From the Depths to Decarbonization: Coal India’s 50-Year Story | ft. P.M. Prasad

[Podcast intro]

Welcome to the season five of the India Energy Hour podcast. This podcast explores the most pressing hurdles and promising opportunities of India energy transition through an in depth discussion on policies, financial markets, social movements and science. Your hosts for this episode are Shreya Jai, Delhi based energy and climate journalist and Dr. Sandeep Pai, energy transition researcher and author. The show is produced by 101 reporters, a pan India network of grassroots reporters that produces original stories from rural India. If you like our podcast, please rate us on Spotify, Apple Podcasts or the platform where you listen to our podcast. Your support will help us reach a larger audience.

Coal India Limited or CIL — the world’s largest coal mining company and one of India’s most influential state-owned enterprises — is now 50 years old. Established to secure the India’s energy needs, Coal India has long been the backbone of India’s industrial and power sectors. But as the country moves toward its net-zero by 2070 goal, the company is now undergoing one of the most significant transformations in its history.

From being the guardian of India’s coal reserves, Coal India is venturing into new frontiers — investing in critical minerals, solar energy, and coal gasification — signalling a bold pivot toward a cleaner, more diversified energy future.

In this episode of The India Energy Hour, we speak with P.M. Prasad, Chairman-cum-Managing Director of Coal India Limited, who reflects on his four-decade journey within the company and shares insights into its evolution, challenges, and vision for the future. Mr. Prasad discusses the founding mission of Coal India, its major milestones, and how the company plans to redefine itself in a decarbonising world.

[Podcast interview]

Sandeep Pai: P.M. Prashad sir, welcome to the India Energy Hour podcast. We have been wanting to have you for a long time, so we really, really appreciate that you’re giving us.

P.M. Prashad: Thank you.

Sandeep Pai: So, you know, we have a tradition in this podcast that we start with the person because our podcast is heard by students, professionals in the energy sector from all over the world. And everybody has a different pathway and a journey of how they started working in the energy space. So we’ll just start from where are you from? What did you study? How did you get in the coal industry? And how did you work in different PSUs and then, you know, finally ended up being at the top of, you know, the field, so to say?

P.M. Prashad: Yes, I started my journey of mining engineering. I got the mining engineering in 1980 in Osmani University. For the first four years, I did my graduation and then I joined Coal India Limited in 84. So largely from 84 to almost 2002, around 18 years, I was working in different levels as a junior mining engineer. Then we have an exam, structured exam of mine manager’s competency. There is a first class mine manager’s competency. I passed it in 1988, almost 37 years before. And after that, I became manager of an underwound mine in 93. From 93 to 96, I was underwound manager, producing almost close to 900 tons a day. Then 96 to 2002, I was heading an open cash mine manager as manager in a World Bank project, a Padmapur open cash. Both are in Maharashtra, Chandrapur, Western Coal Fields Limited. During my service, I got a chance to do M-Tech in open cash mining from Indian School of Mines, Danbad, now known as IIT ISM, Danbad. So 1991, I had a chance to pursue my first graduation in M-Tech in open cash mining. After I did my open cash, I worked again in mines, both as an underwound manager for three and a half years, and open cash manager for six years. Then I moved to underwound as a project officer for a group of three mines in Chandrapur, producing almost around 0.5, 4-5 million tons. And after that, I moved to Mahanadi Coal Fields. On promotion, that time, the policy is like that, Coal India. Mid-level, you have to roll to another company. So I got posting in Mahanadi. There again, I was in underwound for almost plus four years as a project officer. Then I moved to open cash again as a project officer in a 13 million ton, 10 to 13 million ton annual production in Lengaraj open cash. After that, I became area GM for Lengaraj in 2009. And 2010, 10-11, I started Kanya open cash. That is the first green field open cash of that coal field. Of course, last was Lengaraj, Bhoneswuri, maybe in 2007-2008. After a gap of three, four years, five years, the first green field project, Kanya open cash from Lengaraj area, we started. Now that mine is also producing close to 13-14 million. Then I went to headquarter for a year, year, year and half to Mahanadi, Samalpur. I worked as technical director to the director of technical project and planning. So I worked in project planning department. Then I became again Hingula area GM for around three years, four months. So after Hingula area, then in 2014 November, I appeared interview in NTPC to head coal mining as executive director mining. Then I proceeded to NTPC in 2015 May, 1st May. So I went there in NTPC. There was new blocks, entirely green field company. NTPC is almost India’s flagship power generation company. So there I started Pakali Barwadi open cash along with my team of NTPC colleagues mining. So that mine, now it is producing around 18 million ton. The second mine of NTPC almost made it ready in Dolanga, Orissa. First one is in Jharkhand. Now NTPC operates a group of five mines and almost six mines is also going to start. The NTPC last year it has produced 45 million. It is almost equivalent to one of the subsidies of Coal India, BCCL and ECL size. So after working a quarter to three years, again I moved as a director technical in Northern Coal Field. DT project planning for around one and a half year. And 2019, 1st August, I joined as CMD Bharat Coking Coal Limited. That is a 100% cooking coal company. So I had a chance to work in coking coal, coking coal washers, how they washed coal. So previously in WCL or Manadi, I was not working in this washers and coking coal. Here I got an experience in coking coal. Even in NCL, I was working almost with 23 drag lines. NCL is predominantly a drag lane and dominated planning projects. So after that, I moved to CCL for around three years. I was CMD CCL. There from almost 70-75 million to 88 million, it was ramped up the production. And after that, I joined Coal India Limited as the chairman and CMD in 2023, 1st July. So last two years, four months, I am working here. So this is how the journey is, almost close to 41 years. Almost plus four decades I spent in coal sector.

Shreya Jai: If I may ask, what has been your favorite assignment? There is always a joke in the coal corridors about the very tongue-twisted names of coal mines and coal locations that people in the sector have to serve. But barring that, what has been some of your favorite assignments? And some of the interesting locations?

P.M. Prashad: First phase DRC project is there as manager. I have a challenge to open a sealed-off area. That one big area was closed due to fire. Unrowned mine fires. So 94-95 had a chance to work and recovered some of the area. So that is the first challenging in Drugapur, Rahitwari, Calary, Chandrapur. And in LALPET, there was an undergone seepage from a borehole, almost around close to 800 GPM, which we controlled that borehole to nil, zero water drop. So 800 is going, that gives you satisfaction. Besides this, starting of a new project in Kaniha, open cash from Lengaraj, any green field if you start, amid these challenges of land equation, you will have satisfaction. And one big Nala diversion was done in Hingula area. So these are three, four points. In the first, say, 84 to 2015, my journey of almost 31 years. When I joined NTPC, the challenge is to start coal mine, first coal mine. The first mole coal mine, as I told earlier, NTPC has produced 45 million. The first coal mine is Pakri Barwadi in Jharkhand, a tough location in Hajaribak district. So we have started. So that’s how NTPC also joined in coal production. Now it is 45. This year, they will do 50. They are doing extremely fast and satisfying level. Then second mine also, Dulangain, it was done. And third, fourth also, almost MDO estimates as prepared. So that is satisfying in that place. And coming to NCL, my contribution to getting environmental clearances especially, revision of environmental clearance is one of the targets. And some land equations in Block B has given me impetus. In Bharat Koking Coal Limited, one of the thing is contribution. Of course, there is a team. One of my director technical is also there. Mr. Chajjal Goswami, Mr. Samrin Datta, Dietary Finance at that time. We have one asset of Tata’s was lying ideal. That washery. There is no coal from them. So we get our coal washed. We have a MOU with Tata’s. Our coal is washed. And from washed coal, from Tata’s washed coal, we have again a MOU with sale. Steel Adalty of India Limited. So that alone project is giving 8 to 10 lakhs, 8 lakhs minimum of washed coal. So this is a big thing where we are saving foreign exchanges, import of cooking coal. And standalone, our company Bharat Koking Coal Limited by this task, it is being benefited around 120 to 150 crores profit annually. Besides this, the COVID management in 2021, it’s a challenging COVID. Initially, I was CMD BCCL for some part of the time around during second wave. I was adding CMD CCL and additional charge of CMD BCCL to almost around 70,000 workmen and controlling COVID and running the mines 24 by 7. We have not stopped a single open gas mine. So during COVID, that itself a challenge, monitoring the health and safety of the workmen. After that, naturally, I joined in the Coal India. And first two years is in growth pattern. First year, it is 722 to almost 770. 48 million growth was there. Last year, also, some growth is there. But it is 770 to 780 marginal growth. This year, due to the early monsoon and prolonged monsoon and almost 20 to 30% more monsoon at some places, we are slightly lagged behind. But I think in H2, we will cover up the production.

Sandeep Pai: Right. Thank you. I have one last kind of personal question and then we’ll go to the topic, which is, you know, I’ve known about you for a very long time, but known you for the last several years, five, seven years. One of the things about you which is unique is like, not only are you technically sound, which is your legacy and all the greenfield and brownfield projects you have done, but I have not found one single person in the coal industry, whether it’s unions, whether it’s your junior, whether it’s your senior, who don’t praise you or who don’t like you, you know, your leadership style is that you’re available for everybody. It’s open for, you know, you give time, you make an effort. How do you do that? How do you, I think I’ve asked you this question, but you know, how do you do that? It’s something that many leaders can learn. What is like, does it take a toll on you that you have to be always alert and, you know, you have to be constantly. So anything you want.

P.M. Prashad:  As I’m associated from almost four decades, the expectations from subordinates, workmen, officers, which will also be there. So since you know many people and you work at plus five subsidies and one Maharatna company extra, NTPC, so you have different working conditions, but you can manage the time. It’s not like that. Everyone have the 24 hours or honorable PM working for 19 hours. We can see and many ministers, secretaries. So we manage. And because ours is more manpower intensive, it’s almost two lakh 20,000. There is a need to attend at least, if not all to some, address some of the issues. So we keep time. And besides operations, planning, projections, environmental sustainability, sustainability, we take care of the humans. Manpower also. So that is the backbone of our company. And for which we boast, the working environment in Koolindi is quite good. Among us, the peers are the other Maratha companies.

Sandeep Pai: I think you’re being very humble because I think it is your personality as well, that kind of you keep them, everybody together. But anyway, I think we should move to the topic of the discussion, which is the past and present of Coal India.

Shreya Jai: Question in a bit of detail because Coal India has been synonymous with India’s energy journey, energy security. It has been one sole agency, which has been powering India’s electricity sector. We just wanted to get an understanding from you about the early years of Coal India. And if you can describe its founding purpose and mission, you know, just help us understand the birth of Coal India.

P.M. Prashad: Basically, Coal India, to understand the journey of Coal India, the journey of Coal India, it’s almost 200 years, legacy is there. But from the last 150 years, maybe in 1875, the Rani Ganja coal field was found, that is the mother of all the coal fields, Rani Ganja. And the journey started, but due to only lesser demand in 1900 and up to the independence, 1940s, maybe 20 million ton, is only produced. And after that, in 1956, the government has thought of making National Coal Development Corporation, NCDC, a group of mines under railways and other owners were kept as a NCDC company, formed in 1956. After 1956, first time it was felt, 1972, still there were so many independent mine operators are there. So, around 220 mines, approximately. Bharat Koking Coal Limited was formed for the first time in 1972 May. That is to make the Koking Coal mines in the PSU ambit under government. After 1973, again in May, Coal Mines Authority Limited, CMAL was formed, a group of almost 700 mines. In this restructuring, entire private mines were taken over. So, BCCL in 72, CMAL in 73. Both restructured, restructured, and in 1975, 1st November, four coal producing companies, subsidies, and one planning company, as a CMPDL, Ranchi, put together as a coal, India as a holding company, 1st November, 1975, it was formed. With almost a manpower of 7 lakhs. It is taken over from all the mines. This is the legacy, how it has started. So, almost we have completed, by this 31st October, it is exactly golden jubilee year. 50 years of our existence. And we are proud that, in the country’s energy security, our journey. So, when the coal India was formed, it was 79 million tons, in 1975. From 79, first one decade, it is in 1985, we reached to a level of 130 million, where the underworn and open gas is almost balanced. 65 underworn, million tons, 65 open gas. At that 85 starting year, where the open gas has raised. Till that time, it is both equal proportion. From 1985, in the last 40 years, open gas has come to that level. From 50%, it has gone to 96%. Now, the underworn is only staggering, at 3 to 4%, it is only 26 million. And, we are planning, looking into the environmental point of view, sustainability point of view, we are again thinking to ramp up underworn production in the next 9 to 10 years, at least from 26 million to 100 million. So, now, coal India, when it formed, it was 79, now it lasted, it is 780, almost 10 times, biggerly grown, world’s largest company, and, fulfilling energy security of the nation, and, also, with a focus on sustainability, in way forward, we are aiming, and, the next 10 years, also, coal will remain a backstay, mainstay. And, after that, definitely renewables, unlike, earlier, we enjoyed, that we are the prime over. Now, others in the sector also have come. Within coal, last year, coal India has done around, 1041, coal India has done, 1041 million ton, almost 1 billion ton, out of which, our share is 780. So, we are 75%. So, 25% others in the sector also grew, because of the government policy, in the last 11 years. So, opening up the sector, that has seen the sectorial reforms, and, others in the sector are growing, at a very faster pace. Even this year, I am happy to say, others in the sector are growing, almost 25 to 30% in growth, where we are maintaining, the same production levels, just nearing to that. So, they could grow, even in rainy season, because of the new mines added for them. So, in the next 4-5 years, I expect, India will reach, 1.3 to 1.4 billion, in 5 to 6 years. And the trend, it may pick up, up to 2035, and afterwards, it may flatten down, up to 2047. This is how the journey of coal India is focused.

Sandeep Pai: Right. Sir, I just want you to reflect, a little bit, you know, you know, coal India, you have lived this life. What do you think, are some key, significant moments, in coal India’s history, whether it’s IPO, or, the decision to diversify, or, anything else? Like, what are some of the key, significant moments in history of coal India?

P.M. Prashad: Significant moments, in history, in 1975, when we started, it’s mostly, dominating, undergone, as I told, 79 million, maybe 50 million, 55 million, is undergone. Predominantly, it is undergone, manual loading. So, manual loading, to semi-mechanized, to side discharge loaders, load hall dumps, we have introduced, machination, after the coal India, has taken over, but it has taken, from 20, 25 years. Long wall, undergone machination, is, hardly two mines, we are operating, but we are, the coal India, focus is on, continuous miners. So, we are operating, at 25 to 30, Maya places, and we are, hoping, another 20 places, to start, continuous miners. With this, 60 to 70, continuous miners, in place, we are, aiming, a production, of 50 million ton, from this, continuous miners, itself. And, after, with this two long wall, we want to add, one more long wall, which is already, stage one, forest clearance, is underway. So, in undergone, our focus, is there, next six, seven years, we will go up to 75 million, from there, we will target, the next 11 to 12 years, to 100 million ton. So, this is the, progression, in, technology, upgradation. Similarly, digitization, ERP, we have implemented, S4, HANA, we are upgrading, the SAP systems. DG coal, seven mines, we are going, for AAML, with that, we are, technologically, digitally, this unit, blasting operations, we are monitoring, mining, this, drilling operations, blasting, loading, the entire mines, even, independent, integrated, command control systems, ICCC, where, from the, sitting in the, headquarter, CMD, can see any mine, zoom it, and we have, all the cameras, fitted in the mines, GPS systems, in place. So, this is, upgradation of technology, AAML, this is in, last 10 years, it’s happening. So, this is one of the focus areas, to upgrade ourselves, both in mechanization, both in, digital, and, vis-a-vis, to make, benchmarking, vis-a-vis, with global place. So, this is our aim, to proceed further.

Shreya Jai: Thanks for explaining that, and if I may digress, a bit on the, socio-economic aspect, of Coal India, and, I want to go back, a little back, in the past again, after coal mines, were nationalized, in the country, the task was not, just to set up, a Coal India, as a company, the task was, to bring all these, gang-run mines together, bring all these, fractured coal mines together, and also, you know, in these five states, generate jobs, generate employees, create a socio-economic, phenomenon, if I may say so, and in the last 50 years, Coal India has, built cities, and built towns, provide employment, wherever it has touched upon. So, if you, if you want, I would want you to talk, a bit about it, because that is a huge, responsibility, on a company, where you have created, this, you know, economic infrastructure, and economic, and a job, in multiplier, if I may say so, in at least five states, in the country.

P.M. Prashad: Okay, yes, as our operations are, spread in, almost eight states, and maybe, 35 to 40 states, you can see, still, we hold a, employment of around, 2 lakhs, 17,000, 2.17,000, under any standard, is high, and along with this, a contractual employment, of 1 lakh, so, almost 3.17 lakhs, we provide direct employment, and 2.17 in coal India, indirect employment, to the contractors, for the contractors, to establish their workshops, there may be a tire shops, or air filling stations, and other, infra, so, so many, interdependent, job creations, were created, and socioeconomic, even now, coal India, is continuing, with, one employment, for 2 acres of the land, we get, in under equation, so, primarily that, and we take care of their, other, land equation, as per our, law act of 2013, are under the, CB equations, we pay for the, land compensation, we pay for the, house compensation, and crop, whatever may be, other than, shifting elevances, to have a, socioeconomic, and R&R benefits, whatever, we are providing, we make a new, R&R sites, site is developed, independently, we give the land, of say 10 decimals, and we, make the all infra, like, roads, and, common facilities, like schools, banks, dispensaries, and we develop, that area, and street lighting, and other connections, like, boring water facilities, we all provide, besides this, R&R, the surrounding communities, we are associated, within the, 25 to 40 kilometers, we spent on CSR, on the villages also, even from the, nearby villages, we take, them along with us, for skill development, initiatives, even recently, we have started, some flagship projects, in, not only CSR, they, it is almost, close to, from, 2012, 2012, 2013, almost 10 years, 2015, Jharkhand, sports economy, is there, where with the, help of state government, we are running, school, and the training session, for the, tribal, affected, places, wherever the mining, is carried out, in the, entire Jharkhand, there are the people, or boys are picked, between, 9 to 14 years, being trained, in the sports, of their interest, whether it is, archery, whether it is, shooting, whether it is cycling, so there is a, Jharkhand, sports, promotion, council is there, in the, located in Ranchi, and other flagship, projects, like even education, plus two, we are giving, engineering, and medical, coachings, many of them, last four, five years, they are being successful, either in getting, medical admission, in SCCL, that flagship project, is there, law lawdly scheme, is there, in Ranchi, even for civil services, aspirants, those who clear, civil preliminary exams, for mails, we provide, one lakh rupees scholarship, of course, this is up to income, annual income, of below eight lakhs, so that’s why, that’s why, we are supporting, in a different CSR activities, besides this, even the district, DMFT, and other funds, are being generated, by our, adding coal production, both by Coal India, and the other players, in the sector, so the district mineral fund, is also being generated, so these are the, many things, which we are focusing, on R&R, and socio-economic activities, besides this, mine closure, also we are focusing, in the last, 15, 16 years, 2009, there is a, mine closure activity, we are focusing, where, four mines, are successfully closed, in WCL, and around, 15 to 20 mines, in hand, we have taken, and in a future, of next two, three years, around 100 plus mines, systematically, mines will be closed, eco parks, are being developed there, even mine tourism, is being, taken, to develop, where the, nearest cities, persons can be taken there, from Nagpur, one souvenir park, is there, it is being taken, as a, tourism spot, similarly, we are expanding, such schemes, so, that way, we are focusing, in under socioeconomic, and we are, growing along, with the surrounding, villages, and communities.

Sandeep Pai: thank you, thank you for explaining, the past, and your story, now let’s move, to the future, the last segment, of the podcast, so, I mean, a few years ago, Coal India decided, that we can, no longer, just do mining, if I may, and you can correct me, if I am saying, anything wrong here, so you, created a business, development office, and you know, from there on, things are growing, so, why was that decision, taken, how much revenue, currently comes, from coal mining itself, and what is the target, for the future?

P.M. Prashad: Revenue, almost around, 1,40,000 crores, we are getting, we cannot say, now it is coal heavy, but from coal company, to energy company, we are moving, primarily, as a, green transition, number one, we cannot, carry, just like polluting, and we, cannot, wash away our hands, as a responsibility, both energy security, and sustainability, and as we are having, this per capita, energy consumptions, is very, less compared, to the world standards, world average, if you see, still lot has to be done, ours is a developing, nation, so, 1.4 billion people, we have to serve, and further aspirations, so, energy is a must, it has to grow, so, coal, since we are having, an abundance, so, primarily, we are focused, but last 10 – 15 years, solar is taking, renewables is taking, almost now, in solar, it is world’s, the third largest, solar installations, and is moving, in a faster pace, I think, within the next, 10, 15 years, the progression, from coal, to other minerals, even coal India, is focusing on, equation of critical minerals, we have two graphite, blocks, we are in auction, we have participated, and we have, one, one in Chethisgarh, Chethisgarh government, we have done MOU, in Majapresh also, Ali Rajpur district, we have taken one mine, so, where MOU is, shortly, it is going to happen, and besides, these critical minerals, we are going into, the critical minerals, exploration, also, so, under revenue sharing, we are again, participating in that, within the country, critical minerals, even abroad, Argentina, our teams have gone, even Australia, so, for equations, abroad also, we our team is focusing, so, this is one in critical mineral, as I told solar, we are moving, to become, a net zero company, coal India, it is a minimum, three gigawatts, we have to do, now, if we have, 250 megawatts, installed, and around, six, 700 megawatts, under installation, besides this, one recently, along with Rajasthan, government, RRVNL, we have, 875 megawatts, already, tending was done, and dropping was done, it is on an advanced stage, going to be, avoided, maybe by December end, and I think, within four years, we will be three gigawatts, and we will focus, to achieve, 10 gigawatts, so solar, besides this, there is gasification, surface gasification, projects, one in, Lakanpur, Orissa, along with, BHEL, so, we are going, for surface gasification, in Lakanpur, Jarskoda district, second one, is in Sonpur, Bajari, in West Bengal, so, Sonpur, Bajari, coal is of high grade, but we are, planning to put, a wash tree also there, first we wash the coal, then we will feed it, to the, gasification, unit, that is with Gale, the second project, is Gale, first project with BHEL, so, Coal India is looking forward, for surface coal gasification, even in underground coal gasification, one pilot project, was run, and, after that, that is a Canadian company, Kasta, in ECL, so now, we are taking it, to next level, after the pilot completion, we are making it, to the, real field experience, so, these are, some of the things, of diversification, we are pursuing, and we will take it, ahead.

Shreya Jai: Sir, your approach, to the mining business, has also changed, in a few, in the last few years, you have also, earlier talked about, how, you know, Coal India is, aiming to increase, contractual mining, in order to boost, your revenue, and also, with an eye, on the net zero target, as well, can you talk about that, you know, what are the, internal targets, how is it fairing, and you know, how it will, you know, help build a supply chain, and bring in, more efficient, mining practices.

P.M. Prashad: See, with the existing, manpower, for ramping up production, we need, other resources, so, instead of focusing, on adding, our manpower, we have, in the last, one to two decades, we have outsourced, some patches, and now, for a 25 year old, block is there, for next 25 years, we are going for MDO, mine developer, and operator, so, we go for, MDO contracts, and long term contracts, of 12 years, 15 years, instead of every three years, and thirdly, revenue sharing mines, whenever there is a, mine is closed, when it is found, uneconomical, so, if somebody, and close 15 years, somebody brings, new technology, somebody having, confidence to make, it economical, so, we are putting it, under asset monetization, once this is, tender, so, players can come, with the technology, with the choice, of underground open cast, and with their own manpower, they can have, their methodology, and they can, get the things, after winning the block, under revenue sharing, those two mines, are already, came into operation, in this year, so, we want, other mines, which are auctioned, will also be, starting production, maybe in a span, of two, three years, so, we, adopt a policy, in contractual, almost 75%, production, we are obtaining, and 20-25% in department, report.

Sandeep Pai: Sir, I want to go back, to, business diversification, so, solar, makes sense, it’s a future sector, it is only going to grow, critical minerals, another sector, which is only going to grow, but, I mean, I’m just asking, why coal gasification, isn’t, it not a sector, of the past, if I make coal, like, as the world, is transitioning, India will also transition, so, why coal gasification?

P.M. Prashad: Exactly, because, there is a less, carbon emissions, definitely, if you, keep on, doing for thermal coal, thermal power plants, that is definitely, more emissions are there, coal gasification, is 100%, lesser emissions, greener, green in transition, coal to, gas is 100%, better than coal to thermal, if you see the, emissions point of view, carbon emission, much lesser, so, and, since we are having, abundance in coal, so, some countries, in Russia, Argentina, you can see, more, gas and petroleum is available, shell gas is there, so, they don’t focus on coal, the number of coal, will not come, here, coal is abundance, petroleum and natural gas, is in limited space, so, solar also, we are going, we are not leaving solar, only we have started late, maybe three, four years back, so, solar, for sure, we will pursue it, but, gasification, why we want, definitely, we want lesser gas emissions, lesser, pollution, so, we are perfect, at least, coal to gasification, coal to liquids, in the future, if it comes new technologies, we would like to go, because, we have the, abundance, in proper, existence coal, so, we can extract that, with a cleaner technology only, not, exactly, with the same old, thermal coal, for power plants, so, that’s why, we are targeting, it’s not only to production, it’s to, have this cleaner coal technology.

Sandeep Pai: Yeah, that’s very interesting, thank you, one, one question, while, coal India has looked at, you know, energy, it’s almost like, energy to energy sectors, but, what about, non-energy sector, is it not allowed, under a PSU mandate, is it, something, coal India could do, in the future, like, I mean, you have so many schools, hospitals, you have run, so many different things, land assets, could you not, get into like, other, businesses, as well, or is that not possible?

P.M. Prashad: primarily, our responsibility, is, in energy sector, the recent role, from government, is the energy, definitely, and as long as, the country needs, compounded, annual growth rate, from coal, whether it is solar, whether it is, renewables, we have to add, so, even, potential, thermal power plants, one or two, we are going ahead, with one in DVC, and one in Borussia, so, mainly, we are focusing, on energy, that’s why, as a part, critical minerals, in future, we may go for, copper also, Chile, one, government company, Kodalco, so, we are in talks, we have just, had a preliminary interactions, so, as critical, mining is our, core strength, so, we want, other critical minerals, non-coal, minerals, so, we are focusing, on that, with service, with solar, also, with gasification, whether it is, underground coal gas, and also, lot of deposits, exist in a deeper level, if I can make it successful, China, you can see, 300 million ton coal gasification, is being done, we are having, almost only one plant, in Angul, by Jindal, so, we can think, once, if we can make it successful, so, then, there is no death, of, energy produced, from this root.

Shreya Jai: thanks, and on the diversification, you know, question, I want to understand it, that in the whole planning, are you trying to, integrate mine, repurposing, and mine closure, as well, because, that unlocks, a lot of land, and resources, which can then be used, for, any of the future project, planning, that you are doing, you know, industrial infrastructure, etc., and, some of the other projects, that you are looking at.

P.M. Prashad: Diversification, as I told earlier also, as a green transition, we want to reduce, the carbon emissions, carbon footprint, so, as a part, so, we are taking, even in the coal mining process also, we have, some FMC projects, where coal is being transported, by tapers, to a larger distance, was curtailed, once we are, starting this rapid loading system, and conveyor, through conveyor, the coal is being transported, at many places, so, around 350, 400 million ton, is primarily being loaded, by this route, so, we want to make it, around, if we, when we produce, 1000 or 1100, 80, 90 percent, is through this, first mile connectivity, whatever we call, a rapid loading system, with that, we will take it, to, less, carbon emissions, model, and, besides this, this diversification, solar, as you told, when so many mines, are being closed, we have land bank, vast land bank, almost 2,73,000 hectares, there, with Coal India, so, primarily, we are working, maybe in 1 lakh hectare, 1,34,000 is still pending, so, we can tap, that potential, of that land, and convert into solar, so, the more we get the solar, we can, one way is diversifying, one way is getting income, from other, operations, other than coal, very, very late, so, this, we have focused, and started, in the last, 3, 4 years, and, we will take it, to next levels, once we, realign ourselves, and work, for this, energy security, and lesser, carbon emissions,

Sandeep Pai: so, we are, coming to the end, so, I have, two, three more, final questions. One is about, you know, just transition, which we have, interacted a lot, you know, during, Dr. Anil Jain’s, time, just transition, became, you know, an important topic, and Coal India, also got interested, and started working on it, there are many, companies in the world, who are forming, just transition, corporate policy, is that something, Coal India could do, in the future, like what is, what does it mean, for Coal India, or is it, something you have to, wait, you know, wait for ministry, to initiate.

P.M. Prashad: No, no, you already initiated, and even, current minister, Krishnaji Saab, and our current, secretary, Coal, both, they are, very much eager, and they, take monthly reviews, on this, just transition, mind closed activities, we have a, mind closed, portal, where anyone can see, what is the, present level, of closure, what are the activities, associated, even in mining plan, now it is embedded, how, long you work, and how the, closer activities, after five years, concurrent mind closers, one is, full closure, and concurrently, also it is being planned, so our focus is there, and also we are, working with world bank, very soon, some few mines, both working, and abundant mines, will be given for study, so world bank, developed projects, like in Poland, Germany, and US, some of our teams, have went and studied, and how, after the coal mine is closed, how it is transformed, how the mine tourism, is developed, and other things, even, for pursuing a mission, we need data centers, but data centers, also next six to seven years, we need 60 gigawatts, energy, so where from, we will get it, so it is not from, entirely through renewables, so as a model, our old abundant underground mines, can be thought of, so some work is going on, in that also, R&D, so we will, see, that mine closure, is close to chest, and, we cannot just, we are having, say operating around, 310 mines, but primarily, 70, 75 mines, are producing 90% coal, even 90 million, 90 mines are producing, only 7 million coal, it is just like, one open gas project, so if I can, close it in a systematic way, keeping the manpower, strength and role, and without making, more, chores, in a systematic way, I can focus, on mine closure, of course, ministry, we can take help, inter-ministry, anything to be monitored, already, they are monitoring, monthly, twice or thrice, at ministry level also, weekly, by secretary level, even we are also, focusing, almost, twice a week.

Sandeep Pai: right, my final question, of the day, and you have given us, so much time, so thank you, is like, you know, you will, you will retire, but what is your vision, what do you want, coal India to become, let’s say, 10 years from now, 20 years from now, or 30 years from now, what, what would you like, coal India to look like, when you, when you are, looking at coal India.

P.M. Prashad: Definitely in energy sector, it will be a player, it will be a player, now, though we are getting, 75% share, future 2047, our share, definitely will reduce, we know, the renewables are picking, battery storage in pipeline, and all other good things, are happening in renewables, so, with respect to the renewables, and, non-fossil, so in fossil also, we will, we are in the energy sector, in the next 20 years, that’s why we are, focusing on, development of business, and we want income, from other sources, so we have just started, our journey, maybe three, four years, in that angle, it may take 15 to 20 years, but, but for, for sure, we are confident, that we can diversify, coal India limited, into CIL energy limited, or, whatever may be, after scaling, to at least one gigawatt solar, some of, gasification, units, projects can be started, and then the, name change, and, focus for, producing of energy, and, working, for the energy security, of the company, our role will be, clearly demarketed.

Shreya Jai: So, when are we expecting, the re-Christianing, and the new name of CIL, to come forward, CIL?

P.M. Prashad:  It will come, just for, as far as, I just expect, at least we should touch, one gigawatt, 875 megawatt, I told, we are going to award, by December, if good players come, and the installation, may take one and a half year, so, if you, progress in solar, to some level, critical minerals, to some level, one power plant, to at least, to kick off, at least, recently, we are working, on four or five areas, so, once we are, can progress, one and a half year, we can think, of realigning, not only as a, coal India limited, it’s energy, definitely, it will, maybe energy company, more smarter name, and, we have to work, smartly also, way forward, we also position, ourselves, as technology, disruptive technologies, are taking place, and worldwide, so, we have to be competitive, and we have to be, smartly, place ourselves, in the, next two, two, three decades, how we work, and how we focus, long term plans, are in place, we will focus on that.

Sandeep Pai: thank you so much sir, thank you for your time,

P.M. Prashad: thank you, thank you both, okay, Shreya madam, and, Sandeep, and thank you all, thank you, thank you sir, thank you.             

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