Women in Energy


Amita Sharma
Zonal Manager, Tata Power Delhi Distribution Limited

Ms. Amita Sharma is currently the Zonal Manager in Tata Power Delhi Distribution Ltd (TPDDL), Delhi. After completing her Post Graduate Diploma Course in Power Engineering from National Power Training Institute (NPTI), Badarpur, she started her career with TPDDL as an Executive in 2003. She has diverse experience, having worked in such areas as Business Development, Demand Side Management (DSM), Meter Management, and Solar Projects. She currently looks after Operations, where her key responsibility is to ensure quality and reliable power is supplied to more than 25,000 registered consumers.

As Head of Group (Demand Side Management & Energy Efficiency Cell), she played a pivotal role in preparing the TPDDL Load Research report to identify potential energy efficiency programs by customer segment. She also was responsible for subsequent development of TPDDL’s DSM roadmap and helped in developing a business plan for various energy efficiency programs like AC/Ceiling Fan replacement. Prior to this, she was a part of the Meter Management Group (MMG) where she oversaw planning and coordination to install modems on 20,000 meters. She has rich experience in the field of advanced metering, meter data downloading and data management and has worked extensively in the
Business Development (BD) and Process Groups. In the latter, she was instrumental in preparing the Detailed Project Report for 1 MWp Solar Photovoltaic Project, the first of its kind in TPDDL. Apart from representing TPDDL at various technical platforms, where her team has won the Quality Circle award at regional and national levels, she is actively involved in system improvement through extensive learning. She was a part of a joint study program with E3 (a U.S. – based firm) team, focused on developing a regulatory framework for Distributed Energy Resources (DER). She also has authored a research paper on DSM & EE (energy efficiency) initiatives and facilitated the launch of an energy-efficiency theme-based mobile app named “SAJAG” at Rashtrapati Bhawan.

How did your education and career path lead you to where you are now? What excites you the most about your career so far?

My career in TPDDL has been quite diverse, and I feel really lucky as I got the opportunity to work in various projects in different departments, which were at a nascent stage. After completing my post-graduation diploma, my career in power distribution sector began as an Executive in the Meter Management Group. After that, I was part of the Business Development Group, which undertook multiple solar projects, including preparation of DPR of 1 MWp Solar PV Project. Subsequently, as the head of the group, I oversaw formulation of various Demand Side Management and energy efficiency initiatives. I was fortunate enough to undergo an international training in Berlin, Germany and have received a lot of opportunities to represent TPPDL at energy forums, specifically Quality Circle. However, I think, the major turnaround was when I took on the role of Zonal Manager in Operations. Being a Zonal Manager, it is imperative to ensure reliable power supply around the clock, maximization of revenue, administration of work force and address customer queries. This role has enriched me in various operational and commercial aspects to which I was not exposed before. In terms of managerial positions, I have learned a lot about team dynamics. Altogether, it has been a wonderful journey along with my amazing colleagues and mentors. My family members have been very supportive too.

How can the male-dominated power sector increase the number of women working at all levels, especially in Operations?
Inclusion of women in all verticals is necessary for all-round growth of any sector. Despite being traditionally male-dominated, the power sector provides a challenging yet enriching experience to women employees. Operations, which is primarily the spine of an Electricity Distribution company, poses lots of opportunities and challenges, and inclusion of women in this field still requires more efforts. First of all, women workforce must be encouraged to join Operations right from the beginning and deployed to handle challenging and responsible portfolios. This will not only boost their confidence but will also prepare them to take leadership positions. Mentoring is another great way to build confidence in female employees. Mentors can provide encouragement and advice to them. It also must be ensured that some of the mentors or role models are women. There’s a lot one can learn from women in positions of authority.