EMPLOYEES
- Training and seminars
- Meetings and reviews
- HR programmes
- Employee-satisfaction surveys
- Departmental meetings
- Townhall meetings
- Quarterly-management communication
- Daily
- Weekly
- Monthly
- Quarterly
- Annually
- Need-based
Human Capital
Strategic Business Objectives
Key Risk
Employees
Our employees are of paramount importance to us as they form the cornerstone of our operations. We value and acknowledge their unwavering dedication, valuable contributions and expertise, which are integral to the success of our Company.
We are committed to creating a positive work environment that prioritises the ongoing career growth, health, well-being and development of our employees. We firmly believe that investing in their experience, skills and development is vital for achieving our goals and maintaining a thriving ecosystem. We are dedicated to supporting our employees and ensuring their continued success.
| Employee Category | Female | Male | <30 | 30-50 | >50 | Total |
| Senior Management | 20 | 443 | Nil | 164 | 299 | 463 |
| Middle Management | 140 | 1,620 | 3 | 1,325 | 432 | 1,760 |
| Junior Management | 1,182 | 7,075 | 3,049 | 4,651 | 557 | 8,257 |
| Workmen** | 559 | 10,622 | 624 | 7,934 | 2,623 | 11,181 |
| FDA + SE*** | 133 | 1,231 | 643 | 338 | 383 | 1,364 |
| Total | 2,034 | 20,991 | 4,319 | 14,412 | 4,294 | 23,025 |
* Includes only manpower numbers of Tata Power, TPREL (incld its subsidiaries), Mundra, TPRMG, PTL, MPL, IEL, TPTCL, TPADL, TPIPL, TERPL, TPCDT, FENR, NELCO, TPDDL, TPSODL, TPCODL, TPWODL and TPNODL
**Workmen includes Non-Management Employees
*** FDA & SE includes employees and supervisory trainees on direct contract with the Company
Our in-house interventions, co-created with contextual inputs from business leaders, have strengthened our position as an Employer of the Future. Nurturing individuals to become leaders and specialists, our people strategy embodies meritocracy, continuous development, and purpose-led workplaces.
Talent acquisition and retention
Employee engagement
Learning and development
Employee
welfare
Diversity
Succession
planning
Health
and safety
Human
rights
- Zero-emissions campus: EV for in-campus
- DoGreen sustainability app
- Mobile app to reduce travel emissions
- Paperless office
- Virtual hiring for mass campus recruitment drive
Our workforce is our most valuable asset and we believe in nurturing and developing our own talent. We prioritise recruiting young professionals from diverse fields and renowned educational institutions, providing them with rewarding careers filled with learning opportunities and valuable experiences. Our campus hiring process is fully digitised, leveraging the Talview platform for efficient candidate assessment and selection. With this approach, we have successfully processed over 10,000 candidate profiles and hired approximately 600 young trainees. Our campus hiring programme, supported by the Recruit, Ready, Engage and Excel strategy, is one of the largest in the utility sector in India. In addition, we provide comprehensive induction, training and engagement initiatives to ensure their success and growth within our organisation.
To ensure effective recruitment aligned with job requirements, we have adopted a Business Personabased Cadre Recruitment strategy. This approach assesses candidates' skills and qualifications, creating pathways for their professional development within the organisation. Moreover, we actively seek out new talent to support our 4 GW solar cell and module manufacturing plant, employing lateral hiring strategies and collaborating with local authorities to establish a training centre for skill development.
New hires
| Employee Category | Female | Male | <30 | 30-50 | >50 | Total |
|---|---|---|---|---|---|---|
| Senior Management | 2 | 35 | Nil | 17 | 20 | 37 |
| Middle Management | 8 | 97 | 1 | 94 | 10 | 105 |
| Junior Management | 405 | 1,883 | 1,554 | 732 | 2 | 2,288 |
| Workmen | 30 | 179 | 119 | 89 | 1 | 209 |
| FDA + SE | 70 | 388 | 345 | 77 | 36 | 458 |
| Total | 515 | 2,582 | 2,019 | 1,009 | 69 | 3,097 |
Management age group
Attrition levels
| Employee Category | Female | Male | <30 | 30-50 | >50 | Total |
|---|---|---|---|---|---|---|
| Senior Management | 2 | 54 | Nil | 17 | 39 | 56 |
| Middle Management | 8 | 92 | Nil | 70 | 30 | 100 |
| Junior Management | 137 | 564 | 373 | 283 | 45 | 701 |
| Workmen | 37 | 330 | 58 | 25 | 284 | 367 |
| FDA + SE | 37 | 263 | 200 | 82 | 18 | 300 |
| Total | 221 | 1,303 | 631 | 477 | 416 | 1,524 |
Management age group
About 48.6% of our employees are represented by unions and collective bargaining agreements. By future skilling unionised workforce, we maintain harmonious labour relations and engage them in growth journey.
12 weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially affect them.
* Includes only manpower numbers of Tata Power, TPREL (incld its subsidiaries), Mundra, TPRMG, PTL, MPL, IEL, TPTCL, TPADL, TPIPL, TERPL, TPCDT, FENR, NELCO, TPDDL, TPSODL, TPCODL, TPWODL and TPNODL
We are deeply committed to engaging our employees both emotionally and intellectually, and we have implemented various initiatives to foster this commitment. Our approach to measuring engagement is two-fold, utilising periodic surveys such as the Annual Employee Engagement Survey 2023 across the entire organisation and frequent Employee cohort-based Pulse Survey VIBES, which covers 1,800+ employees from different cohorts including young trainees, women employees, those working in remote locations, and employees on shifts. Furthermore, we organise a range of engagement initiatives such as InnoRise, Ullas, Festithon, My Workplace-My Happy Place, Cricket Premier League, Annual Awards, Telec Sports, Policy Vibes and many more, to keep our workforce motivated and inspired.
To ensure optimal workforce staffing and productivity standards, Tata Power conducts productivity studies in all business clusters. These studies, based on industrial engineering concepts, are conducted internally, in collaboration with external subject matter experts, or in partnership with professional agencies like NITIE, EY, and others. These studies deliver numerous benefits, including cost management, internal talent funding for growthfocused businesses, and the development of well-defined career paths.
Tata Power is also committed to enabling the green energy transition by reskilling employees in mature business clusters and redeploying them to growth businesses through its Daksha initiative.
We have initiated several initiatives to develop the skill set of our employees.
i. Leadership development programmes
A three-tiered leadership development programme in partnership with prestigious management institutes—like IIM Ahmedabad, SP Jain, and XLRI—for senior, middle, and first-line management levels.
Senior Leaders’ Development Programme (SLDP)
- An invitation-only programme for top and senior leaders
- 32 leaders from Batch 2 will be completing the programme by July 2023
Achieving Young Leadership Potential 2.0 (AYLP)
- A 6-month programme for mid/senior officers to take up higher responsibilities
- Batch 2 with 40 participants is in progress
Emerging Leaders Programme (ELP)
- A 4-month programme for young officers to manage task at team and individual level
- Batch 3 has started with 50 participants
ii. Future Skill Academies
Every year, our Future Skills Academies in digital, project management, sales, and customer centricity foster continuous learning, collaboration and skill development. Through a blended learning approach, including live sessions, self-paced learning, projects, coaching, assessments and communities, employees enhance their capabilities for the evolving business landscape.
We have four separate academies that are currently operational. The framework is as below:
Future Skills Academy
Digital
Project Management
Customers Centricity
Sales
1. Digital Academy
2. Project Management Academy
3. Customer-centricity Academy
4. Sales Academy
5. Other Skilling Interventions
Through our partnership with TISS, we offer training in new technical skills like EV charging and solar technicians. Our in-house initiative, the Paribartan Ru Pragati 10P change management programme, integrates employees into a cohesive, collaborative and customer-focused team. Implemented in four acquired distribution companies in Odisha, it has yielded positive business outcomes in areas such as collections, safety, and power restoration times. In Odisha, we have also introduced various initiatives such as Pehchaan, Prarambh, Pratigya, Prayas, Parichay, Prerna, Paathshala, Prasar, Prahansa, and Parivaar. Additionally, we provide work-integrated learning opportunities for ITI/ Diploma holders and Diploma engineers.
By leveraging Tata Power Skill Development Institute and partnering with government institutions, Tata companies, educational institutes and green tech industries, we are developing the green jobs skilling ecosystem for the country
Average Training hours
* Includes only manpower numbers of Tata Power, TPREL (incld its subsidiaries), Mundra, TPRMG, PTL, MPL, IEL, TPTCL, TPADL, TPIPL, TERPL, TPCDT, FENR, NELCO, TPDDL, TPSODL, TPCODL, TPWODL and TPNODL
For us, employee welfare is a top priority, and we continuously review and update our policies to meet the needs of our workforce.
We collect employee feedback through engagement surveys, internal surveys and input from senior leaders and business HR. Our policies not only comply with legal and industry standards but go beyond them. For example, our Gender Diversity Policy grants a one-year sabbatical for family needs, and our Health and Wellness Policy covers chronic illnesses and extends coverage to parents-in-law under the Mediclaim scheme. Our integrated leave policy incorporates various categories of leave, including marriage, paternity, adoption, higher education, compassionate circumstances and sabbatical, aligning with leading employee benefits practices.
Additionally, we have introduced several health and wellness initiatives, including Fuller Life, collaborations with GOQii, Titan Eye Plus camps, Tata 1mg Services and 121help.net EAP, with a special focus on high-risk groups such as women, employees below 30 years and those with non-communicable diseases. We have also organised various corporate events centred around promoting health and well-being
We firmly believe that Diversity and Inclusion (D&I) bring fresh perspectives and foster innovation within our organisation. We actively promote non-male representation by setting goals for leaders, managers and HR, tracking progress quarterly and discussing it with leadership. Cross-functional teams are formed to work on vital projects, promoting a culture of collaboration and leveraging diverse thinking, especially from younger employees. Our D&I plans are tailored to each business cluster, with a focus on gender, generational and disability inclusion. We map and support women's career trajectories from recruitment to maintaining work-life balance through various initiatives.
Women officers across roles
We have initiated hiring of Persons With Disability (PwD) to encourage further diversity in thinking
Parental leaves and return to work in FY23
Gender pay comparison
* Includes remuneration for employees of Tata Power, TPREL (incld. its subsidiaries), Mundra, TPRMG, PTL, MPL, IEL, TPTCL, TPADL, TERPL, TPCDT, FENR only
Succession planning is integral to our talent management strategy and has been declared a best practice in Tata Group. We employ robust processes to build a strong talent pipeline for leadership positions. This includes identifying high-potential employees, providing training, coaching and stretch assignments. Our Leadership Development Programme enhances the capabilities of future leaders. Talent assessments based on our AMP leadership competency model ensure our leaders possess the necessary skills. With these initiatives, we ensure a smooth leadership transition.
Employee Retirements
Our focus is on promoting a zero-injury workplace, and we have a strong management system in place to ensure the wellbeing of every employee.
Indirectly employed/contractual workforce
* Includes remuneration for employees of Tata Power, TPREL (incld. its subsidiaries), Mundra, TPRMG, PTL, MPL, IEL, TPTCL, TPADL, and TPDDL
Occupational Health and Safety Management System
We have established a robust Tata Power Safety Management Framework, which is in alignment with the Tata Group Health and Safety Management System and ISO 45001:2018 standards. As part of this framework, we have implemented the Hazard Identification and Risk Assessment (HIRA) process for all routine and non-routine tasks. Additionally, we provide regular HIRA and Job Safety Assessment (JSA) training to our operation, maintenance and service engineers to maintain the highest level of safety standards.
To ensure the quality of the occupational health and safety management system, we have incorporated features such as annual internal audits, daily quality checks of instruments, and tie-ups only with ISO-certified external labs. The on-site trained occupational physicians identify health risks and hazards at the workplace and maintain the health check reports in an online health management system.
This enables detailed analysis of various parameters and identification of potential health risks and hazards and allows for individual risk mitigation planning, implementation, and follow-up until the risk is eliminated.
Overall, these quality-assurance features ensure that the occupational health and safety system provides high-quality services to employees and promotes a safe and healthy work environment for all.
Non-occupational Health Services
We provide comprehensive non-occupational health services to our employees, including medical insurance coverage for hospitalisation and a medical fund scheme to support expenses not covered by insurance. We also offer an advanced policy for hospitalisation without cashless facilities and OPD facilities for consultations, tests and treatment of acute cases. To further support our employees, we have a voluntary OPD insurance scheme to cover out-of-pocket medical expenses. Medicines are provided for chronic conditions and free health checks are offered based on age-based risk profiles. Moreover, we arrange visits from specialists such as cardiologists, gynecologists and orthopedicians to our on-site medical centres for consultations with employees and their dependents.
Voluntary Health Promotion Programmes
- Diet and nutrition programme with dietitian consultation
- Emotional counselling through EAP services available online, on the phone and face-to-face when needed
- Promotion of a no-smoke campus
- Walkathon programmes to promote physical activity
- A sports club, gym and annual sports events for physical and mental well-being
- Monthly discussions with experts about managing diabetes, hypertension, cancer awareness and mental health
- Monthly EAP sessions on topics of mental health, parenting and work-life balance
- Women's well-being programmes, especially for mothers returning to work
- Communication of events through social media (Yammer) and doctors' sessions on MS Teams
We are fully committed to upholding human rights standards across our entire value chain. Our zero-tolerance policy ensures that there is no room for human rights violations or discrimination. To ensure compliance, we have implemented stringent measures to prevent child labour and bonded labour within our Company and throughout our direct value chain.
In addition, we have specific policies in place to address workplace harassment and prejudice. We continuously educate our employees on these policies to ensure they understand what constitutes a violation. Our human rights policy aligns with the principles set by the International Labour Organization (ILO) and the United Nations Global Compact (UNGC). We have also developed a comprehensive human rights due diligence framework based on the UN Guiding Principles Reporting Framework.
To remain aligned with global best practices, we periodically update our policy and integrate it into our pre-induction training. We offer refresher modules to ensure that the importance of our Human Rights policy is consistently reinforced throughout our organisation.
Human Rights Commitment Framework
Dignity of all stakeholders
Well-being
Culture of respect and support for Human Rights
Avoiding connivance in Human Right abuses
Adherence to principles of ILO
Adherence to principles of UNGC
Freedom of Association and Right to Collective Bargaining
Protection from discrimination
Alignment of conduct of employees
