Our people approach rooted in the pillars of sustainability, oneness & growth, fosters a safe, inclusive and caring workplace where employees grow, collaborate as one team and contribute meaningfully to society and the energy transition agenda. Through focused welfare and engagement initiatives, we strengthen trust and long-term commitment while building a resilient, future-ready workforce aligned with sustainable organisational success.
| Employee category | FY25 | FY26 | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Female | Male | <30 | 30-50 | >50 | Total | Female | Male | <30 | 30-50 | >50 | Total | |
| Senior Management | 25 | 496 | - | 207 | 314 | 521 | 30 | 503 | 1 | 227 | 305 | 533 |
| Middle Management | 184 | 1,729 | 4 | 1,408 | 501 | 1,913 | 208 | 1,985 | 4 | 1,631 | 558 | 2,193 |
| Junior Management | 1,616 | 8,620 | 4,176 | 5,423 | 637 | 10,236 | 1,691 | 8,560 | 4,301 | 5,316 | 634 | 10,251 |
| Workmen | 444 | 9,458 | 485 | 7,362 | 2,055 | 9,902 | 424 | 9,100 | 461 | 7,064 | 1,999 | 9,524 |
| FDA + SE | 162 | 934 | 608 | 315 | 173 | 1,096 | 140 | 704 | 389 | 314 | 141 | 844 |
| Total | 2,431 | 21,237 | 5,273 | 14,715 | 3,680 | 23,668 | 2,493 | 20,852 | 5,156 | 14,552 | 3,637 | 23,345 |
Includes only manpower numbers of Tata Power, TPREL (including its subsidiaries), TPRMG, PTL, MPL, IEL, TPTCL, TPADL, TPIPL, TERPL, TPCDT, FENR, NELCO, TPDDL, TPSODL, TPCODL, TPWODL, TP Bikaner and TPNODL
| Employee category | FY25 | FY26 | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Female | Male | <30 | 30-50 | >50 | Total | Female | Male | <30 | 30-50 | >50 | Total | |
| Senior Management | 1 | 8 | - | 6 | 3 | 9 | 1 | 12 | - | 9 | 4 | 13 |
| Middle Management | 8 | 36 | - | 40 | 4 | 44 | 5 | 41 | - | 43 | 3 | 46 |
| Junior Management | 259 | 901 | 749 | 406 | 5 | 1,160 | 188 | 674 | 580 | 282 | - | 862 |
| Workmen | 19 | 127 | 51 | 94 | 1 | 146 | 9 | 87 | 67 | 29 | - | 96 |
| FDA + SE | 118 | 419 | 463 | 73 | 1 | 537 | 95 | 182 | 224 | 52 | 1 | 277 |
| Total | 405 | 1,491 | 1,263 | 619 | 14 | 1,896 | 298 | 996 | 871 | 415 | 8 | 1,294 |
| Trainee type | Qualification | Number of trainees hired | No. of institutions | Classification of institutes |
|---|---|---|---|---|
| MT | MBA Tier 1 & 2 | 14 | 6 | B schools |
| ET | MBA Tier 3 | 33 | 21 | |
| ET | CSR | 7 | 1 | |
| ET | BA LLB, B.Com. LLB | 4 | 3 | |
| PGT | MA | 5 | 3 | |
| GET | B.E./B.Tech | 273 | 54 | Engineering institutes |
| PGET | M.Tech | 3 | 3 | |
| FT | CA | 21 | 1 | Chartered accountancy (ICAI) |
| GT | B.Com./BBA/ Chemistry | 20 | 9 | Graduate institutes |
| DEA | Diploma | 143 | 51 | Diploma institutes |
| Total | 523 | 152 |
Partnered with NICMAR University for a three-tier learning pathway
| Average training hours | Female | Male |
|---|---|---|
| Senior management | 5.3 | 29.5 |
| Middle management | 70.7 | 31.7 |
| Junior management | 28.2 | 50.6 |
| All employees (including workmen and FDA) | 29.9 | 30.6 |
| Training hours for customer facing person* | 17,156 | 2,07,427 |
| Total training hours | 1,09,309 | 6,02,851 |
| Average hours per FTE on learning | 29.8 | 30.5 |
*Customer-facing person are employees from Marketing and Sales, Customer Service and
BD.
Includes only training hours of Tata Power, TPREL (including its subsidiaries), Mundra, TPRMG, PTL,
MPL, IEL, TPTCL, TPADL, TPCDT, TPDDL, TPSODL, TPCODL, TPWODL, TP Bikaner and TPNODL.
| Targets | Indicator | FY26 |
|---|---|---|
| Enhancing employee engagement and targeting to be among the employers of choice | Training hours | 7,12,160 |
| Strengthening organisational capabilities to drive customer-centricity | Training hours for Customer Facing Personnel | 2,24,583 |
| Creating next generation leaders | Training hours for senior and middle management | 99,199 |
As artificial intelligence rapidly transforms industries, our learning strategy is evolving to equip employees not only to understand AI but confidently apply it in their roles. Through AI-enabled learning platforms, targeted campaigns and structured capability-building academies, we are embedding AI literacy and practical application across Tata Power, creating a scalable foundation for a future-ready workforce.
Launched in partnership with LinkedIn Learning, this platform integrates AI-powered features such as AI Role Player, Course Recommender, and Course Companion. Employees practiced workplace scenarios through simulations, received personalised course recommendations, and accessed real-time learning insights. In FY26, employees completed 4,158 AI-powered learning interactions, including 557 role-play simulations covering emotional intelligence, stakeholder influence, and constructive feedback.
A month-long campaign accelerated awareness and adoption, engaging 4,236 employees who collectively completed over 24,381 learning hours. Topics included Agentic AI, Generative AI applications, prompt engineering, and AI-enabled productivity.
Three specialised tracks: AI Evangelist, AI Champion, and AI Expert, were introduced to build foundational AI awareness, enable business-led adoption and develop advanced technical expertise. A total of 206 employees began their journey through these tracks to strengthen their AI fluency.
The strategic initiatives have equipped employees with the skills and confidence to innovate, adapt and contribute to Tata Power's digital transformation. By embedding AI capabilities across the workforce, we are building a culture of continuous learning and future-ready talent.
| FY25 | FY26 | |||
|---|---|---|---|---|
| Male | Female | Male | Female | |
| Employees entitled to parental leave | 21,237 | 2,431 | 20,852 | 2,493 |
| Parental leave availed | 327 | 53 | 388 | 60 |
| Employees due to return to work after end of parental leave | 327 | 23 | 383 | 26 |
| Employees returning to work after end of parental leave | 327 | 20 | 382 | 24 |
| Employees returning from parental leave taken in the prior reporting period | 268 | 32 | 336 | 24 |
| Employees retained for 12 months after resuming from parental leave | 268 | 32 | 325 | 21 |
| Employees yet to return to work after taking parental leave | - | 33 | 6 | 36 |
| Return to work rate | 100% | 87% | 100% | 92% |
| Retention rate | 100% | 100% | 97% | 88% |
| Employee Category | FY25 | FY26 | ||
|---|---|---|---|---|
| Ratio of basic salary of women to men | Ratio of total remuneration of women to men | Ratio of basic salary of women to men | Ratio of total remuneration of women to men | |
| Senior management | 1:0.71 | 1:0.66 | 1:0.92 | 1:0.86 |
| Middle management | 1:0.92 | 1:0.91 | 1:1.05 | 1:1.08 |
| Junior management | 1:1.38 | 1:1.30 | 1:1.27 | 1:1.19 |
| Trainees | 1:1.04 | 1:0.99 | 1:0.86 | 1:0.87 |
| Women in each category | FY26 |
|---|---|
| Senior management | 6% |
| Middle management | 9% |
| Junior management | 16% |
| Workmen | 4% |
| FDA + SE | 17% |
| Current working employees | FY26 | ||||
|---|---|---|---|---|---|
| Next 5 years | 6-10 years | ||||
| Female | Male | Female | Male | ||
| Senior management | 533 | 7 | 168 | 5 | 123 |
| Middle management | 2,193 | 10 | 208 | 15 | 325 |
| Junior management | 10,251 | 28 | 238 | 30 | 338 |
| Workmen | 9,524 | 48 | 972 | 38 | 941 |
| FDA + SE | 844 | - | 97 | 3 | 41 |
Build trust, accountability and psychological safety through open communication and governance
Refine THSMS gaps, critical procedures and leverage AI-driven insights to reduce SIF potential
Enhance reporting, learning, and resilience via AI-driven hazard prediction and incident-based learning
Expand L1/L2 and L-Comprehensive training, strengthen BA safety management system including empowerment of workforce
Extend critical safety programmes for employees and BAs
Roll out initiatives for fatigue-risk management and the mental well-being of BAs
Deployment TBWS, DWM, theme-based drive and monitoring with structured approaches to create an impact across the organisation
| Employees | Workers | |
|---|---|---|
| Number of fatalities | 1 | 5 |
| High consequence work-related injuries (except fatalities) | - | - |
| Total recordable work-related injuries (MTC) | 6 | 59 |
| Lost Time Injuries (LTIs) per million man-hours | 0.05 | 0.10 |
Focused on prevention and management of diabetes, obesity and promote heart health
Onsite/Online free consultations with specialists including Orthopaedic Surgeons, Cardiologists, Urologists, Homeopaths, Spine Specialists, and Obstetrics/Gynaecology
At Tata Power, sustainability is not viewed as a standalone commitment but as a shared responsibility embedded into the way people live, work, and grow. Built on this belief, Climate Crew has evolved into our flagship employee-led sustainability movement, transforming individual climate consciousness into measurable collective action.
Today, Climate Crew has become one of India's most expansive corporate sustainability initiatives, uniting employees, customers, partners, and communities under a shared vision for a greener future. At its core, the movement reflects the belief that meaningful climate action is driven not only by large-scale infrastructure transitions, but also by everyday behavioural change enabled by people.
A key pillar of the initiative is the Climate Crew Do Good App, a first-of-its-kind AI-powered sustainability engagement platform designed to make climate action more personalised, measurable, and actionable. The platform leverages AI-driven agentic mascots and sustainability personas that guide users through their climate journeys by recommending actions, scheduling sustainability tasks, tracking behavioural impact, and building awareness around environmental issues such as air quality and water stress.
The platform integrates personalised impact dashboards, weekly challenges, quizzes, and gamified leaderboards to encourage sustained participation while providing real-time visibility into the organisation's collective environmental impact. By combining behavioural science with digital innovation, Climate Crew transforms sustainability from an abstract concept into a daily, accessible practice.
This year, we launched the first-ever Climate Crew Earth Run, a flagship sustainability IP hosted across all four Odisha DISCOMs TPCODL, TPNODL, TPWODL, and TPSODL. Designed as a green marathon format, the initiative brought together over 4,000 employees, families, customers, and partners in a shared movement for climate action, reinforcing that environmental responsibility must become a societal commitment.
The initiative has also expanded into employee communities through Ullas, Tata Power's cultural platform, enabling families to actively participate in sustainability-led engagements and adopt greener lifestyle practices together. In doing so, Climate Crew has extended sustainability engagement beyond the workplace into everyday life.
Climate Crew has emerged as a benchmark within the Tata ecosystem, earning recognition across Group companies for its scalable and innovative approach. The initiative has also been honoured with the ACEF Best Employee Engagement Award, reinforcing our leadership in building a culture-driven sustainability movement.
As Climate Crew continues to evolve, we aim to extend the initiative across our wider ecosystem, including suppliers and communities, building a broader culture of climate consciousness and shared environmental responsibility.