COVID19: Impact on Indian

Power Sector
– A Perspective
 Introduction
COVID19 pandemic has brought the whole This article is a viewpoint that looks at what
world down to its knees. It has been more than happens to the strategic goals and action plans
a month since most of the countries are in lock- in the current highly uncertain Covid19 scenario.
down condition fighting the pandemic. With An attempt has been made to try and estimate
only essential services allowed to run, the rest of the business impact and possible precautionary
economic activities are at a standstill. Oil prices are measures to stay afloat and still focus on meeting
at their lowest in the history; stock markets have the set goals. However, discussions in this paper
crashed, and an imminent recession and a possible are limited to Power sector and the domestic
depression may be unavoidable in the near future. market alone.

We are all going through a ‘Black Swan’1 event,
which is highly uncertain and unpredictable. Most
companies would have made their plans based on
business as usual scenario with ambitious growth
targets considering the global economy, expected
GDP growth, governments plans (budgets), etc.
The challenge in front of business leaders (CXOs,
Business Unit Heads, Sales Heads, etc.) today is
to understand the situation, visualise the future,
consider various risks and take decisions. The
precise task at hand is to steer the organisation
to stay competitive and achieve the set goals
while making sure all stakeholders’ interests are
protected.
Government Plan to boost Infrastructure
Growth in India
Hon’ble Prime Minister, in his Independence Day
2019 speech, highlighted that the government is
planning to invest Rs. One hundred lakh crores on
infrastructure over the next five years, including
social and economic infrastructure projects. The
emphasis of our PM’s national infrastructure vision
2025 is on ease of living: Safe & Clean drinking
water, access to affordable & uninterrupted power,
provide healthcare, modern railway stations,
airports, bus terminals and world-class educational
institutes. Figure 1 indicates planned allocations
across various sectors.

12% Energy
Food Processing 0.01
Steel 0.08 24%
Sports 0.08
Roads
Tourism 0.24
School Education 0.38 16%
Agriculture 0.54 Railways
Higher Education 1.18
Airports 1.43
Urban
Atomic Energy 1.54
Health 1.69
Petroleum Natural Gas 1.95 Irrigation and Rural
19%
Ports 2.02 Infrastructure
16%
Industrial Corridors 2.99
Others
Digital Infra 3.20
Drinking Water 3.62 13%
Rural Infra 4.11
Irrigation 7.73
Renewable Energy 9.30
Conventional Power 11.76
2
Figure 1: Planned allocations for
Railways
various sectors 2019-2025 as per
13.69
National Infrastructure Pipeline (NIP) - in Rs Lakh Cr
Urban and Housing 16.29
Roads 19.64

Irrigation, Power (Renewable & Conventional), Railways, Urban & Housing and Roads comprise ~80% of NIP

2 Tata Consulting Engineers Limited

1
Black Swan Event: This term was first popularised by Nassim Nicholas Taleb, professor of finance,
former Wall Street trader and writer. The black swan event is a highly unpredictable event that is
beyond what is expected in a normal situation and potentially has severe significance.
Pre COVID19 Plan
NationaI Infrastructure The annual investment plan, implementing agency and status of
Pipelines (NIP’s) goal for the projects are as shown in Figure 2 and Figure 3a & 3b. Renewable
Sector has the maximum share that increases year over year
power sector is to provide
while the share of conventional power (thermal, hydro and T&D)
affordable and clean energy. is reducing. Nuclear maintains the same share year on year.
Strategy to achieve this goal
is by delivering 24x7 clean Annual Phasing Investment YoY: in Rs lakh crore
and low-cost power available ₹ 0.33 ₹ 0.28
₹ 0.21
to all households, industry, ₹ 0.28
₹ 0.33
₹ 0.74 ₹ 0.69
commercial businesses, ₹ 1.20 ₹ 0.82
₹ 1.01
agriculture and reliable
transmission and distribution ₹ 0.11

infrastructure. The said ₹ 1.04 ₹ 1.70

₹ 2.17 ₹ 2.17

₹ 1.51 ₹ 1.44
infrastructure requires
capacity addition of ~263 ₹ 0.31

GW to the current installed YF20 (Est) FY21 (P) FY22 (P) FY23 (P) FY24 (P) FY 25 (P)
capacity of 356 GW, thereby Renewables Conventional Power Nuclear

taking total installed capacity 2

Figure 2: Investment Phasing across Sectors
to 619 GW. The breakup of % Source of Current % Current Target % Target Capacity
capacity addition planned for Energy Share Capacity in Share in in GW as per
each category is as indicated GW 2025 Vision 2025

in Table 1. Noticeably, the Thermal 63% 224 50% 310

focus continues on the Renewables 22% 78 39% 241
renewables sector, while
Hydro 13% 46 9% 56
the nuclear focus remains
the same. As expected, the Nuclear 2% 7 2% 12

defocus of the thermal sector Total 100% 356 100% 619

is visible. 2
Table 1: Current Capacity and Future Growth Plan

Conventional Power (Thermal + Hydro + T&D) Renewables

• Nuclear
100% Center
6% 3%
• Renewables 16%
100% Private Centre
Under Implementation
37%
State Under Development
Private Conceptualization

57%
81%

2
Figure 3a: Implementing Agency 2
Figure 3b: Status of Project
2
Source: Finance Minister Smt. Nirmala Sitharaman releases Report of the Task COVID19: Impact on Owners/OEMs in Power Sector 3
Force on National Infrastructure Pipeline for 2019-2025. Posted On: 31 DEC 2019
4:11 pm by PIB Delhi. Task Force for creating National Infrastructure Pipeline
 Current COVID19 Scenario
COVID19 pandemic has impacted all sectors. The power sector is an essential service and has the
challenge of maintaining continuous supply even though most of the industrial consumption has
reduced.

Average Generation - in Million Units Contribution to Total in %

Energy Source 1st March - 25th March - 1st March - 25th March -
% Change
24th March 19th April 24th March 19th April
Coal 2511 1873 -25% 72.5% 65.6%

Hydro 302 331 10% 8.7% 11.6%

Renewables 325 312 -4% 9.4% 10.9%

• Solar 157 162 3% 4.5% 5.7%

• Wind 97 96 0% 2.8% 3.4%

Gas, Naphtha, Diesel 132 146 11% 3.8% 5.1%

Nuclear 113 114 1% 3.3% 4.0%

Lignite 82 78 -5% 2.4% 2.7%

Total 3719 3112 -18% - -

Sources: Daily Reports, POSOCO and PRS Table 2: Energy Blend during 1st March -19th April 2020

During the lock-down, the source of power
generation has been adapted to compensate for
the reduced consumption. Most of this decrease
in consumption is taken care of by reduced coal
power generation.
As shown in Table 2, coal power generation
decreased from an average of 2,511 MU between
1st March and 24th March to 1,873 MU between
25th March and 19th April (~25%). As a result,
coal power contribution in total power generation
decreased from an average of 72.5% to 65.6%
between the period 1st March to 19th April.
This swing perhaps is happening due to various
reasons, including:
2. Running cost of renewable power plants is less
compared to thermal power plants.
If the electricity demand remains weak, it will harm
the coal power plants more compared to other
power generation sources. Renewable growth has
already brought in the need for flexible power.
The COVID19 situation has highlighted the same
even more. Further, with the planned capacity
additions in renewable energy as per NIP, flexible
power assumes greater importance for the power
industry in India.

1. Renewable energy (solar, wind, and small

hydro) have MUST RUN status, i.e., the power
generated by them has to be given the highest
priority by distribution companies.

4 Tata Consulting Engineers Limited

Impact & Recovery Path
To estimate the impact of COVID19 on NIP, we must consider how
long this pandemic continues to force countries to remain locked up,
preventing economic activities. Since 4th May the
Since 4th May the government has relaxed some of the restrictions. The
government has relaxed
impact of this relaxation is already showing up with a steady increase restrictions. The impact of
in the number of cases per day above 3500 in the second week of this relaxation is already
May. The future appears uncertain, and in these times of uncertainty, showing up with a steady
the strategy needs rethinking. Standard practice is to think of future
increase in the number of
scenarios that are plausible, test their forecast sensitivity by changing
key variables, and find the most favourable outcome and create a cases per day above 3500 in
strategy around it. For an Owner or OEMs in the power sector, the key the second week of May. The
variables are ‘Sales’, ‘Revenue’, ‘Cashflow’, ‘Efficiency’ etc. future appears uncertain, and
in these times of uncertainty,
Let us consider the possible scenarios based on recovery time to
normalcy3. Accordingly, we can come up with these Scenarios, i.e., the strategy needs rethinking.
V-Recovery, U-Recovery, W-Recovery & L- Recovery. These scenarios
have been widely discussed by several analysts in the past few weeks.

• It’ll be over soon, • The worst almost • It’ll be over soon, • The worst is yet to
accept the dip in over, but slow accept the dip in come
sales/revenue recovery ahead sales/revenue
• Ineffective
• Containment for • Ineffective • But a second wave lockdown delays,
4 - 6 Weeks lockdown delays, can recur containment for
containment for 3 - 6 months
• Situation returns 2 - 3 months • May lead to lock
to normal and down again for 4 • Some industries
business as usual • Some dependent to 6 weeks may not sustain
industries may or some have
take longer to • Situation returns to reinvent
return to normalcy to Normal and themselves
business as usual

V U W L

3
Normalcy here referred to pre-Covid19, i.e., before declaring it as COVID19: Impact on Owners/OEMs in Power Sector 5
a pandemic by WHO, it assumes the planned GDP growth, social-
economical life before COVID19
 COVID19 Impact on NIP
Impact on NIP and specifically on Power Sector
is estimated using the VUWL Scenarios and
keeping in mind each sector’s investment plans,
implementing agencies & current status of
projects.
V-Scenario is the very optimistic earliest recovery
scenario; containment of 4-6 weeks would hardly
make any difference and economy, as well as most
of businesses, are expected to return to normal.
Also considering the type of projects, stalling
them for few weeks would not have a major
impact either, other than the project delivery or
commissioning dates perhaps getting shifted.
In some cases it is even possible to catch up the
time lost. Hence, we can approximately take
impact to be around 10-12% dip in spending from
State or Central Govt or Private agencies with
corresponding effect on Owners, OEMs as well as
engineering consultants and other companies/
suppliers involved in Power Sector. The % dip in
sales or commercial impact perhaps can vary from
company to company and supplier to supplier
depending upon their position in the value chain.
However, 10-12% dip is reasonable to assume.
U-Scenario is a slow recovery, with no economic
activities for about 2 to 3 months, thereby demand
becomes less, resulting in some industries/
businesses being unable to sustain. As such
economy was under stress a couple of quarters
pre-COVID19. If slow down continues for 2 to
3 more months then some of these industries
will have to be bailed out (for example, airlines,
automobiles, tourism, hotel and restaurants etc.).
6 Tata Consulting Engineers Limited
Other sectors which are depending on these will
also be impacted to a certain extent. The overall
impact can be reasonably assumed to be around
25% dip.
W – Scenario is similar to V Scenario. Here, the
world wins only a momentary respite, with
the virus returning in winter. However, most
businesses will be better prepared, slowing the
spread of the disease. Growth will drop after the
initial recovery. But more significant success in
dealing with the return of the virus will see growth
recover much faster. Total containment of 10-12
weeks. The overall impact can be estimated to be
somewhere between V & U Scenarios, i.e., ~ 16-
18% dip.
L-Scenario is the worst-case scenario, wherein
recovery takes a very long time. Perhaps the worst
is not over as yet, and lockdown continues for
more than two quarters before recovery, thereby
bringing all or most businesses to a complete halt.
In this scenario, most companies will struggle in
the survival mode and, many in the end might
collapse as well. It is fair to assume the impact on
spending to be 50% less.
An estimate of the proposed government
spending on Power Sector in each of V, U and L
Scenario is presented below. W Scenario is not
explicitly shown as it is between V and U. It should,
however, be noted that the assumption is the
government does not make any changes to the
plan considering excess spending in health and
allied sectors.
COVID19 Impact on NIP
larger share of the expenditure.
Annual Investment FY 20 (Est) FY20 (Est) FY20 (Est) FY 20 (Est)
(in Rs Crores) Original Planned V Scenario U Scenario L Scenario
Also, renewables will be
implemented entirely (100%)
Thermal + Hydro + T&D 1,04,065 91,056 78,048 52,032 by private agencies. V-scenario
may not impact this sector
Renewables 30,500 26,687 22,875 15,250 much; however, U-scenario
may change the schedule,
Nuclear 11,152 9.758 8,364 5,576 mainly due to funding-related
issues. Since FY20 planned
Total 1,45,717 1,27,502 1,09,288 72,859
spending was not much, this
Table 3: Planned and Estimated Power Sector Investments under V, U and L scenarios may not be a considerable
Description 2019 Contribution challenge.
2020 However, projects
Contribution
Conventional Power (Thermal + Hydro and T&D): in implementation stage may
be affected as there is a known
In the short run, COVID19 impacted strategic targets for various dependency on China as Solar
sources like: PV modules are imported from
• Construction activities were stalled during the lockdown, and it China - though it is unlikely
will take some time to return to normal, to happen in the near future.
Also, the bids submitted
• Disruption in the global supply chain led to difficulties with the before COVID19 will have to be
availability of main components leading to delay in execution of relooked as almost all may have
projects and reduced revenue for companies. Frail demand left considered imports from China.
companies with less capacity for capital expenditure.
Nuclear:
Of the estimated ~1 Lakh Crore investment, 57% of projects are
getting implemented by states. These projects may suffer, depending The Centre will implement
upon how funds get allocated by the centre and the abilities of states 100% capacity addition in this
to fund it on their own. In V & U Scenarios, impact may not be so sector, and all projects are in the
high, but L Scenario can push these projects to the future (if under implementation stage. The long
implementation) or get abandoned/deferred (if still in the conceptual gestation period of execution
stage). leads to even spread in annual
phasing of expenditure. A
As such, future spending beyond FY20 in thermal will be less, as the significant project includes four
sector growth will be limited in the immediate future (zero-till 2022 new reactors at the Kudankulam
and around 20 GW realistically till 2027). Enough capacity is already Nuclear Power Project. Another
available, and much of the spending will be on environmental major project in the pipeline
upgrades. Hydro will also see limited investments based on expected to be tendered soon
experience (due to other challenges such as land acquisition). in FY21 is Kaiga. Again, V & U
Much of the planned spending will most likely be in the T&D sector Scenario may impact in terms of
that includes new infrastructure as well as upgrades to existing pushing out project deadlines
infrastructure. or decisions on the award of
tenders. L Scenario can have a
Renewables:
major impact on the plans and
Of the estimated 30,500 Crore planned spending on renewables, all the suppliers working for
the lowest was in FY20 whereas in subsequent years the sector has a NPCIL.

COVID19: Impact on Owners/OEMs in Power Sector 7

 Immediate to Near Term Actions
It is now more than seven weeks since lockdown
was implemented and stakeholders have taken all
possible measures. All utilities/owners continued
to operate the plant, albeit with lower workforce
for operation and maintenance taking due
cognisance of the social distancing measures.
There was no disruption of service during the
lights out event on 5th April, demonstrating the
ability of power generation and transmission/
distribution sector and the fact that this sector is
gearing up to meet the COVID challenge.
Many projects are ongoing and many agencies
right from Owners to OEMs to EPCs/O&MCs to
Equipment Suppliers, and Consultants across the
value chain have taken several measures like:
• Prepare/update Business Continuity Plan and
communicate the same to all stakeholders in
the value chain.
• Continue to operate the plants with social
distancing guidelines issued by Government as
Power is an essential service. As the demand
variation is expected to be not normal, green
power is to be utilised and thermal plants to
operate at minimum loads based on demand.
8 Tata Consulting Engineers Limited
Hydro (pumped storage) and thermal plants to
play a major role in providing flexible power as
necessary.
• Establish processes and work practices (SOP)
for restarting operations at manufacturing
plants, site or office as the case may be and
plan for phase-wise return to the ‘New Normal’.
• Wherever possible, establish rigorous and
effective work from home environment/
remote working processes and systems that
are secure and ensure employee productivity
• Provide confidence to customers through
regular online meetings and calls by sales
• Engage with employees at all levels through
regular meetings and resolve issues if any
concerning productivity.
• Monitor the situation continuously and make
necessary changes to the plans as needed and
communicate the same to all stakeholders as
required.
Actions for Future
Owners who have planned investments may need to relook
at the economic viability of their plans. OEMs who have built
large factories for large machines may need to plan for possible
changes in solutions that may get adopted in future. Equipment
suppliers, EPC contractors and engineering consultants may
need to review the possible scenarios and plan exit strategies
and unlearn, relearn and reskill their teams based on new normal. It is essential to
Some of the developments that we had seen pre-COVID due to
onset of renewables may get an impetus with a renewed focus on
keep a close watch
sustainability. Industry 4.0 based digital solutions will receive much on key customers,
needed focus in the operating plants in India. Listed below are a
few impending changes and actions: repeat customers
• Electricity demand may not reach its pre-COVID levels and the
and offer newer
base load may continue to remain at lower levels. Flexible and technologically
demand is likely to be met mostly by hydro (pumped storage)
and thermal plants. superior solutions
• Post-lockdown, positive effect on environment that have been to them which
witnessed by people during lockdown, may drive people to can help them to
adopt green and sustainable technologies. Investments and
solutions for green power and flexible power will be needed overcome their
with focus on enhanced protection measures and smart/
digital technologies for frequency and load forecasting and
challenges, i.e.,
management. “Help me to Help
• Reduced commercial and industrial operations and delayed you” and “Together
bill payments from industrial, commercial and residential
customers may lead to serious cash flow and revenue issues. We Win”.
Capex projects will be under pressure. Hence it is essential to
take required measures to manage revenue and cash flows with
due follow-ups on collection of receivables and invoicing for
unbilled progress of work.

• In ongoing projects with sites having reduced workforce,

alternate technologies that have existed but not much used
need to be explored. They include precast technology,
prefabricated structures, pre-engineered buildings, modular
constructions and 3D printing techniques.

COVID19: Impact on Owners/OEMs in Power Sector 9

 • BIM as a technology has not received due
attention in plant domain. 4D construction
simulations will become the norm through
which different scenarios considering site
constraints can be studied at design phase
itself and the best scenario adopted that is safe,
quick and consumes lesser resources.
• Businesses need reimagining, i.e., taking a
relook at core capabilities and getting rid of
skills that may become obsolete in post-COVID
scenario and focus should be on adjacencies
around the core to expand service offerings.
• OEMs may need to focus more on Fast Power
as against large machines as initial capital
investments are reasonable and payback period
is shorter. Green power, distributed power,
smart grids, microgrids and energy storage
solutions may receive higher investments.
• Increase in demand on renewable sources
puts pressure on conventional plant owners as
demand for conventional power may reduce.
Thermal plants may not see much growth.
Investments in this sector would be reduced to
a large extent and be limited to environmental
upgrades and modernisations.
• Consultants may work with Owners and
OEMs to devise rapid deployment of IIOT/
Digital and other operational improvement
solutions. Progressively the industry will move
towards creation of integrated ‘Digital Twin’ for
seamless, optimized supply chain, operation
and maintenance of assets.
• Plant owners and operators may work towards
reduction in complexity of operations. This
requires ability for remote operation of plants
with much lesser workforce deployed onsite
only to handle emergencies if required to
communicate with a central command and
control facility which may house SMEs.
10 Tata Consulting Engineers Limited
• Digital Twins and Industry 4.0 applications to
sweat the assets to enhance efficiency and
reduce operational expenditure is expected to
receive emphasis.
• Services support for minor inspections or
major overhauls will be impacted since service
experts may be unable to reach the plants
immediately. Plant operators may be unable
to diagnose the faulty equipment, and third-
party service providers may not be available.
This would call for investments that may
aid remote inspections, remote monitoring
and diagnostics, predictive/risk based IIOT
solutions for asset maintenance.
• Some of the key IIOT based digital solutions
would be performance monitoring and
optimisation of Boilers, Condensers, Pumps,
Cooling Towers, Transformers, Switchgears,
etc., Coal inventory management and
optimisation, Part-load and flexi-load
operations optimisation, Power plant
chemistry monitoring & diagnosis in Thermal
plants and PV plant health monitoring, module
cleaning optimisation, power forecasting
solutions, etc., in Solar plants.
• It is essential to keep a close watch on key
customers, repeat customers and offer newer
and technologically superior solutions to
them which can help them to overcome their
challenges, i.e., “Help me to Help you” and
“Together We Win”.
• With the focus of the Government of India
on being “Vocal for Local” and the 200cr limit
for local bidding, MSMEs and Consultants
in Indian Power Sector are likely to have
an advantage and need to gear up to offer
solutions identified as above, especially in
Industry 4.0
Smart Applications: Go Paperless
At Tata Consulting Engineers (TCE) we have promoted the use of smart project management applications
that help reduce the exchange of paper and stop the spread of infection in COVID19 times. With the help
of the following apps we have managed to go paperless to a large extent:

1. Suraksha App for daily tracking of site safety indicators.

2. Increased use of drones and fixed point photography to reduce the need for manual inspection

3. Use of mobile based TCE SmartSITE™ App to

• Manage and track engineering drawings and documents across their lifecycles.

• Bring all stakeholders together on the same platform, having built-in quality management
processes.

• Ensure that everyone works on the most up-to-date information with complete traceability.

• Collaborate digitally through electronic reviews, comments, approvals, RFI’s, correspondences and
transmittals

• Work as a team and make sure everyone is held accountable for their responsibilities and action
items.

• Ensure better visibility through real-time dashboard and reports.

TCE TCE SmartSITE™ TCE SmartSITE™ TCE SmartSITE™

SmartSITE™

COVID19: Impact on Owners/OEMs in Power Sector 11

 Conclusion
Since the current COVID Situation is
unprecedented and highly uncertain, the impact
that it can have on businesses is also highly
unpredictable. Business leaders must look beyond
the obvious and not rely entirely on gut feel. They
should try to explore various possible scenarios
and choose the one that is most plausible by
weighing its merits based on the emerging
business landscape, socio and macro-economic
scenarios.
The Government of India had massive plans
through its published National Infrastructure Plan
2025, based on which most of the businesses
in the domestic market would have built their
strategies. Now because of the COVID19, the
impact on these plans and the corresponding
impact on individual businesses needs thorough
analysis. Having a good understanding of what
may happen to these plans can be understood
through building various possible scenarios; which
in turn can help build a new/revised strategy to
avoid/minimise the impact.
Ultimately in these times, what is important is
to stay focused and stay afloat, and sail through
this wave. In the process, reinvent the business
processes, and systems and be prepared for the
“New Normal”. It is essential to plan for sustainable
solutions and use available technology such as
IIOT to take the industry forward.
TCE has an unparalleled pedigree in providing
consulting services to the power industry in
various sectors of thermal, nuclear, hydro,
renewables and transmission & distribution.
This domain expertise has now matured to offer
Industry 4.0 based digital solutions, digital twins,
asset performance management and optimisation.
As of today, we are already beyond V Scenario.
Based on a review of the situation across the
globe, the spread of infection in India is coming
under control (curve is flattening). As of now, the
lockdown appears to have been effective.
Assuming no further deterioration in the situation,
and the signs from announcements made by
the government, various business owners and
interactions with customers, appear to indicate
that the businesses may recover towards the end
of the first quarter – that is, U – Scenario. However,
it may be noted that the trend over the last few
days has seen an increase of more than 3500 cases
per day, and if this continues, the probability of U
reduces. Further easing of lockdown restrictions
may also result in an increase in the number of
cases, and the month of May 2020 will tell us
whether it will be U or L.

References
• https://pib.gov.in/PressReleseDetail.aspx?PRID=1598055
• https://hbr.org/1997/11/strategy-under-uncertainty
• https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/strategy-under-uncertainty
• https://energy.economictimes.indiatimes.com/news/renewable/iea-renewables-only-energy-source-resilient-to-steepest-fall-in-demand-
since-ww-ii/75483949
• https://economictimes.indiatimes.com/news/economy/policy/view-how-will-the-economic-recovery-shape-up-likely-scenarios/
articleshow/75523369.cms
• https://www.prsindia.org/theprsblog/impact-covid-19-power-sector

12 Tata Consulting Engineers Limited

 The Company

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Achieving Scale
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offers its customers invaluable expertise – a by-product of
more than five decades of premier service as an integrated
engineering service provider. To date, we have completed
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Our specialised, in-house talent pool and the ability to provide

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reckoned with, in the following engineering consulting sectors:

1. Infrastructure
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is known for several first-of-its-kind projects offering the
following services:

1. Design & Engineering

2. Project Management & Safety
3. Procurement Management
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Useful Links
1. SOP for Restarting Office post Lockdown
2. SOP for Restarting Construction Sites post Lockdown

Gangadhara Siddaiah
Head of Sales – Power
Tata Consulting Engineers Limited
gsiddaiah@tce.co.in | tceconnect@tce.co.in
Authors:
Dr Rajashekhar Malur
Chief Technology Officer
Tata Consulting Engineers Limited
rmalur@tce.co.in | tceconnect@tce.co.in

COVID19: Impact on Owners/OEMs in Power Sector 13

Disclaimer

Tata Consulting Engineers (TCE) has prepared this paper based on research
and analysis of material available in the public domain. The views expressed
herein are considered opinions of subject matter experts. TCE does not make
any representation explicitly or implicitly on the correctness of the contents
in this paper and shall not be responsible for any use of, or reliance on, the
contents herein.

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May 2020