Introduction
Sustainability is becoming an important consideration for companies establishing and expanding Global Capability Centres (GCCs) in India. As these centres take on greater responsibility for global operations, technology, research and product development, their role extends beyond delivering services efficiently. They are also expected to support their parent organisations’ environmental commitments, workplace standards and responsible business practices.
This creates an opportunity for GCC leaders to integrate Environmental, Social and Governance (ESG) priorities into everyday operations rather than treating them as a separate corporate reporting exercise.
For example, a GCC can contribute to environmental goals by selecting an energy-efficient office, monitoring electricity consumption, reducing waste and improving resource management. It can support social objectives through inclusive workplace design, employee wellbeing, professional development and responsible employment practices. Strong governance can help ensure that sustainability claims are supported by reliable data, clear accountability and appropriate oversight.
The workplace is an especially relevant part of this discussion. An office affects energy consumption, commuting patterns, resource use and employee experience. As companies compare locations and workplace models, sustainability can become one of several factors influencing the decision.
JLL’s 2026 research on India’s GCC workplaces highlights the growing importance of sustainability, employee experience and flexible workplace design. These considerations are particularly relevant as GCCs compete for specialised talent and take on more strategic responsibilities.
However, there is no single sustainability model that suits every centre. A small technology team, a large financial services operation and a research-intensive GCC will have different requirements. The appropriate approach depends on the company’s global commitments, local operations, workplace arrangement and business objectives.
This guide explains how GCCs in India can develop a practical ESG strategy, evaluate sustainable office spaces, improve operational performance and connect sustainability initiatives with measurable business outcomes.
1. Understand What ESG Means for a GCC
ESG brings together three related areas: environmental performance, social responsibility and governance.
For a GCC, these areas should be translated into operational priorities that employees and leadership teams can influence.
Environmental responsibility
The environmental component concerns the centre’s use of resources and its contribution to the organisation’s environmental objectives.
Relevant considerations include:
- Electricity consumption and energy efficiency
- Building design and environmental performance
- Water use and conservation
- Waste segregation and responsible disposal
- Sustainable procurement
- Business travel and commuting
- Emissions associated with office operations
- Resource consumption associated with technology infrastructure
Not every GCC will control all these activities directly. For instance, a company leasing space in a managed office may have limited control over the building’s central cooling system. It can still ask the provider for relevant information and assess which operational improvements are possible within the agreement.
Social responsibility
The social component concerns how the organisation treats employees, supports communities and creates a safe and inclusive working environment.
For GCCs, relevant priorities may include:
- Workplace health and safety
- Accessibility and inclusive design
- Fair employment practices
- Employee learning and development
- Mental wellbeing and work-life balance
- Equal opportunities and professional growth
- Employee engagement
- Responsible relationships with suppliers and service providers
These considerations matter because a GCC’s ability to attract and retain employees depends partly on the quality of the working environment and the opportunities it provides.
Governance
Governance determines how sustainability commitments are managed, monitored and reported.
It includes clear responsibilities, reliable data, internal controls, appropriate risk management and transparent communication.
A company may have a global sustainability policy, but the policy will have limited practical value if the Indian centre does not know which targets apply locally or who is responsible for monitoring progress.
GCC leadership should therefore establish how local initiatives connect with the parent company’s policies, reporting requirements and approval processes.
2. Connect the GCC’s ESG Strategy to Global Business Objectives
A sustainability programme should begin with the parent organisation’s existing commitments.
Many multinational companies have established environmental targets, supplier requirements, workplace standards or reporting processes. The GCC should understand these requirements before creating a separate local programme.
Identify the commitments that apply
Start by reviewing the organisation’s environmental and social policies, sustainability targets, procurement rules and workplace standards.
Identify which commitments directly affect the Indian operation and which require coordination with global teams.
For example, a company with a global emissions-reduction target may need local offices to provide electricity consumption data. An organisation with an established supplier code may require workplace providers and contractors to meet specified standards.
The local team should document these expectations and identify any gaps between the current operating arrangement and the desired outcome.
Set priorities based on the GCC’s activities
The most relevant ESG priorities depend on what the centre does.
A technology-focused GCC may place greater emphasis on energy use, electronic waste, responsible procurement and employee development. A financial services centre may need to pay particular attention to governance, supplier controls, responsible employment practices and reliable reporting.
A research and development operation may have additional requirements relating to laboratories, equipment, resource consumption and specialised facilities.
The goal is not to pursue every possible initiative simultaneously. It is to identify the issues that are most material to the centre’s operations and the parent company’s objectives.
Establish measurable targets
Broad statements such as “be more sustainable” are difficult to manage.
Instead, define specific objectives that can be monitored over time. Depending on the available data and the company’s priorities, these might include reducing electricity consumption per employee, improving waste segregation, increasing participation in sustainability training or obtaining more complete environmental data from workplace providers.
Targets should have a baseline, a measurement method, a responsible owner and a review schedule.
Where the centre does not control the relevant activity directly, the target should reflect the degree of influence it actually has.
3. Evaluate Office Spaces Beyond Location and Rent
Office selection is one of the most practical ways for a GCC to influence its environmental footprint and employee experience.
However, sustainability should be assessed alongside cost, accessibility, security, infrastructure and operational suitability.
Look for credible green-building credentials
Green-building certifications can provide useful evidence that a property has been assessed against an established environmental framework.
Depending on the building and certification system, relevant considerations may include energy efficiency, water management, indoor environmental quality, materials and waste management.
India’s commercial real estate market includes buildings with different certification types and levels. GCCs should confirm the specific certification held by a property rather than relying on general claims that a building is environmentally friendly.
A certification is one useful input, but it does not replace an assessment of actual building performance or suitability for the company’s operations.
Examine energy efficiency
Ask how the building manages electricity consumption, lighting, cooling and other major energy requirements.
Useful questions include:
- Are energy-efficient lighting systems installed?
- How is heating, ventilation and air conditioning managed?
- Is building-level energy consumption monitored?
- Can the landlord or provider share relevant consumption data?
- Are there documented energy-efficiency initiatives?
- How does the building manage energy use during periods of lower occupancy?
For a GCC, energy efficiency can be relevant to both environmental performance and operating expenditure. However, actual savings depend on building conditions, usage patterns and the commercial arrangement.
Assess water management
Water-related considerations may include efficient fixtures, leak detection, water-use monitoring, rainwater harvesting and wastewater treatment where applicable.
Companies should establish which systems are available and whether the building or workspace provider can supply meaningful information about performance.
Review waste management
Office waste may include paper, food packaging, electronic equipment and other materials.
A responsible workplace arrangement should explain how waste is segregated, collected and handled. Electronic waste deserves particular attention because discarded computers, monitors, batteries and other equipment require appropriate disposal channels.
A GCC should also examine its procurement practices to identify opportunities to reduce unnecessary materials and extend the useful life of equipment where appropriate.
Consider transport and accessibility
An office’s location can influence how employees travel to work.
Proximity to public transport, safe walking routes, accessibility features and suitable commuting options can support employee experience while helping reduce dependence on individual car journeys.
The actual effect depends on where employees live, their working arrangements and the transport options available.
A centrally located building is not automatically the most sustainable choice for every workforce. GCCs should evaluate the location in the context of their employee distribution and attendance patterns.
4. Choose a Workplace Model That Supports Sustainability Goals
A GCC can operate from a traditionally leased office, a managed office or a flexible workspace. Each model offers different levels of control over the workplace and its environmental performance.
The appropriate choice depends on the centre’s scale, operating requirements, duration of commitment and ability to manage facilities directly.
Traditional leased office
A traditional lease can give the company greater control over office layout, equipment, building modifications and workplace standards, subject to the lease and building rules.
This may be useful when the GCC needs specialised infrastructure or wants to implement its own environmental initiatives.
However, the company may also need to coordinate fit-outs, maintenance, waste management and facilities operations. The environmental impact of the initial fit-out and the materials used should be considered alongside ongoing building performance.
Managed office
A managed office can provide a dedicated workspace with facilities and operational support.
Depending on the agreement, the provider may manage utilities, maintenance, cleaning, waste collection and other services.
This can simplify implementation, but the GCC should establish what information is available and which sustainability practices the provider follows.
Questions to ask include:
- Can the provider share electricity and water consumption data?
- Does it have documented waste-management procedures?
- Are environmental standards included in supplier policies?
- Can the company request information for internal ESG reporting?
- Are energy-saving measures and resource-efficiency initiatives in place?
The answers will help the company determine whether the arrangement supports its reporting and operational requirements.
Flexible workspace
Flexible workspace can help a GCC accommodate a changing headcount without immediately committing to a large, long-term office footprint.
This may be useful during an initial launch, a phased expansion or a period when future hiring needs remain uncertain.
A smaller initial commitment can help reduce the risk of paying for unused space. However, flexible workspace is not automatically more sustainable. Its performance depends on the building, occupancy, resource management and services provided.
GCCs should assess the specific workspace rather than assuming that the operating model alone guarantees environmental benefits.
Match space requirements to actual usage
Overestimating office requirements can create unnecessary occupancy costs and resource consumption. Underestimating them can lead to overcrowding or an early relocation.
Companies should therefore combine headcount forecasts with realistic attendance assumptions, meeting-room requirements, collaboration needs and plans for future growth.
For further guidance, see How Much Office Space Does a GCC Need? A Headcount-Based Planning Guide.
5. Design a Workplace That Supports Employee Wellbeing
Sustainability is not limited to environmental performance. A responsible workplace should also support the people who use it.
For GCCs competing for specialised talent, the physical work environment can influence employee experience, collaboration and retention.
Prioritise indoor environmental quality
Lighting, ventilation, temperature, acoustics and cleanliness can affect how employees experience the office.
When evaluating a workspace, consider whether it provides adequate natural light where possible, appropriate ventilation, comfortable workstations and spaces suited to different activities.
The requirements of a technology team working on complex problems may differ from those of a customer support team or a finance operation with frequent confidential discussions.
Workplace design should reflect the activities employees actually perform.
Create spaces for different work styles
Not every task benefits from an open-plan environment.
Employees may need quiet areas for concentrated work, meeting rooms for confidential conversations, collaborative spaces for project discussions and informal areas for interaction.
A workplace that supports different work styles can make better use of the available area while improving the employee experience.
The goal should be to provide the right combination of spaces rather than maximise the number of desks without considering how the team works.
Make accessibility part of the design
Accessibility should be assessed throughout the workplace, including entrances, circulation areas, lifts, washrooms, workstations and meeting spaces.
GCCs should also consider how employees with different physical needs can participate in meetings, access workplace facilities and move around the office safely.
Inclusive design should be addressed during workspace selection and planning rather than treated as a late-stage adjustment.
Support flexible work arrangements
Hybrid work patterns can change how much office space is needed on a typical day.
Companies should use reliable attendance and utilisation data to understand how employees use the workplace. The information can support decisions about seating, meeting rooms, collaboration areas and operating hours.
The objective is not simply to reduce office attendance. It is to create a workplace that serves a clear purpose while avoiding unnecessary resource consumption.
6. Build Sustainability into Daily GCC Operations
An office may have efficient infrastructure, but everyday operating practices still matter.
A practical programme should involve employees, facilities teams, procurement and local leadership.
Improve energy management
Encourage appropriate use of lighting, cooling and office equipment. Review operating hours and investigate unusual consumption patterns where reliable data is available.
Any changes should remain consistent with building requirements, employee comfort, equipment needs and workplace safety.
Reduce unnecessary material consumption
Digital workflows can reduce the need for some printed documents, while reusable supplies and thoughtful procurement can help limit avoidable waste.
The company should also consider whether purchased items are necessary, durable and suitable for their intended use.
Manage electronic equipment responsibly
GCCs may replace laptops and other equipment as technology requirements change.
Establish a process for inventory management, secure data removal, repair where appropriate and responsible disposal through authorised channels.
Equipment that is no longer required by one team may sometimes be suitable for another approved use, subject to security, compliance and operational requirements.
Involve employees
Sustainability initiatives are more likely to become part of everyday operations when employees understand their purpose and know what actions are expected.
Companies can provide practical guidance on waste segregation, resource use, responsible procurement and workplace practices.
Participation should be encouraged without turning sustainability into an additional administrative burden for employees.
Work with suppliers
Office providers, cleaning contractors, catering services, equipment suppliers and waste-management partners may influence the GCC’s environmental and social performance.
Procurement teams can incorporate relevant requirements into supplier selection and contract reviews.
The requirements should be proportionate to the service and supported by a clear process for checking compliance.
7. Establish ESG Governance and Reliable Reporting
Sustainability initiatives need clear ownership and reliable data to become part of normal business operations.
A GCC should establish how environmental and social information will be collected, reviewed and shared with the parent organisation.
Assign responsibility
Depending on the size and structure of the centre, responsibility may sit with facilities management, finance, HR, procurement, a sustainability team or a designated local leader.
Some responsibilities may be shared across departments.
The important point is to identify who owns each target, who supplies the underlying information and who approves the final report.
Establish a baseline
Before setting improvement targets, determine what information is currently available.
This may include electricity consumption, water use, waste volumes, employee travel patterns, workplace utilisation and relevant workforce indicators.
The centre should document the source, period and limitations of each data point.
Where information is unavailable, the first objective may be to improve data collection rather than announce a reduction target that cannot be measured reliably.
Avoid unsupported environmental claims
Terms such as “green office”, “carbon neutral” and “sustainable workplace” should be used carefully.
A building’s certification does not automatically mean that every activity within it has a low environmental impact. Similarly, a company’s sustainability target should not be presented as an achieved result.
Reports should distinguish between commitments, initiatives in progress and verified outcomes.
Where emissions are measured, the methodology and scope should be consistent with the organisation’s reporting framework.
Coordinate with headquarters
The Indian GCC should understand how its information fits into the parent company’s reporting process.
This includes reporting periods, definitions, data requirements and approval procedures.
Consistent methods make it easier to compare performance across locations and reduce the risk of conflicting figures.
8. Measure ESG Progress Using Practical Indicators
A sustainability programme should include a small set of indicators that the GCC can measure consistently.
The appropriate measures will depend on the centre’s activities and the information it can access.
| Area | Example indicators | What they help assess |
| Energy | Electricity consumption and consumption per employee or unit of office area | Resource use and efficiency trends |
| Water | Water consumption and availability of water-management data | Resource management |
| Waste | Waste generated, segregation practices and documented disposal routes | Waste reduction and handling |
| Workplace | Office utilisation, employee feedback and accessibility improvements | Workplace suitability and experience |
| Procurement | Supplier assessments and compliance with relevant purchasing requirements | Responsible sourcing |
| Employee development | Training participation and professional development activity | Workforce support |
| Governance | Completion of reviews, data coverage and documented accountability | Management and reporting quality |
These indicators should not be interpreted in isolation.
For example, an increase in total electricity consumption may result from a larger workforce or extended operating hours. Consumption per employee may provide additional context, although it may also be affected by attendance patterns and the type of work performed.
Similarly, lower office utilisation does not automatically indicate better sustainability performance if employees lack suitable facilities or the workplace no longer supports business requirements.
A useful ESG dashboard should combine relevant quantitative measures with context about changes in headcount, operating hours, workplace arrangements and business activity.
9. Create a Phased ESG Roadmap for the GCC
Companies do not need to implement every sustainability initiative at once. A phased roadmap can help them focus on practical improvements while building the systems required for more advanced reporting.
Phase 1: Assess the current position
Review global sustainability commitments, local workplace arrangements, available data and relevant operating requirements.
Identify the areas where the centre has direct control and those where it depends on landlords, managed-office providers or other suppliers.
The initial assessment should establish the most important gaps and the information needed to address them.
Phase 2: Define priorities and responsibilities
Select the initiatives that have the clearest connection to business objectives and operational impact.
Assign owners, establish baselines and define how progress will be measured.
Where the GCC depends on a provider, agree on what information and support are required.
Phase 3: Implement operational improvements
Introduce practical measures relating to resource consumption, waste management, workplace accessibility, employee awareness and procurement.
Prioritise actions that are feasible within the centre’s operating model and can be monitored consistently.
Phase 4: Review performance and expand
Compare results with the established baseline and investigate areas where progress is limited.
Use the findings to refine the programme, improve data quality and identify further opportunities.
As the GCC grows, its ESG responsibilities may expand to cover additional suppliers, workplace locations, functions or reporting requirements.
The roadmap should therefore be reviewed as the centre’s role and operating footprint change.
10. Common Mistakes GCCs Should Avoid
Treating ESG as a communications exercise
Public commitments are not a substitute for operational change.
The centre should identify specific activities, owners and measures that support its sustainability objectives.
Selecting an office based only on certification
A certification is useful, but it does not answer every question about cost, energy consumption, employee accessibility, waste management or suitability for the GCC’s operations.
The property should be assessed against the company’s actual requirements.
Setting targets without a baseline
Without reliable starting data, it is difficult to demonstrate progress or determine whether an initiative is working.
Where baseline information is missing, establish a method for collecting it before making claims about improvement.
Ignoring the role of suppliers
A GCC may depend on external providers for workplace facilities, waste collection, catering and equipment.
If those relationships are not included in the assessment, important parts of the centre’s environmental and social performance may remain outside its oversight.
Focusing on environmental measures while neglecting employees
A sustainability programme should not overlook accessibility, employee wellbeing, fair employment practices or professional development.
The centre should evaluate the workplace as an environment for people as well as a physical asset.
Failing to connect local initiatives with global requirements
A local programme may duplicate existing work or collect information that does not meet the parent organisation’s reporting needs.
Coordination with headquarters helps ensure that targets, data definitions and reporting methods remain consistent.
Frequently Asked Questions
1. Why is ESG important for GCCs in India?
ESG can help GCCs support their parent organisations’ environmental commitments, workplace standards, responsible sourcing and governance requirements. It can also inform office selection, resource management, employee experience and long-term operating decisions.
2. What should a GCC look for in a sustainable office?
Relevant factors include building energy performance, water management, waste-handling practices, indoor environmental quality, accessibility, transport connections and the availability of reliable operational data. The company’s security, infrastructure and cost requirements should also be considered.
3. Are green-certified offices always the best choice?
Not necessarily. Certification can provide useful evidence of building performance, but the company should also assess the property’s actual suitability, operating costs, location, services and environmental information. The best choice depends on the GCC’s requirements and the alternatives available.
4. Can a managed office support ESG reporting?
It can, depending on the provider’s systems and the terms of the agreement. Before signing, the GCC should establish whether relevant information about energy, water, waste and other workplace operations can be supplied in a format suitable for its reporting needs.
5. How can a GCC measure sustainability progress?
The centre can track relevant indicators such as electricity consumption, water use, waste management, supplier assessments, workplace utilisation and employee participation in sustainability initiatives. It should define a baseline, use consistent methods and explain significant changes in the operating environment.
6. Who should manage ESG within a GCC?
Responsibility depends on the centre’s size and structure. Facilities, HR, procurement, finance and local leadership may each manage different elements. A designated owner should coordinate the programme and ensure that local activities align with the parent company’s requirements.
7. Does flexible workspace automatically reduce environmental impact?
No. Flexible workspace can help a company avoid committing to more space than it needs, particularly during uncertain growth periods. Its actual environmental performance depends on the building, utilisation, resource management and services provided.
8. How should a new GCC approach sustainability?
Start by reviewing the parent company’s commitments, assessing the workplace and available data, identifying the most relevant priorities and assigning responsibility. Establish measurable targets and expand the programme as the centre develops.
Final Thoughts
Sustainability and ESG should be considered part of how a GCC is designed and operated, not an additional exercise carried out only for reporting purposes.
The centre’s workplace affects energy use, water consumption, waste management, commuting and employee experience. Its operating practices also influence procurement, workforce development, supplier relationships and the quality of information shared with the parent organisation.
A practical approach begins with understanding global commitments and local requirements. It then connects those requirements to office selection, daily operations, measurable targets and clear accountability.
For companies establishing or expanding a GCC in India, the objective is not to claim that every aspect of the operation is sustainable. It is to make informed choices, measure performance honestly and improve the areas where the organisation can have a meaningful impact.
By integrating environmental performance, employee wellbeing and responsible governance into everyday decisions, GCCs can support their parent organisations’ wider objectives while building workplaces and operations suited to long-term growth.
