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    Field Survey report on the topic

    The Training and Development Practices in NTPC

    SESSION 2009-11


    Mr. Munish Sharma ANANYA

    Senior H.R.officer PG/15/016

    NTPC,Noida S.M.S ,Vara

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    Page No.


    PREFACE (v)






    FINDINGS (91)



    BENEFITS (98)



    ANNEXURE (104)

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    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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    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



    generation,distribution and


    Net revenue Rs. 8,800 crore

    Employees 24899(2010)

    Website www.ntpc.co.in


    NTPC Ltd., a Power Generation Company as defined under Section 2(4) A

    of the Electricity (Supply) Act, 1948, was incorporated as National Thermal

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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


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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


    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


    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.


    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


    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


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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


    Diversify fuel mix : Venture into Hydro, Nuclear and renewable sector Develop merchant power capabilities: To sell power at market based


    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


    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


    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


    o WaterConsumption: Withdrawal of water and generation of


    o Air Quality: Air emissions due to combustion of fossil fuels

    o Afforestation: Maintenance of ecological balance

    o Safety Concerns: Fire and safety hazards


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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


    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




    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:


    (Owned by




    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 :-


    (Owned by NTPC)



    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:


    (Owned by




    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

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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.



    1. Koldam (HEPP) Himachal Pradesh 800

    2. Loharinag Pala (HEPP) Uttarakhand 600

    3.Tapovan Vishnugad



    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


    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


    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


    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



    Last Price Market Cap.Sales


    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


    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


    o Fuel linkages/ fuel security issues

    o Project execution/implementation issues

    o Sustaining market realization due to poor financial health of many


    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


    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


    o Expand generation capacities by setting up thermal/hydro, nuclear


    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


    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


    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


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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.


    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


    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


    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


    Talcher Kaniha of NTPC was awarded Best Environment

    Management Award for Safety in the 36th State Safety Award


    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


    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


    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


    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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    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.


    Training facilitates achievement of organizations business objectives and


    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.



    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.


    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



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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.


    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



    The increased stresses of todays workplace can include misunderstandings

    and conflict. Training can facilitate people to go along well in the workplace.


    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.


    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.



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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.


    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.


    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.


    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 should not provide so many details to employees/trainees that it

    overloads the employee/trainee resulting in loss of learning retention.


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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.


    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.


    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.


    If training programmes are repetitious, employees/trainees can soon

    become bored and lose their motivation to learn.


    o Increased job satisfaction and morale among employees.

    o Increased employee motivation.

    o Increased efficiencies in processes, resulting in financial gain and


    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


    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


    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


    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


    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


    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


    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


    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


    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 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)


    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


    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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    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


    Enhanced personal productivity through controlling priorities. The

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