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Tata Power: # 1 Indian Private Power Player
Tata Power: # 1 Indian Private Power Player		 TATA POWER: A COMPANY WITH MANY FIRSTS
TATA POWER: A COMPANY WITH MANY FIRSTS		 NDPL – Supply Reliability
NDPL – Supply Reliability		 NDPL – Transforming Power Distribution Operational Parameters
NDPL – Transforming Power Distribution Operational Parameters		 NDPL – Transforming Power Distribution Commercial Parameters
NDPL – Transforming Power Distribution Commercial Parameters
NDPL – Capital Expenditure
NDPL – Capital Expenditure		 The SUGAM Experience…
The SUGAM Experience…
NDPL - Enhancing Consumer Convenience
NDPL - Enhancing Consumer Convenience		 NDPL - Enhancing Consumer Convenience
NDPL - Enhancing Consumer Convenience		 NDPL – Excellence Recognized
NDPL – Excellence Recognized
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Indian Private Power Player

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1Tata Power: # 1 Indian Private Power 24Average spot Rate $ 42 PMT and Long term
Player. June , 2005. contract of $ 23 PMT Reduction in
2KEY MESSAGES. Huge opportunity in an Manpower: Reduced 300 employees. Average
evolving sector Positioned to be a front yearly savings of Rs. 12 Crs. One time
runner Tata heritage, established skills payment Rs. 24 Crs. Sale of Non Core
in generation, transmission and Assets: Sold shares of Tata Telecom, Tata
distribution Strategy under uncertainty Honeywell, Haldia, Tata Petrodyne and Tata
Three pronged approach to sustain position Ceramics – Net profit booked of approx Rs.
as India’s number 1 private power company 221 Crs. Broadband Business Transferred:
by creating a portfolio of initiatives. 1. Transferred Broadband business to a new
3KEY MESSAGES. Huge opportunity in an Corporate Entity. Funds Raised: 1.
evolving sector Positioned to be a front Domestic Debentures: Rs. 600 Crs. at YTM
runner Tata heritage, established skills of 7.10 for 10 years 2. FCCB: 200 Million
in generation, transmission and at YTM of 3.88%. 23.
distribution Strategy under uncertainty 25DISTRIBUTION: CREATED A SUCCESS STORY
Three pronged approach to sustain position AT NDPL – THE ONLY SUCCESSFUL
as India’s number 1 private power company PRIVATISATION IN DISTRIBUTION. Reduced
by creating a portfolio of initiatives. 2. from 53% to 35.5% as of Feb 05. i.e. an
4INDIAN POWER SECTOR IS FUNDAMENTALLY effective reduction of 18% in less than
ATTRACTIVE. Peak supply shortage of 11.7% three years. Over 25% capacity added
(~13,000 MW) (Western Region: 22.4%, Package substitution Fully remote operated
Gujarat: 25.4%, MP: 18.5%, Maharashtra: grid stations High voltage distribution
16.5%) Average supply shortage of 7.3% system. US$ 142 million (Rs.640 crore)
(Highest in Western Region of 11.3%). invested to improve reliability Average
Demand of 212,000 MW (by 2012) vs, Current interruptions per annum reduced by 67%.
capacity of 112,000 MW Demand drivers Per Electronic metering Online account
capita power consumption is 50% of China management 24 hour call center 100,000
(475 kWh per annum vs. 1,020 kWh per annum legacy pending complaints resolved. NDPL
for China) Industrial growth. High meets 27% of energy of New Delhi’s but as
AT&C losses estimated at 43-53% US$ per data of SLDC, NDPL accounts for less
4.5 billion (Rs.20,700 crore) loss Low than 2% of the breakdowns in Delhi in
realised tariff (70%). Huge energy terms of million units (Mus). 24.
deficit. > US$170 billion (Rs.8 lakh 26NDPL - The Victory Curve (trend of
crore) of investment required over next AT&C loss) NDPL has made an effective
decade. Source: Ministry of Power reduction of 18% since the time of
presentation – May 2004, SEB report 2004, takeover. Regulatory Target of 2006-07:
Powerline research. 3. 31.1%, well within reach in 2005-06 itself
5VISION 2012 – “POWER FOR ALL BY 2012”. !!!! 25.
Increase generation capacity from 112,000 27NDPL – Supply Reliability. 26.
MW to 212,000 MW Increase private sector 28NDPL – Transforming Power Distribution
share from 11% to 16.5% Increase Operational Parameters. 27.
inter-regional transmission capacity to 29NDPL – Transforming Power Distribution
30,000 MW (~ 9000 MW currently) Reduce Commercial Parameters. 28.
AT&C losses to 13% (43-53% currently) 30NDPL – Capital Expenditure. 29.
Increase recovery of power cost through 31The SUGAM Experience… 50 years since
realised tariff to 100% (70% currently) independence… No power Distribution
Reduce peak energy shortage to 0 (11% Utility thought about 100% transparency 2
currently) Reduce average energy shortage year ago… NDPL became the First Power
to 0 (7% currently). 4. Utility in the country to provide On-line
6COMPLEX INDUSTRY STRUCTURE WITH Information on Consumption, Billing &
MULTIPLE STAKEHOLDERS. *. Power is a Payment to 100% consumers. Now through
concurrent subject. Multiple stakeholders Website 100% Consumers can:•. View Bill
with different functions. Sets the vision View Consumption Graph Print Duplicate
(Vision 2012) Frames laws (Electricity Bill Make payment. NDPL - Transparency
Act, 2003) Frames taxation policies Sets with Consumers… 30.
investment guidelines (FI sectoral limits 32NDPL - Enhancing Consumer Convenience.
etc) New National Electricity Policy New Fully networked consumer care centers
National Tariff Policy (Draft). Owns and launched. Consumer Care and Communication.
controls State Electricity Boards July 2002: 20 options for payment of Bills
Constitutes state regulatory body April 2005: 1134 locations for payment of
Determines extent of subsidies. Bills. 31.
Significant presence across the system 33NDPL – Excellence Recognized. 32.
National Thermal Power Corporation Power 34KEY MESSAGES. Huge opportunity in an
Grid Corporation of India National Hydro evolving sector Positioned to be a front
Power Corporation. Accounts for 11% of runner Tata heritage, established skills
generation Present in distribution (e.g., in generation, transmission and
Mumbai, Delhi, Kolkata, Orissa parts of distribution Strategy under uncertainty
Gujarat) Two large players – TPC and REL, Three pronged approach to sustain position
several small players - IPPs (e.g., GMR, as India’s number 1 private power company
Torrent ) and Distcoms (e.g., AESC, CESC). by creating a portfolio of initiatives.
SEB’s (30). Central public utilities. 5. 33.
7POLICY MAKERS ARE MOVING IN THE RIGHT 35SIGNIFICANT EFFORTS BEING MADE TO
DIRECTION. Clearly stated vision – ‘Power ACHIEVE COST COMPETITIVE OPERATIONS.
for all by 2012’, but no service standards Organisational transformation. Regulatory
indicated Electricity Act, 2003 to promote Management. Tata Business Excellence
competition and rationalise tariff Model. Defend Current Business. Growth.
Generation delicensed Open access of 34.
T&D networks Regulatory framework 36Strategy & Main Drivers. The
established US$ 1026 million (Rs.4514 Growth drivers are: Seeking increase in
crore) released under ‘Accelerated Power capacity through New projects, Domestic
Development Reforms Programme’. Regulatory & International acquisition and
setup in place in most states Ten states Expansion Seeking backward integration by
have unbundled State Electricity Boards acquiring Captive Coal Berths Growth in
Availability based tariff regime Other Businesses The drivers to Defend
implemented Distribution privatised in Current Business are: Thru’ 3SCR Other
Orissa and Delhi. Focus on rationalisation initiatives The Organizational
of tariff structure New National Transformation drivers are: HR Initiatives
Electricity Policy New National Tariff TBEM Risk Management. 35.
Policy. 6. 37THREE PRONGED APPROACH TO SUSTAIN
8NEW ELECTRICITY POLICY. GoI approved POSITION AS INDIA’S #1 PRIVATE POWER
the National Electricity Policy (NEP) COMPANY. Flexible fuel strategy as not
under section 3 of EA 03 in February 2005. locked into a single fuel: a multi-fuel
Aims and Objectives: The National strategy to deliver lowest cost power in
Electricity Policy aims at achieving the key markets Invest in a portfolio of
following objectives: Access to assets – lock in strategic
Electricity – Available for all households markets/sources, create options in other
in next five years. Availability of Power markets. Expanding portfolio of customers
– Demand to be fully met by 2012. Energy (bulk, residential) Partner with select
and peaking shortages to be overcome and state governments. Multiple capabilities
adequate spinning reserve to be available. to grow at rapid pace Operational
Supply of reliable and Quality Power of excellence Distribution skills Regulatory
specified standards in an efficient manner management Business development and
at reasonable rates. Per capita project execution skills. 36.
availability of electricity to be 38THREE PRONGED APPROACH TO SUSTAIN
increased to over 1000 unit by 2012. POSITION AS INDIA’S #1 PRIVATE POWER
Minimum lifeline consumption of 1 unit / COMPANY. Expanding portfolio of customers
household by the year 2012 Financial (bulk, residential) Partner with select
Turnaround and Commercial Viabilty of state governments. Flexible fuel strategy
Electricity Sector. Protection of as not locked into a single fuel: a
consumers’ interest. 7. multi-fuel strategy to deliver lowest cost
9NEW ELECTRICITY POLICY. Time schedules power in key markets Invest in a portfolio
for different activities fixed under NEP, of assets – lock in strategic
are summarised below: National Electricity markets/sources, create options in other
Plan to be finalised not later than markets. Multiple capabilities to grow at
September 2005. Grid code to be notified rapid pace Operational excellence
by SERCs not later than September 2005. Distribution skills Regulatory management
Energy accounting and declaration of its Business development and project execution
results to be made mandatory not later skills. 37.
than March 2007. CEA to develop meter 39A CHANGING PORTFOLIO OF CUSTOMERS OVER
regulations within 3 months SERCs to TIME. Attractiveness of customer base.
introduce ABT regime at State level within Timing. Tied wholesale to state
1 year Enabling regulations for inter and distributors (SEBs). Large, but mix of
intra State trading and also regulations loads Many SEBs unviable. Immediate.
on power exchange to be notified by Wholesale/trading. Rapid growth in traded
regulators within 6 months GoI to provide power. Immediate. More profitable, more
incentive based assistance to states to sticky, less risky. Direct to large
reduce T & D losses Policy to provide customers enabled by open access and
for adequate support to economically captive power policy. High industry growth
backward consumers. SERCs to designate all (4-6%) Open access mandated for 1 MW+. 3-5
such consumers to encourage consumption of years. Own distribution operations
say 30 Units per month. Tariffs for such acquired or franchised. Sticky customer
consumers to be at least 50% of the base Private participation models
average (overall) cost of supply. 8. emerging. ? 38.
10NEW TARIFF POLICY - Objectives. 40THREE PRONGED APPROACH TO SUSTAIN
Performance based cost of service POSITION AS INDIA’S #1 PRIVATE POWER
regulation for tariff determination to COMPANY. Multiple capabilities to grow at
continue for some time, on basis of the rapid pace Operational excellence
guidelines, which are as below: Return on Distribution skills Regulatory management
Investment – notified by CERC to be Business development and project execution
adopted by SERCs Equity norms – 70:30 Debt skills. Flexible fuel strategy as not
– Equity in excess to be treated as loans locked into a single fuel: a multi-fuel
advanced. For equity below norms – actual strategy to deliver lowest cost power in
equity to be considered for tariff key markets Invest in a portfolio of
calculations. Depreciation – CERC to assets – lock in strategic
notify rates of depreciation Cost of Debt markets/sources, create options in other
– Lender agreement to have provision for markets. Expanding portfolio of customers
re-fixation of interest rate every 3 (bulk, residential) Partner with select
years. Forex Risk – cost of hedging to be state governments. 39.
allowed for debts in foreign currency 41A pithead based plant is inherently
Multi Year Tariff – MYT framework to be less susceptible to adverse outcomes for
adopted for Tariff form April 2006.. 5 serving all states in most cases.
year control period to be followed – Loadcenter CCGTs only make sense
initial control period could be 3 years (especially in the Northern Region states)
Duties and Taxes – Present level of duties if gas prices are in the region of ~ U. S.
to be revised to make them reasonable. 9. $ 3.00 per MMBTU, which, in our opinion,
11HOWEVER, THE SECTOR IS EVOLVING WITH is highly unlikely. In the assumed base
SEVERAL CRITICAL ISSUES STILL TO BE case scenario, when gas prices remain the
RESOLVED. How to make the sector U. S. 5 per MMBTU range, imported coal
attractive for new players? Implementation based load centre plants are a third
of open access: Regulatory norms on option after pit-head coal. Own Critical
subsidy Distribution deregulation: Primary Fuel. 40.
Schedule? Timeline on disinvestment? 42As competition increases the power
Derisking investment: Payment guarantees? industry is likely to see “Commodity type”
Other options? Policy regarding cross pricing. TPC’s plants will, therefore,
subsidy, increasing subsidy, theft have to generate and deliver power at
control? Continued regulatory freedom? competitive tariffs. Only then our plants
Maturing regulatory learning curve? 10. be base loaded to at least 80% PLF Plants
12KEY MESSAGES. Huge opportunity in an will have to deliver power in the
evolving sector Positioned to be a front identified state markets at tariffs of
runner Tata heritage, established skills about Rs. 2 per kWh (at the States’
in generation, transmission and TRANSCO bus). Alternatively, this
distribution Strategy under uncertainty delivered tariff could be within the first
Three pronged approach to sustain position quartile of the new capacity being added
as India’s number 1 private power company to serve the identified state market. Low
by creating a portfolio of initiatives. delivered tariff base load generation
11. capacity. 41.
13TPC IS PART OF THE ‘TATA’ GROUP, ONE 43The reason form this tariff level are
OF THE LARGEST BUSINESS HOUSES IN INDIA. three fold Competitors such as Reliance,
India’s first Hydro power project (1910) NTPC and Sterlite are setting up plants
Integrated iron and steel works (1907) that can deliver power at these costs.
Chain of luxury hotels (1902) Indigenous Generation costs of existing depreciated
passenger car (1998) World’s largest SEB / NTPC plants are already below these
integrated tea operations Asia’s largest levels. It is possible for TPC to meet
software exporter. Over 90 operating these cost targets, Low delivered tariff
companies with market cap. of US$32 base load generation capacity (Contd….).
billion (Rs.139861, crore) Group’s 42.
turnover equivalent to 2.6% of India’s GDP 44Most of TPC’s low cost generation
(2004 revenues: US$14.3 billion, Rs.65,424 facilities will be located in the coal
crore) Over 2 million shareholders. rich Eastern states of Orissa and
Medical assistances to villages Drought Jharkhand. Inter-regional transmission
relief Afforestation Emission control. links from the East to the North and the
Pioneer in industrial development. 12. West currently have no spare capacity.
14#1 IN MARKET CAPITALISATION. Market Critical for TPC to connect its generation
capitalisation (as on March 31, 2005). US$ facilities through dedicated
billion. Tata group. ONGC. Reliance group. inter-regional transmission lines up to
IOC. Infosys. Wipro. Bharati. SBI. AV suitable PGCIL points in the Western and
Birla Group. ITC. HLL. Ranbaxy. 13. Northern Regions. This will partially
15THE TATA GROUP: AT THE FOREFRONT OF reduce our dependence on inefficient state
INDIAN ECONOMIC GROWTH. 1904. 2004. – owned grids and reduce transmission
Textiles, Hospitality, Steel & Power. costs of TPC power. Evacuation of power
7 business sectors. Tata & Sons further from these points up to the
Central India Mills Svadeshi Mills markets of TPC’s choice will have to be
Ahmedabad Advance Mills Indian Hotels. studied further by PGCIL This will be
Tata Sons Tata Industries 80+ operating subject to the pooled tariff principle
companies. US$ 26 million (Rs.122 crore). currently being adopted. Selective
US$ 14.3 billion (Rs.65,424 crore). ~ presence in Transmission. 43.
5,000. 220,219. J N Tata Endowment. 45A mture and economically viable
Trusts, TIFR, TISS, Tata Memorial. Without wholesale market is absent in India today
compromising values! 14. Sale of large quantities of power to SEBs
16TPC: INDIA’S #1 PRIVATE POWER PLAYER, is fraught with collection and price
PRESENT ACROSS THE BUSINESS SYSTEM. risks. Customer ownership is essential to
National Thermal Power Corporation (21,249 control cash receipts. Owning distribution
MW) National Hydro Power Corporation will give TPC an additional long-term
(2,475 MW) TPC (2,300 MW) Reliance Energy competitive advantage when generation
Limited (941 MW). Power Grid Corporation markets commoditize. Globally several
of India (41,000 Ckms) TPC (2,200 Ckms). successful power companies are integrated
State Electricity Boards Reliance Energy players who successfully differentiate
Limited (5 million consumers) Calcutta themselves in the front-end with
Electricity Supply company (2 million customers. RWE in Germany, Endesa in Spain
consumers) TPC (1 million consumers) and Enel in Italy International experience
Ahmedabad Electricity supply company (1 has, in fact, proved that standalone
million consumers). Project management and distribution is also a viable option.
consulting. Tata Projects TCE. 15. Forward Integration into Distribution. 44.
17TATA POWER: A COMPANY WITH MANY 46Tariff Reduction Through Operational
FIRSTS. 16. Tala transmission line (1,300 Improvements (3SCR) Tariff Reduction
Kms). Successful Delhi distribution. First Through Reconfiguration of Units and
Pumped Storage Unit in India. First to Changes in the Fuel Mix at Trombay
introduce SCADA and Fibre Optic ground Securing Customers Through Power Purchase
wire communication. First Flue Gas Agreements Proactive Regulatory Management
De-Sulphurisation plant. First to to Project Profits and Distribution Assets
commission GIS mechanism. First 500 MW Ensure Competitiveness Though a Level
thermal unit in India. First Hydro Playing Field on Standby Charges.
Electric power plant in India. Defending the Mumbai License Area Business
18GENERATION: CREATING EXCELLENCE IN through five major initiatives. 45.
MUMBAI. Unique islanding system ensures 47Growth Drivers – Prospecting. Few
uninterrupted power to Mumbai during grid projects where the Company is actively
disturbance Plant availability of 94.52% considering growth and expansion:
(thermal) and 92.72 (Hydro) State of the Greenfield - Within India 1000 MW Pithead
art distributed control system. Thermal Power Project - Maithon (JV with
Reliability. Lowest T&D losses in DVC) 1000 MW Coastal Thermal Power Plant
India of 2.4%. T&D. 5% reduction in Maharashtra - Vile 1000 MW Generation
achieved in FY 2004 vs. FY 2003. Tariffs. Project for North India (incld. Delhi)
Among the lowest SO2 emissions in the Captive Coal Blocks Of the 10 blocks
world Latest technology to reduce applied for we expect allotment of 2-3
emissions (e.g., Fly Ash Aggregator, Flue blocks [Jharkhand/ Chattisgarh/ AP]
Gas De-sulphurisation etc.). Emission Distribution Parallel distribution in
control. 17. Adityapur Also studying various states for
19SO2 EMISSIONS AT TROMBAY ARE AMONG THE Distribution circles Transmission Western
LOWEST IN THE WORLD. SO2 emissions. Metric Region strengthening and Maithon
tonnes per day. IFC. Denmark. USA. Canada. Transmission Line thru Joint Venture
TPC, Trombay. 18. Greenfield - Outside India 1000 MW Gas/
20TPC’s PERFORMANCE IS REFLECTED IN Coal based Project in Bangladesh 500 -1000
STRONG FINANCIAL RESULTS . . . Profits. MW Power Plant in South Africa 450 MW
US$ million. EBITDA CAGR of 6.5%. 2005. Project in Iran. After Due Diligence,
2001. 2002. 2003. 2004. Operating margins. separate approval would be taken before
Per cent. 2005. 2001. 2002. 2003. 2004. investing money in the prospective
FY05 Exchange Rate: US$ 1- Rs. 43.98. project. 46.
EBITDA. PAT. 19. 48Thank You. Statements in this
21. . . AND SUSTAINED EPS. Market presentation describing the Company’s
capitalisation of US$ 1.36 billion objectives, projections, estimates and
(Rs.6,300 crore) Annualised return of over expectations may be “forward looking
100% (BSE Sensex 53%) FII holding statements” within the meaning of
increased from 7% in 2003 to 14% in 2004 applicable securities laws and
and 21% as at 31-03-2005 67% floating regulations. Actual results could differ
stock. EPS. Cents. 2001. 2002. 2003. 2004. materially from those expressed or
2005. FY05 Exchange Rate: US$ 1- Rs. implied. Important factors that could make
43.98. 20. a difference to the Company’s operations
22OPPORTUNITY TO IMPROVE PLANT LOAD include, among others, general economic
FACTOR. Plant load factor at Trombay. and business conditions affecting the
2005. 2001. 2004. 2002. 2003. Per cent. demand for electric power in the areas in
21. which the Company operates, changes in
23Graph showing Share Price of TPC Vs Government regulations, tax laws and other
REL Vs BSE index during FY03 To FY05. 22. statutes and incidental factors. 47.
24Achievements FY05. Coal Contract:
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