Part II:

Introduction of Organization

1
 Introduction of Organization

National Thermal Power Corporation Limited (NTPC) is the largest thermal power
generating
company of India. It was incorporated in the year 1975 with the objective of
planning,
promoting and organizing an integrated development of thermal power in the country.
NTPC is
a public sector company wholly owned by Govt. of India. Today NTPC has power
generating
capacity in all the four major power regions of the country.

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 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

2
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 of1, 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.

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.

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.

3
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 2018, by the Great Places to Work Institute, India Chapter in
collaboration with The Economic Times.

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

culture.
Through its expansive CSR initiatives, NTPC strives to develop mutual trust with
the
communities that surround its power stations.

4
 NTPC Limited has been ranked top awardees for MoU Award for. Excellence in
Performance, instituted by DPE, consecutively for two years 2004-05 and 2005-06
with
'Excellent' rating. Dr. Manmohan Singh, Hon'ble Prime Minister of India presented
the MoU
Awards to Shri T.

Sankaralingam, CMD, NTPC Ltd.

5
NTPC POWER STATION

6
Market Share

The present commissioned capacity of NTPC is 19,435 MW. NTPC’s share on 31 st

March'2017
in the total installed capacity of the country is 19.3%. It contributed 26% in the
total power
generation of the country during 2016-2017.

The approved capacity 22955 MW consisting of 13 coal stations and 7 gas / liquid -
fuel
combined cycle power plants. NTPC is also managing Badarpur thermal power station
(705MW) of Government of India and Balco Captive Power
Plant
(270 MW). 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.
Recognizing it’s excellent past performance and its vast potential, the Govt. of
the India has
identified NTPC as one of the 'Navratnas'- a potential global giant.

7
ORGANIZATION CHART

8
5 "S" for the company

5"S" is a Japanese term for organization neatness, cleanliness, standardization and

discipline.
All these words start with the letter’s which
Are:
1. Seri – Stands for Organization
2. Seaton – Stands for Neatness
3. Seiko – Stands for Cleanliness
4. Seekers – Stands for Standardization
5. Shinseki – Stands for Discipline

Business Ethics
Customer Focus
Organizational & professional Pride
Mutual Respect and Trust
Innovation and Speed
Total Quality for Excellence

These all words are from Japanese language stands for the steps taken for ensuring
proper
organization neatness, cleanliness, standardization and discipline in company’s
housekeeping
and work place management practices. employee’s development Centre of NTPC at
Kahalgaon plays a vital role in The development of Human Resource of the
organization. For
the purpose Of Human development, a training Institute has been developed for
Imparting self
developments programs and improving professional skill of The employees. Suggestion
Schemes, Quality Circle and Professional Circle have been formed in most of the
departments
to strive for all round Development. Its role is becoming more important in the
context of
Challenges emerging in the competitive environment of the power industry. Regular
training
programme are conducted at employees development Centre for improvement in
knowledge
and development of skill, behavior And attitude of the employee of all levels. And
also it
works for the welfare Of the employees in deferent regions for their betterment and
career

9
Globalization of NTPC Ltd:

Globalization 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
favoring global market expansion have grown more robust, The rules intended to
promote
equally valid social objectives viz. in the Areas of human rights, labor 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 organizations redefine their
strategies and course
of actions so that all people can share the benefits of globalization, 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 focused 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
globalization. In this way, the private sector – In partnership with other social
actors – can
help realize the Secretary- General’s vision: a more sustainable and inclusive
global economy.

The Global Compact is a network. At its core is the Global Compact Office and six
UN
agencies: Office of the High Commissioner for Human Rights; united Nations
Environment
Programme;

International Labor 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;
labor, in whose hands the concrete
10
JOINT VENTURE PARTNERS- T0 INLARGE THE BUSINESS
DEVELOPMENT

NTPC has identified Joint Ventures, strategic alliances as well as Acquisitions and
diversifications as viable and desired options for its business development. With
its 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. it looks for opportunity to create such
joint
Ventures and strategic alliances, in the entire value chain of the power Business.
It 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.

11
These are some companies had joint venture with NTPC

Ltd as follows:-

 NTPC-ALSTOM POWER SERVICES PVT. LTD. (NASL)

(Incorporated in 1999 and formerly known as NTPC-ABB ALSTOM POWER SERVICES
PVT. LTD)
OBJECTIVE: Undertake Renovation & Modernization of power Stations in India and
other
SAARC countries
PROMOTERS’ EQUITY: NTPC: 50%, ALSTOM Power Generation
AG: 50%

 UTILITY POWER TECH Ltd (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
PROMOTERS’ EQUITY: NTPC: 50%, REL: 50%

 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), 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 SEBs/others
PROMOTERS'EQUITY: NTPC: 8%, Tata Power: 10%, PGCIL: 8%, DV: 10%, PFC: 8%,
FII: 18.5%, NHPC: 8%

 NTPC-SAIL POWER COMPANY (PVT) LTD (NSPCL)

12
NSPCL, the Joint Venture Company of NTPC and SAIL with 50:50 equity participation,
stood
merged with BESCL (Bhilai Electric supply Co. Pvt Ltd, another JV Co. of NTPC and
SAIL
with 50:50 Equity participation.) 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 implementation of 500MW (2x250MW) plant.
PROMOTERS' EQUITY: NTPC: 50% SAIL: 50%

 NTPC TAMIL NADU ENERGY COMPANY LIMITED

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 electricity.
OBJECTIVE: To set up a 1000 MW coal based power station at encore in tamil nadu
utilizing the existing infrastructure facility at encore and supply power mainly to
tamil nadu
and the states of Kerala, Karnataka and Pondicherry.
PROMOTERS'EQUITY: NTPC: 50%, TNEB: 50%

13
Planned Capacity Addition in 2016-2017

(4150 MW)

14
Project/ Unit Capacity (MW)

Sipat Stage-I, Unit-1 660

Jhajjar, Unit-1 & 2 1000

Korba Stage –III, Unit-7 500

NCTPP Stage – II, Unit-6 490

Simhadri, Stage-II, Unit-3 & 4 1000

Farakka, Stage-III, Unit-6 500

Total 4150

Customer focus:-

 To foster a collaboration style of working with customer, growing to be a

preferred brand
for supply of quality power.
 To expand the relationship with existing customer by offering a bouquet of
services in
addition to supply of power e.g. trading, energy consulting, distribution
consulting,
management practices.
 To expand the future customer portfolio through profitable diversification into
downstream business, inter alia retail distribution and direct supply.
 To ensure rapid commercial decision making, using customer specific
information, with
adequate concern for the interest of the customer.

ACQUISITION

15
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. It 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.

DIVERSIFICATION

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.

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

VERTICAL (BACKWARD) INTEGRATION - COAL MINING AND

LNG BUSINESS:

COAL MINING:

16
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,

Subsidiary companies of NTPC

DIVERSIFIED GROWTH

As per new corporate plan, NTPC plans to become a 75 GW company by the year 2017
and
envisages to have an installed capacity of 128 GW by the year 2032 with a well
diversified
fuel mix comprising 56% coal, 16% gas, 11% nuclear energy, 9% renewable energy and
8%
hydro power based capacity.

As such, by the year 2032, 28% of NTPC’s installed generating capacity will be
based on
carbon free energy sources. Further, the coal based capacity will increasingly be
based on high-
efficient-low-emission technologies such as Super-critical and Ultra-Super-
critical. Along with
this growth, NTPC will utilize a strategic mix of options to ensure fuel security
for its fleet of
power stations.

17
 Looking at the opportunities coming its way, due to changes in the business
environment,
NTPC made changes in its strategy and diversified in the business adjacencies
along the
energy value chain. In its pursuit of diversification NTPC has developed
strategic alliances and
joint ventures with leading national and international companies. NTPC has also
made long
strides in developing its Ash Utilization business.

Hydro Power: In order to give impetus to hydro power growth in the country and
to have a
balanced portfolio of power generation, NTPC entered hydro power business with
the 800 MW
Koldam hydro projects in Himachal Pradesh. Two more projects have also been
taken up in
Uttarakhand. A wholly owned subsidiary, NTPC Hydro Ltd., is setting up hydro
projects of
capacities up to 250 MW

 Renewable Energy: In order to broad base its fuel mix NTPC has plan of capacity
addition
of about 1,000 MW through renewable resources by 2017.

Nuclear Power: A Joint Venture Company "Anushakti Vidhyut Nigam Ltd." has been
formed (with 51% stake of NPCIL and 49% stake of NTPC) for development of
nuclear power
projects in the country.

Coal Mining: In a major backward integration move to create fuel security, NTPC
has
ventured into coal mining business with an aim to meet about 20% of its coal
requirement from
its captive mines by 2017. The Government of India has so far allotted 7 coal
blocks to NTPC
including 2

Power Trading: 'NTPC Vidyut Vyapar Nigam Ltd.' (NVVN), a wholly owned
subsidiary
was created for trading power leading to optimal utilization of NTPC’s assets.
It is the second
largest power trading company in the country. In order to facilitate power
trading in the
country, ‘National Power Exchange Ltd.’, a JV of NTPC, NHPC, PFC and TCS has
been
formed for operating a Power Exchange.

Ash Business: NTPC has focused on the utilization of ash generated by its power
stations to
convert the challenge of ash disposal into an opportunity. Ash is being used as
a raw material
 input by cement companies and brick manufacturers. NVVN is engaged in the
business of Fly
Ash export and sale to domestic customers. Joint ventures with cement companies
are being

18
planned to set up cement grinding units in the vicinity of NTPC stations.

Power Distribution: ‘NTPC Electric Supply Company Ltd.’ (NESCL), a wholly owned
subsidiary of NTPC, was set up for distribution of power. NESCL is actively engaged
in ‘Rajiv
Gandhi Garmin Vidyutikaran Yojana’programme for rural electrification.

Equipment Manufacturing: Enormous growth in power sector necessitates

augmentation of power equipment manufacturing capacity. NTPC has formed JVs with
BHEL
and Bharat Forge Ltd. for power plant equipment manufacturing. NTPC has also
acquired
stake in Transformers and Electricals Kerala Ltd. (TELK) for manufacturing and
repair of
transformers.

19
FUTURE CAPACITY ADDITIONS

NTPC has formulated a long term Corporate Plan up to 2032. In line with the
Corporate Plan, the
capacity addition under implementation stage is presented below:

PROJECT STATE
MW
Coal
Indira Gandhi STPP- JV with IPGCL & HPGCL ( 3
1. Haryana
1000
x 500)
2. Sipat I (3 x 660) Chhattisgarh
1980
3. Simhadri II Unit - IV( 500) Andhra Pradesh
500
4. Vallur I -JV with TNEB ( 2 x 500) Tamilnadu
1000
5. Vallur Stage-I Phase-II -JV with TNEB ( 1 x 500) Tamilnadu
500
6. Bongaigaon(3 x 250) Assam
750
7. Mauda ( 2 x 500) Maharashtra
1000
8. Rihand III(2X500) Uttar Pradesh
1000
9. Vindhyachal-IV (2X500) Madhya Pradesh
1000
10. Muzaffarpur Expansion (2x195) – JV with BSEB Bihar
390
11. Nabinagar TPP-JV with Railways (4 x 250) Bihar
1000
12. Barh II (2 X 660) Bihar
1320
13. Barh I (3 X 660) Bihar
1980

20
 Hydro
Himachal
1. Koldam HEPP ( 4 x 200)
800
Pradesh
2. TapovanVishnugad HEPP (4 x 130) Uttarakhand
520
3. Singrauli CW Discharge(Small Hydro) Uttar Pradesh
8
Total
14748

Business portfolio growth

• To further consolidate NTPC’s position as the leading thermal power

generation company in India and establish a presence in hydro power
segment.

• To broad base the generation mix by evaluating conventional and non-

conventional sources of energy to ensure long run competitiveness and
mitigate fuel risks.

• To diversify across the power value chain in India by considering

backward
and forward integration into areas such as power trading, transmission,
distribution, coal mining, coal beneficiation, etc.

• To develop a portfolio of generation assets in international markets.

• To establish a strong services brand in the domestic and international

markets.

NORTHERN REGION HEADQUARTERS

NTPC LIMITED, The pioneer power generating company of India is recognised as

'MAHARATNA'.It was incorporated in 1975, a public sector undertaking wholly owned
by Govt.
of India. This website is devoted to its Northern Region Headquarters at Luck now
and its
activities in Northern Region. The regional office is headed by Regional Executive
Director
(NR)

21
 Our Quality Policy:
Region is committed to generating electricity efficiently using latest technology
and with
concern for environment. It shall strive for continual improvement, nurturing human
resources, achieving total quality and meeting the organization's vision, driven by
core values.

NR Projects:

The following projects are parts of the Northern Region:

RIHAN

TANDA

SINGRAULI

UNCHAHAR

22
The beneficiary states of the power generated by Northern Region plants are Uttar
Pradesh,
Uttaranchal, Jammu & Kashmir, Himachal Pradesh, Chandigarh, Rajasthan, Haryana,
Punjab,
& Delhi.

23
24
 Business Overview

NTPC is India’s largest energy conglomerate with roots planted way back in 1975 to
accelerate power development in India. Since then it has established itself as the
dominant
power major with presence in the entire value chain of the power generation
business. From
fossil fuels it has forayed into generating electricity via hydro, nuclear and
renewable energy
sources. This foray will play a major role in lowering its carbon footprint by
reducing green
house gas emissions. To strengthen its core business, the corporation has
diversified into the
fields of consultancy, power trading, training of power professionals, rural
electrification, ash
utilization and coal mining as well.

NTPC became a Maharatna company in May 2010, one of the only four companies to be
awarded this status. NTPC was ranked 512th in the ‘2018, Forbes Global 2000’
ranking of the
World’s biggest companies.

Growth of NTPC installed capacity and generation

The total installed capacity of the company is 53,651 MW (including JVs) with 21
coal based,
7 gas based stations, 1 Hydro based station and 1 Wind based station. 9 Joint
Venture stations
are coal based and 11 Solar PV projects. The capacity will have a diversified fuel
mix and by
2032, non fossil fuel based generation capacity shall make up nearly 30% of NTPC’s
portfolio.

NTPC has been operating its plants at high efficiency levels. Although the company
has
15.56% of the total national capacity, it contributes 22.74% of total power
generation due to
its focus on high efficiency.

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 the 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 a further public offer. Government of India has further divested 9.5%
shares
through OFS route in February 2013. With this, GOI's holding in NTPC has reduced
from

25
84.5% to 75%. The rest is held by Institutional Investors, banks and Public.
Presently,
Government of India is holding in NTPC has reduced to 69.74%.

NTPC is not only the foremost power generator; it is also among the great places to
work. The
company is guided by the “People before Plant Load Factor” mantra which is the
template for
all its human resource related policies. NTPC has been ranked as “6th Best Company
to work
for in India” among the Public Sector Undertakings and Large Enterprises for the
year 2014,
by the Great Places to Work Institute, India Chapter in collaboration with The
Economic
Times.

COAL BSED THERMAL POWER PLANTS

Sr. Capacity
Project State Units
No. MW

Singrauli Super 2,000 Uttar

1 sh]] 5x200 MW,
2x500 MW
Thermal Power Station Pradesh

2 NTPC Korba Chhattisgarh 2,600 3x200 MW,

4x500 MW

3 NTPC Ramagundam Telangana 2,600 3x200 MW,

4x500 MW

26
Sr. Capacity
Project State Units
No. MW

Farakka Super
4. West Bengal 2,100 3x200 MW, 3x500 MW
Thermal Power Station

Vindhyachal Super
5 Madhya Pradesh 4,760 6x210 MW, 7x500 MW
Thermal Power Station

Rihand Thermal Power

6 Uttar Pradesh 3,000 6x500 MW
Station

Kahalgaon Super
7 Bihar 2,340 4x210 MW, 3x500 MW
Thermal Power Station

8 NTPC Dadri Uttar Pradesh 1,820 4x210 MW, 2x490 MW

Talcher Super Thermal

9 Odisha 3,000 6x500 MW
Power Station

Feroze Gandhi

10 Unchahar Thermal Uttar Pradesh 1,550 5x210 MW 1×500 MW

Power Station

Talcher Thermal
11 Odisha 460 4x60 MW, 2x110 MW
Power Station

Simhadri Super
12 Andhra Pradesh 2,000 4x500 MW
Thermal Power Station

27
Sr. Capacity
Project State Units
No. MW

Tanda Thermal Power

13 Uttar Pradesh 1,760 4x110 MW 2×660 MW
Station

Badarpur Thermal
14 Delhi 705 3x95 MW, 2x210 MW
Power Station

Sipat Thermal Power

15 Chhattisgarh 2,980 2x500 MW, 3x660 MW
Station

Mauda Super Thermal

16 Maharashtra 2,320 2x500 MW, 2x660 MW
Power Station

Barh Super Thermal

17 Bihar 3,300 3×660 MW 2x660 MW
Power Station

Kudgi Super Thermal

18 Karnataka 2,400 3x800 MW
Power Station

19 NTPC Bongaigaon Assam 750 3x250 MW

LARA Super Thermal

20 Chhattisgarh 4,000 2x800 MW, 3x800 MW
Power Station

Sholapur Super
21 Maharashtra 1,320 2x660 MW
Thermal Power Station

28
Sr. Capacity
Project State Units
No. MW

Gadarwara Super
22 Madhya Pradesh 3,200 2×800MW, 2×800 MW
Thermal Power Station

North Karanpura
23 Jharkhand 1,980 3×660 MW
Thermal Power Station

Darlipali Super
24 Odisha 1,600 2×800 MW
Thermal Power Station

Khargone Super
25 Madhya Pradesh 1,320 2×660 MW
Thermal Power Station

Telangana Super
26 Telangana 1,600 2×800 MW
Thermal Power Project

29
COAL BASED (OWNED THROUGH JVs)

Sr. Inst.Capacity
in
Name of the JV Location State
No. Megawatt

1 NSPCL. Joint venture with SAIL. Durgapur West Bengal 120

2 NSPCL. Joint venture with SAIL. Rourkela Odisha 120

3 NSPCL. Joint venture with SAIL. Bhilai Chhattisgarh 574

NPGC. Joint venture with Bihar

4 Aurangabad Bihar 4380
State Electricity Board.

Muzaffarpur Thermal Power

5 Station (MTPS). Joint venture with Kanti Bihar 610

Bihar State Electricity Board.

BRBCL Joint venture with Indian

6 Nabinagar Bihar 1000
Railways.

Aravali Power CPL JV with

7 Jhajjar Haryana 1500
HPGCL & IPGCL

8 NTECL JV with NTPC & TNEB Chennai Tamil Nadu 1500

Meja Thermal Power Station JV

9 Allahabad Uttar Pradesh 1320
with NTPC & UPRVUNL

30
Sr.
Inst.Capacity in
Name of the JV Location State
No.
Megawatt

PUVNL(Patratu) Joint venture with

10 Patratu Jharkhand 4000
Jharkhand State Electricity Board.

Total 9049

GAS BASED THERMAL POWER PLANTS

Sr.No. Power Project State

Capacity MW

1 Anta Rajasthan 413.33

31
2 Auraiya Uttar Pradesh 663.36

3 Kawas Gujarat 656.20

4 Dadri Uttar Pradesh 829.78

5 Jhanor-Gandhar Gujarat 657.39

6 Kayamkulam Kerala 359.58

7 Faridabad Haryana 431.59

Total 4,017.23

SOLAR PHOTOVOLTAIC POWER PLANTS

NTPC has drafted its business plan of capacity addition of about 1,000 MW through
renewable resources by 2017. In this endeavor, NTPC has already commissioned 845 MW
Solar PV Projects.

Sr.No. Project State/UT Capacity

1 Dadri Solar PV Uttar Pradesh 05 MW

2 Portblair Solar PV Andaman & Nicobar 05 MW

32
 Island

3 Ramagundam Solar PV Telangana 10 MW

4 Talcher Kaniha Odisha 10 MW

5 Faridabad Solar PV Haryana 05 MW

6 Unchahar Solar PV Uttar Pradesh 10 MW

7 Rajgarh Solar PV Madhya Pradesh 50 MW

8 Singrauli Solar PV Uttar Pradesh 15 MW

9 Ananthpuram Solar PV Andhra Pradesh 250 MW

10 Bhadla-Solar PV Rajasthan 260 MW

11 Mandsor-Solar PV Madhya Pradesh 250 MW

12 Total 870 MW

33
 Vision of NTPC

"A world class integrated power major, powering India’s growth, with
increasing global presence"

Mission of NTPC

"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

OBJECTIVES

34
In pursuance of the Vision and Mission, the following are the Corporate
Objectives of NTPC

To realize the vision and mission, eight key corporate objectives have been
identified. These
objectives would provide the link between the defined mission and the functional
strategies.

Board of Director

Name Designation

Prakash Tiwari Director – Operations

Vivek Kumar Dewangan Government Nominee Director

Bhim Singh Non Official Independent Director

Kulamani Biswal Director – Finance

Anand Kumar Gupta Director – Commercial

Gauri Trivedi Independent Director

Pradeep Kumar Government Nominee Director

Prasant Kumar Mohapatra Director – Technical

Kandikuppa Sreekant Director – Finance

K P Kylasanatha Pillay Non Official Independent Director

Gurdeep Singh Chairman & Managing Director

Saptarshi Roy Director - Human Resources

35
Rajesh Jain Independent Director

Seethapathy Chander Independent Director

Susanta Kumar Roy Director – Projects

Archana Agrawal Government Nominee Director

COMPANY HISTORY

NTPC Limited
NTPC Ltd. (formerly known as National Thermal Power Corporation Limited), is
an Indian Public Sector Undertaking, engaged in the business of generation of
electricity and
allied activities. It is a company incorporated under the Companies Act 1956 and is
promoted
by the Government of India. The headquarters of the company is situated at New
Delhi.
NTPC's core business is generation and sale of electricity to state-owned power
distribution
companies and State Electricity Boards in India. The company also undertakes
consultancy
and turnkey project contracts that involve engineering, project management,
construction
management and operation and management of power plants.

The company has also ventured into oil and gas exploration and coal mining
activities. It is
the largest power company in India with an electric power generating capacity of
53,651 MW.
Although the company has approx. 16% of the total national capacity it contributes
to over
25% of total power generation due to its focus on operating its power plants at
higher
efficiency levels (approx. 80.2% against the national PLF rate of 64.5%).NTPC
currently
produces 25 billion units of electricity per month.

It was founded by Government of India in 1975, which now holds 64.74% of its equity
shares
on 30.06.2016 (after divestment of its stake in 2004, 2010, 2013, 2014, 2016, &
2017)
In May 2010,

36
 NTPC was conferred Maharatna status by the Union Government of India,one of the
only
four companies to be awarded this status. It is ranked 400th in the Forbes Global
2000 for
2016.

Shri D.V Kapur took over on March 19 as the first Chairman & Managing Director of
NTPC.
On December 8, the Government of India cleared NTPC's first pithead Super thermal
power
project at Singrauli in Uttar Pradesh. The authorised share capital of the company
was RS.125
crore. NTPC required the first path of land at Singrauli in September

The first batch of executive trainees joined in the Company. The first Major
contract of
Rs.57.5 million was awarded for site leaving work at Singrauli in June.

Takeover of management of Badarpur project. Implementation of Korba and Ramagundam

Projects cleared by the Government of India in January and February respectively.
Late Shri
Morarji Desai,the then Prime Minister of India,laid the foundation stone for
Ramagundam
Project on November 14th. construction of the first transmission network Singrauli-
Korba-
Kanpur of 400 KV system started government of India approved the implementation of
Farakka Project in March. The authorised share capital of the company rose from
Rs.125 crore
to Rs 300 crore.

Former Soviet Union offered to assist in seating up of power stations. Vindhyachal

was
identified as the first project for such assistance. The authorized share capital
was raised from
Rs.300 crore to Rs800 crore in June

This year marked the completion of a decade (1975-1985) of NTPC's existence. NTPC
achieved a generating capacity of 2200 MW by commissioning 11 units of 200 MW each
at its
various projects in the country

In December'85,the Government of India approved the setting up of three gas-based

combined-cycle projects by NTPC at KAWAS in Gujarat, Auriya in Uttar Pradesh and
Anta in
Rajasthan. For these projects, the World Bank agreed to provide US$ 485 million,
which was
the largest single loan in the history of the bank. Shri A.W.Clausen,World Bank
President
visited Singrauli Synchronisation of its first 500 MW unit at Singrauli. Became one
of the first
PSUs to issue bonds in the debt market.
37
NTPC launched its maiden public issue of Bonds and raised a total of Rs. 163.37
crore. This
issue was over-subscribed by 63 percent. crossed the 5000 MW installed capacity
mark.
Korba also entered the 500 MW phase by synchronizing its first 500 MW unit on May
31st.

Raised first syndicated Japanese loan of 30 billion JPY. Rihand entered the
Operational phase
by commissioning its first 500 MW unit on March 31st.

The first 500 MW unit Ramagundam was commissioned on June 26 th. consultancy
division
launched. First unit (88 MW) of first gas based combined cycle power plant at Anta,
Rajasthan commissioned. total installed capacity crossed 10000 MW

Vindhyachal recorded completion of stage I activities by synchronizing its sixth

and last 210
MW unit in February. The first unit of NCPP(Dadri) was commissioned on December
21st.

Acquisition by the Company of Feroze Gandhi Unchahar Thermal Power Station

(2*210MW)
from Uttar Pradesh Rajya Vidyut Utpadan Nigam of Uttar Pradesh. Pursuant to
legislation by
the Parliament of India, the transmission systems owned by the company was
transferred to
Power Grid Corporation Limited.

For the first time, IBRD extended direct loan of USD 400 million under time slice
concept for
its projects.

Crossed 15000 MW of installed capacity. Declared a dividend of Rs.65 crore for the
first time.
Jhanor-Gandhar(Gujarat)becomes the first thermal power station to have commissioned
an
integrated Liquid Waste Treatment Plant(LWTP).

NTPC celebrated 20 years (1975-1995) of its existence. Various programmers were

organized
to mark its twentieth anniversary. A new logo was adopted.

On June 3rd, NTPC formally took over the 460 MW Talcher Thermal Power Station from
Orissa State Electricity Board. On July 25th, the new campus of Power Management
Institute
(PMI) was inaugurated by Shri N.K.P. Salve, Union Minister of Power.

Continuous running of sixth unit(210 MW)of Ramagundam for 406 days for the first
time in
India. PLF of Talcher Thermal reached 43.7% from 18.7% at the time of takeover.

Identified by the GoI as one of the Navratna public sector undertakings. Achieved
100 billion
units generation in one year.
38
A consortium of foreign banks led by Sumitomo Bank, Hong Kong extended foreign
currency
loan of 5 billion Japanese Yen for the first time without GOI guarantee.

Commissioned the first Naptha based plant at Kayamkulam with a capacity of 350 Mw.

Dadri Thermal Power Project, Uttar Pradesh adjudged the best in India with a PLF of
96.12%.
Dadri, Uttar Pradesh certified with ISO-14001 on October 7th

Commenced construction of a first hydro-electric power project of 800MW capacity in

Himachal Pradesh.

Main plant turnkey package of Rihand stage-II(2*500MW) and Ramagundam Stage-

III(I*500
MW) were awarded to BHEL in August.

Three wholly owned subsidiaries of NTPC viz. NTPC Electric Supply Company Limited,
NTPC Hydro Limited and NTPC Vidyut Vyapar Nigam Limited incorporated. Crossed the
20000 MW installed capacity mark.

Raised funds through bonds(Series XIIIth & XIVth) for prepayment of high cost GOI
loans.
Main dam work of Koldam was awarded to italian Thai Development in December.

NTPC became a listed company. Awarded contract for the first Super Critical Thermal
Power
Plant at Sipat NTPC's Feroze Gandhi Unchahar Thermal station achieved a record PLF
of
87.43% in current year, up from 18.02% in February 92.

when it was taken over by NTPC LIC extended credit facility of Rs.70 billion Rs.40
billion
was the form of unsecured loans and rs.30 billion in the form of bonds. NTPC made
its debut
issue of euro bonds bonds amounting to USD 200 million in the international market.

NTPC received the International Project Management Award,2005 for its Simhadri
project at
the International Project Management Association World Congress. NTPC became the
only
Asian Company to receive this award. NTPC was ranked as the Third Great Place to
work for
in India for second time in succession by a survey conducted by Grow Talent and
Business
World 2005. The Company's name changed to NTPC Ltd.

For the fourth consecutive year, NTPC continued to realize 100% of current bills.
On June 1,

the Badrapur Thermal Power Station with an installed capacity of 705 MW was
transferred to
NTPC by the Government of India. Another 740 MW was added through its Joint
Venture,
Ratnagiri Gas and Power Private Limited, Dabhol.
39
Thus taking installed capacity of the NTPC group to 27904 MW. MOA with Govt. of Sri
Lanka and Ceylon Electricity Board for development of 2*250 MW Coal based power
project
at Trincomalee in Sri Lanka. Energy Technology Centre set up with the mandate of
being a
world class research institute

Ministry of Coal, Government of India granted in-Principle approval for allocation

of a new
coal block, namely, Chhati Bariatu South to NTPC, subject to the conditions
stipulated in the
approval letter. The share of reserves was indicated as 354 million tones

Tripartite agreement signed with the government of Assam, Assam Power Generating
Co.Ltd.,
and NTPC for transfer of existing plant at Bongaigaon and to set up a new plant of
750 MW
with 3 units of 250 MW each. 765 KV switchyard transmission system energized at
Sipat, the
largest in the country

MOU signed between NTPC and Ministry of Energy, Federal Government of Nigeria(FGN)
for Energy cooperation. Vindhyachal Super Thermal Power Project became the largest
power
station in the country with an installed capacity of 3260 MW.

NTPC allocated 0.5% of distributable profits annually for its R & D fund for
sustainable
energy for development of green & clean technologies. Strategic forays into
manufacturing by
forming Joint Venture Companies with BHEL and Bharat Forge.

A Memorandum of Understanding was signed with Asian Development Bank, GE Energy

Financial Services, USA, Kyushu Electric Power Co. INC., Japan and Brookfield
Renewable
power Inc., Canada. To set up a Joint Venture Company for undertaking renewable
power
generation under Public-Private-Partnership. Joint Venture Company under the name
"National Power Exchange Limited" was incorporated on 11th December 2008 with NHPC
Ltd., and TCS Ltd., to operate Power Exchange at national level. NTPC was ranked
Number 1
in the 'Best Work places for Large Organizations’ and Number 8 overall for the year
2008 by
Great Places to Work Institute's India chapter in collaboration with the Economic
Times.

NTPC Limited had been awarded with "ICSI National Award for Excellence in Corporate
Governance 2009. 30,000 MW installed capacity mark crossed. Joint Venture Company
under
the name "Energy Efficiency Services Limited" formed amongst NTPC Limited, Power
Finance Corporation Limited (PFC), Power grid Corporation of India Limited(PGCIL)
and
40
Rural Electrification Corporation Limited(REC) to carry on and promote the business
of
Energy Efficiency and climate change including manufacture and supply of energy
efficiency
services and products. NTPC,PFC,PGCIL and REC shall equally hold shares in the
equity
share capital of the Company.

Joint Venture Agreement executed between NTPC Limited and Nuclear Power Corporation
of
India Limited (NPCIL) for formation of a Public Limited Company to set uo nuclear
power
project with two nuclear reactor units which may be extended to setting-up
additional Nuclear
Power Projects subject to techno-economic viability. To give fillip to its large
capacity
addition programme, a Project Monitoring Centre (PMC) has been setup by NTPC. PMC
has
facility of video-wall for facilitating video conferencing with all Projects and
Web based
Project Monitoring with respect to schedule by leveraging state of art IT tool. 500
MW Unit-3
of Kahalgaon Super Thermal Power Project – Stage II (3X500 MW) has commenced
commercial operation Government shareholding in NTPC reduced from 89.5% to 84.5%
through divestment of stack by 5% under Further Public Offer (FPO). Coal Based
Unit#5 (490
MW) of National Capital Thermal Power Project, Dadri of NTPC Limited located in
Uttar
Pradesh has been successfully commissioned. This is the first unit planned to
provide power to
Commonwealth Games to be organized in Delhi in October 2010. With the commissioning
of
this Unit, the total installed capacity of the Company has crossed 31000 MW and has
become
31134 MW.

Dedication of Mouda Super Thermal Power Station Stage I by Hon'ble Prime Minister
Narendra Modi on August 21, 2014

CMD,NTPC Dr Arup Roy Choudhury presenting Certificate of NTPCs commitment towards

Renewable Energy to Prime Minister Shri Narendra Modi on 15th February,2015. Shri
Piyush
Goyal, MoS for Power and P K Sinha , Power Secretary were also present on the
occasion.

Inauguration of Multi Skill Centre shri Piyush Goyal Hon’ble Minister of State
(Independent
Charge) for Power, Coal and New & Renewable energy ,Govt. Of India and Shri
Dharmendra
Pradhan Hon’ble Minister of State (Independent Charge) for Petroleum & Natural Gas
inaugurated the Multi Skill Centre at Talcher Kaniha on September 3,2015 in
presence of Shri
Sanjay Kumar Das Burma, Minister of State (Independent Charge), Food Supplies &
Consumer Welfare, Employment and Technical Education & Training.,Govt of Odisha
,Shri A
K Jha ,CMD,NTPC Limited and Shri U P Pani,Director (HR).

PM Laid Foundation Stone for Telangana STPP Phase-1

Prime Minister Dedicates NTPC - Koldam to the nation 18.10.16

41
 ACHIEVEMENTS AND AWARDS

 First Coal and Gas power station in the country, to be certified for ISO 14001.
Certificate received from agency if International repute M/s DNV Netherlands.

 Coal and Gas based station also certified for ISo 9002 in the same financial year
1999-
2000, by M/s DNV Germany an agency of International reputation.

 BEST PERFORMING STATION amongst NTPC stations for four consecutive year
2000-01.

 IOC rolling trophy for "MINIMUM OIL CONSUMPTION" for three years in
succession i.e. 1996-97, 1997-98, 1998-99.

 NTPC trophy for Energy Conservation for two years i.e. 1996-97, 1997-98.

 NTPC trophy for Productivity and Rajbhasha for year 1999-2000.

 Runners up prize for "ASH UTILIZATION AND ITS SAFE DISPOSAL" from
Council of Power Utilities year 1999.

 "BRITISH SAFETY COUNCIL AWARD" for the year 1998 and 1999. 9

 First recipient for "SHRESHTA SURAKSHA PURASKAR" from National Safety

Council of India for the period 1995-98.

 Meritorious productivity awards by Ministry of Power every year since 1995-96.

42
 Gold medal for Coal and Gas station under meritorious productivity award for year
1997-98.

 NTPC trophy for Environment Protection and Improvement for the year 1997-98.

 Coal station bagged Meritorious Productivity Award of Govt, of India (Gold Medal)
for peak hour Generation for 1997-98/98-99.

 Meritorious Productivity Award for sp. Oil consumption from CEA Govt. of India
for
1997-98.

 Yogata Praman Patra Award 1999.

 NTPC award for protection and Improvement of Environment for year 1997-98/99-
2000.

 INDO-GERMAN Greentech Environment Excellence Award successively two years

1999-2000/2000-01.

 NTPC Dadri coal received PCRA award for exemplary work in energy conservation
in large project category for boiler consumption optimization 1999-2000.

 NTPC Dadri (coal) bagged PCRA award. The award is for modification in hot PC
Dadri (coal) bagged PCRA award. The award is for modification in hot air gate
sealing system of PF milla of the coal based station of Dadri for year 2000-01.

 NTPC commendation trophy for energy conservation for year 2000-01.

 NTPC has won Mother Teresa Award for corporate citizen 2006.

 NTPC won the Golden Peacock Award for corporate social responsibilit y in the
category Emerging Economics (Public Sector 2007).

43
 PRODUCT AND SERVICES

Short Term / Medium Term / Long Term Power Trading Solar Bundled Power Cross Border
Trading Power Banking Arrangement NVVN has been actively associated with the Power
Trading activities since inception and has been instrumental in offering best
products &
services required by our valuable Customers from time to time. Power has been
traded by
NVVN as required in various products categorized on time of day basis to meet
evening peak,
off peak, round the clock, night power, morning peak demand and as & when available
basis.
NVVN has also effectively met power crisis and growing demand of Northern Region
States
by supply of power from NTPC Kayamkulam Station in Southern Region. NVVN has also
tied up for different power SWAP arrangements amongst various States for deriving
mutual
benefit. NVVN is poised and looking ahead for trading on long term basis from Cross
Border,
Captive Power Plants(CPPs), Independent Power Producers(IPPs) and merchant power
from
NTPC Stations.

NTPC Vidyut Vyapar Nigam Ltd. (NVVN) was formed by NTPC Ltd, as its wholly owned
subsidiary to tap the potential of power trading in the country thereby promote
optimum
capacity utilization of generation and transmission assets in the country and act
as a catalyst in
development of a vibrant electricity market in India.
NVVN was incorporated on 1st Nov 2002 and received the Certificate for Commencement
of
Business Activities from the Registrar of Companies on 26th Nov 2002. It has an
authorized
and fully paid up share capital of Rs. 200 million.
NVVN commenced its first trading operations in March 2003 with the supply of
surplus
power from Eastern Region Stations of NTPC to Meghalaya State Electricity Board and
Assam State Electricity Board. The Company was granted Category-E licence by the
Central

44
Electricity Regulatory Commission (CERC) for inter-state trading of electricity on
23 rd July
2004. The trading licence has been upgraded to Category-F Licence on 22 nd March
2005 by
CERC. As per latest CERC regulation, NVVN is holding the highest category 'I'
license.
Our Strengths
NVVN is a wholly owned subsidiary of NTPC Ltd a Maharatna Company. NTPC is the
largest power generator nationally with stations across the country. NVVN has
access to the
resources & facilities of NTPC. NVVN has selected and posted professionally
qualified,
trained and experienced executives from NTPC having wide knowledge & expertise of
various key areas of power systems such as business development, system operation,
scheduling & dispatch, financial and commercial matters associated with trading
activities.
NVVN has acquired leading position in its business areas with a specified clientele
across the
country.
NVVN has established a Round-the-Clock operating Control Room for the purpose of

scheduling and providing uninterrupted services to its customers.

NTPC is engaged in generating power through its different power stations viz. -
coal based,
gas/liquid fuel based & joint ventures. Its total commissioned capacity including
the joint
ventures is 22,249 MW. It is also managing Badarpur Thermal Power Station (705 MW)
of

Government of India. In total it has 13 coal based, 07 gas/ liquid fuel based & 03
joint
ventures with Steel Authority of India Limited. The complete station wise list with
respective
capacity is given below-:

Power Stations Managed by NTPC

Category No. of stations Capacity(MW)

Coal Based Stations 14 22395

Gas Based Stations 7 3955

Joint Ventures 4 1054

Total 25 27,404
45
 Sales & Financial Performance

NTPC to be a 130 GW company by 2032 with diversified fuel mix and a 600 BU company
in
terms of generation. Coal would continue as predominant fuel with 65% share of coal
based
capacity in the portfolio.. Non-fossil fuel based capacity would achieve a share of
30% and
Thermal based generating capacity share would be 70%.. Share of RE (including
hydro)
would be 28%. NTPC targets a market share of 25% in ancillary services and storage.
NTPC
aims to achieve 10% of the estimated market share for supply of electricity in E-
mobility
business

NTPC has shown a remarkable performance in the areas of operation and maintenance.
It
once again surpassed all MoU targets for the year 2002-03 in the Excellent
category. Some of
the highlights of its excellence are-:

1. Turnover of Rs.19,984.58 crore and Net Profit after tax Rs.3607.57 crore.

2. With 19% of the country’s installed capacity, NTPC contributed 26% of

electricity.

3. Generated 140.85 Billion Units (BUs), an increase of 5.76% over previous year’s
generation of 133.19 BUs. This is besides the generation of the NTPC SAIL joint
venture
companies.

4. Achieved all MoU targets in the excellent rating during the year 2002-03 for the
16 th
consecutive year.

5. Return On Capital Employed (ROCE) and Return On Net Worth (RONW) 10.88% and
12.13% respectively.

6. Total dividend paid for 2002-03 is Rs. 708 crore.

46
7. 1000 MW capacity added during 2002-03. The fourth 500 MW unit at Talcher-Kaniha
has
also been synchronized in October, 2003.

8. Capacity addition of over 9370 MW planned for 10th plan and about 11210 MW for
11th
plan. Projects totaling 5300 MW capacity under various stages of construction.

In GW By 2032 %MAX

COAL 85 65.4

GAS 6 4.6

HYDRO 5 3.8

SOLAR 30 23.2

OTHER RE 2 1.5

NUCLER 2 1.5

TOTAL 130 100

47
 SWOT Analysis

Strengths
1. Employee friendly work culture and personnel policies
2. Efficient production process of plants
3. Fully integrated project management system
4. Decades of experience in the sector shows its credibility

5. Backing of Central Government

6. Efficient & timely completion of projects.

7. Project conceptualization, planning, and execution without any time and cost
over runs.

8. Streamlined and transparent tendering system attracting global power equipment

manufactures.

9. In- house engineering skills.

10. Highly skilled and experienced human resources exposed to state of the art
technologies
in power generation.

11. High operational efficiency and reliability

Weaknesses

1. Depleting input materials sources.

2. Govt intervention can often cause disruptions in operations.

3.Prices are determined by India's Electricity Act.

4. Limited clarity in reporting relationships.

48
2. Multi layered structured delaying decision making.

3. Essentially functional in nature each working silos leading to resistance to

cross functional team
work.

4. Risk awareness leading to low level of innovation.

Opportunities
1.Huge demand and supply gap
2.Large opportunity in energy consultancy service
3.New sources of power generations

4. Aggressive capacity expansion to: To anticipate competition. . Expand generation

capacities by
putting up thermal and hydro capacities, maintaining the position of a domination
generating utility
in the Indian power sector Securing ultra and mega power projects.

5. Broad base fuel mix by considering imported coal, gas, nuclear power, etc.
,with a view

6. Expand services of EPC, R&M, and O&M activities in domestic as well as

international

7. Backward integrate into coal mining and secure long- term sources both in India
and

8.. Improve collections by trading, direct sale to bulk customer and active role
in capacity

Threats

1. Rising cost of production

2.Huge competition from growing private sector firms

3. New and cleaner sources of power

4. Delayed SEB reforms and continuing financial ill-health.

5. Infrastructural bottlenecks in the form of delays in inter-regional

connectivity.

6. Regular pressures on tariffs.

7. Increase in competition in core business from SEB plants and IPPsCPPs.

8. Mismatch in fuel supply linkages for existing and future power stations.

49
9. Uncertainties arising out of changes in Government policies.

10. Rising environmental concerns such as emission of Green House Gases, Stack
emission
and ash disposal

Part III:
Research Work

50
OBJECTIVES OF THE PROJECT

 To Study the grievance procedure of N.T.P.C

 To study the various aspects of HR department.
 Grievance handling procedure at N.T.P.C.
 Effectiveness of grievance handling procedure at N.T.P.C.
 To study the various types of grievance.
 To know the thinking of experts regarding the procedure of
grievance
handling.
 To know what are the changes needed in grievance procedure of N.T.P.C.
 To also know what are draw back in grievance Procedure of N.T.P.C.

To know what are the other adjudication machinery available to you for
redressed of
grievance?

51
Research methodology:

As marketing research is a systemic and formalized process, it follows a certain

sequence of
research action. The marketing process has the following steps:

 Formulating the problems

 Developing objectives of the research
 Designing an effective research plan
 Data collection techniques
 Evaluating the data and preparing a research report

 DATA : Primary data

 Sampling Design: Interview method
 SAMPLE UNIT: 100
 SAMPLE UNIVERSE : Dadri
 TYPE OF Study : QUALITATIVE

For my project, I decided on primary data collection method for observing working
of
company

52
 GRIEVANCE

Grievance is any discontent or dissatisfaction that affects organizational

performance. As such
it can be stated or unvoiced, written or oral, legitimate or ridiculous. If the
dissatisfaction of
employees’ goes unattended or the conditions causing it are not corrected, the
irritation is
likely to increase and lead to unfavorable attitude towards the management and
Unhealthy
relations in the organization.

The formal mechanism for dealing with such worker’s dissatisfaction is called
grievance . All
companies whether unionized or not should have established and known grievance
methods
Of processing grievances. The primary value of grievance procedure is that it can
assist in
minimizing discontent and dissatisfaction that may have adverse effects upon co-
operation
And Productivity. A grievance procedure is necessary in large organization which
has
numerous personnel and many levels with the result that the manager is unable to
keep a
check on Individual, or be involved in every aspect of working of the small
organization.

The usual steps in grievance procedure are

1. Conference among the aggrieved employee, the supervisor, and the union
steward.
2. Conference between middle management and middle union leadership.
3. Conference between top management and top union leadership
4. . Arbitration.
There may be variations in the procedures followed for resolving employee
grievances.
Variations may result from such factors as organizational or decision-making
structures or size
of the Plant or company. Large organizations do tend to have formal grievance
procedures
involving Succession of steps.

Causes for Grievance

53
Grievance may arise due to the following reasons :

1. Grievance arising out of working condition:

 Poor physical work of work place.
 Very tight production standards.
 Non – availability of proper tools and machines.
Unplanned changes in schedules and procedures
 Failure to maintain proper discipline.
 Mismatch of the worker with the job.
 Poor relationship with the supervisor.

2. Grievance arising from Management policy:

 Wages rate and method of wage payment.

 Overtime and incentive schemes.
 Seniority.
 Transfers.
 Promotion, demotion and discharge.
 Lack of opportunities for career growth.
 Penalties imposed for misconduct.
 Leave.
 Hostility towards trade unions.

3. Grievance arising from Alleged Violation of:

 The collective bargaining agreement.
 Company rules and regulations.
 Past practice.
 Central or State Laws.
 Responsibility of management.

4. Grievance arising out of Personal Maladjustment.

 Over-ambition.
 Excessive self –esteem.
 Impractical attitude to life.

EMPLOYEE GRIEVANCE

Every employee has certain expectations, which he thinks must be fulfilled by the
organization he is working for. When the organization fails to do this, he develops
a feeling of
discontent or dissatisfaction. When an employee feels that something is unfair in
the
organization, he is said to have a grievance.

54
According to Julius,
a grievance is “any discontent or dissatisfaction, whether expressed or not,
whether valid
or not, arising out of anything connected with the company which an employee
thinks,
believes or, even feels to be unfair, unjust or inequitable.”

The best approach towards grievance is to anticipate them and take steps to
tackle them
before the grievances assume dangerous proportions. Any ordinary manager
redresses
grievances as and when they arise. An excellent manager anticipates and prevents
them.
Managers can know and understand grievance with the help of the following
methods:

1. Exit Interview. An interview of every employee who quits the organization can
reveal
employee grievances. Most of the employees quit the company due to some
dissatisfaction. Great amount of care and empathy is necessary for a
successful exist
interview.

2. Opinion Surveys. A survey may be conducted to elicit the opinion of employees

regarding the organization and its management. Group meetings, periodical
interviews
with workers and collective bargaining sessions are also helpful in knowing
employee
discontent before it becomes a grievance.

3. Gripe Boxes. In these boxes employees can drop their anonymous complaints.
There
are different from the suggestions boxes in which
Employees drop their suggestion with their names written on them.

4. Open Door Policy. It implies a general invitation to the employees to

informally drop
in the manager’s room any time and talk over their grievances. This policy
is useful in
keeping touch with employee’s feelings. But it suffers from the following
limitations:
(a) This policy is workable only in very small organizations. In big
organizations, top
managers do not have the time to meet the large numbers of employees daily.
(b) Under this policy the front line superior is bypassed. He should first of
all know the
grievance of his subordinate.
(c) This policy does not permit the top management to assess a superior’s skill
in handling
grievance.
(d) Top management is not familiar with the work situation in which the
grievance
developed. It cannot, therefore, correctly evaluate the information provided
by the
aggrieved employee.
(e) Lower level employees hesitate to enter the room of a top manager and speak
freely
55
 In large organization, management by, walking around might be preferable to open
door
policy. In this system the managers walks through the employees, observes them
and if
necessary listen to their problems.

Grievance Redressed Procedure

Every organization requires a permanent procedure for handling employee grievance.

Grievance handling procedure is a formal process of settling grievance and it
usually consists
of a number of steps arranged in a hierarchy. The number of these steps may vary
with size of
the organization. In small organizations, grievance procedure may consist of only
two steps
while in big organizations there may be five or six steps.

As shown in the figure, the front line supervisor is given the first opportunity to
handle
grievances. If the company is unionized, a representative of the trade union also
joins the
supervisor in handling the grievance. This step is essential for preserving the
supervisor’s
authority. But all grievances cannot be settled here because they may be beyond the
authority
and competence of the supervisor. In the second step, the human resource officer or
some
middle level executive along with a high level union officer attempt to tackle the
grievance. In
the third step, the top management and top union leader sit together to settle
grievances
involving companywide issues. If the grievance remains unsettled it is referred to
an outside
arbitrator for redressed.

Advantage of a Grievance Procedure

Grievances are natural in any organization. These should be solved as early as

possible;
otherwise they can create serious problems for the organizations, the industry and
society. A
systematic procedure should, therefore, be developed to settle all grievances. Such
a
procedure provides the following benefits:

 It brings grievances into the open so that management can know them and take
necessary action to settle them.
 It helps in preventing grievances from assuming dangerous proportion.
Management
can solve a grievance before it becomes a dispute. It is an orderly and
expeditious
means for redressed of grievances.
 It enables the management to know the attitudes and feelings of employee
concerning
the policies, rules and practices of the organization.
56
  It provides the workers a formal opportunity for expressing their fears,
anxiety and
dissatisfaction.
 Such release of emotions helps to improve the morale and productivity of
employees.
 It helps to maintain cordial relations in the industry. It brings uniformity
in the
handling of grievances.
 It also stimulates confidence in employees and builds a sense of security
among them.
 It enables both the parties to settle the grievances to their mutual
satisfaction.
 It serves as a check upon arbitrary and biased action on the part of
management.
 Managers know that their actions can be reviewed and challenged and,
therefore,

become more careful.

PROCEDURE OF REDRESSAL OF GRIEVANCE

Arbitration

Top Management Top

Union Leaders

Middle Management Middle

level Union Leaders

Front-Line Supervisors Union

Representative

57
Aggrieved
Grievance Procedure in NTPC

1.0 INTRODUCTION:

Employees grievances and complaints which are primarily manifestation of their

Dissatisfaction against their working conditions, managerial decisions etc. if not
promptly
Attended to, are bound to explode. NTPC management believes in the philosophy of an
Open
door policy in the matter of redressed of grievances, be it collective or
individual and An
aggrieved employee is welcome to meet his departmental head or the concerned HR
Officer
(including the Head of HR Department) and discuss his grievances. Nevertheless, In
view of
the ever growing size of the industrial organizations and the accompanying
Complexities and
problems the need of formal grievance machinery cannot be underestimated.
Accordingly the
following time-bound grievance procedure is laid down for nonexecutives.

2.0 OBJECT0IVE:
The objectives of the grievance procedure will be: -
2.1 To settle grievances of the employees in shortest possible time;
2.2 At lowest possible level of authority; and
2.3 To provide for various stages so that the aggrieved employees derive
satisfaction of
Seeking redressed, if required, even from the highest level of the authority.

58
2.0 SCOPE:
The matters coming under the scope of this grievance procedure which can be invoked
by
Aggrieved employee is those relating to: -
- Wage Payment
- Increment
- Recovery of dues
- Working conditions
- Leave
- Allotment of quarters
- Medical facilities

- Seniority
- Transfer
- Promotion
- Like issues
The matters relating to collective dispute/bargaining such as wages and allowances,
Bonus, hours of work and other benefits and also cases relating to disciplinary
matters will
Be outside the purview of this grievance procedure.

4.0 PROCEDURE:0

There will be a three tier grievance procedure with further provision of appeal, as
detailed
Below:
4.1 Stage I

4.1.1 An aggrieved employee may in the first instance meet his immediate superior
officer
and
Present the grievance orally to him.
4.1.2 In case he is not satisfied, he can present his grievance in the prescribed
form (Form-I)
to
The concerned HR Officer within 15 days from the date on which the act of grievance
or
Complaint arose or came to his notice.
4.1.3 The concerned HR Officer after making necessary enquiries will give reply to
the

59
Aggrieved employee within a time of 10 days.

4.2 Stage-II

4.2.1 In the case the employee is not satisfied with the decision communicated to
him at
Stage-I or fails to receive a reply within stipulated period, he/she may submit his
Grievance in the prescribed form (Form-II) within a period of 15 days to the Head
of
Department for the latter's consideration.

4.2.2 The aggrieved employee who has filed a Stage-II grievance may be allowed to
present
His/her case in person, if he/she so desires at this stage.
4.2.3 The aggrieved employee will be replied to within three weeks of the receipt
of his
Grievance at Stage-II.

4.3 Stage-III
4.3.1 At this stage, the grievance will be looked into by a Grievance Committee, to
be
constituted
By the respective General Managers for the projects/units and by General Manager
(HR)
For Corporate Centre, consisting of the following:
An executive not below the rank of Chairman
Sr. Manager or Manager, in case the
Former is not readily available.
An executive of Finance & Member
Accounts Department not below the rank Of Accounts Officer. An executive of
Personnel
Secretary Department not below the rank Of Sr. HR Officer
4.3.2 If the employee is not satisfied or fails to receive a reply within
stipulated period at
Stage-
II, he may present his grievance for consideration at Stage-Ill in the prescribed
form (Form-
Ill) within a period of one month. The employee concerned may be heard in person,
By the
Grievance Committee, if it so likes. He may be allowed to be assisted by a co-
worker Before
the Committee, if he so desires.

60
4.3.3 The Committee will meet at regular fixed intervals to deliberate upon all
such
grievances
As are addressed to it. During the course of examination the Committee will be
assisted, if

Required, by concerned employee to present facts/records pertaining to the

grievance. In The
event of difference of opinion among the members of the Grievance Committee, the
Views of
the members along with relevant papers will be placed before General Manager By the
Secretary, Grievance Committee for a final decision.

4.3.4 The decision of the Grievance Committee will be communicated to the aggrieved
Employee within 30 days from the date of receipt of the grievance at Stage-III
4.3.5 The Grievance Committee recommendations should be implemented by the
Management.
In case of major issues like non-allotment of quarters, grievances arising out of
no promotion
Etc. a higher time limit of one month from the date of occurrence of the cause Of
grievance
will be allowed and the aggrieved employee will also be allowed to take up The
matter at
Stage-III directly.

4.4 Appeal
4.4.1 In case the employee still remains dissatisfied even after Stage-Ill, he
may appeal to The
General Manager of the Division within a period of 10 days from the date of receipt
Of the
decision from the Grievance Committee. After the examination and Consideration, the
decision of the General Manager will be communicated to the Aggrieved employee
within a
month of the receipt of his appeal.

5.0 GENERAL:
It would be the endeavor of the Management to ensure speedy implementation of the
Decision of the Grievance Committee and the General Manager of the Division, as the
Case may be

61
 GRIEVANCE PROCEDURE (FOR EXECUTIVES)

1.0 INTRODUCTION:
Employees grievances and complaints which are primarily manifestation of their
Dissatisfaction against their working conditions, managerial decisions etc. if not
promptly
Attended to, are bound to explode. NTPC management believes in the philosophy of an
Open
door policy in the matter of redressed of grievances and an aggrieved employee is
Welcome
to meet his departmental head or the concerned HR Officer (including the Head Of HR
Department) and discuss his grievances. Nevertheless, in view of the ever Growing
size of the
industrial organizations and the accompanying complexities and Problems the need of
a
formal grievance machinery cannot be under estimated.
Accordingly, a time-bound grievance procedure for all non-executive employees was
Introduced by the Company in June, 1980. The need of a formal grievance procedure
for
Executives has been felt since some time in the past by the Company and the same
was Under
consideration. Keeping in view of this need and also the guidelines received from
The Govt.
of India, NTPC has laid down a formal time-bound grievance procedure for Redressal
of the
grievances of executives

2.0 OBJECTIVES:

62
The objectives of the grievances procedure will be:
2.1 To settle grievances of the employees in shortest possible time;
2.2 At lowest possible level of authority; and
2.3 To provide for various stages so that the aggrieved employees derive
satisfaction of
Speaking redressed, if required, even from the highest level of the authority.

1.0SCOPE AND COVERAGE:

The procedure will cover all executives of the Company up to the level of DGMs.
Executives in higher levels may take up their grievances, if any, with their
reporting officer.
Grievance for the purpose of this procedure would only mean individual grievance
and the
Matters under the scope of this procedure, which can be invoked by an aggrieved
executive
Shall be those relating to the following:'
- Salary payment
NB: The above procedure was approved by the Management Committee in their meeting
Held on 19.6.1986 and came into force i.e. of 1.8.1986.
- Recoveries of dues etc.
- Increment
- Working conditions
- Leave
- Allotment of quarters
- Medical facilities
- Non-extension of benefits under rules
- Transfer
- Promotion
- Like issues
The grievance arising out of the following shall not be come under the purview
Of the grievance procedure:
- Terms of appointment settled prior to joining

63
- Annual performance appraisal
- Matters relating to disciplinary enquiry, action and vigilance cases
- Where the grievance does not relate to an individual executive

4.0 PROCEDURE:

The individual grievance of the executive shall be dealt with as per the procedure
laid
Down below:

4.1 Stage-I
4.1.1 The aggrieved executive shall take up his grievance orally with his immediate
Superior
(not below the rank of Deputy Manager) who will give a personal Hearing and try to
resolve
the grievance at his level within seven days.
For this purpose every project GM and Head of Region/Officers shall nominate And
notify a
list of Executives in different departments who will hear oral Grievances. Wherever
necessary,
the nominated officer will consult his Head of The Dep’t. And/or such other
Department(s)
before communicating back with The aggrieved executive.
4.1.2 In case the executive is not satisfied he can submit his grievance in writing
in Form-I
within
15 days from the date on which the act of grievance arose or came to his notice to
the
Head of Dep’t. Concerned.
4.1.3 The Head of Department concerned will record his comments on the grievance
form
Within 7 days after making necessary enquiries/obtain necessary guidelines from
other
Departments, if any, as required.

4.2 Stage-II

64
4.2.1 In case the executive is not satisfied with the decision communicated to him
at Stage-I or

If he fails to receive the reply within stipulated period, he may submit his
grievance in the

Prescribed form (Form-II) within a period of 15 days to a Staff Council in the

Project/regional offices/Corporate Centre. The staff council will be constituted by

the ED

Concerned for project and regional offices and Director (P) for Corporate Centre by
the

Designation of the Member. The Council will consist of the following:

a. At Projects/Region:

- GM/Head of the Project or Office

- The concerned HOD of the aggrieved executive
- Chief Finance Manager or the Head of the Finance in the
Project/Office
- CPM or Head of HR in the Project/Office (Member Secy.)

B. At Corporate Centre:

- Executive Director (any one from the Corporate Headquarter)

- Head of Department concerned
- Financial Controller
- GM (HR)/DGM (HR) - Member Secy.
The Council thus constituted the staff council shall continue to function so long
as no
Further changes are required in its constitution.3
The Council will examine the details of the grievance and may also discuss with the
Aggrieved employee, if felt necessary. The Staff Council shall give its reply to
the aggrieved
Executive within 30 days from the date of receipt of the grievance. However,
wherever felt
Necessary by the Staff Council, it may make a recommendation for a final decision
of
Director (HR), who will convey his decision within 30 days from the receipt of
grievance
From the Grievance Committee. The decision of the D (HR) shall be final subject to
the
Provisions: contained in paragraph below:

65
The executives of the levels of Head of the Department & DGM's may take up their
Grievances verbally with their immediate superior officials (it could be a DGM or
GM) to get
Their grievances resolved within the stipulated 7 days, failing which they can
communicate
The same in writing to the said superior official in Form-I. The superior official
shall reply to
The individual within 7 days after ascertaining the requisite information from all
the Depts.
Concerned
Wherever the executives of the level of HOD/DGM's do not receive reply within the
Stipulated period or are not satisfied with the reply so received, they may choose
to Submit
their grievances in Form-II to the Staff Council. In such an eventuality, the
GM/Head of the
Project/Office will have a dual role to perform in addition to being the Head of
the
Department of the aggrieved executive.3

4.3 Stage-Ill
4.3.1 In exceptional cases, the aggrieved executive who is not satisfied with the
decision will
Have an option to appeal to CMD. The CMD will take a decision and communicate the
Same within 30 days from the receipt of the appeal and

5.0 GENERAL CONDITIONS:

5.1 The executive shall bring up his grievance immediately and in any case within a
period of
Three months of its recurrence.
5.2 If the grievance arises out of an order given by the Management, the said order
shall be
Complied with before the executive concerned invokes the procedure laid down for
Redressal of his grievance

.
 AUTHORITY:
1. Corporate Personnel Circular No. 54/80 Dt. 19.6.1980
2. Corporate Personnel Circular No. 191/86 DT 30.7.1986
3. Corporate Personnel Circular No.197/87 Dt.20.1.1987

66
 Limitation

 No questionnaire was allowed

 Since expert was of hr. depts. biasness may be there.
 Only HR. dept .was considered but grievances can be of any other dep’t. also
 Lack of knowledge
 Scope of grievances should be increased
 There should implementation of the changes in the grievances procedure

67
 Findings

1. 87% of the employees are of under the age group 19-25 years
2. 81% of the employees have 1-3 years of experience
3. 74% of the employees have awareness about the grievance redressal committee of
the
company, its members and the monthly meeting being held.
4. 28% strongly agrees and 45% agrees that real basis of the problem is
ident0ified.
5. 68% of the respondents say that grievance redressal committee members actively
engage
in resolving the problems.
6. 61% of the respondents say that proper records regarding grievance and
confidentiality is
maintained.
7. 83% of the employees say that conflict resolving is an important function for
smooth
running of an organization.
8. 68% of the employees are satisfied with the grievance handling procedure
followed by
the company.
9. 82% agrees that importance is given to what is right rather than who is right.
10. 67% of the employees say that temporary relief is provided until proper
decision is made.

68
 DATA

ANALYSIS

69
Q1: Distribution of respondents based on age

NO. OF
AGE RESPONDENTS PERCENTAGE

19-25 87 87%

26-30 7 7%

Above
30 6 6%

Total 100 100%

INFERENCE:

From the above table it is inferred that 87% of the employees are between the age
group 19 to 25 years, 7% of the employees are between the age group 26 to 30 years
and 6% of the employees are above 30 years of age.

AGE

Q2: Distribution of respondents based on experience

70
 NO. OF
EXPERIENCE RESPONDENTS PERCENTAGE

1-3 Years 81 81%

4-10 Years 13 13%

Above 10 Years 6 6%

Total 100 100%

INFERENCE:

From the above table it is inferred that 81% of the respondents have experience
between 1 to 3 years, 13% have experience between 4 to 10 years and 6% of the
respondents have above 10 years of experience.

DISTRIBUTION OF RESPONDENTS BASED ON EXPERIENCE

EXPERIENCE

Q3: Distribution of respondents towards awareness of grievance redressal

committee of the company, its members and the monthly meeting of the
committee

71
PARTICULARS YES NO TOTAL

Awareness about committee 74 26 100

Awareness about committee members 72 28 100

Awareness about monthly committee

meeting 74 26 100

Average 72 28 -

Percentage 73% 27% -

INFERENCE:

From the above table it is inferred that 74% of the employees are aware about the
grievance redressal committee of the company, its members and about the committee
meeting that is held every month in the company and 26% of the employees are not
aware about any of the above.
NO. OF RESPONDENTS

Q4: Distribution of respondents towards identification of real basis of employee

grievance

IDENTIFICATION OF REAL BASIS OF NO. OF

PERCENTAG
PROBLEM RESPONDENTS E

Strongly Agree 28 28%

Agree 45 45%

Neutral 17 17%

72
 Disagree 8 8%

Strongly Disagree 2 2%

Total 100 100%

INFERENCE:

From the above table it is inferred that 28% of the respondents strongly agree that
real
basis of their problem is identified, 45% agrees, 17% stands neutral, 8% disagrees
for
the statement and 2% strongly disagrees with the statement.

Q5: Distribution of respondents based on grievance redressal committee

members’ active involvement in resolving problem

ACTIVE NVOLVEMENT NO. OF ESPONDENTS PERCENTAGE

Yes 68 68%

No 32 32%

Total 100 100%

73
INFERENCE:

From the above table it is inferred that 68% of the employees say that grievance
redressal committee members actively engage in resolving their problem and 32% of
the employees say that committee members are not actively engage in resolving their
problem.

Q6: Distribution of respondents based on confidentiality and proper

maintenance of grievance records by the grievance handling committee members

PARTICULARS YES NO TOTAL

Confidentiality 61 39 100

Proper maintenance
of records 71 29 100

INFERENCE:

74
From the above table it is inferred that 61% agrees that confidentiality is
maintained
regarding grievances and 39% disagrees with the maintenance of confidentiality. It
is
also known that 71% of the respondents say that proper records are maintained
regarding grievance and 29% disagrees with the statement.

CONFIDENTIALITY AND PROPER MAINTENANCE OF RECORDS

NO. OF RESPONDENTS

Q7: Distribution of respondents with respect to the statement ‘grievance

resolving is an important function for the smooth functioning of an organization’

CONFLICT RESOLVING IS IMPORTANT NO.OF RESPONDENTS

PERCENTAGE

Strongly Agree 31
31%

Agree 52
52%

Neutral 16
16%

Disagree 1
1%

Strongly Disagree 0
0%

Total 100
100%

75
INFERENCE:

From the above table it is inferred that 31% strongly agree that grievance
resolving is an
important function for the smooth functioning of an organization, 52% of the
respondents
agrees, 16% stands neutral and 1% disagrees with the statement.
NO. OF RESPONDENTS

Q8: Distribution of respondents towards Satisfaction level of the conflict

resolving procedure of the company based on experience.

HIGHLY HIGHLY
EXPERIENCE SATISFIED SATISFIED Neutral DISSATISFIED
DISSATISFIED TOTAL

1-3 Years 21 34 26 0 0
81

4-10 Years 5 5 2 0 1
13

Above 10
Years 3 0 1 2 0
6

Total
100

INFERENCE:

From the above table it is inferred that in 1-3 years experience group 25.93% are
highly
satisfied, 41.97% are satisfied and 32.1% are neutral; in 4-10 years experience
group 38.46%

76
are highly satisfied, 38.46% are satisfied, 15.38% are neutral and 7.7% are highly
dissatisfied;
in employees having more than 10 years of experience 50% are highly, 16.67% is
neutral and
33.33% are dissatisfied toward the conflict resolving procedure of the company.

SATISFIED

Q9: Distribution of respondents regarding whom they redress for grievance.

PERSON NO. OF RESPONDENTS PERCENTAGE

PERSONAL
OFFICER(HRD) 65 65%

SUPERVISOR 35 35%

TOTAL 100 100%

INFERENCE:

From the above table it is inferred that 65% of the respondents communicate their
grievance to the personal officer and 35% of the respondents communicate to their
supervisor.

77
Q10: Distribution of respondents regarding regular follow up to ensure that the
right decision has ended up in satisfaction

REGULAR FOLLOW UP NO. OF ESPONDENTS PERCENTAGE

Yes 82 82%

No 18 18%

Total 100 100%

INFERENCE:

From the table it is inferred that 82% of the respondents agree that regular follow
up
is made to ensure that the right decision has ended up in satisfaction and 18% of
the
respondents disagree with the above statement.

78
Q11: Distribution of respondents towards any temporary relief provided until
proper decision is made so that it does not raise any adverse effects within the
company.

PROVIDING TEMPORARY RELIEF NO. OF RESPONDENTS PERCENTAGE

Yes 67 67%

No 33 33%

Total 100 100%

INFERENCE:

From the above table it is inferred that 67% of the respondents agree that
temporary
relief is provided and 33% of the respondents says that no temporary relief is
provided.

79
Q12: Distribution of respondents towards the opportunity given to the employees
to take the complaint to the higher official is decision provided is not
satisfactory

OPPORTUNITY GIVEN NO. OF RESPONDENTS

PERCENTAGE

Yes 85 85%

No 15 15%

Total 100 100%

INFERENCE:

From the table its is inferred that 85% of the respondents agree that opportunity
given to the
employees to take the complaint to the higher official is decision provided is not
satisfactory
and 15% of the respondents disagrees.

80
Q13: Distribution of respondents with respect to simple and easy grievance
conveying procedure

SIMPLE AND EASY NO. OF RESPONDENTS

PERCENTAGE

Yes 84 84%

No 16 16%

Total 100 100%

INFERENCE:

From the above table it is inferred that 84% of the respondents agree that
grievance conveying
procedure is simple and easy and 16% of the respondents disagrees.

81
Q14: Distribution of respondents with respect the supervisor given authority to
take
necessary action to resolve the problem

GIVEN AUTHORITY NO. OF RESPONDENTS PERCENTAGE

Yes 66 66%

No 34 34%

Total 100 100%

INFERENCE:

From the above table it is inferred that 66% of the respondents agree that the
supervisor is
given authority to take necessary action to resolve the problem and 34% of the
respondents
disagree with the statement the supervisor is given authority to take necessary
action to
resolve the problem.

82
Recommendation

 Online produce for the submission of the grievance through sap.

 Days duration in reply should be reduce stages should be removed.

 A grievance committee should not contain member of same center.

 Quick & supportive nature of the committee member.

83
 Conclusion

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.

So it had to work hard in order to maintain its position in the world and more over
any
lack or mistake may give chance to private firms such as reliance torrent Tata in
order
to gain their market in India

Grievances may be taken as a positive as well as negative work but in order to

improve the company should take Most interviewees believed that, in recent years,
companies had become more focused on processes that seek to establish a better
understanding of local contexts, risks, impacts and development opportunities (such
as socio-economic and political risk analysis and community engagement and
development). Most interviewees also believed that companies were fundamentally
better at responding to community concerns than they were five years ago. That
said,
while companies involved in the study may have processes in place to identify and
address social and community relations issues pre-emptively, only a few have

Procedures for dealing with grievances that were not foreseen or predicted through
these processes.

84
Overall, it was difficult to get clarity about exactly how grievance handling is
related
to concepts like sustainable development. A few interviewees argued that this was
due
in part to the industry’s tendency to present sustainable development in largely
positive terms that focus on opportunity and benefit, rather than social harm.

Overall, there was a strong view that the current approach to grievance handling
was
determined much more by site-level relationships than by any coordinated corporate-
level strategy. There was wide-spread agreement among interviewees on the
relationship between grievance handling and community relations. Responsible
grievance handling was considered absolutely integral to the suite of activities
that
aim to build and maintain relationships with local and affected peoples and other
stakeholders.

None of the companies involved in the research had a centralized mechanism at the
corporate level for handling community grievances, other than „whistleblower‟
hotlines for employees that were known by, or open to, other stakeholders, to
varying
degrees. Such hotlines were usually, but not always, outsourced to an external
provider to manage the resolution process. Otherwise, the dominant trend was
devolution of responsibility for handling community grievances to the asset,
operation
or business unit

85
Summary

According to the views of expert we came into conclusion that grievance procedure
of
NTPC was made a long time ago and it has to be changed or renovated with a prod of
the time and new things in grievances procedure should be added so that scope of
grievances should have inhered .resulted in more satisfied employee and better
quality
of work .being a maharaja company .the world 10 biggest thermal generation
company .should take a grievances as positive point in order to improve it
working .
Currently, the industry’s dominant approach is to devolve responsibility for
grievance
handling to operations or projects (rather than immediately elevating to the
corporate
level or an external party). Corporate offices rarely have direct responsibility
for
community grievance handling, other than in the case of escalated disputes, and are
largely responsible for: setting the policy agenda; supporting operations in their
implementation; and, providing assurance back to the corporate entity that
compliance
is being achieved.

Sites with formalized procedures said they were of great assistance when community
relations sought to involve or hold other departments to account for responsible
grievance handling. At the operational level, it is community relations
practitioners
who usually have front-line and face-to-face contact with aggrieved parties to
understand their perspectives, concerns and issues. From there, it is (more often
than
not), community relations practitioners who work to resolve issues and, in the case
of
more complex issues, involve other departments and functions in seeking resolution.

86
Interviewees indicated that many community relations practitioners still struggle
to
involve other departments in discussions

“Certainly the issue [of grievance handling] has popped up on the radar screen in
the
last 2-3 years and is the „issue du jour‟ right now … In CSR things typically build
from one level to the next. The field keeps getting moved further and further down
the
road. So as things become the norm in the industry, you push deeper … I don’t see
this focus [on grievance mechanisms] going away.”

Some interviewees gave a caution on the trend towards formalization, arguing that
it
may inadvertently decrease space for innovative local solutions and dialogue, which
is
essential to effective „on the ground‟ grievance handling. In this emerging area, a
balance needs to be struck between formalization (through set procedures and
certain
minimum requirements) on the one hand, and flexibility and adaptability in finding
some form of resolution on the other
Questions that guided the research were as follows:

 How does the industry currently think about community grievances?

 What requirements are in place at the corporate-level in relation to grievance

handling and to what extent are they implemented?

 What are the key grievance pathways within PSU companies?

 In what ways is the industry focused on change in this area?

 What organisational barriers and enabling factors exist for responsible

grievance handling by PSU companies?

Interviewees used a range of descriptors to refer to unresolved matters between the

community and the company including: feedback, concern, complaint, grievance,
dispute, issue and conflict. There was variation in the use of these terms. Some
had
specific definitions and preferences:

87
“Typically you differentiate between a complaint (a less severe dispute) and a
grievance (a more severe dispute) and then a conflict (the most severe).”

“We use dispute, grievances, and complaints - whatever. We get them all and are
happy with whatever.”

“We try not to use the words „dispute‟ and „conflict‟ in our [corporate]
communication. We talk about issues management rather than conflict
resolution. There is no sinister reason for why that is. Conflict is to a more
opposing party; with the connotation of aggression.”

“I think language precedes action and precedes performance and we are getting
to that point now. We are starting to have conversations that I would have been
very surprised to see the industry having even 12 months ago.”

88
BIBLIOGRAPHY

 Journals

 NTPC magazines

 NTPC Employee handbook

 www.ntpc.co.in

89
 Part IV
Annexure 1

90
 N.T.P.C. Dadri GRIEVANCE FORM

Name of employee:

Job title: _________________________________

Date of complaint: _________________________

Describe in detail the nature of your complaint including names of all individuals
involved,
witnesses of the incident and any proof you might have about the complaint:

Give details about how the incident has affected your ability to work effectively:

What actions could the company take in order to effectively deal with your
complaint?

Give any additional comments that would be helpful in dealing with your complaint:

Employee signature: _________________________ Date:

_____________

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Annexure 2

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 QUESTIONNAIRE

A STUDY ON EFFECTIVENESS OF GRIEVANCE REDRESSAL

PROCEDURE

WITH RESPECT TO N.T.P.C. Dadri

PERSONAL INFORMATION:

Name:

Gender: [ ] Male [ ] Female

Age: [ ] 19 – 25 [ ] 26 – 30 [ ] Above 30

Educational Qualification:

[ ] Higher Secondary [ ] Diploma

[ ] Under Graduate [ ] Post Graduate

Marital status: [ ] Single [ ] Married

Department:

Designation:

Experience:

Monthly Income:

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QUESTIONS:

1. Are you aware of the members of the grievance redressal committee?

[ ] Yes [ ] No

2. Are you aware of the monthly meetings of the grievance redressal committee which
are being held?

[ ] Yes [ ] No

3. In case the grievance has to be immediately redressed to whom do you

communicate?

--------------------------------

4. Is the real basis of your problem identified?

[ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

5. Is there regular follow up to ensure that the right decision has ended up in
satisfaction?

[ ] Yes [ ] No

6. Is there any temporary relief provided until proper decision is made so that it
does
not raise any adverse effects within the company?

[ ] Yes [ ] No

7. Do the committee members actively engage in resolving your problem?

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[ ] Yes [ ] No

8. If the decision is not satisfactory, are you given opportunity to take it to

higher
officials?

[ ] Yes [ ] No

9. Are the matters relevant to the grievance kept confidential?

[ ] Yes [ ] No

10. Is the supervisor given authority to take necessary action to resolve the
problem?

[ ] Yes [ ] No

11. Are proper records maintained on each grievance?

[ ] Yes [ ] No

12. Rate the satisfaction level for the conflict resolving procedure adopted by
your
company.

[ ] Highly Satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ]

Highly
Dissatisfied

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