In line with the Tata group ethos, we, at Tata Power, believe in improving the quality of life of our communities and being a neighbour of choice by implementing strategic CSR initiatives.
Mr. Praveer Sinha, CEO and MD
At Tata Power, we recognise our responsibility towards people and the planet, and thus strive to create long-term social and economic value. This commitment is aligned with the nature of our business and strategy to drive sustainable growth for our customers, suppliers and local communities.
CSAT score, Mumbai
Distribution, for FY20
CSAT score, Mumbai
Transmission, for FY20
Beneficiaries covered at Tata
Power group level, as against
annual target of 22.90 lakh
TPSDI honoured at the 6th Global Training & Development Leadership Awards
under CSR outreach
Urban clusters, in 16
states, covered under
Spent on CSR initiatives in FY20 on
a consolidated basis
Material Topics Addressed
Key Risks Considered
Stakeholder Recommendations Addressed
Focus on sustainability with an intent to attain carbon neutrality
Building a customer-centric organisation
Leveraging digital technology to enhance business delivery
IMPACT ON OTHER CAPITALS
Our performance in Social and Relationship Capital has a significant influence across all other capitals.
Tata Power’s customer relationship
Relationships with our customers play a crucial role in our value-creation journey. The focus of our operations revolves around our statement, “To earn the affection of customers by delivering superior value and superior experience, thereby making them our ambassadors”.
We also have a 3D approach to incorporate our ‘Customer Promise’, which is communicated through our Corporate Customer Service Policy. This resonates with our commitment to continuously exceed customer expectations and be the most admired organisation in the power sector.Read more about Corporate Customer Service Policy
Our 3D approach to inculcate ‘customer promise’
Insights into customer needs
Quality products and services
Customers with great experience
Developing insights into customer needs
We conduct Customer Satisfaction Surveys to systematically measure the satisfaction and dissatisfaction levels of our customers. These surveys are conducted through a third-party market research agency annually across all customer segments, i.e., commercial, industrial and residential. Feedback is captured in detail, collated, analysed and shared with respective Business Heads for implementation to enhance customer satisfaction.
Furthermore, this process also enables us to capture customer satisfaction levels on our value-added services like energy conservation measures, energy audits, safety audits, and demand responses. We arrive at our CSAT score by calculating the percentage of customers rating us 2 or higher (on a 5-point scale).
Caring for our customers
Improving CSAT scores across clusters
Our satisfaction score has improved significantly from last year due to targeted initiatives taken by the organisation
We also conduct mandatory annual health check ups. In addition, we ensure health and safety communication for 100% of our products and services through safety signage in and around our substations in customer premises and public places as a continuous procedure.
All our product and service categories are assessed for health and safety impacts across the lifecycle of electricity supply from generation to distribution. Safety signages are displayed at prominent locations, including the sub-stations. We also provide appropriate information to market and label our products and services with relevant regulations, laws and codes. For FY20, there have been no incidents of non-compliance with regulations or voluntary codes concerning product information and labelling as well as marketing communication.
Valuing Health and Safety of Our Customers
With Safety being one of our core ‘SCALE’ values, we extend our value-added services to our key customers to improve their health and well-being as well as create awareness on safety at the workplace. We conducted a safety training for 13 technicians of CRISIL to improve safety skills and practices.
We organised a medical camp at the Vitrum Glass Factory, where 105 employees availed medical check-ups and consultation. The camp was customised to include Lung Function Tests specifically for workmen in the glass factory. A similar camp was organised for 85 personnel of Supreme Housing & Hospitality, in association with L. H. Hiranandani Hospital and Titan Eye Plus in Powai. The camps also included additional tests in consultation with doctors for specific ailments.
We earn the affection of customers by delivering superior value and superior experience, thereby making them our ambassadors.
Deliver quality products and services
In order to enhance value creation with our customers, we are transitioning from a B2B or a B2G towards a B2C enterprise. With unique differentiation as well as value-added services, B2C businesses will enable direct interaction with our customers.
Working with customers to improve product and service delivery
We customise our product and service delivery according to customer needs (e.g., built an aesthetic substation aligned with the design and architecture of the Mumbai International Airport) and offer customers a combination of power supply sources to minimise costs (e.g., providing solar rooftop EPC solutions to customers who draw power from the distribution grid), among others. We have also created a WhatsApp group with other utilities to swiftly communicate faults and outages.
During our interactions with customers, the key issues raised were voltage fluctuations for HV customers, higher tariff and reliability, as well as power quality. Accordingly, technical solutions based on a study conducted by IIT, Mumbai were implemented to reduce voltage fluctuations. We also implemented measures to reduce cost, which was reflected in the reduced tariff in the Multi-Year Tariff (MYT) proposal.
Our initiatives to improve product and service delivery
Availability of lines
Tripping of transmission lines due to bird hits
Failures and tripping of lines; quality of power
Clearances at metro crossings
Electrical safety awareness among communities
Nurturing relationships through transformation
In our constant endeavour to transform the power sector, we aim to build our service business comprising distribution, rooftop, microgrids and solar pumps. We have launched several value-added services to improve energy efficiency and drive our sustainability objectives.
We have made significant impact in developing the EV ecosystem and encouraging EV adoption in India. We are committed to playing a key role in the nation’s transition to electric mobility.
In FY20, we partnered with Tata Motors and JLR for developing EV charging infrastructure for their customers and dealers, present in 20 cities across India. In FY20, we launched the Beta version of our software platform and mobile app which enable customers to locate EV charging stations, charge EVs and make bill payments. As on 31st March, 2020 we have installed 170 EV charging points in 20 cities. We expect to expand our network of EV charging points to 700 by 2021.
With the accreditation of Grade 1 ESCO by the Bureau of Energy Efficiency, Government of India, we have been providing energy services for more than 10 years to the Commercial, MSME and Industrial segments. In addition to enabling customers to lower their energy consumption, we provide an entire range of energy efficiency services – from investment grade energy audit to project management, financial support and operation of energy conservation measures.
This aids our strategy to reduce wastage of energy, ensure cost efficiency for our consumers by leveraging analytics, Internet of things (IoT) and installing energy-efficient systems such as Waste Heat Recovery. The ESCO vertical also helps to substantially reduce carbon footprint.
Even with arrangements in place for adequate power, balancing the increasing gap between base load and peak load is very challenging for Discoms. The availability of power is uncertain due to the lack of fuel resources or congestion of the transmission network. This also results in tariff increase for customers to offset higher power purchase cost. To address this problem, we offer an IoT-based Demand Side Management (DSM) solution to both Discoms and customers for efficient management of electricity demand.
Our home automation business encourages customers to implement efficient and cost-effective solutions to minimise electricity consumption. We plan to launch the business in Delhi and Mumbai, starting with IoT devices for remote control and monitoring of home appliances like lights, fans, ACs, geysers, etc., through our mobile app, ‘EZ Home’.
Demand side management
Tata Power is a torchbearer in propagating energy conservation and efficiency, which results in substantial benefits for customers. To optimise utilisation of services provided, we proactively engage in Demand Side Management (DSM) initiatives. Together with the utility and customers, along with energy service companies or trade allies, we explore options to increase efficiency of energy utilisation and provide support for implementing appropriate solutions.
Our DSM initiatives
Benefits across domains
Under the ‘Be Green’ initiative, we offer Mumbai customers an opportunity to purchase energy-efficient appliances at a discount along with extended warranty and doorstep delivery. More than 8,700 such appliances were provided to consumers in FY20 with the Maharashtra Electricity Regulatory Commission (MERC)-approved rebate of ` 85 lakh. This led to cumulative energy savings of more than 6,000 MWh.
Additionally, 93 customer-owned rooftop solar plants, with 5.4 MWp capacity, were integrated with the grid. For bulk consumers, energy audits are carried out by the Bureau of Energy Efficiency (BEE) accredited auditors to provide actionable recommendations for energy savings. For FY20, energy saving recommendations of more than 3,900 MWh were provided with MERC-approved rebate of ` 12 lakh.
MERC-approved rebate as a result of giving energy saving recommendations of more than 3,900 MWh in FY20
Delight customers with a great experience
Customer engagement and feedback
At Tata Power, we have numerous touchpoints for customers to raise their queries and concerns as well as a structured process of tracking complaints and ensuring resolution within pre-defined timelines. A mechanism of obtaining feedback post-transaction and upon complaint closure has also been established.
Our systematic complaint management process ensures that corrective action is taken on priority basis and the complaint is resolved within 24 hours.
We also have an Internal Grievance Redressal Cell, which can be approached if the customer finds the resolution unsatisfactory through the regular channels. All complaints are captured in the SAP-CRM system and are routed to appropriate departments for resolution. The stages of the complaint are also monitored with automated system generated reminders and escalation mechanisms. As of 31st March 2020, there were no customer complaints or consumer cases pending beyond the turnaround time.
Our Customer Engagement Platforms
Customer-centric technology development
Innovation and digitalisation are vital to sustainable growth in the power sector as well as to address our customers’ key issues and challenges. Technology also provides us a competitive edge by integrating customer centricity in our business activities. From this perspective, we have developed and implemented various initiatives.
Strategic partnerships with our suppliers
Our Responsible Supply Chain Management (RSCM) Policy (https://www.tatapower.com/corporate/policies.aspx) is an important indicator of our commitment to sustainable and responsible growth. It is another indicator of our commitment to uphold key ESG parameters while striving for sustainable and responsible growth. Our suppliers and contractors, both domestic and international, are required to comply with the RSCM policy, covering Environment, Health & Safety, Human Rights, and Ethics & Compliance parameters. We ensure that they adhere to our policies on emission, environmental regulations, provisioning a safe and healthy work environment, and prohibiting child labour, among others.
The Tata Code of Conduct also covers our relationships with our stakeholders, including our suppliers. It acts as a guiding principle ensuring fair and transparent selection of suppliers and the criteria that govern their selection. Supply chain management at Tata Power is also governed by a procurement policy which caters to multiple business requirements.
These processes are implemented by distinctive structuring of verticals for Fuel Sourcing, Material & Services Procurement, Material Management and Inventory Management. We follow a stringent selection process of business associates based on credentials and past services and/or material quality. For FY20, there were no significant changes to the organisation’s size, structure, ownership or supply chain.
Our supplier screening/assessment process
We, at Tata Power, recognise that our customers, employees and partners have a subsequent impact on the environment and community. Our ESG evaluation ensures that our suppliers endorse the need for adherence to environmental, social and governance policies that are also consistent with the values of Tata Power. In order to implement this, we make sure that our vendors/contractors/suppliers are on the same platform and undertake sustainable practices in their business activities.
Vendors are assessed based on specific ESG parameters with a preferred above average score greater than 50 eligible for onboarding. For FY20, 100% of our new suppliers, with a purchase order (PO) value above ` 5 crore were screened through these ESG criteria. These vendors represent 83% of the total value of POs issued in FY20. None of the suppliers were found to have significant actual and/or potential negative social impacts.
We also take initiatives to enhance skill and capacity development of the local workforce and community that are present in our supply chain. For example, the contract workforce is trained at TPSDI on multiple industrial vocations and safety aspects to enhance their skill and efficiency in work practices. We thus contribute to the capability building of our contractors and their workforce, so that they are adequately trained to safely perform the job along with a higher level of productivity and quality standards.
As part of our Affirmative Action (AA), we ensure inclusion of vendors from SC/ST communities in business opportunities, which is driven by the Corporate Contracts department with a single point of contact at the corporate level as well as division/site level. The AA process for vendor enlistment and ordering was primarily deployed to encourage and evolve entrepreneurship skill among the communities and enable them to be part of the ecosystem.
Sustainable and local sourcing
Tata Power practises responsible sourcing with respect to environment, safety, human rights and ethics, apart from economic considerations. Strict conformation to labour principles and related laws are mandatory requirements for all our suppliers to qualify. Work method and standards, along with performance of supply and services, form a critical part of our technical evaluation. In addition, safety evaluation and qualification are an integral part for the award and online vendor registration process.
TPSDI trainees in FY20, with 2,113 unemployed youth, of which 38.6% were from SC/ST communities; 91% of the eligible youth were provided employment opportunities
Tata Power’s CSR programmes and impact assessments
Our Corporate Social Responsibility policy guides our CSR activities. Feedback on our CSR programmes are incorporated through independent monitoring and evaluation frameworks that have been adopted to ensure refinement of our initiatives. The overall impact of our CSR initiatives is measured through the Community Engagement Index (CEI) tool, which is used to determine engagement levels of various stakeholders across the stages of CSR intervention. The CEI survey conducted in FY19 showed 84% achievement against the score of 82% in the previous year. Additionally, we have also conducted an Independent Social Return on Investment study for three flagship initiatives, and year-on-year trend analysis indicated an increase in return by ` 5.04 on every rupee spent (70% improvement on y-o-y basis). The methodology used was based on the global framework of Social Value – The SROI Network, UK.
Our CSR initiatives are categorised into five thrust areas through which we also aim to improve the quality of life at the household level. These programmes reach out to 27.10 lakh beneficiaries across 348 villages and 220 urban clusters spanning 15 states. We focus on achieving synergy, scale and simplification for process improvements.
We at Tata Power ensure that all our community development projects work with the concept of ‘Leadership with Care’ at our heart, which translates as ‘Care for Community’.
Our CSR initiatives are categorised into five thrust areas through which we also aim to improve the quality of life at the household level. We focus on achieving synergy, scale and simplification for process improvements.
Financial inclusivity: ADHIKAAR
Financial inclusion forms an essential aspect of our vision to augment inclusive growth. The initiatives under this thrust area are aligned with various government schemes for benefits towards communities below poverty line (BPL).
The Adhikaar programme is an interlinked socio-economic and scheme-based initiative that aims to inform, enable and empower marginalised communities. The programme also involves self-help groups (SHGs).
Beneficiaries in FY20
For FY20, our first objective was to encourage enrolment and increase our reach to rural and urban schools in locations and communities near our operations.
Our second objective aimed to control and, improve the quality of academics in rural and urban schools, primarily in slum areas and locations of our operations. To ensure qualitative implementation of our initiatives, our projects are partnered with various NGOs that work on interventions in this area. Our employees also participate in numerous projects and interventions.
Under this thrust area, our initiatives include:
The Vidya initiative focuses on remedial coaching for school children as well as digital education and training of teachers. This has also strengthened the transformation of school management committees.
Improvement in academic performance
Beneficiaries in Education in FY20
Case Study of Tata Power’s Education Impact
Amit saw something interesting happening in 8th grade. One of Tata Power’s volunteers was teaching electrical circuits. He listened to the entire session, and during class break, requested the resource person to explain it to him again.
After a month, he came up with a speed boat that runs on a motor and uses a plastic bottle head as its propeller.
Health and Sanitation: MAMTA & SAMMAAN
We, at Tata Power, aim to improve the level of immunisation, increase health awareness as well as improve access to government health services. Our initiatives are carried forward through partnerships with NGOs and government health machineries for communicating behavioural change, community mobilisation and spreading awareness on mother and child healthcare.
Under this thrust area, our initiatives include:
Tata Power was recognised for promoting maternal and child health initiatives as part of the World Breastfeeding Week (August 2019) by the World Agency on Breastfeeding Alliance (WABA). We also observed the National Nutrition Week across locations at Anganwadi centres for promoting local food models.
Sanitation units (household toilets) built through government partnership; behaviour change communication sessions held for usage
Beneficiaries under Behavior Change Communication (BCC) maternal and child health and integrated health care
Community Led Total Sanitation (CLTS)
CLTS is a behavioural change programme that follows an integrated approach to enabling and sustaining an open defecation free (ODF) status in villages. It focuses on behavioural change and community mobilisation, rather than on hardware/ monetary support/subsidy approach. It brings about a change in the community thought process to analyse their sanitation and waste situation to influence collective decision-making and stop open defecation. Awareness is increased through sensitisation and strong messages on the negative outcomes and ill impacts of open defecation and unhygienic living conditions. This is communicated through art, street plays, storytelling as well as capacity building for masons.
Tata Power aims to improve service delivery through integrated development of water conservation. Our initiatives include innovation in irrigation practices across the farming sector as well as sustainable drinking water management systems. Water initiatives are often carried out through partnerships with various government schemes, thereby increasing our reach.
Our CSR programme has adopted a dual approach to address water availability for drinking and household purposes. It also aims to undertake demand and supply-side management for agriculture through Participatory Ground Water Management (PGWM) and efficient use of water through innovative conservation techniques.
The PGWM system deals with water management and supply with programmes to harvest rainwater and maintain water level, which is scaled across eight locations in seven states. We utilised funds worth ` 2.5 crore from NABARD and Win Watsan Foundation to demonstrate PGWM at the Kankavati Sandstone Aquifer of coastal Kutch in collaboration with ACT, Coastal Gujarat Power Limited (CGPL), and Geo Science Services (GSS).
Cubic metres increase in ground water through recharging techniques
Beneficiaries covered under PGWM and drinking water initiatives
Community and youth knowledge of geohydrological knowhow
Use of water by farmers with a strong scientific basis and ecologically sensitive methods
Won Bronze medal in Asian Customer Engagement Forum (ACEF) CSR excellence Award in 2019
Case study of transformation
Water initiatives at Ahmednagar resulted in sustainable impact and ground water availability enhancement in collaboration with NABARD funding of ` 1.25 crore for four years.
The impact and benefit spanned four villages of Agadgaon, Devgaon, Ranjni, and Mehekari. Water availability was ensured throughout the year to make tanker free villages and 250 hectares of land was covered as catchment area.
Livelihood and skill-building
Our objectives under this programme include microenterprisebased capacity building initiatives, income generation training for women, and income generation for self-help groups (SHGs). Another important aspect is imparting and facilitating vocational skills and training to youth as well as building social development and leadership skills among women on various governance aspects. We have taken a collaborative approach with our partners to help augment income generation.
Beneficiaries as part of our outreach in FY20
Under this thrust area, our initiatives include:
Initiative in focus: DHAAGA
Dhaaga is a women-based micro-enterprise initiative of Tata Power. This initiative has led to the promotion of local talent and conservation of traditional art form. It also facilitates skilling for garment and handicraft making to augment household income. The Rabari women artisan and tribal Santhal women of Gujarat and Jharkhand, respectively, are engaged in this initiative. We also launched Dhaaga retail outlets in November 2019 in Delhi and Pune and formed market linkages with Okhai Indian Hotels, Tata Motors, Amar Kutir Society, Kalaraksha, and other corporate offices. We have augmented the outreach digitally via Amazon Saheli and the Dhaaga Instagram page.
Order value generated by
Dhaaga in FY20
Revenue generated in FY20
Exhibitions across Delhi, Mumbai, Bengaluru, Pune, Thane and Kolkata
Won gold medal in Asian Customer Engagement Forum (ACEF) CSR excellence award in 2019
Initiative in focus: ABHA
Abha is an initiative to encourage skill development and empowerment for girls through the ‘earn while you learn’ approach in JJ clusters of Delhi. The initiative covers 2,246 beneficiaries in collaboration with the UNDP and Urban Clap across Maharashtra and Delhi.
Under Abha, we have established:
Initiative in focus: DAKSH
The initiative aims to augment skill building among the unskilled youth who represent a substantial number of dropouts. Various vocational courses such as beauticians, industrial trading and nursing, among others, are imparted. Daksh covers 11 locations primarily focusing on girl trainees. Post-training placement is at 80% with an average salary of ` 8,000 - ` 10,000 a month.
Placed post training with
an average monthly salary
of ` 8,000-10,000
Initiative in focus: SAMRIDDHI
The initiative creates opportunities for communities, particularly farmers, to build assets, adopt new livelihoods and seek new opportunities for themselves and their families. These opportunities are provided through agricultural practices and employability for farmers and fishermen.
Delight Mushroom and X-Compost address farm-based livelihoods. The objective of Delight Mushroom is to increase mushroom cultivation. The objective of X-Compost is to empower farmers and SHGs by scaling up vermicompost practices for better agri yield.
With focus on skill building to meet job market needs, promoting sustainable agriculture and fishery practices, and channelling energy through sports, the initiative has had significant beneficial impact on the livelihood of youth, farmers and fishermen.
Average rise in monthly income
Livelihood and skill-building
Initiative in focus: Tata Power Skill Development Institute (TPSDI)
TPSDI helps develop employable skills, especially in the power and allied sectors. It also aims to address the skill gap faced by the Indian power sector. The institute provides modular training and certifications. TPSDI operates five training centres and has trained 40,000+ youth on various trades with safety and soft skills as an integral part of the modules.
In alignment with the programme’s vision, we launched TPSDI Skills on Wheels to make skill training accessible to people and provide Recognition for Prior Learning (RPL), Motor Rewinding, and Solar Skills, among others.
A paradigm shift in power sector skilling: ABHA at TPSDI
A special initiative of TPSDI is to enhance employability of women. Currently, training is provided on 10 trades such as domestic wiring, power systems, solar skills, among others. More than 75% women trainees opt for higher education. More than 300 women were trained under this initiative, enabling them to generate a monthly income of ` 8,000 on average.
TCS – Tata Power Youth Employability Programme
This is a collaborative effort between TCS and Tata Power. The programme aims to increase employability of unemployed youth in organised sectors. The training covers soft skills, business communication and etiquette. On completion, the trainees undergo a written test, and those qualifying go through three rounds of interview with the HR department of TCS, Kolkata. Further, they are then directly placed in the BPS/KPO services of TCS. The programme was started in Naraj Marthapur and is now available in Maithon and Kalinganagar.
Certification awarded to TPSDI by the Bureau Veritas, a certification body accredited by the National Accreditation Board
At the 6th Global Training and Development Leadership Awards for ‘Excellence in Training & Development’
Certification awarded to TPSDI by the Bureau Veritas, a certification body accredited by the National Accreditation Board
In a free enterprise, the community is not just another stakeholder in business, but is in fact the very purpose of its existence.
Jamsetji Tata, Chairman, Tata Sons (1868 – 1904)
Initiative in focus: Maval Dairy
To support women empowerment, we established an all women dairy-based enterprise with about 1,500 members from 26 villages of Maval. The Dairy 10000 LPD Plant was successfully commissioned in December 2019. It is Maharashtra’s first and India’s second all women dairy farm. We are now scaling the membership base to 3,000 across 41 villages. The dairy provides 1 lakh litres of bulk supply with a turnover of around ` 1 crore.
Initiative in focus: Creating employability through microgrids
The programme primarily targets micro-entrepreneurs to sustain demand for microgrids. Teaming up with the Rockefeller Foundation, we set up Tata Power Renewable Microgrid Limited (TPRMG) to enable access to reliable and renewable electricity for 25 million Indians. On an average, two micro-entrepreneurs with two associates each will be supported by our proposed microgrid of 30 kW. With 10,000 microgrids, 5,000 microentrepreneurs will be created, who will, in turn, employ 10,000 associates. To achieve this, adult literacy centres, self-help group centres and vocational training centres are being explored to enable gainful employment.
TPRMG’s three-pronged approach to develop capacity
Our CSR performance
FY20 coverage of 27.10 lakh beneficiaries against annual target of 22.90 lakh in FY20
Health and Sanitation
Livelihood & Skill Building
AA and Others
The following actions were taken to ensure active awareness of our people and help communities during the COVID-19 pandemic:
People supported with foodgrain (one food packet ensures five meals)
Migrant workers surveyed for essential services benefit
People linked with PDS to get 50 kgs of foodgrain
Face masks supplied by
Cattle supported with 43,000 kgs of uninterrupted fodder supply
Vegetables supplied by SHG members to local ‘mandis’
Affirmative Action Policy
As part of our Affirmative Action (AA) policy, we work with the marginalised and disadvantaged communities. It covers tribal villages, vulnerable children who need care as well as communities in need of protection and improvement in the quality of life. Tata Power works towards upholding rights and entitlements through various initiatives for the socio-economic development of communities. The initiatives under this policy are in addition to the five thrust areas of the CSR programme and focus on the five prime areas of Education, Employability, Employment, Entrepreneurship and Essential Amenities.
for Better Yield
Coverage of beneficiaries achieved in FY20 against target of 18.05%
Reaching beyond its neighbourhood, Tata Power implemented an integrated community empowerment programme in Kadachimate village of Jawhar Block (Palghar district). Being primarily a Tribal dominated area with poor development indicators, we undertook the following initiatives:
Volunteerism at the heart of our community welfare
At Tata Power, we encourage volunteers in our CSR initiatives. We launched an employee volunteering portal, ARPAN, which resulted in a 250% increase in volunteering hours. ARPAN was launched with the objective of providing our employees an avenue to actively participate and contribute to social causes across all locations.
FY20 volunteering highlights
Volunteering hours in FY20
Beyond our thrust areas: Club Enerji
The Tata Power Club Enerji, launched 12 years ago, is a sustainability initiative that aims to create awareness among school students on energy and resource conservation.
The programme is based on the four-stage model of Educate (sensitise school children about energy conservation practices), Engage (empower energy champions to spread awareness among peers and the community), Enhance (enthuse schools to participate and contribute to Club Enerji initiatives), and Empower (create self-sustaining mini clubs to lead the movement).
The initiative also reached out to digital audiences through its website, social media and online module themed ‘Save water’. In FY20, we initiated four new campaigns – ‘I have the Power’, ‘ILiveSimply’, ‘#SwitchOff2SwitchOn’ and 'I Can' – to further the success of Club Enerji among the youth. These campaigns were also promoted on popular social media platforms to reach to a larger section of the targeted audience.
Schools covered under Club Enerji
Units saved, with a total of 3.64 lakh Energy Champions as well as 4.1 lakh Energy Ambassadors
Club Enerji in Limelight
Our accomplishments and recognitions
Excellence is at the core of Tata Power’s operations, which has been regularly recognised by the market and industry globally. Tata Power and its subsidiaries have excelled in a range of domains like Health & Safety, Employee Well-being, Gender Diversity, CSR, Quality, Energy Conservation, Risk Management, Procurement, and Skill Training.