Integrated Annual Report 2021-22
Striding ahead with resilience and innovation

At Tata Power, our strategy is formulated, evaluated and updated with an integrated approach which considers business inputs bottom-up and leadership direction top-down. With a sharp focus on yearly assessments, we strategise to align ourselves with newer market realities, megatrends and stakeholder asks. Our well-envisioned planning process, complemented with a feedback loop, supports seamless implementation and course correction of our strategic roadmap, and reinforces sustainable outcomes.

Our vision

Empower a billion lives through sustainable, affordable and innovative energy solutions.


Profitable scaling-up of Renewables, Transmission & Distribution, Services & Energy Solutions business

Progress as on FY22

Increase share of clean and green energy in the Company's portfolio to 80% by FY30


Clean and green energy portfolio

40 million customer base across distribution businesses by FY27

12.3 million

Customer base in T&D

Being the leading EV charging network provider in India


Public EV charging stations spread across 352 cities


Focusing on sustainability, with an intent to attain carbon and water neutrality

Progress as on FY22

Attain carbon net zero before FY45

707 MW

New renewables capacities added

Reduce specific fuel consumption by improving operational efficiency

20.3 MT

Coal consumption in FY22

Benchmark in waste management (gainful fly ash utilisation)


Current fly ash utilisation


Maintaining financial leverage at targeted levels

Progress as on FY22

Strengthening of balance sheet by maintaining debt to a sustainable level


Net debt to equity ratio


Interest coverage ratio


Net debt to underlying EBITDA

Adopting debt-light models through innovative financial restructuring


Capex financed through internal accruals

₹ 4,000 crore

Fund committed by BlackRock and Mubadala for Renewables business


Leveraging digital platforms to drive customer-centric businesses

Progress as on FY22

Establishing digital platforms for new businesses like EV charging, home automation and energy services

Investments in SMART grid technologies such as smart meters, sensors, IoTs to make more intelligent and efficient network

Development and upgradation of energy storage and battery system, specially to meet high energy demand

EZ Charge and EZ Home application launched

Leveraging data analytics to deliver customised solutions and valueadded services (VAS) to customers

Smart meter based solution being rolled out for distribution customers as VAS

Digital solutions in Solar Rooftop business for end consumers

Established policy for data privacy and security

Generating insights from various customer data across businesses to improve offerings

C-SAT score above 90% for all Discoms


Developing future energy services and solutions

Progress as on FY22

Focusing on adapting and introducing new models for satisfying energy needs of customers

3.75 lakh+

Smart meters installed in Delhi and Mumbai

Green power open access solutions

Green day ahead market participation

Green power

Floating solar

Becoming the one-stop-solution provider for varied customer needs on energy through integrated offerings

Established and well received offerings:

  • Solar Rooftop business offerings
  • Microgrids
  • ESCO solutions

Creating an engaged, agile, and futureready workforce

Progress as on FY22

Enhancing employee engagement, and targeting to be amongst the employers of choice


Retention rate

7.8 lakh+

Training hours in FY22

Building organisational capabilities to drive customer centricity

20,089 hours

Training for customer-facing personnel

17,827 hours

Learning on Gyankosh platform

Creating next-generation leaders

46,364 hours

Training for middle and senior management

244 new hires

From top business/ engineering schools

Tiered leadership development programmes – SLDP, AYLP and ELP

Focusing on diversity and inclusion


Women in leadership positions


Women in overall full-time workforce

Nurture existing core competencies and build new competencies in the areas of innovation, technology and digital platform

Digital academy creating digital literacy for fuelling transformation and growth

Collaborations with academia


Collaborations with bodies for new innovations, competency development, etc.

Nurturing the culture for employee volunteering

5.37 hours

Volunteering hours per employee


Minimising coal cost under recovery in Mundra

Progress as on FY22

Optimising the coal cost under recovery through better coal sourcing and optimal blending



Supplementary PPA in advanced stage of discussion with full pass through of coal

Operating plant at optimum efficiency levels and achieving better operational parameters

Aligned to production levels enabled by regulatory norms


Set new benchmarks in operational excellence and financial returns for existing businesses

Progress as on FY22

Achieving benchmark performance in various operational parameters in thermal and hydro plants

Reduction in forced outage

Use of digital platforms and analytics to optimise plant performance

Maximising incentives in regulated businesses

` 75 crore

Total incentives earned

Operating RE portfolio at benchmark and above design parameters to increase the yield

Availability improvement and generation optimisation through technology interventions

Aggregated Technical and Commercial (AT&C) loss reduction in Odisha Discoms

Being reduced and operations stabilising

Improving asset performance by maximising digital initiatives

New age initiatives such as customer service chatbot

Introducing Industry 4.0 technologies including Artificial Intelligence in operations

ESG Priorities and UN SDG Alignment

Embedding ESG factors in business
We have integrated six key Environmental, Social and Governance (ESG) priorities into our business, and as part of our future-ready roadmap.

Carbon net zero before 2045

Action plan
  • No new coal-based capacity; phasing out before 2045 with the completion of contractual obligations (PPA)

Clean capacity 80% by 2030

Action plan
  • Pursuing new solar and hybrid capacities to grow 4.7 GW to over 30 GW

Customer centric businesses

Action plan
  • Promoting mass adoption of rooftop solar and solar pumps, microgrids and home automation
  • Leading EV charging infrastructure to spur ecosystem
  • Value-added services (VAS) at the distribution end

Utility benchmark in water management before 2030

Action plan
  • Adopting practices to becoming 100% water neutral before 2030

Zero waste to landfill before 2030

Action plan
  • Benchmarking waste and fly-ash management (100% utilisation)
  • 100% zero waste to landfill before 2030

Impact 80 million lives directly by 2027

Action plan
  • Training 10,000 trainers to enable experiential energy conservation education learning for 10 lakh+ youth
  • Building capabilities of 1,00,000+ self-help group (SHG) members
  • 15% special outreach for Tata Affirmative Action

Aligning to UN SDGs with our business and social interventions

Business SDGs
Business-wise targets have been set for the following prioritised SDGs to create a roadmap

To become carbon net neutral before 2045

Thought Leadership
To become a global sustainability benchmark

Circular Economy
Move towards water neutrality or positivity and zero waste to landfill before 2030

CSR SDGs for Societal Impact are below:

Train 35 lakh+ youth in as conservation and STEM* education champions by 2027

Employability & Employment
20 lakh+ youth trained and made employable by 2027

Enable 1 lakh+ community collectives (Self Help Groups) by 2027

*Science Technology Engineering Mathematics