Tata Power Delhi Distribution Research Articles

Investigation of Performance of Electric Load Power Forecasting in Multiple Time Horizons With New Architecture Realized in Multivariate Linear Regression and Feed-Forward Neural Network Techniques

A new multiple parallel input and parallel output architecture-based models are developed for forecasting electric load power consumption. Attention was paid toward the improvement of the accuracy of forecasting using this new architecture built-in by us, as compared to others in the latest literature. The models have an ability to forecast daily load profiles with a lead time of one to seven days. Both multivariate linear regression and feed-forward neural network techniques have been chosen for comparative performance study and analysis. The real-time data used for this research work were collected from Tata Power Delhi Distribution Limited, Delhi, India. Based on the performance criteria provided in the literature, each model is analyzed and the results are presented for two different lead times, i.e., day-ahead and week-ahead only.

Flexibility platform and the associated role of future DSO within IElectrix SHAKTI pilot project

Energy decentralisation is encouraged through customer empowerment within the formation of energy communities. The key enabling role of the distribution system operator (DSO) to support energy communities is however hampered by a lack of low-voltage grid digitisation and flexibility. The H2020 IElectrix project (2019–2022), co-funded by the European Commission, is devoted to solving this issue. Five DSOs (E.DIS, Enedis, Energie Güssing, E.ON EED, and Tata Power Delhi Distribution Limited) have joined with innovative solution providers and research centres, to demonstrate the combined roles of distribution grid innovations in different regulatory systems (Austria, Germany, Hungary, and India). This study focuses on innovative solutions for the Indian system, with a power sector sustenance majorly dependent on the cash flow coming from its distribution sector. Nevertheless, this is the weakest link of the power sector and faces major challenges such as the increase in the power purchase cost, high Aggregate Technical and Commercial losses, lack of cost-reflective tariffs and the energy transition. With the government's impetus towards promoting clean energy and the intermittent nature of renewables and the variability of charging electric vehicles, this requires real-time demand–supply management and network flexibility. The Indian SHAKTI pilot, located in Delhi, aims to demonstrate relevant technologies involving prosumer support.

Strategic Management Using Balanced Scorecard—A Case Study on Tata Power

This article aims to present an analysis to develop a deep understanding of the concept of balanced scorecard (BSC) as a tool for strategy mapping, alignment and measurement of performance in a leading firm in power distribution sector. The BSC model was developed to address the problems and limitations of relying only on financial measures for creation of strategy and measuring organizational performance in companies whose intangible assets played a pivotal role in creating value for stakeholders. This article provides an understanding into the development of globally competitive firms from emerging economies that have successfully adapted contemporary performance measurement and management tools in strategy implementation. The theory of the article has been substantiated with inputs of the target firm based on information collected from interviews and access to the firm’s internal procedures, articles from journal and other publicly available sources. The article provides an understanding into the process of development and implementation of strategy, and subsequent advantages drawn from the use of BSC at Tata Power-Delhi Distribution Limited, winner of the international Palladium Balanced Scorecard Hall of Fame award-2008.

Contribution of HR Systems in Development of Ethical Climate at Workplace: A Case Study

This article elucidates the relationship between HR systems and ethical climate at workplace with primary focus on the procedure adopted for development of ethical climate, using case study of an Indian power distribution company (Tata Power Delhi Distribution Limited [TPDDL]). The study categorizes TPDDL’s endeavours undertaken into two categories, explicit and implicit initiatives. Explicit ways of promoting ethics include ethics trainings, seminars on ethics, rewards and punishment policy, and mechanism of reporting ethical concerns/issues (ethics portal, whistle blower policy, IVRS, etc.). Implicit ways of creating ethical climate include HR practices, namely selective selection, training for developing interpersonal and technical skills, fair performance appraisal system and various engagement initiatives. The support and guidance of the senior management and line managers ensured successful execution of both initiatives. Results from the study suggest, over the period of time, the untiring efforts of various actors that saw the development of an ethical climate.

CSR as a strategy in Tata Power Delhi Distribution Limited

Subject area The subject area is corporate social responsibility (CSR). Study level/applicability The study is applicable to undergraduate- and graduate-level courses on CSR. Case overview The case discusses the issue of integrating CSR in TPDDL’s (TPDDL – Tata Power Delhi Distribution Limited) business model. TPDDL was formed as the result of a joint venture between Delhi Vidyut Board and Tata Power. At the time of the joint venture, a large number of users of electricity in Jhuggi-Jhopdi (JJ) clusters were not paying for electricity usage. A huge number of residents were not even in the system where they could be billed. The ones who were in the system had strong political banking as they were huge vote banks and hence would not pay. Only 40 per cent of electricity that was going to JJ cluster was billed due to this TPDDL was incurring huge commercial losses. As residents had very low income, TPDDL decided to invest in CSR activities to train the residents so that they could secure a job and pay the bills as well. Mr Praveer Sinha, MD and chief executive officer (CEO), urged his team to bring 100 per cent JJ clusters under the billing net without any coercive measures. TPDDL adopted parent company Tata’s CSR code and came up with innovative ways of engaging with these communities. Expected learning outcomes The outcomes are: strategic CSR initiatives for business excellence; incorporating CSR in existing business Model 3; role of stakeholders in CSR implementation; and benefits accruing from CSR activities. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 11: Strategy.

Tata Power Delhi Distribution: Automation vs Manpower

The current issue of Vikalpa has published a Case, Tata Power Delhi Distribution:Automation vs Manpower. This Diagnoses features its analysis by Meeta Dasgupta

Tata Power Delhi Distribution: Automation vs Manpower

The current issue of Vikalpa has published a Case, Tata Power Delhi Distribution:Automation vs Manpower. This Diagnoses features its analysis by Meeta Dasgupta

Tata Power Delhi Distribution Ltd: measuring beyond the metrics

Subject area The focus is on a performance management system and its strategic alignment using a Balanced scorecard in a Public Private Partnership framework. This case study analyses the situation for Tata Power Delhi Distribution (TPDD) which needs to realign its strategy to meet the emerging sustainability challenges of inclusive growth and combating the climate change. The case covers the field of strategic management, strategy formulation and performance management system deployment using the balanced scorecard. It touches upon the emerging need for corporates to look beyond economic signals and take social and environmental impacts into strategy planning process. Study level/applicability The case can be used in the following courses; post graduate program in public administration; MBA/Post graduate program in management in strategic management; executive training program for Government executives in public sector organizations to highlight the concept of performance management system in PPP companies. Case overview After the initial tumultuous years, TPDD emerged as one of the efficient power distribution companies in Delhi region. One of the major management tools that was helpful to achieve this was the balanced scorecard. TPDD's general manager for corporate strategy & planning reviewed the process and the due diligence that went into designing and implementing the balanced scorecard. Now, after the balanced scorecard success story, he along with Dr Ganesh Das, Head of Group – Strategy wants to take it to a next level and integrate their strategies related to inclusive growth of community and combating the ill effects of climate change. They believe that the balanced scorecard method that had helped them to achieve their strategic goals will help them to achieve future objectives too. But whether the existing four perspectives: financial, customer, internal process and learning and growth would adequately address the emerging challenges or whether there was a need to introduce a new perspective – “The Social Perspective” – is what they contemplate in the case. Expected learning outcomes The case can be used to teach the following: the importance of strategy in an organization and how it helps the firms to realize their stated vision; to highlight the process of strategy formulation and its deployment; to help students realize the difficulties in realizing a strategic goal through performance management system; use the balanced scorecard as an effective tool for strategy deployment and organizational alignment; to introduce students the concept of sustainability in the organization and emerging global challenges; and to illustrate the complexities involved in a strategic planning process Supplementary materials Teaching notes.