Tata Power forays into Renewable Energy

Dr Archana Verma

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Tata Power is India’s largest integrated power company with a significant international presence. The company has an installed generation capacity of 10,496 MW in India and a presence in all segments of the power sector — fuel and logistics, generation (thermal, hydro, solar and wind), transmission, distribution and trading. It has successful public-private partnerships in generation, transmission and distribution in India, namely Tata Power Delhi Distribution with Delhi Vidyut Board for distribution in North Delhi, Powerlinks Transmission with Power Grid Corporation of India for evacuation of power from Tala Hydro Plant in Bhutan to Delhi, and Maithon Power with Damodar Valley Corporation for a 1,050 MW mega power project at Jharkhand. It is one of the largest renewable energy players in India and has developed the country’s first 4,000 MW ultra mega power project at Mundra in Gujarat based on super-critical technology.
Renewable energy
  • Harnessing hydro power: The company has an installed hydro capacity of 693MW in Maharashtra, India. Tata Power and Norway-based SN Power entered into an exclusive partnership to develop hydro power projects in India and Nepal. The consortium is developing the 236MW Dugar Hydro Electric Project in Chenab Valley in Himachal Pradesh, India. Tata Power, through a JV with the Royal Government of Bhutan has implemented the 126MW Dagachhu Hydro Project. The company is prospecting further opportunities to bid for and acquire hydro projects. The company has also commissioned two units of 60 MW each of its 120 MW Itezhi Tezhi hydro Power Project in Zambia, in which Tata Power has a 50 percent stake.
  • Harnessing solar energy: Tata Power has a strong portfolio of 918 MW of solar power generation capacity in India. It has commissioned a solar power project of 25 MW in Mithapur, Gujarat, and a 28.8 MW solar power project in Palaswadi, Maharashtra. It has also executed a 3 MW solar photo-voltaic plant at Mulshi, one of the largest grid-connected solar projects in Maharashtra. The company set up its first solar power plant of 110 KW way back in 1996 at Walwhan in Maharashtra. A 60.48 KWP solar power plant has been installed on the rooftop of one of the company’s offices in Mumbai.
  • Harnessing wind energy: Tata Power has an installed capacity of 1,074 MW and plants spread across five states of Maharashtra, Gujarat, Tamil Nadu, Karnataka and Rajasthan, the leading states in promoting wind power generation in India.Cennergi is a joint venture (JV) between Tata Power and Exxaro Resources, a South Africa-based diversified resources company. Based in South Africa, Cennergi will focus on generation projects in South Africa, Botswana and Namibia to create a balanced portfolio of generation assets. The 134.4 MW Amakhala Emoyeni Wind Farm and 95.17 MW Tsitsikamma have started commercial operation.
  • Waste gas generation: Tata Power has set up various plants at Haldia and in Jamshedpur (Power 6) based on the blast furnace and coke oven gases, which are waste gases from the steelmaking process, and which help in reducing greenhouse gas emission significantly. Tata Power, through its joint venture company Industrial Energy Limited (IEL), has successfully commissioned 2 units of 67.5 MW each of the 202.5 MW IEL, Kalinganagar, Orissa, project. The company’s installed generating capacity from waste gas generation stands at 375 MW.

Dr. Jayant Kumar, Chief Human Resources Officer, speaks about the L&D training at Tata Power

Tata_Power_emp9jiArchana – Can you discuss your employees’ training for sustainability roles at Tata Power?
JK – Sustainability as part of the organization design is one of the most important mainstream functions at Tata Power. Over a long period, differentiated and niche talent has been developed to lead and manage sustainability-related aspects. As part of continuing efforts, focused Capability Development Programs are imparted to the executive talent at every level. Mid and entry-level managers who lead Sustainability related roles are imparted training in 2 broad categories viz. functional programmes & behavioral programmes. Other managers at senior levels apart from domain related exposure are also put through leadership development programmes. Functional and domain programmes aim to build skills and competencies in diverse areas like Environment (and related laws), Community Relations, Biodiversity, Integrated Reporting etc. while the duration of training programmes vary from 2 to 5 days there are also awareness programmes are imparted to all employees across functions. These programmes are aimed at developing sensitivity towards the environment and ecological issues among them and to promote volunteering towards community and environment imperatives. Awareness and functional programmes have been quite impactful in meeting the purpose of success measured in excess of 4.5 on 5 point scale.
Archana – Where do you think India stands in terms of employees’ sustainability skills in the power sector and Tata Power’s role in it?
JK – While enhanced efforts have been made to develop related skills and competencies by various organisations of Power sector in last 10 years or so, there is a long journey ahead wherein the commitment and competence are developed beyond statutory norms and concerted executive action is put in to conserve and promote a sustainable environment. Tata Power has been playing its role of going beyond the provisions during project implementation and involving communities in various sustainability programmes. Various mass education initiatives and action-oriented programmes have positively impacted the communities and their environment.
Archana – To what extent would it be possible to offload the power demand to the sustainable power sector in the next 5 years and Tata Power’s present and future projected share in it?
JK – Share of demand in future will tilt towards sustainable power. The changeover in favor of green will accelerate now due to price equilibrium and change of focus by environmentally responsible and sensitive organisations. Government is also creating a framework for accelerated growth of green power. Tata Power has been committed to sustainability and as part of the strategy is already pursuing 30-40% power generation from non-fossil fuel sources.
Archana – Tata Power has centres in many different locations and has employees from diverse cultures. Is the L&D training flexible and customisable for different locations and cultures, or are there different L&D training formats for diverse groups of employees? How does Tata Power manage its L&D training for its widespread and diverse employee’s profiles?
JK – Guided by policy architecture, Tata Power is committed to growing talent from within. Executive mobility is an integral part of career growth and hence significant proportion of the workforce is transferred across locations and roles every year. This has led to creating a truly uniform culture with a high diversity of the workforce in every respect across locations. Capability building programs are tailored to meet the identified needs of a different segment of employees across grades and functions. Due to culture amalgamation being high, customisation is not required around ethnicity or any other identification beyond the training needs. The format of training programs has also changed from traditional in-person classroom programmes to technology-enabled digital platforms wherein the restrictions of location & distances get eliminated and virtual classrooms bring large numbers of employees together into learning pursuits with interactive and cohort support features.