G A
UEST RTICLE
3. Policy & Regulatory Literacy
Utility personnel must understand
evolving policies such as open
access, time-of-day tariffs, green
hydrogen incentives, and carbon
markets.
Equipping
them
with
policy literacy will enable proactive
compliance and innovation.
4. Customer Engagement
The
energy
transition
places
customers at the center especially
with the rise of rooftop solar and net
metering. Utilities need the capacity
to engage effectively with consum-
ers, address queries, and offer seam-
less
integration
and
billing
solutions.
5. Data Management and Cyber-
security
With smart infrastructure comes the
risk of cyber threats. Utilities must
build robust cybersecurity protocols
and train personnel in data gover-
nance, privacy, and risk manage-
ment.
Capacity Building Strategies: A
Multi-Tiered Approach
1. National Training Programs
Institutions such as the National
Power Training Institute (NPTI) and
Power Sector Skill Council (PSSC)
must be modernized to offer struc-
tured and tiered training programs
tailored for utility staff across all
levels from linemen to senior
management.
2. Public-Private
Partnerships
(PPP)
Collaborations between government
bodies, technology companies, and
industry associations can bring in
global expertise and resources. This
can help fast-track the deployment
of digital platforms, simulation
labs, and pilot projects for immer-
sive learning.
3. International Best Practices
Indian utilities can benefit from
knowledge exchange with counter-
parts in Europe, Australia, and the
U.S., where energy transitions are
more
advanced.
Twinning
programs, fellowships, and interna-
tional seminars can aid in transfer-
ring global insights.
4. Digital Learning Platforms
E-learning modules, webinars, and
certification programs can help
utilities
scale
training
efforts,
particularly in remote or under-
served regions.
The Role of Leadership and
Culture
Ultimately, capacity building is not
just about training it is about culti-
vating a culture of innovation,
accountability, and customer focus.
Utility leaders must foster environ-
ments where change is embraced,
experimentation is encouraged, and
performance is rewarded. Incentiv-
izing excellence through recogni-
tion programs and aligning HR
policies with transition goals will be
vital.
Conclusion: Empower Utilities to
Empower India
India’s energy transition is not a
distant vision it is already under-
way. Utilities, as the first respond-
ers and long-term enablers of this
shift, must be strategically strength-
ened. Investments in technology
without parallel investments in
people and processes will fall short.
It is time to treat capacity building
not as a secondary activity, but as a
core pillar of energy policy and
planning.
By
empowering
utilities,
we
empower the entire nation to
embrace a cleaner, smarter, and
more sustainable energy future.
65 | June 2025 | www.industrialoutlook.in