressure has driven technology innovation, which has paved the way for wind turbine manufacturers to develop innovative and cost-effective solutions. Suzlon has world class technology know-how with Indian- European research & development footprint. With the help of in-house technology and design capabilities, Suzlon has developed a product portfolio specifically for the Indian market with low wind conditions. The Group works consistently towards performance improvement and cost reduction across components and bringing efficiency in the overall project lifecycle. Supply chain risk: Wind turbine manufacturing requires meticulous and time-bound planning of the supply chain, including resources for procurement. Critical components like gearboxes, bearings, generators, converters, towers and blades have long ramp-up durations, limiting agility. Suzlons supply chain management ensures that resources are efficiently deployed and optimally utilised. There is a strong focus on the localisation and standardisation of the supply chain to meet the objectives of on-time availability, reduced production costs, and domestic growth. Most of the components costs are linked to the cost of aligned commodities like steel, copper, crude, etc., and to such extent, the Group carries the risk of fluctuations in commodity rates. Geo-political disturbances continues to add to the logistics and supply chain disruptions that lead to hindrances in the timely component availability, thereby affecting the cost and schedule. Suzlon takes consistent efforts to reduce the existing pressure on the supply chain by developing alternative vendors and securing long term commitments.

Project execution risk: In the recent past, Indias wind industry struggled with project execution due to delays in arranging land and statutory approvals, resulting in cost and time overruns. Other associated risks include extreme climatic and environmental conditions, natural disasters no on-time availability of grid capacity for evacuation, unavailability of suitable land resources, no on-time availability of cranes for installations and execution of projects crane for installations and timely execution of project. The Group undertakes regular monitoring of project progress considering the agreed plan to ensure timely completion of the project.

Business volume risk: The Suzlon Group has been able to achieve a healthy order book of 3.8 GW as of June 30, 2024 and is working on executing a healthy order pipeline across various customer segments, including the Commercial and Industrial sector (C&I Segment). The increase in tariffs around viable levels of 3 per unit provides confidence on step-up in wind turbine installation & commissioning. However, the company is exposed to changes in government policies.

Availability of adequate working capital: The Wind Turbine Generator (WTG) business is working capital intensive, and thus, a sizeable non-fund based working capital limit is required for executing the WTG orders. Suzlon partnered with REC and Barclays for a non-fund based revolving working limit of 2,800 Crores and shall avail additional limits on need basis, which can adequately sustain the execution of the current order book. The current facility is non-fund based, which will primarily be off-balance sheet, keeping Suzlon debt-free while significantly improving commercial terms with the Companys customers and suppliers. With improved balance sheet and credit ratings from external rating agency, the Company is well-positioned to tap into various financing arrangements in the future

Delay in funding for planned capital expenditure: The Company has successfully launched its new WTG model S144, which is under serial production. The Company has a net cash surplus of 1,197 crores as of June 30, 2024 and is well-positioned to undertake capital expenditure (mainly towards blade moulds) on a timely basis. The Company seeks to increase its capital expenditure in the future to tap into the market potential the market potential along with investments in technology and process improvements.

Poor financial position of distribution companies:

Electricity distribution companies in several states of India are still reeling under financial distress. While Suzlon does not have any direct commercial relationship with these distribution companies, indirectly it could still have adverse effect on Suzlons business volume, as a result of operations and future cash flow. This could also create a negative market perception and thus could possible lead to an adverse impact on Suzlons business. Suzlons customer base has a high proportion of C&I customers. Hence, a poor financial position of the distribution companies would have limited impact.

Foreign exchange risk: Suzlons businesses are exposed to fluctuations in the foreign exchange rates. The fluctuation in the currency rates may have a potential impact on the profit and loss statement, where any transaction references more than one currency or where assets/ liabilities are denominated in a currency other than the functional currency of the Company.

High level of inflation in India: The inflation rates in India have remained volatile for some time. Sustained inflation could cause further rise in the cost of raw material, direct costs, and overheads, leading to margin contractions. High fluctuations in the inflation rates may make it more difficult for Suzlon to accurately estimate or control the operational costs. Suzlon may not be able to pass any such resultant increase in cost to our customers either entirely or partly. This could adversely affect our business and financial condition. Continued inflation at higher levels could also keep the interest rates higher for longer, which may impact the Companys profitability and bring down the products sale prices.

Internal control systems and their adequacy

The Management Assurance team, consisting of in-house team members and experienced co-sourced partners, undertakes independent reviews of risks, controls, operations and procedures, identifying control and process gaps and recommending business solutions for risk mitigation. The Group runs in-house Risk and Misconduct Management Unit, which supports the Management in assessing, evaluating, strengthening, and institutionalising the value chain from an ethical business standpoint. All complaints received under the Whistleblower policy are evaluated on a regular basis. The Audit Committee of the Board periodically reviews the Companys management audit reports, audit plans, and recommendations of the auditors and managements responses to those recommendations. The Audit Committee meets four times during FY24.

The Company is investing in transformation Initiatives to ensure that the systems are automised and the software and ERP tools are updated.

Corporate Social Responsibility

The 13,000+ wind turbines that we operate are most often built in remote, open areas where the necessary force and frequency of wind power is available. Wind farms are land intensive, which creates the need for active and ongoing community engagement with land owners, and the village communities that they belong to. This need led to the start of Corporate Social Responsibility (CSR) activities within Suzlon and the birth of the Suzlon Foundation.¹

Pioneering CSR in India as part of Suzlons clean energy agenda

Founded in 2007, Suzlon CSR carries out all CSR activities for the Suzlon Group, and has been doing so, well before the enactment of the CSR Law in 2014. Our CSR strategy and goals have been in practice for more than 15 years and the village-level community development models that we have organically fostered have spread across 8 states and 1 union territory of India, with more than 40,28,000 populations reached across more than 9,62,000 households in FY24. More than 44 profit-making, self-reliant village level institutions are currently operational.

1Registered as a Section 8 company or "Non-profit organization"

Strengthening Grassroot Level Delivery Mechanisms

For Suzlon, creating a greener world involves responsible management of our financial, natural, social, human, and physical capitals. Suzlons CSR goals follow the triple bottomline approach interlinking the 3 Ps of People, Planet and Profit, in a manner that is strongly relevant for the business. With a four-pronged focus, these goals are represented by the SUZTAIN model, and forms the basis for developing new projects and programmes. Pursuing these goals helps Suzlon strengthen its social standing, goodwill, stakeholder engagement and brand value. In this way, the Company addresses the twin objectives of sustainable development and maintaining profitability, while mitigating business risks.

The village communities that adjoin Suzlons sites lie at the core of he Companys CSR focus. Over the 25-year lifecycle of Suzlons turbines, Suzlon CSR works with these communities following the Engage-Empower-Sustain process. Village Development Committees (VDCs), Self Help Groups and other village institutions are the vehicles of change and development, and their formation marks the first crucial level of ‘engagement with a village. The Engage-Empower-Sustain process flow is backed by Suzlons well-articulated goals that envisage a phased approach to development of communities that are often socially heterogeneous, divided, not aware and thus, powerless.

Development cycle for a VDC

We work through the VDCs and other village institutions in six key developmental areas:

Besides these broad areas, Suzlons "Zero Programmes" are specifically designed to address the unarticulated needs of a few other disadvantaged groups that are either overlooked or lack the power to represent their needs. These groups include senior citizens, children below 5, people with disabilities and vulnerable animals and birds that share our local habitats.

Community grievance redressal mechanism

Working cohesively with the communitys sanction and cooperation is a critical aspect of what Suzlon does. As land is Suzlons agency, the Company constantly endeavours proactively to avoid and/or minimise conflict with other stakeholders. To this end, Suzlon follows a detailed grievance redressal mechanism that tackles three major categories of grievances originating from: (1) the community (2) media (3) persons of power. For the first category of grievances, the sources can be further sub-divided into: (a) genuine community grievances (b) community expectations, and, (c) threats from antisocials. Regional level CSR managers are the principal troubleshooters and negotiators for such incidents, mediating between internal decisionmakers and external stakeholders to resolve issues, in conformance with human rights principles. In FY24, a total of 25 real grievances were handled. This grievance redressal mechanism was instituted from the FY18. Tracking and redressing community grievances has helped Suzlon identify and address systemic issues, thereby improving stakeholder relations and organisational accountability.

Performance review across different focus areas

Suzlon CSRs initiatives are rolled out in consultation with and through the medium of VDCs and other recognized NGOs, community-based organizations and corporate foundations. In FY24, Suzlon implemented its CSR programmes in partnership with 23 agencies and collaborated with more than 200 private and public sector institutions to converge resources, utilising more than 2.23 crore of co-funding from stakeholders like employees, customers and community members, in addition to the annual Suzlon CSR funds.

Environment

Suzlons ongoing environment-focused activities involve a wide variety of stakeholders and benefit local habitats, flora and fauna and villagers, too. Planting of trees and overseeing and intervening in their growth till the time they reach maturity is an ongoing activity, through which Suzlon ensures that the objective of greening areas is met and does not become a mere statistic. In FY24, nearly 35,486 saplings were planted, while 24,878 trees have survived. Native species were planted as these adapt better to the surroundings. The species variants planted include karanj, saresh, bagi, black board tree, vepa, banyan, badam, ber, palmyra, marri, to name a few. It is a matter of pride that 6,303 trees out of 8,990 have survived in the arid areas of Gujarat, which is the highest survival figure this year. The higher rate demonstrates the success of Suzlons drive to educate neighbouring communities on the benefits of the native species planted and how to take care of them.

This year, Suzlon CSR launched a grasslands restoration project in the Gulunche village, in the Purandar taluka of Pune. The project is called ‘Reviving Vulnerable Grassland Ecosystem Project and was launched with the symbolic plantation of 20 saplings of native grass species, Anjan and Sheda, by stakeholders. The project will be implemented in collaboration with Pune Municipal Corporation, Atree and The Grassland Trust, with support from the community members of Gulunche Village. Grasslands and scrublands act as habitats for wildlife and are under severe pressure from the urban sprawl, and need conservation.

Water conservation is another critical area of focus and Suzlons interventions range from de-siltation of rivers and ponds, creation of farms ponds, check dams and rainwater harvesting systems. Extensive tree plantations are an effective means of water retention and conservation. This year, Suzlon successfully conserved more than 3,76,694 cubic metres of water by building check dams, recharging borewells and cleaning up village water bodies like ponds and tanks. Farmers were benefited, while villages got regular supplies of clean water.

To make villagers more amenable to organic farming and to promote circular practices, separate awareness campaigns were held. More than 500 households were targeted for spreading awareness about wet waste collection and composting. Twenty villagers were provided with training on organic farming practices using locally produced vermicompost. In this way, Suzlon CSR is trying to spread self-sustaining agricultural practices in the villages where we work.

The ‘Zero Sparrow Deaths programme aims to provide a conducive habitat for bird populations to survive and flourish. Suzlon installed nearly 11,963 bird conservation units like nests, water troughs and bird feeders. More than 48,675 birds belonging to a variety of native species like mynas, bulbuls, finches, are expected to be benefited.

Empowerment

The ‘Suztain model of CSR that Suzlon follows works on the Engage-Empower-Sustain principle to create long-lasting change, where the crucial step of ‘Empower is represented by stages 4 and 5 on the VDC development cycle, where a VDC becomes an independent, income-generating entity. As part of Suzlons post-Covid efforts, Suzlon has been consistently trying to get more and more VDCs actively functioning so that they reach Stage 4 on the VDC development curve. VDCs are encouraged to take up income generation activities so that they can become profitable and self-sufficient and can progress to stage 5 and beyond. Income generation, profit mobilization and running as an independent, self-governed, sponsoring entity (Stages 5 and 6) is a huge step towards village empowerment. Out of the 94 VDCs in Stage 4, that have been formed under the aegis of Suzlon CSR, 44 are profitable, with Karnataka having the largest number of working VDCs (details shared in the table)

Typical income generation activities undertaken by VDCs

Running tent house facilities & providing cooking supplies for marriages

Providing microfinance for agriculture Making reusable cloth sanitary pads Running Reverse Osmosis (RO) plant Running plant nurseries/horticulture unit

Running solar-powered flour mill /sugarcane juicer/ wet grinder

The training and awareness building of VDCs and women-led self-help groups (SHGs) also help to empower them. During the year, 329 VDCs and 86 SHGs had exposure meetings, formation meetings, trainings etc as capacity building exercises, with beneficiaries totaling close to 5000 members.

Suzlon believes in empowering the marginalised so that they can realise their potential and the whole society can benefit from it. Women and girl children are a key focus area under this, as womens empowerment benefits their families and even their villages. Life skill trainings were organised for more than 500 adolescents; 40 girls were given self-defence training and 235 women were trained on digital media under the Digital India initiative.

In Tamil Nadu, 3 people with disabilities were empowered to become self-sufficient and earn their own livelihoods with the help of financial contributions made by Suzlon employees from Germany.

Equipping villages with communication media is another impactful way of spreading awareness through better information sharing. Notice boards have been put up in several villages, as a result of which more than 10,723 villagers now have access to updated information regarding activities that can be beneficial for them.

Health

In villages, lack of resources, unhygienic living and work conditions, social and religious prejudices, lack of knowledge and access are often the common causes for prevalence of diseases and poor health. Since good health is a critical building block for a good life and a prosperous society, it is one of our CSR focus areas. During the year, we successfully reached more than 38,460 villagers across Suzlon India operations with its health-related interventions. The beneficiaries belonged to a broad spectrum of the population – from pregnant women to young children and adolescents; from pregnant women to young children and adolescents to sanitary workers, senior citizens, and persons with disabilities. Several mass health awareness programmes were organized this year. These included holding community yoga sessions that were attended by 444 villagers and awareness camps targeting households, wherein more than 2,568 households were reached and made aware about basic daily hygiene and sanitation best practices.

Suzlon consistently invests in strengthening public health infrastructure as this helps the CSR reach scale easily and address our health-related goals. This year, too, Suzlon CSR provided 33 equipments and medicines worth more than 3 lakh across Primary Healthcare Centres (PHCs) in Suzlons operational areas, which benefited 14,400 patients.

In keeping with our objective of serving different groups within village communities, with special attention to marginalized groups, certain specialized interventions were organized. These included providing food support to an old age home with 120 residents, and also providing food to financially underprivileged women and people with disabilities. Sanitary workers provide us with essential services, and the nature of their work exposes them to highly toxic substances that are harmful for their health. Recognising their vulnerability, sanitation kits were provided to 236 such workers. In addition, eye screening and cataract screening camps were also organised for 5,502 people. Women remain one of the most vulnerable sections of the village population. Suzlon CSR often reaches out to this group through the anganwadi network and also invests in strengthening the infrastructure. In FY24, 442 pregnant women and children were reached in this way, and the women were educated about prenatal care. In Karnataka, grocery kits were provided through the anganwadi network to ensure proper nutrition. In continuation of Suzlon CSRs earlier efforts towards making women aware about terminal diseases and giving them access to facilities for checkup, this year, too, camps were organised for breast, oral and uterine cancer detection, along with distribution of communication materials.

Education

Improving access to education, enhancing the quality and extent of education and improving the environment in which education is delivered are some of the key objectives of Suzlon CSR. The support provided during the year helped to further these objectives. To reduce the digital learning divide between urban and rural areas, Suzlon continued its focus on augmenting digital infrastructure in schools, and enabling training in the uses and applications of digital media. This has led to a significant rise in interest among students to pursue careers in technology and to bring the advantages of technology to their own village settings. By empowering the youth, Suzlon hopes hope to enable the digital transformation of India, in our small way.

Further, Suzlon also helped to sponsor fees of needy children and directed funds for creation and improvement of school infrastructure.

Civic Amenities

Indias villages lack public infrastructure due to the disrupted or irregular flow of government funds to remote areas. The situation is exacerbated by the lack of efficiency in the deployment of such funds to the most crucial causes. Rural societys backwardness and low quality of life often originates from the lack of basic civic infrastructure like roads, schools, healthcare centres, facilities needed for agriculture, clean water sources etc. The activities that Suzlon undertakes under this CSR category involve creation of better public infrastructure in villages.

The activities conducted are need based, and are done with the intent of improving livability, health and sanitation, and supporting livelihoods. Given below are some of the major initiatives that Suzlon CSR undertook during FY24. Several of these initiatives overlap with Suzlons other CSR goals like making villages waste free by increasing the awareness and adoption of the 3R principle², reducing environmental impact, and promoting the use of clean energy, to name a few. By helping create the civic infrastructure that is in keeping with our sustainability goals, Suzlon CSR is also helping kickstart sustainable practices in Indias hinterland.