APPENDIX – I

OVERVIEW OF NTPC Ltd.

NTPC: Powering Million Smiles

History of NTPC Ltd.

Established on 7th November 1975 to play a major
role in the development of Indian Power Sector:
NTPC Limited is today India’s largest power
company with an installed capacity of 31,704 MW
Lighting up more than one fourth of India through
its 15 coal based 7 gas based and 5 joint venture
projects, NTPC Limited plans to become a 75,000
MW Company by the year 2017 with a vision to
become a world class integrated power major with
increasing global presence. NTPC Ranked No. 1
Independent Power Producer in Asia and 2nd in the
world in the Platts Top 250 Global Energy Company
list for 2009.

NTPC: At a Glance

Category No. of Capacity (MW)

stations

Coal based station 15 24,885

Gas based station 7 3,955

Joint venture 5 2,864

Total 27 31,704

NTPC - AN OVERVIEW
NTPC Ltd generates electricity that lights homes,
brightens villages, irrigates fields, powers
businesses and moves the railways. With pan-
India presence and perspective, NTPC is supplying
power through its large and efficient fleet of power
generating stations with total capacity of 30,644
MW. It has 22 stations, consisting of 112 units of
different sizes, vintage and technologies but all
have one common feature, that of generating
power at high efficiency levels. NTPC’s stations and
projects are located in 16 States and the Union
Territory of Delhi. It supplies power to 24 States
and 5 Union Territories. After the completion of its
Bongaigaon Thermal Power Project in Assam, it
will be supplying power to all the 28 States of
India.
NTPC provides growth momentum to the sector,
creates benchmarks of operational excellence and
promotes sustainable energy development. It is
committed to develop and provide reliable power,
related products and services at a competitive
price, integrating multiple energy sources with
innovative and eco-friendly technologies
NTPC has 5 subsidiaries and 15 joint ventures
which strengthen its business model aimed at
related diversification and integration along the
energy-value-chain as an effective growth strategy.
NTPC stock remained the most resilient during the
recent phase of market slowdown and turbulence,
demonstrating that NTPC has the strength to
maintain its course even in rough weather.
Strong asset base of over Rs. 1 trillion or Rs. 1
lakh crore, robust business model, prudent
strategies, growth oriented market and its
corporate strengths guarantee steady progress of
NTPC over the long term.
In the process of realizing its Vision to become “A
world class integrated power major, powering
India’s growth, with increasing global presence”,
NTPC is poised to have 75,000 MW generation
capacity with diverse fuel mix, about 47 mtpa coal
production from its mines, 25 billion units power
trading volume and an employee strength of about
35,000 by the year 2017. Thus NTPC Ltd is firmly
on course to become a huge and integrated energy
corporate.

THE GROWING POWER SECTOR

The Compound Annual Growth Rate (CAGR) of
power demand for the last five years has been
6.80% as against power supply CAGR of 5.88%.
The CAGR of NTPC Ltd's power generation has
been higher at 6.79%. Strong appetite for
electricity consumption in the country translates
into robust growth outlook for power players like
NTPC.
Gross electricity requirement by the end of the 11
th
Plan projected by the Working Group on Power is
1,038 billion kWh and peaking demand estimation
is 1,51,000 MW
The Integrated Energy Policy, 2006 of the
Government of India estimates installed capacity
requirement of 778 GW and energy requirement of
3,880 billion kWh by 2031-32 if the country's GDP
grows at the rate of 8%. At 9% GDP growth rate,
the capacity requirement will be 960 GW and
energy requirement will be 4,806 billion kWh by
2031-32.
Concerted efforts are being made to enhance
power supply at a rapid pace and meet growing
electricity requirements. NTPC is playing a major
role in this national endeavour.
NTPC Ltd is in an extremely good position to grow
in this scenario of growing power demand.
GROWTH: SUSTAINING MARKET
LEADERSHIP THROUGH FAST TRACK
CAPACITY ADDITION

NTPC Ltd is ramping up its generation capacity

and is expected to increase its market share from
about 19% today to around 25% by 2017. The
capacity growth of NTPC Ltd will enable it to
maintain its position as the market leader. Today,
the installed capacity is 30,644 MW, including
2,294 MW in joint ventures.
During the 11 th Plan, NTPC Ltd has already
commissioned 3,240 MW capacity. Capacity
aggregating to 17,930 MW consisting of 45
units, including 8 super-critical units of 660
MW each, is under construction at 18 projects
situated in 16 locations. Capacity of 3,022 MW is
under the award process.
For the 12 th Plan, NTPC Ltd has started the
process of capacity addition in right earnest. NIT is
to be issued for 5,940 MW capacity through bulk
tendering of 9 units of 660 MW each by mid-
October 2009. Feasibility reports have been
approved for 11,450 MW capacity for further
processing and for an additional 10,100 MW
capacity, feasibility reports are ready and are in
the process of approval. NTPC Ltd is aiming to
place orders for the 12 th Plan projects during the
next 2 years. Infrastructure work has already
commenced in several 12 th Plan project sites
Thus, NTPC Ltd is fully geared to become a 75,000
MW Company by 2017. In other words, it is going
to increase its generation capacity by two and half
times between now 2017.
NTPC Ltd has revisited its project implementation
philosophy in view of the CERC's tariff regulation
for the period 2009–2014 which incentivizes fast
track project implementation. NTPC Ltd is taking
steps to earn the incentives by putting its projects
on fast track and commission them on full load
with the designated fuel within the specified
project schedules. We are imparting new thrust on
monitoring and planning through sharper focus
from the top management on the aspects of speed,
clarity and early solution of all the critical issues
concerning contracts management, resolving of
disputes, progress monitoring and facilitation,
boundary management, intensive use of IT and
communications tools for guidance and
consultation.
FORMULATING LONG TERM
CORPORATE PLAN 2010-2032
NTPC Ltd has decided to prepare its long term
Corporate Plan for the period 2010 – 2032. This
Plan shall include strategies and growth targets,
fuel choices, technology choices and measures to
deal with the likely changes in the business
environment. During the course of implementing
this proposed Plan, NTPC Ltd would aspire to be
the most valuable Indian company as well as
the world leader in power generation. NTPC Ltd
aspires to be a leader in GREEN POWER
TOWARDS LOW-CARBON ENERGY MIX BY
DEVELOPING HYDRO, NUCLEAR AND NEW
RENEWABLES
NTPC Ltd has a target of setting up hydro power
capacity of 9,000 MW, nuclear power capacity of
2,000 MW, and renewable energy capacity of 1,000
MW by 2017
Hydro Power: Besides the environmental benefit,
diversification into hydro power would help NTPC
in bundled pricing and peak demand management
in the future. NTPC Ltd has signed Memorandum
of Agreement for taking up 460 MW Kolodyne
Project at Mizoram, to be set up during the 12 th
Plan period. It is also exploring the huge hydro
potential in the Upper Siang area of Arunachal
Pradesh.
Nuclear Energy: NTPC Ltd believes that nuclear
power has a key role to play as part of the
solution to climate change issues and ensuring
secure and affordable supplies of energy. The
Planning Commission's estimate of India's need to
scale up its nuclear power generation to 20,000
MW by the year 2020 and 62,000 MW by 2032
indicates ample opportunities in the nuclear power
space. Hence, nuclear energy is another
important building block in our capacity
growth strategy. We also believe that NTPC is
ideally positioned to drive a Nuclear Power
Generation Program with the help of Nuclear
Power Corporation of India Limited (NPCIL) to
begin with. NTPC, as of now, has envisaged 2,000
MW nuclear capacity target up to 2017. A MoU
has been signed with NPCIL to set up nuclear
power projects through a joint venture. A Nuclear
Project Engineering Group has been set up. A core
group of 30 engineers have begun their training in
nuclear power technology as part of NTPC Ltd's
effort to build a core team of nuclear power
professionals
NTPC Ltd will utilize the challenges of climate
change as an opportunity to re-position itself
as a future oriented energy enterprise and will
utilize the business opportunities emerging out
of the climate- change-induced energy business
scenario.
Renewable Energy Generation:
NTPC Ltd is entering the renewable energy
space with capacity addition target of at least
1,000 MW by 2017. This portfolio is likely to
consist of wind energy (650 MW), hydro energy
from plants smaller than 25 MW (350 MW), solar
energy (50 MW), geothermal energy (30 MW) and
biomass energy (15 MW)
Wind Energy: The first 100 MW renewable plant
based on wind energy is likely to be commissioned
by the end of 2010. NTPC Ltd has signed a
Memorandum of Understanding with Karnataka
Power Corporation Limited (KPCL) for setting up
wind energy projects aggregating to 500 MW
capacity
Hydro Energy: Feasibility studies for 8 MW hydro
energy based project at NTPC-Singrauli has been
finalized and the NIT is being issued in the near
future
Solar Energy: Solar energy is a major focus area
as one of the 8 National Missions under the
National Action Plan for Climate Change
formulated by the Government of India. NTPC Ltd
is planning to implement solar thermal energy
projects of 15 MW at NTPC-Anta, 25 MW at NTPC-
Rihand or Singrauli and 6 MW solar photo voltaic
based projects at Andaman and Nicobar Islands.
Distributed Generation: NTPC Ltd is engaged in
promoting off-grid Distributed Generation (DG)
projects based on locally available resources for
integrated growth of the villages. Ten Distributed
Generation projects with 220 KW capacity are
already operational. Six projects amounting to 140
KW capacity are under implementation and
detailed project reports have been prepared for 35
projects aggregating to 1,200 KW capacity.
RESEARCH AND DEVELOPMENT (R&D)
IN POWER: NTPC ENERGY
TECHNOLOGY AND RESEARCH
ALLIANCE (NETRA)
NTPC Ltd has earmarked 1% of its profit for
research and technology development
In order to integrate the efforts of the Research
and Development Department which was doing
applied R&D to support station performance and
the Energy Technologies Department which was
engaged in fundamental research and developing
cutting edge technologies, NTPC Ltd merged the
two departments and created ‘NTPC Energy
Technology and Research Alliance' (NETRA).
NETRA is working under the guidance of a
Research Advisory Council consisting of eminent
experts. Besides carrying out research on climate
change-related and other future-oriented
technology options, NETRA's laboratories will also
provide high-end scientific services to all the
stations of NTPC. It has already provided
consultancy services to Fujairah Combined Cycle
Gas and Desalination Plant in the United Arab
Emirates
Concepts for the energy supply of the future need
to be translated into practical solutions through
advancements in research and technology
development. NETRA will be engaged in this very
important future oriented mission.
NETRA has filed 12 patent applications for various
processes. NETRA is engaged in collaborative
research work with other premier academic and
research institutions and laboratories on various
projects. These institutions include IIT-Guwahati,
IIT-Mumbai, IIT-Roorkee, IIT-Delhi, University
Institute of Chemical Technology (UICT)-Mumbai
and Indian Institute of Petroleum- Dehradun
NETRA is housed in the first Energy Conservation
Building Code (ECBC) compliant building in the
ASH UTILIZATION
NTPC Ltd looks at ash generated in the process of
power generation as a resource and not as a
waste. It has been exporting fine ash to the
Middle- East from NTPC-Simhadri and NTPC-
Talcher through its trading arm, NTPC Vidyut
Vyapar Nigam Limited (NVVN). It has also been
supplying ash to cement and RMC manufacturers
in India. The target of ash trading is over 45 lakh
tons by the year 2013-14, including 5 lakh tons of
export
Back-filling of coal mines has enormous potential
for ash utilization. NTPC- Talcher TPS utilizes
100% ash by back filling of South Balanda Mines.
Besides exploring the opportunities of back filling
of abandoned mines, NTPC Ltd is pursuing the
option of random filling of ash with external
dumps of overburden of operating mines.
NTPC Ltd is also taking up steps for promoting
fully automatic brick making plants and cement
manufacturing plants at its stations.
NTPC Ltd believes that user industries must be
actively involved and made responsible in ensuring
adequate ash utilization. Effective implementation
of the existing Government mandates in this
regard is also required. NTPC Ltd has been taking
up this issue with the concerned authorities and
will continue to do so.
Company. NTPC Ltd are planning to have 1 MW
solar thermal power plant at NETRA
DEEP AND EXTENSIVE SOCIAL CONNECT
Committed to the cause of inclusive and
sustainable socio-economic development, NTPC
Ltd believes in fulfilling larger societal purposes,
going beyond power generation and wealth
creation.
NTPC Ltd are focusing on being more accessible
and becoming a strong local community partner.
NTPC Ltd support the local communities through a
wide variety of CSR programmes.
NTPC Ltd believe that our resources and
employees can profoundly impact the world
around us. The spirit of volunteerism promoted by
the Company has resulted in 25 NGOs being run
by the employees for CSR activities
NTPC Ltd has promoted the cause of gender
justice and women empowerment through
setting up women's polytechnic at Nainital,
Uttarakhand, a hostel for girls belonging to SC and
ST communities at Guntur and Ongole Districts of
Andhra Pradesh, providing education in self-
reliance to tribal girls and women in Udaipur,
Rajasthan and construction of a girls' school-cum-
multi-purpose-building at Ghaziabad in Uttar
Pradesh
NTPC Ltd has been promoting skill development
and employability of the youth through
vocational education and training. The Company
has adopted 16 Industrial Training Institutes
(ITIs) and is setting up 6 new ITIs. It is also setting
up Solapur Power Training Institute in
Maharashtra. These institutions will also help
meet the requirement of skilled manpower in the
power sector
Besides providing access to its health-care
infrastructure in its units to the neighbourhood
population and organizing frequent health care
camps for the people in the areas close to its
projects and stations, NTPC Ltd is providing
support to Hyderabad Eye Research Foundation
for three specialized eye centres at Bhubaneswar
By way of contributing to community
development and infrastructure building, NTPC
Ltd is focusing on areas like sanitation, drinking
water, rural roads and education
NTPC Ltd is formulating a new CSR Policy in
association with TERI with a view to aligning the
policy and actions to the changing ground realities
and expectations of stakeholders
NTPC Ltd is engaged in reaching electricity to
villages that never had it before through
implementation of schemes under the Rajiv
Gandhi Grameen Vidyutikaran Yojana (RGGVY).
NTPC Ltd are engaged in electrification of nearly
38,500 villages, including 27,00,000 households
living below poverty line in six States and one
Union Territory
NTPC Ltd has been sensitive to the needs and
aspirations of the Project Affected Persons (PAPs).
Accordingly, the Company has always tried for the
best possible Rehabilitation and Resettlement
(R&R) package for the PAPs. In keeping with this
tradition, the R&R scheme adopted for the PAPs at
NTPC's Pakri Barwdih (PB) mining project in
Jharkhand is one of the best such schemes in
the country
 NTPC Foundation: NTPC Ltd has set up NTPC
Foundation to carry out focused CSR
activities in identified niche areas of helping
the physically handicapped and other
marginalized communities.
 ICT Centres: The Foundation has set up
Information and Communication
Technology (ICT) Centre for the physically
challenged at Delhi University and similar
Centres for the visually challenged at Mysore,
Thiruvananthpuram and Ajmer. One more
such Centre is coming up at Lucknow. Similar
ICT facilities are planned to be set up at all the
States in a phased manner.
 District Disability Rehabilitation Centre
(DDRC): NTPC Ltd. has also set up District
Disability Rehabilitation Centre (DDRC) in
collaboration with National Institute for the
Orthopaedically Handicapped (NIOH) at NTPC-
Tanda which is serving the beneficiaries in
nearby areas
 DOT Centres:NTPC Ltd is running Directly
Observable Treatment Centres (DOTs) in its
 hospitals at 10 power stations to take care of
tuberculosis patients in the vicinity of 25 km
radius of these stations. Besides providing
space and doctors’ services, NTPC Ltd has also
given mobile vans and diagnostic equipment to
the Centre’s CORPORATE SUSTAINABILITY
REPORT
NTPC Ltd is in the process of completing its
‘Corporate Sustainability Report’ with the ''Triple
Bottom Line’ approach of covering economic,
environmental and social aspects. The reports
have been compiled for 20 stations for the year
2007-08 and are being put together for the
Corporate Report.
CORPORATE GOVERNANCE IN NTPC

NTPC is a value based enterprise. We believe in

integrity as a necessary condition for enduring
success. Fairness, transparency, accountability
and responsibility are pillars of NTPC's business
activities. NTPC Ltd is fully compliant with Clause
49 of the Listing Agreement requirements relating
to Corporate Governance prescribed by SEBI. The
Company has a strong corporate governance
architecture. NTPC Ltd believes in going beyond
compliance and takes proactive measures through
self-regulation.
NTPC Ltd had set up an Audit Committee before it
became mandatory. It has the Committee on
Management Controls and it has also a Fraud
Prevention Policy, which, again are not mandatory.
NTPC Ltd‘s board is composed of 7 full time
Functional Directors, 2 Government Nominee
Directors and 9 Independent Directors.
Independent Directors, thus, constitute 50% of the
Board and this enriches the decision making
process.
Various Committees of the Board oversee the
important aspects of the Company's functioning,
including award of large value contracts, investors'
grievances, financial reporting, management
control systems, approval of Feasibility Reports
and investment decisions. The Company's
disclosure practices are transparent and practical.
The spirit of transparency and good governance
already embedded in NTPC's working has been
formalized through its MoU with Transparency
International, India to implement the Integrity Pact
programme.
There is an elaborate Internal Control Framework
in place on financial reporting
NTPC Ltd has set up a very sound enterprise-wide
risk management framework under which an
Enterprise-Wide Risk Management Committee
consisting of 24 Executive Directors who represent
the entire spectrum of NTPC Ltd's business areas
and concerns meet regularly to focus on
identifying and mitigating enterprise risk.

OTHER TECHNOLOGICAL
DEVELOPMENTS IN THE COMPANY

ERP AS A TOOL FOR CHANGE MANAGEMENT

AND BUSINESS PROCESS IMPROVEMENT
 
Launched as a tool of change-management and
business transformation in your large and rapidly
growing Company to enable integrated information
flow, streamlined business processes
standardization and integration, adoption of global
best practices, quick and informed decision
making based on real time information for overall
productivity enhancement, an Enterprise Resource
Planning (ERP) system has been implemented at
all NTPC locations and in its subsidiaries. Besides
implementation of usual functionalities like
Employee Self Service (ESS), Finance, HR,
Materials, Maintenance and Projects, new
generation products like e-procurement,
Knowledge Management (KM), Business
Intelligence (BI), Document Management, and
Workflow have also been implemented. A state-of-
the art Data Centre with centralized ERP Servers
has been set up for the entire Company. The Data
Center is equipped for uninterrupted ‘zero failure’
performance.
There are major benefits of ERP implementation
for the Company:
• Real-time tracking of key project activities and
milestones helps identify and eliminate potential
bottlenecks
• Complete visibility of asset maintenance history
and spare parts movement helps optimized
maintenance
• Lower procurement lead times
• Improved vendor collaboration enabled by
streamlined workflows and standard processes
• Centralized Commercial Billing Functions and
Real-time visibility into cash inflows from the
customers.
• Reduction in books closure cycle time and
seamless reconciliation for improved accounting
efficiency.
• Greater employee satisfaction as they are able to
manage/ track transactions in the self-service
facility.
KNOWLEDGE MANAGEMENT in NTPC
Ltd

In NTPC, sharing knowledge among peer groups

and through dedicated task forces has been a part
of the work culture. The Management seeks to
ensure that the domain knowledge acquired by the
members of NTPC team resides in the organization
for use by the organization. The Management has
formalized the system of capturing and
disseminating knowledge, experience and learning
of the individual and the groups for the whole
organization through a portal based Knowledge
Management system. This system is powered by
the ERP system, which has already been
implemented in NTPC. Through this IT enabled
system, employees located at various sites and
offices can upload and share their experiences and
learning, which can be accessed by anybody in the
organization. This system also facilitates
collaboration and discussion among peers located
at distant places for exchange of ideas about any
issue or problem. In the long run, this system
will turn out to be a knowledge bank for the
organization, with potential to provide in-house
solutions for most of the problems.
LEVERAGING COMBINED EXPERTISE
AND TEAM WORK OF OVER 24,000
POWER PROFESSIONALS
One of the most important factors distinguishing
NTPC from other enterprises is the extra-ordinary
talent and commitment of our people. The
experience and expertise of the Team-NTPC is
widely acknowledged. The professionals of NTPC
are known for their domain expertise and
commercial orientation.
Attracting Talent: NTPC Ltd is imparting special
focus to attracting new talent, especially young
engineers, and managers in order to execute its
growth and diversification plans. Besides
continuing with its rigorous examination system
for recruiting Executive Trainees, NTPC Ltd has
been going to IITs, NITs and IIMs for selecting
young talent to enrich its employee base. The
Management are building teams for the future.

Developing Talent and Strengthening Culture:

Developing and updating skills on a continuous
basis is being given thrust along with ensuring
good quality of life. NTPC Ltd provides excellent
opportunities for acquiring higher educational
qualifications like M.Tech and MBA to employees
in collaboration with the best academic
institutions in the country. The focus on training
and development for grooming young engineers as
power professionals and for retaining the skill edge
of the senior executives is comparable with the
best anywhere. NTPC Ltd provides unmatched
range of opportunities for gaining professional and
technical experience to the members of 'Team
NTPC. of 'Team NTPC' demonstrates very high
level of 'organizational pride' which is one of the
Core Values espoused by NTPC Ltd.
Best Employer:
NTPC Ltd has been acknowledged as one of the
best employer brands. It has been consistently
ranked among the best employers in various
prestigious surveys. It provides monetary and non-
monetary incentives to attract and retain talent
and keep the morale and motivation levels high
among the members of Team-NTPC.
NTPC Ltd has been ranked as number ONE in
the special category “Best Workplaces for
Large Organizations” in “Great Places to Work
2009” Survey by Great Places to Work
Institute’s India Times.
Leadership Assessment and Development
System (LEADS): With a view to developing a
pipeline of leaders for key leadership positions in
the company, an initiative named LEADS has been
launched. A Leadership Development Centre (LDC)
at corporate center is to formulate the process of
identifying and grooming potential leaders.
Detailed Individual Development Plans (IDP) will be
rolled out for execution and monitored. Covering
middle level executives and general managers, this
system will help in the creation of adequate bench
strength for key leadership positions.
High Productivity of Team-NTPC: The
effectiveness of NTPC Ltd's HR initiatives is seen in
the continuous improvement in its manpower
productivity. During the period 2004-05 to 2008-
09, sales per employee increased from Rs. 10.9
million to Rs. 17.7 million, profit per employee
increased from Rs. 2.7 million to Rs. 3.5 million,
value added per employee increased from Rs. 4.1
million to Rs. 5.9 million and the man:MW ratio
improved from 0.91 to 0.85. In fact, the Company
is targeting to have a Man:MW ratio of 0.46 by
2017.

COMMITMENT TO STAKEHOLDERS
The Management are committed to create
maximum value for all our stakeholders in a
sustained manner
The Management are extremely indebted to the
Prime Minister’s Office and the Planning
Commission of India for sustained guidance and
support The Management have been receiving on
important issues. The Management are grateful to
the Ministry of Power for their invaluable guidance
and strong support. The Management are thankful
to the Ministry of Finance, the Ministry of
Environment & Forest, the Ministry of Coal, the
Ministry of Railways, the Ministry of Petroleum &
Natural Gas, the Ministry of Commerce, the
Ministry of Heavy Industries including the
Department of Public Enterprises and State
Governments and other agencies and authorities
for their help to NTPC. The Management are
grateful to the Central Electricity Regulatory
Commission (CERC), the Appellate Tribunal for
Electricity and Central Electricity Authority (CEA)
for their guidance to NTPC Ltd. The Management
are grateful to the Statutory Auditors and to the
Comptroller & Auditor General for their
observations and suggestions. The Management
are thankful to the bankers, investors, State
utilities and other customers and vendors for their
unstinted support as partners in our progress
I take this opportunity to place on record my
appreciation and thankfulness to my colleagues on
the Board for their invaluable contribution and co-
operation in steering the Company. I am indebted
to the Independent Directors who lend invaluable
perspective and quality to the deliberations and
decisions of the Board
I convey our appreciation for the contribution of
members of Team-NTPC who have happily
withstood the relentless pressure of achieving
targets amid challenges
Team NTPC is committed to place the Company
among the greatest enterprises in the world
NTPC Ltd is gearing up to be future-ready with a
new corporate plan of becoming the most valuable
company in the country, one of the largest
integrated power majors in the world and a leader
in GREEN POWER by the year 2032.
 NTPC Ltd. is a Great Place to Work in India
Ranked 7th overall , First amongst the PSUs ,
First in Manufacturing and Production
Industry Segment

NTPC Limited has been ranked 7th overall in

‘India’s Best Companies to Work for 2010’, a study
by The Great Places to Work Institute India and
The Economic Times. The Company is also ranked
1st among large organizations’ with over 10,000
employees, 1st in the Public Sector Enterprises
segment and 1st in the Manufacturing and
Production Industry segment.
Shri R K Rustagi, Executive Director (HR & PMI),
Shri N N Misra, Executive Director (HR & ER), Shri
A K Bhatnagar, GM (HR & Corporate
Communications) NTPC received the awards from
Mr Prasenjit Bhattacharya of Great Places to Work
Institute, India.
This year 427 companies in India participated in
the survey conducted by the Great Place to Work
Institute India. This year the survey’s top 50 list
has organizations belonging to 17 different
industries with employee strength in the range of
100 to 33,000 and only 5 companies including
NTPC have continuously been part of the Best
Workplaces List for the last six years consistently
amongst top 10 performers
The top 50 companies were awarded at a grand
function in Mumbai. The other Companies to
figure in the top end of the top 50 companies
includes Google India Pvt Ltd, Makemytrip India,
Intel Technology India, Marriott Hotels India, Net
App India and American Express.
NTPC employs about 25000 people and lays great
emphasis on work ethics. NTPC’s performance has
been recognized by various International/ National
agencies. In the recently published study "The
Best Companies to Work for – 2010" conducted by
Business Today, Indicus and People Strong
Survey, NTPC featured in the list of Top 25
companies in India with 2nd position in Core
Sector.  The company has also been awarded Gold
trophy at SCOPE Meritorious Award 2008-09 for
Best Practices in Human Resource Management.

SCOPE Meritorious Gold Award for

Best Practices in Human Resource
Management  to NTPC

NTPC India’s largest power generation company

was Awarded SCOPE Meritorious Award 2008-09
for Best Practices in Human Resource
Management by HE President of India Smt,
Pratibha Devisingh Patil in New Delhi. The Gold
Trophy for Best Practices in Human Resource
Management was received by Shri R.S.Sharma,
CMD , NTPC in the presence of Hon’ble Union
Minister of Heavy Industries & Heavy Enterprises
and Shri Arun Yadav , Hon’ble Minister of State
Heavy Industries & Heavy Enterprises.
NTPC is a leader in power generation, but also in
People Practices. It strongly believes in achieving
organizational excellence through Human
Resources and follows "People First" approach in
order to leverage full potential of its 25,000 strong
workforce.
'People before PLF (Plant Load Factor)' is the
guiding philosophy behind the entire gamut of HR
policies at NTPC. NTPC is committed to employees’
total well-being – and believes that emotional well
being is as critical as physical well-being.
In order to meet employee aspirations in these
changing times, HR systems are continually
renewed based on employee feedback.
Organizational climate surveys are regularly
conducted to seek employee feedback. In a bid to
institutionalize the system of seeking employee
feedback all over NTPC, a "System of Employee
Surveys" was launched in 2009 with instruments
standardized for use within NTPC. The system is
aimed at identifying unit level and Company level
factors that affect employee engagement.
In the recently published study "The Best
Companies to Work for – 2010" conducted by
Business Today, Indicus and People Strong
Survey, NTPC featured in the list of Top 25
companies in India with 2nd position in Core
Sector.  In another survey conducted by Great
Place to Work (GPTW) Institute Inc., India and The
Economic Times in 2009, NTPC was awarded 10th
place amongst the Top 50 preferred employers in
India. NTPC also ranked 1st amongst large
organizations, 1st amongst PSEs, and 1st amongst
manufacturing and production sector by this
study.
MAHARATNA STATUS FOR NTPC
N.T.P.C Ltd has been awarded the
Maharatna status by The Cabinet
Committee on Economic Affairs(CCEA)
Department of Public Enterprises(DPE)
on May 10, 2010.
ELIGIBILITY CRITERIA FOR
MAHARATNA STATUS
a) Having Navratna status
b) Listed on Indian stock exchange with minimum
prescribed public shareholding under SEBI
regulations
c) An average annual turnover of more than
Rs.25,000 crore during the last 3 years
d) An average annual net worth of more than
Rs.15,000 crore during the last 3 years
e) An average annual net profit after tax of more
than Rs.5,000 crore during the last 3 years
f) Should have significant global
presence/international operations

Delegation of powers to Maharatna CPSEs

Monetary Powers :-
 • Capital Expenditure on purchase of new items
or for replacement without any monetary
ceiling.
• Obtain by purchase or other arrangements,
technology and know how
• To raise debt from the domestic capital markets
and from International Market.
• To make equity investment to establish financial
JVs and wholly owned subsidiaries and
undertake mergers & acquisitions, in India or
abroad, subject to ceiling of 15% of the net
worth of the concerned CPSE, limited to Rs.
5000 crore in one project.

Discretionary powers
• Enter into Technology JVs or Strategic Alliances
• Effect Organizational re-structuring, incl.
Establishment of Profit centers, opening of
Offices in India/ abroad, create new activity
centers, etc.
• To create below board level posts up to E-9 level
and to wind up all below board level posts.
• To structure and implement schemes relating to
personnel and human resource management
and training.
• The Board of Directors shall have the powers to
effect Mergers and Acquisitions provided that
Investment decisions abroad are communicated
from time to time to CCEA and such decisions
 do not change the quintessential character of
the concerned CPSE.
• CMD can approve business tours abroad of
Functional Directors upto 5 days duration in
emergency, under intimation to the Secretary of
the administrative Ministry.

Corporate objectives of NTPC

1. Business portfolio growth by

 Evaluating conventional and non-
conventional sources of energy
 Diversifying through the power-value
chain
 Developing portfolio of generation assets
2. Customer focus through
 Collaborative style
 Diversification into downstream business
 Ensure rapid commercial decision
making
3. Agile corporation
4. Performance leadership
5. Human resource development by
 Enhancing performance
 Aligning individual and organisational
needs
 Enhance commitment
 Learning organisation
 Create culture
6. Financial soundness
7. Sustainable power development
 Corporate social responsibility
 Ash-utilization
 Energy conservation operations
8. Research and development

CORE VALUES OF N.T.P.C Ltd

 Business Ethics
 Customer Focus
 Organizational and Professional Pride
 Mutual Respect and Trust
 Innovation and Speed
 Total Quality for Excellence
APPENDIX – II
AN OVERVIEW OF NTPC,
KHSTPP
 NTPC KHSTPP
 HEALTH CARE
 EDUCATION
 ENVIRONMENTAL
EXCELLENCE
 CSR ACTIVITIES IN NTPC
KHSTPP
NTPC KHSTPP
Kahalgaon super thermal power project is
the seventh in a series of STPs set up by the
NTPC and first of it’s kind in Bihar and
second in the entire Eastern Region.
Contributing to NTPC’s good health is one of
its unit at Kahalgaon in Bihar which was set
up in 1987 with a technical collaboration
from the then USSR. The location of the
plant is such that the raw material for the
plant like coal is easily available from the
Rajmahal collieries (31km from Kahalgaon)
and the water requirement is met from river
Ganges.
The project with Stage-I capacity of 840 MW
has already been completed comprising
4X210 MW unit is under commercial
operation. Further expansion of
500X2=1000MW in State-II, Phase-I &
500X1=500 MW in phase-II during 10th year
is under commercial operation. The ultimate
capacity is 2340 MW.
The Deeptinagar Township is built ina
planned and systematic way, with wide open
streets, spaces, parks and greeneries. The
pristine glory and ecology of the
surroundings area is least disturbed. A
permanent township with all modern
facilities completed and employees residing
here represent the culture of mini India.
NTPC has developed its own shopping
complex where all essential commodities and
services are available. Besides, the NTPC
employees also run a Co-oprative store. The
Banking & Postal needs of residents of
Deeptinagar and surrounding areas are
taken care by branches of state Bank of
India, Allahabad Bank with ATM facilities
and full fledged Post Office with speed post
facilities established in our Township.
Deeptinagar officers ample opportunities for
healthy recreation and Socio cultural
activities. These needs are taken care of by
the employee’s welfare Association,
Vikramshila club and Srishti Samaj by
organizing various cultural programmes
from time to time.
The NTPC sport council and apex body of
sports enthusiasts conducts
interdepartmental tournament into institute
in various games and sports besides
regularly conducting rural sports & inter
duty football tournament.
Health Care :
Hospital in N.T.P.C Khstpp is an ISO 9001,
14001, 18001 &5’S certified hospital with all
specialties & equipped with modern set up
provide diagnostic & therapeutic services
including promotive & preventive health care
to the residents of Deepti Nagar & its
surrounding areas.”
Education: Imparting excellent education to
the children of employees has been one of
the foremost welfare measure of NTPC. There
are three teaching institution affiliated to
C.B.S.E. stream, namely St. Joseph’s School,
DAV Public School and Kendriya Vidyalaya.
The schools are running effectively and are
imparting education to the children of
employees and surroundings. In additin to
basic education, these institutions. Srishti
Samaj of Deeptinager also runs Little flowers
school and Vidya Bhawan School. The
former imparts pre-schools education to
tiny-tots by play-way technique and the later
imparts free primary education to the
children of neighbouring villages.
Environmental Excellence: The Kahalgaon
plant of NTPC integrates many
environmental provisions in the plant design
in order to keep emission, effluents and
ambient air quality well within acceptable
limits, it has provided the best available
equipments, devices and systems such as
high efficiency electrostatic, precipitators
(ESPs) Tall stacks and Low Nox Burners for
control of stack emissions, dust extrication
and dust suppression system for control of
fugitive dust. Effluent treatment plants
Neutralisation Pits and Ash ponds for control
of the effluent quality, Ash water Re-
circulation system and cooling Towers for
control of the effluent quality as well as
conservation of water and sewage Treatment
plant (STP) for treatment of the domestic
sewage from its plant and township areas.
What’s more in a concreted bid to counter
the growing ecological threat, NTPC is
undertaking afforestation programme
covering vast areas of land in the plant areas
appropriate afforestation programme for
Plants Township and green belt areas of the
project are prepared for implementations at
the site. The species are selected on the
basis of their adaptability and local soil
condition. In Kahalgaon 8.7 lakh trees have
already been planted till the date. Only in
the financial year 2009-10, more than
10,000 trees have been planted. The
afforestation has not only contributed to the
aesthetics but also has been serving as a
‘sink’ for the pollutants release from the
station and thereby protecting the quality of
ecology and environment in and around the
project
CSR ACTIVITIES IN N.T.P.C Khstpp: NTPC
believes in growth with a human face and
pursuing people centered development NTPC
is a socially committed organization and
socially responsible corporate citizen. At
Kahalgaon the following CSR Activities done
during the period of 2009-10.
10 nos. High Mast Lights erected at
Bhagalpur. 6 nos. High Mast Lights are
proposed at Kahalgaon. Total project
affected villages – 66 (In Bhagalpur Distt. of
Bihar-37 & in Godda Distt of Jharkhand-
29). Resettled in Indira Awas & Basant Vihar
Colony (RC-I & RC-II) – 285 Nos.
Construction/repair of approx.3.00 Km Road
at village Anadipur, Katoria –to- Mazdaha
and at Kahalgaon. Work in progress:
Construction/renovation of 03 Community
Hall at Chhopaltola, Sobhnathpur &
Mahagama. Free education, books and
school bags, to poor children of nearby
villages 350 Nos. in Vidya Bhawan School in
NTPC Township from Class-I to Class-IV.
Sewing Training & Adult Education is
imparted to the women/ young girls of
nearby villages. Distribution of Relief
Materials for Fire Victims at
Krishandaspur(70) & Naya Nagar
Ranideora(11) of Kahalgaon Block.
Distributed Relief Materials for Fire Victims
at Babupur Deora(152) of Pirpainti Block.
Relief materials provided to the fire victim of
Jamunia Tola. EYE CAMP organized in
Nov.2009 by our Hospital and patients
operated-155. Distribution of study
materials/stationeries and woolen clothes to
the children of Ramadevi Hindu Anathalay
at Bhagalpur. Relief materials distributed to
fire victims at Daulatpur-22 families in
association with Srishti Samaj. Financial
Support for purchase of Newspapers and
Magazines to Vikramshila Vihar Library,
Ganguly Park, Kahalgaon for educational
access to the general public. Sponsored
Sports and Games tournament at
Kahalgaon, Akbarpur, Lailakh, Belbadda &
Banshipur to encourage local youths under
CSR budget. 03 Nos. Tubewells installed in
nearby villages.
APPENDIX – III
LEARNING ORGANISATIONS
AND STUDIES ON VARIOUS
APPROACHES TO TRAINING
INTERVENTIONS
Learning in an Organization
The Learning Curve
TRANSFER OF LEARNING IN AN
ORGANISATION
THE ORGANISATION AS LEARNING
ENVIRONMENT
Necessity for commitment
Learning in an Organization

OTTO AND GLASER (1970) classified the

motivational factors based on the kind of rewards
that are involved in learning.
 Achievement motivation
 Anxiety
 Approval
 Curiosity
 Acquisitiveness for which the reward is
something tangible

The Learning Curve

The curvature can be described by the way the
gains vary from trial to trial – in ease of
sensorimotor skills, the curves are most often of
decreasing gains (the change in performance from
current trial to the next is frequently less than the
change that took place in the previous trial)
FLEISHMAN AND HEMPEL (1955) have suggested
that as the attainment of a skill level in a task
increases, the importance of certain ability
dimensions can vary.
For instance, having gained more competence in
the task, the learner’s further progress may be
affected by his reaction time and rate of movement,
while other abilities such as spatial relations may
have a decreasing influence on the performance
management.
The Learning Curve may thus not be measuring
the acquisition of one skill but of different skills
 which are called in to use as the learning
progresses. This may be one of the causes behind
the formation of the Plateaux of Learning.
The Plateaux of Learning shows two distinct
characteristics:
Distinct periods of no improvement
Plateau is often followed by rapid bursts of progress.

TRANSFER OF LEARNING IN AN ORGANISATION

Transfer of learning is directly linked with the “core
competences” of an employee. There are three kinds
of learning transfers of learning:-
 VERTICAL TRANSFER :- This kind of transfer of
learning occurs when one subject area acts as a
basis for another.
Ex – Knowledge of mathematics transferred to
knowledge of statistics.
 LATERAL TRANSFER :- This kind of transfer
occurs when same type of stimulus requires the
same response.
Ex – The expertise or competence that is
transferred from simulated environment to real
task.
 NEGATIVE TRANSFER :- This happens when
sometimes old learning or past experiences can
hinder performance on a new task.
THE ORGANISATION AS LEARNING
ENVIRONMENT
Sylvia Downs (1995) sets down 10 principles of
learning. She has focused on the cultural aspect of
the organization pertaining Learning i.e she focuses
on what the workplace might offer to help learning.
“10 principles of Learning” as suggested by Downs
are :-
 Learners need to know where they are going and
have a sense of progress towards their objectives.
 The learning environment has to be one of trust,
respect, openness and acceptance of differences.
 Being aware of and owing the responsibility of
learning lies with the learner. Others can only
give information and support, and provide
feedback.
 Learners need to participate actively in the
larning process.
 Learning should be related to and use the
learner’s experience and knowledge.
 Learning is not only a basic capability but also a
group of skills which can be developed/learned.
 Facts, concepts and skills are learned in different
ways.
 Getting ideas wrong can be valuable aid to
developing understanding.
 For learning to be processed and assimilated,
time must be allowed for reflection.
 Effective learning depends on realistic, objective
and constructive feedback.
Necessity for commitment
An implication expressed by Douglas Macgregor
(1960) is suggested in his horticultural analogy with
commitment,
“Programmes do not produce managers; we
cannot produce managers as we do products – we
can only grow them.”
Skill and knowledge are required in the design of
training programmes to meet specific needs, but the
most difficult task is often that of gaining
enthusiasm and whole-hearted co-operation,
because people will normally learn only if they want
to. This commitment to learning can be induced by
maximum involvement. Involvement implies that
attempts should be made to use peoples’
suggestions even if they do not accord with the neat
and tidy models of systematic training.
Organizational development
Greiner (1972) maintains that a company can
become “frozen in its present state of evolution, or
ultimately in failure, regardless of market
opportunities…[because of]…the inability of
management to understand its organization
development problems.”
Learning processes are involved in organizational
development and if we recognize that training can
include group dynamics that might trigger
organizational change, then the link between
training and organizational development can be
established. Assessment of training needs include
not only details of future development of individuals
but also a framework for discussion of the future
potential of the organization.
The learning organization
Modern view is that learning is potentially the main
operational activity not merely serving but
dominating (or at least uniquely facilitating) the
rest. “Learning Organisation” school of thought
distinguishes between two kinds of organization.
i) ADAPTIVE ORGANISATION – is one in which
change is managed by reading the opportunities
and constraints that exist and in which plans
are created to produce a better future.
ii) GENERATIVE ORGANISATION – is one that
aspires to take the lead in controlling its own
environment. In this ideal organization, learning
is seen as the process element that links the
other four essentials, but the process is 2-way,
with people and practices constantly influencing
each other and change following consequently.

(J. Burgoyne’s article ‘Feeding mind sto grow in business’ in

People Management)
Garrat (1994) has described the historical flow
of Management thinking into this conceptual
position. He maintains that as early as 1947, a
 convergence of disciplines (eg. – philosophy,
cybernetics, economics etc) established basic
ideas about :-
 The key role of the people as the only
source of organizational learning.
 Learning having both an intrinsic
(personal development) and extrinsic
(organizational asset-creating) value.
 The necessity for multiple feedback loops
of learning to create continuous
organizational learning.
Senge (1990) calls the Learning Organisation, “an
organization that is continuously expanding its
capacity to create its future.” His 4 basic
management disciplines are :-
 Personal mastery
 Mental models
 Building shared vision
 Team learning
His fifth discipline is systems thinking, which is
for him the discipline that integrates the others.
According to Senge, these five principles allow the
“learning organization” to be built systematically
and not just happen.
An international comparison might be made
between the ideal of the “generative” organization
and the concept of PARTICIPATORY RURAL
APPRAISAL (PRA) currently being applied to the
provision of aid for some third-world countries.
Instead of the earlier practice of so-called ‘experts’
from the ‘developed’ world going out and doing top-
down research and prescribing what changes
should be made and how help might best be given,
PRA is a participatory process where the ‘experts’
and the ‘locals’ become the teachers and analyse
their own problems.
The emphasis is on empowerment and
attitude change through the production of
knowledge and the search for potential solutions to
problems, so that the local people become partners
and actors in the development process rather than
passive ‘beneficiaries’.

GENERALISED APPROACHES TO TRAINING

“Learning by exposure” Approach
This approach is also called the “sitting by Nellie”
approach. Major features that distinguish this
approach are :-
 Lateral recruits are hired by paying them
higher wages.
 Learning solely takes place on the job.
 There are hidden costs of poor/ slow learning.
 No incentives for learning / disincentives for
not learning.
In this situation, the learner is assumed to be
able to gather knowledge and to use it without
any help other than randomly offered by
colleagues. The trainers are themselves not
trained, nor are they prepared in any way for
their roles. But this learning approach can be
made more useful and less haphazard by
increasing the motivation of the learner.
 Motivation here can be increased by, for
instance – removing the probationary status
once competence is demonstrated.

The Educational Approach

Some organizations lay marked emphasis on
the educational qualification of the employees and
also leverage education by making it a compulsory
requisite for employees to study for appropriate
qualifications. Paid study leaves are given and
promotability is linked with success in exams.
Training activity within the council is sporadic and
largely unplanned, so individual needs are served
through training, although learning content of
most formal education programmes has in the
past been prepared externally with large groups in
mind. This approach is characterized by long-term
planned activity and involves attendance at formal
classes.

The Problem-Centered approach

This approach is predominantly short-term
and ad hoc in nature and is dominated by
operational problems, which can determine the
learning needs for either the individual or the
group. The essence of this pragmatic and perhaps
‘temperamental’ approach is the use of special
monies for special operating needs.
Here the company does not employ its own
training manager or department or training
budget. Ad-hoc plans usually take the form of
formal in-house “teach-in” events arranged and led
by external consultants. It is seen to serve real
work-problems, it produces quick action and is
usually believed to produce cost-effective results.
The success of this approach depends on
high-level identification skills. True diagnosis may
be a lengthy process when no one carries the
continuing responsibility for assessing learning
needs. Failure to diagnose the training need
adequately may lead to misuse of resources and/
or new operational problems.

THE ACTION- LEARNING APPROACH

‘ACTION LEARNING’ is basically the study of real-
life problems and their resolution within a real-life
environment. Its justification as a training
approach is two-fold.
(i) Challenging situations provide motivation.
(ii) It demands transformation of problems into
opportunities.
‘ACTION LEARNING’ approach has been
pioneered by Revans (1980) who arranged for
managers to be seconded to firms and placed
in existing work-teams or part-time working
parties (e.g. value analysis teams), and added
a mentor (i.e adviser) whose role was to help
the group devise appropriate work processes.
Hence learning extends to matters of
organization, leadership, and teamskills: a
‘task culture’ must be set up and maintained,
an dthe experience of achieving this while
 addressing a real-life problem can create
powerful feelings of achievement and
confidence.

The ‘SYSTEMS’ APPROACH

“Systems thinking” is thinking about
relationships between parts of a system, about
their appropriateness and especially about
feedback. This approach views the organization as
a complex set of sub-systems and expects changes
in one sub-system to yield potential needs in
another.
A systems approach may equally address the
training system per se: assessing the impact of
training policy; challenging the quality of data
which comes from appraisal; suggesting new ways
of evaluating actual training activities; comparing
the effectiveness of different training methods;
identifying whether learning transfers easily
between off-the job training evnts and the
workplace; redefining trainer roles – and so on ad
infinitum. This approach seeks to improve upon
and refine other approaches by continually
reviewing them.

The ‘ANALYTICAL’ Approach

This approach has traditionally been associated with
a careful and specialist assessment of organizational
training needs, followed by detailed analyses of
knowledge, skills and attitudes required for each job.
This approach usually relies on job characteristics
standing the test of time. This analysis is rarely
completed quickly and is also a costly investment. It
is particularly applicable in situations where the
overall task requires that a number of people work
consistently in accordance with laid down rules.
The analytical approach was the first to be preached
by the ITBs when they appeared in the 1960s. They
assumed that logic and order could improve training
practices and made this the first brick in their
‘systematic training’ wall of recommendations.
Following is the simplified flow-chart of the process
followed in designing a training intervention.

Job description and job specifications are typically created

and/ or drawn on for this information.

A training specification is then drawn up (a work-specific

version of the sort of learning profile that the educational
approach designs)

Measurement of employees’ performance ( the so-called

learning-gap)

More specific plan then drawn up.

The ‘competences’ approach
The central aid to this approach in any organization is
the manual of the job which shows the elements of the
job in details. The job elements are collected under a
number of generic heads. There is some minimum
requirement that each employee be trained to master all
the essentials of the actual site job, which must include
some elements from each generic head.
The approach is directed towards the organization by
prescribing the outcomes and not the learning method;
how the learner becomes competent is left to the learner
and/or trainer to determine. Standards of competence
are described in terms of:-
1. Elements of Competence : what can be done/
action behavior/ outcome
2. Performance Criteria : quality of outcomes of
successful performance, the basis against
which an assessor can judge whether an
individual can achieve the outcome specified in
an element.
3. Range Standards : breadth of competence
required for the individual to be considered
occupationally competent.
These three elements comprise of the “standard” which
must again be backed by KNOWLEDGE
SPECIFICATIONS and EVIDENCE REQUIREMENTS,
which define evidence of performance that is critical to
assessment plus methods of gathering that evidence.

The Training Process or Procedural

approach
This approach owes its origin to Fayol’s process theory of
management.
In its early form, the training process was based on the
following simple four-stage process:-

Identification of training needs (along with the HODs)

Designing training plans (Allocation of central training

budget to the Personnel Department)

Implementing the plans

Evaluating the results

Step-by-step procedures which come under the “basic
system requirements” of training are:-
1. Promulgation of training policy
2. Inclusion of training responsibility in job-
description
3. Regular, periodic definition of training needs.
4. Creation of training plans
5. Provision of training resources
6. Implementation
7. Assessment of results
From the point of view of the employer, the approach
brings together the educational and analytical
approaches, but without requiring the individual
employer to undertake the time-consuming
analytical work. But critics have challenged the lack
of interest in learning processes, stressing how an
outcome can be affected by the learning route.
APPENDIX – IV
H.R in N.T.P.C Ltd and
study carried out in N.T.P.C
Khstpp.
 H.R IN N.T.P.C Ltd
 ORGANISATIONAL STRUCTURE OF H.R in
N.T.P.C KHSTPP
HR in N.T.P.C Ltd
'People before PLF (Plant Load Factor)' is the guiding
philosophy behind the entire gamut of HR policies at
NTPC. We are strongly committed to the development
and growth of all our employees as individuals and
not just as employees. We currently employ
approximately 24500 people at NTPC.
Competence building, Commitment building, Culture
building and Systems building are the four building
blocks on which our HR systems are based.

Our HR Vision
"To enable our people to be a family of committed
world class professionals."
Recruitment
We believe in the philosophy of 'Grow your own
timber'. Our 'Executive Trainee' scheme was
introduced in 1977 with the objective of raising a
cadre of home grown professionals. First Division
Graduate Engineers/ Post graduates are hired
through nation-wide open competitive examinations
and campus recruitments. Hiring is followed by 52
weeks of fully paid induction training.

Career Advancement & Opportunities

We have a well established talent management system
in place, to ensure that we deliver on our promise of
meaningful growth and relevant challenges for our
employees. Our talent management system comprises
PERFORMANCE MANAGEMENT, CAREER PATHS
and LEADERSHIP DEVELOPMENT
Rewards & Recognitions
We have, from inception, created a culture of rewards
and recognitions through celebration of various
achievements and events and recognising the
contributions behind such success.
Innovate, Create, Compete
We have introduced numerous initiatives which seek
to enhance the creativity, innovation, functional
aptitude and teamwork of our employees. These
initiatives include National Open Competition for
Executive Talent (NOCET), Professional Circles,
Quality Circles, Business Minds and Medha
Pratiyogita (a quiz for our employees). A management
journal called “Horizon” is published quarterly to
enable the employees to share their ideas and
experiences across the organisation.

Quality of Work-Life
NTPC is proud of its systems for providing a good
quality of work-life for its employees. In addition to
providing beautiful and safe work places, NTPC
encourages a culture of mutual respect and trust
amongst peers, superiors and subordinates.
Away from hectic city life, NTPC townships provide an
environment of serenity, natural beauty and close
community living. Numerous welfare and recreation
facilities including schools, hospitals and clubs are
provided at the townships to enhance quality of life &
the well being of employees and their families. An
entire range of benefits, from child care leave to post
retirement medical benefits are extended to employees
to meet any exigency that may arise in a person's life.
Training & Development
NTPC subscribes to the belief that efficiency,
effectiveness and success of the organisation,
depends largely on the skills, abilities and
commitment of the employees who constitute the
most important asset of the organisation.
Our Training Policy envisages a minimum of 7 man
days of training per employee per year. We have
developed our own comprehensive training
infrastructure.
Education Up-gradation Schemes
To meet the academic aspirations of employees and
match them with the needs of the organisation, NTPC
has tie-ups with institutes of repute like MDI,
Gurgaon; IIT Delhi; BITS Pilani, etc. NTPC sponsors
fixed size batches of employees who are inducted into
these courses based on their performance rating in
the company and their performance in the entrance
exam conducted by the respective institute. Unlike
other study leave and sabbaticals, employees
undergoing these courses do not forego their salary or
growth during the duration of the course.
Seeking Feedback
We actively seek and encourage employee feedback to
ensure that our HR interventions and practices
remain relevant and meaningful.
.
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 FOUR BUILDING BLOCKS OF H.R ARE:-
 COMPETENCE BUILDING
 COMMITMENT BUILDING
 CULTURE BUILDING
 SYSTEMS BUILDING

PURPOSE OF THE STUDY DONE – TO GAUGE THE

EFFECTIVENESS OF THE TRAINING AND
DEVELOPMENT INITIATIVES IN MAKING N.T.P.C
KHSTPP A LEARNING ORGANISATION AND
LEVERAGING THE FOUR BUILDING BLOCKS OF
H.R.
STUDY DONE BY – COLLECTION OF DATA
THROUGH:
 INTERVIEWS OF EMPLOYEES FROM
VARIOUS LEVELS IN THE ORGANISATION
 SURVEY
 OBSERVATION OF COMMUNICATION IN
THE ORGANISATION
 DATA FROM PAST WORK DONE ON THE
SAME SUBJECT
ANALYSIS DONE BY STUDY OF DIFFERENT
EMPIRICAL METHODS.
SUGGESTIONS GIVEN AS PER THE DEEMED
REQUIREMENTS OF THE OBSERVATIONS DONE.
COMMITMENT BUILDING
Building commitment for change is fundamental to
successfully implementing change, but all too often
it's a process that is ignored. One reason is that
change agents often fail to build a proper foundation
for reform by taking the time to convince others that
change is needed. Without commitment, change
cannot occur. Commitment is the highest form of
employee retention. If your employee is already
committed to the company by expressing his or her
desire to uplift the status of the organization, to
boost productivity, and to refurbish mistakes and
failures then you can be sure that the employee will
stay for good.

Step 1: Identify Whose Commitment Is Needed

Question 1

 Who are key people whose commitment would

help bolster the chances of success? In
particular, who are the "peer leaders" –
individuals others will watch to see how they
weigh in on the coming change.
Question 2

 "Who among those who would be affected by

this change could either help our plan or derail
it?" The stakeholders including those who
would be affected by the change, could help
 make the change happen, or could pop up with
the power to derail the change.
Step 2: Determine the Level of Commitment
Needed

First, you need to determine how committed they

are to the intended change. Talking to them, getting
the opinions of others, making a judgement. Either
individually or during organised sessions.

Second, you need to determine what level of

commitment you need from specific people. People
usually fall into one of four categories:

 those who resist the change,

 those who let it happen,
 those who help it happen, and
 those who make it happen.
Step 3: Estimate the Critical Mass

After identifying the key employees and determining

their level of support for the change, determine how
many of those people are needed to implement the
change. The number of committed people required
to make the change happen is called critical mass.

Unfortunately, there is not a specific formula for

figuring out critical mass. The nature and scope of
the change is a key factor in making this
determination. A change that is relatively simple
and uncontroversial will need a lower critical mass
than one that is complex and far-reaching.

The better one knows the people who will be

affected, the easier it will be to determine the critical
mass. Open discussion with staff that will be
impacted will provide useful information about how
receptive they are toward the change.

Step 4: Get the Commitment of the Critical Mass

It's important to assess how to get the commitment

of the critical mass and develop a plan accordingly.

One chief of police makes it his practice when

building commitment to ask key people what it
would take to get them to a 75 percent level of
commitment. Based on the answer, he will then take
the steps necessary to grow commitment in that
person.

For example, if one person says that if he or she had

a better understanding of the reason for the change
and how the change will affect him or her, then the
chief needs to provide more information to that
person. For another it might be seeing the process
at work in another agency. If so, then the chief may
want to arrange a visit to another agency. The key is
to understand what it will take for staff to buy in to
the change and take steps to meet those needs.
Step 5: Status Check to Monitor the Level of
Commitment

Status checking refers to creating a monitoring

system to identify progress in gaining commitment.
One way to do this is ask for volunteers to sign up
to participate on a trial basis. Who signs up and
how many can be a good gauge to determine
commitment.

California State Parks uses a tool called the

Commitment Ladder. A ladder is drawn on a piece of
paper. Each rung up the ladder represents a greater
level of commitment, starting with resistance to the
idea on the lowest rung and going up to strong
make-it-happen type of commitment at the top.
Distribute copies of the Commitment Ladder for a
specific change to employees, and then ask them to
put an X on the ladder in the field that represents
their level of support. The ratings are anonymous
and turned in prior to a break. While employees are
on break, leaders can tally the ratings to see if
people support the change. One benefit of this
method is that after the break a leader can share
the results. If the results are less than hoped, the
leader can ask for feedback on how the idea can be
improve to generate more commitment.
CULTURE BUILDING
Organizational culture is an idea in the field of
Organizational studies and management which
describes the psychology, attitudes, experiences,
beliefs and values (personal and cultural values) of
an organization. It has been defined as "the specific
collection of values and norms that are shared by
people and groups in an organization and that
control the way they interact with each other and
with stakeholders outside the organization.
Charles Handy(1985) popularized the 1972 work of
Roger Harrison of looking at culture which some
scholars have used to link organizational structure
to organizational culture. He describes Harrison's
four types thus:

 a Power Culture which concentrates power

among a few. Control radiates from the center
like a web. Power and influence spread out from
a central figure or group. Power desires from the
top person and personal relationships with that
individual matters more than any formal title of
position. Power Cultures have few rules and
little bureaucracy; swift decisions can ensue.
 In a Role Culture, people have clearly delegated
authorities within a highly defined structure.
Typically, these organizations form hierarchical
bureaucracies. Power derives from a person's
position and little scope exists for expert power.
Controlled by procedures, roles descriptions
and authority definitions. Predictable and
consistant systems and procedures are highly
valued.
  By contrast, in a Task Culture, teams are
formed to solve particular problems. Power
derives from expertise as long as a team
requires expertise. These cultures often feature
the multiple reporting lines of a matrix
structure. It is all a small team approach, who
are highly skilled and specialist in their own
markets of experience.
 A Person Culture exists where all individuals
believe themselves superior to the organization.
Survival can become difficult for such
organizations, since the concept of an
organization suggests that a group of like-
minded individuals pursue the organizational
goals. Some professional partnerships can
operate as person cultures, because each
partner brings a particular expertise and
clientele to the firm.
G. Johnson[7] described a cultural web, identifying a
number of elements that can be used to describe or
influence Organizational Culture:

 The Paradigm: What the organization is about;

what it does; its mission; its values.
 Control Systems: The processes in place to
monitor what is going on. Role cultures would
have vast rulebooks. There would be more
reliance on individualism in a power culture.
 Organizational Structures: Reporting lines,
hierarchies, and the way that work flows
through the business.
  Power Structures: Who makes the decisions,
how widely spread is power, and on what is
power based?
 Symbols: These include organizational logos
and designs, but also extend to symbols of
power such as parking spaces and executive
washrooms.
 Rituals and Routines: Management meetings,
board reports and so on may become more
habitual than necessary.
 Stories and Myths: build up about people and
events, and convey a message about what is
valued within the organization.
These elements may overlap. Power structures may
depend on control systems, which may exploit the
very rituals that generate stories which may not be
true.

COMPETENCE BUILDING
Competence can better be defined as a
compilation of the following four standards:-
 The technical activities to be performed
 Contingency management – dealing with
things that go wrong and with the
unexpected.
 Task management – allocating time, setting
priorities etc.
 Handling the environment – ensuring
safety, interacting with colleagues.
As mentioned earlier, the three elements that
collectively form the standards of competence
assessment are:-
 Elements of competence
 Performance criteria
 Range statements
To constantly address these standards, by
monitoring their measure with context to the four
components of competence addresses competence
building as well.

SYSTEMS BUILDING
Systems thinking is the process of understanding
how things influence one another within a whole. In
nature, systems thinking examples include
ecosystems in which various elements such as air,
water, movement, plants, and animals work together
to survive or perish. In organizations, systems consist
of people, structures, and processes that work
together to make an organization healthy or
unhealthy.

Systems thinking has been defined as an approach to

problem solving, by viewing "problems" as parts of an
overall system, rather than reacting to specific part,
outcomes or events and potentially contributing to
further development of unintended consequences.
Systems thinking is not one thing but a set of habits
or practices [1] within a framework that is based on
the belief that the component parts of a system can
best be understood in the context of relationships
with each other and with other systems, rather than
in isolation. Systems thinking focuses on cyclical
rather than linear cause and effect.

The systems thinking approach incorporates several

tenets:

 Interdependence of objects and their attributes -

independent elements can never constitute a
system
 Holism - emergent properties not possible to
detect by analysis should be possible to define by
a holistic approach
 Goal seeking - systemic interaction must result in
some goal or final state
 Inputs and Outputs - in a closed system inputs
are determined once and constant; in an open
system additional inputs are admitted from the
environment
 Transformation of inputs into outputs - this is
the process by which the goals are obtained
 Regulation - a method of feedback is necessary
for the system to operate predictably
 Hierarchy - complex wholes are made up of
smaller subsystems
 Differentiation - specialized units perform
specialized functions
 Equifinality - alternative ways of attaining the
same objectives (convergence)
 Multifinality - attaining alternative objectives
from the same inputs (divergence)
SURVEY
Now, the following questionnaire had been administered
to Executives as well as Non-executives of various
departments of N.T.P.C Khstpp. The purpose is to gauge
the effectiveness of the training and development
programmes already conducted, by gauging the
organizational health based on the four-building blocks
of H.R.

Rate on a scale from 1 to 5 the following questions.

Sl. RATING
No. QUESTIONS S REMARKS

Rate the willingness of your peers in your department to

1 fulfil their KPA.
Rate the speed at which a file circulates in your
2 department after it has passed you.
Rate the adherence of your department to the systems
3 formulated by the C.C.
Rate the overall proficiency of your department at the ERP
4 systems.
5 Rate the Managerial Competence of your R.O.
6 Rate the Functional Competence of your R.O.
7 Rate the overall efficiency of your department.
Rate the average absenteeism of your colleagues in your
8 department.
Are you aware of the Employee Welfare Activities set
9 annually by C.C ?
If yes, then rate the effectiveness of the Employee Welfare
10 Activities.
Rate the timeliness of any communication within your
11 department.
12 Rate how good N.T.P.C Ltd is at retaining talent.
Rate the inclination of your peers in your department
13 towards the annual training programmes.
Rate how beneficial the training programmes have been in
14 the last 3 years.
Rate the applicability of the training programmes imparted
15 to you in the last 3 years.
16 Comment on the training modules and plans formulated by EDC.
Comment on the "Continuous Development" initiatives in
17 your department as well as the organisation.
FINDINGS
(following figures are the averages of the ratings
received from the respondents)
1. Willingness of peers to fulfil KPA – 4.15
2. Speed at which a file circulates in your
department after it has passed you – 4.05
3.Adherence of your department
to the systems formulated by
the C.C. – 3.85
4.Overall proficiency of your
department at the ERP
systems. – 4.01
5.Managerial Competence of
your R.O. – 4.31
6.Functional Competence of
your R.O. – 4.12
7.Overall efficiency of your
department. – 4.07
8.Average absenteeism of your
colleagues in your
-department. – 3.87
9.Awareness of the Employee
Welfare Activities set annually
by C.C ? – yes – 93.8%
no- 7.2%
10. Effectiveness of the
Employee Welfare Activities. –
3.25
11. Timeliness of any
communication within your
department. – 4.23
12. How good N.T.P.C Ltd is
at retaining talent. – 3.06
 13. Inclination of your peers
in your department towards
the annual training
programmes. – 3.76
14. How beneficial the
training programmes have
been in the last 3 years. – 3.86
15. Applicability of the
training programmes imparted
to you in the last 3 years. –
3.28
16. Comment on the training modules
and plans formulated by EDC.
17. Comment on the
"Continuous Development"
initiatives in your department
as well as the organisation.

On the basis of the averages received on each of

the questions, the amount of commitment,
competence, adherence to systems and culture
has been extracted.
Average commitment in employees as assessed by
their colleagues = 82%
Average competence in employees as assessed by
their colleagues = 90%
Average culture building in the workplace = 81.4%
Average adherence to systems in the workplace =
78.6%
Average effectiveness of training interventions in the
workplace (off-the-job as well as on-the-job) =
73.66%
The effectiveness of the training system is
judged by the amount of intrinsic learning
(personal learning) and extrinsic learning
(organizational learning)
From the feedback received from interviews with
the employees of N.T.P.C khstpp, the amount of
intrinsic learning and extrinsic learning can be
represented as follows. This data also includes
the applicability/ inapplicability of the traning
modules in the organization.

Representation of the applicability of learning

1st Qtr 2nd Qtr

3rd Qtr

Most of the employees feel that the training

modules are not appropriately aligned with their
learning requirements i.e training modules are
generalized. The training modules are well-
planned and well-communicated though the
employees feel that the training interventions
should be incorporated linking them with the
enhancement of relevant expertise and skill.