• Economic policy changes affecting interest rates, fund availability, and investments
• Shifts in financial and lending policies of Indian banks and institutions

• Rising interest rates
• Reduced access to international or low-rate funding source

• Hedge against adverse interest rate movements
• Strengthen investor and banker relations with a robust, CTU-backed business model
• Engage policymakers via industry forums (CII, Assocham, FICCI) and global platforms
• Explore alternate funding sources with lower interest costs

• Stronger investor and financial institution relationships through better risk understanding
• Improved financing terms and conditions

Cyber-attack in the power sector resulting in equipment failure like transformer, CB, SCADA, PLCs, Relays etc.

• Loss in revenue due to impact on availability and equipment replacement cost
• Loss of incentives

• VAPT (Vulnerability Assessment and Penetration Testing) analysis of assets
• Creation of a modus operandi / framework for cybersecurity management
• Continuous identification, analysis & reporting of similar cyber-attacks across the globe

• Develop global platforms for threat intelligence sharing and best practices
• Enhance cybersecurity for power sector companies
• Monetise proven platforms by offering them to industry peers

• Social media campaigns/propaganda impacting funding/operations of group companies
• Misinformation and disinformation

• Capital funding delay may lead to project delay and in turn delay in revenues associated with respective CAPEX

• Counter negative media narratives through targeted campaigns
• Build goodwill with proactive community engagement
• Enhance consumer focus with technology integration
• Official spokesperson and implement corporate/social media policies to ensure accurate communication

• Counter negative propaganda through community engagement and fact-check partnerships
• Regularly publish transparent reports and updates on company activities, fostering trust with stakeholders
• Actively share success stories, case studies, and positive impacts of the Company's work to build a strong, positive reputation

• RoW clearance challenges in transmission projects
• Disputes over compensation leading to legal action
• Litigation causing transmission line construction delays

• Project delays, impacting financial performance of asset
• Liquidated Damages (LD) due to delay in project timeline

• Policy advocacy for pre-defined transmission corridors
• Development of innovative designs and methodologies of TL installations (innovative design for reduction in number of towers)

• Innovative designs and methodologies optimise transmission line installations
• Reducing tower count minimises land use and lowers costs
• Enhances project efficiency and execution

• Adverse climate conditions threaten asset-life (e.g., droughts, floods, cyclones, bushfires)
• Extreme natural or societal events impact asset health and operations (e.g., pandemics, tsunamis)

• Project delays impacting future financial performance of project
• Increased O&M cost (leading to lower EBITDA margin) Loss of Availability (incentive)

• Design assets to withstand adverse weather
• Develop asset-specific disaster management plan
• Build partnerships for crisis support
• Maintain a disaster management kitty (self-insurance)
• Monitor weather patterns and asset impact
• Engage in policy advocacy and industry forums
• Support R&D in sustainable technologies
• Conduct EIAs for new projects
• Implement reforestation and afforestation
• Promote biodiversity conservation
• Encourage energy-efficient consumer usage
• Upgrade ageing infrastructure to reduce losses

• Reforestation and afforestation initiatives
• Emission reduction programmes
• Biodiversity conservation efforts
• Strengthen environmental responsibility
• Enhance community relations

• CAPEX execution and O&M risk to secure ROW during execution of project and maintenance of asset
• Requires thorough assessment of eco-sensitive zones and biodiversity
• Ensures minimal environmental impact

• Project delays and lower availability in operation phase leading to lower EBITDA margin and loss of incentives

• Commit to ‘No Biodiversity Loss’ in operations
• COSO-based risk framework for strategic and operational risk management
• Uphold ‘No Deforestation’ for sustainable operations

• Partner with environmental organisations for biodiversity conservation
• Enhance reputation and unlock sustainable business opportunities
• Attract customers seeking 24x7 green power and eco-friendly solutions

• Extreme weather events due to climate change may damage infrastructure assets nationwide

• Outages, customer dissatisfaction, and reduced profitability

• Conduct scenario analysis to assess risks and opportunities
• Deploy Emergency Restoration System (ERS) for rapid recovery
• Invest in resilient infrastructure, innovations, and technologies
• Modernise transmission and distribution networks for enhanced resilience

• Attract green financing and investment through climate resilience initiatives
• Strengthen reputation and ensure compliance with environmental regulations