A STUDY ON TRAINING AND DEVELOPMENT (WITH SPECIAL REFERENCE TO NTPC SIMHADRI)

CONTENTS

Chapter no

Page

Introduction Significance of the Study Need for the study Objectives of the Study Methodology Limitations of the Study

II III IV V

Profile of the Power Industry & NTPC Simhadri Theoretical frame work Data analysis and interpretation Findings and Suggestions

Bibliography
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Annexure

Chapter I INTRODUCTION
Human Resource Management (HRM):A relatively new term that emerged during the 1930s. Many people used to refer it before by its traditional titles, such as Personnel Administration or Personnel Management. But now, the trend is changing. It is now termed as Human Resource Management (HRM). Human Resource Management is a management function that helps an organization select, recruit, train and develops. In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development.

Training & Development

Organisation and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So, every modern management has to develop the organisation through human resources development. Employee training is the most important sub-system of human resources development. management. Training is a specialised function and is one of the fundamental operative functions for human resources

Meaning:

After an employee is selected, placed and introduced in an organisation he/she must be provided with training facilities in order to adjust him to the job. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process and utilising a systematic and organised procedure by which employees learn technical knowledge and skills for a definite purpose. Dale S Beach defines the training as . the organised procedure by which people learn knowledge and/or skill for a definite purpose. In other words training improves changes and moulds the employees knowledge, skill, behaviour and aptitude and attitude towards the requirements of the job and the organisation. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organisation to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organisation.

Thus, training bridges the differences between job requirements and employees present specifications. Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities

Training
This activity is both focused upon, and evaluated against, the job that an individual currently holds.

Education
This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.

Development

This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate Training is the act of increasing the knowledge and skills of an employee for performing the job assigned to him. It is a short-term process. After an employee is selected, placed and introduced in an organization he must be provided with training facilities so that he can perform his job efficiently and effectively. Development is a long-term educational process utilizing an organized and systematic procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. It covers not only those activities which improve job performance but also those activities which improve the personality of an employee.

Need and Significance of the Study:

NTPC LIMITED is the largest thermal power generation company of India with very vast human resource and hence, to know the effectiveness of Training and development programmes across different departments and also to know what are the strategies being followed in NTPC LIMITED to maximize the effectiveness of the programmes in their organization. Thus a detailed study regarding the effectiveness of training and development in
NTPC Simhadri is to be done, to identify the shortcoming in management and to suggest for improvement in employee development.

Objectives of the study:

To assess the effectiveness of training and development programmes in NTPC To understand the effectiveness of during the training phase To understand the effectiveness of post training phase.
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To understand the motivation towards the Training. To know the organizational policy towards the Training. To offer valuable suggestions to improve the effectiveness of training and Development programmes in NTPC Simhadri

Importance of Training
The importance of human resources management to a large extent depends on human resources development and training is its most important technique. No organisation can get a candidate who exactly matches with the job and the organisation requirements. Hence, training is important to develop the employee and make him suitable to the job. Training works towards value addition to the company through HRD Job and organisational requirements are not static, they are changed from time to time in view of technological advancement and change in the awareness of the Total Quality and productivity Management (TQPM). The objectives of the TQPM can be achieved only through training, which develops human skills and efficiency. Trained employees would be a valuable asset to an organisation. Organisational efficiency, productivity, progress and development to a greater extent depend on training. If the required training is not provided, it leads to performance failure o the employees. Organisational objectives like viability, stability and growth can also be achieved through training. 4Cs for the organisation viz. Competence Commitment Creativity and
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Training is

important, as it constitutes a significant part of management control. Training enhances

Contribution

Methodology:
Towards the accomplishment of the said objectives, information would be obtained from primary as well as secondary data sources; Primary data will be generated by way of meeting different executives concerned with training and development programs. Also a survey on training program is conducted by means of a questionnaire to derive the training programmers at NTPC. Efforts will be directed in obtaining the view of employees /executives who got trained in the in house/ outside training programmers.
Information pertaining to training and development programs organized over a period will be obtained by way of referring to record of the statistical departments, personnel departments, and training and development departments. In-house magazines, journals, newspapers, any other published materials will be referring to in collection of necessary data.

Data collected for the study has been divided into two parts

Primary data:
Primary data is mainly gathered by distributing various questionnaires and by interacting with officials at different levels. The questionnaire comprises of multiple choice questions. The size of the sample is 100 employees. Simple random sampling technique was adopted to choose the respondents

for the sample. The technique was used keeping in view the scope of the study which tried to cover different levels of executives, workmen and supervisors.

Secondary data:
Secondary data is collected through various sources i.e. journals, news papers, websites

SCOPE OF THE STUDY:To know the function of the organization as a whole and as well to know how the policies are made and implemented and conveyed to the employees. The study is to know in brief about the following departments: Training and Development Center Human Resource Development Department

Following departments were approached for survey during the project: Finance Department Production Department M.I.S. Section Marketing Department Quality Control Department

Limitations of the study:

In the actual practice it is very difficult to survey each and every Individual.
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Due to space and time constraint the survey was not covered among all the Employees of NTPC Simhadri, otherwise more accurate information Would have been possible
The time constraint there to study all the policies of ntpc, as it is a very vast Topic. Sample size collected is not very large. Subjectivity on this part in interpretation and analysis

Chapter - ii Profile of the Power Industry

Power is an essential requirement for all facets of our life and has been recognized as a basic human need. It is the critical infrastructure on which the socio-economic development of the country depends. The growth of the economy and its global competitiveness hinges on the availability of reliable and quality power at competitive rates. The demand of power in India is enormous and is growing steadily. The vast Indian power
market, today offers one of the highest growth opportunities for private developers.

India is endowed with a wealth of rich natural resources and sources of energy. Resources for power generation are unevenly dispersed across the country. This can be appropriately and optimally utilized to make available reliable supply of electricity to each and every household. Electricity is considered key driver for targeted 8 to 10% economic growth of India. Electricity supply at globally competitive rates would also make economic activity in the country competitive in the globalized environment. As per the Indian Constitution, the power sector is a concurrent subject and is the joint responsibility of the State and Central Governments. The power sector in India is dominated by the government. The State and Central Government sectors account for 58% and 32% of the generation capacity respectively while the private sector accounts
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for about 10%. The bulk of the transmission and distribution functions are with State utilities. The private sector has a small but growing presence in distribution and is making an entry into transmission. Power Sector which had been funded mainly through budgetary support and external borrowings was opened to private sector in 1991. India is well on its way to becoming an economic superpower and, increasing at an annual economic growth rate of 8-10%, it desperately needs all the energy it can harness. Dams, nuclear reactors, thermal power stations, all symbolize this much-needed energy without which the nations economic horses may slow down. Energy is a complex subject and there are no easy answers to these questions. A mix of foresight, courage and inventiveness will determine what forms of energy India chooses to power its economic growth with and whether it could leapfrog into a sustainable energy regime without losing its competitive edge in the world economy. Electric power generation in India is done predominantly by government sector entities. These are controlled by various central public sector corporations, such as: National Hydroelectric Power Corporation. National Thermal Power Corporation. Various state level corporations (State Electricity Boards - SEBs).

The transmission and distribution is managed by the State Electricity Boards (SEBs) or private companies. Private sector participation is increasing especially in Generation and Distribution. Distribution licenses for several cities are already with the private sector Many large generation projects have been planned in the private sector

Installed capacity:
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 India has the fifth largest electricity generation capacity in the world, low per capita Consumption at 606 units; less than half of China T & D network of 5.7 million circuit km the 3rd largest in the world. Coal-fired plants constitute 53% of the installed generation capacity, followed by 25% From hydel power, 10% gas based, 3% from nuclear energy and 8% from renewable sources

Main Power Stations in India:

Hydro Power Station. Gas Turbine Power Station. Nuclear Power Station. Diesel Engine Power Station. Thermal Power Station

The critical role played by the power industry in the economic progress of a country has to be emphasized. A self sufficient power industry is vital for a nation to achieve economic stability. The Energy Industry incorporates a broad range of sectors, including, Natural Gas and Petroleum (Extraction, Refining and Distribution through pipelines), Electricity, including Nuclear, Coal Mining and Refining. The Energy industry incorporates the sub sectors of Oil and Gas Extraction, Coal Mining, Utilities, including electricity and gas transmission and distribution and Petroleum and Coal Products Manufacturing.

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The power industry in India comprises of the various governmental bodies looking after the power systems in India, power generation industry and technologies in India, power supplies, power industry report showing the analysis of the power scenario in India, the India power requirements and shortage, the various India power supply units and the power infrastructure in India.

Indian Power Industry:

Before Independence:
The British controlled the Indian power industry firmly before Independence. The then legal and policy framework was conducive to private ownership, with not much regulation with regard to operational safety.

Post Independence:
Immediately after Independence, the country was faced with capacity restraint. India adopted a socialist structure for economic growth and all the major industries were controlled by public sector enterprises. By 1970's India had nationalized most of its energy assets, due to its commitment to social goals. By the late 1980's the Indian economy felt the strain of the socialist agenda followed since independence. Faced with a serious deterioration in public finance and balance of payment crisis, the Union government as part of its policy of economic liberalization allowed greater investment by private sector in the power industry.

Non Renewable Energy: Fossil fuels:

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The Industrial Revolution in Europe in the 19th century forced human's to

seek

alternative sources of fuel to cater to the increasing demand. Focus was shifted to fossil fuels as an alternate source of energy. Fossil fuels were formed millions of years ago. They are nothing but fossilized organic remains that after millions of years has been converted into oil, gas and coal. Because this process takes a long time, they are known as non renewable.

Coal:
It is the most easily available fossil fuel in the world. It is mostly carbon and is used as a combustion fuel, especially after the Industrial Revolution. Coal can further be divided into lignite, bituminous and anthracite. Lignite and Bituminous have lesser percentage of carbon and therefore burn faster. They are not environmentally friendly, Whereas Anthracite has about 98% carbon and therefore burns slowly and is more environmentally friendly. Coal can be found in both underground mines and open mines. Though Petroleum gained prominence through the 20th century, coal still continues to be the most used raw material for power generation.

Oil and Gas:

Oil and Gas are mostly found in underground rocks. Millions of years ago when plants and animals died, they got buried in layers of mud and sand. The earth's crust changed its shape and put immense pressure and heat on the dead plants and animals. Over a period of time, the energy in those plants and animals changed into hydrocarbon liquids and gases. They then turned into chemicals called hydrocarbons .Most of the hydrocarbons is found under the sea bed. Natural gas is usually found near a source of oil. It is a mixture of light hydrocarbons. It is lighter than air and is odorless. It is therefore mixed with a chemical that gives it a strong odor and thereby easy to detect in case of a leak. It is the cleanest burning fossil fuel.

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Renewable Energy:
Because of the environmentally disastrous effect of non renewable energy, an alternate source of energy which would not pollute the environment and which can also be renewed was tapped. They are known as renewable energy. The various types of renewable energy are

Solar Energy:
It is the most easily available renewable resource. After the oil shock in 1970's many countries conducted research work to tap solar energy. It is believed in the next few years millions of consumers across the world would switch to solar energy. In India the Indian Renewable Energy Development Agency and the Ministry of Non Conventional Energy Sources are devising strategies to encourage the usage of solar energy. Solar energy can be used for cooking, heating, drying, distillation, electricity, cooling, refrigeration, cold storage etc There is huge potential for Solar Energy development in India. Installed manufacturing capacity has grown from a meager 10MW in 2000 to a total of 335 MW by 2007. India is now 7th worldwide in Solar PV Cell production. There are many schemes for generating electricity from the sun. These include Photovoltaic cells. These are an attractive field of research, and have Gradually been made more efficient and less costly. Power towers. Mirrors focus sunlight on a boiler, which generates steam and Then electricity. Burning biomass. This competes with other uses of agricultural land and Requires more labor than present energy generation methods.

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Solar Power Satellites: Solar energy is more easily collected in space than on earth. The solar collectors can be permanently aimed at the sun, and there are no clouds. This has given rise to proposals for solar power satellites that would collect solar energy and beam it to earth using microwaves. The energy would be beamed to retina fields that would rectify the microwave beams and distribute the energy to users. Despite the competitive disadvantage that solar energy technologies have right now, the availability of "free" sunlight will remain a driving force behind the development of new ideas that can make solar power more affordable in the future. As economies of scale are achieved in the manufacture of solar collection devices (both thermal and electric), and as petroleum prices gradually rise, solar energy will become more cost competitive

Hyde Energy:
Energy available in fast flowing water can be used to generate electricity. Waves occur due to the interface of the wind with surface of sea and represent a transfer of energy. This energy can be tapped for commercial purpose.

Hydro Power:
It is the one of the best, cheapest and cleanest source of power, though large dams could have environmental and social repercussions. In view of these problems associated with larger dams, experts have advocated the construction of smaller dams. New environmental laws to safeguard the planet from the effects of global warming have made smaller hydropower projects more viable. India ranks 8 th in terms of Hydro electricity generated. It has the potential to provide energy in remote and hilly areas

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where extension of an electrical transmission grid system is uneconomical. Till now 14 States have announced policies for setting up commercial SHP projects.

Wind Energy:
It is the kinetic energy used for many centuries in water sports like sailing and for irrigation. It converts kinetic energy into more usable forms of power. Wind turbines help to convert the energy in the wind into mechanical energy which can be used for generating power. Since the late 1980's the viability of wind energy has gained in prominence across the globe. In India the states of Tamil Nadu and Gujarat lead in the field of wind energy. India is 4th largest producers of wind energy in the world. Indias current installed wind capacity is 8.7 GW (approximately 10% of the worlds total installed capacity). Wind installation (global) 60,000 MW (cumulative) Indias share (and position) 6270 MW(fourth in the world) SPV cell production (global) 1,700 MW (in 2005) Indias share (and position) 37 MW (seventh in the world) Biogas plants (global) 16 million units (cumulative) Indias share (and position) 3.9 million family size units (second in the world) Solar Thermal (global) 110 million sq.m s (cumulative) Indias share (and position) 1.65 million sq. m (ninth in the world)

Biomass:
It is sourced from the carbonaceous waste of animals and is also the by products from timber industry, agricultural crops, raw material from forest, household waste and wood. It can be used to generate power with the same power plant that are burning fossil fuels and is very much environmentally friendly.

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It is being used in the western countries for applications such as combined heat and power generation. In India 90% of the rural households and 15% of the urban households use bio mass fuel.

Nuclear Energy:
Nuclear energy can be created in nuclear reactors under strict human control. The nuclear power can be generated by the fission of uranium, plutonium or thorium or the fusion of hydrogen into helium. Nowadays mostly Uranium is used for generating nuclear power. With a view to increase India's dependence on nuclear energy to offset the energy crisis in the country, the Indian government entered into an agreement with the government of USA called the 123 agreement. This agreement aims to assuage greater cooperation between the two countries in the field of nuclear technology. Nuclear power plants use the amazing power of the atom to generate electricity with a very low fuel cost and much less pollution than fossil fuel plants. However, the planning, building, and operating of a nuclear power plant is a long, costly, and very complex process.

Initiatives on international cooperation in nuclear energy:

The government has taken the initiatives on international cooperation in nuclear energy. These will end Indias international isolation and enable full nuclear commerce. While ensuring unhindered progress of the domestic power and strategic programmes. India will have access to the international market for nuclear fuel, reactors, goods and services. It will open up the possibility of additional ties, based on imported fuel and enhance nuclear power capacity. It will enable import of fuel for safe guarded rectors. The other major benefit will be the opening of the export option. India which is the only country with a live technology of small reactors and has the potential for export of the same to countries with smaller grids and desirous of nuclear
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power. As Indian industry also has the capacity of manufacturing all nuclear equipment and components, there will be a huge opportunity for export, given the cost advantage. The vide experience of Indian personnel in specialized nuclear services such as renovation and modernization, in core jobs and construction coupled with the cost advantage, will open market for nuclear services

Ministry of Power
Indian power sector comes under the Ministry of Power India. Earlier known as Ministry of Energy, it comprised of separate departments for power, coal and non-conventional sources of energy. In 1992, the Ministry of Power started working independently with work area covering planning and strategizing the Indian power projects and policies. The power management and implementation of the various power projects undertaken, formulation and amendments of the power laws in India, management of the power supply in India, monitoring of the power plants in India, power companies in India, power generation in India and other power shortage problems etc. The Ministry of Power (M0P) is coordinated by Central Electricity Authority (CEA) in all technical and economic aspects. Along with the CEA, other subsidiary organizations of the MOP are:

National Thermal Power Corporation (NTPC) National Hydro Electric Corporation (NHEC) Power Finance Corporation of India (PFCI) Nuclear Power Corporation of India Limited
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North Eastern Electric Power Corporation (NEEPC) Rural Electrification Corporation (REC) Damodar Valley Corporation (DVC) Bhakra Beas Management Board (BBMB) Tehri Hydro Development Corporation (THDC) Satluj Jal Vidyut Nigam (SJVN) Power Grid Corporation of India Ltd (Power Grid India) Power Trading Corporation (PTC) Bureau of Energy Efficiency (BEE)

Eligibility of workers / employees to enter into the Industry:

Workers can enter the Oil and Gas Extraction industry with a variety of educational backgrounds. The most common entry-level field jobs usually require little or no previous training or experience. Other entry-level positions, such as engineering technician, usually require at least a two-year Associate degree in engineering technology. Professional jobs, such as geologist, geophysicist, or petroleum engineer, require at least a bachelor's degree, but many companies prefer to hire candidates with a master's degree, and may require a Ph.D. for those involved in petroleum research. Employers seek high school graduates for entry-level power plant operator, distributor and dispatcher positions. Candidates with strong mathematics and science skills are preferred. College-level courses or prior experience in a mechanical or technical job may be helpful. With computers now used to keep records, generate reports and track maintenance, employers are increasingly requiring computer proficiency. While most
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mining jobs can be entered directly from high school, the increasing sophistication of equipment and machinery requires a higher level of technical skill

Power Infrastructure in India:

The power industry in India derives its funds and financing from the government, some private players that have entered the market, World Bank, public issues and other global funds. The Power Ministry India has set up Power Finance Corporation of India that looks after the financing of the power sector in India. The Power Finance Corporation Limited provides finance to major power projects in India for power generation and conversion, distribution and supply of power in India.

Power Finance Corporation (PFC) Ltd India also looks after the installation of any new power projects as well as renovation of an existing power project India. The PFC in association with central electricity authority and the ministry of power facilitates the development in infrastructure of the power sector India.

Power Supply Units India:

Power is derived from various sources in India. These include thermal power, hydropower or hydroelectricity, solar power, biogas energy, wind power etc. the distribution of the power generated is undertaken by Rural Electrification Corporation for electricity power supply to the rural areas, North Eastern Electric Power Corporation for electricity supply to the North East India regions and the Power Grid Corporation of India Limited for an all India supply of electrical power in India.

Thermal Power in India

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It is mainly generated through coal, gas and oil. India coal power forms a majority share of the source of power supply in India. The electric power in India is generated at various thermal power stations in India. The power generated at these thermal power plants is then distributed all over India through a network of power grid at regional and national levels. The power ministry organization responsible for the thermal power management in India is the NTPC.

Hydropower is India is one of the mega power generators in India. Various

hydropower projects and hydro power plants have been set up by the ministry of power for generation of hydro power in India. Various dams and reservoirs are constructed on major rivers and the kinetic energy of the flowing water is utilized to generate hydroelectricity. The power generator here is the running water. The hydroelectric power plants and the hydro power generation companies are managed by the National Hydro Electric Power Corporation (NHPC).

Wind Power in India is available in plenty as India witnesses high intensity winds in
various regions due to the topographical diversity in India. Efforts have been made to utilize this natural source of energy available free of cost for wind power generation. Huge wind energy farms have been set up by the government for tapping the wind energy by using gigantic windmills and then converting the kinetic energy of the wind into electricity by the use of power converters. The wind power advantages start with the very fact that a wind energy power plant does not require much infrastructure input and the raw material i.e. wind itself is available free of cost.

Solar Power in India is being utilized to generate electricity on smaller scale by

setting up massive solar panels and capturing the solar power. Solar power India is also being utilized by the power companies in India to generate solar energy for domestic and small industrial uses.

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Nuclear Power in India is generated at huge nuclear power plants and nuclear power
stations in India. A nuclear power plant generates the electricity using nuclear energy. All the nuclear power plants in India are managed by the Nuclear Power Corp of India Ltd (NPCL). The electricity from all India nuclear plants is distributed by the NPCL as per the nuclear power project scheme.

Biogas Production in India is still in its infancy stage. Also the number of biogas
plants in India is still very low. India being the largest domestic cattle producer has plenty of biogas fuel and thus utilization of the fuel for mass biogas production by setting up more biogas plants in India would solve the power shortage problem to some extent.

Power Companies in India:

Many government as well as private organizations have taken up the task of power generation in India. The major Indian power companies playing prime are:

Bhakra Beas Management Board Enercon Systems India Essar Group GMR Group Gujarat State Petroleum Corporation Ltd Jindal Steel & Power Limited Karnataka Power Transmission Corporation Limited (KPTCL) Karnataka Renewable Energy Development Limited Konarka
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Magnum Power Generation Limited Nippo Batteries Reliance Energy Ltd. Shri Shakti Durgapur Projects Limited Satluj Jal Vidyut Nigam Ltd. United Power Ventral Systems Pvt. Ltd. Enron India Power Plant Celetronix Power India Caterpillar Power India Alton Power India Thorium Power India GE Power Controls India

NTPC
National Thermal Power Corporation Limited is the largest power company in India and has a capacity of 29894 MW with 7 gas based, 15 coal based power stations and about four joint ventures. The company is the top among the Best Workplaces for Large Organizations. Two major units of the company is in Orissa. The core business of the company is construction, engineering and operation of power generating plants.
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With global investments in 2004 totaling $28 billion as compared to $6 billion in 1995. Total installed capacity based on renewable energy was 155,000 MW in 2004, of which wind power itself totaled 48,000 MW. By the end of 1995, India's total installed power generation capacity was 81,164 Megawatt. Of that, hydro-electricity (hydel) accounts for almost 26 percent, but hydel accounts for less than 13 percent of the total electricity generated in the first three years of the current eighth plan. Five-Year Plans and Growth of Power Generating Capacity (percentage)

First Plan (1951 56) Second Plan (1956 61) Third Plan (1961 66) Fourth Plan (1969 -74) Fifth Plan (1974 79) Sixth Plan (1980 85) Seventh Plan (1985 90) Eighth Plan (1992 97) Ninth Plan (1997 2002) Tenth Plan (2002 2007)

68.48 61.23 94 28.61 60.11 49.69 49.43 30.538 22.28 25.7

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Table highlights the impact of neoliberalism on Indias electricity sector. An overview of the increase in power generating capacity in India through the Five Year Plan periods (see Table 1) shows that the rate of increase in capacity has been relatively high. Even more noticeable is the fact that prior to the initiation of neoliberal policies (till the end of the Seventh Plan), the rate of increase in capacity was far higher. Percentage increase in capacity declined from 60.11, 49.69, and 49.43 in the Fifth, Sixth and Seventh Plan periods respectively to 24.22, 22.28 and 25.70 in the Eighth, Ninth and Tenth plan periods. The decline in the rate of increase of power generating capacity has taken place despite continuing energy shortage in India, from 1997-98 through 2003-04, energy shortage in India has ranged anywhere between 5.9 percent to 8.8 percent and peak energy shortage has ranged between 11.20 percent and 13.90 percent.

Contribution of the world bank:

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In 1994 the World Bank had withdrawn $750 million in funding for power projects in India following Indian states refusing to stop giving away electricity. It is now backing on the scene with a plan to restructure the state power sector in India.

The World Bank has recently announced a 350 million dollar loan to the eastern state of Orissa, to restructure management and improve power generation and distribution. The project will split the State Electricity Board into separate generation, transmission and distribution companies. This is expected to reduce the power tariff and develop infrastructural facilities.

Improvement in the power generation

The overall generation in the country has increased from 617.5 BU during 2005-2006 to 662.5 BU during the year 2006-07. The overall generation improved as follows: Energy type Thermal Improved by 6.10%

Hydro

11.90%

Nuclear

7.90%

Bhutan Imp.

70.60%

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Improvement of power generation

Power consumption pattern in India: India consumes 3.7% of the worlds commercial energy, making it the 5 th largest consumer of energy globally. Total installed capacity of 1, 44,912 MW.22% of world average Per capita electricity consumption, 600 KWhr per year. About 80% of total rural energy consumption comes from non commercial energy. Rapid economic development & increasing population lead to high demand for energy. India requires an annual increase of a) b) Commercial energy supply from 3.7% to 6.1% Total primary energy supply from 2.2% to 5.1%

Problems:
Infrastructure bottlenecks:
Most discussions on Indias economic growth story over the previous decade lead to the conclusion that infrastructure bottlenecks pose the greatest risk to the sustainability of its

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rapid GDP growth. Invariably it is the power sector in failing to set up with the demands of the economy.

Lack of resources:
While the Power Sector in India looks more promising than ever before, it continues to be troubled by lack of credible fuel options. Indias ever worsening thermal-hydro mix has led to over dependence on coal based thermal power. Lack of reforms in the coal sector implies that there still is no market for domestic coal in India. As of December 2008, 43 thermal stations in India had coal stock which would last only seven days and 28 0f them having stock of less than 4 days compared to the threshold norm of 15 days of stock for thermal power plants. While the supply of coal as fuel has been hampered due to lack of initiative from the Government to allocate coal blocks to power plants, the supply of power from gas based power plants has been hindered due to non-availability of fuel.

Power theft:
A key challenge for power companies is reducing theft by India's poor. Many have come to view free electricity as a right, something that politicians have done little to counter in a bid to win votes. The main problem in arresting the theft is a lack of political will. Regarding hydro power: High gestation period High capital costs (per MW)

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Targets and Achievements:

Power generation Targets and Achievements

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Additions to installed capacity

(in MW) percentage shortfall

Target

Achievement

First plan Second plan Third plan Fourth plan Sixth plan Seventh plan Eighth plan Ninth plan Tenth plan

1,300 3,500 7,000 9,300 19,670 22,250 30,540 40,250 41,110

1,100 2,300 4,500 4,600 14,230 21,500 16,420 19,015 23,250

15 36 36 50 28 4 46 53 40

Table shows how the targets of power generation were not reached in of the plans completed so far. In every five year plan there was a shortfall in achievement .15 percent in the First Plan and as much as 50 in the Fourth Plan. The cumulative result of slackness in this basic area of planning is that power crisis threatens to choke the growth process of the Indian economy. In fact it seriously damaged the targets of the Fourth and Fifth

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Plans. Accordingly the Sixth Plan put maximum emphasis on power generation; even then there was a short fall of 28 percent in the power.

Nuclear power:
Although nuclear power plants have many advantages, they have some major problems. If anything were ever to go wrong inside the reactor, the results could be disastrous. One of the most dangerous difficulties is the possibility of a nuclear meltdown. This occurs when the core overheats in an uncontrolled manner -- the core simply melts. Such an event would release amazing amounts of radioactivity. There are many emergency cooling systems and back-ups to prevent the reactor from getting to meltdown temperatures. One problem that was not stopped was the incident at Chernobyl. The Chernobyl plant reached 150 times its normal power level. The pressure inside the water holding tubes there became so great that finally the plant just blew itself apart. Poor construction and operation of the power plant caused the disaster. The disaster killed 31 people and 20 square miles of land are now uninhabitable. Some people say that the Chernobyl accident is responsible for many cases of cancer all across Europe. The scientists and environmentalists fighting against nuclear power, use accidents like these as their argument.

Climate change
New nuclear power stations would not stop climate change. New investment in nuclear power and its infrastructure will block development of renewable energy and energy efficiency the real solutions to climate change. Ironically, climate change itself also
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threatens the safety of nuclear power stations; many reactors are built on coastal sites vulnerable to the impacts of sea level rise, including flooding and erosion.

Safety:
Over twenty years since the worlds worst nuclear disaster, Chernobyl, the human and environmental consequences are still being suffered internationally. Nuclear power is inherently dangerous and, despite claims of improvements in safety, scientists agree that another catastrophe on the scale of Chernobyl could still happen anytime, anywhere.

Cost:
The nuclear industry is hugely expensive. The construction and generating costs of nuclear power are greater than most renewable energy and energy efficiency technologies. Added to these are costs associated with dismantling nuclear stations and waste disposal.

Solar energy:
Even though sunlight energizes virtually all processes on Earth, the amount of solar energy falling on one square meter of ground is actually pretty small. The average amount of sunlight reaching the surface of the Earth is about 300 Watts per square meter (about 10 sq. ft.). This value is larger in the tropics or where there are few clouds, smaller at high latitudes and where it is frequently cloudy. One rule of thumb is that a collector area equal to about 10% of the floor area of a house is required to provide most of the heating needs for that house. So for a 2,000 sq. ft. house, 200 sq. ft. of collector area would be needed. For centralized collection of solar energy, large land areas need to be covered with solar collectors in order to gather enough sunlight to generate a significant fraction of our energy needs. Concentrating the sunlight with mirrors does not increase

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the amount of energy that is collected. In fact, focusing the energy to produce higher

temperatures usually leads to more loss of energy. The basic cost problems with solar energy are:
High capital cost. This is probably not insuperable. The need to store energy, because of daily, hourly and weekly (from clouds) and seasonal availability. The need to transport the energy long distances. This might put cloudy countries at high latitudes at a severe economic disadvantage. Maintenance cost. One person, experienced in maintaining complex systems gave me an estimate of one percent a month, e.g. a system costing $40K costs $400 per month to maintain.

Profile of the NTPC

NTPC LIMITED is the largest thermal power generation company of India. It is a public sector company, incorporated in the year 1975. At present government of India holds 89.5% of the total equity shares of the company and the balance 10.5% is held by FITs
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domestic banks, public and others. NTPC has emerged generation facilities in all the major regions of the corporation. NTPCS core business is engineering, construction and operation of power generating plant. NTPC has set new benchmarks for the power industry both in the area of power plant construction and operations. NTPC was among the first public sector enterprise to enter into a memorandum of understanding (MOU) with the government of India in 1987-88. NTPC has been placed under excellent category every year since the MOU system became operative. Recognizing its excellent performance and fast potential, government of the India has identified NTPC as one of the jewels of public sector NAVARATNAS-a potential global plant. Inspired by its glorious past and vibrant present, NTPC is on its way to realize its vision of being A world class integrated power major powering Indias growth, with increasing global presence. NTPC is worlds 6 th largest thermal power generating and second most efficient in capacity utilization. Around the year 1975, soon after the 4 th five year plan, the power generating capacity available in the country was around 17000MW, which is too less to meet the requirement for countrys industrial development. In 1975, NTPC was incorporated with the main objective of development, planning, promoting and integrating the thermal power in our country. NTPC constitutes a total of 27 units all over India. The national Head Quarters is at New Delhi, corporate office of NTPC. There are 4 regional head quarters at Mumbai, Lucknow, Patna and Hyderabad. Each head quarters constitutes different sub units (power plants).

VISION:
A world class integrated power major, powering Indias growth, with increasing global presence
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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

HR VISION:
To enable our people to be a family of committed world class professionals making NTPC a learning organization NTPC Core Values -: (B-COMIT): B C O M I T - Business Ethics - Customer Focus - Organizational Pride - Mutual Respect & Trust - Initiative & Speed - Total Quality

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Organizational Chart

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Coal based power plants

Commissioned Coal based State Capacity (MW) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Singrauli Korba Ramagundam Farakka Vindhyachal Rihand Kahalgaon NTCPP Talcher Kaniha Unchahar Talcher Thermal Simhadri Tanda Badarpur Uttar Pradesh Chhattisgarh Andhra Pradesh West Bengal Madhya Pradesh Uttar Pradesh Bihar Uttar Pradesh Orissa Uttar Pradesh Orissa Andhra Pradesh Uttar Pradesh Delhi 2,000 2,100 2,600 1,600 2,760 2,000 840 840 3,000 1,050 460 1,000 440 705

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Total (Coal)

21, 395

Additional capacity under implementation

Vindhyachal Stage III Unit II 500 MW Kahalgaon Stage II Phase I 1000 MW (2 x 500 MW) Phase II 500 MW (1 x 500 MW) Korba Stage III 500 MW (1 x 500 MW) Farakka Stage III 500 MW (1 x 500 MW) (Main Plant Award yet to be issued)

NCTPP Stage II 980 MW (2 x 490 MW) (Main Plant Award Placed for Unit I and yet to be Placed for Unit II)

Gas/Liquid Fuel

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Commissioned Gas based State Capacity (MW) 15. 16. 17. 18. 19. Anta Auraiya Kawas Dadri Jhanor-Gandhar Rajiv Gandhi at Kayamkulam Faridabad Total (Gas) Rajasthan Uttar Pradesh Gujarat Uttar Pradesh Gujarat 413 652 645 817 648

20.

Kerala

350

21.

Haryana

430 3,955

Power Plants with Joint Ventures

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Commissioned Coal Based State Fuel Capacity (MW) 22. 23. 24. 25. Total(JV) Grand Total (Coal + Gas + JV) Additional capacity under implementation Bhilai 500 MW (2 x 250 MW) Durgapur Rourkela Bhilai RGPPL West Bengal Orissa Chattisgarh Maharastra Coal Coal Coal Naphtha/LNG 120 120 74 740 1054 26,404

NTPC ORGANIZATION STRUCTURE NTPC- TOP MANAGEMET TEAM Over the 3 decades of its existence NTPC has grown in leaps and bounds to achieve the Navaratna status with its immense contribution to the nations development and fast paced economic growth. This success is the result of the top management guiding the company towards achieving its Corporate Vision.

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The company is headed by Chairman and Managing Director (CMD) along with 6 functional directors. The functional directors are present on the Board of the company on a full time basis for managing their functional areas. The six full time functional directors are in the area of Operation, Projects, Commercial, Finance, Human Resources and Technical. Apart from the functional directors, NTPC Board of Directors also consists of 2 nominated directors from the Govt. of India and 4 non-official directors who are eminent persons from the various fields.

Major functions in the company:

Engineering Operation Services Corporate Contracts & Materials Commercial Corporate Planning Human Resources Finance Information Technology & Communication Fuel Management Corporate Monitoring Group Consultancy Wing Joint Venture Cell Vigilance Research & Development Energy Technologies Centre for Power Efficiency & Environmental Protection

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Accelerated Power Development Reforms Project Energy Conservation Company Secretariat Corporate Communications Environment, Resettlement & Rehabilitation and Safety Legal Cell Rajbhasha Cell Total Quality Management

The activities like Operation Services, Finance, Human Resources, Commercial, Legal, Rajbhasha, TQM are also carried out at the Regional Headquarters, wherein the region takes the policy, guidelines from Corporate Centre and acts as enabler in terms of policy clarification, resource mobilization, regular audit and upgrade for the sites to implement these policies / systems in the true spirit. ENGINEERING Managing the overall engineering design of NTPC Power Plants to ensure Completion of projects, construction in a timely, cost effective manner ensuring the desired quality and operational performance as per design for the life of plant. Providing timely inputs from engineering groups to ensure Timely completion of pre-award and post-award activities for projects under Construction Standardization of specifications, layouts and plans Issue of design guidelines, and checklists for vendor drawings Development of In-house expertise on all facets of power plant design Engineering
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Formulate, review and update from time to time the policies w.r.t. engineering Activities from concept to commissioning of power plants. Formulation of company-wide policies for cost engineering to ensure efficiency Of cost estimates Development of a framework for preparation of FRs and development of Expertise in preparation of DPRs and design memoranda. Developing the engineering design of all infrastructure facilities, including Township office, etc. Providing assistance to projects/stations during execution and commissioning and O&M phase for specific design/engineering issues and failure analysis. Formulation, review and up-gradation, from time to time of sub-vendor lists for Bought out of items and spares

OPERATION SERVICES:
Development of policies and guidelines for Operation & Maintenance functions Of NTPC stations Finalize annual physical performance targets and Operation & Maintenance Budgets for stations Oversee capture knowledge and knowledge management relating to operation & Maintenance practices Address key operations / maintenance problems / issues faced by NTPC Stations. Interact with other NTPC Divisions and external stakeholders on matters relating To performance/operations of stations Development of action plans for performance improvement and cost reduction of Stations
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Coordinate overhaul of all NTPC Stations Monitor the performance of stations, address exceptional issues and develop Action plans for addressing the issues Carrying out of technical audits and Operation Review of NTPC Stations Development and maintenance of ISO Certification in NTPC Stations Ensure quality of different activities at the stations including overhauls and Adherence to environmental norms Coordinate activities required for station stabilization following commissioning And after Renovation & Modernization Validation of technical specifications for new projects and finalization of Mandatory spares Supervise commissioning of new projects Coordinate program development and execution of Renovation & Modernization And activities of stations Coordinate initiation and finalization of Renovation & Modernization schemes And monitor the execution of the same Liaisoning with regulatory authority for Operation & Maintenance related issues Oversee pooling of spares and spares management at NTPC Stations

CORPORATE CONTRACTS AND MATRIALS: Formulate and review policies related to procurement of equipment, material, Works and services Manage award of high value equipment, material, works and services identified to Be awarded from Corporate Centre Review technical and quality specifications for contract award / execution and
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Interact with Engineering and QA&I for their resolution Timely resolution of contractual issues including settlement of post award scope Variations in co-ordination with Engineering / Finance / Site Provide policies and guidance to projects / stations related to procurement, Storage, inventory, risk management and registration vendors Finalization of standard bidding documents, as well as qualifying requirements as Member of QR Committee Frame policy guidelines and system circulars for contracts and materials Management, and export / import COMMERICIAL: Preparation of tariff structure for NTPC Power stations Coordinate with State Electricity Boards, State Power Utilities and other Customers for finalization and signing or Power Purchase Agreements (PPAs) for Sale of NTPC power across all regions. Issue of timely billing instructions to regional headquarters for all power sold to Customers Liaison and follow up with customers and regional headquarters for realization of Payment Coordinate with Ministry of Power, Central Electricity Authority and Govt. of India Coordinate the response to queries / clarifications sought by customers

CORPORATE PLANNING:

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Assist in business policy development and defining vision, mission and objectives for NTPC Develop and disseminate the corporate plan Development of individual business plans and integration into a five year plan for NTPC Perform environment scanning to provide inputs to top management for decision making Track national policy changes and conduct policy advocacy activities Coordinate proposals and provide external interface for developing new power plants / other new businesses Manage all interactions with the parliament and represent NTPCs point of view Coordinate with external agencies such as the MOP and CEA Overall planning of VIP visits & coordination of Director level meetings Handle activities associated with multi-lateral funding Plan and coordinate apex level meetings like Executive Committee Meeting and Management Committee Meeting

HUMAN RESOURCES: Develop HR Strategies, systems and policies to fulfill the HR Vision of the Company Align the Human Resources in the organization with the companys vision, Mission, HR goals and strategy Integrate the activities of the various HR groups like employee development, Employee benefits, employee relations, employee welfare & employee services Across the organization to ensure seamless delivery of HR services
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Monitor the implementation of corporate HR policies at all NTPC locations Monitor the implementation of HR policies and systems at the Corporate Centre Plan and play advisory role in the performance management / appraisal and Promotion process Manage training and development programs at the corporate centre (including Foreign training) Plan manpower resource requirement for the company and financial budgets for HR Department Liaison with local administration, government agencies and managing external Environment

FINANCE MANAGEMENT: Develop F&A guide lines and policy on financial and accountings matters Facilitate the preparation of capital budget in association with project, corporate Monitoring group, corporate planning and cost engineering department. Preparation and consolidation of profitability statements, in association with Operation services and finance department of station. Oversee activity related to pooling of all collections and borring at corporate Level. Rising of funds from international funding agencies as per capital expansion and Resources requirements plan. Maximizing returns for NTPC through investment of surplus funds. Payment of advance tax and filling of income tax, wealth tax returns of the Company. Management of PF and gratuity funds trusts of the company, in association with
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The HR and Finance Group of all stations. Coordination with statutory auditors /govt. auditors with regard to the accounting And audit for NTPC. Oversee activity related to the compilation of annual account for NTPC. Conduct of internal audit at NTPC site and CC Financial Analysis of Contractual provision in fuel supply agreement

INFORMATION TECHNOLOGY AND COMMUNICATION: Develop the IT strategy for the company in line with its vision and business Strategy. Conduct the technology scan and evaluation for determining the right products And applications for NTPC Compare and Evaluate the technology options and select the appropriate IT Systems for the company Plan, execute and monitor the IT infrastructure for the entire organization. Manage soft ware applications design, development and implementation as per Schedule time frame. Maintenance of various IT applications being used by the organization. Configuration of management during transition phase and for version upgrades of IT applications Conduct technology scan for new products and serves and coordinate with IT Venders for up-gradation of system. Prepare and evolve IT road map for future of IT in the organization. Plan resource requirements for man power, equipments, and maintaince and Contracts.
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Facilitate IT support and help desk services to users departments. Coordinate with user group to ensure maximum uptime and utilization of IT System. Provide User training for IT product and application. Plan, deploy and manage communication and Infrastructure and facilitate for PMI.

FUEL MANAGEMENT: Procurement of Fuel at most competitive price for existing stations and new Projects. Uninterrupted Coal transportation to power station through MGR and Railways. Identify and propose Viable alternate Fuels for power generations. Manage Relationship with Fuel suppliers and transporters. Timely negotiations and finalization of various agreements and leading to supply Of Fuel to power plant at most appropriate and unambiguous terms and Conditions. Timely inputs to Engineering for related transportation and boiler design. Scan the Environment for viable alternative fuels for power plant and apprise the Top management on the same. Manage relationship with transporters

CORPORATE MONITORING GROUP: Preparation of schedules and implementation plan for all on going NTPC projects. Preparation and release of pre order net work for implementation of project Finalization of master network (internal and external) for projects.
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Finalization of work schedule (L1) and detailed schedule (L2) network for Individual package. Ensuring timely completion of all NTPC projects as per pre determined schedule. Provide monthly exception report to the top management highlighting critical Issues for all NTPC projects. Monthly reporting to various stake holders like secretary (power) ,ministry of Power, MOSP, CEA and funding agencies like world bank , ADB and JBIC on Major milestone achieved at all NTPC projects .

Ensure achievement of MOU Targets for all NTPC projects Coordinate with sites CC&M, Engineering and external agencies for ensuring Adherence to work plans and schedules timely completions of activities.

CONSULTANCY WING: Short listing and finalization of area where consultancy services should be Provided at a national and international level. Preparation of proposals and price quotes to be sent to potential claim.

Manage activity related to the engineering aspect of project at hand, including Providing inputs for preparation of feasibility report procurement of materials, Completion and release of detailed engineering drawings.

Tracking of Project progress and realization of payment from clients. Manage activities related to procurements assignment for claim Provide support to the Engineering and renovation and modernization groups of NTPC for carrying out activities related to renovation and modernization projects And RLA studies.

Provide technical assistance to project team executing O&M, IT and R&M,

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Project and RLA studies at client sites. JOINT VENTURE CELL: Conduct environment scanning for business opportunity in line with the corporate Plan. Ensure commercial viability of the opportunity identified. Ensure timely preparation of the proposals for joint ventures /takeovers /strategic Alliances for the opportunity identified. Ensure legal validity in commercial soundness vide structuring joint venture /strategic Alliances in association with company secretary, legal and finance department. Coordinate with finance, commercial, legal, Regional HQ and OS for take over Power stations. Timely preparations of MOUs for strategic alliance Preparation of JV agreements and ensuring its legal validity. From the JV company with a well defined bold and management structure.

VIGILANCE: failure
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Formulate vigilance policy for the entire organization. Examine existing rules and procedures of NTPC with a view to eliminate / Minimize the scope for corruption or malpractices. Order investigations of complaint received from CVC, MOP, PMO and other Sources. Plan and enforce surprises checks and regular inspections to detect systems

And existence of corruption and malpractices in NTPC. Supervise all activity related to maintain proper surveillance on offices of doubtful integrity and preparation of agreed list and list of doubtful integrity. Oversee activity related to preparing charge sheet, scrutinizing replies to charge Sheet, appointing inquiry officer and presenting officer. Processing inquiry report for disciplinary authority and processing of appeals and requests for revision. Oversee activity for enforcing all security measures for safety and security of NTPC installation. Facilitate coordinate with various Govt. agencies such as CBI, CVC etc. to Ensure smooth functioning of the department and sharing of information. RESEARCH AND DEVELOPEMNT: Support operating stations in increasing availability and reliability of stations Strengthen applied research capability in NTPC Introduce fundamental /research work in ntpc Align NTPC R&D with emerging new technology Carry out collaborative R&D with leading nation and international institute to Make R&D centre a state of the art world class faculty creating to the power Sector as a whole. Develop long term plans R&D programmes Acquire ,adopt and disseminate technical knowledge in NTPC Achieve information standards through constant up-gradation and modernization Of facilities. Establish state of the art laboratory facilities and in fracture for conducting Metallurgical research and corrosion analysis as well as their control measures.

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Disseminate technical information through papers in national and international Journals /seminars.

CENTER FOR POWER EFFICIENCY AND ENVIRNOIMENT PROTECTION (CENPEEP): Scanning the environment for new technologies for plant performance Improvement and monitoring. Acquiring and adopting new technologies needed for plant performance Improvement ad monitoring for NTPC, SEBS and IPPs plants. Planning and executing demonstrations/trails of new technologies at sites. Provide support to stations for implementing new technologies and sustaining Performance improvement programmes Training for plant personnel concerning the technologies being implemented at The sites. Disseminating information and knowledge about new systems, technologies and Produces through workshops and conferences for all players in the sector. Information dissemination regarding progress of CENEEP activities to external And internal stake holders. Reduction of Green house gas emission (CO2) through performance improvement Of power plants. Ensure availability of IT support within department to enable smooth functioning Of the department. ACCELARATED POWER DEVELOPMENT REFORMS PROJECT (APDRP): Preparation of diagnostic /analytical studies and detailed
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project report of the

Distribution circles /town of SEbS. Assistance provided in finalizing programmes for implementation of approved Plans and review of progress Oversee training provided to customers engineer in distribution system planning (Metering, billing and collection) and project implementation. Preparation of model documents to be used by customers (SEBs) for inviting Tenders related to various items. Review RLA and R&M studies of thermal power plants of SEBs. Facilitate coordination with R&M Engineering group for the preparation of Detailed project report (DPR) Submission of DPR to the concerned SEBs and apprise them of the scope of work And their benefits. Oversees activities related to project management of the R&M assignments of SEBs secured through NTPC consultancy wing. ENERGY CONSEVATION: Energy audits for all systems in NTPC (such as MGR milling system ,Ash Handling plant system Air pre heaters and Lubrication system ,CW system, Draft System,ESP,CHP Air conditioning System etc.) Over see energy conservation activities undertaken for NTPC plants. Review audit reports received from sites and sending of comments to sites based on the reports. Review, finalize and approve new procedures /process laid down for carrying out Energy audits at stations. Review of old procedures from time to time and finalize and approve changes. Track of art technology with regard to latest energy conservation techniques
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Review and finalize and approve plants to incorporate latest technologies with Focus of energy conservation for NTPC stations. Review and finalize approve energy audit schedule of all projects. Review and finalize all activities relating to organizing training of O&M site Executives regarding energy audit methodology of different subs-systems. Oversee external consultancy on energy conservation activities including energy Audit for external agencies.

COMPANY SECRETARY: Organizing of Board and sub committee meetings Formation of subsidiary /JV and managing the company law. Ensure the most economical deals while rising capital form domestic debt Markets. Coordinate establishment of delegation of power to various executives of the Company and on-going revisions. Ensure compliances to company law and other corporate legislations. Manage issues related to revocation of power of attorney Over sees activities related to servicing of investors such as processing of interest Payments, redemption payment and post redemption servicing. Ensure compliance with relevant status /regulations growing debt/deposit Markets. Finding of statutory returns with income tax authorities and register of companies Relating to deposit of TDS submission of tax exemption forms for all series of Bonds annual TDS returns and quarterly NRI returns. Preparation of draft documents relating to certain of charge for securities issued
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By NTPC. CORPORATE COMMUNICATION: Ensure dissemination of updated information to all stake holders. Manage and coordinate PR events of NTPC and on behalf of ministry of power. Manage Press and media Relations Ensure prompt and effective reporting and coverage of all significant events and Development events in NTPC and power sector to the press and media. Ensure quality and timely publications of in-house journals, annual reports, and Corporate broachers. NTPC dairy video magazine and other print and publicity jobs. Manage all corporate advertisements and publicity jobs. Ensure usages of Rajabhasha in the organization.

ENVIRNOMENT, RESETTLEMENT AND REHABILATION& SAFETY: Develop and manage Implementation of policies in the areas of environment R&R safety ash utilization ad a forestation. Keep track of the legal legislation ,rules and acts relating to environmental Compliance of power plants Over sees Environment audits of stations and follow-up action plans developed to Address gaps identified in the environment audits. Manage preparation and execution of ash utilization plants (AUP) for new Projects. Coordinate the marketing activities for ash from existing stations and new Projects.
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Manage policy advocacy issues relating to ash utilization Formulate and update R&R policies for NTPC projects. Oversees execution of social economic studies for NTPC projects and preparation of Rehabilitation Action plans (RAPs as well as their execution Interact with pollution control Boards (state and centrals), ministry of Environment and other Govt. agencies, national /international technical and Funding agencies with regard to environmental aspects of power plants.

Manage safety inspections /auditors of NTPC projects and stations. Manage compilation of audit reports identifying exceptions, providing inputs to Top managements development of action plans for improvement and monitoring Project execution.

Manage the preparation and dissemination of emergency plans for Projects/station.

LEGAL CELL: Manage all court cases, legal options and arbitration matters. Monitor steps required in defending court cases pending at different levels Advice NTPC departments on legal issues Provide support /advice to legal executives of NTPC at site and region as and When required. Ensure timely feedback /comments to be filed as reply in the courts. Responsible for empanelment of advocate /arbitrators and appointment of Estate Officers Ensure timely legal vetting of bank guarantee, contracts of HBA, compulsory Lease, self lease and bond transmission cases. RABHASHS CELL:
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Ensure implementation of official language policy of Govt.of India through Cooperate Hindi section. Ensure implementation of annual program related to Hindi. Manage Training programs for learning the official language. Facilitate arrangements and co ordinations for parliamentary Committee Inspections and meetings. Manage training Employees in Hindi language computer software. Oversees audit compliance regarding usage of Hindi within NTPC.

TOTAL QUALITY MANAGEMENT: Conceptualization and formulate TQM strategy for the organization. Develop road map of TQM initiatives for organization wide implementation. Manage all activities of TQM initiatives as per implementation plan. Monitor and prepare reports on benefits and improvements from implementation Of TQM initiatives. Plan and organize TQM seminars, conferences and workshops and compliances. Contribute new articles, papers on TQM through newsletters, magazines, Internet, IOMs etc. Develop the quality management system for executives and non-executives. Obtain the membership of external agencies like APQC etc. Develop the TQM website.

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CULTURE OF WINNING AWARDS: NTPC has been winning awards in most of the competitions as well as national /international surveys it participated in.

Some of the various awards NTPC has won in past years are NTPC has bagged two CII-ITC Sustainability Awards2009 at the CII-ITC Sustainability Awards function held in New Delhi. Shri A K Singhal, Director NTPC received the prestigious Best Performing CFO Award-2009 in the infrastructure Sector at the CNBC TV 18 CFO Awards held at Mumbai on 17th November. NTPCs Vindhyachal has won Enertia Awards, 2009 for its excellent operational performance. NTPC Ltd. Has got the ranking of No.1 in Asia and No.2 in World as Independent Power Producer in Platts Top 2550 Global Company Rankings Award-2009. NTPC team represented by Shri Mohit Bhargav and Shri Chandan Shahi bagged the first prize in the Delhi round finals of the National Management Quiz conducted by All India Management Association. Golden peacock award for excellence in corporate governance 2005. 3rd place in HEWITT best employer survey 2004 3rd place in HEWITT best employer survey 2003 3rd place in great places to work survey 2004by grow talent and business world. Winner of innovative HR practices award by ISTD-FICCI NCPEDP shell Helen Keller award -2002 for CSR Golden peacock award national training award Green tech safety award 2004-05 Golden trophy in performance excellence award for the year 2003-04 by Indian
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Institution of industrial Engineering.

SCOPE institutional excellence award for organizational excellence. Platts global energy award for community development. TERI award for CSR 2003 Meritorious productivity award for generation and specific oil consumption at Many NTPC stations every year.

Powering Indias Growth: (Through People)

NTPC believes in achieving Organizational Excellence through human resource PEOPLE FIRST Approach to leverage the potential of its 24000 employees to fulfill its business plans. A human resource function was formulated an integrated HR strategy which rests on four building blocks of HR: Competence Building Commitment Building Culture Building Systems Building

NTPC COUNTRY WIDE: NTPC diversification across the power value chain: NTPC with a rich experience of engineering, construction and operating nearly 24,249 MW of generating capacity, is the largest and one of the most efficient power company in India , having operation that match the global standards.NTPC has identified joint venture ,strategic alliances as well as acquisitions and diversification as viable and desired options for its business development . NTPC looks for opportunity to create such joint venture and strategic alliances, in the enter value chain of the power business. As a partner NTPC endows the joint venture alliances with the winning edge.
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Acquisitions and diversifications in the areas related to the core business not only ensure growth but also add to the robusiness of the company.NTPC has carried out diversification either directly or through wholly owned subsidiaries/JVs NTPCs diversification initiatives, including entry into coal mining, are aimed at promoting vertical integration supplementing the companys basic strength while also enhancing productivity levels with in the company to generate higher revenues. NTPC ELECTRIC SUPPLY COMPANY LTD AND VIDYUT VYAPUR

NIGAM: Represent NTPC debut into electricity distribution and power trading activities respectively. COAL MINING/WASHING INITIATIVES: In an effort to ensure reliable supply

of coal at best prices, NTPC launched its coal mining and washing initiatives. This is expected to promote better control, greater reliability and lower cost of coal supplies. Pakri Barwadih coal block in north karanpura coal fields has been allotted to NTPC for captive mining. The company is also exploring other sites for this purpose in Talcher, north Karanpura and Singrauli. Joint venture with suitable partners may also consider for mining in future mining blocks. NATURAL GAS: Supply of 132 trillion BTU of natural gas per has been secured

by international competitive binding for capacity addition for a period 17 years. NTPC is exploring the possibility of importing LNG and then re-gasification for use of NTPC gas stations. NTPC intends to take up power distribution and rural electrification through nonconventional energy sources under REST (rural electrification supply technology) mission of GOI. NTPC is setting up its first biomass based pilot distribution generation

project(10KWcap) at Korba.The power generated thus will be transmitted to around 100

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local households. There is also provision for sale of power for commercial usage which will help employment generation and economic development in the region. NTPC also proposes to set up associated extra high voltage transmission lines/inter

regional EHV transmission lines so as to ensure evacuation of power from NTPC stations. Ongoing research in the field of exploring alternative fuels, non conventional energy sources and efficiency as well as implications of new technologies. NTPCs center for fundamental and applied research, Energy Technologies, stands witness in the companys focus in this area. In the implementation phase of the globalization initiative, a frame work was

chalked out for expansion of business operations. As a part of its overseas initiative, NTPC is exploring the possibility of setting up a Gas Based Combined Cycle Power Plant in Bangladesh. It has also formed alliances with BHEL to set up a 500MW integrated water and power project with 30MGD of desalination plant in Oman. The company also has an understanding with black and Veatch (USA) for rendering services in the areas of engineering. Project Management, Operation and Maintenance, Quality Assurance etc. The company is focusing on improvement on performance and reduction in the costs in the areas of O&M.A new group strategic initiatives and Information systems has been found for developing new initiatives and IT enabled O%M information system

WHOLLY OWNED SUBSIDARIES OF NTPC: NTPC ELECTIC SUPPLY COMPANY LIMITED, (NESCL): A wholly owned subsidiary of NTPC was incorporated in Aug 2002 with the

objective to acquire, establish &operate Electric distribution network in various circles /cities across India with a clear mission to create a role model in the electricity
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distribution business by setting new benchmarks. Further the company is also mandated to take up consultancy and other assignment in the area of electrical distribution management system. APDRP(accelerated power development and reform programme) assignment of

ministry of power,Govt.of India awarded to NTPC ,as lead advisor cum consultant, was also assigned to NESCL w.e.f. from 1st Jan 2004.NESCL is monitoring distribution reform and implementation of APDRP scheme in the states of Uttaranchal , Punjab, Haryana, Rajasthan Madhya Pradesh ,Mahrastra,Chattisgarh,Jharkhand ,Andhra pradsh,Karntaka,Tamilnadu,and Kerela. NESCL is facilitating project monitoring; quality assurance and inspection work for MPSEB.under the programme accelerated electrification of villages and households, for providing electricity to unelectrified villages, the turnkey execution of rural electrification project at west Midanpore dist. Of west Bengal has also been taken up.Dissusions are being held with various state Govts. For participating in the electricity distribution by NESCL in identified circles. NVVN (NTPC VIDYUT VYAPAR NIGAM): NVVN, a wholly owned

subsidiaries of NTPC was formed in 2002 to undertake business of sale and purchase of electric power, to effectively utilize installed capacity and thus enabled reduction in the cost of power.NVVN traded in electricity and sold 2616millon units of power during the year 2004-05, as against 962 million units in 2003-04, to 18 state electricity boards, registering the growth of 172%. NTPC HYDRO LTD (NHL): The Company was formed in 2002 as wholly owned subsidiaries of NTPC with an objective to develop small and medium hydro electric power projects up to 250MW. NTPC hydro limited proposes to implement Lata Tapavan hydro electric power project 108MW on river Dhuliaganga in the state of Uttranchal. The project is scheduled to be commissioned in the year 2011-2012.the company has also

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assigned on the agreement with WBSEB to implement Rammam stage-3(90MW) hydro electric power project in west Bengal. PIPAVAV POWER-DEVELOPMENT COMPANY LTD.(PPDCL):The company was formed in 2001 as a wholly owned subsidiary of NTPC.the main object of this undertaking its promote and take up development work for power projects for generation of electricity by use of any type of fuel in any manner on built, operate and transfer or any other basis. JOINT VENTURE COMPANIES OF NTPC: Following its vision among the worlds best and efficient power utilities NTPC has over the years, for the several alliances to supplement its core strengths and enhance its capabilities. This joint venture company includes: NTPC ALSTOM POWER SERVICES PVT LTD.(NASL) UITLITY POWER TECH LIMITED. PTC INDIA LTD. NTPC-SAIL POWER COMPANY (NSPCL). BHILAI ELECTRIC SUPPLY COMPANY LTD.(BESCL). RATNAGIRI GAS POWER PVT LTD.

The erstwhile Dabhol power company is being revived with equality participation in NTPC, GAIL, Indain lenders, IDBI, ICICI, Canara bank and maharashtar state electricity board. NTPC-ALSTOM POWER SERVICES PVT LTD. (NASL) : NTPC and

ALSTOM power generation AG, Germany has formed a 50:50 joint venture company in

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1999 with the objective of undertaking renovation and modernization of power stations in India and other SAARC countries. UTILITY POWER TECH LIMITED: A JV of NTPC and reliance energy

which takes up construction, erection, EPC and RLA studies, O&M activities in power and infrastructure sector in India and abroad. It is presently working in 22 NTPC sites and various other prestigious sites like nuclear power Corporation in Kata&kaiga, setting up of mini hydal projects in Punjab on B.O.O. basis, turnkey execution of wind mills in west Bengal. It is a 50:50 joint venture company between NTPC and Reliance energy, each living contributed RS: 10 Million towards equity in the company. It is consistently in profit making & dividend paying company .the total turnover of the company in 2004 -05 is Rs: 112.47 Crores as against 86.6 Crores for the previous financial year. it has achieved ISO 9001:2000 certificate by BVQI. PTC COMPANY LTD.: Power trading corporation of India Ltd. Is a JV

promoted with power grid corporation of India Ltd (PGCIL).a government owned transmission major in India, power finance corporation (PFC),a power sector finance company owned by the government of India, national hydro electric power corporation Ltd.(NHPC),a government owned hydro power utility and NTPC to trade power generated by mega power projects in India. The main objective of the company includes trading of power, import/export of power and purchase of power from identified power projects and selling it to identified SEBs &other agencies requiring power. NTPC-SAIL POWER COMPANY (PVT) LTD (NSPCL): This JV was

formed on 7th march 2001 with steel authority of India Ltd. (SAIL). It owns and operates the captive power plants at Durgapur and Rurkela.

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BHILAI ELECTRIC SUPPLY COMPANY LTD (BESCL): NTPC has

formed a joint venture with SAIL by acquiring50% of the equity of Bhilai electric supply company pvt. Ltd. A company formed by sail, to own and manage the captive power plant at Bhilai steel plant. BESCL has already commenced the expansion of 500 MW units. This JV was formed in 2002 with SAIL. The objective of this JV is to supply power to the Bhilai steel plant of steel authority of India Ltd. ( sail) from its coal based power station at Bhilai ( Chattisgrarh) RATNAGIR GAS AND POWER PVT LTD: Ratna giri gas and power pvt ltd

is a joint venture formed on 5th October 2005 between NTPC &GAIL and Indian financial institutions namely IDBI , ICICI, IFCI, CANARA BANK AND SBI to take over and manage the erstwhile DABHOL POWER COMPANY promoted by ENRON INC of USA and MAHARASTRA STATE electricity development corporation (MSEDC) .The joint venture has a debt :equity of 85: 15 The equity is equally divided between NTPC ,GAIL AND INDIAN FINANCIAL INSTITUTIONS. The total installed capacity of the plant at the time of takeover is 740 MW and further construction of 1444MW if proposed by 2008 JOINT VENTURE COMPANIES OF NTPCs: NTPC has entered into MOUS with several companies and institutions to supplement its basic strength. 1. 2. 3. 4. 5. 6. with IOCL WITH MINISTRY OF RAILWAYS WITH TAMILNADU ELECTRICITY BOARD WITH IIT MUMBAI WITH RURAL ELECTRIFICATION CORPORATIONS WITH CENTRAL ELECTRICITY AUTHORITY
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IOCL: To set up combine cycle power stations based on refinery residue /naphtha and other petroleum products. RAILWAYS: To set up power stations at Nabi Nagar of approximately 1000MW capacity to meet traction and non-traction power requirements of Indian railways. TAMILNADU ELECTRICITY BOARD: To setup a 1000MW coal based power station at ENNORE in Tamilnadu utilizing the infrastructure facility at ENNORE IIT, MUMBAI: To promote R&D projects in the areas of distribution, generation and computational fluid dynamics. RURAL ELECTRIFICATION CORPORATION: For providing affordable and reliable power supply to rural India. CENTRAL ELECTRICITY AUTHORITY: For providing design and engineering consultancy to two NTPC hydro projects in Uttaranchal. Agreements with electric power research Institute, USA to improve and modernize cycle chemistry of NTPC plant. CONSULTANCY WING OF NTPC: With its variegated exposure to different aspects of power generation and distribution and plant establishment, NTPC has the ideal profile for undertaking consultancy initiatives. the company uses its substantially technical and managerial and financial skills to provide effective and real time ,viable solutions to organizations in power sector and related sector . NTPC competency in this field of consultancy arise from its considerable experience in managing and operating the 17 coal / gas stations making 24249MW capacity. In addition NTPC has developed nearly 8000MW for other utility and independent power producer.

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The consultancy wing of NTPC has been awarded ISO 9001 accreditation and provide services in the following areas: Feasibility and environmental impact study Design of plant Construction Engineering Construction Supervision Quality Assurance and Inspection(QA&I) Procurement Project management Testing and commissioning Operation and maintenance Workforce initiation /training

NTPCS consultancy initiatives are globally recognized. In fact it is registered as a consultant with the World Bank, The Asian Development Bank, the African Development bank and UNDP. NTPC consultancy services cover power sector and related infrastructure business. Incorporation of Simhadri Super Thermal Power Station: A Project for the development of thermal power was designed by the Andhra Pradesh state electricity board in 1994 and a report was submitted to the CCEA (Cabinet Committee for Economic Affairs). The central government approved the project on 10 th march 1995 and entrusted it to NTPC which received the No Objection Certificate on 8th June, 1995. In September 1996, the technical and financial approval was given to the project by CCEA. The public investments board of the central government gave its

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approval in Feb, 1997. Structural foundation works started on Feb. 2 nd 1999. The approved capacity of this project was 1000 MW (2 X 500 MW). NTPC comes to the rescue of about 20 million units of power consumed everyday in Andhra Pradesh. SIMHADRI is the ambitious project of the National Thermal Power Corporation Ltd (NTPC) intended to provide the ever-growing power needs of the state of Andhra Pradesh. The total power generation capacity of SIMHADRI NTPC is 1000 MW.Coal is being drawn from the Mahanadi coal fields in Orissa drawing over 5 million tons of coal every year. The coal for the project is coming to the plant with rail line setup for this. The power generated at NTPC Simhadri is bought by AP Transco the power distribution arm of the Electricity Board in the state. The height of the chimney is 275feet a record in Asia for being the tallest factory chimney. Near to this area there are 165-meter two cooling towers. The intake well is again the biggest well constructed in the entire India. The Andhra Pradesh State Electricity Board has signed a power purchase agreement with NTPC on 4th Feb 1997. The Simhadri Super Thermal Power Project by generating reliable and quality power in large quality, in quantities in this station will forever keep Andhra Pradesh forgoing ahead in the country as well as globally. NATURE OF ACTIVITY: Simhadri plant is a coal based power generating plant.

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FINANCIAL STRUCTURE: The initial project cost was RS.3650.79 crores. The main sources of finance are Japan International Corporation Bank. And internal sources government and various institutions.

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SIMHADRI PROJECT PROFILE Approved capacity Location Project cost Source of finance Fuel requirement Source of coal Sweet water requirement 1000MW Near Paravada Rs.3650.79 crores Japan International Corporation Bank 5.04 million tons of coal per annum Mahanadi coal field of Talcher, Orissa 600cubic meter per hour, Yeluru reservoir Sea water requirement 9100 cubic meter per hour, Bay of Bengal Land requirement 3384 Acres

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Simhadri Stage - II 1000MW (2x500MW) is under execution. The foundation stone for Simhadri Stage II expansion project was laid on 16th September 2007.

SIMHADRI STAGE II

Capacity Financing Water

: 2 x 500MW : Debt: equity ratio 70:30 : Sea water for Condenser Cooling (CW system) similar to stage and sweet water requirement to be met from Yeluru canal.

coal requirement : 5.9 MTPA Commissioning Schedule : Unit- I in 2010 & : Unit II in 2011

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DEPARTMENTS FUNCTIONING IN NTPC(SSTP)

GM Office Vigilance TS (FES/P&S/FQA) IT& Communication EMG Safety Finance & Accounts HR & CSR Contracts& Materials Project Civil Plant const Civil T/S Elect. Erection. Elect. T/S C&I. Erection Business excellence Mechanical Erection Medical Operations &Maintenance

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NTPC IN FUTURE: To release the vision and mission, NTPC has formulated a long term 15 years corporate plan (2002-2017) .the corporate plan identifies eight key corporate objectives .these objectives would provide the line between the defined mission and functional strategies. 1. 2. 3. Business portfolio growth Customer focus Agile corporation
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4. 5. 6. 7. 8.

Performance leadership Human resources Development Financial Soundness Sustainable power development Research and Development.

BUSINESS PORTFOLIO GROWTH: To further consolidated NTPCs position as the leading Thermal power company in India and establish a presence in hydro power segment. To broad based generation mix by evaluating both conventional and nonconventional sources of energy to ensure long run competitive ness and mitigate fuel risk. To diversity across power value chain in India by considering backward and forward integration in to areas such as coal mining Distribution and power trading. To establish a strong services brand in domestic and international markets.

generation

CUSTOMER FOCUS: To foster a collaborative system of working with customers ,growing to be a preferred brand for supply of quality power To expand the relationship with the existing customer by offering a bouquet of services in addition to supply of power. To expand the future customer portfolio through profitable diversification into downstream businesses, inter alia retail distribution and direct supply. .
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AGILE CORPORATION: To ensure effectiveness in business decision and responsiveness to the changes in the business environment by: Adopting a portfolio approach to new business development. Continues and coordinated assessment to identify and respond to opportunities and threats. To develop a learning organization having knowledge based competitive edge in the current and future business. To effectively leverage information technology to ensure speedy decision making across the organization. PERFORMANCE LEADERSHIP: To continuously on project execution time and cost in order to sustain long run competitive ness in generation. To operate and maintain NTPC stations at par with best utilities in the world with respect to availability, efficiency, productivity cost. To continuously benchmark and improve key business process. To effectively leverage information technology to drive process efficiencies. To aim performance excellence in the diversification business.

HUMAN RESOURCES DEVELOPMENT: To enhance organizational performance and commitment of employees by recognizing rewarding high performance. To build an organization competent world class professionals. To institutionalize core values and create a culture of team building,
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empowerment, equity, innovation and openness which was motivate employees and enable achievement of strategic objectives. To develop business leaders.

FINANCIAL SOUNDNESS: To maintain and improve financial soundness of NTPC by prudent management of the financial resources To continuously strive to reduce the cost of capital through prudent management of development funds. Leverage opportunities in domestic and international market. To develop appropriate commercial policies and process this would ensure remunerative tariff and minimize receivables. SUSTAINABLE POWER DEVELOPMET: To contribute sustainable power development by functioning as a responsible corporate citizen and discharge social responsibility in the area of environment protection and rehabilitation. To lead the sector in demonstrating effective ash utilization and energy conservation practices. To develop support programs which enable sharing of management practices with key customers. To planer the adoption of reliable, efficient and cost effective technologies.

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RESEARCH AND DEVELOPMENT: To carry out research and development for efficient, reliable and environment friendly operation of power plants in the country. Disseminating the technology to the other player in the sector .Some trust areas of research and development are Support NTPC stations in addressing key problems being faced and improving Their performance through failure analysis and applied research. Conduct fundamental research in alternate fuels, non-conventional energy Resources and new technologies. Development options for distributed power generation. Generate revenue by Providing the results from fundamental and applied research to other domestic Players. VISION 2017: NTPC prides itself on being an angle organization able to identify and adapt to the changing face of Indian economy. In order to power Indias growth in the future, the company has mapped out balanced and well research course to release the goal of becoming 66000MW Pus Company by 2017. By the year 2017 NTPC hopes to consolidate its global presence to become an Indian MNC. Continuous its diversification plans both in terms of improving fuel economy and entitling completely new areas. The company hopes to enter 2017 with multiple businesses under the NTPC umbrella. Beyond the success of IPO NTPC aims to continue to be one of the top 5 companies in India in terms of market capitalization. A large turnover of over 140 000 cores by 2017 has been set for the NTPC houses.

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Chapter - iii TRAINING AND DEVELOPMENT

Training & Development
Organisation and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So, every modern management has to develop the organisation through human resources development. Employee training is the most important sub-system of human resources development. management. Training is a specialised function and is one of the fundamental operative functions for human resources

Meaning:
After an employee is selected, placed and introduced in an organisation he/she must be provided with training facilities in order to adjust him to the job. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process and utilising a systematic and organised procedure by which employees learn technical knowledge and skills for a definite purpose. Dale S Beach defines the training as . the organised procedure by which people learn knowledge and/or skill for a definite purpose. In other words training improves changes and moulds the employees knowledge, skill, behaviour and aptitude and attitude towards the requirements of the job and the organisation. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organisation to acquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organisation. Thus, training bridges the differences between job requirements and employees present specifications.
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Goal of Training
Training has certain goal, where the main aim is to train the employees with the best of the knowledge available so that performance is achieved to the maximum and as well it leads to higher job satisfaction. The questions in this section are designed to help the owner-manager define the objective or goal to be achieved by a training program. Whether the objective is to conduct initial training, to provide for upgrading employees, or to retrain for changing job assignments, the goal should be spelled out before developing the plan for the training program. Do you want to improve the performance of your employees? Will you improve your employees by training them to perform their present tasks better? Do you need to prepare employees for newly developed or modified jobs? Is training needed to prepare employees for promotion? Is the goal to reduce accidents and increase safety practices? Should the goal be to improve employee attitudes especially about waste and spoilage practices? Do you need to improve the handling of materials in order to break production bottlenecks? Is the goal to orient new employees to their jobs? Will you need to teach new employees about overall operations? Do you need to train employees so they can help teach new workers in an expansion program?

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What should the Employees Learn?

Once the objective or goal of the program is set, you will need to determine the course or the subject. The following questions will help us to decide what the employee needs in terms of duties, responsibilities, and attitudes. Can the job be broken down into steps for training purposes? Are there standards of quality which trainees can be taught? Are there certain skills and techniques that trainees must learn? Are there hazards and safety practices that must be taught? Have you established the methods that employees must use to avoid or minimize waste and spoilage? Are there materials handling techniques that must be taught? Have you determined the best way for the trainees to operate the equipment? Are there performance standards that employees must meet? Are there attitudes that need improvement or modifications? Will information on your products help employees to do a better job? Should the training include information about the location and use of tool cribs and so on? Will the employee need instruction about departments other than his or her own?

Type of Training:
The type of training to be offered has an important bearing on the balance of the program. Some types lend themselves to achieving all of the objectives or goals, while others are limited. Therefore you should review the advantages of each type in relation to your objective or goal.

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 Can you train on-the-job so that employees can produce while they learn? Should you have classroom training conducted by a paid instructor? Will a combination of scheduled on-the-job training and vocational classroom instruction work best for you? Can your goal be achieved with a combination of on-the-job training and correspondence courses?

Training and Development

Employee training is distinct from management development or executive development. While the former refers to training given to employees in the areas of operations, technical and allied areas the latter refers to developing an employee in the areas of principles and techniques of management, administration, organisation and allied areas

Differences between Training and Development

S No Area Training Development

1. Content

Technical knowledge

skills

and Managerial and behavioural skills and knowledge Conceptual knowledge and general

2. Purpose

Specific job-related

3. Duration 4. For whom

Short-term

Long-term for managerial

Mostly technical and non- Mostly managerial personnel personnel

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Benefits of Training:How Training Benefits the Organisation: Leads to improved profitability and/or more positive attitudes towards profits organisation Improves the job knowledge and skills at all levels of the organisation Improves the morale of the workforce Helps people identify with organisational goals Helps create a better corporate image Fosters authenticity, openness and trust Improves the relationship between boss and subordinate Aids in organisational development Learns from the trainee Helps prepare guidelines for work Aids in understanding and carrying out organisational policies Provides information for future needs in all areas of the organisation Organisation gets more effective in decision-making and problem solving Aids in development for promotion from within Aids in developing leadership skill, motivation, loyalty, better attitudes and other aspects that successful workers and managers usually display. Aids in increasing productivity and/or quality of work Helps keep costs down in many areas, e.g. production, personnel, administration etc. Develops a sense of responsibility to the organisation for being competent and knowledgeable. Improves labour-management relations
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 Reduces outside consulting costs by utilising competent internal consulting Stimulates preventive management as opposed to putting out fires. Eliminates sub-optimal behaviour (such as hiding tools) Creates an appropriate climate for growth and communication Aids in improving organisational communication Helps employees adjust to change Aids in handling conflict, thereby helping to prevent stress and tension Benefits to the Individual, Which in Turn Ultimately Should Benefit the Organisation Helps the individual in making better decisions and effective problem solving Through training and development, motivational variables of recognition, achievement, growth, responsibility and advancement are internalised and operational zed. Aids in encouraging and achieving self-development and self-confidence Helps a person handle stress, tension, frustration and conflict Provides information for improving leadership knowledge, communication skills and attitudes Increases job satisfaction and recognition Moves a person towards personal goals while improving interactive skills Satisfies personal needs of the trainer (and trainee) Provides the trainee an avenue for growth and a say in his/her own future Develops a sense of growth in learning Helps a person develop speaking and listening skills: also writing skills when exercises are required. Helps eliminate fear in attempting new tasks. Benefits in Personnel an Human Relations, Intra and Inter-group Relations and Policy Implementation Improves communication between groups and individuals
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 Aids in orientation for new employees and those taking new jobs through transfer or promotion Provides information on equal opportunity and affirmative action Provides information on other governmental laws and administrative policies Improves inter-personal skills Makes organisation policies, rules and regulations viable Improves morale Builds cohesiveness in groups Provides a good climate for learning, growth, and co-ordination Makes the organisation a better place to work and live.

Need for the Training

The need for the Training arises due to the following reasons:
i. To March the Employee Specifications with the Job Requirements and Organisational Needs Management finds deviations between employees present specifications and the job requirements and organisational needs. Training is needed to fill these gaps by developing and moulding the employees skill, knowledge, attitude, behavior etc. to the tune of the job requirement and organisational needs. ii. Organisational Viability and the Transformation Process The primary goal of the organisations is that their viability is continuously influenced by environmental pressure. If the organisation does not adapt itself to the changing iii. Technological Advances Every organisation in order to survive and to be effective should adopt the latest technology i.e. mechanization, computerization and automation. Adoption of latest technological means and methods will not be complete until they are manned by

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employees to enrich them in the areas of changing technical skills and knowledge from time to time. iv. Organisational Complexity With the emergence of increased mechanization and automation, manufacturing of multiple products and by-products or dealing in services of diversified lines, extension of operations to various regions of the country or in overseas countries, organisation of most of the companies has become complex. This creates the complex problems of coordination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills of co-ordination, integration and adaptability to the requirements of growth, diversification and expansion. v. Human Relations: Trends in approach towards personnel management has changed from the commodity approach to partnership approach, crossing the human relations approach. So today management of most of the organizations has to maintain human relations besides maintaining sound industrial relations although hitherto the managers are not accustomed to deal with the workers accordingly. So, training in human relations is necessary to deal with human problems (including alienation, interpersonal and inter-group conflicts etc.) vi. Change in the Job Assignment Training is also necessary what the existing employee is promoted to the higher level in the organisation and when there is some new job or occupation due to transfer. Training is also necessary to equip old employees with the advanced disciplines, techniques or technology. The need for the training also arises to: Increase productivity Improve quality of the product/service Help a company to fulfil its future personnel needs

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 Improve organisational climate Improve health and safety Prevent obsolescence Effect personal growth Minimise the resistance to change and To act as mentor

Training Objectives
Generally line managers ask the personnel manager to formulate the training polices. The personnel manger formulates the following training objectives in keeping the companys goals and objectives: To prepare the employee, both new and old to meet the present as well as the changing requirements of the job and the organisation. To prevent obsolescence. To impart the new entrants the basic knowledge and skills they need for an intelligent performance of a definite job. To prepare employees for higher level tasks. To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields. To build up a second line of competent officers and prepare them to occupy more responsible positions. To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences within and outside with a view to correcting the narrowness of outlook that may arise from overspecialisation.
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 To develop the potentialities of people for the next level job. To ensure smooth and efficient working of a department. To ensure economical output of required quality. To promote individual and collective morale, a sense of responsibility, cooperative attitudes and good relationships.

Assessment of Training Needs

Training needs are identified on the basis of organisational analysis, job analysis and manpower analysis. Training programme, training methods and course content are to be planned on the basis of training needs. Training needs are those aspects necessary to perform the job in an organisation in which employee is lacking attitude/aptitude, knowledge and skill. Training Needs = Job and Organisational requirements Employees Specifications Assessment Methods The following methods are used to assess training needs: Requirements/weakness. Departmental requirements/weaknesses. Job specifications and employee specifications. Identifying specific problems Antic Organisation repeating future problems. Managements requests. Observation. Interviews. Group conferences. Questionnaire surveys.

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 Test or examinations. Check lists. Performance appraisal.

Methods used in Training Needs Assessment

Group or Organisational Analysis

Individual Analysis

Organisational goals and Objectives Personnel/Skills inventories Organisational climate indices Efficiency indices Exit interviews MBO or work planning systems Quality circles Customer survey/satisfaction data Consideration of current and projected changes

Performance appraisal Work sampling Interviews Questionnaires Attitude survey Training progress Rating Scales Observation of Behaviour

Individual Training Needs

Group Training Needs

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Organization al Training Needs

Training Methods
The training programmes commonly used to train operative and supervisory personnel in the organisation. These training programmes are classified into On-the-job and Off-the-job programmes.

Training Methods

On-the-job Methods - Job rotation - Coaching - Job instruction - Training through step-by-step - Committee Assignments On-The-Job Training Methods

Off-the-job Methods - Vestibule training - Role Playing - Lecture Methods - Conference or Discussions - Programmed Instruction

This type of training also known as job instruction training is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skills necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. On-the-job training has the advantage of giving first hand knowledge and experience under the actual working conditions. While the trainee learns how to perform a job, he is also a regular worker rendering the services for which he is paid. The problem of transfer of trainee is also minimized as the person learns on-thejob. The emphasis is placed on rendering services in the most effective manner rather
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than learning how to perform the job. On-the-training methods include job rotation, coaching, job instruction or training through step-by-step and committee assignments. i. Job Rotation:

This type of training involves the movement of trainee from one job to another. The trainee receives job knowledge and gains experience from his supervisor of trainer in each of the different job assignments. Though this method of training is common in training managers for general management positions, trainees can also be rotated from job to job in workshop jobs. This method gives an opportunity to the trainee to understand the problems of employees on other jobs and respect them. ii. Coaching:

The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee share some of the duties and responsibilities of the coach and relieves him o his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas.
iii.

Job Instruction:

This method is also known as training through step by step. Under this method, the trainer explains to the trainee the way of doing the jobs, jobs, job knowledge and skills and allows him to do the job. The trainer appraises the performance of the trainee, provides feedback information and corrects the trainee.

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iii.

Committee Assignments:

Under the committee assignment, a group of trainees are given and asked to solve an actual organisational problem. The trainees solve the problem jointly. teamwork Off-the-Job Methods. Under this method of training, the trainee is separated from the job situation and his attention is focussed upon learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can place his entire concentration on learning the job rather than spending his time in performing it. There is an opportunity for freedom of expression for the trainees. Companies have started using multimedia technology and information technology in training Off-the-job training methods are i. Vestibule Training: In this method actual work conditions are simulated in a class room, Material, files and equipment which are used in actual job performance are also used in training. This type of training is commonly used for training personnel for clerical and semiskilled jobs. The duration of this training ranges from days to a few weeks. Theory can be related to practice in this method.
ii.

It develops

Role Playing: It is defined as a method of human interaction that involves realistic behaviour in

imaginary situations. This method of training involves action, doing and practice. The participants play the role of certain characters such as the production managers, mechanical engineer, superintendents, maintenance engineers, quality control inspectors, foremen, workers and the like. This method is mostly used for developing inter-personal interactions and relations.
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iii.

Lecture Method: The lecture is traditional and direct method of instruction. The instructor

organises the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of the lecture method is that it is direct and can be used for a large group oft trainees. Thus, costs and time involved are reduced. The major limitation of the lecture method is that it does not provide for transfer of training effectively. iv. Conference or Discussion: It is a method in training the clerical, professional and supervisory personnel. This method involves a group of people who pose ideas, examine and share facts, ideas and data, test assumptions and draw conclusions, all of which contribute to the improvement of job performance. Discussion has the distinct advantage over the lecture method, in that the discussion involves two-way communication and hence feedback is provided. The participants feel free to speak in small groups. The success of this method depends on the leadership qualities of the person who leads the group.
v.

Programmed Instruction: In recent years, this method has become popular. The subject matter to be learned

is presented in a series of carefully planned sequential units. These units are arranged from simple to more complex levels of instruction. The trainee goes through these units by answering questions or filling the blanks. consuming. THE TRAINING PROCEDURE The following training procedure is essentially an adoption of the job instructiontraining course, which has been proved to have great value.
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This method is expensive and time

Training Procedure The important steps in the training procedure are: i.

Preparing the Instructor: The instructor must know both the job to be taught and how to teach it. The job

must be divided into logical parts so that each can be taught at a proper time without the trainee-losing plan. For each part, one should have in mind the desired technique of instruction, that is, whether a particular point is best taught by illustration, demonstration or explanation. A serious and committed instruction must: Know the job or subject he is attempting to teach. Have the aptitude and ability to teach Have willingness towards the profession. Have a pleasing personality and capacity for leadership Have the knowledge of teaching principles and methods. Be a permanent student, in the sense that he should equip himself with the latest concepts and knowledge.
ii. Preparing the Trainee:

As in interviewing, the first step in training is to attempt to place the trainee at ease. Most people are somewhat nervous when approaching an unfamiliar task. Though the instructor may have executed this training procedure, many times he or she never forgets its newness to the trainee. instructor
iii. Getting Ready to Teach:

The quality of empathy is a mark of the good

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This stage of the programme is class hour teaching involving the following activities Planning the programme Preparing the instructors outline Do not try to cover too much material Keep the session moving along logically Discuss each item in depth Repeat, but in different words. Take the material from standardised texts when it is available When the standardised text is not available, develop the programme and course content based on group approach, Group consists of employer, skilled employees, supervisors, trade union leaders and other familiar with job requirements. Group prepares teaching material. Teach about the standard for the trainee like quality, quantity, waste or scrap, ability to work without supervision, knowledge or procedure, safety rules, human relations etc. Remember your standard, before you teach.
iv.

Presenting the Operation: There are various alternative ways of presenting the operation viz. Explanation, demonstration etc. An instructor mostly uses these methods of explanation. In addition, one may illustrate various points through the use of pictures, charts, diagrams and other training aids.

v. Try out the Trainees Performance: As a continuation of the presentation sequence given above, the trainee should be asked to start the job or operative procedure. Some instructor prefers that the trainee
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explain each step before doing it, particularly if the operation involves any danger. The trainee, through respective practice, will acquire more skill

vi. Follow-up:

The final step in most training procedures is that of the follow-up. When people are involved in any problem or procedure, it is unwise to assume that things are always constant. Follow-up can be adapted to a variable reinforcement schedule as suggested in the discussion of learning principles. Every training programme should have a follow-up; otherwise the training programmes in the future cannot be improved.

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Training & Development at ntpc

Training and Development:
In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development. Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities Training This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate.

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Training is the act of increasing the knowledge and skills of an employee for performing the job assigned to him. It is a short-term process. After an employee is selected, placed and introduced in an organization he must be provided with training facilities so that he can perform his job efficiently and effectively. Development is a long-term educational process utilizing an organized and systematic procedure by which managerial personnel learn conceptual and theoretical knowledge for general purpose. It covers not only those activities which improve job performance but also those activities which improve the personality of an employee. Importance of Training and Development

Optimum Utilization of Human Resources Training and Development helps

in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to

provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team

work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.
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Organization Culture Training and Development helps to develop and

improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work

and work-life.

Healthy work environment Training and Development helps in creating

the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health

and safety of the organization thus preventing obsolescence. force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and Morale Training and Development helps in improving the morale of the work

more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization

gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies

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Training and Development helps in developing leadership skills, motivation,

loyalty, better attitudes, and other aspects that successful workers and managers usually display.

TRAINING METHODS:All training methods can be grouped into two categories :a] Training methods for operatives and b] Training methods for managers a] Training Methods for Operatives :Under these methods the new employee is assigned to a specific job at a machine or workshop or laboratory. He is instructed by an experienced employee or by a special supervisor who explains to him the method of handling tools, operating the machines etc. Vestibule Training: This method involves the creation of a separate training centre within the plant itself for the purpose of providing training to the new employees. An experienced instructor is put in-charge of this training. Machines and tools are also managed in the training centre, so as to create working conditions similar to those in the workshop. Advantage: - No interference with regular production. Disadvantage - Costly, adds nothing to productions during training period. Apprenticeship Training:99

This method of training is meant to give the trainee sufficient knowledge and skill in those trades and crafts in which a long period of training is required for gaining complete proficiency. Generally, the trainees work as apprentices under the direct supervision of experts for long periods of say, two to seven years. This programme consists of providing actual work experience in the actual job as well as imparting theoretical knowledge through class room lectures which may be arranged either in the plant or in the institution attached to the concern. This method of training enables the trainees to become all-round craftsmen. But this method is very expensive and also there is no guarantee that a trained worker will continue to work in the same concern after the training is completed. Internship Training:This method of training is generally provided to the skilled and technical personnel. The object of this type of training is to bring about a balance between theoretical and practical knowledge, under this method, students from a technical institution possessing only theoretical knowledge are sent to some business enterprise to gain practical work experience. Simultaneously, the employees of business enterprises are sent to technical institutions to gain the latest theoretical knowledge on a subject. Ex. B.E. (Prod.) - 6 months in plant training B.E. (Mech.)- 2 days in a week during final year b] Training Methods for Managers:Executive talent is the most important asset which a company can posses. Although, it does not appear on the company's balance sheet, but it produces more important effects

100

on the company's progress, its profit and the price of its stock than any other asset in its possession. The following are the various training methods for managers. 1] Observation Assignment:Under this method, the newly recruited executive called "understudy" is made an assistant to the current job holder. He learns by experience, observation and imitation. If decisions are discussed with him, he is informed on the policies and theories involved. 2] Position Rotation:Under this method, the trainee executive is rotated among different managerial jobs. This not only broaden and enriches his experience as a manager but also enables him to understand inter departmental relations and the need for co-ordination and co-operation among various departments. 3] Serving on Committees:Another important method of training on an executive is to make him serve on a committee. While serving on a committee, the executive comes to learn not only the various organizational problems, views of senior and experienced members, but also learns how a manger should adjust him to the overall needs of the enterprise. 4] Assignment of special Projects:Sometimes, as a method of training some special project is assigned to a trainee executive. for example, he may be ask to develop a system of cost allocation in the production of certain goods for which an order has been received by the company. While

101

working on such project, the trainee not only acquires knowledge about them, but also learns how to work with and relate to other people holding different views. 5] Conference and Seminars:Often an executive is deputed to attend a conference, seminar or workshop to receive a quick orientation in various areas of Management with which he might be unfamiliar. One advantage of this type of training is that all the participants coming from different organizations get an opportunity to pool their ideas and experience in attempting to solve mutual problems. The attitude is one of joint exploration. This encourages cross fertilization of ideas. 6] Case Study:A case is a written account seeking to describe an actual situation. A good case is the vehicle by which a chunk of realty is brought into the class room to be discussed over by the class and the instructor. Discussion on a case requires a capable instructor, who can evoke and guide intelligent discussion analysis, so that meaningful learning experiences occur. There is no "right" answer or simple explanation in the comprehensive case. The advantages of this method are more depth of thinking, more perception in a situation, greater respect for and consideration for the opinion of others. 7] Incident Method:This method was developed at M.I.T. by Paul and Pigors, as an outgrowth of dissatisfaction felt with the case method. In the usual case method the entire problem is presented to the students, whereas in the incident method only a brief incident is presented to provoke discussion in the class. The group then puts questions to the instructor to draw out of him the salient facts and additional information, needed to arrive at a reasonable solution or resolution of the case. This method draws the participants into
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discussion with greater emotional involvement. A unique advantage of this method over the case method is the procedure of obtaining information by questions, one that often must take place in actual business situations. 8] Role Playing:In this method, the instructor assigns parts taken from case materials to group members. The situation is usually one involving conflict between people. The role players attempt to act the parts as they would behave in a real life situation, working without a script or memorized lines and improvising as they play the parts. The development of empathy and sensitivity is one of the primary objectives of role playing. 9] Laboratory Training (or Sensitivity Training) (T group Training):This type of training is designed to increase the managers understanding of himself and of his own impact on others. The training takes the form of a group discussion, and through a leader trained in the technique is present, the group may decide on the subject of discussion or suggest changes in procedure. In the course of discussion, conflict, hostility, stress and frustration may be purposely generated for they later on become motivations for growth as well as food for learning. The laboratory training aims at achieving behavioral, effectiveness in transactions with ones environment. NTPC, since inception has been laying emphasis on training and development of employees with a view to protectively contribute to the growth and performance of the organization. For this purpose, guidelines and system have been issued from time to time. A need has been felt to consolidate and codify different practices that guide the training and development activities, with a view to stream line and rationalize these under training function.

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A comprehensive training system, covering all aspect of training and development activities has been evolved for uniform implementation across the organization the revised training system aims to optimally utilize various agencies of training and training instrument in an effort to transforming the company into a learning organization. Objectives :

make learning one of the fundamental values of the company

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ORGANIZATION

CONSULTANT

Training need Internal analysis identification Need for future organizational development plans. Organizational objectives of conducting the training for employees.

Organizational analysis Departmental analysis Individual analysis

Training program

Providing required basic training Ensuring active participation of amenities. trainees. Creating awareness among the Ensuring right training content. employees of the need for training. Ensuring effective delivery. Training monitoring. Ensuring the interest of the Ensuring that the employees are not organization. given another work simultaneously which may act as a constraint to the effectiveness of the training.

Training evaluation

Allow the employees to internalize the learning from the training. Conduct training evaluation evaluating the development in performance, achievement of objectives behavioral transformation among employees.
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Evaluate the effectiveness of the training. Continuously communicate with the organization for the recent developments among the employees. Analyze the changes observed. Identify the low lying areas and which acted as a catalyst affecting the training.

Responsibilities of organizations and the training consultants Ensure value addition through training to the overall business proses. institutionalize learning opportunities that supplements work experience Integrate organizational and individual a development needs. Enable employees to keep abreast with the least knowledge and skills and enable them to undertake current and future responsibility in a more effective manner. provide linkage between the different functionaries of training activity Provide linkage of training activity with overall human resource function

Definitions: Training: Training shall include a training programme, seminar, convention, workshop, symposium or any other structured bearing or development programme, based on organizational needs and for training need analysis. Training year: Training year shall mean a period of one year commencing from April till 31st March of the subsequent year. In-house training programme: A training programme designed developed and conducted within the company, exclusively for the regular employees of the company, with or without his assistance of external agency. External training programme: A training programme designed development and conducted within India, by an outside agency, not exclusively the employees of the company, and to which one or more employees of the company may be nominated.
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Planned intervention: A grade level Category, wise in training programme, normally based on a template course design and conducted to improve competence base of employees as fell necessary by the organization. The list of convent planned interventions given. Need-based programmed: a training programmed designed developed and conducted and the basis of the developmental needs fell and identified for the employees concerned in the training needs form. Classification of training needs (for needs based programmed): Essential: Development needs which are necessary for personal development and growth. Desirable: Development needs which are necessary for job performance. Short-term: Development needs to be full filled for immediate job performance. Long-term: Development need which needs to be full filled for future job performance in next two year or so. Training target: Endeavor of the company to prove seven man days of training year to every employee. Agencies of training: Power management institute Unit training centers Simulator training center
107

Reasonable HR groups Corporate HR groups Departmental training

Training needs analyses (TNA): Objectives of training need analyses: Systematically identified developments needs of employees Integrate so-identified individual needs with organizational needs Enhance relevance and exceptions of training programmed Employees would identify their training needs in to years

Training code directory: A training code directory, listing out codes for training course / program shell be involved maintained and circulated by PM for uniform complication and classification training need identified and training program as attended by employees. Non-attendance / absents for training program: Communication regarding inability to attend the program shell be intimated to training agencies at least one day before the program for short during program, three days for medium duration programs and one week for long duration programs. Pre promotion training for ST/SC employees: The departmental training co-ordinate shell ensures the employees of scheduled cast and scheduled tribes categories or advisably nominated to the training program. The training centers/PMI/corporate HR group shell also endeavor to organize
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pre-promotion training programs exclusively for ST/SC employees. Categorization of programs: On basis of duration, training program categorized: Short duration Medium-duration Long duration Up to three days Four days-ten days training Above ten days training

Training evolution: The objective of training evaluation is to enhance value edition through training programs by building on the strength and by removing the short coming if any and masers the impact of training programs on job behavior training evaluation would be done at three values Pre training evaluation Program feedback Impact assessment

Program evaluation: The training center/PMI/HR groups as the case may be, shell seek participant feed back at the end of the training program Impact assessment:

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It involves measuring the change in job behavior of the learning during the training evaluation is required in case of all long duration programs impact assessment is required in case of all long duration program and planned intervention of not less 10 days. Sharing of learning Employees who have attended training programs shall normally share their learning with other employees in for a like professional circles, Quality circles departmental meeting etc. In case of medium and long-duration programs for executives, the participants shall submit an action plan to his reporting officer, with a copy marked to the training agency, determining the steps that would be taken by him/her for implementing the learning in his/her job. The management reserves the right to modify, cancel, add or amend any of these provisions of any time

I.

Suggestions from Employees

During probation, more time should be spent on direct on-the-job training rather Than on classroom training.

Sufficient training material, both soft-copies and hard-copies, should be made Available in the library, pertaining to all previous and forth-coming training Sessions.
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Job-related training programmes should be conducted as per the changing trends of the Power industry. It is preferable to thoroughly study an employees strengths and weaknesses Before imparting training to him/her.

There is a need to give more exposure to the training programmes for the Secretarial staff.

Better infrastructure facilities should be provided to the Employee Development Centre. If possible, manpower should be enhanced.

Emphasis should also be laid on conducting employee retirement planning and Benefits.

The organization should be more innovative and pro-active to face the challenges And utilize the opportunities in the changing scenario, owing to globalisation and windling natural resources.

Chapter iv Data interpretation and analysis

The questionnaire comprises of multiple choice questions. The size of the sample is 100 employees. Simple random sampling technique was adopted to choose the respondents for the sample. The technique was
111

used keeping in view the scope of the study which tried to cover different levels of executives, workmen and supervisors. 1. Does your organization consider training as a part of the organizational strategy Opinion Strongly agree Somewhat agree Neutral Somewhat disagree Strongly discouraged Total No. of respondents 50 30 10 4 6 100 Percentage (%) 50 30 10 4 6 100

Interpretation It has been observed that 50percentage of the employees strongly agree and 30percentage of the employees agree to a reasonable extent that the organizations policy is supportive in taking care of the needs required for development and advancement of employee. From this it is inferred that organization takes training as its strategy for its betterment. 2. How many training programmes do you attend in a year Opinion Less than 5 5-10 10-15 15-20 More than 20 Total No. of respondents 37 35 16 3 9 100 112 Percentage (%) 37 35 16 3 9 100

Interpretation: It has been observed that 37 percentage of the employees undergo training less than five times a year 35 percentage of the employees undergo training 5 10 times per year,16 percentages of employees undergo training 10-15 per year, 3 percentage of employees undergo training 15-20 per year and 9 percentage of employees undergo training more than 20 times per year it is inferred that employees of ntpc are regularly undergoing training every year. 3. The training classrooms and training aids provided Opinion Excellent Good Average Poor Total
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No. of respondents 22 52 23 3 100

Percentage(%) 22 52 23 3 100

Interpretation: From the above data it is observed that 22 percentage of employees feel that the training class rooms and the aids provided are excellent and 52 percentage of employees feels good, 23 percentage of employees feels average about ambience, 3percentage of employees fells that it is very poor. It is inferred that ambience and help given in training is good.

4. opinion on the knowledge levels of faculty conducting the training programmes Opinion Excellent Good Average Poor No. of respondents 21 44 32 3 100 Percentage(%) 21 44 32 3 100

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Interpretation: It is been observed that 44 percentage of employees are happy with the knowledge of trainer,21 percentage of employees feel excellent about knowledge of trainer,32 percentage of employees feel average about knowledge of trainer and only 3 percentage of employees not satisfied with the knowledge of the trainer. From this it is inferred that the knowledge of trainer is upto the mark for training the employees.

5. what do you feel about the time allotted for training No. of respondents 12 45 15
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Percentage(%) 12 45 15

Opinion Can be shortened Is sufficient Neutral

Is manageable Should be extended Total

20 8 100

20 8 100

Interpretation: From the above graphical representation it is observed that 45 percentage of employees are quite satisfied with the present time period of trainee,12 percentage of employees feel that the trainee period is lengthy,15 percentage of employees feels it is neutral,20 percentage of employees feels it is manageable and 8 percentage of employees want to extend it.

6. How long does skills/learning

it

take

to

implement

the

trained

Opinion

No. of respondents
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Percentage(%)

1-2 months 3-4 months 5-6 months More than 6 months Total

22 47 22 9 100

22 47 22 9 100

Interpretation:The above graphical representation shows that 22 percentage of employees think that 1-2 months are enough to implement learned skills, 47 percentage of employees think that 3-4 months are sufficient, 22 percentage of employees feels 5-6 months are enough, 9 percentage of employees require more than 6 months to apply learned skills .most of the want 3-4 months to apply the knowledge gained in the training 7. Do you agree that training has helped you in performing your job better

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Opinion Strongly better Some that agree Neutral Somewhat disagree

No. of respondents 33 39 18 10 100

Percentage(%) 33 39 18 10 100

Interpretation: It is been observed from above table that 33 percentage of employees strongly agree it has improved their job performance, 39 percentage of employees agree it has improved their job performance, 18 percentage of employees feels neutral,10 percentage of employees disagree, from this it is inferred that most of the employees are able to increased their job performance by training.

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8.

Do you agree that you are informed about the training schedule well ahead of the actual session? No. of respondents 35 32 19 6 8 100 Percentage(%) 35 32 19 6 8 100

Opinion Strongly agree Some that agree Neutral Somewhat disagree Strongly disagree Total

Interpretation: The above graphical representation shows that 35 percentage employees strongly agree that training schedules are informed prior, 32 percentage of employees agree that training schedules are informed before, 19 percentage of employees have neutral opinion, 6 percentage of employees disagree, 8 percentage of employees strongly
119

disagree, from this it is inferred that most of the employees are informed well in advance about training schedules. 9. To what extent are the overall objectives met during the training sessions Opinion All the objective are met Some of the objectives are met Neutral Somewhat disagree Strongly disagree Total No. of respondents 25 40 19 10 6 100 Percentage (%) 25 40 19 10 6 100

Interpretation: From the above graphical representation 25 percentage of employees feel that all the objectives of training are met, 40 percentage of the employees say that only few objectives are met,19 percentage of employees feel that is neutral,10 percentage of employees disagree with the statement and 6 percentage of employees strongly disagree.
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It is inferred that majority of employees says objectives of training are met with proper training. 10. Do you agree that the training programmes are continuously updated with time No. of respondents 25 33 25 6 11 100 Percentage(%) 25 33 25 6 11 100

Opinion Strongly agree Somewhat agree Neutral Somewhat disagree Strongly disagree Total

Interpretation: From the above table shows that 25 percentages of employees strongly agree that training programmes are updated, 33 percentage of employees agree with the statement, 25 percentage of employees are neutral with the statement,6 percentage of employees disagree with the statement,11 percentage of employees strongly disagree with the statement ,it is inferred that most of the employees agree with the statement but still there are few employees who say that training programmes are not updated.
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11.

Are you satisfied with the feedback provided on your performance after training Percentage(%) Opinion Very satisfied Somewhat satisfied Neutral Somewhat dissatisfied Strongly dissatisfied Total No. of respondents 20 42 23 9 6 100

20 42 23 9 6 100

Interpretation: From the above table shows that 20 percentages of employees are very much satisfied with the feed back,42 percentage of employees are satisfied,23 percentage of employees are neutral with the statement,9 percentage of employees are dissatisfied with the statement,6 percentage of employees strongly dissatisfied with the statement ,it is inferred that most of the employees agree with the statement but still

122

there are few employees who say that proper feedback is not given after completion of training on their performance. 12. Overall, how satisfied are you with the training you received for your present job Opinion Very satisfied Somewhat satisfied Neutral Somewhat dissatisfied Strongly dissatisfied Total No. of respondents 25 37 22 8 8 100 Percentage (%) 25 37 22 8 8 100

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Interpretation: The above table shows that 25 percentages of employees are very much satisfied with the training received ,37 percentage of employees are satisfied ,22 percentage of employees are neutral with the statement,8 percentage of employees are dissatisfied with the statement,8 percentage of employees strongly dissatisfied with the statement ,it is inferred that most of the employees are happy with the training provided but still few the employees want better training for their present jobs. 13. Do you agree that the training and development received by you are useful in your career? Opinion Strongly agree Somewhat agree Neutral Somewhat disagree Strongly disagree Total No. of respondents 30 40 15 8 7 100 Percentage(%) 30 40 15 8 7 100

124

Interpretation: It is been observed from the above that 30percentage of employees strongly say that it helps for their career, 40 percentage of employees agree with the statement, 15 percentage of employees are neutral, 8 percentage of employees disagree, and 7 percentage of employees strongly disagree, from this is it is inferred most of the employees feel that it is helpful their career, there are few employees who say that it is not helpful to their career. 14. To what extent is the organizations policy supportive in taking care of the needs required for your development and advancement No. of respondents 30 40 15 8 7 100
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Percentage (%) 30 40 15 8 7 100

Opinion To a great extent To a reasonable extent Neutral To a small extent Not at all supportive Total

Interpretation: It is been observed from the above that 30percentage of employees support to greater extent with the statement , 40 percentage of employee to a reasonable extent, 15 percentage of employees are neutral, 8 percentage of employees support to small extent and 7 percentage of employees are not at all supportive, from this is it is inferred most of the employees feel that it is helpful their career, there are very few employees who say that it is not helpful to their career. 15. Do you believe that employees are encouraged to actively participate in the training and development programmes No. of respondents 28 38 22 7
126

Percentage (%) 28 38 22 7

Opinion Strongly agree Somewhat agree Neutral Somewhat disagree

Strongly disagree Total

5 100

5 100

Interpretation: It is been observed from the above that 28 percentage of employees strongly agree to the statement , 38 percentage of employees agree with the statement ,22 percentage of employees are neutral, 7 percentage of employees disagree with the statement and 5 percentage of employees strongly disagree with the statement . it is inferred that most of the employees are encouraged to actively participate in the training programmes 16. To what extent are long term plans developed by the training department to meet the challenges faced by the organization

127

Opinion To a great extent To a reasonable extent Neutral To a small extent Not at all met Total

No. of respondents 25 36 17 12 10 100

Percentage(%) 25 36 17 12 10 100

Interpretation: From the above information it is observed that 25 percentage of employees state that long term plans developed by the training department to meet the challenges faced by the organization to great extent,36 percentage to a reasonable extent,17 percentage are neutral,12 percentage somewhat discouraged,10 percentage employees strongly disagree. It is inferred that majority of employees say that plans of the T&D are helpful to meet organisation challenges
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17.Are you encouraged to take the initiative In determining your own career development No. of respondents 25 36 17 12 10 100 Percentage (%) 25 36 17 12 10 100

Opinion Strongly encouraged Somewhat encouraged Neutral Somewhat discouraged Strongly discouraged

Interpretation: From the above graphical representation it is observed that 25 percentage of the employees are encouraged ,36 percentage of employees are encouraged to certain extent,17 percentage of employees are neutral, 12 percentage of employees are discouraged ,10 percentage of employees are strongly discouraged .most of the employees are encouraged to a certain extent in planning their own carrier development.

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18.

Do you have a good idea about the career development opportunities open to you in this organization No. of respondents 27 38 25 7 3 100 Percentage (%) 27 38 25 7 3 100

Opinion Very good Fairly good Neutral Poor No idea Total

Interpretation: From the above graphical representation 27 percentage of employees are very much aware of the career development programmes in the organisation,38 percentage of employees are little bit aware ,25 percentage of employees are neutral,7 percentage of employees are poor about the development programmes and 3 percentage of employees do not have an idea of organisational developmental programmes.

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19 How satisfied are you with your career development within this organisation No. of respondents 33 28 21 8 10 100 Percentage (%) 33 28 21 8 10 100

Opinion Very satisfied Somewhat satisfied Neutral Somewhat dissatisfied Strongly dissatisfied Total

Interpretation: It is been observed from the above that 33 percentage of employees strongly agree to the statement , 28 percentage of employees agree with the statement ,21 percentage of employees are neutral, 8 percentage of employees disagree with the statement and 10 percentage of employees strongly disagree with the statement . it is inferred that

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most of the employees are satisfied with the career development programmes Conducted by the organisation 20. What would you suggest the organization, in order

to improve the quality of developmental services?

its training and

During probation, more time should be spent on direct on-the-job training rather than on classroom training. Sufficient training material, both soft-copies and hard-copies, should be made available in the library, pertaining to all previous and forth-coming training sessions. Job-related training programmes should be conducted as per the changing trends of the Power industry. It is preferable to thoroughly study an employees strengths and weaknesses before imparting training to him/her. There is a need to give more exposure to the training programmes for the Secretarial staff. Better infrastructure facilities should be provided to the Employee Development Centre. If possible, manpower should be enhanced. Emphasis should also be laid on conducting employee retirement planning and benefits.
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133

chapter - v Findings
The organizations policies are very supportive in taking care of the employees needs for development and advancement. Therefore, most of the employees are very much encouraged to participate in training and development programmes.

The faculty available for training is good but the utilization of training aids is not very effective.

The time allotted for training sessions is manageable.

Most of the employees agree that training is an important tool that has helped them in performing their job better and are also satisfied with the training received by them for performing their current job.

There is continuous updating of training programmes by the organization according to the changing trends.

The overall satisfaction of employees, regarding training and development programmes conducted by the organization, is good.
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Suggestions:
Communication of information about training schedules can be improved. The employees should be informed about the training at least a week before conducting them.

Feedback on the performance of the employees should be provided regularly, to help them keep track of any improvement.

Time allotted for training sessions should be extended, so that there can be more effective learning.

Training aids should be used more effectively. New training techniques should be applied.

135

Bibliography

1. Human resource management, Jyothi, P.Venkatesh D.N.2006 oxford university press, Ltd 2. Human resource management, chabra, dhanpat rai & co 3. Company reports 4. Company magazines,journals etc 5. www.google.com

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Questionnaire
A Survey on Effectiveness of Training & Development Employee Grade : Age (in years) : Dear Sir/Madam, I am undertaking a project study on Effectiveness of Training & Development at NTPC-Simhadri. I seek your help and cooperation in filling the following questionnaire freely and frankly. Your responses will be kept confidential and will only be used for my MBA project (K.Naresh Kumar (MBA), GITMS). (Please tick the option which according to you is the most appropriate). 1) Does your organization consider training as a part of the Organizational Strategy? (a) Strongly agree (b) Somewhat agree (c) Neutral (d) Somewhat disagree (e) Strongly disagree Workman < 30 Supervisor 30-40 years 40-50 Executive > 50

137

2) How many training programmes do you attend in a year? (a) Less than 5 (b) 5-10 (c) 10-15 (d) 15-20

(e) More than 20

3) How are the training classrooms and training aids provided? (a) Excellent (b) Good (c) Average (d) Poor

4) What is your opinion on the knowledge-levels of faculty conducting the training programmes? (a) Excellent (b) Good (c) Average (d) Poor

5) What do you feel about the time allotted for training? (a) Can be shortened (b) Is sufficient (d) Is manageable (e) should be extended

(c) Neutral

6) How long does it take to implement the trained skills/learnings? (a) 1-2 months (b) 3-4 months (c) 5-6 months (d) More than 6 months

7) Do you agree that training has helped you in performing your job better? (a) Strongly agree (b) somewhat agree (c) Neutral (d) Somewhat disagree (e) strongly disagree

8) Do you agree that you are informed about the training schedule well-ahead of the actual session? (a) Strongly agree (b) somewhat agree (c) Neutral (d) Somewhat disagree (e) strongly disagree

138

9) To what extent are the overall objectives met during the training sessions? (a) All the objectives are met (b) Some of the objectives are met (c) Neutral (d) some what disagree (e) strongly disagree 10) Do you agree that the training programmes are continuously updated with time? (a) Strongly agree (b) Somewhat agree (c) Neutral (d) Somewhat disagree (e) Strongly disagree

11) Are you satisfied with the feedback provided on your performance after training? (a) Very satisfied (b) Somewhat satisfied (c) Neutral (d) Somewhat dissatisfied (e) Strongly dissatisfied

12) Overall, how satisfied are you with the training you received for your present job? (a) Very satisfied (b) Somewhat satisfied (c) Neutral (d) Somewhat dissatisfied (e) Strongly dissatisfied

13) Do you agree that the training and development received by you are useful in your career growth? (a) Strongly agree (b) Somewhat agree (c) Neutral (d) Somewhat disagree (e) Strongly disagree

14) To what extent is the organizations policy supportive in taking care of the needs required for your development and advancement? (a) To a great extent (b) To a reasonable extent (c) Neutral (d) To a small extent (e) Not at all supportive

15) Do you believe that employees are encouraged to actively participate in the training and development programmes? (a) Strongly agree (b) Somewhat agree (c) Neutral
139

(d) Somewhat disagree

(e) Strongly disagree

16) To what extent are long-term plans developed by the training department to meet the challenges faced by the organization? (a) To a great extent (b) To a reasonable extent (c) Neutral (d) To a small extent (e) Not at all met

17) Are you encouraged to take the initiative in determining your own career development? (a)Strongly encouraged (b) Somewhat encouraged (c) Neutral (d) Somewhat discouraged (e) Strongly discouraged

18) Do you have a good idea about the career development opportunities open to you in this organization? (a) Very Good (b) Fairly Good (c) Neutral (d) Poor (e) No idea

19) How satisfied are you with your career development within this organization? (a) Very satisfied (b) Somewhat satisfied (c) Neutral (d) Somewhat dissatisfied (e) Strongly dissatisfied

20) What would you suggest the organization, in order to improve the quality of its training and developmental services?

X--------------------THANK YOU--------------------X

140

X--------------------THANK YOU-------------------TRAINING NEEDS FORM (FOR NON EXECUTIVES)

SECTION

DEPARTMENT

NAME

EMP NO.

DESIGNATION

TECH. TRAINING NO.

DEVELOPMENT NEEDS

REMARKS

Signature of the reporting Officer: Name: Designation: Head of the department:

Head of Training (Through: Departmental training coordinator)

141

TRAINING NEEDS FORM (FOR EXECUTIVES) NAME : DESIGNATION: DEPARTMENT: EMPLOYEE NO: SECTION: PLACE OF POSTING:

NEEDS

SHORT TERM

LONG TERM

REMARKS HOD

OF

ESSENTIAL

1 DESIRABLE

142

Signature of employee Signature of the reporting officer

signature of HOD

Name: Designation:

Name: Designation:

Name: Designation:

Head of training (Through departmental training coordinator)

PROGRAMME EVALUATION REPORT PROGRAMME TITLE: PERIOD: VENUE: PROGRAMME COORDINATOR:

PART-BACK GROUD INFORMATION PROGRAMME OBJECTIVES : PROGRAMME SCHEDULE: PARTICIPANT PROFILE: ANALYSIS OF PROGRAMME FEED BACK:

143

PROGRAMME FEED BACK FORM PART-BACK GROUND INFORMATION

NAME: DESIGNATION: DEPARTMENT

EMPLOYEE NO: SECTION: PLACE OF POSTING:

COURSE TITLE: PERIOD: VENUE: PROGRAMME OBJECTIVES: FROM: TO:

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PART II PROGRAMME FEED BACK Performance of faculty SL NO NAME OF THE FACULTY TOPIC OF THE SESSION UN SATISFACTORY > EXCELLENT 1 5 2 3 4

1 5

1 5

1 5 (Please circle your choice on the scale)

145

Details of Apprentices in NTPC:

No. of apprenti ce 14

Cadre

Stipend

Period

ITI

1,440.00

1 YEAR

NIL

DIPLOMA

1,440.00

1 YEAR

20

GRADUATE (B TECH.)

1,900.00

1 YEAR

146