Nuclear Power Corporation of India LTD

NUCLEAR POWER CORPORATION OF INDIA LTD
Nuclear Power Corporation of India Limited

(NPCIL)
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Chapter 1 :
Introduction
1.1 Industry details & economic Performance in the country
Power plant engineering got its start in the 1800s when small systems were used by
individual factories to provide electrical power. Originally the only source of power came
from DC, or direct current, systems.
While this was suitable for business, electricity was not accessible for most of the public
body. During these times, the coal powered steam engine was costly to run and there was no
way for the power to be transmitted over distances. Hydroelectricity was one of the most
utilized forms of power generation as water mills could be used to create power to transmit to
small towns.
It wasn't until the introduction of AC, or alternating current, power systems that allowed for
the creation of power plants as we know them today. AC systems allowed power to be
transmitted over larger distances than DC systems allowed and thus, large power stations
were able to be created. One of the progenitors of long-distance power-transmission was
the Lauffen to Frankfurt power plant which spanned 109 miles. The Lauffen-Frankfurt
demonstrated how three-phase power could be effectively applied to transmit power over long
distances. Three-phase power had been the progeny of years of research in power distribution
and the Lauffen-Frankfurt was the first exhibition to show its real potential for future me
The engineering knowledge needed to perform these tasks enlists the help of several fields of
engineering including mechanical, electrical, nuclear and civil engineers.
When power plants were up and coming, engineering tasks needed to create these facilities
mainly consisted of mechanical, civil, and electrical engineers. These disciplines allowed for
the planning and construction of power plants. But when nuclear power plants were created it
introduced nuclear engineers to perform the calculations necessary to maintain safety
standards.
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Types of Power Plants
All power plants are created with the same goal: to produce electric power as efficiently as
possible. However, as technology has evolved, the sources of energy used in power plants
have evolved as well. The introduction of more renewable/sustainable forms of energy has
caused an increase in the improvement and creation of certain power plants.
Hydroelectric power plants

Hydroelectric power plants generate power using the force of water to turn generators. They
can be categorized into three different types; impoundment, diversion and pumped storage.
Impoundment and diversion hydroelectric power plants operate similarly in that each involves
creating a barrier to keep water from flowing at an uncontrollable rate, and then controlling
the flow rate of water to pass through turbines to create electricity at an ideal level.
Mechanical engineers are in charge of calculating flow rates and other volumetric calculations
necessary to turn the generators at the electrical engineers specifications. Pumped storage
hydroelectric power plants operate in a similar manner but only function at peak hours of
power demand. At calm hours the water is pumped uphill, then is released at peak hours to
flow from a high to low elevation to turn turbines. The engineering knowledge required to
assess the performance of pumped storage hydroelectric power plants is very similar to that of
the impoundment and diversion power plants.
Thermal power plants

Thermal power plants are split into two different categories; those that create electricity by
burning fuel and those that create electricity via prime mover. A common example of a
thermal power plant that produces electricity by the consumption of fuel is the nuclear power
plant. Nuclear power plants use a nuclear reactor's heat to turn water into steam. This steam is
sent through a turbine which is connected to an electric generator to generate
electricity. Nuclear power plants account for 20% of America's electricity generation. Another
example of a fuel burning power plant is coal power plant. Coal power plants generate 50% of
the United States' electricity supply. Coal power plants operate in a manner similar to nuclear
power plants in that the heat from the burning coal powers a steam turbine and electric
generator.
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There are several types of engineers that work in a Thermal Power Plant. Mechanical
engineers maintain performance of the thermal power plants while keeping the plants in
operation. Nuclear Engineer generally handle fuel efficiency and disposal of nuclear waste;
however, in Nuclear Power Plants they work directly with nuclear equipment. Electrical
Engineers deals with the power generating equipment as well as the calculations.
Solar power plants

Solar power plants derive their energy from sunlight, which is made accessible
via photovoltaic’s (PV's). Photovoltaic panels, or solar panels, are constructed using
photovoltaic cells which are made of silica materials that release electrons when they are
warmed by the thermal energy of the sun. The new flow of electrons generates electricity
within the cell. While PV's are an efficient method of producing electricity, they do burn out
after a decade and thus, must be replaced; however, their efficiency, cost of operation, and
lack of noise/physical pollutants make them one of the cleanest and least expensive forms of
energy.
Solar power plants require the work of many facets of engineering; electrical engineers are
especially crucial in constructing the solar panels and connecting them into a grid, computer
engineers code the cells themselves so that electricity can be effectively and efficiently
produced, and civil engineers play the very important role of identifying areas where solar
plants are able to collect the most energy.
Wind power plants

Wind power plants, also known as wind turbines, derive their energy from the wind by
connecting a generator to the fan blades and using the rotational motion caused by wind to
power the generator. Then the generated power is fed back into the power grid. Wind power
plants can be implemented on large, open expanses of land or on large bodies of water such as
the oceans; they simply rely on being in areas that experience significant amounts of
wind. Technically, wind turbines are a form of solar power in that they rely on pressure
differentials caused by uneven heating of the earth's atmosphere.
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Wind turbines solicit the knowledge from mechanical, electrical, and civil engineers.
Knowledge of fluid dynamics from the help of mechanical engineers is crucial in determining
the viability of locations for wind turbines. Electrical engineers ensure that power generation
and transmission is possible. Civil engineers are important in the construction and utilization
of wind turbines.
Nuclear Power Plant
A nuclear power plant is a thermal power station in which the heat source is a nuclear reactor.
As is typical of thermal power stations, heat is used to generate steam that drives a steam
turbine connected to a generator that produces electricity. As of 2014, the International
Atomic Energy Agency reported there were 450 nuclear power reactors in operation in
31 countries.
Nuclear plants are usually considered to be base load stations since fuel is a small part of the
cost of production and because they cannot be easily or quickly dispatched. Their operations
and maintenance and fuel costs are, along with hydropower stations, at the low end of the
spectrum and make them suitable as base-load power suppliers. The cost of spent fuel
management, however, is somewhat uncertain.
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1.2 Reason for selection the company for research work
NPCIL, along with its operational nuclear power plants, also holds stake in BHAVINI,
another PSU of Department of Atomic Energy (DAE) which is involved in Fast Breeder
Reactor. In the country, Nuclear power reactors are designed and commissioned under the
supervision of NPCIL. Also, NPCIL is responsible for hassle free operations of the various
nuclear power reactors across the nation. At present, NPCIL has 22 operating commercial
nuclear power reactors with an installed capacity of 6780 MW.
Nuclear Power in India

 Nuclear power is the fifth -largest source of electricity in India after thermal, hydroelectric
and renewable sources of electricity. As of 2016, India has 22 nuclear reactors in operation at
seven sites, having an installed capacity of 6780 MW and producing a total of 30,292.91 GHz
of electricity. 11 more reactors are under construction to generate an additional 8,100 MW.
 Nuclear Power Corporation of India Limited (NPCIL) is a government-owned corporation of
India based in Mumbai which is responsible for the generation of nuclear power for
electricity. NPCIL is administered by the Department of Atomic Energy, Govt. of India.
 Tarapur is the largest nuclear power station in India.
Important news regarding Nuclear power plants in India
 New Nuclear power plants – The Union Cabinet on May 18, 2017 has cleared the proposal of
building of 10 new nuclear power plants to add 7000MW to India’s nuclear power generation
capacity. These will be the indigenous 700 MW pressurized heavy water reactors.
 India and Russia signed deal for two nuclear reactors – India and Russia signed a pact for
setting up the last two units of the Kundankulam nuclear power plant with Moscow’s help in
Tamil Nadu.
Facts about Nuclear Energy and Nuclear power plants
 Nuclear energy originates from the splitting of uranium atoms – a process called fission. This
generates heat to produce steam, which is used by a turbine generator to generate electricity.
Because nuclear power plants do not burn fuel, they do not produce greenhouse gas
emissions. With no carbon emissions, it will remain an important clean energy resource for
the future.
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 Nuclear power plants operate in 31 countries. Most are in Europe, Northern America, East
Asia and South Asia. France has the largest share of electricity generated by nuclear power.
China has the fastest growing nuclear power program with 28 new reactors under
construction.
List of Nuclear Power Plants in India
Name of the power

S.No State Operator Total capacity
station
Tarapur Atomic
1. Maharashtra NPCIL 1,400
Power Station
Kakrapar
2. Atomic Power Gujarat NPCIL 440
Station
Kudankulam
3. Nuclear Power Tamil Nadu NPCIL 2,000
Plant
Kaiga Nuclear
4. Karnataka NPCIL 880
Power Plant
Madras Atomic
5. Tamil Nadu NPCIL 440
Power Station
Rajasthan
6. Atomic Power Rajasthan NPCIL 1,180
Station
7. Narora Atomic Uttar Pradesh NPCIL 440
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1.3 Research objectives:
1) Study of general management Practices of Nuclear Power Corporation of India Limited
2) Study of General Management practices of Nuclear Power Corporation of India Limited
3) Ascertain the issues & difficulties in day to Day Operations/ Activities of the Company
4) Suggestions suitable measures for ensuring smooth activities of the Company.
4) Method of data/information collection:
1) Research Approach: Observation/Interview
2) Contact Method: Personal/Internet
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Chapter - 2 :
Company Profile
2.1 Name of the organization
Nuclear Power Corporation of India Limited
Type Govt. Organization
Industry Atomic Energy
Corporate Identity - U40104MH1987GOI149458

Number (CIN)
Founded September 1987; 32 years ago
Headquarters World Trade Centre,
Cuffe Parade, Colaba, Mumbai, Maharashtra,
India
Area served India
Key people S. K. Sharma (CMD)
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Products Nuclear power generation and distribution
Production output 38,336 MHz (FY18)
Revenue ₹12,521.92 crore (US$1.8 billion)
Operating Income ₹4,579.08 crore (US$640 million)
Net income ₹3,613.27 crore (US$510 million) (FY18)
Total assets ₹73,222.18 crore (US$10 billion) (FY18)
Total equity ₹33,970.16 crore (US$4.8 billion)] (2018)
Owner Government of India
Number of 11,441 (FY18)

employees

Subsidiaries
 Nalco Power Company Limited (74%)
 Indian oil Nuclear Energy Corporation Limited (74%)
 Anushakti Vidhyut Nigam Limited (51%)
 L&T Special Steels & Heavy Forgings Private Limited (26%)
Website www.npcil.nic.in
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Nuclear Power Corporation of India Limited (NPCIL) is a Public Sector Enterprise under the
administrative control of the Department of Atomic Energy (DAE), Government of India. The
Company was registered as a Public Limited Company under the Companies Act, 1956 in
September 1987 with the objectives of operating atomic power plants and implementing
atomic power projects for generation of electricity in pursuance of the schemes and
programmers’ of the Government of India under the Atomic Energy Act, 1962. NPCIL also
has equity participation in BHAVINI, another PSU of Department of Atomic Energy (DAE)
which implements Fast Breeder Reactors programme in the country.
NPCIL is responsible for design, construction, commissioning and operation of nuclear power
reactors. NPCIL is a MoU signing, profit making and dividend paying company with the
highest level of credit rating (AAA rating by CRISIL and CARE). NPCIL is presently
operating 22 commercial nuclear power reactors with an installed capacity of 6780 MW. The
reactor fleet comprises two Boiling Water Reactors (BWRs) and 18 Pressurized Heavy Water
Reactors (PHWRs) including one 100 MW PHWR at Rajasthan which is owned by DAE,
Government of India and two 1000 MW VVER reactor KKNPS-1&2, in this, latest addition
to the fleet is the unit-2 of Kudankulam Nuclear Power Station, a 1000 MW VVER
(Pressurized Water Reactor type), which has started its commercial operation on March 31,
2017. Currently NPCIL has eight reactors under various stages of construction totaling 6200
MW capacity.
Pre-project activities at new sites, which were accorded ‘in principle' approval by the
Government, have been initiated so as to enable early launch of projects at these sites.
Being a responsible corporate citizen, NPCIL accomplishes CSR activities and implements
projects related to Sustainable Development (SD). The company is compliance to Corporate
Governance as per guidelines issued by Department of Public Enterprises (DPE). Nuclear
Power Corporation of India Limited (NPCIL) is a wholly owned Enterprise of the
Government of India under the administrative control of the Department of Atomic Energy
(DAE), Government of India.
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It has been incorporated in September 1987 as a Public Limited Company under the
Companies Act, 1956 with the objective of undertaking the design, construction, operation
and maintenance of the atomic power stations for generation of electricity in pursuance of the
schemes and programmes of the Government of India under the provision of the Atomic
Energy Act, 1948.Organisation structure in the company, the operating station, projects,
finance and commercial function have been placed under separate directorates headed by
Executive Directors/Directors reporting to the Chairman and Managing Director(CMD).
Nuclear Power Corporation Of India Limited was earlier known as Nuclear Power Board
under total control of department of atomic energy. On 17th September 1987 the Government
decided to convert the Nuclear Power Board (NPB) into Nuclear Power Corporation of India
Limited (NPCIL) with a view to give fillip to the countries ambitious nuclear power
programme and to expedite achievement of the targets laid down in this respect. The ultimate
idea was to make the power sector more competitive and transparent.
2.2 Form of ownership: The Nuclear Power Corporation of India Limited (NPCIL) is an Indian
public sector undertaking based in Mumbai, Maharashtra. It is wholly owned by the
Government of India and is responsible for the generation of nuclear power for
electricity. NPCIL is administered by the Department of Atomic Energy (DAE).
Tarapur Atomic Power Station (TAPS), a twin-unit BWR station is the oldest NPP in India.
These units are operating for the last 30 years with impressive operation performance
indicators and in this period their operating license was periodically extended by the Atomic
Energy Regulatory Board. Certain modifications and improvements have been made in these
units based on operating experiences and to further improve the safety standards. Testing of
surveillance samples of the reactor vessel material confirmed that the vessel could operate
well beyond 60 Effective Full Power Years (EFPYs), whereas till 2003, these units have
completed 18 EFPYs. In order to extend the operating license of these units a fresh
comprehensive review involving review of plant operating performance, ageing management
and design basis and safety analysis was carried out. These units were reviewed against the
current safety practices and based on this review some recommendations are made to bring
the safety levels of these vintage units on par with the recently authorized plants. This paper
gives a general description and describes the operating experience of TAPS. Also, safety
review of TAPS carried out for license renewal is covered.
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Nuclear Power plant in India (fig no: 2.1)
Nuclear Power in India
 India has a largely indigenous nuclear power programme.

 The Indian government is committed to growing its nuclear power capacity as part of its
massive infrastructure development programme.
 The government has set ambitious targets to grow nuclear capacity. At the end of 2019 seven
reactors were under construction in India, with a combined capacity of 5.4 GWe.
 Because India is outside the Nuclear Non-Proliferation Treaty due to its weapons programme,
it was for 34 years largely excluded from trade in nuclear plant and materials, which
hampered its development of civil nuclear energy until 2009.
 Due to earlier trade bans and lack of indigenous uranium, India has uniquely been developing
a nuclear fuel cycle to exploit its reserves of thorium.
 Since 2010, a fundamental incompatibility between India’s civil liability law and international
conventions limits foreign technology provision.
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India in 2017 produced 1532 TWh of electricity, 1134 TWh (74%) of this from coal, 142
TWh (9%) from hydro, 71 TWh (5%) from natural gas, 77 TWh (5%) from solar and wind,
38 TWh (2.5%) from nuclear, 45 TWh from biofuels, and 25 TWh from oil. There were
virtually no imports or exports of electricity in 2017, and about 17% of production were lost
during transmission. Consumption in 2017 came to about 1164 TWh or about 870 kWh per
capita. Total installed capacity as of October 2019 was about 365 GWe, consisting of 229
GWe fossil fuels, 73 GWe renewable (including small hydro), 45 GWe large hydro, and less
than 7 GWe nuclear
India's dependence on imported energy resources and the inconsistent reform of the energy
sector are challenges to satisfying rising demand. The 2019 edition of BP’s Energy
Outlook projected India’s energy consumption rising by 156% between 2017 and 2040. It
predicts that the country’s energy mix will evolve slowly to 2040, with fossil fuels accounting
for 79% of demand in 2040, down from 92% in 2017.
In actual terms, between 2017 and 2040, primary energy consumption from fossil fuels is
expected to increase by 120%.
There is an acute demand for more reliable power supplies, though early in 2019 India was set
to achieve 100% household electricity connection.
The government's 12th five-year plan for 2012-17 targeted the addition of 94 GWe over the
period, costing $247 billion. By 2032 the plan called for total installed capacity of 700 GWe
to meet 7-9% GDP growth, with 63 GWe nuclear. The OECD’s International Energy Agency
predicts that India will need some $1.6 trillion investment in power generation, transmission
and distribution to 2035.
In March 2018, the government stated that nuclear capacity would fall well short of its 63
GWe target and that the total nuclear capacity is likely to be about 22.5 GWe by the year
2031.
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Kudankulam nuclear power plant, one of India's newest

India has five electricity grids – Northern, Eastern, North-Eastern, Southern and Western. All
of them are interconnected to some extent, except the Southern grid. All are run by the state-
owned Power Grid Corporation of India Ltd (PGCI), which operates more than 95,000 circuit
km of transmission lines. In July 2012 the Northern grid failed with 35,669 MWe load in the
early morning, and the following day it plus parts of two other grids failed again so that over
600 million people in 22 states were without power for up to a day.
A KPMG report in 2007 said that transmission and distribution (T&D) losses were worth
more than $6 billion per year. A 2012 report costed the losses as $12.6 billion per year. A
2010 estimate shows big differences among states, with some very high, and a national
average of 27% T&D loss, well above the target 15% set in 2001 when the average figure was
34%. Much of this was attributed to theft. Installed transmission capacity was only about 13%
of generation capacity.
Since about 2010 India has made capacity additions and efficiency upgrades to its
transmission grid to reduce technical losses getting power to load centers. In 2009, the
National Load Dispatch Centre began supervising regional load dispatch centers, scheduling
and dispatching electricity, and monitoring operations of the national grid. By the end of
2013, the country's five regional grids were interconnected for synchronous operation with
greater efficiency. India has also more than doubled the extent and capacity of high-voltage,
direct-current (HVDC) lines since 2002, with fewer losses over long distances than AC lines.
India’s priority is economic growth and to alleviate poverty. The importance of coal means
that CO2 emission reduction is not a high priority, and the government has declined to set
targets ahead of the 21st Conference of the Parties on Climate Change to be held in Paris in
2015. The environment minister in September 2014 said it would be 30 years before India
would be likely to see a decrease in CO2 emissions.
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Nuclear power
NPCIL supplied 35 TWh of India's electricity in 2013-14 from 5.3 GWe nuclear capacity,
with overall capacity factor of 83% and availability of 88%. Some 410 reactor-years of
operation had been achieved to December 2014. India's fuel situation, with shortage of fossil
fuels, is driving the nuclear investment for electricity, and 25% nuclear contribution is the
ambition for 2050, when 1094 GWe of base-load capacity is expected to be required. Almost
as much investment in the grid system as in power plants is necessary.
The target since about 2004 was for nuclear power to provide 20 GWe by 2020, but in 2007
the prime minister referred to this as "modest" and capable of being "doubled with the
opening up of international cooperation." However, it is evident that even the 20 GWe target
would require substantial uranium imports and acceleration of nuclear power plant
construction. In June 2009 NPCIL said it aimed for 60 GWe nuclear by 2032, including 40
GWe of PWR capacity and 7 GWe of new PHWR capacity, all fuelled by imported uranium.
This 2032 target was reiterated late in 2010 and increased to 63 GWe in 2011. But in
December 2011 parliament was told that more realistic targets were 14,600 MWe by 2020-21
and 27,500 MWe by 2032.*
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Nuclear Power Corporation of India Limited (NPCIL)
1) Tarapur Atomic Power Station Units-1&2 (2x160 MW BWRs) & Tarapur

Atomic Power Station Units-3&4 (2x540 MW PHWRs),
Tarapur Atomic Power Station was constructed initially with two boiling water
reactor (BWR) units under the 1963 123 Agreement between India, the United States, and
the International Atomic Energy Agency (IAEA). It was built for the Department of Atomic
Energy by GE and Bechtel. Units 1 and 2 were brought online for commercial operation on 28
October 1969 with an initial power of 210 MW of electricity. Later on this was reduced to
160 MW due to technical difficulties. These were the first of their kind in Asia.
1) More recently, an additional two pressurized heavy water reactor (PHWR) units of 540 MW
each were constructed by BHEL, L&T and Gammon India, seven months ahead of schedule
and well within the original cost estimates. Unit 3 was brought online for commercial
operation on 18 August 2006, and unit 4 on 12 September 2005.
2) The facility is operated by the NPCIL (Nuclear Power Corporation of India).
3) The personnel operating the power plant live in a residential complex called T. A. P. S.
colony, 19.816°N 72.743°E which is a fifteen-minute drive from Boisar, the nearest railway
station. The residential complex was also constructed by Bechtel to house both Indian and
American employees. Due to this, the residential complex had a very Indian small-town look,
with neat sidewalks, spacious houses, a club with tennis courts, swimming pool, a
commissary etc. While the original American residents have long gone, the colony continues
to thrive.
4) In 1974 after India conducted Smiling Buddha, its first nuclear weapons test the USA chose to
no longer honor its agreement to supply the plant with enriched uranium. Nuclear fuel for
TAPS has subsequently been delivered from France, China and Russia under IAEA
safeguards.
5) The residential colony now features 3 central schools run under Atomic Energy Education
Society (AEES). The local beach at Chinchani is approximately 7 kilometers (4.3 mi) from
the colony.
One hundred and twenty Americans were involved in the project and the BWRs were
supplied by the US company General Electric. Construction began in October 1964, and both
the Unit-1 and Unit-2 BWRs commenced commercial operations on 28 October 1969.
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Although the United States agreed to supply enriched uranium to TAPS for 30 years, this
supply was cut off after the peaceful nuclear explosion at Pokhran in 1974.
Since this time France, China, and Russia have all supplied uranium fuel to TAPS. Imported
fuel bound for this facility is currently under IAEA safeguards.
Safety Concern
The Boiling water reactors (BWRs) at Tarapur 1 and 2 units are similar to the reactors
involved in the Fukushima Daiichi nuclear disaster. The reactors' age and old design have
raised safety concerns and according to one local leader, the two reactors had in 2011 already
been in operation for 16 years more than their design lives.
In 2007, Atomic Energy Regulatory Board (AERB) evaluated seismic safety features at
Tarapur 1 and 2 and reported many shortfalls, following which NPCIL installed seismic
sensors.
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In 2011, AERB formed a 10-member committee, consisting of experts from Indian Institutes
of Technology (IIT) and India Meteorological Department (IMD), to assess the vulnerability
of the Tarapur to earthquakes and tsunamis. A. Gopalakrishnan, former director of AERB,
said that Tarapur 1 and 2 reactors are much older than the reactors involved in the Fukushima
nuclear accident and argued that they should be immediately decommissioned.
Tarapur Atomic Power Station (fig no 2.2)
Tarapur Atomic Power Station (fig no 2.3)
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2) Rajasthan Atomic Power Station Units 1to 6 (100 MW, 200 MW and
4x220 MW PHWRs),
 The Rajasthan Atomic Power Station (RAPS; also Rajasthan Atomic Power Project -
RAPP) is located at Rawatbhata in the state of Rajasthan, India.
 The construction of the Douglas Point Nuclear Generating Station Canada began in
1961 with a CANDU (Canada Deuterium Uranium) pressurized (PHWR) capable of
producing 220 MW of electricity. Two years after construction of the Rajasthan Power
Project (RAPP) commenced, with two similar reactors built in the state of Rajasthan.
Ten years later, in 1973 RAPS-1 was put into service. In 1974 after India
conducted Smiling Buddha, its first nuclear weapons test Canada stopped their support
of the project, delaying the commissioning of RAPS-2 until 1981.
 In the context of the Indian atomic program, two more PHWR with an output of
220 MW each were built. They cost around 570 million dollars. RAPS-3 became
critical on 24 December 1999; RAPS-4 became critical on 3 November 2000.
Commercial operations began on 1 June 2000 for unit 3, and on 23 December 2000 for
unit 4.
 Two more reactors (RAPS-5 and RAPS-6) with 220 MWe have also been built, with
unit 5 beginning commercial operation on 4 February 2010, and unit 6 on 31 March
2010.
 Two of the new Indian-designed 700 MWe series of reactor (RAPP-7 and RAPP-8)
are under construction at Rajasthan.
 In November 2012, the International Atomic Energy Agency (IAEA) intensively
audited over several weeks two reactors at the Rajasthan Atomic Power Station for
safety. It has concluded that the reactors are among the best in the world, the
indigenously made 220 MW atomic plants can withstand a Fukushima type of
accident, even suggesting that the "safety culture is strong in India" and that India
emerged a winner with a high global safety rank.
 First concrete for unit 7 was poured on 18 July 2011 with commercial operation
expected by 2016. The two reactors will cost an estimated Rs 123.2 billion
(US$2.6 billion).
 By 2003 RAPS-1 had experienced numerous problems due to leaks, cracks in the end-
shield and turbine blade failures, had undergone repairs and appeared to be generating
100 MW electricity, with RAPS-2 reportedly generating 200 MW
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 On 29 August 2006, a 90% iron meteorite weighing 6.8 kilograms fell in Kanvarpura
village, near the power station. The Deputy Director-General (western region) of
the Geological Survey of India, R.S. Goyal, said that devastation on an "unimaginable
scale" would have ensued had the object struck the station.
Rajasthan Atomic Power Station (fig no 2.4)
Rajasthan Atomic Power Station (fig no.2.5)
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Units
Net Gross Date of Commercial Shut

Unit Type Construction
MW MW Criticality operation down
RAPS- 1 August 1965 – 30 11 August 16 December October

CANDU 90 MW 100 MW
1 November 1972 1973 1973 2014
RAPS- 1 April 1968 – 1

PHWR 187 MW 200 MW May 1981 1 April 1981
2 November 1980
RAPS- 1 February 1990 –

PHWR 202 MW 220 MW 1 June 2000
3 10 March 2000
RAPS- 1 October 1990 – 23 December

PHWR 202 MW 220 MW
4 17 November 2000 2000
24
RAPS- 18 September 2002 4 February
PHWR 202 MW 220 MW November
5 – 2010
2009
RAPS-
PHWR 202 MW 220 MW 20 January 2003 – 31 March 2010
6
RAPS- IPHWR- 2022

630 MW 700 MW 18 July 2011
7 700 (expected)
RAPS- IPHWR- 2022

630 MW 700 MW December 2011
8 700 (expected)
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3) Madras Atomic Power Station Units-1&2 (2x220 MW PHWRs)

Madras Atomic Power Station (MAPS) located at Kalpakkam about 80 kilometers (50 mi)
south of Chennai, India, is a comprehensive nuclear power production, fuel reprocessing,
and waste treatment facility that includes plutonium fuel fabrication for fast breeder
reactors (FBRs). It is also India's first fully indigenously constructed nuclear power station,
with two units each generating 220 MW of electricity. The first and second units of the station
went critical in 1983 and 1985 respectively. The station has reactors housed in a reactor
building with double shell containment improving protection also in the case of a loss-of-
coolant accident. An Interim Storage Facility (ISF) is also located in Kalpakkam.
During its construction, a total of 3.8 lakhs (380,000) railway sleeper (logs) were brought
from all over India to lift the 180 ton critical equipment in the first unit, due to lack of proper
infrastructure and handling equipment.
As of July 2016 the Prototype Fast Breeder Reactor (PFBR) was in its final construction
stage, and was expected to reach criticality in March 2017 with 500 MW of electricity
production. The following month the loading of the 1750 ton liquid sodium coolant were
expected to happen in four to five months, with sources in the Department of Atomic
Energy reporting that criticality would likely be reached only around May 2017.
Reactors
The facility houses two indigenously built Pressurized Heavy-Water Reactors (PHWRs),
MAPS-1 and MAPS-2 designed to produce 235 MW of electricity each. MAPS-1 was
completed in 1981, but start-up was delayed due to a shortage of heavy water. After procuring
the necessary heavy water, MAPS-1 went critical in 1983 and began operating at full power
on 27 January 1984. MAPS-2 obtained criticality in 1985 and began full power operations on
21 March 1986.
With India not being a signatory to the Treaty on the Non-Proliferation of Nuclear
Weapons the reactors have since 1985 been delivering their spent fuel to the nuclear
reprocessing plant at Tarapur, providing the country with unsafeguarded plutonium.
A beachhead at Kalpakkam also hosts India's first indigenous Pressurized (PWR). The
80 MW reactors were developed by Bhabha Atomic Research Centre (BARC) as the land-
based prototype of the nuclear power unit for India's nuclear submarines. This unit does not
come under MAPS.
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The reactors' coolant pipes have been plagued by vibrations and cracking with substantial
cracking in the reactor coolant system. This cracking has led to the discovery
of Zircaloy pieces in a moderator pump, requiring the power generation to be lowered to
170 MW.
On 26 March 1999 large amounts of heavy water spilled at MAPS-2, exposing seven
technicians to heavy doses of radiation.
Madras Atomic Power Station (fig no-2.6)
Madras Atomic Power Station (fig no-2.7)
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4) Narora Atomic Power Station Units-1&2 (2x220 MW PHWRs)

The Narora Atomic Power Station (NAPS) services the northern power grid of India. Located
in the small town of Narora (Uttar Pradesh).The plant consists of two PHWRs, the first of
which (Unit-1) began commercial operations on 1 January 1991. Unit-2 followed on 1 July
1992. On 31 May 1993, a major fire occurred when the two steam turbine blades servicing
Unit-1 malfunctioned. This, in addition to problems with the PHWR's cabling system, nearly
led to a nuclear meltdown. Although NAPS was fully rehabilitated after the fire, a second
incident hit Unit-2 in September 1999 when an air-locking inner door malfunctioned. The
plant was immediately shut down and Unit-2 remained off duty for approximately one month.
Although a minor tritium leak also occurred around this time period, by December 1999, the
facility had been inspected by the Bureau of Indian Standards and its environmental
management system had been certified. This certification was followed by the voluntary
opening of NAPS to a World Association of Nuclear Operation (WANO) peer review board
in early 2000. Later that year, NAPS became the first ISO-14001 certified atomic
power station in Asia and also received the Golden Peacock Award from the World
Environment Foundation for its efforts in environment preservation.
Reactor
The plant houses two reactors, each a pressurized heavy-water reactor (PHWR) capable of
producing 220 MW of electricity. Commercial operation of NAPS-1 began on 1 January
1991, NAPS-2 on 1 July 1992.
With India not being a signatory to the Treaty on the Non-Proliferation of Nuclear
Weapons the reactors are not under IAEA safeguards.
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Narora Atomic Power Station (fig-2.8)
Narora Atomic Power Station (fig-2.9)
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5) Kakrapar Atomic Station Units-1&2 (2x220 MW PHWRs),
Kakrapar Atomic Power Station is a nuclear power station in India, which lies in the
proximity of the city of Vyara in the state of Gujarat. It consists of two
220 MW pressurized with heavy water as moderator (PHWR). KAPS-1 went critical on
3 September 1992 and began commercial electricity production a few months later on 6 May
1993. KAPS-2 went critical on 8 January 1995 and began commercial production on
1 September 1995. In January 2003, CANDU Owners Group (COG) declared KAPS as the
best performing pressurized heavy water reactor.
KAPS-2 was shut down after a coolant channel leak in July 2015 and a similar issue forced
the shutdown of KAPS-1 in March 2016. After a replacement of coolant channels and feeder
tubes, KAPS-2 attained criticality in September 2018. Maintenance on KAPS-1 was
scheduled to be completed by March 2019.
The construction costs were originally estimated to be ₹382.52 crore; the plant was finally
finished at a price of ₹1,335 crore. Construction of units 3 and 4 started in November 2010.
Incidents
 1998 KAPS-1 was switched off because of a leakage in the cooling loop for 66 days.
 10 March 2004 the (at the time of) supply for the control rods were irreparably damaged
during maintenance work. In response, poisons were added to the system and the reactor was
shut off.
 On 22 August 2006 it was reported by village inhabitants the area around the power station
had been penetrated. A search by the police did not result in any findings.
 On 11 March 2016, KAPS-1 automatically shut down due to a leak of heavy coolant water,
leaving both reactors non-operational. The leak was plugged ten days later. Corrosion and
cracks were found on the coolant channel and similar corrosion spots were found in KAPS-2
which had been non-operational since July 2015 after a coolant channel leak. KAPS-2
attained criticality on 17 September 2018 after a replacement of its coolant channels and
feeder tubes. A similar replacement in KAPS-1 was scheduled to be completed by March
2019.
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UNITS
Gross Construction
Unit Type Operation start Notes
MW start
Phase I
Kakrapar
PHWR 220 1 December 1984 6 May 1993
1
Kakrapar 1 September
PHWR 220 1 April 1985
2 1995
Phase II
Kakrapar IPHWR-
700 22 November 2010 2019/20
3 700
Kakrapar IPHWR-
700 22 November 2010 2019/20
4 700
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Kakrapur Atomic Power Station (fig-2.9)
Kakrapur Atomic Power Station (fig-2.10)
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6) Kaiga Generating Station Unit-1 to 4 (4x220 MW PHWRs)
Kaiga Generating Station is a nuclear power generating station situated at Kaiga, near the
river Kali, in Uttar Kannada district of Karnataka, India. The plant has been in operation since
March 2000 and is operated by the Nuclear Power Corporation of India.
It has four units. The fourth unit went critical on 27 November 2010. The two oldest units
comprise the west half of the site and the two newer units are adjoining the east side of the
site. All of the four units are small-sized pressurized heavy water reactors of 220 MW.
History
On 27 November 2010 the Kaiga Atomic Power Station unit 4 of 220 MW capacities became
operational.
On 19 January 2011, unit 4 with 220 MW capacities was connected to the southern power
grid at 01:56 hours. With this, the total capacity rose to 880 MW making it the third largest in
India after Tarapur (1400 MW) and Rawatbhata (1180 MW). The unit, fueled by indigenous
uranium, will supply electricity to Karnataka, Andhra Pradesh, Kerala, Tamil
Nadu and Pondicherry.
In December 2018, it got the distinction of setting a world record of continuous operation
among all nuclear power plants. As on December 10, 2018, KGS-1, which was synchronized
to India’s Southern grid on May 13, 2016, continues to operate for a record number of 962
days. Previous record of continuous operation was held by Unit 8 of Heysham II, which
operated from February 18, 2014 to September 15, 2016 for a record number of 940 days.
Two PHWR units each producing 700 MW have been planned for this location. As of
February 2017 pre-project activities have begun for them and if everything goes as planned
the first of the two will become critical around 2024-25.
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Kaiga Generating Station Unit (fig no 2.11
Kaiga Generating Station Unit (fig no-2.12)
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7) Kudankulam Nuclear Power Station Unit-1&2 (2x1000 MW

VVER)
Kudankulam Nuclear Power Plant (or Koodankulam NPP or KKNPP) is the largest nuclear
power station in India, situated in Koodankulam in the Tirunelveli district of the southern
Indian state of Tamil Nadu. Construction on the plant began on 31 March 2002, but faced
several delays due to opposition from local fishermen. KKNPP is scheduled to have six
VVER-1000 reactors built in collaboration with Atomstroy export, the Russian state company
and Nuclear Power Corporation of India Limited (NPCIL), with an installed capacity of
6,000 MW of electricity.
Unit 1 was synchronised with the southern power grid on 22 October 2013 and since then, has
been generating electricity at its warranted limit of 1,000 MW. The original cost of the two
units was ₹ 13,171 crore, but it was later revised to ₹ 17,270 crore (US$2.6 billion). Russia
advanced a credit of ₹ 6,416 crore (US$0.97 billion) for both the units. Unit 2 attained
criticality on 10 July 2016 and was synchronised with the electricity grid on 29 August.
In 2015, Nuclear Power Corporation Ltd (NPCIL) announced a price of ₹ 4.29/kW·h (6.4
¢/kW·h) for energy delivered from Kudankulam nuclear power plant.
The ground-breaking ceremony for construction of units 3 & 4 was performed on 17 February
2016. Due to operators and suppliers requirement to insure the next two units at ₹39,747
crore (US$5.57 billion), the cost of units 3 & 4 amounted to twice the cost of units 1 & 2.
An Inter-Governmental Agreement (IGA) on the project was signed on 20 November 1988 by

the Prime Minister of India, Rajiv Gandhi and the Soviet head of state, Mikhail Gorbachev,
for the construction of two reactors. The project remained in limbo for a decade due to
the dissolution of the Soviet Union. There were also objections from the United States, on the
grounds that the agreement did not meet the 1992 terms of the Nuclear Suppliers
Group (NSG). M R Srinivasan, Atomic Energy Commission (AEC) Chairman from 1987 to
1990, called the project “a non-starter”. However, the project was revived on 21 June 1998.
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Construction
Construction began on 31 March 2002, with Nuclear Power Corporation of India

Ltd (NPCIL) predicting that the first unit would be operational in March 2007, instead of the
original target of December 2007.
A small port became operational in Kudankulam on 14 January 2004. This port was
established to receive barges carrying over-sized light water reactor equipment from ships
anchored at a distance of 1.5 kilometers (0.93 mi). Until 2004, materials had to be brought in
via road from the port of Thoothukudi, risking damage during transportation. In 2008,
negotiations on building four additional reactors at the site began. Though the capacity of
these reactors has not been declared, it was expected that the capacity of each reactor will be
1,200 MW (1.2 GW). The new reactors would bring the total capacity of the power plant to
6,800 MW (6.8 GW).
The ground-breaking ceremony for construction of third and fourth units was performed on 17
February 2016. Construction of the third unit started on 29 June 2017. Construction of units 5
and 6 is expected to begin in 2020.
Cyber-attack
Malware associated with the Lazarus Group was used to collect technical information from
KNPP in 2019. Officials stated that the facility is safe from cyber-attacks by virtue of
being air gapped.
Design and specification
The reactors are pressurized of Russian design, model VVER-1000/V-412 referred also
as AES-92. Thermal capacity is 3,000 MW; gross electrical capacity is 1,000 MW with a net
capacity of 917 MW. Construction is by NPCIL and Atoms troy export. When completed the
plant will become the largest nuclear power generation complex in India producing a
cumulative 2 GW of electric power. Both units are water-cooled, water-moderated power
reactors.
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Operation
The first reactor of the plant attained criticality on 13 July 2013 and was connected to the grid
three months later. It started commercial operation from 31 December 2014. The second unit
achieved criticality on 10 July 2016 and was connected to the grid in August. Commercial
operation started on 15 October 2016.
The Kerala State Electricity Board (KSEB) board members have approved signing of a power
purchase agreement (PPA) with the Nuclear Power Corporation of India (NPCIL) for
sourcing electricity from the Kudankulam nuclear power project (KKNPP).
Unit 1 was shut down in June 2015 for refueling and annual maintenance. On 21 January
2016 the reactor restarted and was connected to grid on 30 January 2016.
Kudankulam Nuclear Power Project Site Director D.S. Choudhary stated on 26 January 2018
that units 1 and 2 of the nuclear plant had generated a combined total of 22,800 million units
since they began functioning.
Kudankulam Nuclear Power Plant (fig no-2.12)
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Kudankulam Nuclear Power Plant (fig no-2.13)
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In addition, NPCIL also has a 10 MW Wind Power Plant at Kudankulam site.
The units under construction are:
 Kakrapar Atomic Power Project Unit-3&4 (2x700 MW PHWRs)

 Rajasthan Atomic Power Project Units-7&8 (2x700 MW PHWRs)
 Gorakhpur Haryana Anu Vidhyut Pariyojna Units-1&2 (2x700 MW PHWRs)
 Kudankulam Nuclear Power Project Unit-3&4 (2x1000 MW VVER)
2.4 Mission, Vision, goals
Mission
The Mission of the Company is ‘To develop nuclear power technology and to produce nuclear
power as a safe, environmentally benign and economically viable source of electrical energy
to meet the increasing electricity needs of the country.
Vision
To be globally proficient in nuclear power technology, contributing towards long term energy
security of the country.
CORPORATE VISION:-
NPCIL is pursuing the mandate of expanding the nuclear power base in the country
accordance with the plans and schemes of the Government of India. NPCIL has gained
significant experience in setting up PHWRs and operating them. With the commissioning
of RAPS 6, number of nuclear power reactors in commercial operation in the country,
has increased to nineteen (19) with a total installed capacity 4560 MWe.
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Out of total capacity of 4560 MWe, 1180 MWe capacity from six reactors (units
1 to 6) is at a single site at Rawatbhata , Rajasthan .
DAE’s Vision 2020 envisages setting up 20000 MWe installed capacity by the year 2020.
Considering that the Nuclear Power is a safe and environmentally clean source of power
generation and that India has vast thorium reserves, Nuclear Power Corporation of India
Limited is poised to play a leading role in future to meet the ever-increasing energy
We treasure our Values
 Safety – Safety is an overriding priority in our all activities.

 Ethics – Upholding highest ethical standards, with honor, through integrity and mutual trust.
 Excellence - Continual improvement through learning, self assessment and setting higher
benchmarks.
 Care – Care and compassion for people and protection of environment.
2.5 Product & Services
Nuclear energy originates from the splitting of uranium atoms – a process called fission.
This generates heat to produce steam, which is used by a turbine generator to generate
electricity. Because nuclear power plants do not burn fuel, Nuclear energy originates from
the splitting of uranium atoms – a process called fission. This generates heat to produce
steam, which is used by a turbine generator to generate electricity. Because nuclear power
plants do not burn fuel, they do not produce greenhouse gas emissions.
By reliably providing power 24 hours a day, nuclear energy is an important part of the
energy mix necessary to meet electricity demand. And, with no carbon emissions, it will
remain an important clean energy resource for the future.
For more than 40 years, Duke Energy has operated nuclear plants – setting industry
benchmarks for safety and efficiency in the process. We employ redundant and diverse
safety systems to protect the public, our employees and the-environment.
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By reliably providing power 24 hours a day, nuclear energy is an important part of the
energy mix necessary to meet electricity demand. And, with no carbon emissions, it will
remain an important clean energy resource for the future.
For more than 40 years, Duke Energy has operated nuclear plants – setting industry
benchmarks for safety and efficiency in the process. We employ redundant and diverse
safety systems to protect the public, our employees and the environment.
1. Diversification
Newer Realms of Energy

Synergizing human effort with the forces of nature, NPCIL continues its quest for energy is
cater to the nation's growing needs. Along with its major role in nuclear power, NPCIL
intends is contribute towards other clean sources of energy like wind power and hydro power
as well.
Tapping Clean, Green Energy
Our responsibilities towards generating more clean energy and our business sense have
propelled us to diversify into wind and hydro power. The wind power sector in India has the
fourth largest installed capacity in the world and is the wind power leader in the developing
world. To contribute to this sector, NPCIL initiated the operation of a 10 MWe wind farm at
Kundankulam in Tamil Nadu, on 19th January 2007. NPCIL is working towards expanding
this capacity.
Pumped Storage Schemes
The Company has signed an MoU to establish a joint venture with Tehri Hydroelectric
Development Corporation Limited (THDC), Uttarakhand, to jointly develop hydro electricity
projects. The Government of Maharashtra has allotted the Malshej Ghat (600 MWe) and
Humbarli (400 MWe) Pumped Storage Schemes to the Joint Venture Company, for survey
and investigation purposes
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Chapter 3 :
Organizing
3.1 Organization Structure
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3.2 Decision Making Process

Decision making is the process of making choices by identifying a decision, gathering
information, and assessing alternative resolutions. Using a step-by-step decision-making
process can help you make more deliberate, thoughtful decisions by organizing relevant
information and defining alternatives
The following is decision making steps in NPCIL
1) Identify the decision

2) Gather information
3) Identify Alternatives
4) Weigh the Evidence
5) Choose Among Alternatives
6) Take Action
7) Review your decision
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3.3 Organizing : Span of Control
1. Sealed Tenders are invited, on behalf of Nuclear Power Corporation of India

Limited, by AD (FSA-LWR), from educational institutes, under Ministry of Human
Resources (central government), for the following work:-
"Consultancy for
1) Probabilistic Seismic Hazard Assessment, and

2) Fragility Evaluation of SSC’s of KKNPP-3, 4”
The work is estimated to cost Rs.85 LAKHS (Approximately Rs 20 lacs for PSHA
study and Rs 65 Lakhs for Fragility Analysis study).
1. This estimate however, is given as budgetary estimation.
2. Period of Work: Approximately 36 months (18 months+18 months).
3. The bid shall be submitted in the original bid document (as issued by the
Corporation), super scribing the name of work in accordance with Clause 19 of
Notice inviting tender (NIT).
The bidders who are found to be indulging in changing / deleting contents of the
tender document will be liable to face necessary action as per extent instruction
which would be removal from approved list, banning / suspension of business
dealing etc.
4. AD (FSA-LWR) of the Nuclear Power Corporation of India Ltd. Shall be the

"Accepting Authority" hereinafter referred to as such for the purpose of this
Contract.
a) Bidding documents may be purchased from the office of by paying a non-
refundable fee of in the form of pay order or Demand Draft on any Scheduled
Commercial bank in favor of payable at Mumbai.
b) The bidding documents can also be downloaded from the Internet Site
address_____, wherein the purchase price of the documents shall be submitted along
with the bid in the form of pay order / demand draft in favour of . The bidder
shall ensure the eligibility criteria.
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c) It may be noted that mere issue of tender document does not imply that your offer
shall be considered. The tenders are considered only after, NPCIL themselves
satisfies with the document submitted along with the bid meets bid evaluation
requirement.
Bids must be accompanied by bid-security amount specified for the work in clause18 of
NIT, drawn in, payable at Mumbai. Bid Security will have to be in any one of the forms as
specified in the bidding documents and shall have to be valid for 30 days beyond the validity
of the bid.
6. Tender can be sent by Courier as per clause 25 of NIT to Shri D. Chatterjee, ACE
(LWR- PSA), NPCIL, B-3, NUB, Anushaktinagar Mumbai -400 094
OR
Bids must be dropped in the box kept at Security near A-0, Entrance of Nabhikiya
Urja Bhavan, Anushakti Nagar, Mumbai-400 094 - near Tender Section, up to 11:00
hours on 30/04/2017 and will be opened on the same day at 14:30 Hrs, in the
presence of the Bidders who wish to attend.
If the office happens to be closed on the date of receipt of the bids as

specified, the bids will be received and opened on the next working day
at the same time and venue.
The bidders will be provided with addendum, minutes of pre-bid meeting,
amendments, revisions, extension of bid submission date etc. via post/courier,
informing any other changes before submitting the tender .
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3.4 AUTHORITY, DELEGATION, CENTRALIZATION,
DECENTRALIZATION
Centralization and decentralization help to coordinate organizational activities. While

delegation assigns responsibility and authority to people from one level in the organizational
hierarchy to the other, centralization and decentralization refer to the extent to which
authority and responsibility are passed to people at lower levels.
If authority to make decisions is retained at top levels, the organization is said to be

centralized if the decision-making authority is distributed widely throughout the organization
and lower level managers have the authority to use resources at their discretion, the
organization is said to be decentralized.
NPCIL FOLLOWS DECENTRALIZATION METHOD UP TO DOWN
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Chapter 4 :
Directing,Motivation,and leadership
4.1 Supervision monitoring & control processes
In the country, Nuclear power reactors are designed and commissioned under the supervision
of NPCIL. Also, NPCIL is responsible for hassle free operations of the various nuclear power
reactors across the nation. At present, NPCIL has 22 operating commercial nuclear power
reactors with an installed capacity of 6780
4.2 Motivating practices

Worker motivation can take many forms. In the spirit of Work Management, the worker
should be involved as much as possible in the multi-disciplinary job team which performs the
task planning, scheduling, training, implementation, and feedback. There are many important
factors which contribute to the creation and maintenance of good worker involvement. Many
of these factors centre around worker motivation. For example, the general behavior of
management and senior staff should reflect their belief in and acceptance of a Work
Management approach to jobs. Further, their behavior should reflect a willingness to listen to
and respond appropriately to worker suggestions. This can be reflected in the work process by
"planning" for the unexpected, that is, by leaving a certain flexibility in the work procedures,
such that the "expert judgments" of the worker can be allowed to function during the training
for and performance of the task. The education and training of workers in techniques for
applying Work Management and the ALARA principles to their work is also important,
stressing that such techniques are in the interest of the worker, and not simply to gain time
and money for the utility. In this regard, the involvement of workers in job planning, in post-
job reviews, and in the setting of job goals will reinforce the reflex to "Think ALARA" which
is taught during training courses. Other forms of "communication" with the worker are also
important to maintain motivation. For example, the use of information sheets, hand outs, and
posters to remind workers of basic principles can be effective. In addition, workers should be
reminded of the various goals which have been set, and should be shown the progress towards
reaching these goals.
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This can include posting of graphs and diagrams showing the evolution of various projected
dose and/or man-hour goals as compared to actual dose and/or man-hour expenditures.
Periodic worker briefings, by senior staff, radiation protection personnel, and job supervisors
can also be used to update workers as to current work status, reinforce job objectives, and to
discuss dose and quality goals. Incentives, such as awards, gifts, and worker recognition have
been shown to be effective tools to maintain worker motivation. The use of challenging or
stressing factors, such as increased management and radiation protection presence at work
sites, can also motivate workers to perform better as long as the previously mentioned
management behavior, willingness to listen, discuss and respond appropriately, is maintained.
Finally, once established, worker motivation must be maintained. Management commitment
to the above approach, the periodic reinforcement of the Work Management approach through
training, and by management following through on commitments to workers will all aid in
maintaining worker motivation
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Chapter 5 :
Legal and Regulatory compliances for the company
5.1 Name of the laws & Regulations: provisions applicable

to the company
Are the units 1 & 2 of Tarapur safe?
AERB’s assessment says India’s oldest nuclear reactors are in reasonable shape
The rarest of rare occurrence of a strong earthquake and a devastating tsunami caused the
accident at Fukushima Daiichi nuclear power station. Countries all over the world decided to
have a close look at their own reactors, especially those of earlier vintage. The first two
nuclear power reactors at Tarapur Atomic Power Station (TAPS 1&2) went commercial in
1969. Are these Indian reactors safe? Safety of Indian reactors has been under constant
review.
When TAPS 1&2 completed 32 years of operations, the Atomic Energy Regulatory Board
(AERB) directed Nuclear Power Corporation of India Limited (NPCIL) to assess the actual
condition of the plant vis-à-vis current safety requirements. AERB reviewed the operating
experience, ageing management programmes and assessed the residual life of all safety
related components and systems of these reactors .Subsequently, AERB included seismic re-
evaluation in the review. NPCIL and AERB used the safety report INSAG 8 titled “Common
Basis for Judging Safety of Nuclear Power Plants (NPPs) Built to Earlier Standards” of
International Atomic Energy Agency (IAEA) and NUREG 800 issued by US-NRC as the
standard review plan along with AERB documents for the analysis. They verified whether
adequate redundancy and diversity is provided for the safety systems of TAPS and considered
defense-in-depth, physical and functional separation of components and common cause
failure vulnerabilities.
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First order assessments based on the examination of surveillance specimens indicated that the
Reactor Pressure Vessels are safe. Non-replaceable components such as suppression pools,
reactor containment, common chamber and other civil structures were found in healthy state.
NPCIL put in place a programme to inspect them regularly. AERB reviewed the seismic re-
evaluation of structures, systems and components of TAPS 1 & 2, carried out by NPCIL using
IAEA Safety Reports
5.2.1 Extent of the compliance & difficulties encounted in

compliances
Maharashtra Pollution Control Board (mpcb) has become India's first pollution control
board (pcb) to serve a show cause notice to a nuclear power plant for violating environmental
laws. On September 16, 2005, mpcb member secretary D B Boralkar served a 15-day notice
to Nuclear Power Corporation of India Ltd (npcil), a Government of India enterprise that
owns Tarapur Atomic Power Project (tapp)-3&4, located in Thane district.
" npcil has been served notice under the Water (Prevention and Control of Pollution) Act,
1974, for violating two environmental laws. It commissioned its tapp -4 unit without
obtaining mpcb's 'consent to operate (cto)’, as mandated under the 1974 Act. It also failed to
pay Rs 32.67 crore as water cess to mpcb, as per the provisions of the Water (Prevention and
Control of Pollution) Cess Act, 1977. This amount is due since 1983, when tapp -1&2 started
functioning. If npcil fails to pay within 15 days, on the very 16th day we will file a case
against it in the Thane court," warns Boralkar. The Rs 32.67 crore is minus the interest
charge, which would be 24 per cent of the total due amount, he adds.
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Not above the law On December 29, 2004, mpcb gave npcil the 'consent to establish' tapp-
3&4 on condition it will pay the outstanding water cess under the 1977 Act. On May 4,
2005, npcil approached mpcb seeking cto, which was refused vide a letter dated August 23,
2005, on grounds of non-payment of water cess for tapp-1&2. Npcil replied on September 1,
2005, arguing that its request was for cto for tapp-3&4 and has nothing to do with the
payment of outstanding cess amount as communicated. Lashes out Boralkar, "How
can npcil wash its hands off tapp -1&2, when it owns and runs all the four units...Non-
payment of water cess by npcil's nuclear plants...extends throughout Indian
states... npcil needs to know it is not above the law." Down To Earth contacted other PCB s to
verify the charge. Speaking on condition of anonymity, officials of Rajasthan and Tamil
Nadu PCB s admitted that Rajasthan Atomic Power Station and Madras Atomic Power
Station don't pay any water cess.
NPCIL's case weak npcil, which owns all the nuclear power plants in the country,
questions mpcb's understanding of the 1977 Act. "Pre-2003, nuclear power plants were not
covered under Schedule i of the Act. An amendment...called The Water (Prevention and
Control of Pollution) Cess (Amendment) Act 2003...exempted hydel power plants from the
purview of the Act on the understanding that they do not cause any water pollution. On
similar basis, npcil has written to the Union ministry of environment and
forests (moef) seeking exemption for nuclear power plants...," reasons S N Ahmad, executive
director, corporate services, npcil, Mumbai. About tapp-4, Ahmad claims the 1974 Act clearly
says "the consent...shall...be deemed to have been given unconditionally on the expiry of a
period of four months of the making of an application." “mpcb received our application on
May 4, 2005, and tapp-4 went commercial only on September 12, 2005...we have not violated
any law...We are in the process of approaching mpcb to resolve the matter amicably," he adds.
But Boralkar disagrees. The cooling water discharge (trade effluent) of Tarapur nuclear plant
alone is 3,000 million liters daily (MLD) which is more than the sewage from the entire
Mumbai (2,800 MLD). In such a case, how can npcil not pay the cess? Ridiculing npcil’s
citing of the four-month clause, he says, "If all the industries go by npcil's logic, it will be a
free for all situations. After receiving npcil's application, mpcb wrote back, asking for
clarifications. Hence, the four-month period starts from that letter of mpcb and not May 4,
2005."
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Boralkar also cites an earlier Supreme Court order in a case between Kerala State Board for
Prevention and Control of Water Pollution, Trivandrum, versus Gwalior Rayon Silk
Manufacturing (Weaving) Company Ltd, Kozhikode, which empowers pcbs to penalise
defaulting units for non-payment of water cess under the 1974 Act. Besides, Boralkar says
water cess is important for the PCBs to function. In the last year, mpcb has taken action
against several defaulting units across Maharashtra to not only check them but also raise
funds
5.3 Any Legal Issues /court cases in the past

The Indian law says that in case of an accident, the company that supplied the equipment
cannot escape liability if its gear is found to be faulty and the cause of the disaster.
In India, all nuclear power plants are run by public sector NPCIL.
If a disaster happens, it is NPCIL’s responsibility to pay damages to the victims. The question
is whether NPCIL has a right to be reimbursed by the company (foreign or Indian) that
supplied the faulty reactor.
The law gives NPCIL this right, even if such a ‘right to recourse’ is not mentioned in the
contract between NPCIL and the reactor supplier.
Americans fear that this could mean unlimited liability to their companies. The compensation
bill for industrial accidents could run into billions of dollars.
No unlimited liability
However, the Indian nuclear establishment seems to be taking the stand that the equipment
supplier’s liability shall not be unlimited. India has devised a system for paying compensation
to victims. First, it shall be NPCIL’s responsibility, as the operator of the plant, to pay the
victims, whether or not it is at fault. Fair enough, because if a disaster happens following a
terrorist attack, NPCIL can hardly expect the perpetrators to pay compensation to the victims.
But the liability of the supplier to reimburse NPCIL kicks in only if the fault is proved to be
the supplier’s.
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However, the rules cap NPCIL’s liability at Rs 1,500 crore, beyond which the Indian
government will pay. Under the Convention on Supplementary Compensation, an
international pool will reimburse the government up to 300 million SDRs (Special Drawing
Rights), valued today at Rs 2,800 crore. If the bill goes beyond Rs 1,500 crore plus 300
million SDRs, it is the Indian taxpayer who bears the burden.
Much has been said about the controversial Clause 17 and its three sub-clauses, which deal
with the ‘right to recourse to the supplier’. As Attorney-General of India Goolam Vahanvati
pointed out recently, the law does not mandate that NPCIL put the ‘right to recourse’ clause in
a commercial agreement. But the Civil Liability for Nuclear Damage Act automatically gives
the operator (NPCIL) the right. However, since NPCIL’s liability is capped at Rs 1,500 crore,
the supplier’s maximum liability can also only be that much.
The Clause 46 concern

But foreign reactor suppliers have another concern. A senior official of India’s nuclear
establishment told this correspondent recently that the Americans are worried more about
Clause 46, which says that if there is a nuclear incident, NPCIL can be sued under any Indian
Act, not just under the Civil Liability for Nuclear Damage Act.
It is not clear if the cap of Rs 1,500 crore on NPCIL’s liability is only under the nuclear
liability law, or under all laws. If NPCIL’s liability goes up, so does the reactor supplier’s.
This legal ambivalence gives room for negotiations.
It may not be very easy to pin the cause of a nuclear accident on one equipment supplier.
Experts point to the Bhopal gas tragedy, and say that it could never be established what
caused water to seep into the MIC tank and set off the gas leak. In nuclear plants, pinpointing
the cause of an accident is even more difficult.
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Chapter 6 :
Facility Location & Layout

6.1 Factors influencing location decisions
SELECTING SITES FOR NUCLEAR CENTRES

Choice of site for a nuclear facility, which is often a matter of considerable public interest,
must be based on more numerous and varied considerations than are necessary in selecting a
site for a conventional industrial plant. In many cases it involves a compromise between
conflicting requirements.
For example, considerations of safety usually favour the installation of a nuclear reactor away
from populated areas, while economic considerations may demand that a nuclear power
station be sufficiently near the consumers to minimize the cost of power transmission or
organizational or administrative requirements may make it desirable to have a nuclear
research centre in close proximity to educational institutions and supporting facilities. In
addition, there are many geological, engineering and other technical considerations that
determine the suitability of a site for a nuclear installation. The requirements are often further
complicated by local factors and the final choice becomes a complex and delicate task. There
is thus a clear need for the formulation of certain general criteria which will not only help in
the evaluation of particular sites but also in reassuring public opinion that the selection of a
site is not an arbitrary decision but based on a scientific assessment of the balance of
advantages and all foreseeable consequences. One hundred and twenty scientists from twelve
countries and five international organizations met at an IAEA symposium in Bombay from 11
to 15 March to discuss criteria for guidance in the selection of sites for the construction of
reactors and nuclear research centers. As the Agency's Deputy Director General in charge of
Technical Operations, Mr. Pierre Balligand, said in his opening address to the meeting, two
principal considerations had determined the organization of this symposium. First, he said,
several advanced countries had already had considerable experience with problems of sitting
nuclear research centers and research reactors, and more recently of nuclear power stations.
It was thought that it would be useful to organize an international meeting at which this
experience could be compared and ideas exchanged.
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Secondly, said Mr. Balligand, many of the developing countries were in the process of setting
up nuclear research centers and some were also considering the economic and technical
aspects of using reactors for the generation of electricity. The choice of site was an important
step in this activity and the developing countries could profit from reports on the experience
of the more advanced ones and thus avoid a repetition of the difficulties that had been faced in
the initial stages. Mr. Balligand said it was important that public opinion be correctly
informed on the implications of sitting nuclear centers, because an exaggerated notion of the
possible consequences of accidents might lead to the construction of nuclear power stations so
far away from power consumption zones as would affect the economics of power generation.
At the same time, the requirements of safety must not be overlooked, and the Agency, Mr.
Balligand emphasized, attached the first priority to the safety and security of people in atomic
energy operations. This point was also stressed in another opening address to the symposium
by Mr. M. S. Kannamwar, Chief Minister of India's Maharashtra State, who said that
meetings of this kind played an important part in assuring the public that scientists were not
only aware of the existence of hazards of atomic operations but were actively engaged in
finding solutions. In fact, he noted, the tradition of safety had been one of the most
remarkable features of the nuclear industry from its very early days, and careful sitting was an
important element in planning for safety in a nuclear enterprise. Referring to the
comprehensive list of topics for discussion at the symposium, Mr. Kannamwar said it was
clear that nuclear scientists and engineers were considering every conceivable problem posed
by the new technology. "Nothing can be more reassuring to the public mind', said Mr.
Kannamwar, "than the thoroughness with which they have identified the problems and the
seriousness of purpose characterizing their effort to find the solutions.” Papers from a few
international organizations concerned with these problems were presented at the first session.
The symposium then considered the main factors which have to be taken into account in
choosing a site for a nuclear centre. The most obvious of these is the problem of airborne
radioactivity that may be released in the course of the normal operation of a nuclear facility or
as a result of a nuclear accident. Ground considerations, that are the suitability of the soil for
nuclear construction as well as for the disposal of radioactive waste, constitute another
important factor. The type of reactor installed, especially the extent and nature of reactor
containment, has also a bearing on the suitability of a site. In addition, there are various
engineering and administrative factors that may influence the choice of site for a nuclear
facility. After examining these factors, the symposium discussed certain general criteria which
could be applied in dealing with the relevant factors in a specific case.
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Afterwards it heard reports on the experience already gained in the selection of sites for
nuclear research centers and power stations. The concluding session was devoted to two panel
meetings at which some of the participating scientists reviewed the material presented at the
symposium and also discussed future trends in site selection criteria, procedure and practice.
Environmental Considerations The various environmental paths of radiation exposure from a
nuclear plant and their potential influence on sitting criteria were discussed in a paper by E.C.
Watson and C.C. Gamertsfelder (USA). The two main paths are
(a) Exposure to the released cloud of radioactive contaminants and
(b) Exposure resulting from the use of land, building and agricultural products contaminated
by the passage of the radioactive cloud. In other words, the exposure is to either airborne
contaminants or deposited contaminants. Exposure to the former can be through external
irradiation or internal deposition (by inhalation). The hazard of deposited contaminants is
either from external irradiation as a result of the contamination of ground, buildings and
clothing, or from internal deposition through the ingestion of contaminated vegetables, water,
milk and other food chain products. Mr. Watson and Mr. Gamertsfelder stated that for the
normal operation of chemical processing facilities and for the accidental release of
radioactivity from power reactors, ingestion was the most important path of environmental
exposure. They said: "Depending upon the meteorology of any particular site, land activities
at distances as far as 10 to 15 kilometers may be affected. Generally, the distance at which
land use restrictions may be required are such as to preclude eliminating the problem by site
selection. Distances cannot be considered as a major factor in reducing environmental
exposures from radioactive contaminants released to the atmosphere during their normal
operations or major incidents. The emphasis must be placed on confinement of the
radioactivity within the facility. “One of the problems of sitting is the long-term average
exposures which result from routine environmental releases of small quantities of radioactive
material. F.T. Bin ford (USA) presented an analysis aimed at developing a method of
estimating the upper bound of the radiation dose received by inhalation from routine releases.
A French paper (A. Menoux and others) suggested that a network of monitoring stations
should be set up to obtain information on background radiation at a nuclear site before the
start-up of a plant. Jhe measurements carried out through this monitoring network would
make it possible to draw up a map of the background radioactivity at the site under
consideration, and the map would include not only the radioactivity from natural sources, but
also that due to nuclear test fall-out.
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Such a map would be useful if any question arose over the share of responsibility of atomic
plants in the event of any damage due to radioactivity in the neighborhood.
"In principle," the authors said, ''the fact that such a document is available will make it easier
to verify that the peaceful use of atomic energy has not caused any danger to the population.
“A few papers on ground considerations for site selection were presented by French scientists.
One of them (F. Duhamel) stated that the transport, storage and disposal of radioactive wastes
had to be taken into consideration in deciding upon the suitability of a site. Another French
scientist, J. Bourrier, pointed out that one of the ways of processing radioactive effluents from
a nuclear centre was to fix the radioactive ions by filtration through a column of 3oil; he
discussed some technical questions arising from this method which have a bearing on site
selection. In a general discussion on the location of nuclear power plants from the point of
view of environmental safety, J.M. Smith (USA) pointed out that two decades of experience
had shown that nuclear facilities could be constructed and operated with a very high degree of
assurance of public safety. The containment barriers of the plant, he said, were expected to
provide essentially complete protection, even in the event of serious failure of the reactor
system. It was only in the multiple contingency of failure of the containment barriers, in
addition to failure of the reactor system, that plant location could affect environmental safety.
Mr. Smith suggested a "site rating index" method, aimed at providing a numerical measure of
the contribution to safety which the plant location could provide. The method was expected to
be an improvement on the existing ones, as it took into account the importance of
''meteorological probabilities", such as wind directions and atmospheric diffusion conditions.
Containment and Engineering In a paper on reactor containment and sitting, V.V. Shirvaikar
and A.K. Ganguly (India) pointed out that the possibility of contamination by air-borne
radioactivity as well as by water sources which re - ceive radioactive effluents from a nuclear
plant made it usually necessary that a reactor be located at some distance from a thickly
populated area. This difficulty, however, could be overcome to a large extent by providing for
proper reactor containment. The authors concluded that:
(a) The safety criteria must finally depend on the amount of probable release and the local
meteorological and hydrological factors which govern their dispersion; a general
population/distance criterion cannot, therefore, always be set;
(b) Suitable containment, if economically feasible, can be provided in order to locate reactors
in places of comparatively high population density, when a site is otherwise suitable; and
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(c) Micro-meteorological data for sites under consideration are not generally available and
have to be collected when the site is considered suitable from preliminary investigations; a
margin in the containment requirements should, therefore, be provided so that specific
requirements can be incorporated in the design when the data are available. In a review of
containment schemes for water cooled reactors, R. O'Neil and A. R. Edwards (UK) said that it
was usually not possible to provide leakproof containment for the air-borne fission products
and means must be provided to minimize leakage as soon as possible. This could be done by
immobilizing the fission products or by removing the driving pressure that produced the
leakage or by both. Present knowledge favored the conclusion that the removal of the pressure
differential might be preferred in the initial stages of an accident. The use of a double shell
containment provided a hold-up and delayed the release of significant quantities of
radioactivity to the site, and this allowed time for emergency measures to be taken.. Methods
of multiple containment were discussed in detail by W. K. Ergen (USA), who stated that
United States criteria for power reactor sites were dominated by concern over atmospheric
pollution by radioiodine in the event of the maximum credible accident (i.e. the worst kind of
accident that can be reasonably conceived). In the Consolidated Edison Thorium Reactor the
usual high-integrity containment vessel was surrounded by an additional concrete shell. The
air space between the vessel and the outer shell could be kept at negative pressure by
exhausting the air through filters, thus reducing the release of iodine and delaying the passage
of radioactive rare gases. This multiple containment made it possible to use twice the reactor
power that standard containment would permit at the same site. Similarly, the air space could
be filled with porous concrete and the exhaust could be pumped into the inner containment
vessel, thus eliminating - in principle - any release into the environment until radioactive
decay and filtering allowed such release. Multiple containment could also be achieved by
surrounding a pressure-suppression system by a further containment shell. There was also
some discussion on the influence of engineering problems on site selection. Two Indian
scientists (V.N. Meckoni and R. P. Mehta) pointed out that apart from the basic consideration
of power demand in a given region, a nuclear power station should be so located as to permit
interconnection to an integrated grid system with a minimum of new transmission lines.
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Availability of adequate water for reactor cooling was another important consideration. Other
requirements included good foundation conditions, low sub-soil water level, availability of
construction power supply and proximity to sources of construction materials. Some Criteria
for Evaluation In a paper on safety principles for low and medium powered research reactors,
G. D. Bell and J. C. Chicken (UK) listed a set of criteria and stated that provided these criteria
were satisfied there was no safety reason why reactors of up to 3 MW could not be built on
suitable sites near urban districts. These criteria are:
(1) The design should be such that rapid additions of reactivity are virtually impossible
(2) The reactor should withstand coolant accidents
(3) It should be impossible to move central fuel elements until outer fuel elements have been
removed, and fuel elements should be locked firmly in position
(4) All fuel elements should be manufactured to fine dimensional limits. Bonding of the
cladding to the fuel should be good and fissile material should be uniformly distributed
throughout the fuel
(5) The control system should have adequate diversity and redundancy to ensure that it can
shut the reactor down under all conditions
(6) The instrumentation must cover the whole range of reactor operation with adequate
overlap
(7) The building to house the reactor must be such that it provides adequate resistance to the
escape of radioactivity, fire resistance and ease of decontamination.
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6.2 Factors influencing layout decisions

Layout of nuclear power plant
In a nuclear power plant, heat energy is generated by a nuclear reaction called as nuclear
fission. Nuclear fission of heavy elements such as Uranium or Thorium is carried out in a
special apparatus called as a nuclear reactor. A large amount of heat energy is generated due
to nuclear fission. Rest parts of a nuclear power plant are very similar to conventional thermal
power plants. It is found that fission of only 1 Kg of Uranium produces as much heat energy
as that can be produced by 4,500 tons of high grade coal. This considerably reduces the
transportation cost of fuel, which is a major advantage of nuclear power plants. Also, there are
large deposits of nuclear fuels available all over the world and, hence, nuclear power plants
can ensure continued supply of electrical energy for thousands of years. About 10% of the
total electricity of the world is generated in nuclear power plants.
How Does A Nuclear Power Plant Work?
Heavy elements such as Uranium (U235) or Thorium (Th232) are subjected to nuclear fission
reaction in a nuclear reactor. Due to fission, a large amount of heat energy is produced which
is transferred to the reactor coolant. The coolant may be water, gas or a liquid metal. The
heated coolant is made to flow through a heat exchanger where water is converted into high-
temperature steam. The generated steam is then allowed to drive a steam turbine. The steam,
after doing its work, is converted back into the water and recycled to the heat exchanger. The
steam turbine is coupled to an alternator which generates electricity.
The generated electrical voltage is then stepped up using a transformer for the purpose of
long distance transmission.
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The images below shows basic components and layout of a nuclear power
station.
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6.3 Inventory management

Centralizing the warehouse for all the units in a process to cut costs on man and power.
There were special applications to store drums of two different types. One type of drum of
metal was to be stored in horizontal fashion and another type of drum of plastic material were
to be stored in vertical fashion.
The rack was supposed to be the combination of both the types of drums and also increased
the storage at the same time. Increase the storage capacity to four times as there were four
plants and all the SKUs were to be centralized.
KOMPRESS introduced a special type of racking system which had a combination of both
vertical storage as well as horizontal storage. To keep the metal pallets in horizontal fashion
KOMPRESS put drum stopper on the horizontal beams and to keep the plastic drums in
vertical fashion KOMPRESS put mesh grating on the beams. To increase the capacity
KOMPRESS introduced Double Deep Racking System so that the number of aisle space can
be reduced.
NPCIL was able to achieve its requirement of centralizing the warehouse for all the four units.
The oil goes down was in a proper organized manner and was able to keep both the types of
drums according to the needs.
Inventory mainly consists of Operations & Maintenance (‘O&M’) stores & spares, which
includes maintenance supplies, consumables and loose tools to be consumed in the operations
& maintenance of PPE and those do not qualify as PPE. Stores and spares are valued at cost
on moving weighted average and net realizable value (‘NRV’) whichever is lower. Cost of
inventories include cost of purchase (after deducting trade discount / rebate) including non-
refundable duties and taxes, cost of conversion and other related costs including incidentals
like freight, etc. incurred in bringing the inventories to their present location and condition.
NRV is the estimated selling price in the ordinary course of business less the estimated costs
necessary to make the sale. The amount of any write-down of inventories to NRV and all
abnormal losses of inventories are recognized as expense in the Statement of Profit & Loss in
the period in which such write-down or loss occurs. The amount of any reversal of the write-
down of inventories arising from increase in the NRV is recognized as a reduction from
Mount of Inventories recognized as an expense in the period in which reversal occurs.
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Non-moving and slow-moving items of inventory are subjected to continuous technical

monitoring. Diminution in value of obsolete and unserviceable stores and spares is ascertained
on review and provided for in the Statement of Profit/Loss
Inventory stated above includes Goods in Transit and Goods lying with Contractors. The value of
these items is given below:
(`In Crore)
Particulars As at As at
31st March 31st March
2018 2017
Goods in Transit (included in Inventory) 8.33 4.99
Goods lying with Contractors (included in Inventory) - -
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Chapter 7 :
Hr policies of the organization
Compensation Structure at NPCIL
Compensation Structure – Broad Outline:
 Fixed Components
 Allowances and Perquisites
 Performance Related Pay
 Welfare Facilities
 Superannuation Benefits
 Awards and Recognitions
7.1 WAGES & SALARIES
Fixed Components:
Pay- Central Pay Scales as per 7th CPC. Induction level of Engineers / Executives is generally
in Level 10 of the Pay Matrix under Part-A of CCS (RP) Rules 2016.
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Pay scales for Scientific Officers / Engineers in NPCIL
Levels under Pay Matrix below Part A of CCS

S.No. Grade
(RP) Rules 2016
01 Scientific Officer/ C 10
02 Scientific Officer/ D 11
03 Scientific Officer/ E 12
04 Scientific Officer/ F 13
05 Scientific Officer/ G 13A
06 Scientific Officer/ H 14
OS (Outstanding
07 15
Scientist)
DS (Distinguished
08 16
Scientist)
09 CMD 17
Dearness Allowance (DA) on Pay
 Central Government DA
 DA is revised every six months i.e. on 1st January and 1st July
 Dearness Allowance rate is 5% w.e.f. 01.07.2017
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Increment
The increment shall be as specified in the vertical cells of the applicable Level in the Pay
Matrix. Increment is granted either on 1st January or 1st July every year depending on the
date of joining. For example a person appointed between 2nd day of January and 1st day of
July (both inclusive) shall be granted increment on 1st day of January and the increment in
respect of an employee appointed during the period between the 2nd of July and 1st day of
January (both inclusive) shall be granted on 1st day of July
7.2 Recruitment & Selection
(RECRUITMENT RULES)
These Rules are called the Rites Limited (Recruitment) Rules.
1. Objectives
These Rules are designed
(i) To enable the Company to plan its manpower requirement in order to meet the
organizational objectives and needs; and
(ii) To obtain and retain the right human resources material of appropriate skills, knowledge,
aptitude and merit which will enable the Company to grow and develop into a premier
consultancy organization.
2. Classification of Employees
1. The employees shall generally be classified as under:
(i) Regular
(ii) Temporary/Ad-hoc/Casual
(iii) Contractual
(iv) Probationer
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2. ‘Regular’ employee is an employee who has been engaged in a vacancy on the regular
establishment of the Company and who has satisfactorily completed his probationary period
of services. The term also includes those who are taken on deputation from a Government
Department or Undertaking whether permanently absorbed or not.
3. ‘Casual’ employee is an employee who has been engaged on a temporary and casual or ad
hoc basis for work of an essentially temporary nature at sight likely to be completed within
a stipulated period i.e., less than a month. Actual employee is an employee appointed on
the basis of a contract of appointment for a specified period and / or assignment or project.
4. ‘Probationer’ is an employee who is recruited with a view to being considered for

appointment on the regular establishment of the Company.
3. Re-employment and appointment of Consultants / Advisors

(i) In respect of certain special jobs, requiring the services of retired officers and staff of
Government or RITES Ltd., the Company may re-employ suitable persons belonging to this
category for specified periods, subject to such re- employment being in accordance with the
Government’s and / or the Company’s policy and orders.
(ii) In order to meet the specific job requirement of limited duration which cannot be handled
by the company’s regular staff, for want of expertise or shortage of
manpower, and with the specific approval of the Director/Managing Director/Board of

Directors, the Company may appoint Consultants / Advisors on the basis of the guidelines
laid down by the Board of Directors / Railway Board.
4. Recruitment from Open Market

1. To meet the short term requirements of local business, Executive Director, Group General
Managers or General Managers and Chief Project Managers, may engage persons on daily
rate of wages, if authorized to do so and subject to such conditions as prescribed by the
Managing Director from time to time. Engagement of staff on daily wages would be
confined only to the lowest grades, the requirement of personnel of higher grades being
normally met though the regular channels of recruitment or appointment.
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2. Normally recruitment from the open market to posts up to pay level of Rs. 8000/ (or other
equivalent level) will be made through the Employment Exchanges under the Employment
Exchanges (Compulsory Notification of Vacancies) Act, 1956.
3. While considering the candidates recommended by the Employment Exchange personnel

engaged on casual/ temporary/ ad-hoc/ contractual basis will also be considered.
4. Generally recruitment of personnel beyond the pay level of Rs. 8000/- (or other equivalent
level) should be made after inviting applications from candidates answering the job
specifications through an advertisement in selected newspapers having good circulation in
the various regions of the country. The advertisement should indicate the job title,
qualifications, experience, age limit and other salient aspects of the job and also the pay
scale, allowances and the benefits afforded by the Company. The special reservation of
vacancies provided for Scheduled Castes, Scheduled Tribes, and other Backward Classes,
Ex-servicemen, Handicapped and any other class of persons should also be indicated. The
advertisement should also indicate a format or availability of prescribed application forms
with a nominated officer of the Company for intending candidates to apply.
5. To meet urgent requirements of the Company, recruitment for the posts of Engineers are
also made through campus interviews by deputing teams of senior officers to IITs / other
reputed Technical Institutions / Colleges, as selected / decided by the competent authority.
All such recruits are required to serve the Company for a minimum period of three years.
They are also required to execute a bond of Rs. one lac in this regard and submit one surety.
6. Such of the applicants as are screened as per the laid-down criteria and found qualified for
being called for appearing in a written test or interview to be conducted by the nominated
Selection Board may be reimbursed the actual travel expenses incurred by them not
exceeding the first class railway fare from and to the place of their residence as indicated in
their application forms.
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5. Special Reservation of Vacancies
In accordance with the policy of the Government for the up liftment of the socially and
economically disadvantaged groups of the society, and the orders issued in this regard from
time to time, vacancies will be reserved for being filled exclusively from scheduled castes,
scheduled tribes, other Backward classes, physically handicapped persons and
ex- servicemen to the extent provided for in the concerned orders.
In addition to reservation of vacancies, the notified groups may also be given relaxations in
upper age limits to the extent as applicable to respective group.
6. Selection procedure
1. All applications received in response to recruitment notification shall be scrutinized for the
purpose of screening and short listing the candidates, who should be called for selection.
While it may be appropriate to afford opportunity to appear in the selection to all the
applicants fulfilling the minimum prescribed qualifications, the mere possession of these
qualifications will not confer a right on any candidate to be called for the selection and the
Company may restrict selection to the more meritorious of the applicants through an
appropriate process of initial screening.
2. Selection Committee will be constituted under the orders of the Managing Director or any
other officer to whom power to constitute such committees is delegated for the purpose of
conducting the written tests and/or interviews. The Selection Committee for recruitment will
normally include an officer belonging to SC/ST and another belonging to one of the
minority comminutes viz., Muslims, Christian, Sikhs, Parsis and Buddhists. If no officer
belonging to these castes/ communities is available with the Company, efforts will be made
to associate an officer of these castes/ communities from outside.
3. The actual scheme of the tests/interview will be decided by the Selection Committee
depending upon the requirements of the job for which recruitment is made. Marks will be
awarded to the candidates appearing in the selection on the basis of the following maxima:
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(i) Qualification 20%
(ii) Experience 20% (if prescribed in the advertisement)
(iii) Performance at the written 60% (distributed as 40% and 20%

for written examination / interview test and / or interview test and
interview if written test is held
A minimum of 60% marks (50% for SC/ST/OBC) in the aggregate and also in the
performance at the written test and / or interview will be required to enable the candidate to be
finally selected. The selection committee will recommend the panel of successful candidates
in order of the total marks awarded to the
Board of Directors, Managing Director or Director as the case may be, for employment.
VI. Offer of Appointment

Candidates finally selected for the post applied for will be offered traineeship as per the Policy of the
Corporation in vogue. On successful completion of training, the selected candidates will be appointed
as Scientific Officer / C. They will be on probation for a period of one year and shall be confirmed in
the post on successful completion of the probationary period.
ALLOWANCES AND OTHER BENEFITS

At present, the allowances are being paid as per entitlements under pre-revised pay structure.
House Rent Allowance (HRA)
 24% of revised pay in Class X cities (Mumbai, Chennai, Delhi, Kolkata, Bangalore & Hyderabad)
 16% revised pay in Class Y cities
 8% revised pay in Class Z cities
 Applicable where accommodation is not provided.
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7.3 Performance Appraisal
Site Conveyance Allowance (for Site based employees)
Amount of Site Conveyance Allowance (per

S.No. Category
month)
Employees not provided Employees provided

with Company with Company
transport facility transport facility
Employees drawing grade pay of Rs 5400 and above

01 Rs .5280 Rs 2120
(excluding EDs and above)
Employees drawing grade pay of Rs 4200, Rs 4600 and

02 Rs 4800 and those drawing Grade Pay below Rs 4200 Rs 2640 Rs .1060
but drawing pay in the pay band equal to Rs 7440 & above
03 Employees drawing grade pay below Rs 4200 Rs 1060 Rs .430
City Conveyance Allowance (For HQ/City based employees)
Amount of City Conveyance Allowance (per

S.No. Category
month)
Employees not provided Employees provided

with Company with Company
transport facility transport facility
Employees drawing grade pay of Rs 5400 and above

01 Rs .5780 Rs 2620
(excluding EDs and above)
Employees drawing grade pay of Rs 4200, Rs 4600 and

02 Rs 4800 and those drawing Grade Pay below Rs 4200 Rs 3140 Rs .1560
but drawing pay in the pay band equal to Rs 7440 & above
03 Employees drawing grade pay below Rs 4200 Rs 1310 Rs .680
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Family Planning Allowance
S.No. Levels Rate Per Month
01 14 Rs. 1000
02 13A Rs. 900
03 13 Rs. 800
04 12 Rs. 750
05 11 Rs. 650
06 10 Rs. 550
Professional Update Allowance
Amount Per
S.No. Category
annum
01 SO/H+ & above Rs. 45,000
02 SO/F, SO/G & SO/H Rs. 30,000
03 SO/C, SO/D & SO/E Rs.15,000
Scientific Officers below the grade of SO/C and all Technical, Non-technical and auxiliary
04 Rs.7,500
categories of employees (irrespective of pay scales)
Children Education Assistance
S.No. Category Amount
Rs. 1500/- Per

01 From Nursery class to First Degree / Diploma under 10+2+3 pattern
month
From Nursery class to First Degree / diploma under 10+2+3 pattern – where child stays in Rs. 4500/- Per
02
a hostel month
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7.4) Motivation
Membership of Professional Bodies
 You can become member of two professional bodies as per identified list.
 Annual Membership or Life Membership
 Membership fee will be reimbursed
Scholarship for Children
 Scholarship for Meritorious Students who pass out from X Std.

 The scholarship amount ranges from Rs. 2000/- p.a. to Rs. 3500/- p.a.
Other Perquisites For Scientific Officer/C
 Canteen Subsidy Rs.1270/- per month

 Cable TV Reimbursement Rs. 250 per month w.e.f. 01.04.2013
 Newspapers reimbursement Rs.150 per month
 Free Units of Electricity – 60 units at sites and Rs.160 at HQ per month
Performance Linked Incentive Scheme for Executives
 20% towards company meeting pre-determined MOU targets

 15% towards generation of electricity / project meeting milestones
 up to 12% towards individual employee performance
Qualification Incentive
 The amount of Qualification Incentive for licensed position in an Operating Station ranges from 1200/-
p.m. to 2000 p.m. for level-III to level I officers.
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LEAVES,BONUS,WELFARE MEASURES
Leave
 Earned Leave (Full Pay) 30 days in a year, credited in advance @ 15 days on 1st Jan and 1st
July. Can be accumulated up to 300 days.
 Half Pay Leave – 20 days in a year credited in advance @ 10 days on 1st Jan and 1st July.
Can be accumulated without limit.
Other kinds of Leave
 Fully paid Maternity Leave – 180 days

 Fully paid Child Adoption Leave (child below 1 yr) to Female Employees.
 Child Care Leave for women employees having minor children below the age of 18 years
for a maximum period of 2 years (730 days) during their entire service.
 Fully paid Paternity leave – 15 days
 Disability Leave to cover any work accidents
 Extraordinary Leave
 Casual Leave – 8 days in a year
Leave Encashment
 While in service - Twice in a calendar year.

 Upto 300 days Earned leave or balance at credit can be encashed at the time of retirement.
Encash HPL (without commutation) to the extent to make up shortfall of 300 days EL.
Leave Travel Concession (LTC) For Fresh Recruits

Fresh recruits to NPCIL shall be entitled to travel to their Home Town along with their
eligible family members on three occasions in a block of four years and to "any place in
India" on the fourth occasion. This facility shall be available to the fresh recruits only for the
first two blocks of four years applicable after joining NPCIL.
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After 8 years of service
 BLOCK – I (2 YRS BLOCK)

YEAR – I Either Home Town OR Any Where in India
YEAR – II
 BLOCK – II (2 YRS BLOCK)
YEAR – I Either Home Town OR Any Where in India
YEAR – II
Any Where in India LTC can be availed only once in a block of four years.
Current Block 2017-2020.
WELFARE MEASURES
Social Security and Superannuation Benefits Provident Fund (PF)
 Subscription @ 10% of Basic Pay + DA

 Equal Employer’s contribution
 Interest payable on PF contribution is presently 8.7% p.a. for the year 2013-14.
 Advances / Withdrawals could be drawn for certain purposes e.g. for education, medical
treatment, purchase of plot / house / consumer durable goods etc.
Withdrawals after 15 years
Gratuity
 15 days salary (Basic Pay + DA) for each completed year of service.
 Maximum Rs.10 lakhs.
 Minimum five years service to be rendered for gratuity.
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77
Insurance
Coverage of Rs.10 Lakhs available to all Group ‘A’ employees on a nominal subscription of
Rs.1000/- per month.
Schools
 Central Schools up to XII Standard at all places, within the residential townships.
 Schools run by the Atomic Energy Education Society in a highly professional way.
Loans & Advances
 House Building Advance (HBA) up to Rs.20 lakhs

 General Purpose Advance (GPA) Rs.3 lakhs
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78
Chapter -8 :
Management information system
8.1 Management Support System and Office automation system
An effective and sustainable management system at a nuclear facility integrates such issues as
safety, security, safeguards, health and quality, to ensure that strategic decision making does
not take place in isolation.
Any nuclear facility needs a sustainable management system to make sure that matters of
importance are not dealt with in isolation of other issues in the decision making process.
Integrating all relevant issues, ranging from safety, security and safeguards to health and
economic and environmental questions, leads to well-informed and balanced decisions.
In the same manner, a good management system makes it possible that all parts and
employees of the organization receive balanced guidance that enables the organization to
work towards its mission, vision and objectives. This means that no separate side
organizations will be formed and that for instance safety issues receive high importance in
decision making.
The IAEA’s support for its Member States includes the safe handling of radioactive sources
and technical services in radiation safety. As part of this, the Agency holds workshops and
training sessions, and organizes expert missions. Special attention is paid to supporting
countries embarking on a new nuclear power programme or expanding an existing one.
The IAEA Safety Standards establish requirements and give guidance for applying a
management system for facilities and activities. They address the different life cycle phases of
a nuclear facility from design through operation to decommissioning and waste management.
Training on management systems is available through the e-learning web page or can be
downloaded from the IAEA Open Learning Management System CLP4NET.
The IAEA's Management System Network of Excellence facilitates and strengthens

cooperation and the exchange of knowledge and experience on management systems and
safety culture in the nuclear industry. The network can be accessed through CONNECT, a
password protected, members only, web-based collaboration platform hosted by the IAEA on
behalf of its Member States.
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79
It helps increase the participation of individuals and organizations involved in those networks,
and makes additional sources of information available, complementing existing training
workshops and meetings.
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80
Chapter -9 :
Conclusion
First and foremost, I feel that that the recruitment and selection of the HR Group plays a
vital role in choosing the best of the best members for the NPCIL team. The whole
policies and rules related with the recruitment and selection are very effective. The
Establishment section bears a great responsibility in proper sanctioning of loans and
advances to the employees at proper time. The HR Group rightly called as a family is the
reason for cordial employee relations and NPCIL’s good image in the public sector.
Secondly, the company uses the financial analysis techniques. It shows that there is still a
room for improvement in the future formulation and monitoring part, which is a bit of
concern for the management. It should be noted that the company is making constant
efforts to improve the system, in making the forecasts more accurately and timely. The
organization has a very good system of accounting and all the accounts of various
sections are well maintained here by office members. As discussed above various
vouchers and documents are prepared to regulate the day-to-day work of the organization.
I think the whole process is abort from any loophole.
Finally, I would say that NPCIL, All Site has a good system of administration policies.
The tremendous effort and cooperation of the NPCIL employees is truly commendable.
The practical training has proved a great success in throwing light upon the HR and
Finance practices in NPCIL.
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81
Chapter -10 :
Suggestion
 NPCIL may go for campus interviews and job fair and advertisement should also be posted on
various job sites to get more suitable employees.
 It may also go for internal recruitment process. There may help the company to reduce cost of
recruitment, retain talent and experience in the company.
 NPCIL may explore campus selection also
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82
Chapter -10
Reference
 www.npcilcareers.co.in
 www.npcil.co.in
 https://npcil.nic.in/WriteReadData/userfiles/file/NPCIL_AR_2018-2019.Eng.pdf
 http://srfmtti.dacnet.nic.in/Rules.pdf
 http://www.tezu.ernet.in/Library/InfoJ17/SwamyNews_March.pdf
 https://kupdf.net/download/swamy-handbook-for-central-govt-
employees_5975f49ddc0d607a60043370_pdf#
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83

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NUCLEAR POWER CORPORATION OF INDIA LTD

Nuclear Power Corporation of India Limited

Types of Power Plants

Hydroelectric power plants

Thermal power plants

Solar power plants

Wind power plants

Nuclear Power Plant

1.2 Reason for selection the company for research work

Nuclear Power in India

List of Nuclear Power Plants in India

Name of the power

7. Narora Atomic Uttar Pradesh NPCIL 440

1.3 Research objectives:

1) Study of general management Practices of Nuclear Power Corporation of India Limited

2) Study of General Management practices of Nuclear Power Corporation of India Limited

4) Suggestions suitable measures for ensuring smooth activities of the Company.

4) Method of data/information collection:

1) Research Approach: Observation/Interview

2) Contact Method: Personal/Internet

2.1 Name of the organization

Nuclear Power Corporation of India Limited

Type Govt. Organization

Industry Atomic Energy

Corporate Identity - U40104MH1987GOI149458

Founded September 1987; 32 years ago

Headquarters World Trade Centre,

Cuffe Parade, Colaba, Mumbai, Maharashtra,

Area served India

Key people S. K. Sharma (CMD)

Products Nuclear power generation and distribution

Production output 38,336 MHz (FY18)

Revenue ₹12,521.92 crore (US$1.8 billion)

Operating Income ₹4,579.08 crore (US$640 million)

Net income ₹3,613.27 crore (US$510 million) (FY18)

Total assets ₹73,222.18 crore (US$10 billion) (FY18)

Total equity ₹33,970.16 crore (US$4.8 billion)] (2018)

Owner Government of India

Number of 11,441 (FY18)

Nuclear Power plant in India (fig no: 2.1)

Nuclear Power in India

 India has a largely indigenous nuclear power programme.

Kudankulam nuclear power plant, one of India's newest

Nuclear Power Corporation of India Limited (NPCIL)

1) Tarapur Atomic Power Station Units-1&2 (2x160 MW BWRs) & Tarapur

Tarapur Atomic Power Station (fig no 2.2)

Tarapur Atomic Power Station (fig no 2.3)

Rajasthan Atomic Power Station (fig no 2.4)

Rajasthan Atomic Power Station (fig no.2.5)

Net Gross Date of Commercial Shut

RAPS- 1 August 1965 – 30 11 August 16 December October

RAPS- 1 April 1968 – 1

RAPS- 1 February 1990 –

RAPS- 1 October 1990 – 23 December

RAPS- IPHWR- 2022

RAPS- IPHWR- 2022

3) Madras Atomic Power Station Units-1&2 (2x220 MW PHWRs)

Madras Atomic Power Station (fig no-2.6)

Madras Atomic Power Station (fig no-2.7)

4) Narora Atomic Power Station Units-1&2 (2x220 MW PHWRs)

Narora Atomic Power Station (fig-2.8)

Narora Atomic Power Station (fig-2.9)

5) Kakrapar Atomic Station Units-1&2 (2x220 MW PHWRs),