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Bachelor of Business Administration (BBA) To Guru Gobind Singh Indraprastha University, Delhi
Institute of Information Technology & Management, New Delhi – 110058
Before starting a reach out to the innards of the project work, as a part of my Appreciativeness-interlaid, I would like to highlight the names of certain people, who not only lent a helping hand in attaining a plurality of practical exposure, but bailed me out of hardship as and when I encountered it. I would like to express my whole gratitude to my faculty guide Ms. ____________ and my company guide Ms. ____________, Manager (HR) of NTPC for providing me with ample opportunity to learn about the organization and for guiding me throughout the project. I fill highly delighted in mentioning the name of my friends and last but not the least thanking to my parents for providing me the entire emotional and-moral backup without support and encouragement of them this project would have not been completed. Lastly I would like to thank all NTPC employees for their cooperation for giving their precious time. I hope that the project would be a great event to boost the hierarchy of my academic career.
TABLE OF CONTENTS
S. NO 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Certificate Acknowledgement List of Tables List of Figures List of Symbols
List of Abbreviations Chapter-1 Profile of the Company Chapter-2 SWOT analysis of the Company Chapter-3 Analysis of the Financial reports of the Company Chapter-4 Lessons Learnt Suggestions Bibliography Appendices
39 41 42 43
LIST OF TABLES
TABLE NO. 1 2 3 4 5 6 7 8 9 10 11 12 Current Ratio Liquid Ratio Net Profit Ratio Earning Per Share
Fixed Assets Turnover Ratio Current Assets Turnover Ratio Balance Sheet of NTPC (2009-2010) Balance Sheet of NTPC (2010-2011) Profit and Loss Statement of NTPC (20092010) Profit and Loss Statement of NTPC (20102011) Cash Flow Statement of NTPC (2009-2010) Cash Flow Statement of NTPC (2010-2011)
LIST OF FIGURES
FIGURE NO. 1 2 3 4 5 6 7 8 9
TITLE Growth of NTPC Installed Capacity and Generation Contribution of NTPC in India’s Total Power Generation Organizational Structure of NTPC Current Ratio Liquid Ratio Net Profit Ratio Earning Per Share Fixed Assets Turnover Ratio Current Assets Turnover Ratio
LIST OF SYMBOLS
S No. 1 2 3 4 5
SYMBOL # = / × %
MEANING Rank Equals to Division Multiplication Percentage
LIST OF ABBREVIATIONS
S No. 1 2
ABBRIVIATED NAME kWh MW
FULL NAME KILOWATT HOUR MEGA WATT
CHAPTER-1 1. NAME AND ADDRESS OF THE COMPANY
NTPC Limited NTPC Bhawan, SCOPE Complex, Institutional Area, Lodhi Road, New Delhi – 110003 EPABX BOARD NOS.: 91 11 24360100, 24387000, 24387001 FAX NO.: 91 11 24361018 EMAIL: email@example.com Website: www.ntpc.co.in
2. OVERVIEW OF THE ORGANIZATION
1. India‟s 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 341st in the „2010, Forbes Global 2000‟ ranking of the World‟s biggest companies. NTPC became a Maharatna company in May, 2010, one of the only four companies to be awarded this status. 2. The total installed capacity of the company is 34,194 MW (including JVs) with 15 coal based and 7 gas based stations, located across the country. In addition under JVs, 5 stations are coal based & another station uses naphtha/LNG as fuel. The company has set a target to have an installed power generating capacity of 1,28,000 MW by the year 2032. The capacity will have a diversified fuel mix comprising 56% coal, 16% Gas, 11% Nuclear and 17% Renewable Energy Sources(RES) including hydro. By 2032, non-fossil fuel based generation capacity shall make up nearly 28% of NTPC‟s portfolio.
3. NTPC has been operating its plants at high efficiency levels. Although the company has 17.75% of the total national capacity, it contributes 27.40% of total power generation due to its focus on high efficiency.
Figure No.-1: Growth of NTPC Installed Capacity and Generation 4. 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. In February 2010, the Shareholding of Government of India was reduced from 89.5% to 84.5% through Further Public Offer. The rest is held by Institutional Investors and the Public.
Figure No.-2: Contribution of NTPC in India‟s Total Power Generation 5. At NTPC, People before Plant Load Factor is the mantra that guides all HR related policies. NTPC has been awarded No.1, Best Workplace in India among large organizations and the best PSU for the year 2010, by the Great Places to Work Institute, India Chapter in collaboration with The Economic Times.
3. VISION AND MISSION
VISION AND MISSION VISION
“To be the world‟s largest and best power producer, powering India‟s growth.”
“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.” NTPC has always believed in achieving organizational excellence through human resources and follows ‘People First’ approach to leverage the potential of its over 24000 employees. Professional training programs, recognition system and skill enhancement initiatives make NTPC a learning organization and one of the „great places to work for‟ in the country. NTPC is a preferred employer, workplace and has the distinction of being a part of the best workplaces list continuously for the last five studies. Core Values – BCOMIT
Business Ethics Customer Focus Organizational & Professional Pride Mutual Respect & Trust Innovation & Speed Total Quality for Excellence
4. PRODUCT RANGE, SIZE, MARKET SHARE AND POSITION OF THE COMPANY IN THE INDUSTRY
NTPC: Powering million smiles The Company generates electricity that lights homes, brightens villages, irrigates fields, powers businesses and moves the railways. With pan-India presence and perspective, the company is supplying power through its large and efficient fleet of power generating stations with total capacity of 30644 MW. It has 22 stations, consisting of 112 units if different sizes, vintage and technologies but all have one common feature, that of generating power of high efficiency levels. The Company stations and projects are located in 16 states and the union territory of Delhi. It supplies power to 24 states and 5 union territories. After the completion of its Bongaigaon Thermal Power Project in Assam, it will be supplying power to all 28 states of India. The Company has 5 subsidiaries and 15 joint ventures which strengthen its business model aimed at related diversification and integration along the energy-value-chain as an effective growth strategy.
NTPC: GLOBALLY COMPARABLE SIZE AND STATURE
The Company‟s stature is clearly captured by the fact of its having been ranked a. # 1 Independent Power Producer (IPP) in Asia in 2008 in Platts, a division of the McGraw-Hill Group. b. # in the Forbes Global List of world‟s largest Companies published the year 2009, rising 94 notches from #411 in 2008. c. #126 in the world on the basis of market capital in Forbes Global 2000 list published in the year 2009. NTPC is the third largest Indian Company with market capitalization of Rs. 1750 billion as on 31st August 2009.
According to a Global benchmarking study 25 largest power generation companies in the world, NTPC is: a. The highest in the world in terms of capacity utilization calculated as total generation (kWh) by capacity (MW) during 2008-2009. b. The largest power generation company in Asia and the 7th largest in the world in terms of market capitalization as on 31st August 2009. c. 3rd largest in Asia and 10th largest in the world in the electricity output in 2008-2009.
5. The people and their level with whom I have interacted during the summer training are:
a. Ms. Harleen Sachdeva (HR Manager) b. Mr. Kanhaiya Jee (HR Manager)
6. SOURCES OF DATA COLLECTION The data were collected by the Sources like:a. NTPC Magazines b. NTPC Website
7. ORGANISATIONAL STRUCTURE OF NTPC Figure no.-3: Organizational Structure of NTPC
SWOT ANALYSIS OF THE COMPANY
KNOWLEDGE MENTAL PORTAL In NTPC, sharing knowledge among peer groups and dedicated task forces have been a part of work culture. They seek to ensure that the domain knowledge acquired by the members of the NTPC team resides in the organization for use by the organization. They have formalized the system of capturing and disseminating knowledge, experience and learning of the individual and the groups for the whole organization through a portal based Knowledge Management System. This system is powered by the ERP system which is already been implemented in the NTPC. Through this IT enabled system, employees located at various offices can upload their experience and learning, which can be accessed by anybody in the organization. This system also facilitates collaboration and discussion among peers located at distant places for exchange of ideas about any issue or problem. In the long run, this system will turn out to be a knowledge bank for the organization, with potential to provide in-house solutions for most of the problems.
LIVERAGING COMBINED EXPERTISE AND TEAM WORK OF OVER 24,000 POWER PROFESSIONALS One of the most important factors distinguishing NTPC from other enterprises is the extra-ordinary talent and commitment of our people. The experience and expertise of the TEAM-NTPC is widely acknowledged. The professionals of NTPC are known for their domain expertise and commercial orientation.
Attracting Talent: The Company is imparting special focus to attracting new talent, especially young engineers and managers in order to execute its growth and diversification plans. Besides continuing with its rigorous examination system for
recruiting Executive Trainees, your company has been going to IITs, NITs and IIMs for selecting young talent to enrich its employee base. We are building teams for the future.
Developing Talent and Strengthening Culture: Developing and updating skills on a continuous basis is being given thrust along with ensuring good quality of life. The Company provides excellent opportunities for acquiring higher educational qualifications like M.Tech and MBA to employees in collaboration with the best academic institutions in the country. The focus on training and development for grooming young engineers as power professionals and for retaining the skill edge of the senior executives is comparable with the best anywhere. The Company provides unmatched range of opportunities for gaining professional and technical experience to the members of „Team NTPC‟. Members of „Team NTPC‟ demonstrate very high level of „organizational pride‟ which is one of the Core Values espoused by the Company.
Best Employer: The Company has been acknowledged as one of the best employer brands. It has been consistently ranked among the best employers in various prestigious surveys. It provides monetary and non-monetary incentives to attract and retain talent and keep the morale and motivation levels high among the members of Team-NTPC. The Company has been ranked as number ONE in the special category “Best Workplaces for Large Organizations” in “Great Places to Work 2009” Survey by Great Places to Work Institute‟s India chapter in collaboration with the Economic Times. Leadership Assessment and Development System (LEADS): With a view to developing a pipeline of leaders for key leadership positions in the company, an initiative named LEADS has been launched. A Leadership Development Centre (LDC) at corporate center is to formulate the process of identifying and grooming potential leaders. Detailed Individual Development Plans (IDP) will be rolled out for execution and monitored. Covering middle level executives and general managers, this system will help in the creation of adequate bench strength for key leadership positions. High Productivity of Team-NTPC: The effectiveness of the Company‟s HR initiatives is seen in the continuous improvement in its manpower productivity. During the period 2004-05 to 2008-09, sales per employee increased from Rs. 10.9 million to Rs. 17.7 million, profit per employee increased from Rs. 2.7
million to Rs. 3.5 million, value added per employee increased from Rs. 4.1 million to Rs. 5.9 million and the man:MW ratio improved from 0.91 to 0.85. In fact, the Company is targeting to have a Man:MW ratio of 0.46 by 2017.
COMMITMENT TO STAKEHOLDERS NTPC committed to create maximum value for all our stakeholders in a sustained manner. They are extremely indebted to the Prime Minister‟s Office and the Planning Commission of India for sustained guidance and support they have been receiving on important issues. They are grateful to the Ministry of Power for their invaluable guidance and strong support. They are thankful to the Ministry of Finance, the Ministry of Environment & Forest, the Ministry of Coal, the Ministry of Railways, the Ministry of Petroleum & Natural Gas, the Ministry of Commerce, the Ministry of Heavy Industries including the Department of Public Enterprises and State Governments and other agencies and authorities for their help to NTPC. We are grateful to the Central Electricity Regulatory Commission (CERC), the Appellate Tribunal for Electricity and Central Electricity Authority (CEA) for their guidance to your Company. We are grateful to the Statutory Auditors and to the Comptroller & Auditor General for their observations and suggestions. We are thankful to the bankers, investors, State utilities and other customers and vendors for their unstinted support as partners in our progress. Team NTPC is committed to place the Company among the greatest enterprises in the world.
The Company is gearing up to be future-ready with a new corporate plan of becoming the most valuable company in the country, one of the largest integrated power majors in the world and a leader in GREEN POWER by the year 2032.
The Company is powering million smiles. The Company is powering India‟s growth. The Company believes in touching the lives of the people. The Company believes in caring for the planet. The Company aspires to make India proud in the global energy fraternity. The Company has been acknowledged to be a „potential force for change in India‟. With the strength of our collective aspirations and efforts, we resolve to change the energy landscape of the country. We resolve to emerge on the global horizon as a „model energy company‟, maximizing value for all the stakeholders.
Significance of Ratio Analysis: 1. Helpful in analyzing financial statements: Ratios are the most important tools of financial analysis. Liquidity ratios, profitability ratios, activity ratios and long-term solvency ratios are calculated to analyze financial statements for different users. 2. Helpful in simplifying accounting data: Accounting ratios help in simplifying complex accounting data in simplified, summarized and systematic manner. Accounting figures in term of rupees, i.e., absolute amounts such as Rs. 5 lakh profit, Rs. 20 lakh sales and Rs. 50 lakh capital employed are not of much use. But they become important and meaningful when some relationship is established between the two, i.e., ratio of profit and sales, profit and capital employed etc. 3. Helpful to judge operating efficiency: Ratio analysis is very useful to judge operating efficiency of an enterprise by relating the profit figure to the capital employed for a given period. Thus, different accounting ratios are calculated to calculate liquidity, profitability, solvency and operating efficiency of an enterprise. 4. Helpful in financial forecasting and planning: Accounting ratios of a firm when calculated and tabulated for a number of years, help the users of
financial information to determine the future results of the business. These trend values help to make forecasts about the future growth of the firm.
5. Helpful in interfirm and intrafirm relationships: Interfirm comparison of financial position can be made by calculating accounting ratios for different firms in the same industry. Similarly, accounting ratios of an enterprise may be calculated for different years to compare financial position over different accounting years. Financial ratio analysis is conducted by four groups of analysts: 1. Managers 2. Equity investors 3. Long-term creditors 4. Short-term creditors Various types of accounting ratios according to functions: 1. Liquidity ratio 2. Long-term solvency ratios 3. Turnover or activity ratios 4. Profitability ratios
4. Liquidity Ratios: Ratios that help determine the liquidity position of the enterprise with regard to its ability to short-term creditors and liabilities as and when due, are known as liquidity ratios. Current ratio and quick ratios are the two important ratios used to determine the liquidity of a firm. Significance: a. Liquidity ratios are calculated to judge the ability of the enterprise to pay it short-term obligations or commitments as and when due. b. It is calculated to assess short-term financial position of the firm. 2. Solvency Ratios: Solvency ratios are measure of long-term financial solvency of the firm in term of its ability to long-term obligations such as debentures and long term loans as when due. Significance: a. It reveals the composition of total long term capital and compare the share holder‟s funds to total assets. b. It is beneficial in trading on equity.
5. Profitability Ratios: Profit earning is the main objective of each business concern. In fact, Efficiency of a business is measured in terms of profits. Thus, Profitability ratios are computed to analyze the earning capacity of a business which is the outcome of utilization of capital employed in the business. There is a close relationship between the profit and the capital employed. 4, Activity Ratios: Activity Ratios measure how the firm employees its resources. These ratios are also called as turnover ratios which involve comparison between the level of sales and investment in various accounts. Activity ratios are used to measure the speed at which various elements can be converted into sales or cash.
CURRENT RATIO = CURRENT ASSETS / CURRENT LIABLITIES (NOTE – ALL TERMS ARE IN RUPEES MILLION) Current Assets (2009) = 240786 Current Liabilities (2009) =74391 Current Assets (2010) =253026 Current Liabilities (2010) =76876 Current Assets (2011) =287955 Current Liabilities (2011) =103205 SO, Current Ratio (2009) = 240786 / 74391 = 3.236 Current Ratio (2010) = 253026 / 76876 = 3.291 Current Ratio (2011) = 287955 / 103205 = 2.790 Year 2009 2010 2011 Current Assets 240786 253026 287955 Current Liabilities Current Ratio 74391 76876 103205 Table no. 1 3.236 3.291 2.790
300000 250000 200000 150000 100000 50000 0 Cuurent Assets Current Liabilities Current Ratio
2009 2010 2011
Figure no. 4 : Current Ratio
Current Ratio of NTPC is increasing in year 2010 and then decreasing in the year 2011, which implies fall in the Current Assets of the company in the yr 2011 which is not beneficial for any organization.
LIQUID RATIO = LIQUID ASSETS / CURRENT LIABLITIES (NOTE – ALL TERMS ARE IN RUPEES MILLION) Liquid Assets (2009) = 208352 Current Liabilities (2009) =74391 Liquid Assets (2010) =219549 Current Liabilities (2010) =76876 Liquid Assets (2011) =251564 Current Liabilities (2011) =103205 SO, Liquid Ratio (2009) = 208352 / 74391 = 2.80 Liquid Ratio (2010) = 219549 / 76876 = 2.85 Liquid Ratio (2011) = 219549 / 103205 = 2.43 Year 2009 2010 2011 Liquid Assets 208352 219549 251564 Current Liabilities Liquid Ratio 74391 76876 103205 Table no. 2 2.80 2.85 2.43
300000 250000 200000
100000 50000 0 Liquid Assets Current Liab. Liquid Ratio
Figure no. 5 : Liquid Ratio
Liquid Ratio of NTPC is increasing in year 2010 and then decreasing in the year 2011, which implies fall in the Liquid Assets of the company in the yr 2011 which is not beneficial for any organization.
NET PROFIT RATIO = NET PROFIT × 100 / NET SALES (NOTE – ALL TERMS ARE IN RUPEES MILLION) Net Sales (2009) = 419239 Net Profit (2009) = 11582 Net Sales (2010) = 463226 Net Profit (2010) = 21573 Net Sales (2011) = 548740 Net Profit (2011) = 29470 SO, Net Profit Ratio (2009) = 36.20% Net Profit Ratio (2010) = 21.47% Net Profit Ratio (2011) = 18.62% Year 2009 2010 2011 Net Sales 419239 463226 548740 Net Profit 11582 21573 29470 Table no. 3 Net Profit Ratio 36.20% 21.47% 18.62%
600000 500000 400000
100000 0 Net Sales Net Profit NPR(%)
Figure no. 6 : Net Profit Ratio Net Profit Ratio of NTPC is decreasing in year 2010 and then decreasing again in the year 2011, which implies less profit of the company in the yr 2010 and 2011 which is not beneficial for any organization.
EARNING PER SHARE = NET PROFIT AFTER INTEREST AND TAXES / NUMBER OF EQUITY SHARES (NOTE – ALL TERMS ARE IN RUPEES MILLION) NET PROFIT AFTER INTEREST AND TAXES (2009) = 83474 NUMBER OF EQUITY SHARES (2009) = 8245 NET PROFIT AFTER INTEREST AND TAXES (2010) = 89433 NUMBER OF EQUITY SHARES (2010) = 8245 NET PROFIT AFTER INTEREST AND TAXES (2011) = 93822 NUMBER OF EQUITY SHARES (2011) = 8245 SO, EARNING PER SHARE (2009) = 10.12 EARNING PER SHARE (2010) = 10.85 EARNING PER SHARE (2011) = 11.38 Year 2009 2010 2011 NPAIT 83474 89433 93822 No. of Eq. Sh. 8245 8245 8245 Table no. 4 EPS 10.12 10.85 11.38
100000 80000 60000 40000 20000 0
2009 2010 2011
No. of eq. sh.
Figure no. 7: Earning Per Share Earning Per Share of NTPC is increasing in year 2010 and then increasing again in the year 2011, which is beneficial for any organization.
FIXED ASSETS TURNOVER RATIO = NET SALES / FIXED ASSETS (NOTE – ALL TERMS ARE IN RUPEES MILLION) Net Sales (2009) = 419239 Fixed Assets (2009) =593426 Net Sales (2010) = 463226 Fixed Assets (2010) = 668656 Net Sales (2011) = 548740 Fixed Assets (2011) = 775066 SO, FIXED ASSETS TURNOVER RATIO (2009) = 0.709 FIXED ASSETS TURNOVER RATIO (2010) = 0.692 FIXED ASSETS TURNOVER RATIO (2011) = 0.708 Year 2009 2010 2011 Net Sales 419239 463226 548740 Fixed Assets 593426 668656 775066 Table no. 5 FATR 0.709 0.692 0.708
800000 700000 600000 500000 400000 300000 200000 100000 0 Net Sales Fixed Assets FATR
2009 2010 2011
Figure no. 8 : Fixed Assets Turnover Ratio Fixed Assets Turnover Ratio of NTPC is decreasing in year 2010 and then increasing in the year 2011 but it is lesser than the year 2009. Fall in the FATR is not beneficial for any organization.
CURRENT ASSETS TURNOVER RATIO = NET SALES / CURRENT ASSETS (NOTE – ALL TERMS ARE IN RUPEES MILLION) Net Sales (2009) = 419239 Current Assets (2009) =240786 Net Sales (2010) = 463226 Current Assets (2010) = 253026 Net Sales (2011) = 548740 Current Assets (2011) = 287995 SO, CURRENT ASSETS TURNOVER RATIO (2009) = 1.74 CURRENT ASSETS TURNOVER RATIO (2010) = 1.83 CURRENT ASSETS TURNOVER RATIO (2011) = 1.90 Year 2009 2010 2011 Net Sales 419239 463226 548740 Current Assets 240786 253026 287995 Table no. 6 CATR 1.74 1.83 1.90
300000 200000 100000 0 Net Sales CA CATR
Figure no. 9 : Current Assets Turnover Ratio Current Assets Turnover Ratio of NTPC is increasing in year 2010 and then increasing again in the year 2011 which is beneficial for any organization.
During my Training Session I have learnt following things: FIELD MARKETING MEETING AT SALES CALL CONVINCING TECHNIQUES COMPLETION OF DOCUMENTS As a relationship executive, I had to meet clients and had to understand their requirements and then market my product as per the situation and criteria and methodologies used in descriptive ways; Converting the leads given to me by the Tele-callers; Meeting with the clients explaining them about Outlook product; Answering the customer queries. Marketing of various Outlook magazines, Report on customer requirement on daily basis. Preparation of customer‟s feedback report about the services provided by NTPC. This training has been a good learning experience, where I could understand the realities of the corporate world. Real exposure to the corporate world, which helped me a lot in understanding the mind set of executives to a certain extent Learned about customer requirements, customer mind set how to convince others. It helped me in improving my communication skills, presentation skills and how to behave in front of executives. I used to come across different types of customers, which increased my confidence level.
When I joined NTPC as a Management trainee, that time I really didn‟t have the idea regarding market. I learned here how to convince client, how to talk to client and all marketing tricks and tips that are given by MD (Managing Director) though I came to know what really marketing is? While the job is very difficult for me because for the first time I was doing that type of work but in some time I got habituated with that kind of environment. I got so much of confidence and experience by working (in marketing field) and other activities I have learnt. I learned how to present in front of the customers. I am able to relate what I have studied in college with practical experience. It helped me in improving my communication skills. I am able to understand consumer buying behavior and their way of thinking, choice and preferences. I am able to understand about products, services and the relevant field very well. I have learned how to motivate Dealers and Customers for the profit maximization of the Organization.
I will suggest other students to work in NTPC because NTPC have a good working environment. All the staff members are very supporting and helpful.
1. http://www.ntpc.co.in/images/content/investors/Chairman_Statement_2008-09.pdf 2. http://www.ntpc.co.in/index.php?option=com_content&view=article&id=12&Itemid=72&la
These links are opened 08:00 PM, 20th July 2011 onwards.
1. BALANCE SHEETS OF NTPC OF YEARS 2009-2011 2. PROFIT AND LOSS STATEMENTS OF NTPC OF YEARS 2009-2011 3. CASH FLOW STATEMENTS OF NTPC OF YEARS 2009-2011
Table no.-7: Balance Sheet of NTPC (2009-2010)
Table no.-8: Balance Sheet of NTPC (2010-2011)
Table no.-9: Profit and Loss Statement of NTPC (2009-2010)
Table no.-10: Profit and Loss Statement of NTPC (2010-2011)
Table no.-11: Cash Flow Statement of NTPC (2009-2010)
Table no.-12: Cash Flow Statement of NTPC (2010-2011)