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Field Survey report on the topic
The Training and Development Practices in NTPC
SESSION 2009-11
UNDER SUPERVISION OF: SUBMITTED BY:
Mr. Munish Sharma ANANYA
Senior H.R.officer PG/15/016
NTPC,Noida S.M.S ,Vara
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TABLE OF CONTENTS
Page No.
DECLARATION (iii)
PREFACE (v)
ACKNOWLEDGEMENT (vii)
INTRODUCTION (10)
RESEARCH OBJECTIVES (69)
RESEARCH METHODOLOGY (71)
GRAPHS AND INTERPRETATION (75)
FINDINGS (91)
CONCLUSION (94)
LIMITATIONS (96)
BENEFITS (98)
SUGGESTIONS (100)
BIBLIOGRAPHY (102)
ANNEXURE (104)
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DECLARATION
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DECLARATION
I am Ananya (PGDM3rd) from School Of Management Sciences, Varanasi. Hereby
declare that the survey report on The Training and Development Practices in
NTPC is the result of my own efforts and is raised on information collected and
guidance given by my mentor & faculty members.
The survey report is correct to the best of my knowledge & this report so
far has not been published anywhere else.
Date:-. Signature
Place:- ...
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PREFACE
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ACKNOWLEDGEMENT
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ACKNOWLEDGEMENT
First of all I would like to bow before all the mighty presence of God without whose
mercy this project would have not been possible.I am extremely grateful to Mr.
Munish Sherma sir for giving me this opportunity to carry out this project work.I
also thanks to the respondent and my friends, without whose co-operation this
would not have been possible.
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NTPC Limited
Type Public
Industry Electricity generation
Founded 1975
Headquarters New Delhi, India
Key people Sri R.S. Sharma, Chairman
& Managing Director
Products and
services
Electricity
generation,distribution and
trading
Net revenue Rs. 8,800 crore
Employees 24899(2010)
Website www.ntpc.co.in
INTRODUCTION
NTPC Ltd., a Power Generation Company as defined under Section 2(4) A
of the Electricity (Supply) Act, 1948, was incorporated as National Thermal
http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Electricity_generationhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Websitehttp://www.ntpc.co.in/http://en.wikipedia.org/wiki/File:NTPC_Logo.pnghttp://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Electricity_generationhttp://en.wikipedia.org/wiki/Delhihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Websitehttp://www.ntpc.co.in/8/8/2019 Ananya Project
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Power Corporation on 7th November, 1975 with the mandate for planning,
promoting and organizing integrated development of thermal power
(including Associated Transmission Systems) in the country.
The Company acquired its new identity, NTPC Limited in November 2005.
This new identity signifies that the Company has diversified its operations
beyond thermal power segment and has added new business activities by
way of forward, backward and lateral integration, to become an integrated
power company with presence across the entire energy value chain.
Today NTPC Ltd. is the largest power generating in India, classified as a
schedule A Company.
Acknowledging its potential to be a global giant, it was accorded the
Navratna status in 1997.This gives NTPC enhanced autonomy and
delegation of power in several aspects including decisions on capital
expenditure, formation of joint ventures and subsidiaries and organizational
restructuring. It has a vision to become A world class integrated power
major, powering Indias growth, with increasing global presence.
Towards the aim of powering Indias growth, the company has embarked
upon an ambitious capacity addition programme to become a 50,000 MW
company by the year 2012 and to have an installed capacity of 75,000 MWplus by the year 2017.
In pursuit of its vision to become an integrated power major, the company has
diversified into hydropower generation, coal mining, power trading, gas/oil
exploration and production and manufacturing of equipments, etc. The company
is also making forays into nuclear power generation and generation of power
through renewable energy sources. The company has also entered into joint
ventures with leading players in the power sector for providing consultancy and
services like Design Engineering, R&M, O&M Services, etc. both in India and
abroad.
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As of 31.03.2008, the company had 14 coal based power plants, 7
combined cycle power plants, 3 hydroelectric power projects, 6 subsidiaries
and 11 joint ventures/projects under operation/implementation spread across
the country.
Various projects having an aggregate capacity of 16680 MW including 3750
NTPCs generation capacity was 19.11% of the countrys installed capacity
as on 31.03.2008 while if accounted for 28.51% of the entire electricity
generated in the country. The generating capacity of NTPC was 29,394 MW
in 2007-08 including 2,044 MW under joint ventures.
The company has an authorized capital of Rs 10,000 crores, paid up capital
of Rs 8,245.5 crores and a net worth of Rs 52,638.6 crores. Further NTPChas made an impressive contribution of Rs 57,00.97 crores to the Central
Exchequer.
MW under joint venture are under construction.
NTPC is associated with rural electrification work under Rajiv Gandhi
Grameen Vidyutikaran Yojana and improving the performance of state owned
power plants under the Partnership in Excellence programme launched by
Ministry of Power.
NTPC is entering into a higher orbit of performance and growth with many
opportunities and challenges. The Company crossed the 400 billion mark in
terms of gross revenue (Rs. 400.113 billion) and the 200 billion mark in terms
of power generation (200.84 billion units) in the year 2007-08. Its net profit
was Rs 74,148 million.
Vision: NTPC has a vision to become A world class integrated power
major, powering Indias growth, with increasing global presence.
Mission: Develop and provide reliable power, related products and services
at competitive prices, integrating multiple energy sources with
innovative and eco-friendly technologies and contribute to society.
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Core Values: (B-COMIT)
o Business Ethics
o Customer Focus
o Organizational & Professional Pride
o Mutual Respect and Trust
o Innovation & Speed
o Total Quality for Excellence
Objectives: To realize the above vision and mission, eight key corporate
objectives have been identified:
o Business portfolio growth
o Customer Focus
o Agile Corporation
o Performance Leadership
o Human Resource Development
o Financial Soundness
o Sustainable Power Development
o Research and Development
NTPC provides efficient, reliable and green critical power solutions and
uninterruptible power supply systems to enable business continuity. With
expert power system engineers and nationwide services and support, the
Company ensures that other organizations have the power to perform.
The HR PhilosophyTo facilitate the organization in fulfilling its strategic objectives with a
People first approach, we have developed a HR Philosophy Model
through which we plan to attain our goals. As per the model, at the
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periphery lies the role of HR to facilitate the organization in fulfilling its
Corporate Social Responsibility and facilitate good governance practices.
Within this framework, lies the role of HR to establish good customer
relationship.
At the heart of the Model, lies the role of HR to create a Learning
Organization based on four building blocks i.e. building Competence,
Commitment, Culture and Systems. All the roles performed by HR
professionals require them to be System Designers, Internal Consultants,
System Monitors and Impact Assessors.
Building CompetenceBuilding competence refers to acquiring the right manpower and further
developing them. NTPC has a formalized and standardized manpower
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planning process. The annual plan and the manpower plan are put
together and the forecast of all the manpower requirements are made
based on the business require- ments, skill availability, market demands,
attrition rate, future requirements etc. Recruitment is done based on plans.
Training is imparted in order to build competence within the organization. A
paradigm shift was made in the Training philosophy and approach to
Training by emphasizing that it must be need based instead of resource
based. A specific scheme of level wise planned training interventions was
drawn up covering entry level (E1) to Business Unit Head level (E8), along
with need based interventions designed after rigorous Training Need
Analysis. Training in soft skills has also been taken up simultaneously.
Foreign Training and Long Term Educational Programmes have been
started through tying up with reputed academic institutions.
Commitment Building - In order to build a sense of loyalty andcommitment towards the organization, HR has helped in building a distinct
Corporate Identity with the help of NTPC Flag and NTPC Song. This has
helped the employees identify with the Company and its Mission/Goals.
NTPC Reward System was developed to recognize and motivate people
after an extensive Benchmarking exercise involving PSUs and leadingPrivate companies practices. Township/Family Welfare activities are taken
from time to time been for improving the Quality of Life in our Pro- ject
Townships, and providing opportunities for all round development of
children/families of employees.
CultureBuilding
HR plays a major role in culture building through following means.1. Communication:- NTPC has a Communication Plan that reflects the
companys philosophy to promote greater labor-management cooperation.
A communication matrix has been framed for upward, downward as well as
lateral communication. It comprises of both, formal and informal, channels
of communication.
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2. Creating Cultural Artifacts: Cultural artifacts such as NTPC Song, NTPC
flag, slogans exist. We publish a series of story books called the Timeless
Treasures or Anmol Ratan which contains short stories that exemplify
our values and culture.
3. Vision and Value Actualization.
4. Reward system:s- Individual, team and Institutional rewards have been
developed in order to motivate employees and develop time spirit in them.
Systems Building
The mechanism followed in our HR Model for Systems Building is: Design
the System, act as Internal Consultant in setting it up, Monitor its
implementation, and finally Assess the Impact through feedback, etc.
Based on this assessment the System can be reviewed or strengthened.
Learning Organization. The ultimate goal of HR is to create a learning
organization i.e. an organization that is flexible, responsive and adaptive. It
is an organization, which is constantly increasing its capabilities at
individual and organizational level.
Learning Organization:- The ultimate goal of HR is to create a learning
organization i.e. an organization that is flexible, respon- sive and adaptive.It is an organization, which is constantly increasing its capabilities at
individual and organizational level.
Key HR Practices
The HR practices have been designed to deliver the key HR objectives in
line with organizational HR philosophy. These are:
1. Manpower Planning
2. Recruitment
3. Performance Management
4. Career Planning
5. Training & Development
6. Leadership Development,
7. Succession Planning
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8. Reward & Recognition
9. Compensation & Benefits
10. Employee Welfare
11. Organizational Communication
12. Labor-Management Cooperation
Structure of HR Function :- For strategy execution, the HR function in NTPC
has a 3-tier structure. While the Corporate HR department is responsible for
policy formulation, the Regional HR enables the Units to execute these
policies.
To deliver the various functions of HR, the HR department at each location
is divided into Sections. Ad- ministratively, all HR sections report to their
Head HR at the location while functionally they report to the Functional
Group Head at Corporate Center where the policies are formulated.
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Our HR vision speaks of developing our employees into world class
professionals and to make NTPC a Learning organization. NTPC
subscribes to the belief that efficiency, effectiveness and success of the or-
ganization depends largely on the skills, abilities and commitment of the
employees who constitute the most important asset of the organization.
Therefore, a lot of emphasis is laid on training and development of
employees. All training and employee development initiatives in NTPC
spring from the 4 building blocks of NTPCs HR philosophy model
Competence Building, Commitment Building, Culture Building and Systems
Building. Systems for talent management in NTPC comprise of:1. Talent Induction
2. System for Employee Engagement
3.Training Long term and Short Term, and Special Training interventions
4. Performance Management System
5. Career Pathing
6. Leadership Development
7. Succession Planning
8. Exit Management
Strategies
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The tremendous power appetite of the country whetted by economic
growth, rising living standards and requirements of a huge population
translates into abundant growth opportunities for NTPC. To actualize Our
Vision and to meet the challenges in our business, the Company is ready
with the following strategies leveraging its resources and strengths and to
exploit the growth opportunities:
Maintain market leadership: Plan to become 75000 MW capacity by 2017
Further improve our operating performance
Pursue our fuel security :Backward integration into mining and gas
sectors
Diversify fuel mix : Venture into Hydro, Nuclear and renewable sector Develop merchant power capabilities: To sell power at market based
price
Strengthen our diversified businesses
Adopt advanced technologies :- Adopt super critical and ultra super
critical technologies
Emphasize research and development: Invest upto 1% of annual profit
after tax in R&D.
Invest in employee development
Expand our Corporate Social Responsibility initiatives: Through CSR-
CD and NTPC Foundation.
Risk Management
The company has to sustain its growth, retain its leadership position in the
country and at the same time improve its operational efficiency. In order to
reduce dependence on conventional fuel, the company is foraying into
hydro, nuclear and non-conventional energy sources. As a step in
backward integration, the Company is entering into coal mining business
and also natural gas value chain.
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Power generation business involves many risks and potential impacts
including failure or loss of generation, safety and environment hazards,
obsolescence of technology, inadequate supply of fuel and water, legal
risks, breach of information security, financial risks, sustaining market
share, sustaining realization, delay in project execution, inability to attract
and retain skilled and experienced manpower, threats to security of people
and property, impact of natural calamities, impact of government policies
and performance below expected or contracted levels of output or
efficiency.
NTPC has taken adequate measures to address the above mentioned risks
by developing appropriate systems and practices. In order to institutionalizethe risk management in NTPC, a risk management policy was formulated
in fiscal 2005. After careful analysis of business environment, corporate
plan and business practices and with a view to enhance business
performance, NTPC has adopted a two-pronged strategy - the short term
as well as long term measures to mitigate the risks and put in place a
reporting system which would enable critical risks beyond certain tolerance
levels to be reported for further action.
In order to imbibe the best practices prevalent in the industry, NTPC has
also appointed a reputed consultant to develop the enterprise risk
Management framework. After holding detailed deliberations involving all
the units of the Company, an entity wide Risk Register is under
development and an enterprise wide Risk Reporting Framework would be
implemented in 2008-09.
Robust Financials of the company
Net Sales of Rs 370,501 million during 2007-08 as against Rs 325,952
million registering an increase of 13.67%. Gross Revenue is Rs 400,177
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million during 2007-08 as against Rs 353,807 million for the year 2006-07,
an increase of 13.11%.
Profit after tax for the year 2007-08 is Rs 74,148 million as compared to Rs
68,647 million during the year 2006-07, an increase of 08.01%.
Highest total dividend @ 35% amounting to Rs 28, 859 million for the year
2007-08.
Contributed Rs 57,009.7 million to exchequer on account of corporate tax,
dividend and tax thereon and wealth tax.
Market capitalization of the company is over Rs 1621 billion (US $ 40.33
billion approximately) making it the third largest company as on 31.3.2008.
Highest ever-capital expenditure of Rs 87519 million during 2007-08.
100% realization of the billing for the fifth year in succession.
Key Impacts, Challenges and Opportunities
The power industry in India has been historically facing imbalances
between demand and supply. Although the power generation capacity has
increased substantially in recent years, it has not kept pace with the
continued growth of Indian economy. To address the persistent shortages,the Government of India has taken significant steps to restructure the
industry, attract investment and plan for fast track capacity addition through
incentivised policy initiatives. These include policy intervention such as
Electricity Act, 2003, National Electricity Policy 2005 and Tariff Policy
2006. Further the Government has also liberalized policies relating to
transmission and distribution sectors.
NTPC faces numerous challenges, being the largest power generating
company in the country, with a market share of approximately 19.11% in
terms of installed capacity and producing 28.51% of the total electricity
generated in India. With the responsibility of operating a capacity of
around 30,000 MW and an ever-increasing urgency of timely capacity
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addition, the responsibilities and challenges associated to achieving its
organizational goals are increasing. However, as the leader in the power
industry, NTPC understands that the only way to sustain growth is to
combat challenges, continually seek opportunities and formulate
appropriate strategies.
Key impacts
NTPC has generating stations based on coal and gas.. NTPC is taking a
number of initiatives towards preservation of the environment by providing
state-of-the-art pollution control systems, strict environment monitoring,
judicious use of natural resources (coal, gas, water and land), study of
impact on ambient air due to plants operations, etc. Strict control is
exercised during operation of the plants to optimize use of fuel. Key
impacts of the business of NTPC may be summarized as:
Acquisition of Land: Conversion agricultural and forest to industrial land
use - displacement of people/loss of homesteads and livelihoods.
o Ash Generation: Conversion agricultural and forest land to waste
land in the form of ash disposal
sites.
o WaterConsumption: Withdrawal of water and generation of
effluents
o Air Quality: Air emissions due to combustion of fossil fuels
o Afforestation: Maintenance of ecological balance
o Safety Concerns: Fire and safety hazards
Contribution:-
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NTPC today accounts for 29% of Indias total power generation through
a large and efficient fleet of 22 power generating stations (total capacity
31,000 MW plus).
NTPC is steadily moving towards its stated objective of becoming a
75,000 MW Plus Company by the year 2017.
NTPC is pursuing strategic integration along the power-value-chain
through its entry into coal mining, power equipment manufacturing,
power trading, power distribution and its lateral diversification into
hydro, new renewables and nuclear power.
Presently our installed capacity is 31,134 MW including 2,294 MW
under joint ventures.
A capacity of 17,830 MW is under construction and 7,092 MW is under
bidding. Feasibility Reports have been approved for a capacity of 4,705
MW.
Feasibility Reports for a capacity of nearly 20,000MW are under
different stages of preparation.
Further, NTPC is effectively pursuing strategic integration along the
power-value-chain through its entry into coal mining, power equipment
manufacturing, power trading, power distribution and its lateral
diversification into hydro, new renewables and nuclear power. NTPC
has embarked on a journey of becoming the most valuable company in
the country, one of the largest integrated power majors in the world and
a leader in GREEN POWER by the year 2032.
No. of Locations 121 (2008-09)
No.of branches are as follows:-
Coal Based Power Stations
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With 15 coal based power stations, NTPC is the largest thermal power generating company
the country. The company has a coal based installed capacity of 24,885 MW.
COAL BASED(Owned by
NTPC)STATE
COMMISSIONED
CAPACITY(MW)
1. Singrauli Uttar Pradesh 2,000
2. Korba Chhattisgarh 2,100
3. Ramagundam Andhra Pradesh 2,600
4. Farakka West Bengal 1,600
5. Vindhyachal Madhya Pradesh 3,260
6. Rihand Uttar Pradesh 2,000
7. Kahalgaon Bihar 2,340
8. NCTPP, Dadri Uttar Pradesh 1,330
9. Talcher Kaniha Orissa 3,000
10. Feroze Gandhi, Unchahar Uttar Pradesh 1,050
11. Talcher Thermal Orissa 460
12. Simhadri Andhra Pradesh 1,000
13. Tanda Uttar Pradesh 440
14. Badarpur Delhi 705
15. Sipat-II Chhattisgarh 1,000
Total 24,885
Coal Based Joint Ventures:
COAL BASED
(Owned by
JVs)
STATECOMMISSIONED
CAPACITY
s1. Durgapur West Bengal 120
2. Rourkela Orissa 120
3. Bhilai Chhattisgarh 574
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4. Kanti Bihar 110
Total 924
The details of Gas based power stations are as follows :-
GAS BASED
(Owned by NTPC)
STATECOMMISSIONED
CAPACITY(MW)
1. Anta Rajasthan 413
2. Auraiya Uttar Pradesh 652
3. Kawas Gujarat 645
4. Dadri Uttar Pradesh 817
5. Jhanor-Gandhar Gujarat 648
6.Rajiv Gandhi CCPP
KayamkulamKerala 350
7. Faridabad Haryana 430
Total 3,955
Gas Based Joint Ventures:
COAL BASED
(Owned by
JVs)
STATECOMMISSIONED
CAPACITY
1. RGPPL Maharashtra 1480
Total 1480
Hydro Based Power Projects (Under Implementation)
NTPC has increased thrust on hydro development for a balanced portfolio for
long term sustainability. The first step in this direction was taken by initiating
investment in Koldam Hydro Electric Power Project located on Satluj river in
https://www.ntpc.co.in/index.php?option=com_content&view=article&id=309&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=310&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=311&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=312&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=313&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=314&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=314&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=315&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?view=article&catid=31:general&id=35:hydro-power-stations&tmpl=component&print=1&layout=default&page=&option=com_content&Itemid=85&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=309&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=310&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=311&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=312&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=313&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=314&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=314&Itemid=84&lang=enhttps://www.ntpc.co.in/index.php?option=com_content&view=article&id=315&Itemid=84&lang=en8/8/2019 Ananya Project
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Bilaspur district of Himachal Pradesh. Two other hydro projects under
construction are Tapovan Vishnugad and Loharinag Pala. On all these projects
construction activities are in full swing.
HYDRO BASED STATEAPPROVED
CAPACITY(MW)
1. Koldam (HEPP) Himachal Pradesh 800
2. Loharinag Pala (HEPP) Uttarakhand 600
3.Tapovan Vishnugad
(HEPP)Uttarakhand
520
Total 1,920
Organisational structure
Board of Directors
The Chairman and Managing Director is the highest executive officer of
NTPC. NTPC Limited is a Government Company within the meaning of
section 617 of the Companies Act, 1956 as the President of India holds
84.5%(after disivestment the stake by Indian government on 19october2009)
of the total paid-up share capital.
As per Articles of Association, the power to appoint Directors including
Chairman and Managing Director vests in the President of India. The
combined posts of the Chairman and Managing Director ensure single person
authority and accountability.
In terms of the Articles of Association of the Company the strength of the
Board is not to be less than four Directors or more than twenty Directors.
These Directors may be either whole-time functional Directors or part-time
Directors.
Composition of the Board
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The age limit of the Chairman and Managing Director and other whole-time
functional Directors is 60 Years. The Chairman & Managing Director and
other whole time Functional Directors are appointed for a period of five
years from the date of taking charge or till the date of superannuation of the
incumbent, or till further instructions from the Government of India,
whichever event occurs earlier. Government Nominee Directors
representing Ministry of Power, Government of India retire from the Board
on ceasing to be officials of the Ministry of Power. Independent Directors
are appointed by the Government of India usually for a tenure of three
years.
Stakeholder Engagements
Stakeholder engagement in NTPC involves dialogue between the company
and one or more of its stakeholders. There are, however, important
reasons for the company to engage with some of its stakeholders. In NTPC
stakeholder engagement is a part of continuous learning and a means of
providing the company with the benefits associated with diverse
perspectives.
The total stakeholder base of the company encompasses Government of
India, financiers, investors, customers, media, community, employees,
regulators, suppliers, partners and statutory bodies. In the year 2004, the
company launched its Initial Public Offer (IPO), making the shareholders a
major stakeholder. Thus major stakeholders include:
o Government
o Shareholders
o Investors
o Partners
o Customers
o Suppliers
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o Neighborhood Communities
o Media
o Statutory Authorities
o Employees
Government : The Company was formed in the year 1975 as a wholly-
owned entity of Government of India and the Government of India held
89.5% of the paid-up share capital of the Company in 2007-08. The
working of the Company is subject to quarterly reviews by the Government
at its Secretary level. Government has also nominated its representatives
on the Companys Board and monitors the performance of the Company
through various means such as the Parliamentary Committees, Comptrollerand Auditor General of India, Ministry of Power, Department of Public
Enterprises and the Members of the Parliament. All these agencies have
been giving a number of feedbacks on various facets of operation of the
Company. The Company, after assessment of such feedback, submits
action taken reports to these agencies.
Shareholders : In 2004, NTPC came out with an IPO of equity shares
including an offer for sale by Govt. of India The Company has more than
6,50,000 retail shareholders. The Company besides appointing a Share
Transfer Agent for servicing these shareholders has set up an in-house
Investor Services Department to ensure proper and timely redressal of
grievances of these small shareholders. The department along with the
Company Secretariat constantly takes feedback from these shareholders to
bring out improvement in the services being provided.
Investors : In 2007-08, 10.5% of the paid-up capital was held by the public
out of which Foreign Institutional Investors and Mutual Funds held 8%. The
Directors of the Company constantly interact with the Institutional Investors
to explain to them the strategies and plans of the company. During such
interactions, investors have expressed various viewpoints on the sector
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and business of the company and the management has, in turn, addressed
their concerns and explained the measures taken by the Company.
JV Partners : NTPC has formed a number of joint venture companies for
undertaking specific business activities. The names of these companies
are; NTPC-SAIL Power Company Pvt. Ltd., NTPC-Aistom Power Services
Pvt. Ltd., Utility Powertech limited, NTPC Tamilnadu Energy Co. limited,
Ratnagiri Gas and Power Private ltd., PTC India Limited, Aravali Power
Company Pvt. Ltd., NTPC SCCL Global Ventures Pvt. Ltd., Meja Urja
Nigam Private limited, NTPC BHEL Power Projects Pvt. Ltd., BF-NTPC
Energy Systems Ltd.
Customers : The State Electricity Boards, JV partners, Government of
India and users of consultancy services are the major customer groups.
NTPC organizes customer workshops to meet and obtain the feedback
from them. Regular meetings are held with customers in each region for
operating plants. All capacity additions are planned in consultation with the
customers for meeting their future requirement of power. Customer Focus
being one of the Core Values of the Company, NTPC makes it a point to
regularly participate in all Regional Electricity Board Meetings, which has
representation of all customers of the region. These meetings are held ona regular basis, 3-4 times in a year and provide a forum for feedback
regarding current requirements of the customers. Customers attend these
meetings along with concerned functional executives of NTPC from such
areas like commercial, operations, etc. and issues pertaining to the
respective areas are discussed and resolved to the mutual satisfaction of
customers and NTPC. Technical co-ordination committee meetings and
Board Meetings are attended at a very senior level in which NTPC ensures
regular participation for a very fruitful interaction with its customers. Views
expressed by the customers are given due importance in formulating future
business plans and strategies
NTPCs Customer Initiatives : Customer focus is an article of faith for the
Company. CRM (Customer Relationship Management) is at the core of the
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Companys business approach. NTPC strives to source fuel and inputs at
low cost in order to provide power at the least possible cost. It reaches out
to the customers through various initiatives like performance improvement
support, extending training facilities, customer support services, customer
meets and customer satisfaction index.
Suppliers : Good supplier relations and supplier network are must for
successful construction and operation of a plant. Therefore, they are
identified as one of the stakeholders. NTPC organizes pre-bid conferences
with suppliers to learn about the latest developments in the relevant field
and to incorporate these in the bidding documents before the tendering
process commences for award of major packages.
Community : Public interest groups affected by the setting up of projects
have their concerns, needs, aspirations and requirements. These may be
with reference to environment, R&R or any other relevant aspect. Public
hearings and meetings with local interest groups are a cohesive part of
project implementation programme to satisfy the local communities and the
Project Affected People (PAP). The process of consultation is continued
even after setting up the plant.
Statutory Authorities : The Company has to adhere to various statutoryand mandatory rules and regulations and licenses have to be obtained for
setting up and running the plant. All such government and local authorities
and their requirements are identified and met with.
Media : There are effective communications and regular interactions with
media (both print and electronic) on various occasions including publication
of quarterly results, annual results and other important events. Annual
press meet is held in the first week of April every year.
Employees : The employees of the company are the most important
stakeholders of the Company. Professional and career growth
opportunities, employee satisfaction, social welfare, health, safety and
quality of life are the issues and interests that have to be addressed with
respect to them.
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Products and Services :
Electricity Generation
Power Distribution
Power Trading
Consultancy Services (including training in Power Technologies)
Coal Mining
Manufacturing of Electrical Transformers
Manufacturing Ash Bricks and Ash Cement,
Oil & Gas Exploration.
Names/ No. of Geographical Markets- India, SAARC,
West Asia, Asia Pacific, Africa
Major Competitors of NTPC (2009) in Rs. crore
NAME OF
COMPANIES
Last Price Market Cap.Sales
Turnover
Net Profit Total Assets
NTPC 202.10 166,640.84 44,126.08 8,201.30 93,562.70
Power Grid Corp 107.00 45,034.60 6,675.85 1,690.61 41,999.41
NHPC 30.05 36,963.73 2,671.85 1,075.22 30,214.65
Reliance Power 152.45 36,539.22 -- 248.90 13,792.81
Tata Power 1,310.00 31,087.25 7,236.23 922.20 13,890.56
Reliance Infra 1,060.20 25,961.15 9,868.61 1,066.54 19,239.62
Adani Power 119.00 25,942.42 -- -1.87 7,277.74
Neyveli Lignite 144.00 24,159.02 3,354.91 821.09 13,526.93
JSW Energy 122.00 20,008.67 - -
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Torrent Power 300.00 14,173.45 4,424.96 405.09 6,485.70
Strengths
o Leadership position in the Indian power sector
o Strong cash flow
o Sound customer relations and commercial performance
o High operational efficiency of coal-based stations
o Long term agreements for coal and gas supply
o Strategic locations near fuel source
o Effective project implementation
o Ability to turn around underperforming stations
o Experienced in-house engineering capabilities
o Advanced information technology platform
o Strong balance sheet
o Government support
o Competent and committed workforce
o Emphasis on corporate governance
Challenges
o Fuel linkages/ fuel security issues
o Project execution/implementation issues
o Sustaining market realization due to poor financial health of many
SEBs.
o Sustaining market share in wake of Competition.
o Stringent environmental norms and vulnerability due to climate
change regulations in the future may add to cost of generation.
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o To lead the sector in environment protection including effective Ash
utilization, peripheral development and energy conservation
practices.
o Rehabilitation and resettlement of Project affected persons
o Capacity constraints of power equipment manufacturers
o Diversification of business portfolio
o Mobilization of adequate financial resources at competitive rates for
capacity addition plans
Opportunities
o Expand generation capacities by setting up thermal/hydro, nuclear
capacities.
o Aggressively enter and establish presence in nuclear power and
renewable energy.
o Broad based fuel mix vizcoal (domestic and imported), gas, hydro
power, nuclear power, etc with a view to mitigate fuel risks and
maintain competitiveness.
o Development and commercial deployment of renewable/non-
conventional energy sources
o Backward integration into fuel management through acquisition and
development of coal mines to exercise greater control and
understanding of supply economics.
o Strengthening of revenue collection by trading, setting up of
merchant power plants, direct sale to bulk customers and forward
integration into distribution business.
o Expanding consultancy services in the areas of O&M, R&M, EPC
business in domestic and international markets.
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o Leverage cleaner and advanced technologies to cut emissions,
conserve energy, higher operational efficiencies thereby reducing
operational costs.
o Improve market share through high brand equity amongst stake
holders.
o Participating in community building through various programmes
under CSR.
o To build ash utilization models to insure compliance with regulations
o To leverage robust financials, excellent operational performance and
strong project management skills for achieving performance relative
to global peers.
Awards & Achievements:-
Performance Awards
1. The Best Performing CFO Award
Instituted by CNBC TV 18
India Pride Awards Energy and Power Category
Instituted by Dainik Bhaskar & DNA
NTPC was awarded Gold trophy for excellence in Energy & Power
Catogory.
1. Enertia Award 2009
Falcon Media GroupNTPC-Vindhyachal has been declared winner of Enertia-2009
Indias Award for Sustainable Energy & Power for the Excellent
Operational Performance of Indias largest Super Thermal Power
Station.
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The Enertia Awards has been instituted by the Falcon Media
Group, Indias leading journal on sustainable energy power.
2. SAFA Best Presented Accounts Awards 2008
NTPC received the 'Certificate of Merit' for Best Presented
Accounts and Corporate Governance Disclosures Awards 2008 in
the category of Public Sector Entities from South Asian
Federation of Accountants (An Apex Body of SAARC). SAFA is a
Committee for Improvement in Transparency, Accountability and.
3. CII-EXIM Excellence Award, 2009 Governance
NTPC's Talcher-Kaniha, Kayamkulam and Rihand projects
received the 'CII-EXIM Excellence Award'09' for its Strong
Commitment to Excel.
4. National Awards for Meritorious Performance
Ministry of Power.
NTPC's Six (6) Stations received the National Awards for
Meritorious Performance in Power Sector for the year 2008-09.
Simhadri (1000 MW) received the Gold, Korba (2100 MW) and
Ramagundam (2600 MW) received the Silver and
Vindhyachal(3260 MW), Rihand (2000 MW) and NCPP Dadri
(840) received the bronze medal.
CSR AWARDS
1. 2nd India Power Awards 2009
Organized by the Council of Power Utilities and KW Conferences
Pvt. Ltd.
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NTPC awarded in the category of 'Social and Community Impact'
of 2nd India Power Awards 2009 for pioneering in Corporate
Social Responsibility strides.
2. CII ITC Sustainability Award
Instituted by CII-ITC Centre of Excellence for Sustainable
Development
NTPC CSR has been conferred with CII-ITC Sustainability
Award for the Commendation for Significant Achievement among
Large Business Organizations for the year 2009. NTPC was a
worthy winner after a rigorous two-stage assessment including a
site visit, followed by scru
Environment Awards
1. The Sunday Indian Special Mega Excellence Indias Best
Environment Driven Company Award 2009.
Instituted by Planman Media .
NTPC awarded The Sunday Indian Special Mega Excellence -
"India's Best Environment Driven Company Award-2009". This
award is a special award to recognize and applaud the
commitment of NTPC Limited towards environment and ecology.
2. 4th Water Digest Water Award 2009-10
NTPC was warded the Water Digest Water Award 2009-10 in the
Category Best water Management Public Sectors .Water
Awards were set up in 2006 by Water Digest to honor
distinguished work carried out by various companies in order to
save and conserve water.
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Safety Awards
1. Safety Award 2009
Greentech Foundation
Award ceremony held in Goa on May 4, 2009.
NTPC's Barh STPP awarded Silver Award in Construction Sector
for outstanding achievement in Safety Management by Greentech
Foundation.
1. Best Environment Management Station Award for Safety
Instituted by Direct orate of Factories and Boilers, Orissa
Shri Lalan Prasad, Executive Director, Talcher Kaniha received a
Shield and a Certificate from Shri Puspendra Singhdeo, Minister
of State, Labour & Employment of Orissa on 6th July, 2009 at
Bhubaneswar.
Talcher Kaniha of NTPC was awarded Best Environment
Management Award for Safety in the 36th State Safety Award
Ceremony
Company Rankings
1. Platts Top 250 Global energy Company for 2009
Instituted by Platts Global Energy Company.
NTPC Ltd. Has earned a ranking of 73 on overall global
performance in the Industry Sector. NTPC has also been ranked
No.1 in Independent Power Producers in Asia and ranked 2nd in
Independent Power Producers Globally with overall performance at
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rank No.10 in Asia.
Platts rankings are based on four key metrics asset worth,
revenues, profits and return on invested capital.
2. Indias Biggest News Makers Survey
Business Today
NTPC has been ranked Number One News Maker in the Power
Sector of India by the Business Today Indias Biggest News
Makers Survey.
The survey took into account public relations and image building
efforts of the Corporates, their visibility quotient and quality of
exposure as well as image score to determine Indian Corporates
who got the best press coverage.
3. Business Standard's "BS1000" companies
Business Standard
NTPC ranked amongst top 10 companies by the premier business
daily Business Standard in the 'BS 1000' listing of India's corporate
giants for the year 2009. NTPC ranked 9th in the list of 1000
companies.
The rankings are based on the net sales of the top 1000 listed
companies during 2008-09.
HR Awards
1. Great Places to Work Award 2009
Joint Study conducted by Great Places to Work Institute India and
The Economic Times
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NTPC bagged 4 Awards at the Great Places to Work Awards-
2009. NTPC has been ranked 1st among Large Organizations
(with over 10,000 employees), the Best PSU (Public Sector
Undertaking) and 1st in Industry Verticals rankings in the
Manufacturing and Production Segment by a Joint Study
conducted by Great Places to Work Institute India and The
Economic times.
2. AMITY HR Excellence Award
Amity International Business School and Amity Global Business
School, NOIDA.
NTPC was awarded "Amity HR Excellence Award" for the
exemplary acceleration and development of the organisation by
managing a talent pool in a talent scarce macro environment,
thus achieving unprecedented growth by utilizing its human
capital. This award acknowledges the impeccable global HR
practices followed by the organization that have led its astounding
growth towards being recognized as one of the best and most
admired company in its domain.
3. NCPEDP-Shell Helen Keller Award 2009
National Centre for Promotion of Employment for Disabled People
(NCPEDP)
NTPC awarded for NCPEDP Shell Helen Keller Awards 2009 in
the Category'C':Companies/organiza-tions /institutions who share
NCPEDP's vision and through their policies and practices
demonstrate their belief in equal rights and gainful employment for
persons with disabilities
4. Vishwakarma Rashtriya Puraskar (VRP) 2007
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Instituted by Ministry of Labour.
VRP provides public recognition of such outstanding achievement
on the part of the workers at the national level.
5. Best Companies to Work For 2009
Survey done by Business Today
NTPC has been ranked Second in the Core Sector with Index
Score of 98 out of 100 and ranked 21st in the 25 toppers list based
on a survey of 8,742 respondents in 1000 organizations across
800 cities.
6. SCOPE Meritorious Award for Best Practices in Human Resource
Management
Instituted by Standing Conference of Public Enterprises (SCOPE)
NTPC has been awarded the Gold Trophy for SCOPE Meritorious
Award for Best Practices in Human Resource Management for the
year 2008-09.
Corporate Governance Awards
1.Golden Peacock Global Award for Excellence in Corporate
Governance 2009 .Golden Peacock Global Awards have been
instituted by World Council for Corporate Governance.
2.ICSI National Award for Excellence in Corporate Governance 2009
The Institute of Company Secretaries of India
NTPC Limited has been awarded "ICSI National Award for Excellence
in Corporate Governance 2009".
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Quality Awards
International Gold Star Award for Quality 2009
Instituted by BID ,a leading organisation of Europe focused on promoting
the quality culture.
NTPC- CenPEEP received the international Gold Star Award for Quality
2009 in recognition of outstanding commitment to Quality contributing
towards the success for India in the business world. This award is
recognition of the pro-active work carried out by NTPC.
Current announcements:-
Government of India, Deptt. of Public Enterprises, Ministry of Heavy
Industries & Public Enterprises vide Office Memorandum dated 19th May,
2010 has conveyed grant of Maharatna status to NTPC apart from three
other Central Public Sector Enterprises (CPSEs). Since, presently NTPC
has requisite number of non-official Directors on its Board, therefore, onlyNTPC is eligible to exercise delegated Maharatna powers.
Consequent upon grant of Maharatna status, the Board of Directors of
NTPC shall be, inter-alia, empowered to make equity investment to
establish financial joint ventures and wholly-owned subsidiaries and
undertake mergers & acquisitions, in India or abroad, subject to a ceiling of
15% of the net worth, limited to Rs.5000 crore in one project as against
earlier limit of Rs.1000 crore.
The exercise of Maharatna powers would be subject to the same conditions
and guidelines as laid down by the Government in respect of Navratna
CPSEs from time to time.
Training and development
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Introduction
Training and development is the process of teaching, informing, or educating
people so that they may become as well qualified as possible to do their
jobs, and they become qualified to perform in positions of greater difficulty
and responsibility.
Training and development can be initiated for a variety of reasons for an
employee or group of employees
To improve performance on the job for enhanced contribution to
organizational goals and objectives. To benchmark the status of improvement with regard to a performance
improvement effort.
To facilitate overall professional development of employees for increased
job satisfaction and productivity.
To assist organizations in succession planning to help an employee be
eligible for a planned change in role in the organization.
To pilot, or test, the operation of a new performance management system.
To develop organization specific skills and competencies, which is
otherwise scarcely or not at all available in the human resource market.
PURPOSE OF TRAINING & DEVELOPMENT
Training facilitates achievement of organizations business objectives and
missions-
Training programmes are derived from the organizations overall
performance objectives and specific job requirements.
Training programmes are developed with participative input from
management, supervisors, and employees.
Training objectives, contents and delivery methods reflect the
organizational needs, structure, technology, and its ethos.
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Training addresses both occupational skill requirements and the academic
or foundational knowledge, skills and behaviours that underlie them.
Training supports broadening of employees skills and empowering them.
Training and development activities are interactive and experiential, and
include regular opportunities to integrate the knowledge and skills learned
into solving problems commonly encountered on the job.
Training is modular so it can be adapted to workplace schedules.
Training is developed based upon an assessment of the target employees
knowledge, skills and abilities.
Training and development builds employees understanding that learning is
an integral part of successful job performance.
Training meets individual skill development needs as reflected in an
individualized development plan.
TYPES OF TRAINING
1. COMMUNICATIONS TRAINING
The increasing diversity of todays workforce brings a wide variety of
languages and customs. This requires initiation of communications training for
effective communications in the organization.
2. COMPUTER SKILLS TRAINING
Computer skills are becoming a necessity for conducting administrative, shop
floor and office tasks. Therefore, computer training helps employees and
organizations to take advantage of computer technology.
3.CUSTOMER SERVICE TRAINING -Increased competition in todays global
marketplace makes it critical employees understand and meet the needs of
customers.
4.DIVERSITY TRAINING
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Diversity training usually includes explanation about how people have different
perspectives and views, and includes techniques to value and diversity. This is
most relevant for expatriate employees/managers who work for multi
national corporations and their families.
5.ETHICS TRAINING
Todays society has increasing expectations about corporate social
responsibility. Also, todays diverse workforce brings a wide variety of values
and morals to the workplace. Ethics training helps managers and employees to
adhere to the ethical norms of the organization and helps improve corporate
image.
6.HUMAN RELATIONS TRAINING
The increased stresses of todays workplace can include misunderstandings
and conflict. Training can facilitate people to go along well in the workplace.
7.QUALITY TRAINING
Initiatives such as total quality management, quality circles, benchmarking,
etc, require basic training about quality concepts, guidelines and standards for
quality, etc. quality is the hallmark of doing business successfully.
8.SAFETY TRAINING
Safe working is necessary to prevent accident unplanned and unintended
loss of men, money and morale. Safety training is critical where working with
heavy equipment, hazardous chemicals, repetitive activities, etc., but can
also be useful with practical advice for avoiding assaults, etc.
PRINCIPLES OF TRAINING
1. PRINCIPLE OF GOAL SETTING
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Training should be based on specific needs and objectives of the
organizationas well as employees. Determination of goals pertaining to
development of skills, knowledge and behaviour helps in improving
organizational performance.
2. PRINCIPLE OF INDIVIDUALITY
The learning needs and styles of each individual employee are different
from another. Trainees respond differently to the same training. This is due
to factors such as the individuals state of training, employee
characteristics, their personal commitment and their level of maturity.
3. PRINCIPLE OF PRACTICE
Employees must be accorded opportunity to practice what they have learnt
in training programme so that training can be transferred to workplace
effectively and results in performance improvement.
4. PRINCIPLE OF FEEDBACK
Employees/trainees needs to be given non-critical feedback so as to
reinforce what they have learnt in the training for effective skill transfer to
the job.
5. PRINCIPLE OF MEANINGFULNES-Training should focus on job relevant
skills, knowledge and information. This helps in achieving objectives of
training.
6. PRINCIPLE OF OVERLOAD
Training should not provide so many details to employees/trainees that it
overloads the employee/trainee resulting in loss of learning retention.
7. PRINCIPLE OF SPECIFICITY
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Training must be specific to the needs of individual employees and jobs.
Specificity helps in attaining the training and learning objectives with ease.
8. PRINCIPLE OF ADAPTATION
Training programmes must be adapted for specific individual employees or
group of employees keeping in view their competence, personal profile, job
requirements and job conditions.
9. PRINCIPLE OF PROGRESSION
Training should be imparted in a progressive manner from simple to
difficult part in a rationale and logical flow. It must address the basic skill
requirements in the beginning and gradually move to more complex skills
and competency requirements.
10. PRINCIPLE OF VARIATION
If training programmes are repetitious, employees/trainees can soon
become bored and lose their motivation to learn.
BENEFITS OF TRAINING
o Increased job satisfaction and morale among employees.
o Increased employee motivation.
o Increased efficiencies in processes, resulting in financial gain and
competitiveness.
o Increased capacity to adopt new technologies and methods.
o Increased innovation in strategies and products
o Reduced employee turnover and absenteeism
o Enhanced organizational image, e.g, conducting ethics training.
o Risk management, e.g., training about preventing sexual
harassment, diversity training, safety training, etc.
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Training and Development Methods
I. On-the Site Methods
Apprentice
An apprenticeship is a formal agreement between an individual who wants to learn
a skill and a employer who needs a skilled worker. Apprenticeship training is an
earning while learning arrangement for a required term. Training occurs under
the supervision of an experienced person; an apprentice receives knowledge and
develops skills associated with a designated trade through on the job training.
Upon successfully completing an apprenticeship program, the trainee is eligible for
applying for permanent job in an organization subject to availability of vacancy.
Job Rotation
Job rotation involves the movement of employees through a range of jobs in order
to increase interest and motivation. Job rotation can improve multi-skilling but
also involves the need for greater training. In a sense job rotation is similar to job
enlargement. This approach widens the activities of an employee by switching him
around a range or work.
The starting point of job rotation lies within business and their trainings need which
can result from the introduction of new technology, organizational changes or
internationalizes processes. As the qualification of the employees are key factors
contributing to high productivity and competitiveness of the organization, job
rotation intends to provides individual employees and the organization with new
sills and competencies.
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Vestibule training
Vestibule training is a method that combined the benefits of the class room with
the benefits of on the job training. The classroom is located as close as conditionsallowed to the department for which the employees are being trained. It is
furnished with the same machine as used in production. There were normally six
to ten trainees per trainer, who are either skilled workers or supervisors from the
organization.
The employees are trained as if on the job, but it did not interfere with the more
vital task of production. Transfer of skills and knowledge to the workplace is not
required since the classroom is a model of the working environment. Classes are
small so that the trainees receive immediate feedback and can ask question more
easily than in a large classroom.
On the Job training
Also called job instruction training. It consists of a formal systematic programme
for conducting training in the workplace; training is conducted by the supervisor.
Includes apprentice-ship, practicum and internships. It is responsibility of
supervisors and managers to utilize available resources to train, qualify and
develop their employees.
On the job training is a technique of training the employees by using the actual
work site as a proper setting to instruct employees while at the same time
engaging in productive Work. On the job training (OJT) is one of the best training
methods because it is planned organized and conducted at the employees
worksite. It will generally be the primary method used for broadening employee
skills and increasing productivity.
II. Off-the Site Methods
Lecture Method
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The lecture method is a widely used method of training where the instructor
becomes the sole disseminator of information. The instructor presents information
to the learners systematically in this method. It is an oral presentation in which the
trainer or other speaker presents facts, opinions, events, principles, or
explanations.
This approach is considered to be the best method to use because the instructor
interfaces with the learners by presenting segments of instruction, questions the
learners frequently and provides periodic summaries or logical points of
development.
Small Group Activity Method
The Small Group Activity Method is based on the principle that adults learn best
by doing. This approach places the learners in a series or carefully constructed
problems solving or discovery situations where they are asked as a group to apply
their own experiences combined with information and resources provided in the
training to solving problems that are relevant to their day-to day experiences. The
trainers role is to organize this process within the workshop and to add his
expertise.
Learners are divided into small groups of from three to five. Each group chooses a
group reporters or scribe to help facilities the discussion, take notes and report
back to the group as a whole. The group work on a common written activity which
requires them to make judgments, and bring to bear their own experiences.
Case Studies
Case studies are descriptions of a real life experience, related to the field of study
o training which are used to make point raise issues or otherwise enhance the
participants understanding and learning experience. The account usually follows a
realistic scenario such as a management or technical problem from start to finish.
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Because they provide practical examples of problems and solutions challenges
and strategies they support more theoretical material and often make the lesson
more memorable and believable for the participants.
Case studies are particularly useful in the archives and records management field
as there is so much variety in the full range or archives and records management
programmes with many different types of organizations as well as local, national
and regional differences.
Business Games
It is an exercise in which competition or cooperation (or both) is used to illustrateor practice principles. Usually intended to be fun, games incorporate rules,
decisions and time pressure. Business Games may have hidden agendas or
purposes, which are revealed after the game is complete.
A variety of management games are used in a number of courses for learning by
substitute tasks and reflection. Out Door Management Exercises and a number or
other management games such as PRINCIPLE GAME, BROKEN SQUARES;
RUMOR CLINIC, etc. Achieving targets are used very effectively in the training
methods and professional development programmes. The participants get
subjected to a degree of physical and mental stress, thereby enabling them to
draw lesson for application in their real work situations. This also help indirectly
and in a very subtle way in influencing the attitudes.
Role Plays
Role plays is an extremely valuable method of training. It encourages thinking and
creativity lets participants develop and practice new languages and behavioral
skills in a relatively non threating setting , and can create the motivation and
involvement necessary for learning to occur. Learners act out or perform a
dramatization of a situation in order to develop insight or apply what has been
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learned. Learners are given roles to play and usually the instructor provides the
situation, opinions, agendas and characterizations. Portrays human interaction. A
number of role-plays can be conducted in the same room at the same time or a
role play can be demonstrated.
Programmed Instructions are self study programmes, usually printed
compromised of instructional material divided up into small segments. Participants
complete a series of questions; answer are immediately provided. This method is
used for remedial and make up learning, highly motivated, and geographically
distant learners.
Programmed instruction method involves presenting new knowledge and skills
participants in a graded sequence of controlled steps. Participants work through
the programmed material by themselves at their own speed and after each step
test their comprehension by answering an examination question or filling a
diagram. They are then immediately shown the correct answer or give additional
information. Computers and other types of training machines are often used to
present the material, although books may also be used. Computer-assisted
instruction, which both test participants abilities and marks their progress, maysupplements training activity or help participants to develop ideas and sills
independently.
In Basket Exercise
Practice exercises that incorporate a set of tasks that will be faced on the job.
Most commonly prepared items are given to the learners as if arriving in their in
baskets. Such material include letters, memos, report and telephone calls.Learners must prioritize, make decisions and handle problems in order to get the
work load completed within the time frame given.
In basket exercise assess a participants ability to perform management job from
an administrative perspective. In the exercise the participant is confronted with the
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issue problems and complexity of managerial life in the form of documents such
as memos from superiors peers and subordinates reports or various kinds letters
from stakeholders and messages and other correspondence that have
accumulated in the managers in-basket. The participants takes is to take action
on these varies issues and problems.
Experiential Learning
Experiential learning is the process of actively engaging participants in a
experience that will have real consequences. Participants make discoveries and
experiment with knowledge themselves instead of hearing or reading about the
experiences of others. Participants also reflect on their experiences, thus
developing new skills, new attitudes and new theories or way of thinking.
Experiential learning can apply to any kind of learning through experience.
Experience learning s often used by providers of training or learning to refer to a
structured learning sequence which is guided by a cyclical model of experiential
learning. Less contrives forms of experiential learning (including accidental or
unintentional learning ) are usually described in more everyday language such as
learning from experience or learning through experience.
An experiential learning cycle is a mean of representing sequences in
experiential learning. It s often assumed that the that the stages of a learning
cycle are managed by a facilitator but they can also be self managed or even
unmanaged in the sense that learning from experience is a normal everyday
process from most people.
Sensitivity/T-Group Training
Sensitivity, T- Group or laboratory training attempts to change individual behavior
by placing participants in an unstructured, ambiguous situation and having them
resolve the conflicts, which emerge as a result of ambiguity through interpersonal
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founders, Vision, Mission & Core Values of organization
To understand the organizational businesses, various business locations,
organization structure, the role & importance of various functions and their
inter-linkages in the organization.
The induction program also clarifies the entitlements & benefits of the new
joinee and the future career growth that the individual can have for himself in
the organization.
Induction training gives an insight into the respective core function of the new
joinee
The induction program in totality creates an awareness and understanding
about the organiza- tion and socialises the new entrant into the organizational
fabric and weds him into the organiza- tional ethos.
Trainees join in large batches of 400-500. Joining formali- ties are followed by
a week long induction program which begins with a grand inaugural function on
day one. Among company top officials, many dignitaries like the Union Min-
ister for Power join to welcome the new batch and give their blessings. In the
following days, new hires are given a com- pany overview by various functional
heads. The organization has built its cadre through three primary modes of
hiring process viz(i) Executive Trainees
(ii) Diploma Trainees
(iii) Artisan Trainees.
The initial induction process is followed by a 52-week in- duction training
program, which has a mix of classroom learning and on the job training.
Executive Trainees: First Division Graduate Engi- neers/Post graduates in
other disciplines like Fi- nance and HR are hired. Hiring is followed by in-
duction training (fully paid) consisting of 52 weeks of theoretical input in
class rooms/institutions, with practical training, on the job training,
Simulator, management modules, NTPC systems, policies & practices,
theater workshop etc, which make them a highly competent professional in
respective func- tional areas at junior management level.
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Diploma Trainees: Persons with Diploma in engi- neering with minimum of
70% marks are hired on the basis of all India written test conducted at re-
gional levels followed by interview. This is followed by 52 weeks (fully paid)
training to prepare them to positions such as controllers, foremen. They
also under go theoretical, practical and on the job train- ing in addition to
visits to manufacturers works apart from exposure to company overview,
busi- ness plans etc.
Artisan Trainees/ ITI Trainees: The candidates with ITI qualifications in
designated Trades like Fitter/Electrician/Instrumentation etc. are hired on
the basis of a regional concept at unit levels through a written test, Trade
Test and Interview. They are put through a rigorous training of 52 weeks
(fully paid) in various aspects of job re- sponsibilities of
Operator/Technicians in the power plant erection, operation and
maintenance apart from exposure to company overview, busi- ness plans
etc.
Laterals: Apart from the trainee schemes, fresh recruitment is made from
campuses, as well as experienced employees from other organizations.
Each recruit is provided with an interactive CD-ROM which captures all the
Company information. This is particularly useful for lateral hires as well asnew hires that directly join at projects. This standardized induction module
ensures that everyone gets the same inputs across organization. The CD-
ROM is given to all new joinees irrespective of their profile and function.
Training
Training in NTPC is carried out with short term and long term objectives to
impart skills required to carry out various jobs and provide developmental
input for individuals and organizations future growth. NTPC has its own
training infrastructure for provid- ing technical and managerial training
which com- prises of the Power Management Institute (PMI) at apex level,
Employee Development Centers (EDCs) at all locations, and Simulator
Centers for providing training in operating power plants. We also sponsor
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employees to external training facili- ties in India and abroad. A separate
provision for training and development related expenses is made in the
training budget. This is then subdivided into various components such as
Foreign Training, External Training, PMI Budget and budget for EDCs. Our
training policy envisages minimum 7 days (56 Hours) of training per
employee per year which is the international benchmark in Power Sector
industry (Source: AT Kearney).Training is provided to enhance knowledge
and build on weak areas. Training need analysis process takes its input
form Business Needs, Performance Management Data, Organization wide
Training Need Analysis, Spe- cific development plans, Individual Training
Need Analysis, Development Centre output, Psychomet- ric Tests output,
Planned interventions at different levels, Health & Safety, TQM areas etc.
Following types of training interventions are under- taken as envisaged in
the training policy
1. Technical training and skill up gradation in power plant (thermal/ hydro)
technologies
2. Non-technical and softer areas
Executive and Managerial skills Customer orientation
Integrated personality development
Attitudes & behaviors
3. Organizational development issues like:
Functional management area
Industry best practices
Benchmarking, 5S, QC, kaizen etc. 4. Educational Up gradation plan
BS (Power Engg.) in collaboration with BITS Pilani.
M Tech (Power generation) in collaboration with IIT, Delhi.
PGDBM in General Management with MDI Gurgaon.
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ITI for all metric pass non-executives.
Diploma course for all ITI non-executives.
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Training on Core Values:
In order to explain the meaning of core values and help employees
internalize them, organization wide Value Workshops have been conducted
in NTPC.
HR for Line Managers
Training program to align line managers with HR functions have been
started in NTPC with an objective of empowering the Line people to take
care of the performance and career development aspects of their
subordinates. HR for Line Manager program provides an overview of
various HR initiatives such as Job Rotation, Career Growth Path, HR Audit,
Mentoring System, Development Center, Attitude training, Per- formance
Appraisal System, Organizational Culture, Vision, Value etc. to the line
managers. This helps the individual manager to understand and appreciate
the HR requirement of his team members. A work- book has been designed
in-house by HR Department to conduct the programme in a focused way. Planned Interventions
For management development, we have a set of planned interventions for
each stage in a persons ca- reer. Each of these is a custom made, medium
term training program, specifically designed to give de- velopmental input at
a particular stage in the persons career.
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Training Evaluation
NTPC follows Kirkpatrick model for training effectiveness. The training
evaluation is based on measure- ment of three key metrics, which require
three levels of program feedback (Program feedback, Learning feedback, and
Program Impact Assessment). Training evaluation is done for all programs of
more that 10 days duration. L1: Programme Feedback The Training
Centre/PMI/HR Group, as the case may be, seeks participant feedback at the
end of the training programme in the Programme Feedback Form, for making
modifications/ improvements in future programmes. This is a reaction level
feedback (L1), which is to be captured for all programs.
L2: Learning Feedback Apart from the L1 feedback, L2 feedback, which
indicates the learning acquired by the participants through the program, is also
obtained for all programs conducted in NTPC. This involves both a pre andpost
objective type test to determine the progress made by participants as a result
of inputs provided during the training program.
L3: Impact Assessment
It involves measuring the change in job behavior of the employee on account
of the learning during the training programme. The information is collectedthrough the Impact Assessment Form (IAF) after com- pletion of six months of
the programme by the concerned Course Director. This is done for medium
and long term programs only.
Executive Coaching/ Mentoring
A mentoring/ coaching initiative called Effective Personal productivity
(EPP) has been started for NTPCs high potential senior management with
the help of Leadership Management International Inc., USA (LMI) from the
year 2007. A mentoring system for new joinees already exists in NTPC
since the year 2000. Individual Development Plans (IDP) are prepared for
senior management employees who undergo LEADS. The EPP program
works at bringing about the desired transformation and results based on the
IDPs through a mentoring/ coaching based approach. The key objectives
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of the program are to build on business and life skills that will enhance
productivity of each participant, which in turn impact the organization and
add to its profits. The methodology comprises of structured lessons and
evaluation sessions. The program facilitator, the participant and the partici-
pants supervisor are independently involved in the evaluations and this
enables multi level inputs. This is how the process works:
1. From the IDP of the participant, areas where transformation is required
are identified. Some of the common challenges identified to be addressed
are:
Strategic Orientation;
Team leadership;
Customer focus;
Risk taking;
Decision making;
Impact and influence;
2. Representatives from LMI make a presentation to the participants at the
beginning of the program toexplain the process. Participants undertake
self-evaluation and assessment instruments to under- stand their value and
how to use them
3. LMI accredited facilitator meets with the participants as well as with their
bosses to establish per- ceived needs of each participant with respect to
their IDPs / Key Result areas. A triangle of commu- nication is maintained
periodically between the participants, their boss and the program facilitator
4. The facilitator leads the group of participants towards action oriented
interactive sessions held once a week. Participants learn to apply the
proven concepts and principles from the program to address their individualchallenges in their professional and personal circumstances.
5. These facilitation sessions and group interactions offer innovative and
thought stimulating ideas which help participants evaluate their own attitude
& behavioral changes required to be brought about; identify and develop
action steps required for new habits necessary to achieve predetermined
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goals
6. Where required, one-on-one coaching is provided as a supplement to
help participants appreciate the benefit of such an intervention and provide
an opportunity to discuss individual issuesThe process is implemented over
several weeks so that time changed behavior patterns are applied di- rectly
to every day issues and participants gain clarity in identifying goals for
achieving overall objectives identified at the start of the program. In this
way the program process helps in customizing the learning to each
participant's specific needs 11 senior level managers of NTPC participated
in EPP for the first time in 2007. The feedback obtained from the
participants and their bosses indicate significant improvements in the
participants behavior. 7 out of 11 participants have reported tangible gains
like;
Enhanced personal productivity through controlling priorities. The