MBA Marketing Project

NATIONAL THERMAL POWER CORPORATION LTD.
PROJECT REPOR
ON
UNDERSTANDING THE organization
STRATEGIES OF NTPC
Submitted for the partial fulfillment of the degree of
MASTER OF BUSINESS MANAGEMENT & PGPM
From
TILKMAHARASTRA University PUNE

Submitted to:NTPC HRD CENTRE
Vindhyanagar, Dist. Singrauli(MP)
Submitted By:ASHOK KUMAR DWIVEDI
Date:-
Guide Certificate
This is certify this project report entitled understanding the

organization Strategies of NTPC
Has been prepared by Mr. Ashok Kumar Dwivedi session 2009-2011in
partial fulfillment for the requirement for the master degree
Of Master Of Business Administration from Tilak Maharashtra
Vidyapeeth, Pune under my supervision and guidance and recommend
that it nay be accepted for examination
I wish him all success for his butter future
Under guide
A Government of India Enterprise
Page 2
index
S.N
TOPIC
PAGE NO.
Guides certificate
Organizations certificate
Preface
Acknowledgement
Objective of the study
Methodology
Limitation of study
Scenario of power sector in india
20
Introduction of NTPC
27
Overview of NTPC power plants
35
Awards and accolades won by NTPC
39
Introduction to VSTPP
42
Material management system at NTPC
50
Risk management
57
5s Pledge
60
Questionnaire
66
Finding&Conclusion
Bibliography
71&72
73
Page 3
Preface
An organization oriented at growth, looking ahead, aiming high, with clarity of
vision and mission. Lightening one fourth of the nation, NTPC Indias largest and
premiere power company, playing its leadership roles. With its ambitious growth
strategy and successful corporate plan, NTPC is pursuing the path of excellence.
Making the best use of available resources and thereby powering Indias growth.
I got the opportunity to do my vocational training at NTPC Vindhyachal, DistSingrauli, Madhya Pradesh, which is a great achievement for me. I have worked
with my full dedication and determination.
I have made this report in a simple manner covering the Overview of Power
Sector Scenario, study of different aspects of NTPC and different working
methods & manuals which reflects the Business Strategies of
NTPC,
Vindhyanagar including supporting documents.
I have made all my sincere efforts to complete the project within the stimulated
time period and I have enjoyed my training very much.
ASHOK KUMAR DWIVEDI

AIBM,pune
Page 4
Acknowledgement
With deep reverence and profound gratitude I express my sincere thanks to Mr.
R.S. Rathore (DGM, Operations) & Mr. S.K. SHARMA (Engr. HR-ED) for
giving me an opportunity to do training at NTPC Vindhynagar.
I also want to thank Mr. N.K.L. DAS (AGM, C&M), Mr. S.P. Acharya (Sr.
Manager, PURCHASE), Mr. John Philip (Manager HR-EB), who has allowed me
to do training in various departments of NTPC, Vindhyanagar.
Further, I thank to Mr. Sudeer I. (Engr. C&M planning)
Mr. Hemant Narvariya(Engr. PURCHASE) and who have properly guided me
during my training period and provided me with all the theoretical & practical
knowledge necessary for the training. At last I would like to thank Mr. Sunil
Joshi, Engr. (EMD) who has helped me at the working sites, explaining and
giving me all the information I needed to complete this report.
At last I would like to convey my thanks to all the members of the
C&M, PURCHASE, HR-EB and Coal Handling Plant, who have helped me at
every stage of training.
Ashok kumar dwivedi

Place- NTPC, Vindhyanagar
Dist- Singrauli
Madhya Pradesh
Date- 10.08.2010
Page 5
Objective of the Study

The above study is aimed at:
To gain the overall idea about the organization.
To gain a firsthand knowledge about the structure and the functioning of the
various departments of NTPC.
To find out the financial performance of the organization.
To find out the importance of Contract & Purchases in business.
To find out the future requirements of finance in business.
To study the investment decisions based on the understanding of future
return.
Page 6
Methodology
The information was collected from various sources which are listed below: From the official documents.
From records and manuals of different departments of the organization.
From a close observation of the functioning of various departments of the
organization.
Last but not the least, knowledge, both negative and positive precipitated
through informal discussions with the employees of different departments.
Research Methodology :
Plan of Study
A proper and systematic approach is essential in any project work. Proper planning
should be done for conducting the data collection, completion and presentation of
the project. Each and every step must be so planned that it leads to the next step
automatically. This systematic approach is a blend of planning and organization
and major emphasis is given to interdependence of various steps.
The plan of this study is as follows:
A. Research Purpose: The purpose of the research was to know the criteria on
which investment of the company is raised every year and a favorable rate of
return is arrived at, increasing the net result of the company as per their
budget.
Page 7
B. Research Objective : The main objective of the research is:

To know the Business strategies & investment decisions.
To analyze the investment depending on internal rate of return.
DATA PRESENTATION & ANALYSIS

Respondent: 100
1. The training centre at my unit is well equipped.

(i) Strongly agree
(ii) Agree
(iii) Neither agrees nor disagrees
(iv) Disagree
(v) Strongly disagree
1 Srongly Agree
12%
6%
2%
2 Agree
3 Neither Agree Nor
Disagree
20%
60%
4 Disagree
5 Srongly Disagree
Page 8
2. Training centre at unit is well maintained.

(i) Strongly agree
(ii) Agree
ii) Neither agrees nor disagrees
(iv) Disagree
2. Training centre at unit

is well maintained.
5% 3% 2%
40%
50%
Page 9
3. A mix of internal and external faculty takes training session at EDC.

(i) Strongly agree
(ii) Agree
(iv) Disagree
4. Most training needs of employees are addressed by the local EDC.

(i) Strongly agree
(iv) Disagree
(ii) Agree
1 Srongly Agree
5%
5%
0%
2 Agree
42%
3 Neither Agree Nor
Disagree
4 Disagree
48%
5 Srongly Disagree
Page 10
5. Faculty knowledge and training methodology at EDC are to my satisfaction.

(i) Strongly agree
(ii) Agree
(iv) Disagree
6. Training nomination takes place as per the training needs of the employee.
(i) Strongly agree
(ii) Agree
(iv) Disagree
Page 11
7. Reporting officer takes active interest in training of their subordinate.

(i) Strongly agree
Disagree
(ii) Agree
(iv)
8. Employees are given as per their development plan by their reporting officer for job rotation etc.
(i) Strongly agree
Disagree
(ii) Agree
(iv)
1 Srongly Agree
5% 2% 3%
33%
2 Agree
3 Neither Agree Nor
Disagree
57%
4 Disagree
5 Srongly Disagree
Page 12
9. Employees actively apply their learning from training at work place.

(i) Strongly agree
(ii) Agree
(iv) Disagree
1 Srongly Agree
10%
2%
6%
19%
2 Agree
3 Neither Agree Nor
Disagree
4 Disagree
63%
5 Srongly Disagree
10. Employees are given time for attending training programs.

(i) Strongly agree
Disagree
(ii) Agree
(iv)
1 Srongly Agree
1% 7%
2%
17%
2 Agree
3 Neither Agree Nor
Disagree
4 Disagree
73%
5 Srongly Disagree
Page 13
11. In my opinion training and development system of NTPC adds value to organization.
(i) Strongly agree
Disagree
(ii) Agree
(iv)
1 Srongly Agree
3%
13%
2 Agree
23%
4%
3 Neither Agree Nor

Disagree
4 Disagree
57%
5 Srongly Disagree
12. I look forward to take up special assignment as a part of cross functional teams.
(i) Strongly agree
Disagree
(ii) Agree
(iv)
1 Srongly Agree
9%
9%
12%
12%
2 Agree
3 Neither Agree Nor
Disagree
4 Disagree
58%
5 Srongly Disagree
Page 14
13. All employees in my department get nominated for training programs uniformly.
(i) Strongly agree
Disagree
(ii) Agree
(iv)
1 Srongly Agree
10%
5%
18%
5%
2 Agree
3 Neither Agree Nor
Disagree
4 Disagree
62%
5 Srongly Disagree
14. Employees in my department almost get same number of training man days per annum.
(i) Strongly agree
Disagree
(ii) Agree
(iv)
1 Srongly Agree
13%
4%
11%
2 Agree
3 Neither Agree Nor
Disagree
23%
49%
4 Disagree
5 Srongly Disagree
Page 15
15. Seniors readily share their knowledge and experience with their juniors.
(i) Strongly agree
Disagree
(ii) Agree
(iv)
1 Srongly Agree
3%
15%
2 Agree
43%
3 Neither Agree Nor

Disagree
35%
4 Disagree
4%
5 Srongly Disagree
16. People openly share their knowledge and ideas with each other.
(i) Strongly agree
Disagree
(ii) Agree
(iv)
Page 16
17. I have imported adequate training needed to carry out my responsibility effectively.
(i) Strongly agree
Disagree
(ii) Agree
(iv)
1 Srongly Agree
7%
4%
32%
11%
2 Agree
3 Neither Agree Nor
Disagree
4 Disagree
46%
5 Srongly Disagree
18. I feel NTPC as an organization is committed towards training and development of

its employees.
(i) Strongly agree
(iv) Disagree
(ii) Agree
1 Srongly Agree
5% 3% 2%
28%
2 Agree
3 Neither Agree Nor
Disagree
4 Disagree
62%
5 Srongly Disagree
Page 17
Scope and Limitations :

Research Boundaries: This study is based on the consolidated data of the
organization; as such the IRR cannot be calculated region wise.
Limitation of the study:

The time was a big constraint as the two months was a short span of time.
As the respondents are on high designations, reaching them was hectic task.
The respondents were to be reached through emails and by personal contacts
and the time were not enough to get the response about the quarries and
doubts raised.
Research design: Research design helps in proper collection and analysis of the
data. It helps in further course of action.
Research approach: The most appropriate research is Descriptive. This is

because the goal of the study is clear and a detailed research will help to
understand the concept better.
Classification of Data: The data used for this study is Primary data and
Secondary data. Primary data includes the information collected mainly from the
office. This has served as primary source of data for this study. Secondary data
includes the information gathered from various websites.
Sampling Technique: The sampling procedure employed for this project is

judgmental sampling, a convenience sampling technique in which elements are
based on the judgment of researcher.
Page 18
Statistical Analysis;
Information collected was classified and tabulated for further analysis.
Calculations were done for the interpretation of the data e.g. Discount factor,
Averages, etc.
The report is covered with various data and tables on which the project has
been carried out.
Software tools used for the data analysis: The software tool used for data
analysis is MS WORD & MS EXCEL.
Limitations of the Study

The limitations faced during the summer course are: First it was not possible to study various aspect of the organization in
detail.
Employees were apprehensive of secrecy of data and therefore hesitated in
disclosing all the data regarding some of the points concerning to this study.
As this is a general study, hypothesis could not be drawn.
Some executives could not afford time because of their busy schedule.
Page 19
Scenario of Power Sector in India

Growth of economy calls for a watching rate of growth in infrastructure facilities.
Power sector is one of the major aspects of this infrastructure building. Some
prominent people like the Ex Chairman of GE Jack Welch have gone to the extent
of saying, You dont have a chance to stand in the 21st century without lots of
powerWithout this you miss the next revolution.
India is the emerging giants of the world economy and international
energy markets. Energy developments in India are transforming the global energy
system by dint of their sheer size and their growing weight in international fossilfuel trade. India is increasingly exposed to changes in world energy markets. The
staggering pace of Indian economic growth in the past few years, outstripping that
of all other major countries, has pushed up sharply their energy needs, a growing
share of which has to be imported. The momentum of economic development
looks set to keep their energy demand growing strongly. As they become richer,
the citizens of India are using more energy to run their offices, factories and buying
more electrical appliances and cars. These developments are contributing to a big
improvement in their quality of life, a legitimate aspiration that needs to be
accommodated and supported by the rest of the world. The consequences for India,
the OECD and the rest of the world of unfettered growth in global energy demand
are, however, alarming. If governments around the world stick with current
policies the underlying premise of our Reference Scenario the worlds energy
needs would be well over 50% higher in 2030 than today. China and India together
Page 20
account for 45% of the increase in demand in this scenario.

Globally, fossil fuels continue to dominate the fuel mix. These trends lead to
continued growth in energy-related emissions of carbon-dioxide (CO2) and to
increased reliance of consuming countries on imports of oil and gas much of
them from the Middle East and Russia. Both developments would heighten
concerns about climate change and energy security. The challenge for all countries
is to put in motion a transition to a more secure, lower-carbon energy system,
without undermining economic and social development. Nowhere will this
challenge be tougher, or of greater importance to the rest of the world, than in
China and India. Vigorous, immediate and collective policy action by all
governments is essential to move the world onto a more sustainable energy path.
There has so far been more talk than action in most countries. Were all the policies
that governments around the world are considering today to be implemented, as we
assume in an Alternative Policy Scenario, the worlds energy demand and related
emissions would be reduced substantially. Measures to improve energy efficiency
stand out as the cheapest and fastest way to curb demand and emissions growth in
the near term. But even in this scenario, CO2 emissions are still one quarter 4
World Energy Outlook 2007 above current levels in 2030. To achieve a much
bigger reduction in emissions would require immediate policy action and
technological transformation on an unprecedented scale. Both the Reference and
Alternative Policy Scenario projections are based on what some might consider
conservative assumptions about economic growth in the two giants. They envisage
a progressive and marked slow-down in the rate of growth of output over the
projection period. In a High Growth Scenario, which assumes that Chinas and
Indias economies grow on average 1.5 percentage points per year faster than in
the Reference Scenario
Page 21
(though more slowly than of late), energy demand is 21% higher in 2030 in China
and India combined. The global increase in energy demand amounts to 6%,
making it all the more urgent for governments around the world to implement
policies, such as those taken into account in the Alternative Policy Scenario, to
curb the growth in fossil-energy demand and related emissions.
Moreover, the growth rate of demand for power in developing countries is
generally higher than that of GDP. In India, the elasticity ratio was 3.06 in 1st plan,
and peaked at 5.11 during 3rd plan and came down to 1.65 in 80s. For 90s a ratio
of around 1.5 was projected. Hence, in order to support a growth of GDP of around
7% the rate of growth of power supply of 10% is required. If we look at current
scenario, electricity consumption in India has more than doubled in the last decade,
outpacing the economic growth. If we analyze the various statistics of Indian
power sector, we will find that the generating capacity has gone up tremendously
from a meager 1712MW in 1950 to a whooping 112000MW today.
Page 22
Generating capacity has grown manifold from 1,712 MW in 1950 to more than
112,000 MW today. At the same as a result of growing installed capacity, the
power produced has also gone up. In 1950, the total power produced by Indian
power sector was a meager 50BU and that is now 587.3BU. The Indian govt.
emphasized the need of independence in power generation and in all subsequent
five-year plans the allocated budget for power sector development was increased.
But despite all these efforts by our govt., there is an acute power shortage in the
country.
Structure of Power Supply Industry

In December 1950 about 63% of the installed capacity in Utilities was in the
private sector and about 37% was in the public sector. The Industrial Policy
Resolution of 1956 envisaged the generation, transmission and distribution of
power almost exclusively in the public sector. As a result of this Resolution and
facilitated by the Electricity (Supply) Act 1948 the electricity industry developed
rapidly in the State Sector. In the Constitution of India Electricity is a subject
that falls within the concurrent jurisdiction of the Centre and the States. The
Electricity (Supply) Act, 1948 envisaged creation of State Electricity Boards
(SEBs) for planning and implementing the power development programs in their
respective states. The Act also provided for creation of central generation
companies for setting up and operating generating facilities in the Central Sector.
The Central Electricity Authority constituted under the Act is responsible for
power planning at the national level. In addition the Electricity (Supply) Act also
allowed from the beginning the private licensees to distribute and/or generate
Page 23
electricity
in the
specified
areas
designated
by
the
concerned
State
Government/SEB. The National thermal Power Corporation (NTPC) and

National Hydro-electric Power Corporation (NHPC) were set up for the
generation and bulk transmission of power to supplement the efforts at the State
level and took upon itself the responsibility of setting up large power projects these
purposes in 1975. North- Eastern Electric Power Corporation (NEEPCO) was
set up in 1976 to implement the regional power projects in the North-East.
Subsequently two more power generation corporation was set up in 1988 viz. Tehri
Hydro Development Corporation (NJPC). To construct, operate and maintain the
inter-state
and
interregional transmission systems
the
National
Power
transmission Corporation (NPTC) was set up in 1989. The corporation was

renamed as POWER GRID in 1992.
The policy of liberalization the Government of India announced in 1991
and consequent amendments in Electricity (Supply) Act have opened new vistas to
involve private investment and the major policy changes have been announced by
the Government in this regard.
Regional Power System:

In order to optimally utilize the dispersed sources for power generation it was
decided right at the beginning of the 1960s that the country would be divided into
5 regions and the planning process would aim at achieving regional self
sufficiency.
Viability of SEBs:
The financial health of the SEBs will be improved through rationalization of tariff,
restructuring and reforms to make economically viable and their projects bankable
Page 24
to generate energy on economic rate, to provide quality services to the consumers

and to ensure a fair return to the investors. This can be best achieved by
unbundling single entity (SEBs) and corporatizing the same for the above
activities. In this context, some of the States have taken initiative by unbundling
their respective SEBs into separate companies for Generation & Transmission &
Distribution.
Regulatory Bodies:
The Government of India has promulgated Electricity Regulatory Commission
Act, 1998 for setting up of Independent regulatory bodies both at the Central level
and at the State level viz. the Central Electricity Regulatory Commission
(CERC) and the State Levels respectively. These regulatory bodies would
primarily look into all aspects of tariff fixation and matters incidental there to.
Technology Up gradation:
Refurbishment of existing Thermal Power Station
Continuous deterioration in performance of thermal power stations had been
observed during early 80s. Therefore, Renovation and Modernizations Scheme
(R&M Schemes) were drawn and executed for improving the performance of
existing thermal power stations. Pollution control measures in these power stations
being a capital-intensive activity, it accounted for major portion-around 40% of
Rs.12billion kept for R&M schemes under phase-. During phase-, 163 units of 34
thermal power stations were covered. As a result of R&M schemes these achieved
10,000 million units of additional generation per annum against the target of 7000
million units. Encouraged by the results achieved, R&M phase- programme is
Page 25
presently under progress. Total estimated cost of these works is Rs.24 billion. Most
of the Electricity Boards or other generating agencies are facing financial
constraints to carry out R&M activities. Therefore, this area has to be taken on
priority to arrange financial assistance.
Overview of Organization:
Indias largest power company, NTPC was set up in 1975 to accelerate power
development in India. NTPC is emerging as a diversified power major with
presence in the entire value chain of the power generation business. Apart from
power generation, which is the mainstay of the company, NTPC has already
ventured into consultancy, power trading, ash utilization and coal mining. NTPC
ranked 317th in the 2009 by the Forbes Global 2000 ranking of the Worlds
biggest companies.
Page 26
Introduction to NTPC
Vision:
"A world class integrated power major, powering Indias growth,

with increasing global presence."
Page 27
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.
Core Value: BCOMIT
Business Ethics
Customer Focus
Organizational & Professional Pride
Mutual Respect & Trust
Innovation & Speed
Total Quality for Excellence
Page 28
NTPC Limited
(Formerly Known as National Thermal Power Corporation)
NTPC Limited is the largest thermal power generating company of India.
A public sector company, it was incorporated in the year 1975 to accelerate power
development in the country as a wholly owned company of the Government of
India. At present, Government of India holds 89.5% of the total equity shares of
the company and the balance 10.5% is held by FIIs, Domestic Banks, Public and
others. Within a span of 31 years, NTPC has emerged as a truly national power
company, with power generating facilities in all the major regions of the country.
90
80
70
60
50
40
30
20
10
0
East
West
North
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Page 29
The total installed capacity of the company is 30, 144 MW (including JVs) with 15
coal based and 7 gas based stations, located across the country. In addition under
JVs, 3 stations are coal based & another station uses naphtha/LNG as fuel. By
2017, the power generation portfolio is expected to have a diversified fuel mix
with coal based capacity of around 53000 MW, 10000 MW through gas, 9000 MW
through Hydro generation, about 2000 MW from nuclear sources and around 1000
MW from Renewable Energy Sources (RES). NTPC has adopted a multi-pronged
growth strategy which includes capacity addition through green field projects,
expansion of existing stations, joint ventures, subsidiaries and takeover of stations.
NTPC has been operating its plants at high efficiency levels. Although the
company has 18.79% of the total national capacity it contributes 28.60% of total
power generation due to its focus on high efficiency.
Establishing a Global Presence

To become a truly global company serving global markets, it is essential
for NTPC to establish its brand equity in overseas markets. NTPC would continue
to focus on offering Engineering & Project Management Services, Operations &
Maintenance services, and Renovation & Modernization services in the
international market. Establishing a successful services brand would be a precursor
to taking higher investment decisions in different markets.
Going forward, NTPC would continue to evaluate various options for
strengthening its presence in global markets including setting up power generation
capacity, acquisition of gas blocks etc. By the year 2017, NTPC would have
successfully diversified its generation mix,
Page 30
diversified across the power value chain and entered overseas markets. As a result
NTPC would have altered its profile significantly. Elements of the revised profile
that NTPC would seek to achieve are:
Amongst top five market capitalization in the Indian market
An Indian MNC with presence in many countries
Diversified utility with multiple businesses
Setting benchmarks in project construction and plant availability &
efficiency
Preferred employer
Have a strong research and technology base
Loyal customer base in both bulk and retail supply
A leading corporate citizen with a keen focus on executing its social
responsibility.
Services offered by NTPC

An entire gamut of services is offered in the areas mentioned above. These are:
Owner's Engineer Services
Lender's Engineer Services
Environment Engineering and Management
Procurement Services
Project Management
Quality Assurance and Inspection Services
Materials Management
Construction Management, Erection and Commissioning
Financial Systems and Modeling
Page 31
Operation and Maintenance

Restoration, Efficiency Improvement and Renovation and Modernization
HRD and Training
Research and Development
Information Technology
Management Consultancy
In October 2004, NTPC launched its Initial Public Offering (IPO) consisting
of 5.25% as fresh issue and 5.25% as offer for sale by Government of India. NTPC
thus became a listed company in November 2004 with the government holding
89.5% of the equity share capital. The rest is held by Institutional Investors and the
Public. The issue was a resounding success. NTPC is among the largest five
companies in India in terms of market capitalization.
NTPCs core business is engineering, construction and operation of power
generating plants. It also provides consultancy in the area of power plant
constructions and power generation to companies in India and abroad. As on date
the installed capacity of NTPC is 27,904 MW through its 15 coal based (22,895
MW), 7 gas based (3,955 MW) and 4 Joint Venture Projects (1,054 MW). NTPC
acquired 50% equity of the SAIL Power Supply Corporation Ltd. (SPSCL). This
JV company operates the captive power plants of Durgapur (120 MW), Rourkela
(120 MW) and Bhilai (74 MW). NTPC also has 28.33% stake in Ratnagiri Gas &
Power Private Limited (RGPPL) a joint venture company between NTPC, GAIL,
Page 32
Indian Financial Institutions and Maharashtra SEB Holding Co. Ltd. The present
capacity of RGPPL is 740 MW.
NTPC has set new benchmarks for the power industry both in the area of power
plant construction and operations. It is providing power at the cheapest average
tariff in the country. With its experience and expertise in the power sector, NTPC
is extending consultancy services to various organizations in the power business.
NTPC is committed to the environment, generating power at minimal
environmental cost and preserving the ecology in the vicinity of the plants. NTPC
has undertaken massive a forestation in the vicinity of its plants. Plantations have
increased forest area and reduced barren land. The massive a forestation by NTPC
in and around its Ramagundam Power station (2600 MW) have contributed
reducing the temperature in the areas by about 3c. NTPC has also taken proactive
steps for ash utilization. In 1991, it set up Ash Utilization Division to manage
efficient use of the ash produced at its coal stations. This quality of ash produced is
ideal for use in cement, concrete, cellular concrete, building material.
A "Centre for Power Efficiency and Environment Protection (CENPEEP)" has
been established in NTPC with the assistance of United States Agency for
International Development. (USAID). Cenpeep is an efficiency oriented, ecofriendly and eco-nurturing initiative - a symbol of NTPC's concern towards
environmental protection and continued commitment to sustainable power
development in India.
Page 33
As a responsible corporate citizen, NTPC is making constant

efforts to improve the socio-economic status of the people affected by the its
projects. Through it's Rehabilitation and Resettlement programmers, the company
endeavors to improve the overall socio-economic status of Project Affected
Persons.
NTPC was among the first Public Sector Enterprises to enter into a
Memorandum of Understanding (MOU) with the Government in 1987-88. NTPC
has been Placed under the 'Excellent category' (the best category) every year since
the MOU system became operative. Recognising its excellent performance and
vast potential, Government of the India has identified NTPC as one of the jewels of
Public Sector Maha Navratnas- a potential global giant. Inspired by its
glorious past and vibrant present, NTPC is well on its way to realise its vision of
being A world class integrated power major, powering Indias growth, with
increasing global presence.
Page 34
Overview
of
NTPC Power Plants
Page 35
AN OVERVIEW PROJECT PROFILE

Coal Based Power Stations
Coal based
State
Commissioned
Capacity
(MW)
1.
Singrauli
Uttar Pradesh
2,000
2.
Korba
Chattisgarh
2,100
3.
Ramagundam
Andhra Pradesh
2,600
4.
Farakka
West Bengal
5.
Vindhyachal
Madhya Pradesh
6.
Rihand
Uttar Pradesh
7.
Kahalgaon
Bihar
1,340
8.
NTCPP
Uttar Pradesh
840
9.
Talcher Kaniha
Orissa
3,000
10. Unchahar
Uttar Pradesh
1,050
11. Talcher Thermal
Orissa
460
12. Simhadri
Andhra Pradesh
1,000
13. Tanda
Uttar Pradesh
440
14. Badarpur
Delhi
705
15. Sipat
Chattisgarh
500
A GTotal
overnm(Coal)
ent of India Enterprise
1,600
3,260
2,000
22,895
Page 36
Projects under Implementation
No. of Projects
Commissioned
Capacity (MW)
COAL
15
22,895
GAS/LIQ. FUEL
07
3,955
TOTAL
22
26,850
Coal
314*
Gas/LIQ. FUEL
740**
GRAND TOTAL
26
27,904
Projects
NTPC OWNED
OWNED BY JVCs
*
Captive
Power
Plant
under
JVs
** Power Plant under JV with GAIL, FIs & MSEB
with
SAIL
State
Fuel
Additional
Capacity Under
Implementation
(MW)
Kahalgaon
1. Stage II (Phase I) Bihar
(Phase II)
Coal
500
500
Coal / Hydro
2. Sipat
(Stage
I) Chhattisgarh Coal
1980
Page 37
(Stage II)
500
3. Barh
Bihar
Coal
1980
Bhilai (Exp. Power

4. Project-JV
with Chhattisgarh Coal
SAIL)
500
5. Korba (Stage III)
Chhattisgarh Coal
500
6. Farakka (Stage III) West Bengal Coal
500
7. NCTPP (Stage II)
Uttar
Pradesh
Coal
980
8. Simhadri (Stage II)
Andhra
Pradesh
Coal
1000
9. Koldam (HEPP)
Himachal
Pradesh
Hydro
800
10.
Loharinag
(HEPP)
Pala
Uttarakhand Hydro
600
11.
Tapovan
Uttarakhand Hydro
Vishnugad (HEPP)
520
Total (Coal + Hydro)
10,860
Page 38
AWARDS AND ACCOLADES WON by NTPC:

Shell Helen Keller Award 2002 for promoting employment opportunities to
disabled people.
Plats Global Energy Award 2002 for commitment to community
development.
CORE-BCSD corporate social responsibility Award 2001- 02 instituted by
TERI.
AICC-UNEP World Summit Business Award for Sustainable Development
Partnership
National Safety Award 2002 instituted the British Safety Council, to seven
NTPC stations
Best HR Practices Award 2002 instituted by Indian Society of Training and
Development
World HRD Congress Award instituted by World HRD Congress
Golden Peacock National Training Award 2003 instituted by Institute of
directors to PNI
Meritorious Productivity Award of the Government of India to 12 stations
Prime ministers Shram Award for the 17th year, including to SHRAM
RATNA
Vishwakarma Award by Ministry of Labour, Government of India
Climate Technology Initiative Award
MOU Excellence Award of Government of India
CII-Award for Excellence in Infrastructure
Page 39
Greentech Environment Excellence Award

Best Employer National Award for the Welfare of Physically Challenged
People
Business Today-Hewitte Best Employers Award
Subsidiaries Of NTPC
NTPC Electric Supply Company Ltd. (NESCL)
The company was formed on August 21, 2002. It is a wholly owned
subsidiary company of NTPC with the objective of making a foray into the
business of distribution and supply of electrical energy, as a sequel to reforms
initiated in the power sector.
NTPC Vidyut Vyapar Nigam Ltd. (NVVN)
The company was formed on November 1, 2002, as a wholly owned
subsidiary company of NTPC. The companys objective is to undertake sale and
purchase of electric power, to effectively utilize installed capacity and thus enable
reduction in the cost of power.
NVVN NTPC Hydro Ltd. (NHL)
The company was formed on December 12, 2002, as a wholly owned
subsidiary company of NTPC with an objective to develop small and medium
hydroelectric power projects of up to 250 MW.
Page 40
Pipavav Power Development C o. Ltd. (PPDCL)

A memorandum of understanding was signed between NTPC, Gujarat
Power Corporation Limited (GPCL) and Gujarat Electricity Board (GEB) in 2004
for development of a 1000 MW thermal power project at Pipavav in Gujarat by
forming a new joint venture company between NTPC and GPCL with 50:50 equity
participation. Pursuant to the decision of Gujarat Government, NTPC Ltd. has
dissociated itself from this company. PPDCL is under winding up.
Kanti Bijlee Utpadan Nigam Limited
It was formerly known as Vaishali Power Generating Company Limited.
To take over Muzaffarpur Thermal Power Station (2*110MW), a subsidiary
company named Vaishali Power Generating Company Limited (VPGCL) was
incorporated on September 6, 2006 with NTPC contributing 51% of equity and
balance equity was contributed by Bihar State Electricity Board. This company
was formed to renovate the existing unit and run the plant. The second unit has
been successfully re-synchronized on October 17, 2007 after 4 years of being idle.
Renovation and modernization of the first unit is under progress. The company was
rechristened as Kanti Bijlee Utpadan Nigam Limited on April 10, 2008.
Bharatiya Rail Bijlee Company Limited (BRBCL)
A subsidiary of NTPC under the name of Bharatiya Rail Bijlee Company
Limited was incorporated on November 22, 2007 with 74:26 equity contribution
from NTPC and Ministry of Railways, Govt. of India respectively for setting up of
four units of 250 MW each of coal based power plant at Nabinagar, Bihar.
Investment approval of the project was accorded in January, 2008.
Page 41
Introduction to VSTPP
NTPC-Vindhyachal Super Thermal Power Project is one of the most

prestigious flagships of NTPC striving ahead to bridge the country generation gap
especially in the western region. It is the largest power station in Asia. Presently it
has the capacity of 3260 mw.
The station is located in Sidhi district in MP in the northwestern side of the
country. It has secured ISO 14001 and ISO 9001 certificate in the field of
environment and power generation but also in various other fields.
On September 2002, it made glorious achievement by ensuring production up
to 2260 MW. And the Unit # 10 commercial operation started on 15/07/2007 and
the total capacity of the plant became 3260 MW.
Page 42
It has won number of awards from government of India for proper utilization
and consumption and has bagged the safety awards presented by U.S.A. and
British safety council.
COAL SOURCE:
Northern coal fields limited (NCL) mines at Dudhichua (7Km) and Nigahi (10Km)
and Jayant (5Km).
FUEL OIL SOURCE:
Indian Oil Corporation (IOC),
COLD (Customer operated lubricant and oil
deposit) at Jayant (5Km).
Page 43
WATER SOURCE:
Discharge canal of Singrauli Super Thermal Power Station (SSTPS).
BENEFICIARY STATES:
Madhya Pradesh, Chattisgarh, Maharastra, Gujarat, Goa, Daman & Diu and Dadar
& Nagerhaveli.
INTERNATIONAL ASSISTANCE:
USSR and World Bank under time slice loan.
UNITS COMMISSIONED:
1.
Unit 1
210MW
October 1987
2.
Unit 2
210MW
July 1988
3.
Unit 3
210MW
February 1989
4.
Unit 4
210MW
December 1989
5.
Unit 5
210MW
March 1990
6.
Unit 6
210MW
February 1991
7.
Unit 7
500MW
March 1999
8.
Unit 8
500MW
February2003
9.
Unit 9
500MW
March 2007
10.
Unit 10
500MW
July 2007
Page 44
Vindhyachal station belongs to the western region and feeds power to states and
union territories of: Madhya Pradesh
24.4%
Chattisgarh
4.7%
Maharastra
32.3%
Gujarat
20.8%
Goa, Daman & Diu
2.4%
Dadar& nagerhaveli
Unallocated
0.4%
15.0 %
The power flows out from Vindhyachal through 400KV power transmition system.
VINDHYACHAL Capacity:
3260MW= [St.1 (6x210MW) + St.2 (2x500MW)]
St.3 (2x500MW)
THERMAL POWER PLANT OVERVIEW:
A modern boiler has capacity of burning pulverized coal at rates up to 200
tones an hour (32000 metric ton per day). From the coal store, fuel is carried on a
conveyor belt and discharged by means of a coal tipper into the bunker. It then
falls perhaps through a weigher into the coal pulverizing mill where it is grounded
to a powder as fine as flour. The mill usually consists of a round metal table on
Page 45
which large steel rollers or balls are positioned. The table revolves, forcing the coal
under the rollers or balls which crush it.
Air is drawn from the top of the boiler house by the Forced Draught (FD) Fan
and passed through the air preheaters, to the hot air duct. From here some of the
air passes directly to the burners and the remainder is taken through the Primary
Air (PA) Fan to pulverizing mill, where it is mixed with powdered coal, blowing
it along pipes to burners of the furnace. Here, it mixes with the rest of the air and
burns with great heat.
The boiler consists of a large number of tubes extending the full height of the
structure and the heat produced raises the temperature of the water circulating in
them to create stem which passes to the steam drum at very high pressure. The
steam is then heated further in the super heater and fed through the outlet valve to
the high pressure cylinder of the steam turbine. It may be hot enough to make the
steam pipe glow a dull red (around 540C).
When the steam has been through the first cylinder (High Pressure) of the
turbine, it is returned to the boiler and reheated before being passed through the
other cylinder (Intermediate and Low Pressure) of the turbine.
From the turbine the steam passes into a condenser to be turned back into water
called condensate. This is pumped through feed heaters (where it may be heated
to about 250C) to the economizer where the temperature is raised sufficiently for
the condensate to be returned to the lower half of the steam drum of the boiler.
The flue gases leaving the boiler are used to reheat the condensate in the
economizer and then pass through the air preheater,
Page 46
to the Electrostatic Precipitor (ESP). Finally, they are drawn by the Induced
Draught (ID) Fan into the main flue and to the chimney.
The ash is either sold for use in road and building constructions or piped as
slurry of ash and water to a settling lagoon, where the water drains off. Once this
lagoon (which may originally have been a worked out gravel pit) has been filled, it
can be returned to agricultural use, or the ash removed for other purposes.
The electrostatic precipitator consists of metal plates which are electrically
charged .Dust and Grit in the flue gases are attracted on to these plates, so that they
do not pass up the chimney to pollute the atmosphere. Regular mechanical
hammer blows cause the accumulations of ash, dust and grit to fall to the bottom
of the precipitator, where they collect in a hopper for disposal. Additional
accumulations of ash also collect in the hoppers beneath the furnace.
Conversion of Steam to mechanical power:

From the boiler, a steam pipe conveys steam to the turbine through a stop valve
(which can be used to shut off steam in an emergency) and through control valves
that automatically regulate the supply of the steam to the turbine. Stop valve and
control valves are located in a steam chest and a governor, driven from the main
turbine shaft, operates the control valves to regulate the amount of steam used.
(This depends upon the speed of the turbine and the amount of electricity required
from the generator).
Steam from the control valves enters the high pressure cylinder of the turbine,
where it passes through a ring of stationary blades fixed to the cylinder wall. These
act as nozzles and direct the steam onto a second ring of moving blades mounted
Page 47
on a disc secured to the turbine shaft .This second ring turns the
shafts as a result of the force of the steam. The stationary and moving blades
together constitute a stage of the turbine and in practice many stages are
necessary, so that the cylinder contains a number of rings of stationary blades with
rings of moving blades arranged between them. The steam passes through each
stage in turn until it reaches the end of the high pressure cylinder and in its passage
some of its heat energy is changed into mechanical energy.
The steam leaving the high pressure cylinder goes back to the boiler for reheating
and returns by further pipe to the intermediate pressure cylinder. Here it passes
through another series of stationary and moving blades.
Finally ,the steam is taken to the low pressure cylinders, each of which it
enters at the centre flowing outwards in opposite directions through the rows of
turbine blades an arrangement known as double flow to the extremities of the
cylinder. As the steam gives up its heat energy to dive the turbine, its temperature
and pressure fall and it expands .Because of this expansion and blades are much
larger and longer towards the low pressure ends of the turbine.
The turbine shaft usually rotates at 3000 revolutions per minute. This
speed is determines by the frequency of the electricity system used in this country
and is the speed at which a 2- pole generator must be driven to generate alternating
current at a frequency of 50 /cycles per second.
When as much energy as possible has been taken from the steam it is
exhausted directly to the condenser. This runs the length of the low pressure part
of the turbine and may be beneath or on either side of it. The condenser consists of
a large vessel containing some 20,000 tubes, each about 25 mm in diameter. Cold
water from river, estuary, sea or cooling tower is circulated through these tubes
Page 48
and as the steam from the turbine passes round them it is rapidly
condensed into water condensate .Because water has a much smaller comparative
volume than steam, a vacuum is created in the condenser. This allows the steam to
be used down to pressures below that of the normal atmosphere and more energy
can be utilized.
From the condenser, the condensate is pumped through low pressure feed heaters
by the extraction pump, after which its pressure is raised to boiler pressure by the
boiler feed pump. It is passed through further feed heaters to the economizer and
the boiler for reconversion into steam.
Where the cooling water for power station s is drawn from large rivers,
estuaries or the coast, it can be returned directly to the source after use. Power
stations situated on smaller rivers and inland do not have such vast water resources
available, so the cooling water is passed through cooling towers (where its heat is
removed by evaporation) and re- used.
A power station generating 2000000kw of electricity required about
227,500 cubic meters water an hour for cooling purposes. Where cooling towers
are used, about one hundredth part of its source to carry away any impurities that
collect. Most of it, however, is recalculated.
Switching and transmission:

The electricity is usually produced in the stator windings of large
modern generators at about 25000 volts and is fed through terminal connections to
one side of a generator transformer, that steps up the voltage to 132kv or 400kv.
Page 49
From here conductors carry it to a series of three switches

comprising an isolator, a circuit breaker (CB) and another isolator.
Three wires are used in a three phase system for large power
transmission as it is cheaper than two wire single phase system that supplies the
home. The centre of the power station is control room .Here engineer monitor the
output of the electricity, supervising and controlling the operation of generating
plant and high voltage switch- gear and directing power to the grid system as
required .Instruments on the control panels show the output and conditions which
exist on all the main plant and a miniature diagram indicates the precise state of the
electrical system.
Material Management System at NTPC

Quality Policy
Corporate Materials and Contract &Material department of NTPC is
committed to follow the Quality Management System and continual
improvement of its effectiveness through issuance of policies and guidelines
for Materials Management functions to facilitate uniform implementation by
the stations to achieve transparency, cost effectiveness and time frame for
execution.
Corporate Materials shall effectively implement the above policies in all its
functions specifically in the area of procurement and customs clearance
meeting customer, statutory and regulatory requirements.
Page 50
Quality Objectives
To optimize insurance coverage for NTPC stations in succeeding year
keeping in view past experience and business environment.
To reduce spares inventory and improve plant availability of stations
through identification of interchangeable spares and allotment of common
code to these spares.
To reduce the import clearance cost and time.
To finalize the contract and arrange availability of indented materials, works
and services within scheduled time and at optimum cost.
The Stores of an industrial set-up is considered as a measuring point to judge
the effectiveness of Material Management Services. Stores operation involves
multidimensional activities including clearance and despatch of goods, inspection
and inward movement of materials, claims and settlement, receipt, stocking, issue,
preservation, safety and security of materials, indenting for recoupment, disposal
of scraps etc.The fundamental requirement for success of Stores Management is it's
proper functioning. As such stores function should be organized systematically so
as to enable the stores personnel to discharge their duties effectively. For this
purpose, a systematic guide for stores function has been envisaged through Stores
Management System Manual. This Manual will act as a guide book for
facilitating stores personnel to perform their activities with confidence within the
framed rules and regulation of the company so that uniform / standardized
procedures are practiced in all projects / stations / offices. Since the earlier manual
was prepared quite a long time ago, it is felt necessary to review and recast the
same to include additional guidelines / information pertaining to technological
Page 51
advancement / up gradation of modern storage system and

computerization of Materials Management activities with exclusion of obsolete
systems. This 2nd edition is also provided with direction towards "Benchmarking"
ascertaining performance standard of any unit, including some special features e.g.
Stores Layout, Modern Storage Systems, Handling Equipment, Modern
Preservation Methods etc.
Main Objectives of Material & store Manual are:
To define scope of each stores activities
To guide execution of activities
To spell-out the interfaces among other Material Management functions
To detail the uniform/standardized procedures
However, the objectives of Manual will be fulfilled only on implementation of the
procedures / guidelines by stores personnel at each step for betterment /
streamlining the stores management system
Page 52
Page 53
Page 54
GOODS RECEIPT
INTRODUCTION
This section initiates all prerequisites in smooth transfer of materials on its arrival
to the custody section. This section shall be responsible for getting the goods
cleared from different transporting agencies. On receipt of the materials,
Unloading Report (UR), MIS cum SRV are prepared, goods get inspected and
finally handed over to the custody section. This section also raises discrepancy and
rejection memos whenever damages, rejections and short falls are noticed and
deals with the concerned authorities which includes Insurance Companies,
Transporters, Suppliers etc. and makes settlement of claims.
This section is further sub-divided into three functional groups for monitoring and
control:
A) Goods Clearance and Despatch Group. (GCDG)
B) Goods Inspection and Inward Group. (GIIG)
C) Risk Management Group.(RMG)
GOODS CLEARANCE AND DESPATCH GROUP
FUNCTIONS.
The function of Clearance and Despatch group is to arrange receipt of goods and
transfer the same to GIIG and performs the following activities in general.
A. To receive Documents.
B. To maintain LR/RR register.
Page 55
C. To arrange clearance of materials from different clearing point of various

transport agencies / authorities e.g.,
i) Road Transport / Railway Go-down. (ii) Railway Yard. (iii) R P P.
iv) Domestic Airport / Seaport for Imported consignments through T & CC.
D. To receive materials at receipt section itself in case of door delivery.
E. To prepare unloading report (UR).
F. To maintain accounts for different incidental charges towards Clearance &
Despatch including Imprest account.
G. To obtain Shortage / Damaged certificate from appropriate transporting
agencies.
H. To handover the material to GIIG.
I . To despatch rejected & other materials for repair or transfer to other Plants.
J. To inform Risk Management Group (RMG) for abnormally delayed
consignment in transit.
K. To obtain sanction of payment of Demurrage / Wharf age charges.
GOODS INSPECTION AND INWARD GROUP
FUNCTION
After receipt of material from supplier and prior to taking the same in stock, GIIG
is responsible for the following activities:
A. To receive material from Goods clearance and despatch Group.
B. To arrange inspection of material.
C. To keep material in GIIG custody till it is inspected.
D. To hand over material to concerned Custody section / Rejection cell.
E. To prepare Discrepancy Memo.
Page 56
RISK MANAGEMENT
OVERVIEW
The dimension of insurable assets (approx. 40000 crores) and its corresponding
annual premiums (approx. 70 crores) are so large that it requires prudent policies
and practices in the portfolio of Risk Management. For wide coverage of power
stations NTPC has brought the concept of Mega risk - Package policies from
Insurance Company. Due to liberalization of Insurance sector and as the present
scenario is so rapidly changing that one has to face true competitive environment
and induct professional approach while finalizing any insurance policy. To get the
maximum insurance coverage out of optimum premium and to get the maximum
benefit out of insurance it has become very much essential to make the decision
making the process faster as well as accurate and necessary corrective steps are to
be taken while procuring insurance policies, fixing time frame for claim settlement
and periodical review of claim status etc. through MOU's with Insurance
Companies.
Risk Management Group at site shall work and coordinate closely with Corporate
RMG to get the best out of insurance companies.
3.3.2 RISK MANAGEMENT CONCEPT & PHILOSOPHY
A. What is a risk ?
An uncertain chance or a probability of an outcome.
Risk is degree of variation in possible outcome from uncertain Event.
Page 57
B. Why risk management?

High Capital Intensive.
Substantial Risk Exposure.
Risks Beyond Human Control.
Financial/ Social Catastrophe.
Element of Uncertainty.
Dynamic process of Planning & Decision-Making.
Protection and Security for Growth.
Rigorous Review of Experience & Developments.
C. What is a risk management?
Planning, Arranging & Control of Activities & Resources to Minimize the Impact
of unforeseen Adversities.
D. Types of risks
Pure or Static Risks
Speculative or Dynamic Risks
E. Risk management
Risk Identification.
Risk Analysis / Measurement.
Risk Elimination/ Avoidance.
Risk Reduction.
Risk Impact Evaluation.
Risk Transfer By Insurance.
Risk Assumption / Risk Retention.
Risk / Cost / Profit / Evaluation (Monitoring).
Page 58
Page 59
5-S PLEDGE
WE, ARE COMMITTED TO IMPLEMENT 5-S PRINCIPLES
THROUGH OUR INVOLVEMENT, CO-OPERATION AND
CONTINUIALLY IMPROVE THE STANDARDS OF HOUSE
KEEPING. TOWARDS THIS OBJECTIVE, WE ALSO DEVISE
BETTER METHODS REGULARLY AND ATTAIN HIGH
STANDARDS OF CLEANLINES, SAFETY, QUALITY,
HEALTH AND PRODUCTIVITY.
Page 60
FIRST STEP (1S) - SORT / SEIRE / WARGIKARAN

PURPOSE DEFINITION
PORPUSE: - Details the procedure for identification of unwanted material and its
Disposal.
DEFINATION: Sort:
Identify and remove unnecessary items from the work place. The
Usefulness of the items should be decided based on the work in hand
(Current work).
Redtag Area: Red tag areas are identified locations in different work places were
the Unnecessary items are shifted for further evaluation.
Red-tags: - Red tags are the tags to be used on the unnecessary items by the
Employees. It should contain the relevant details and also provision
for Evaluation.
Page 61
SECOND STEP (2S) SET IN ORDERT /SEITON/ SUVYAWSTHA

PUSPOSE DEFINITION-SCOPE-RESPOSIBILITY
PURPOSE :Details the procedure for keeping things in order.

DEFINITION :Set in order :- Necessary items in the work place are re-arranged after considering
the frequency of use so as to utilize the newly available space ( after 1S ). The
items and its locations are also properly labeled so that anyone could find, use and
replace the items with ease.
SCOPE: This procedure is applicable to all the departments including plant area, offices,
canteen, stores, hospital, township, IT, EDC etc.
RESPONSIBILITY: DC Members shall evaluate needed items in their respective sections and suggest
bringing better layout, storage changes and visual display methods in the work
place. They shall also take follow up action to implement improvements and
liaison with HOD and other departments.
DC Members shall prepare reports of improvements with documentation and take
necessary steps for its display and publication.
Page 62
THIRD STEP (3S) SHINE / SEISO / SWACHHATA

PURPOSE DEFINITION- SCOPE- RESPONSIBILITY
PURPOSE: Details the procedure for cleaning and maintaining the items in good working
condition.
DEFINATION: Shine: - Shine means sweeping floors, wiping off machinery and furniture and
gene
Rally making sure that everything in the factory stays clean.
Shine should be integrated into daily maintenance tasks to combine cleaning
checkpoints with inspection and maintenance checkpoints. This helps in keeping
the things in good working condition at all times.
canteen, stores and township.
Page 63
FOURTH STEP (4S) STANDARDISATION-SEIKETSU-MANAKIKARAN
PURPOSE: Details the procedure for devising standardized schedules for maintaining the first
3S (SORT/SET IN ORDER/ SHINE) so that everybody is clear about the best
methods for doing all 3S activities.
Definition: Standardize: - standardize means defining the one best method and all its required
tools and accessories with duration of the activity so that all 3S is always
maintained at highest level of performance.
Whenever any productivity improvement tool devises a new standardized
schedule. The same shall replace the previous one as the accepted schedule.
canteen, township, IT and stores.
Page 64
FIFTH STEP (5S)-: SUSTAIN SHITSUKE-ANUSHASAN

PURPOSE DEFINITION-SCOPE-RESPONSIBILITY
PURPOSE: Details the strategies and promotional activities which may be adopted for the
continuous maintenance of high standards of 5s.
DEFINATION: Sustain: sustain means making a habit of properly maintaining correct procedures.
Sustain holds together all other 4S
SCOPE: This is applicable to all employees
5S PLEDGE
WE, ARE COMMITTED TO
IMPLEMENT
5S PRINCIPLES THROUGH
OUR INVOLVEMENT AND CO-OPERATION

AND
CONTINUALLY
STANDARDS
TOWARDS
OF
THIS
IMPROVE THE
HOUSE
KEEPING
OBJECTIC, WE
ALSO
DEVISE BETTER METHOODS REGULARLY

AND
ATTAIN
HIGH
STANDARDS OF
CLEANLINESS, SAFETY, QUALITY, HEALTH

ANDPRODUCTIVITY,
Page 65
Questionnaire
NAME
:--------------------------------------
DESIGNATION :-------------------------------------PLACE
:-------------------------------------
DATE
:--------------------------------------
I am ashok Kumar dwivedi MBA (marketing)

&PGPM(H.R.) II Sem. From TILAK MAHARASTRA
University PUNE, doing my project on Training &
Development at ntpc (VSTPP) .As part of my summer project
work, I request you to kindly fill this questionnaire. Your
response will be used only for academic purpose and
will be kept confidential.
1. The training centre at my unit is well equipped.
(i) Strongly agree
(ii) Agree
(iv) Disagree

2. Training centre at unit is well maintained.
(i) Strongly agree
(ii) Agree
(iv) Disagree

Page 66
3. A mix of internal and external faculty takes training session at EDC.

(i) Strongly agree
(ii) Agree
(iv) Disagree

4. Most training needs of employees are addressed by the local EDC.
(i) Strongly agree
(ii) Agree
(iv) Disagree

5. Faculty knowledge and training methodology at EDC are to my satisfaction.
(i) Strongly agree
(ii) Agree
(iv) Disagree
(i)
Strongly disagree
6. Training nomination takes place as per the training needs of the employee.
(i) Strongly agree
(ii) Agree
(iv) Disagree
7. Reporting officer takes active interest in training of their subordinate.

(i) Strongly agree
(ii) Agree
(iv) Disagree
Page 67
8. Employees are given as per their development plan by their reporting

officer for job rotation etc.
(i) Strongly agree
(ii) Agree
(iv) Disagree

9. Employees actively apply their learning from training at work place.
(i) Strongly agree
(ii) Agree
(iii) Neither agrees nor disagrees (iv) Disagree

10. Employees are given time for attending training programs.
(i) Strongly agree
(ii) Agree
(iv) Disagree

11. In my opinion training and development system of NTPC adds value to
organization.
(i) Strongly agree
(ii) Agree
(iv) Disagree
Page 68
12. I look forward to take up special assignment as a part of cross functional

teams.
(i) Strongly agree
(ii) Agree
(iv) Disagree

13. All employees in my department get nominated for training programs
uniformly.
(i) Strongly agree
(ii) Agree
(iv) Disagree

14. Employees in my department almost get same number of training man
days per annum.
(i) Strongly agree
(ii) Agree
(iv) Disagree

15. Seniors readily share their knowledge and experience with their juniors.
(i) Strongly agree
(ii) Agree

Page 69
16. People openly share their knowledge and ideas with each other.
(i) Strongly agree
(ii) Agree
(iv) Disagree

17. I have imported adequate training needed to carry out my responsibility
effectively.
(i) Strongly agree
(ii) Agree

18. I feel NTPC as an organization is committed towards training and
development of its employees.
(i) Strongly agree
(ii) Agree

Page 70
Finding
NTPC have good harmonic relationship and co-ordination between the staff
members.
Better understanding of the recruitment process of organization.
Planning to become a 75,000 MW company by 2017.
NTPC, setup in 1975 is Indias largest power company
NTPC must target to reduce transmission losses to 15 % for improving the
financial health of the sector.
Page 71
CONCLUSION
The training season was very educational and informative. Being
a BHARAT MAHANAVARATNA, this NTPC have good harmonic relationship
and co-ordination between the staff members. As the vocational training seem
laborious job to get in touch with the activities. It was nobility of people to provide
the information and required theoretical background at their continuous job hour.
Most of the equipments were technically strong for huge production. Doing
training in NTPC, I hope it would be useful in my future not only in academic but
also in professional carrier. Electricity is much more than just another commodity.
It is the life-blood of the economy and our quality of life. Failure to meet the
expectations of society for universally available low-cost power is simply not an
option. As the world moves into the digital age, our dependency on power quality
will grow accordingly. The infrastructure of our power delivery system and the
strategies and policies of our insurers must keep pace with escalating demand.
Unfortunately, with the regulators driving toward retail competition, the utility
business priority is competitiveness (and related cost-cutting) and not reliability.
Page 72
BIBLIOGRAPHY
BOOKS: 1. ORGNISATIONAL BEHIVOUR

2. PRODUCTION AND MATERIAL MANAGEMENT
WEBSIDES: 1 www.ntpc.com
2. vindhyachal inranet
3. www.google.com
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NATIONAL THERMAL POWER CORPORATION LTD.

TILKMAHARASTRA University PUNE

Submitted By:ASHOK KUMAR DWIVEDI

This is certify this project report entitled understanding the

A Government of India Enterprise

Objective of the study

Scenario of power sector in india

Overview of NTPC power plants

Awards and accolades won by NTPC

Material management system at NTPC

ASHOK KUMAR DWIVEDI

A Government of India Enterprise

Ashok kumar dwivedi

A Government of India Enterprise

Objective of the Study

A Government of India Enterprise

B. Research Objective : The main objective of the research is:

DATA PRESENTATION & ANALYSIS

1. The training centre at my unit is well equipped.

(iii) Neither agrees nor disagrees

(v) Strongly disagree

A Government of India Enterprise

2. Training centre at unit is well maintained.

ii) Neither agrees nor disagrees

(v) Strongly disagree

2. Training centre at unit

A Government of India Enterprise

3. A mix of internal and external faculty takes training session at EDC.

(iii) Neither agrees nor disagrees

(v) Strongly disagree

4. Most training needs of employees are addressed by the local EDC.

(iii) Neither agrees nor disagrees

(v) Strongly disagree

A Government of India Enterprise

5. Faculty knowledge and training methodology at EDC are to my satisfaction.

(iii) Neither agrees nor disagrees

(v) Strongly disagree

(v) Strongly disagree

A Government of India Enterprise

(iii) Neither agrees nor disagrees

7. Reporting officer takes active interest in training of their subordinate.

(iii) Neither agrees nor disagrees

(iii) Neither agrees nor disagrees

A Government of India Enterprise

9. Employees actively apply their learning from training at work place.

(iii) Neither agrees nor disagrees

(v) Strongly disagree

10. Employees are given time for attending training programs.

(iii) Neither agrees nor disagrees

A Government of India Enterprise

(iii) Neither agrees nor disagrees

3 Neither Agree Nor

(iii) Neither agrees nor disagrees

A Government of India Enterprise

(iii) Neither agrees nor disagrees

(iii) Neither agrees nor disagrees

A Government of India Enterprise

(iii) Neither agrees nor disagrees

3 Neither Agree Nor

A Government of India Enterprise

(iii) Neither agrees nor disagrees

(iii) Neither agrees nor disagrees

18. I feel NTPC as an organization is committed towards training and development of

A Government of India Enterprise