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The Company

NTPC, the largest power Company in India, was setup in 1975 to accelerate power development
in the country. It is among the world’s largest and most efficient power generation companies. In
Forbes list of World’s 2000 Largest Companies for the year 2007, NTPC occupies 411th place.

NTPC has installed capacity of 29,394 MW. It has 15 coal based power stations (23,395 MW), 7
gas based power stations (3,955 MW) and 4 power stations in Joint Ventures(1,794 MW). The
company has power generating facilities in all major regions of the country. It plans to be a
75,000 MW company by 2017.

NTPC has gone beyond the thermal power generation. It has diversified into hydro power, coal
mining, power equipment manufacturing, oil & gas exploration, power trading & distribution.
NTPC is now in the entire power value chain and is poised to become an Integrated Power

NTPC's share on 31 Mar 2008 in

the total installed capacity of the
country was 19.1% and it
contributed 28.50% of the total
power generation of the country
during 2007-08. NTPC has set
new benchmarks for the power
industry both in the area of
power plant construction and

With its experience and

expertise in the power sector, NTPC is extending consultancy services to various organisations in
the power business. It provides consultancy in the area of power plant constructions and power
generation to companies in India and abroad.

In November 2004, NTPC came out with 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 with Government holding 89.5% of the equity share capital and rest held by
Institutional Investors and Public. The issue was a resounding success. NTPC is among the
largest five companies in India in terms of market capitalization.

Recognising its excellent performance and vast potential, Government of the India has identified
NTPC as one of the jewels of Public Sector '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 India's growth, with increasing global presence".


A world class integrated power major, powering India's growth with increasing global presence.


Develop and provide reliable power related products and services at competitive prices,
integrating multiple energy resources with innovative & Eco-friendly technologies and
contribution to the society

Core Values - BCOMIT

• Business ethics
• Customer Focus
• Organizational & Professional Pride
• Mutual Respect & Trust
• Innovation & Speed
• Total Quality for Excellence
Human Resources
NTPC believes in achieving organizational excellence through Human
Resources and follows "People First" approach to leverage the
potential of its 23,500 employees to fulfill its business plans. Human
Resources Function has formulated an integrated HR strategy which rests on
four building blocks of HR viz. Competence building, Commitment building,
Culture building and Systems building pramod.

All HR initiatives are undertaken within this broad framework to actualize the
HR Vision of "enabling the employees to be a family of committed
world class professionals making NTPC a learning organization." To
induct talent and groom them into a dedicated cadre of power professionals
"Executive Trainee" Scheme was introduced in the year 1977 for recruitment
in the disciplines of Mechanical, Electrical, Civil, Control & Instrumentation
and now encompasses Computer Science, Chemistry, HR and Finance
disciplines also.

Besides a comprehensive one year training comprising theoretical inputs as

well as on-the-job training, the new recruits are also attached with senior
executives under a systematic and formal 'Mentoring System' of the
company to integrate them into the Culture of the company. As part of post
employment training and development opportunities, a systematic Training
plan has been formulated for ensuring minimum seven man days training
per employee per year and includes level-wise planned intervention
designed to groom people for assuming positions of higher responsibility, as
well as specific need-based interventions based on scientific Training Needs

NTPC has set up 15 project training centres, 2 simulator training centres

and an apex institute namely 'Power Management Institute' (PMI). While the
project training centres (Employee Development Centres) have specialized in
imparting technical skills and knowledge, PMI places emphasis on
management development. Besides opportunities for long term education
are also provided through tie ups with reputed Institutions like IIT, Delhi,
(M.Tech in Power Generation Technology), MDI, Gurgaon (Executive MBA
programme), BITS, Pilani (B.Tech) etc.
In order to realize the HR Vision of making NTPC a learning Organization by
providing opportunities to continually learn new capabilities a number of
initiatives have been taken. NTPC Open Competition for Executive Talent
(NOCET) is organized every year in which teams of executives compete
annually through oral and written presentation on a topical theme. Similarly
"Professional Circles" have been formed department-wise where
Executives of the department meet every fortnight to share their knowledge
and experiences and discuss topical issues. In order to tap the latent talent
among non executives and make use of their potential for creativity and
innovation, Quality Circles have been set up in various units/offices in NTPC.
Besides a management journal called "Horizon" is published quarterly to
enable employees to share their ideas and experiences across the

Demonstrating its high concern for people, NTPC has developed strong
employee welfare, health & well-being and social security systems
leading to high level of commitment. NTPC offers best quality-of-life through
beautiful townships with all amenities such as educational, medical and
recreational opportunities for employees and their family members.

The motivation to perform and excel is further enhanced through a

comprehensive NTPC Rewards and Recognition system. In order to
institutionalize a strong Culture based on Values a number of initiatives are
taken to actualize the Vision and Core Values (BCOMIT) across the company.
A culture of celebrating achievements and a strong focus on performance
are a way of life in NTPC. NTPC has institutionalized "Development
Centers" in the company to systematically diagnose the current and
potential competency requirements of the employees with the objective of
enhancing their development in a planned manner. These Centers give a
good insight to the employees about their strengths and weaknesses, the
gaps in their competencies which they can bridge through suitable support
from company. Due to innovative people management practices there is a
high level of pride and commitment amongst employees as reflected in the
various external surveys including Great Places to Work for in India in
which NTPC was rated third Great Place to work for in the country in 2005

Board of Directors
Shri R.S. Sharma, CMD, NTPC, started his career in Madhya Pradesh State
Electricity Board in Power Generation in the year 1971 and worked in Plant
operation and various areas of plant maintenance. He joined NTPC in 1980,
worked extensively in operation and maintenance at various levels and
various power plants of NTPC, has rich experience of more than 25 years in
O&M of large thermal power plants, later on he headed various projects of
NTPC. He took charge as Executive Director (Southern Region) and
contributed immensely to make successful turn around of revenue
realization in Southern States, after that he moved to Corporate Centre as
Executive Director (Corporate Planning) and he was pivotal in implementing
the various initiatives in the project “Disha”, a project for organization
transformation. From Corporate Planning he moved to Commercial function
and served as Executive Director (Commercial) looking after commercial
functions of the company. He has taken over as Director (Commercial) since
October 2004. He has very vast and varied experience of around 36 years in
various functions of Indian power industry. He has guided the activities of
business development in the organization. Under his guidance trading has
made much progress in terms of value and scope. He has been instrumental
in guiding the preparation of guidelines for setting up a power exchange in
India. He is the firm believer of philosophy “Can Do & Customer Focus” and
took many initiatives for strengthening the customer relationship
management systems.

Shri Chandan Roy Director (Operations) is a graduate in Mechanical

Engineering. A power engineer of repute with rich and varied experience of
more than 36 years in the areas of project planning, conceptualisation,
design, engineering and O&M, Sh. Roy has held various responsible positions
in India and abroad. In NTPC, he has served in various capacities including
Executive Director of a Regional Head-Quarter, Engineering Division etc.
Prior to joining us in 1977, he worked in ACC Vickers Babcock & Wilcox,
London. He joined the Board of NTPC Ltd in January 2004. He is also
Chairman of Ratnagiri Gas and Power Private Limited (Part time), a joint
venture company of NTPC Ltd and GAIL (India) Ltd. In recognition of his
expertise in the area of power plant design, commissioning and generation
he has been awarded “Eminent Engineer Award” by Institution of Engineers
(India) in the year 2006.

Shri R.K. Jain Director (Technical) since May 5, 2005, has vast experience
of over 34 years of Power Project Planning, Conceptualisation,
Design/Engineering and Contract & Materials. He also served as Executive
Director (National Capital Region), Executive Director (Corporate Contract &
Materials), and as General Manager (Consultancy & Joint Ventures). Prior to
joining NTPC in 1977, he worked with Central Electricity Authority. As
Director (Technical), he is responsible for Engineering Division, induction of
new technologies like Supercritical etc., development of Energy Technology
Centre for research in Energy related areas, non-conventional energy
resources, implementation of Distributed Generation Schemes and
development and implementation of IT initiatives in NTPC including ERP. He
is also responsible for NTPC’s globalization initiatives in the areas of setting
up power plants abroad, O&M Contracts and offer Engineering Services for
international clients.

Shri A.K. Singhal Director (Finance) since August 2005, a Chartered

Accountant comes with rich experience of 29 years of Corporate Finance
Management. He is also a member of All India Management Association
(AIMA) and Institute of Internal Auditors (IIA). Prior to joining NTPC in 2001,
he was the Executive Director (Finance) in National Fertilizers Limited (NFL)
as head of Finance & Accounts department. He held various managerial
positions in Krishak Bharati Cooperative Limited (KRIBHCO) and Engineering
Projects of India Limited (EPIL). As Finance Director on the Board of NTPC, he
is responsible for formulating financial strategies and plans to enable the
company in achieving its Vision. He gives directions with respect to the
entire gamut of Financial Management of the organization including timely
financial resource mobilization at minimum possible cost from Domestic and
Global sources including equity issues, optimum utilization of funds,
formulation of company’s annual financial budget and undertaking
budgetary controls. He is also responsible for designing internal control
systems commensurate with the size of the organization and for ensuring
compliance of such systems. Being responsible for compliances of Company
Law and other statutory requirements, he also gives direction to the
Corporate Governance framework of the company. After company become
listed he has been acting as one of the vital links between the shareholders
of the company and the rest of the Board.

Shri R.C. Srivastav Director (Human Resources) is a Graduate in Electrical

Engineering. He has a rich and diverse experience of more than 30 years in
the power sector. He started his career in power plant operation in captive
power plant of Steel Authority of India Limited. He joined NTPC in 1981 and
worked in various capacities in the areas of construction, commissioning and
operation & maintenance of power stations as well as corporate operation
services. He headed a number of power stations of NTPC and was elevated
to the post of Executive Director (Southern Region) in 2002. He later handled
the responsibility as Chief Executive Officer of NTPC Electric Supply Company
Limited, a wholly owned subsidiary Company of NTPC engaged in electricity
distribution before appointment as Director (HR) of NTPC in May 2006. As
Director (HR) Shri Shrivastav is overall in-charge of Human Resource function
for the entire organization. He is also responsible for Power Management
Institute of NTPC and other corporate functions such as Industrial Safety,
Resettlement & Rehabilitation, Corporate Communication and Corporate
Social Responsibility.

Shri K.B. Dubey Director (Projects) is a graduate in Mechanical

Engineering. Shri Dubey started his professional career with Bharat Heavy
Electrical Ltd and subsequently joined NTPC in 1981. He has worked in NTPC
in different capacities and in variegated areas. He has headed various
Projects, Region and Corporate Groups in NTPC such as Faridabad Gas Power
Project, Koldam Hydro Power Project, Hydro Region and Corporate Monitoring
Group and has earned laurels in both Professional and Administrative
capacities. He took over as Director (Projects) of NTPC on 12.01.2007. Shri
Dubey is a member of the Panel of Arbitrators of the Singapore International
Arbitration Centre-CIDC Dispute Resolution Centre. He is also an Arbitrator of
the Scope forum of Conciliation and Arbitration. He is an Executive member
of IHA and a Member in the governing body of National Institute of Rock

Shri I.J.Kapoor, (52 yrs) was appointed Director (Commercial), NTPC as on

Dec.26, 2008 is a Bachelor of Science (Engg.) and Master in Business
Administration (Marketing). He joined NTPC as Executive Trainee (ET) in
1978 and is the first ET to be on board of the company. He has over 30 years
of experience in various functions of NTPC viz Contracts & Materials,
Engineering, Project Coordination, Station Performance, Consultancy and
Commercial in various capacities. Prior to his elevation as Director
(Commercial), he was Regional Executive Director (National Capital Region).
He brings with him rich experience in contracting and procurement activities
and was responsible for the EPC as well as package-wise Contract
Management for NTPC’s power stations. As Executive Director (National
Capital Region), he was responsible for operation of 3889MW capacity with
two Coal & four Gas based Stations. He improved bottom line and
productivity by augmenting alternate fuels through effective advocacy with
Oil companies especially during Mid 2008, period of market volatility &
countrywide power deficit scenario. He has been instrumental in
conceptualization & implementation of Commercial policies & strategies of
NTPC to cater to the emerging regulatory challenges/emerging markets with
100% realization of dues for the last seven (07) years.

Shri Rajesh Verma is a graduate in Electrical Engineer from IIT, Delhi and
an Indian Administrative Service Officer from Orissa State cadre. He has held
various posts in both the State Governments of Orissa and Rajasthan. Prior
to his joining as a Joint Secretary & Financial Adviser, Ministry of Power,
Government of India with effect from 02.07.2007, he has held the post of
Director (Hydro), Ministry of Power. He is on the Board of the Company as a
part-time Director nominated by the Government of India with effect from
July 23, 2007.

Dr. R.K. Pachauri , A Nobel Laureate a Padma Bhushan awardee, obtained

a Master of Science in Industrial Engineering in 1972, Ph.D in Industrial
Engineering and a Ph.D in Economics from North Carolina State University,
Raleigh, North Carolina, USA. He assumed his current responsibilities as the
head of The Energy and Resources Institute, New Delhi (TERI) in 1981, first
as Director and since April 2001, as Director-General. He has been on the
Board of the Company with effect from January 30, 2006 as a non-official
part-time director.

Prof. Ashok Misra is a Bachelor of Technology in Chemical Engineering

from Indian Institute of Technology, Kanpur and a Master of Science in
Chemical Engineering from Tufts University, USA, and Ph.D. in Polymer
Science & Engineering from University of Massachusetts, USA. Prof. Ashok
Misra also successfully completed his EDP from Kellogg School of
Management, Northwestern University, USA. Currently he is the Director of
Indian Institute of Technology, Bombay. He authored one book on Polymers,
published large number of articles and papers in national and international
journals and has been awarded six patents. He is the recipient of a number
of prestigious awards, including the S.S. Bhatnagar Memorial award. He is a
member of several scientific associations and societies and currently,
President, National Academy of Sciences, India (NASI). He is also on the
Board of Reliance Industries Ltd. and Rashtriya Chemicals & Fertilizes Ltd. He
has been on the Board of the Company with effect from January 30, 2006 as
a non-official part-time director.
Shri Gian Prakash Gupta (66 yrs), Post Graduate in Commerce, was the
Chairman and Managing Director of IDBI & Chairman of UTI. He has 40 years
of experience in various financial institutions and held Directorships in
various organizations like LIC, GIC, EXIM Bank, IFCI and BHEL in the past. He
is presently on the Board of various companies namely Hindustan
Aeronautics Ltd., PTC India Ltd., Power Finance Corporation Ltd. He has been
on the Board of the Company with effect from January 30, 2006 as a non-
official part-time director.

Shri Mirza Ishtiaq Beg (68 yrs) is former Chairman of Central Electricity
Authority & Ex-officio Secretary to the Government of India. He obtained
Master degree in Economics and Bachelor of Science in Electrical
Engineering. Shri M.I. Beg was with Central Electricity Authority for 34 years
and had been on the Board of Power Finance Corporation Limited and
Nuclear Power Corporation of India Limited. He has undergone 6 months
training in Design and Construction of Power Project at New Brunswiek,
Canada. He has been on the Board of the Company with effect from January
30, 2006 as a non-official part-time director.

Shri G.S. Sarna (52 years), is an Indian Revenue Service officer. Prior to the
present deputation as the Chief Vigilance Officer, NTPC Limited, he was
Commissioner of Central Excise. In the Customs, he has held similar senior
appointments at the International Airport and the Air Cargo at Delhi besides
having been also on deputation in the Commerce Ministry.

Shri M.N. Buch, Former Secretary, Govt of India

Non –official Part time Director
Shri Shanti Narain, Former Member, Railway Board;
Non –official Part time Director
Shri P.K. Sengupta, Former CMD, Coal India Ltd.
Non –official Part time Director
Shri K. Dharamrajan, Former DG, Indian Institute of Foreign Trade(IIFT)
Non –official Part time Director
Dr. Govinda Rao Marapalli, Director, National Institute of Public Finance
and Policy (NIPFP)
Non –official Part time Director
Joint Ventures
NTPC, with a rich experience of engineering, constructing and operating over 26,000 MW of
thermal generating capacity, is the largest and one of the most efficient power companies in
India, having operations that match the global standards.

NTPC has identified Joint Ventures, strategic alliances as well as acquisitions and
diversifications as viable and desired options for its business development.

NTPC looks for opportunity to create such joint ventures and strategic alliances, in the entire
value chain of the power business. NTPC as a partner endows the Joint Venture Alliances with a
winning edge. Acquisitions and Diversifications in the areas related to the core business not only
ensure growth but also add to the robustness of the company. Diversification is carried out either
directly or through subsidiaries/JVs.

Joint Venture Partners

The following joint venture companies have been formed so far


(Incorporated in 1999 and formerly known as NTPC-ABB

OBJECTIVE Undertake Renovation & Modernisation of power

stations in India and other SAARC countries
S' EQUITY ALSTOM Power Generation AG : 50%


(Incorporated in 1996)
This JV has been promoted with Reliance Energy Limited (formerly
BSES Limited) a private sector Indian power company.

OBJECTIVE To undertake project construction, erection and

supervision in power sector and other sectors in India
and abroad



PTC(India) Ltd
(Incorporated in 1998)
This JV has been 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 and National Hydro Electric Power
Corporation Ltd. (NHPC), a Government owned hydro power utility.

OBJECTIVE To trade, import, export and purchase power from

identified power projects and sell it to identified

EQUITY Promoter’s Holding Non-Promoter’s Holding

ON NTPC: 5.28% A. Institutions
PGCIL: 5.28% Mutual Fund & UTI – 9.25%
PFC: 5.28% Banks & Financial Institutions
NHPC: 5.28% Insutance Cos – 9.18%
FIIs – 0.72%
B. Non-Institutions
Bodies Corporate(including DVC)-
Individuals(holding < Rs 1 Lac) –
Individuals(holding>Rs 1 Lac) –

C. Others
NRI – 0.36%
Trust & Foundation – 0.02%


NSPCL, the Joint Venture Company of NTPC and SAILwith 50:50

equity participation, BESCL(Bhilai Electric Supply Co. Pvt Ltd),
another JV Co. of NTPC and SAIL with 50:50 equity
participation.stood merged with NSPCL,w.e.f 2nd August 2006,as
per the scheme of Amalgamation approved by High Court of Delhi.
As a result of aforesaid merger of BESCL in NSPCL, all properties,
licenses, permissions, debt, liabilities etc. with respect to BESCL
now stand vested in NSPCL.

OBJECTIVE To supply power to the Bhilai, Durgapur and Rourkela

Steel Plant of Steel Authority of India Limited (SAIL)
from its Coal based power stations at Bhilai
(Chhattisgarh), 2x30MW+1X14MW, Durgapur (West
Bengal) 2x60MW and Rourkela (Orissa) 2x60 MW.

For the purpose of its business development, NSPCL is

carrying out the expansion of its installed capacity at
Bhilai, by setting up a 500MW (2x250MW) power


This JV was incorporated on 23rd May, 2003 with Tamil Nadu
Electricity Board, a State run Electricity Board in the State of Tamil
Nadu engaged in generation, transmission and distribution of

OBJECTIVE To set up a 1000 MW coal based power station at

Ennore in Tamil Nadu utilising the existing
infrastructure facility at Ennore and supply power
mainly to Tamil Nadu and the states of Kerala,
Karnataka and Pondicherry.





This JV was incorporated on with Bihar State Electricity Board, a
State run Electricity Board in the State of Bihar, engaged in
generation, transmission and distribution of electricity.

OBJECTIVE To take over Muzaffarpur Thermal Power Station

(2x110MW), a coal based power station at Kanti, for
carrying out restoration, R&M and supplying power
mainly to the state of Bihar.


S' EQUITY BSEB : 26-49%


Joint Venture Agreement was signed on 14.12.2006 among NTPC
Ltd,Indrapastha Power Generatuion Company Ltd.(IPGCL) and
Haryana Power Generation Company Ltd(HPGCL).The Company was
Incorporated on 21.12.2006.

OBJECTIVE To set up a coal-based power station of 1500MW

capacity in Distt. Jhajjar, Haryana, in joint venture
with IPGCL and HPGCL to supply power to Delhi and



Proposed Joint Ventures


The Joint Company ( a subsidiary of NTPC) has been incorporated
with Railways on 22.11.2007

OBJECTIVE To set up a 1000 MW coal based power station

as a mega project under captive status to meet
traction and non-traction power requirement of
Indian Railways.

EQUITY Railways – 26 %



OBJECTIVE To jointly undertake Development and O & M

of Coal Blocks(s) and Integrated Coal based
Power Projects in India and overseas.



The Joint Venture Company has been incorporated on 02.04.2008

OBJECTIVE To set up a 2X 660MW thermal Power Plant at

Meja, Distt. Allahabad in UP.




1.0 Transfer Agreement signed on 30.05.2007, with Govt. of Assam

and Assam Power Generation Corporation Ltd. for transfer of the
existing power plant and setting up of new 3x250MW coal based
power plant at Bongaigaon (Assam).

2.0 MOU signed amongst NTPC, Govt. of Bihar and BSEB on

14.10.2007 for setting up 3x660 MW at Nabinagar, Bihar. JVA
signed with BSEB on 14.02.2008.

3.0 MOU signed between NTPC and RINL (Rashtriya Ispat India Ltd.)
on 27.07.2007 at Vizag for setting up of around 150 MW Combined
Cycle power Plant, using Blast Furnace Gas as the fuel. NIT has
been floated by RINL.

4.0 A Business Collaboration and Share Holder’s Agreement has

been signed on 23.06.2007 amongst Govt. of Kerala, TELK and
NTPC to acquire around 44.6% stake of TELK, held by Govt. of

5.0 MOU signed between NTPC and ADB on 23.07.2007 for

Establishment of Power Generation Capacity of about 500 MW
through Renewable Energy Sources.

6.0 MOU signed amongst NTPC, RINL, SAIL, NMDC and CIL for
sourcing Coking coal and Thermal coal from abroad.

7.0 MOU signed with BHEL on 07.09.2007 for taking up EPC

contracts for Power Plants. Further a JVA has been signed with BHEL
on 17.12 2007, followed bysigning of a Supplementary agreement
on 11.01.2008, for activities related to carrying out EPC and
Manufacturing of equipments in field of power sector and
infrastructure projects.

8.0 MOU signed with BHARAT FORGE LIMITED on 08.02.2008, for

setting up a new facility to take up manufacture of castings,
forgings, fittings and high pressure piping required for Power and
other industries, Balance of Plant (BOP) equipment for the power
sector etc.


Business development through Acquisition serves both NTPC's own commercial interest as well
as the interest of the Indian economy

Taking over being a part of the acquisition process, is also an opportunity for NTPC to add to its
power generation capacity through minimal investment and very low gestation period. NTPC
has, over the years, acquired the following three power stations belonging to other utilities/SEBs
and has turned around each of them using its corporate abilities.




UP RajyaVidyut Utpadan
Nigam of Uttar Pradesh

4x60 MW + 2x110 MW TALCHER Orissa State Electricity



2000UP State Electricity Board

705MW Badarpur Thermal Power Central Electricity

Station Authority


To broad-base the business and also to ensure growth, diversification in the areas related to
NTPC's core business of power generation such as Hydro power, Distribution, Trading, Coal
mining, LNG etc. have been identified as priority areas.
A. Nuclear Power Generation

In line with its Corporate Plan, NTPC exploring foray into the field of Nuclear Power
Generation. NTPC is now planning to set up Nuclear Power Projects of about 2000MW by the
year 2017.

B. Vertical (Backward) Integration - Coal Mining And Lng Business:

Coal Mining
The policy changes in coal sector provide an opportunity to NTPC to enter captive coal mining
business. Production is expected by 2007 in one coal block already allotted in 2004 (Pakri
Barwadih in the state of Jharkhand). Six more blocks (~40MTPA) have been allotted to NTPC,
including two in JV with CIL.
Installed Capacity
An Overview

No Of Plants Capacity MW

NTPC Owned

Coal 15 23,895

Gas/Liquid Fuel 7 3,955

Total 22 27,850

Owned By JVs

Coal & Gas 4 2,044

Total 26 29,894

Regional Spread Of Generating Facilities

Region Coal Gas Total

Northern 7,035 2,312 9,347

Western 6,360 1,293 7,653

Southern 3,600 350 3,950

Eastern 6,900 - 6,900

JVs 5,64 1,480 2,044

Total 24,459 5,435 29,894

Project Profile

Coal Based Power Stations

Coal based State Capacity

1. Singrauli Uttar Pradesh 2,000

2. Korba Chattisgarh 2,100

3. Ramagundam Andhra Pradesh 2,600

4. Farakka West Bengal 1,600

5. Vindhyachal Madhya Pradesh 3,260

6. Rihand Uttar Pradesh 2,000

7. Kahalgaon Bihar 1,840

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 1,000

Total (Coal) 23,895


Gas/Liq. Fuel Based Power Stations

Gas based State Capacity

Anta Rajasthan 413

Auraiya Uttar Pradesh 652

Kawas Gujarat 645

Dadri Uttar Pradesh 817

Jhanor-Gandhar Gujarat 648

21 Rajiv Gandhi CCPP

Kerala 350
. Kayamkulam

22 Faridabad Haryana 430


Total (Gas) 3,955

Power Plants With Joint Ventures

State Fuel Capacity

23 Durgap
West Bengal Coal 120
. ur

24 Rourkel
Orissa Coal 120
. a

Bhilai Chhattisgarh Coal 324

RGPPL Maharastra Naptha/LNG 1,480

Total(JV) 2,044

Grand Total (Coal + Gas + JV) 29,894

New Capacities
The company has formulated a long term Corporate Plan for 15 years upto
2017. The Corporate Plan seeks to integrate the Company's vision, mission
and strategies for growth with the national plans and to provide the company
the cutting edge in the emerging competitive environment. NTPC is targeting
to become a 75,000 MW Plus company by 2017.
Capacity Under
Coal / Hydro State Fuel
1. Stage II (Phase I) (Phase Bihar Coal
2. Sipat (Stage I) Chhattisgarh Coal

3. Barh Bihar Coal 1980

Bhilai (Exp. Power
4. Chhattisgarh Coal 500
Project-JV with SAIL)
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) Coal 1000
Indira Gandhi STPP-JV
9. Haryana Coal 1500
Vallur (Stage-I)(Phase-I) -
10. Tamilnadu Coal 1000
JV with TNEB
Nabinagar TPP- JV with
11. Bihar Coal 1000
12. Bongaigaon TPP Assam Coal 750
13. Koldam (HEPP) Hydro 800
14. Loharinag Pala (HEPP) Uttarakhand Hydro 600
Tapovan Vishnugad
15. Uttarakhand Hydro 520
16. Mauda* Maharashtra Coal 1000
17. Barh-II ** Bihar Coal 1320
Total (Coal + Hydro) 16,180

* LOI placed. LOA to be placed shortly.

**LOA for SG placed. LOA for TG to be placed.
New Projects Being Pursued For Benefits Starting In The 11th Plan Capacity Addition For
Eleventh Plan And Beyond

In addition to the above on-going projects, proposals for a host of new power projects as given
below are being pursued for benefits starting in the 11th plan subject to timely linkages,

Sl. Capacity
Project/ State Fuel
No. (MW)
1. North Karanpura, Jharkhand 1980# Coal
2. Rihand - III 1000## Coal
3. Kawas-II CCPP, Gujarat@ 1300 Coal
4. Jhanor Gandhar-II CCPP, Gujarat@ 1300 Coal

@ These projects will be taken up after signing of Gas Sale Purchase Agreement.

# Unit II & Unit III (660 MW each) in XII Plan

## Unit II (500 MW) in XII Plan
Community Development
NTPC has been a committed and socially responsible corporate citizen since
its inception and formulated specific guidelines for the welfare of Project
Affected persons (PAPs) and community development in the neighborhood
villages around its power stations as early as 1980s. It is one of the first in
the corporate sector to formulate comprehensive resettlement and
rehabilitation policy for addressing the issue of PAPs.

The concept of Corporate Social Responsibility is deeply ingrained in NTPC.s

culture. NTPC's mission in the area of CSR is to "Be a socially responsible
corporate entity with thrust on environment protection, ash
utilization, community development, and energy conservation".

NTPC's approach towards CSR, further articulated in the corporate objectives

on sustainable power development, is as follows::

"To contribute to

• sustainable power development by discharging corporate

social responsibilities.
• lead the sector in the areas of resettlement and rehabilitation
and environment protection including effective ash-utilization,
peripheral development and energy conservation practices."

NTPC's fresh impetus on Community Development is reflected through

formulation of CSR-CD Policy, July 04, establishing NTPC foundation as a trust
and initiating scheme for economic self reliance of physically challenged
persons (PCP).

A member of Global Compact, a UN initiative launched by its Secretary

General Mr Kofi Annan. NTPC is committed to adhere to its ten principles in
the areas of Human Rights, Labour, Environment and Anti-corruption.
Resettlement & Rehabilition
The Social Commitment

NTPC believes in growth with a human face, and pursuing people-centred

development. NTPC is a socially committed organisation and a socially
responsible corporate citizen. It attaches great importance to discharging its
overall social responsibilities to the community and the society at large
where its projects and stations are located. In this regard Resettlement and
Rehabilitation (R&R) program becomes an area of sharp focus, a program
that addresses people affected directly or indirectly in the wake of the
projects undertaken by NTPC.

The Pioneer

Sensitive to the social issues since its inception, the organisation framed
guidelines for the facilities to be given to the land oustees in 1980 Building
on the earlier guidelines, a comprehensive R&R policy was formulated and
approved for implementation in May 1993. Based on its experiences and
good practices adopted at various projects since the implementation of the
1993 policy, as also taking into consideration the GO's recently notified
NPRR-2003, NTPC R&R policy has been revised in June 2005. The policy has
been arrived at after intense consultation with the stakeholders. Click here to
view the R&R policy.

The organisation was the first Public Sector Undertaking(PSU), and in that
way the pioneer, in having such a policy in 1993. International funding
agencies, as also the Government of India, recognise and acknowledge the
experiences gained by NTPC in this significant task.

The Comprehensive Policy Framework

The R&R policy aims at improving the overall economic status of Project
Affected Persons (PAPs). This is achieved by providing opportunities in the
fields of sustainable income, health, education, sanitation, communication
and other such areas. Community development activities are carried out in a
transparent and participative manner. Each program is based on the specific
local requirement and guided by the extensive Socio Economic Surveys
(SES). This helps meet the objective of ensuring that the Project Affected
Persons (PAPs) improve or at least regain their previous standard of living.
Efforts are made to adopt a holistic approach to community development.

• Developed alternate free house plot in resettlement colony with
necessary infrastructure facilities or provisions for self resettlement.
• Free transport arrangement for belongings and reusable material or
suitable transport grant.
• Infrastructure to be provided includes primary school, dispensary,
panchayat ghar, drinking water well/ hand pumps, WBM roads,
drainage, Sulabh Sauchalaya etc.
• Suitable Resettlement Grant etc.


• 'Land for land' on a 'willing buyer willing seller' basis

• Other rehabilitation options based on need and requirement
• Capacity Addition Programmes
• Suitable Rehabilitation Grants, Subsistance Allowance etc.
• Other innovative measures like incentivising purchase of land by the
landless etc.
• Additional Economic Opportunities as per need and requirement

The rehabilitation plans rest on the sound foundation of Socio economic

surveys (SES). Independent and reputed professional institutes conduct
these surveys. Surveys help assess the information on each PAP and chalk
out the Rehabilitation Action Plan (RAP). RAPs are prepared for new
expansion and green field projects The plans are finalised in a consultative
manner with the PAPs and the State administration and soon they translate
into viable projects. The plans primarily aim at resettling PAPs in
resettlement colonies, providing them infrastructure facilities and also ways
and means of rehabilitation.

The rehabilitation process is attuned to the local conditions and the needs of
the people. Facilitation for Land for Land on a 'willing buyer willing seller
basis' is the main focus for rehabilitation. The PAPs are encouraged to be
partners in the implementation of the project. With an eye on long-term
development, vocational training has been built into the rehabilitation
process. The plans are implemented within a definite time frame and a
specified budget.

There is sharp focus on all round socio economic development of the

community, which is why the efforts do not stop at the individual or family
level redressal but take a holistic approach. Improving the roads, health
care, education, vocational training, infrastructure development and sports
are major activities. Apart from that various welfare and cultural activities
are also taken up.
Raps Under Implementation

RAPs have been finalised for thirteen projects and are in various stages of
implementation viz.

1. Kayamkulam
2. Talcher Kaniha
3. Vindhyachal Ash Dyke
4. Korba Ash Dyke
5. Rihand Ash Dyke
6. Faridabad
7. Simhadri
8. Unchahar-II
9. Sipat
10. Anta-II
11. Auraiya-II
12. Kol Dam
13. Barh
14. Remedial Action Plan
15. Some Projects/Stations of NTPC were already fully or
substantially developed by the time the 1993R&R Policy was
adopted/implemented in 1993. In those projects/stations also, the
PAPs' Resettlement & Rehabilitation was taken care of and the
inputs/facilities etc. were provided for. However, to cope with its total
commitment to the well being of PAPs, the Company did a re-
assessment of the activities in the older projects/stations and carried
out a 'retrofit' R&R operation to bridge the gaps wherever they had
occurred. Retrofit SES for such 12 projects viz. Singrauli, Rihand-I,
Vindhyachal-I, Korba, Kawas, Gandhar, Farakka, Kahalgaon,
Ramagundam, Anta-I, Auraiya-I and NCPS Dadri have been carried out
and Remedial Actions Plans (ReAPs) prepared. These ReAPs were time
bound with a specified budget. All the 12 ReAPs have been completed
and are closed as on date
16. Implementation, Monitoring And Evaluation
17. Institutional Framework
18. R&R Group
19. Recognising the importance of sound institutional framework to
achieve the desired results NTPC has set up dedicated R&R groups.
The R&R groups operate at projects, Regional Headquarters and the
Corporate Centre. At the project level the group is responsible for
coordinating and implementing the R&R plans and activities. The
regional R&R groups are responsible for monitoring the progress of
implementation of R&R plans and follow up of the respective R&R
activities. At Corporate level, it oversees consistent application of
policies, its revision from time to time and facilitates the projects and
the regions in planning, scheduling ,budgeting and approval of RAPs
20. The right skill mix has also been provided by associating people
with social expertise and philanthropic thoughts, consultants,
facilitators, social scientists wherever and whenever such help was felt
necessary. Professional NGOs/CBOs capable of assisting self
employment have been engaged at times to achieve the desired
results depending upon the need and requirement. Encouragement
has been given for the formation of informal groups at project level
involving employees, their families, service groups etc to augment
organisational efforts for the socio economic development of the areas.
21. For effective participation, consultation and transparency with
the stakeholders in its activities, Public Information Centres (PICs) and
Village Development Advisory Committees (VDACs) have been set up
by the organisation. In addition to this, depending upon the need, the
programmes are carried out closely with the NGOs/CBOs. The
Grievance Redressal Mechanism for each project encourages PAPs to
approach them if dissatisfied with the arrangements.
22. In an endeavour to not just meet its promise but transcend,
innovative practices are used from time to time depending on the
project. Our personnel in-charge of R&R activities in the organisation
endeavour to not just meet the formal organisational commitments
made to the PAPs but go beyond them through the application of
innovative practices from time to time
23. Public Information Centre (PIC)

24. To disseminate information on the project, PICs at Corporate

Centre and the projects house an array of documents- survey reports,
action plans, land records, policy etc. The PAPs are able to glean
information on various facets of the project and also submit any query
or grievance.

Village Development Advisory Committee (VDAC)

VDACs facilitates finalisation and implementation of RAPs in a participative

manner. The representatives of PAPs, Gram Pradhan, Panchayat
representative, Block Development Officer, other representatives of State
Government NTPC and NGOs/CBOs, constitute it and meet regularly since
the formulation of RAP till completion and closure of RAPs at respective
Global Compact

Globalisation has brought significant advantages to countries and business

around the world but the benefits have spread unequally both within and
among countries.

While the rules favouring global market expansion have grown more robust,
the rules intended to promote equally valid social objectives viz. in the areas
of human rights, labour standards and environment lag behind and in some
cases actually have become weaker.

In order to promote Corporate Social Responsibility and citizenship in the

new global marketplace, UN Secretary General, Mr. Kofi Annan first proposed
the Global Compact at Davos in Jan'99. It was thus created to help
organisations redefine their strategies and course of actions so that all
people can share the benefits of globalisation, not just a fortunate few.

The Global Compact's operational phase was launched at UN Headquarters in

New York on 26 July 2000. and has since then focussed its efforts on
achieving practical results and fostering the engagement of business leaders
in the direction.

Through the power of collective action, the Global Compact seeks to promote
responsible corporate citizenship so that business can be part of the solution
to the challenges of globalisation. In this way, the private sector's in
partnership with other social actor's can help realize the Secretary-Generals
vision: a more sustainable and inclusive global economy.

The Global Compact is a network. At its core are the Global Compact Office
and six UN agencies:

• Office of the High Commissioner for Human Rights;

• United Nations Environment Programme;
• International Labour Organization;
• United Nations Development Programme;
• United Nations Industrial Development Organization; and
• United Nations Office on Drugs and Crime.

The Global Compact involves all the relevant social actors: governments,
who defined the principles on which the initiative is based; companies,
whose actions it seeks to influence; labour, in whose hands the concrete
process of global production takes place; civil society organizations,
representing the wider community of stakeholders; and The United Nations,
the world's only truly global political forum, as an authoritative convener and

The Ten Principles of Global Compact

The Global Compact's ten principles in the areas of human rights, labour, the
environment and anti-corruption enjoy universal consensus and are derived

• The Universal Declaration of Human Rights

• The International Labour Organization's Declaration on Fundamental
Principles and Rights at Work
• The Rio Declaration on Environment and Development
• The United Nations Convention Against Corruption

The Global Compact asks companies to embrace, support and enact, within
their sphere of influence, a set of core values in the areas of human rights,
labour standards, the environment, and anti-corruption:

Human Rights

• Principle 1 : Business should support and respect the protection of

internationally proclaimed human rights; and
• Principle 2 : Make sure that they are not complicit in human rights


• Principle 3 : Business should uphold the freedom of association and the

effective recognition of the right to collective bargaining;
• Principle 4 : The elimination of all forms of forced and compulsory
• Principle 5 : The effective abolition of child labour; and
• Principle 6 : The elimination of discrimination in respect of employment
and occupation.


• Principle 7 : Business should support a precautionary approach to

environmental challenges;
• Principle 8 : Undertake initiatives to promote greater environmental
responsibility; and
• Principle 9 : Encourage the development and diffusion of
environmentally friendly technologies.

• Principle 10 : Business should work against corruption in all its forms,
including extortion and bribery.

Participation By NTPC

Due to keenness of UN that this movement takes root in India, some business leaders took the
initiative and organised a meeting of select business leaders in Mumbai in Dec' 2000. NTPC as a
prominent business and community leader in the power sector was also invited to the meeting
and thus engage/associate itself with Global Compact.

Following this meeting which was attended by CMD NTPC, NTPC agreed to be associated with
the Global Compact. In his letter in May 2001 CMD addressed to Mr. Kofi Annan, Secretary
General, UN formally expressed its support for the Global Compact and its commitment to take
action in this regard.

NTPC expresses its continued support for the Global Compact and its commitment to take
action in this regard. The principles of GC are regularly communicated to all employees
through in-house magazines, internal training programmes and posters.

NTPC along with major corporate in India took the lead and founded Global Compact Society of
India in the year 2003. Further, NTPC as founder member of Global Compact Society took the
lead for organizing the 1st national convention on .Excellence in Corporate Citizenship and
Global Compact's on 27th July 2004 at New Delhi.

UNGC - Communications On Progress (2006-07)

NTPC expresses its continued support for the Global Compact and its
commitment to take action in this regard, as was communicated by the
Chairman & Managing Director, NTPC in his letter dated May 29, 2001
addressed to Secretary General, United Nations.


NTPC has posted the brief of Global Compact and its commitment to the
principles of GC on its website at The principles of GC
were also communicated to all employees through in - house magazines,
internal training programmes and posters. Director (HR) of NTPC has been
nominated as Vice President, Northern Region for Global Compact Society,

Human Rights: Principle 1-2

Most of NTPC's operating power stations are located in remote rural areas which are socio-
economically backward and deficient in the basic civic amenities. NTPC, as responsible
corporate citizen has been addressing the issue of community development is the neighbourhood
areas of its stations, which had been impacted due to establishment of the project.

While, this has been initially administered as part of resettlement and rehabilitation effort, NTPC
recognized its social responsibility to continue community and peripheral development works
where the same has been closed under R&R policy. Towards this, NTPC during 2004-05 adopted
'Corporate Social Responsibility'Community Development (CSR-CD) Policy, July 04.

Under this policy, during 2006-07, NTPC allocated a fund of Rs.62.049 million to 20 operating
stations for carrying out comprehensive Community Development work in the area of health,
education, drinking water and peripheral development. In addition, Quality Circles (QCs) have
been started in neighborhood villages of 10 stations. The NTPC employees participate in various
CD activities through Employee Voluntary Organization for Initiative in Community
Empowerment (EVOICE).

NTPC also recognizes that generation of power is key to development, particularly in the remote
and far-flung places where the power is either not available or is in acute shortage. The
Decentralized Distributed Generation and Supply (DDGS) of power is a plausible solution.
Under its CD initiatives, NTPC supported for preparation of 45 Detailed Project Reports (DPRs),
for insurance of the commissioned DG projects and for bridging the gap between the total project
cost and the grant received from external funding agencies in respect of 11 Distributed
Generation (DG) Projects.

NTPC supported various Institutions/ Bodies and undertook initiatives for major activities as
detailed below:

i. In Uttarakhand, NTPC is committed to provide support for setting up a

technical polytechnic at Kaladungi, Dist. Nainital.
ii. In Kerala, NTPC has committed to provide support to Allapuzha medical
College Hospital for one dialysis machine. The hospital will provide free
medical facilities to the economically under privileged patients.
iii. In Orissa, NTPC has taken up Developmental works for Car parking,
Water tanks and Lighting of approach road for Shree Jagannath
Temple, Puri, a renowned cultural heritage site.
iv. Further in the field of Health, NTPC has committed to provide support
to Hyderabad Eye Research Foundation for three specialized Eye
Centers at Bhubneswar Eye Hospital, Bhubneswar, Orissa. These
Centers will provide free medical facilities to the economically under
privileged patients.
v. NTPC has also committed support to Centre of the Study of Values,
Udaipur for assistance in self reliance for 200 tribal girls/ women in
tribal area of Jhamar Kotra in Udaipur District, Rajasthan.
vi. NTPC supported and participated in the "Ability Mela" organized by
Business & Community Foundation, Delhi for the benefit of Persons
with Disability.

Labour Standard: Principle 3-6

For addressing the issue of labour standard in comprehensive manner, NTPC

has decided to adopt international standards like SA-8000 and OHSAS-

During the year 2006-07, two of the NTPC stations viz Unchahar and
Vindhyachal received SA-8000 accreditation. Anta, Auraiya, Badarpur,
Faridabad, Kayamkulam, NCPP Dadri, Ramagundam, Simhadri, Talcher-
Thermal and Tanda are already accredited in the previous years.

All the 20 operating Stations of NTPC have already obtained accreditation

under OHSAS 18001. During 2006-07 seven stations viz. Anta, Kahalgaon,
Kayamkulam, Korba, Ramagundam, Simhadri, and Singrauli have been re-
certified under OHSAS 18001. Surveillance audits were conducted for OHSAS
18001 for all other stations.

Environment: Principle 7-9

Towards its commitment to environment NTPC has decided to adopt ISO-

14001 and all its 20 operating stations have obtained accreditation for ISO-

During the year 2006-07, six stations viz. Kayamkulam, Korba,

Ramagundam, Simhadri, Singrauli and Tanda stations have been re-certified
under ISO 14001. Surveillance audits were conducted for ISO-14001 for all
other stations.

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