EVP – Risk and Resilience — Renewables Construction Book

The mandate

A renewables developer is expanding public-private partnerships while construction risk remains owned inconsistently across project, engineering, contractor and commercial teams. Weather, land, transmission, contractor solvency and community issues can affect several sites, yet reviews focus on individual registers. The board has created an urgent EVP role to aggregate exposure and test resilience before new commitments scale the same weaknesses.

The executive will hold independent oversight across approximately ₹26,650 crore of projects and operating assets and 1,050 employees and material partners. Scope includes enterprise, project, contractor, climate, operational, technology, financial and stakeholder risk. First-line executives remain accountable for management. The EVP sets appetite, challenges acceptance, aggregates dependencies and reports directly to the designated sponsor with protected board access.

Renewables construction risk is stage-dependent. Development uncertainty in land, resource and grid gives way to logistics, civil, lifting, electrical and commissioning exposure. The risk architecture will identify evidence and acceptance at each gate. A generic score will not allow an unresolved grid interface or monsoon access issue to disappear inside diversified portfolio averages.

PPP expansion adds counterparty and public-service consequence. Risk review will cover authority obligations, change mechanisms, payment security, service standards, political interfaces and termination. Bid enthusiasm cannot accept risks that projects lack authority, capability or liquidity to control. Residual exposure must have an executive owner and explicit price or contingency.

Why this seat is open

The requirement was not in the approved plan. New PPP opportunities exposed the absence of one accountable resilience authority. Interim committees protect immediate bids but cannot aggregate the construction book. Appointment is targeted within four to six weeks; no concealed event or regulatory finding prompted the role.

What you will own

• Set project and portfolio risk appetite across development, construction and commissioning.
• Aggregate weather, grid, contractor, corridor and stakeholder dependencies.
• Establish acceptance gates for bids, investments and mobilisation.
• Test business continuity, incident and contractor recovery.
• Provide independent reporting and protected escalation.
• Build risk leaders embedded in projects with functional access.

Dependency analysis will look beyond named contractors. Common crane capacity, module routes, transformer suppliers, grid specialists, access roads and weather windows can link otherwise separate sites. The EVP will test simultaneous disruption and identify where schedule buffers or insurance fail because several projects rely on the same recovery resource.

Contractor resilience includes capability and financial health. Claims history, subcontractor control, cash, supervision and recovery behaviour will supplement compliance. Support to a distressed partner requires milestones, access and exit rights. Financial damages do not replace delivery recovery or safety containment.

Scenario exercises will involve decision-makers. Severe weather, transport loss, grid delay, cyber interruption or community access conflict will test authority, information, cash and communication. Findings must change design, contract, inventory, route or escalation. Rehearsal completion alone is not success.

Board reporting will distinguish inherent exposure, control effectiveness, accepted residual risk and trend. Exceptions will expire and repeated waivers will force a structural decision. Near misses will be reviewed for assumptions and incentives, not only procedural breach.

Insurance and claims will be treated as resilience instruments rather than post-event administration. The EVP will test deductibles, exclusions, delay coverage, notification duties and insurer engineering conditions against the actual construction sequence. A nominal policy will not offset the inability to restore access or source specialist equipment. Community and land commitments will be captured alongside contracts, because loss of trust can stop work even where legal rights remain intact. Recovery plans will identify authorised engagement and remedy.

Quarterly portfolio reviews will compare insured assumptions with current site conditions and delivery sequence.

The first 12 months

Within 60 days, the EVP will review the 20 highest-consequence exposures and all pending PPP commitments. By day 90, the sponsor will receive a portfolio risk map, interim gates and immediate containment decisions.

By month eight, two contrasting projects should complete resilience exercises, five concentrated dependencies should carry tested recovery and PPP bid governance should use revised risk acceptance. Embedded risk roles will have protected escalation.

At year-end, high-risk exceptions should fall 60%, severe remediation actions close 90% on time and critical recovery objectives pass every scheduled test. Forecast exposure should reconcile to contingency and insurance, with no material bid advancing on an unowned grid, land, contractor or public-service assumption.

What the board will measure

• Independent risk challenge changing bids and mobilisation.
• Portfolio dependencies visible beyond project registers.
• Tested contractor and disruption recovery.
• Explicit acceptance and funding of residual exposure.
• Strong project risk leadership and succession.

The person

You are an EVP Risk, infrastructure CRO or project-resilience leader with 22–28 years of experience. You have governed at least ₹15,450 crore and 725 employees. Evidence must include a major-project gate you conditioned, a contractor recovery and a severe-weather or grid exercise that changed the delivery plan.

This onsite Ahmedabad role requires extensive project, authority, lender and contractor travel. You can challenge engineering and commercial claims without taking first-line authority.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. Measures include exposure reduction, gate quality, tested recovery, remediation, independence and succession. Final terms will reflect the confirmed PPP and project-risk perimeter.

Confidentiality

The developer, projects, counterparties, bids and risk evidence remain confidential. Controlled information follows qualification and an undertaking. Ahmedabad and rounded figures are non-identifying.