Tata Power Company Limited

“The signing of the financing agreements for Mundra UMPP is an important milestone. The good response demonstrates the faith of the lenders in our execution capabilities and expertise to complete the project in time. The terms of debt financing provides us long tenure of loans supporting our competitive bid price assumptions.” – Mr. Prasad R. Menon, Managing Director, Tata Power On April 24, 2008 The Tata Power Company Limited (TPCL), India’s largest private power company, signed a financial agreements with a consortium of banks for 4000 MW Ultra Mega Power Project (UMPP), coming up at Mundra, Gujarat under the Special Purpose Vehicle (SPV) Coastal Gujarat Power Limited (CGPL). The cost of the project is estimated at INR 170,000 million (USD 4.2 billion) with the first of the five units to be commissioned in September 2011. The entire plant is expected to be commissioned by end of 2012. The company decided to finance the project with a debt-equity ratio of 70:30 comprising of equity of Rs.42,500 million External Commercial Borrowings (ECB) of up to USD 1.8 billion and Rupee Loans of up to Rs.55,500 million. The banks that financed ECB’s include The Export-Import Bank of Korea, International Finance Corporation, Korea Export Insurance Corporation, Asian Development Bank, and BNP Paribas. While the domestic banks that financed rupee loan includes State Bank of India (SBI) (Lead bank for rupee lenders), India Infrastructure Finance Co. Ltd., Housing and Urban Development Corporation Ltd., Oriental Bank of Commerce, Vijaya Bank, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Travancore and State Bank of Indore. SBI Capital is the financial Advisor and Mandated Lead Arranger for Rupee loans. This is the first Ultra Mega Power Project in India built on super critical technology to improve efficiency and to decrease green house gases. The Government of India in its ambitious project of adding 73 GW of power during the 11th five year plan decided to set up nine UMPP in India which will allocated to players in tariff led competitive bidding. Against this background, the scenario of power industry follows:

Power Industry
The power industry is considered as one of the important industries for the progress of any country. It is considered as the backbone of any country’s development. The Indian government has laid much emphasis on the development of power sector since independence; accordingly, the installed capacity has increased from 1713MW in 1950 to 143061.01 MW as on 31st March 2008, registering an 83-fold increase in power generation capacity. The total installed capacity as on 30th April 2008 was at 143311.01 MW. The electricity generation in India has increased from 5.4 billion units in 1950 to 624 billion units in 2006-07 registering a 115-fold increase in generation. Currently, India stands fifth in terms of installed capacity. With the growing generation capacity the capacity of transmission and distribution is also increasing. The present transmission and distribution capacity of India is at 5.2 million circuit Km, which is third largest in the world. Despite heavy investments in generation and transmission and distribution, the per capita consumption of electricity in India is far less than world average. The per capita consumption of electricity in India during 2007-08 was at 704.2 kwh per year against the world average of 2596 kwh. Electricity falls with in the jurisdiction of Central government and the State governments. In many states the electricity boards are vertically integrated entities, majority of which are now been unbundled into Generation, Transmission and Distribution companies, which are state owned. However to meet the targeted 1000 kwh per capita availability of power by 2012, the government has been encouraging private players in power generation. States like Delhi, Orissa went one step a

TPCL

2008-01

head by privatizing the distribution of power in these states. Inspite of these efforts by the government of India, India is facing a severe shortage of power. For the first nine months of FY 07-08 the country has faced a power shortage of 9.9 percent and peak demand shortage of 16.6 percent as against a power shortage of 9.8 percent and a peak demand shortage of 13.5 percent in 2006-07. In order to accommodate the growth of economy of over 8-9 percent the country should have to increase its generation capacity to 302000 MW in the next ten years. By 2031, the expected generating capacity would be at 800000 MW.

Industry Value Chain
Generation, transmission and distribution form a line in the value chain to provide electricity to end customers like farmers, industries, domestic customers. Figure 1: Value Chain

Source: Icfai Research Team. Considering the importance of generation, transmission and distribution in the industry, an understanding of these segments is necessary to analyse the position of the industry. i. Generation – In this segment/stage electricity is generated by using four different types of sources namely, water, fossil fuels, uranium and renewable resources. Based on the type resource we use in generation of electricity there are four types of generation namely, Hydro, Thermal, Nuclear and Renewable Energy Sources. In Hydro, we use water to produce electricity. In Thermal we use fossil fuels like coal, natural gas and diesel. In nuclear, we use uranium where as in Renewable energy sources we produce electricity by using wind and sunlight (solar). In India as on March 31 2007, nearly 65 percent of electricity was produced by using fossil fuels, while hydro generation contributes 26 percent to the total power production. The remaining was by nuclear and renewable sources. The utilization of capacity in power sector is calculated by using Plant Load Factor (PLF). Historically India has a low PLF, however for the last few years it has been improving at a steady rate. It has increased from 64.7 percent in 1996-97 to 78.61 in 2007-08. Among the 2

74 percent while.TPCL 2008-01 three sectors private sector has highest PLF with 90. – OPGC/OHPC – Haryana Vidyut Utpadan Nigam (HVUN) – UP Thermal Power Corporation & UP Hydel Power Corporation – Karnataka Power Corporation Ltd.4.70. billing and issues typical to the end consumer. 3 . the national grid has a capacity of 9500 MW and PGCIL plans to achieve national grid capacity of 37000 MW by fiscal 2012. iii. Few states have corporatised their SEB. Orissa has divided its distribution network into 4 zones – Wesco.79 percent followed by central sector with 86. Nesco. Damodar Valley Corporation and NEEPCO. state grids are interconnected to form five regional grids. In all other states. In India the following players generate electricity: – – Central utilities such as NTPC. In order to facilitate the transfer of power between neighbouring states. In the transmission sector. The entities in this segment constitute the retail interface of the industry and address supply. state grids and distribution networks. Reliance Energy) has a 51% stake in the first 3 and AES has a 51% stake in the last.89 percent. the transmission and distribution system is a three-tier structure comprising regional grids. These regional grids facilitate transfer of power from a power-surplus state to a power-deficit state and it is anticipated that these grids will be gradually integrated to form a national grid. Among these alternatives power generation through hydro is the cheapest one followed by wind and thermal. transmission is still under the control of SEB’s except the 5 cities where licensees control the transmission of power. At present. Transmission – Transmission is the bulk transfer of electricity from the generation plant or location to the place of local distributors or sub-stations near populated areas. The distribution system is mainly controlled by state electricity boards except in Delhi and Orissa where power distribution has been entrusted to the private sector.000 million. Andhra Pradesh – AP Genco Independent and Captive Power projects (ICP) like TPCL Licensees such as Reliance energy and CESC. Gridco holds the remaining stake. state sector has least with 71. Most of the regional grids or inter-state transmission links are owned and operated by Power Grid Corporation of India Limited (PGCIL) while the state grids and distribution network are mostly owned and operated by SEBs or state governments through SEBs. The total annual loss of the power distribution system is Rs. Southco and Cesco. quality. the Delhi government privatized the distribution through competitive bidding to reduce transmission losses. a few of the states have unbundled their transmission and corporatized their entity Orissa Andhra Pradesh Haryana Uttar Pradesh – – – – Grid co APTransco Haryana Vidyut Prasaran Nigam (HVPN) UP Power Corporation. In 2002. Distribution – Electricity distribution is the penultimate stage in the delivery (before retail) of electricity to end users. It serves as a connecting link between generation plants and sub-stations. The bulk transmission network has increased from 3078 Ckm in 1950 to more than 250000 Ckm at present. which is 33% of the average investment required in this sector in the 11th plan period. State State Electricity Boards which are state-owned utilities. BSES (presently. Nuclear Power Corporation. In India. These are: Orissa Haryana Uttar Pradesh Karnataka – – ii. NHPC.

keeping this in view government has introduced certain new regulations to meet its targets for power industry. Central-East and South-West Delhi. The low share of private sector was mainly due to regulatory hurdles in the form of getting power purchase contracts with the electricity boards. NTPC the largest power company by far controls 19. Additionally. TPCL. Reliance Energy Limited. SEC Torrent Power Limited and Noida Power Company Limited own and operate distribution networks in their respective license areas. the Government of India implemented a scheme under the electricity act to invite private sector investment in major transmission projects.49 percent of the installed capacity. the billing rate has improved by 50 percent in the last three years. the government has launched Accelerated Power Development and Reforms Programme (APDRP) to accelerate distributional reforms. the delay in power purchase contracts relates to inadequate provisions and lack of clarity in government regulations forms a major hurdle for a private player to start generation of electricity. The private sector contribution is mainly from independent power producers and captive power producers. this is clearly visible in the hydro electricity projects. distribution is in the control of SEBs except the 5 cities where licensees control the distribution of power. the private sector controls only 14 percent of total capacity. 4 . actual investments have been slow mainly due to lack of a framework enabling them to enter into Power Purchase Agreements with utilities and achieving financial closure.. The Government of India has recognized 14 such projects to be implemented on “built own and operate basis”.TPCL 2008-01 While BSES got two zones namely. in the private sector TPCL controls 11.1% and it contributed 28. TPCL got North. Although the private sector is quite keen to enter hydro projects in a big way.1 percent of share. AEC Torrent Power Limited. It can be seen that both private and public players operate under all the segements of power industry. The private participants are allowed to provide transmission services on a “built own and operate basis”. In Delhi it was reduced to around 26 percent compared to national average of 33 percent. access to raw materials like coal which is controlled by governments. NTPC’s share on 31 March 2007 in the total installed capacity of the country was 19. and several private companies have secured a number of potential sites from State governments. The distribution network and the state grids are mostly owned and operated by SEBs or state governments through SEBs. Compared to states where government private players control distribution. while acquisition of land is related to some local issues like displacement of people and providing rehabilitation for them. The contribution from captive power producers to state grid is more than that of IPP’s. Even after liberalization of power sector in 1991. In fiscal 2006. North-West Delhi. huge land requirement etc. North Eastern Electric Power Corporation Limited. In all other states. The transmission of power in India is almost controlled by state and central entities. The significant players in private sector are TPCL and Reliance energy. Regulations Norms Despite public and private sector participation. CESC Limited. Damodar Valley Corporation. In March 2003. Organized vs Unorganized The Indian power industry is highly organized sector with 86 percent of generation controlled by entities owned by state and central governments. Key Players: The major players currently operating in the Indian power sector are.50% of the total power generation of the country during 2006-07. In Orissa. Subsequently 22 states corporatized their SEB’s while Delhi and Orissa are two states where private companies oversee power distribution. the states with private distribution have been able to reduce T&D losses. experts were of the opinion that the role of government is determinant in providing direction to the power industry. Reliance Energy Limited and TPCL. Power Grid Corporation of India. however public sector maintains its dominance all through the value chain. Nuclear Power Corporation of India Limited.

i.TPCL Electricity Act. • Policy Incentives • • • • • • • 5 .5 percent PLF for thermal power plants. The electricity act 2003 allows trading in power and provides for further deregulation. The most important reform has been the introduction of the Electricity Act. 100 percent foreign equity participation is allowed under the automatic approval route in all segments of the industry (except atomic energy). Government of India has approved a scheme called “Accelerated Power Development and Reforms Program (APDRP)” in March 2003 to accelerate distribution sector reforms. Similar incentives are provided for hydroelectric power projects. Considering the dynamics of power industry and its requirements. Return on equity up to 16 percent is assured at 68. Bring about commercial viability in the power sector. automatic approval (RBI route) for 100% foreign equity without any upper ceiling on the quantum of investment is permitted in all sectors of the power sector. the Government has taken significant action to restructure the power sector and attract private and foreign investments. 2003 allows any generator of electricity to distribute electricity in a rural area without the requirement of any license. A renewable license period of 30 years has been set. the government has initiated several regulatory changes and policy incentives from time to time. transmission and distribution of electricity. The government allows a 5-year tax holiday for power generating projects with an additional five years in which a deduction of 30 percent taxable profits is allowed. The main objectives of the APDRP program are to: • • • • Reduce Aggregate Technical & Commercial (AT&C) losses. Section 14 of the Electricity Act. The Electricity Act consolidates all the existing legislations. and Increase consumer satisfaction. The salient features of this policy are as stated hereunder: • • • • • • Access to electricity: Available for all households in the next five years. Minimum lifeline consumption of 1 unit/household/day as a merit good by year 2012. Regulatory Changes • In order to facilitate FDI. Per capita availability of electricity to be increased to over 1000 units by 2012. Import duty at the concessional rate of 20 percent has been set for import of equipment. The Electricity Act is a central legislation and seeks to replace the multiple legislations that governed the Indian electricity sector. subject to compliance with measures as may be specified by the Central Electricity Authority under section 53. Generation and distribution power projects of any type and size are allowed.e. generation. Financial turnaround and commercial viability of the electricity sector. 2003 2008-01 In recent years. Reduce outages and interruptions. which has modified the legal framework governing the electricity sector and has been designed to alleviate many of the problems facing India’s power sector. Distribution Reforms The reform in distribution is to bring about the efficiency and improve financial health of the power sector. Availability of power: Demand to be fully met by 2012. Supply of reliable and quality power.

TPCL 2008-01 Performance The power industry has gone through a long way since Indian independence. However. During the current FY 07-08 out of the targeted capacity addition of 14613MW for the first ten months only 7263MW has been achieved.” It has established Power Trading Company (PTC) to purchase power from the private sector mega projects and sell it to the beneficiary states. which covers fiscal 2008 through 2012. the capacity addition was 10731 MW with growth rate of 8. The objective is to give flexibility to promoters in setting up generation plant. To meet the ongoing demand in power the government of India has targeted a capacity addition of 78577 MW during the 11th five-year plan. capacity addition by thermal plants will be around 75 percent of total additions. During the tenth five-year plan of the targeted capacity addition of 41000 MW only 23000MW was added.600 MW has been harnessed. The main reason for this was while Indian economy is growing at over 9 percent annum the power generation is growing at just over 7 percent. The Union Power Minister. as mentioned earlier the installation capacity has registered a 83-fold increase. To reduce these losses.90 percent of total power requirement. 2003.1%. The Planning Commission has estimated that improvements in the distribution sector are necessary for drastically reducing the AT&C losses. the targeted capacity addition of 78577MW will not be reached until and unless government takes certain steps to implement power projects at a faster time. Even though there is a slight south-ward movement in the percent of losses they are very much above the accepted levels. the performance of state sector is disappointing with a PLF of 71. Future Outlook As mentioned earlier.50.79% PLF followed by central sector with a PLF of 86. So. the Indian economy is expected to grow at 8 to 9 percent for the next 15 years. This is in the form of lack of adequate domestic manufacturing capacity for generation equipment.89%. with private sector operating at 90. This problem can be overcome by creating more players in this field and by bringing cost competitiveness and accountability to timelines. amounting to 9. The policy has been further liberalized and with effect from March 2003.74%.14%. while state and private sectors are expected to add 27957 and 10760 MW each. During the fiscal 2008. from 1713 MW in 1950 to 143061. There is an urgent need for public and private participation for development of untapped hydro potential. of which only 33. to support this growth India’s energy needs are also expected to increase at the same rate. For the last three years. which is targeted at 58644MW. It has estimated investments of up to Rupees ten lakh millions in distribution sector to reduce the losses. Out of the targeted capacity addition of 78577MW.61% as against the targeted 77. the amount of power shortage has been increasing both in actual and percentage figures. Given the gestation period of four years for power projects it is necessary for government to award the remaining power projects before 31st March 2008 to achieve the targeted capacity addition. the overall PLF stood at 78. For the fiscal 08.01 MW as on 31st March 2008. 16553 MW by hydro and the remaining 3380 from nuclear power plants. Mr. Experts are of the view that this is mainly due to capacity hurdles.000 MW. this has been a major bottleneck coming in the way of timely completion of generation projects. 6 . 48955 MW is under construction and the orders for the remaining are yet to be placed. While the peak power shortage was at 18073 MW. Out of the targeted 78577MW during 11th five-year plan central is expected to add 39865 MW. Out of the targeted 78577MW during 11th five-year plan. Sushil Kumar Shinde has opined that to achieve the long-term goal in power generation the country should harness the potential hydro electric capacity it is having. the government should also undertake reforms in transmission and distribution sectors. Keeping in view of necessary changes in policy structure to encourage power production the government has de-licensed generation under the Electricity Act. He said “The country has a huge hydro potential of about 1. The requirement of techno economic clearance of Central Electric Authority (CEA) for thermal power plants has been removed. Refer exhibit-8 for the T&D loss figures in percentage. all inter-state projects with a capacity of 1000MW and above for thermal and 500 MW and above for hydel projects are being treated as mega power projects subject to fulfillment of required conditions and would be extended the concession of “Zero” customs duty on import of capital goods. For the year 2007-08 the power shortage was at 73338 million units. Historically power industry in India is characterized by electricity shortages.

Maharashtra : 37. It is estimated that coal resources in India are exhaustible in 40 years and the industry is required to diversify the basket to mitigate this effect. Maharashtra : 17 MW.5 MW and at Wadi in Karnataka (50 MW). In Maharashtra. the project faced heavy resistance from British officials. with a condition that it should restrict to bulk supply of electricity to factories and railways. the balance from the central sector. which require not less than 500. Experts are of the view that it is required to enhance domestic production of coal and take equity positions in energy resources abroad to reduce the effects of fuel price shocks. It also has thermal power plants at Jojobera in Jharkhand with a capacity of 428 MW. Of the $200 billion investment. Karnataka 81 MW. It all started with an idea to harness the energy of water by converting into electricity. Once Jamsethji Tata led his executives towards a creek near Bombay where rainwater is gushing out from the river Roha. Khandke. Initially. in order to maintain a sustained growth of 8% per annum to 2031. However. by completing the first inter state transmission project with private-public partnership known as the “Tala transmission Project”.TPCL 2008-01 In April 2005. There he visualized his idea of producing hydroelectric power by using gushing water.6 MW. Maharashtra: 7. Balance of the investment in transmission and distribution is expected to be financed through a mix of the state and the private sector. By fiscal 2032. and at Bramanvel. the government is facing a daunting task of replacing coal as major raw material. To secure its raw material requirements it has acquired stake in Indonesian coal mines. 2007. Bhivpuri and Bhira). the Government of India has launched a programme with an ambitious target to electrify all the villages by 2012. The total capacity of hydroelectric plants is at 447 MW as on March 31. it was awarded the country’s first Ultra Mega Power Project at Mundra. It is a joint venture between TPCL Company and the Government of NCT of Delhi with the majority stake being held by the Tata Group to distribute power in northern and the north western part of the Delhi. only 82 percent of villages got electrified and out of that only 44 percent of people had access to electricity. Belgaum. To meet the growing demand in Bombay area it has built its first thermal power plant at trombay near Bombay in 1956 with a capacity of 125 MW. which was upgraded to 180 MW in 1980. Tata Power The largest private power producer in the country TPCL took its birth from the vision of India’s first industrialist Jamsethji Nuseerwanji Tata. 7 . $90 billion would be needed for transmission and distribution of which $15 billion is needed for the national power grid. In 1916. When the government of Delhi privatized the distribution network in 2002. In the next few five years it is planning to expand its size by five times. it established Andhra Valley Power Supply Company. When it comes to electrification of potential pump sets. In 2007. It has started a new subsidiary NDPL (North Delhi Power Limited). Ahmednagar. Besides. Today the capacity of the tromaby thermal unit is at 1350 MW. TPCL acquired license for the northern and the north western part of the Delhi. however after much delays and consultations finally the government has given license to Tata Hydro Electric Supply Company in 1910. power generation capacity would have to increase to7780985 MW. As per the Planning Commission report. which are fed by five major reservoirs. TPCL has three hydro-generating stations (at Khopoli. which represents 51 percent of energy basket with other raw materials. To achieve these ambitious targets and to support the growing economy it is expected to have an investment of US$200 billion during the 12th five-year plan. India would need to increase primary energy supply and electricity supply by 3 to 4 times and by 5 to 7 times respectively. as high as $90 billion is needed for generation capacity addition of which $19 billion is expected from the private sector. Between 1910 and 1927 it has built three hydroelectric plants in Western Ghats with a capacity of 291 MW.000 units per annum. As on 31st March 2008. Investment of $6 billion for the national power grid is expected from the private sector. The company achieved another landmark in 2006. the man who pioneered industrial revolution in India in the year 1906. only 79 percent got electrified by the end of March 08.

Business Model The business model of the company can be perceived from its varied operations which include generation. Consultancy and oil exploration. Captive Power Plants for Tata Steel: The company has entered into an agreement with Tata steel to build and operates captive power plants for the energy requirements of Tata steel through its subsidiary named Industrial Energy Limited. and a related trading company owned by PT Bumi Resources Tbk to secure coal requirements for its future operations. The company is also actively looking to build power projects in overseas. In generation it has partnered with Damodar Valley Corporation to set up 1050MW Maithon right bank thermal project in Jharkand. Securing Raw Material: TPCL. Distributing electricity to the end customers. It is also in the process of expanding its operations in Trombay and Jhojobera. transmission and distribution. operates in two segments namely Power and Strategic Electronic Division. Entering Partnerships: The company has entered into partnership with public sector undertakings to explore opportunities in generation. • • • • • • Company’s Strategies Company sources pointed out that keeping in view the changing competitive environment and available opportunities. the important revenue streams for the company are: • Selling of electricity to large private clients. in which TPCL holds 74 percent and Tata steel holds the remaining 26 percent. To achieve the target it is in the process of building Greenfield projects like ultra mega power projects in Mundra and one at coastal Maharastra. Raigad District in Maharashtra. had acquired 30 percent stake in two major Indonesian thermal coal producers PT Kaltim Prima Coal and PT Arutmin Indonesia. However. The company has • • • 8 . industries. Manufacturing electronic equipment to defense sector.TPCL Products and Services 2008-01 Analysts are of the view that in line with the changing industry dynamics the company has made its presence felt in the entire value chain of the industry. Incorporating captive power plants in partnership with Tata steel for the requirements of Tata steel. which is planning to increase its capacity five fold in next five years. which has been in the business of power for the last nine decades. and their contribution to overall revenue was around two percent in 2006-07. The other business includes manufacturing of Electronic equipment. transmission and distribution. where there is availability of raw materials. Trading of electricity through its subsidiary Tata Power Trading Company Ltd. railways and SEB’s in bulk in Mumbai license area and in other service areas like. It had entered partnership with Power Grid Corporation in power links transmission for a transmission project to evacuate power from Tala Hydro Project in Bhutan to the power deficit states of northern India. Belgaum in Karnataka & Jojobera in Jamshedpur. These strategies include: • Expanding Capacities: The company is in the plans of expanding its capacity by five fold in the next five years to capitalize the increasing demand in the country. Broadband services. It is in talks with Tata steel to continue this partnership for the future projects of Tata steel. it has evolved various strategies to continue its significant position in the industry. TPCL is viewing such partnerships in future to fuel the growth. for better growth prospects. Maintenance of captive power plants. TPCL. It is also in talks with various state governments like Orissa and Jharkand for greenfield projects. Transmission of electricity over long areas from the place of generation to the market place. The power business is the core business to the TPCL which contributes 98 percent of its revenues.

They have increased from 52 of net sales in 2005-06 to 57 percent in 2006-07. the Company has received favorable assessments/orders pertaining to its Mumbai LA relating to previous years and therefore reversed tax provisions aggregating Rs. Nuclear Power: The company has earlier expressed its interest in nuclear power production. is looking to explore these sectors once they are opened to private players. The increase was mainly on account of commissioning of Unit 4 at Jojobera in previous year.1895 million is mainly on account of the fresh loans raised during the year from IDFC of Rs.64 percent. • • Performance In the wake of new initiatives undertaken by the company.8 percent in terms of number of units generated while the income from sale of power has grown at 6.000MW by 2020 and 50. While its subsidiary for power trading Tata Power Trading Company Ltd. Prasad Menon.2.205 MUs during the year as compared to 675 MUs in the previous year.919.TPCL 2008-01 signed purchase agreement with KPC to purchase about 10 million tones of coal per annum. (TPTCL).4 million in the previous year.8 million in the previous year to Rs. The acquisition specifically addresses the fuel requirements for the upcoming 7. its revenues have grown at a CAGR of 7. The Government of India is also actively studying the private participation in nuclear power generation to reach its ambitious target of generating 20.000 MW Mundra Ultra Mega Power Project (UMPP). 9 . The increase coal and fuel prices have increased fuel costs by 13 percent. However. Profit before tax for the year has decreased by 22 percent mainly due to increased fuel costs and cost of power purchased. During the year 2006-07 due to unprecedented increase in demand for power in Mumbai License Area the cost of purchase of power has increased by 14 percent as the company has purchased extra units to cater the demand in the area.2. profit after tax has increased by 14 percent due to excess of tax provision made in earlier years.5. the company has entered into power trading. Mr. private players can get license to participate in nuclear power production to achieve the government’s target of increasing nuclear power generation capacity to 10000MW by the end of 11th five year plan (from 2008-2012). which had already entered into transmission and distribution sectors in partnership with government entities.1817. while income from other business which includes Strategic Business Unit has decreased by 41 percent. with the commissioning of the wind farms during the year.4500 million and CPs of Rs. Once the treaty with US goes through.4 million. this is mainly due to increase in dividends from its subsidiaries and investments. The provision for the current year is lower due to the Company providing tax as per Minimum Alternative Tax (MAT). Power Trading: With the liberalization of power sector. the Trombay project and the coastal power project in Maharashtra. and also the rebate provided by the company to its customers as per Mumbai Electric Regulatory Commission (MERC) order which was provided in the books of accounts. the first trading entity to be granted a trading license by the Central Electricity Regulatory Commission (CERC) has now expanded operations to cover the entire country including the North-Eastern States.2 million as against Rs. (TPTCL) has recorded highest growth among all the divisions for the year 2006-07. TPCL said that “The acquisition of mines specifically addresses fuel requirements of the Mundra Ultra Mega Power Project. Tata Power Trading Company Ltd. Depreciation for the year was at Rs. It is complementary and supports the assumptions made in the bid for Mundra UMPP. Managing Director.01 percent. During the year 2006-07.1652. The company. The increase in Interest and finance charges from Rs.” • Entering New Businesses: With the liberalization of Indian power sector the company is planning to capitalize opportunities in the sectors like transmission and distribution that were opened to private players.98 percent. Other income for the year has increased by 5.783. Last year it has registered a growth rate of 3. Segmental Analysis TPCL which generates 90 percent of its revenues from sale of power saw a modest increase of five percent in sales.000MW by 2050.000 MW power projects. Trombay and the coastal power project in Maharashtra. During the year 2006-07 TPTCL traded 1. which includes 4.000 million issued.

2.000 million with a debt: equity ratio of 75:25. The operations have been expanded to cover the entire country including the Northeastern states.6. while the second one in 2011. Out of the 4000 MW of capacity it supplies power to five states namely.205. This project has a capital outlay of Rs. Haryana (380 MW).1. Powerlinks has declared a maiden dividend of 1.1 million and a profit after tax of Rs. Projects Under Implementation The company has lined up various projects to increase its capacity over the next five years by four fold.060 million with a Debt: Equity ratio of 70:30. Punjab (475 MW). Maithon Power Project It is a mega power project that TPCL is executing in joint venture with Damodar Valley Corporation (DVC). The plant uses hot flue gases from Hoogly Metcoke as raw material.350. The plant at Jojobera is will be run on coal supplied from Mahanandi coal fields.037. Captive Power Plants at Jamshedpur and Jojobera The company is constructing two captive power plants of 120 MW each at Jamshedpur and Jojobera in joint venture with Tata Steel at a ratio of 74:26 to cater to the needs of Tata Steel.1.4 million as against Rs.6 million in the previous year. In this project. The capital outlay for the project is at Rs. The plant will operate on imported coal.400 million with a debt: equity ratio of 70:30 and is expected to be completed by September 2009. The plant at Jamshedpur will run on coke oven gases from Tata Steel.31.6 million from Rs. Trombay Unit 8 TPCL is adding another 250 MW to its existing 1350 MW capacity at Trombay. Haldia Power Plant TPCL is constructing a 120 MW of power plant to catter to the needs of Hoogly metcoke plant at a cost of Rs. The first unit of 45 MW was completed in March 2008.). while the remaining 75 MW = (30 + 45) will be completed in October 2008. which TPCL has won by tariff. with the first project is expected to complete by October 2011 and the final phase is expected to complete by December 2012.44. The total outlay of the project is Rs.077.8 million in the previous year. Powerlinks the transmission company established in partnership with Power Grid Corporation of India has commenced operations in the year 2006-07.10.70.6.4.500 million with a Debt: Equity ratio of 70:30.38. 10 .TPCL 2008-01 thereby resulting in an increase in its revenues by 191% to Rs. After meeting the requirements of Hoogly metcoke the excess power will be sold to Tata Power Trading and WBSEDCL (West Bengal State Electricity Distribution Company Ltd. The first phase is expected to complete in 2010.900 million and will be executed with a debt: equity ratio of 70:30 and is expected to be completed by August 2008.7 million. Profit after tax also increased to Rs. The project is a coal based one with a capacity of 1050 MW and will be executed in two phases of 525 MW each. TPCL holds 74 percent while the remaining 26 percent is held by DVC. based competitive bidding. The project is implemented under five phases of 800MW each. it is expected to be completed by August 2008. Powerlinks in its first year of operations has earned revenues of Rs.8% for FY 07.6. Maharashtra (760 MW). This project is based on super critical technology which improves the efficiency and reduces CO2 emissions. Gujarat (1805 MW). the projects that are under implementation are: Mundra Ultra Mega Power Project It is the first UMPP that was declared by government. The cost of the project is pegged at Rs. Rajasthan (380 MW).660 million and is financed at a Debt: Equity ratio of 70:30. The capital outlay for the project is Rs.

which is planning to expand its generation capacity through Greenfield projects across India to capitalize power deficit situation in India is relying heavily on coal as a raw material for these projects might face few challenges in the form of increase in costs and environmental issues relating to fly-ash at the same time it facing the risk of increase in the prices of coal due to infrastructure bottle neck across the world. The company is planning to capitalize the growing manufacturing industry by constructing and running captive power plants at different locations. the country is going to add another 500000 MW of capacity. Over the next 20 years. Fuel Source Imported Coal Mandakini Coal Block Supply by Producers Captive Coal Supply by Tata Steel Capacity (in MW) 2400 1000 1270 500 500 Future Outlook TPCL has been looking at various alternatives to tap the opportunities available in power industry mainly due to increasing demand for electricity.79 rupees. analysts are expecting the performance of the company for the next three years as follows: • In 2006-07. which allows TPCL to sell excess power generated at its captive power plants to the other parts of the world. the company has generated 14267 million units and it is expected to grow at 7.01 and 4. 8. The average per unit price charged by TPCL will be at 3. These UMPPs have huge impact on the expansion of the company’s operations as these projects add 4000 MW of capacity with an added advantage of getting guarantees from government to get loans from financial institutions.99 and 15. 38. 14. which will provide huge opportunity to TPCL to expand its business. the distribution licensees are now allowed to procure power from any source. 4. Against the back drop of these expansion plans. this will be a trusted area where they want to concentrate.758.TPCL 2008-01 Table 1 Projects in Pipeline Project Coastal Maharashtra (Dehrand) Naraj Marthapur IPP Naraj Marthapur CPP Tubed IPP Jharkhand CPP (Tata Steel) Source: Tata Power. in long-term it has to face competition with other players like Reliance who is expanding aggressively.41 rupees for the next three years. However with generation having opened up. The per unit price expected to pay for the next three years would be at 7. Out of the proposed nine UMPP only three have been awarded till now and the company which has successfully won bid for Mundra project is planning to bid for other projects once the government initiates the process.38 and 8. Cost of fuel is expected to increase by 19. Due to short fall in generation the company has been purchasing electricity to supply to its Mumbai customers for the last few years.75.8 and 2127. 272.88 percent.49. The company has already obtained all India license to trade power. 1. Income from other operations is expected to be at Rs.58 and 29.63 million units. new areas of business in transmission and distribution have been opened to private players.93. The number of units the company is expected to purchase is at 477. The government of India has already selected few projects in transmission for private sector participation to improve the efficiency in operations and for TPCL. 11 • • • .933.78. The company. The Company’s vulnerability to competitive pressures in the medium term in Mumbai LA are low given the prevailing energy deficiency in the western region and transmission capacity constraints. which is looking to enter new areas in power business. With the liberalization of Indian power sector. To this extent it has already entered into agreement with Tata Steel to construct captive plants at their greenfield projects.12 and 334.98.83 percent for the next three years.2 million.1. this is expected to continue for the next three years also. However.

35.08 percent. Growth rate for the period FY 2011 to FY 2015 will be at 24. Other non-cash charges for the next three are expected at Rs 2214.83 percent of total liabilities. Capex for the next three years will be at Rs.56 percent.61 and the current ratio for the next three years will be at 2.5 percent of net sales. 2. For the next three years the company is expected to raise Rs. For the next two year.3630.91.28. 6800. Depreciation rate 8.6 million. • • • • • • 12 . 15760 and 20700 million and work in progress for the next three years is estimated at Rs.5.8 and 3860. 2760 and 14500 million. 2.TPCL • • • • • • • Staff cost for the next three years will be at Rs.6110 and 4230 million of unsecured debt. of shares outstanding is at 198 million.41 and 2. Effective Tax rate for the next three years will be 18. 14490 million of secured debt and Rs.83 percent of net sales. 1. No.2343. during the year 2009-10 it is expected to raise only secured debt. Total shareholders equity for the next three years will be at 78370. Current asset turnover ratio for the next three years will be at 1.5 percent.45 and 1.13910.9. Financial charges for the next three years will be at 5.01 and 1.41. 3037. 2008-01 Repairs and maintenance for the next three years is assumed to 2. 3010 and 4292. 6. 92140 and 102280 million. The administration and other expenses for the next three years are expected to be at 8.36 percent.4930. while the terminal growth rate will be at 7.41 and 6.27.4 million.

4 3871.9 30.0 45608.65 138.34% 11.22% 2919.9 –18.74% 5072.2 13.8 27.9 19.99% 30471.02% 197.1 57.4 5852.2 1895.6 13.96% 1135.8 47.43% –1107.41 8.0 14.4 2.93% –6.00 0.3 27.8 3256.49% 197.1 7455.1 52.1 18.8 35.23 14.47% 1554.45% 1919.8 2837.0 10.52% 889.3 28.00% 5082.01 13 .63% 1916.00 0.TPCL 2008-01 ANNEXURE I Profit and Loss account of Tata Power from FY 04-FY 07 (Rs.0 1914.66% 18488.72 9.07% 8635.9 2716.07% 168.8 2.70 8.81% 1159.0 3.3 71.3 7553.2 4315.91% 11901.07% 197.5 39270.09% 3339.2 3.34% –16.5 17.75% 3596.55% 1736.36% 6086.54% 0.9 42372.24% 2074.32% 4157. Distribution.41% –22.4 18.54% –300.7 16.6 7.66% 4579.10% 0.97% 197.8 25.0 1652.3 16.91% 6968.5 8561.00% 3065. in Million) Particulars Income from Sale of Power Income from other Operations Net Sales % Growth Expenditures Cost of Power Purchased % of Net Sales Cost of Fuel % of Net Sales Staff Costs % of Net Sales Repairs and Maintenance % of Net Sales Provisions for Contingencies % of Net Sales Generation.7 2676.4 15.8 2.4 –7.54 4094.0 3439.8 3.59% 9193.8 14.07% 2783.14% 5832.9 9.59% 18639. Administration and Other Expenses % of Net Sales Total Expenditures % of Net Sales EBITDA EBITDA Margin % Growth % Depreciation & Amortisation EBIT Financial Charges Other Income PBT Pre-tax Margin % Tax Effective Tax Rate % Adjusted PAT Net Profit Margin % Growth % Shares in Issue Adjusted EPS Growth % Dividends Paid DPS Source: Tata Power Annual Statement.07% 1199.9 7324.2 5597.09% 27089.89% 300.3 81.8 30.2 2.6 10.0 4.0 12.1 4.35% 1369.2 1599.76% 4291.39% 6645.2 47153.2 23.4 11.7 43.6 11. FY 04 399177 2454.50% 39918.46% 5479.8 84.0 –0.04% 36973.9 5860.51 FY 06 42932.79% 23965.51 FY 07 45555 1598.95% 8.77 11.78% 14.1 6.93% 30077.66% 7234.0 0.69 7.0 10.49% 188.29% 2251.02% 148.2 76.6 FY 05 36553.1 12.

in Million) Particulars Gross Assets Accumulated Depreciation Net Fixed Assets Capital WIP Investments Current Assets Cash Inventories Trade Debtors Loans and Advances Other Current Aseets Current Liabilities Net Current Assets Excluding Cash Deferred Tax (Net) Capital Deployed Total Assets Non-Current Liabilities Secured Debt Unsecured Debt Total Liabilities Share Capital Reserves Special Appropriatins Total Stockholders Equity Capital Employed Source: Tatapower Annual Statement. 7220 10000 17210 1980 42770 5750 50500 67720 10590 18010 28600 1980 43630 5750 51360 79960 9460 18090 27550 1980 47820 5750 55560 83110 13540 22790 36330 1980 52590 5760 60330 96660 520 3130 7180 5970 280 11800 4770 370 67720 79510 9800 2970 6930 5530 360 13000 2790 –110 79960 92960 9910 4420 10580 4640 340 13210 6770 160 83110 96320 13680 3960 14780 7700 350 17570 9230 –60 96660 114240 FY 04 55350 23640 34770 3060 27290 FY 05 54660 26570 32460 4380 35030 FY 06 59250 29220 32150 2120 34120 FY 07 62300 31990 38110 7810 35700 14 .TPCL 2008-01 ANNEXURE II Balance Sheet of Tata Power from FY 04-FY 07 (Rs.

9 – 1107.7 11385.4 9135.6 – 4391.2 297.2 8181.1 9564.9 3176.3 7580.1 3439.1 0 – 3080.5 0 1676.5 2668 5860.3 1202.1 0 1833.2 7455.6 1369.1 – 782.6 211.2 492.8 FY 05 FY06 FY 07 9281 110 3770 519 9281 9800 9800 110 9910 9910 3770 13680 15 .4 1199.7 2780.1 0 1480.9 2919.2 301.6 7813.5 7553.TPCL 2008-01 ANNEXURE III Cash Flow Statement of Tata Power from FY 04-FY 07 (Rs.9 4362.5 2074.3 3040 4450.3 1652.6 5381. in Million) Particulars Cash Flow from Operating Activities PBT Non-Operating Income Depreciation Other Non-Cash Charges Operating Profit Before WC Changes Changes in Current Assets Changes in Current Liabilities Cash Generated from Operations Direct Taxes Paid Others Net Cash Generated from Operations Cash Flow from Investing Activities CAPEX Investments Interest Received Others Net Cash Used in Investing Activities Cash Flow from Financing Activities Change in Debt Change in Equity Dividends Paid Interest Paid Others Share Premium Net Cash used in Financing Activities Net Increase in Cash and Cash Equivalents Cash and Cash Equivalents at the Beginning Net Increase in Cash and Cash Equivalents Cash and Cash Equivalents at the End Source: Tatapower Annual Statement.6 1579.9 0 1378.1 236.9 6822. 7911.8 2330 – 907.2 5368.5 5636.8 208.6 1914.5 1841.1 2783.9 – 57 4341.4 181.8 3439.5 3256.4 4198.3 – 1050.3 3256.8 4194.9 0 – 5953.3 3596.9 3871.1 161.

TPCL 2008-01 ANNEXURE IV Demand and Supply of Electricity from 1998-99 to 2007-08 Source: CEA. 16 .

17 .TPCL 2008-01 ANNEXURE V Per Capita Consumption of Electricity over the Last Few Years Source: CEA.

TPCL 2008-01 ANNEXURE VI Per Capita Consumption of Electricity in Different Countries during 2006 Source: CEA. 18 .

TPCL 2008-01 ANNEXURE VII Growth in Electricity Generation over the Last Few Years Source: CEA. 19 .

TPCL 2008-01 ANNEXURE VIII Share of Different Sectors in Electricity Generation Installed Capacity as on 31-03-08 Source: CEA. 20 .

33 34.78 34.42 28. T&D Losses in % 32.91 AT&C Losses in % 32.25 30.54 32.07 N.54 34.53 31.61 26.TPCL 2008-01 ANNEXURE IX The Percentage of T&D Losses and AT&C Losses since 2002-03 Year 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 Source: CEA.A 21 .54 32.

com 22 . 6.com www. 3.com www.tatapower. 5.pppinindia.in www.tv.nic.moneycontrol. 7. 2.economictimes.com www.TPCL 2008-01 References 1.cea.thehindubusinessline.nic.powermin.com www.in www.realestate.in www. 4. 8. www.

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