NTPC FARAKKA

Submitted by Group A5 and B5

GROUP A5 GROUP B5
Gyanranjan 19PGPM019 Abhishek Gope 19PGPM073
Neha Basu 19PGPM035 Amrit Prasad Patnaik 19PGPM076
Nildari Poddar 19PGPM036 Harshwardhan singh 19PGPM092
PVS ABHISHEK 19PGPM040 Priyesh Kr Mishra 19PGPM110
Pragya 19PGPM042 Riya 19PGPM116
Prashant kr Singh 19PGPM044 Sampad Sagar Rath 19PGPM120
Rudra Prasad Panda 19PGPM054 Vrinda R Krishnan 19PGPM136
 INTRODUCTION
NTPC limited is also known as National thermal power corporation limited is an Public sector
undertaking company working for electricity and allied activities .It is formed under Companies
act 1956 and promoted by government of India. The company is also involved with consultancy
and turnkey project that involves engineering, project management, construction management
etc. The company also ventured into oil and gas exploration and coal mining activities.
NTPC, India’s largest power company was set up way back in 1975 to accelerate power
development in India. NTPC has a pan-India presence with most of its projects and stations
located in backward regions/remote rural areas of the country.
NTPC's involvement in community development projects/CSR covers diverse fields such as basic
infrastructure development, education, community health and sanitation, capacity building and
gender empowerment. NTPC Farakka is located at Nabarun in Murshidabad district in Indian
state of West Bengal. The power plant is one of the coal based power plants of NTPC.
FINANCIAL STATEMENT ANALYSIS
 INTRODUCTION

• Industry – Power sector

• Companies - NTPC & Adani power

• Individual Analysis and Inter-company Analysis

• Financial Year 2017-18 and 2018-19

 SOURCE OF DATA & METHODOLOGY
Financial Statements:

• Income Statement

• Balance Sheet

• Cash Flow Statement

Financial Tools:

• Comparative and Common Size Analysis

• Cash Flow Analysis

• Ratio Analysis

• Inter Company Analysis

(Source: Official Annual Reports)
 NTPC
Income Statement Analysis- common size and comparative analysis
PARTICULARS 2017-2018 2018-2019 ABSOLUTE %CHANGE % IN TERMS OF %IN TERMS OF NET
CHANGE NET SALE 17-18 SALES 18-19

NET SALES 83,452.70 90,307.43 6,854.73 8.04% 100.00% 100.00%

+ TOTAL INCOME 85,207.95 92,179.56 6971.61 8.18% 102.10% 102.07%
- TOTAL EXPENSES 72,868.49 79507.04 6,638.55
9.11%
87.32% 88.04%
=profit before tax and 333.06 2.69%
regulatory deferral account 12,339.46 12,672.52
balances
14.79% 14.03%
- TAX EXPENSES -2918.71 5,257.14 -8,175.85 155.52%
6.30% -3.23%
P/L BEFORE TAX AND 8,508.91 120.14%
REGULATORY DEFERRAL 7,082.32 15,591.23
ACCOUNT
8.49% 17.26%
Net movement in regulatory 3,260.85 -7,102.19 -220.86%
deferral account balances -3,841.34
(net of tax) 3.91% -4.25%
=NET PROFIT/LOSS 10343.17 11749.89 1406.72 13.60% 12.39% 13.01%
 NTPC
Balance Sheet Analysis- common size and comparative analysis
PARTICULARS 2017-2018 2018-2019 ABSOLUTE %CHANGE % IN TERMS OF % IN TERMS OF
CHANGE NET ASSETS NET ASSETS

CURRENT ASSETS 36731.25 42260.55 5529.30 15.05% 13.71% 14.53%

NON-CURRENT ASSETS 222719.18 245211.22 22492.04 10.10% 83.16% 84.30%

= TOTAL ASSETS 267832.09 290877.77 23045.68 8.6% 100% 100%

CURRENT LIABLITIIES 42554.76 55480.81 12926.05 30.38% 15.89% 19.07%

NON-CURRENT LIABLITIES 121413.66 125849.42 4435.76 3.65% 45.33% 43.27%

SHAREHOLDER’S EQUITY 101777.77 107408.17 5630.40 5.53% 38% 36.93%

TOTAL LIABLITIES
= 267832.09 290877.77 230045.68 8.60% 100% 100%

Notes – 1. Regulatory deferral account debit balances = 3406(2018-19) , -4975.66 (2017-18)

2. Deferred Revenue = 2139.37 (2018-19) , 2085.90(2017-18)
 NTPC
Cash Flow Analysis
PARTICULARS 2017-2018 2018-2019
MAJOR SOURCES 1. Disposal of property, plant and equipment & intangible 1. Disposal of property, plant and equipment & intangible assets
assets 2. Interest/income on term deposits/bonds/investments received
2. Interest/income on term deposits/bonds/investments 3. Dividend received
received 4. Proceeds from non-current borrowings
3. Dividend received 5. Proceeds from current borrowings
4. Proceeds from non-current borrowings
5. Proceeds from current borrowings

MAJOR USES 1. Purchase of property, plant and equipment & intangible 1. Purchase of property, plant and equipment & intangible asset
assets 2. Investment in subsidiaries and joint venture companies
2. Payment for business acquisition 3. Repayment of non-current borrowings
3. Investment in subsidiaries and joint venture companies
4. Repayment of non-current borrowings

CFO 19249.75 16030.47

CFI -20389.59 -20894.22
CFF 1043.21 4827.65
CFO & NI CF0 = 19249.75 , NI= 12339.46 CFO= 16030.47 ,NI= 12672.52
NET CASH FLOW -96.63 -36.11
 NTPC
Ratio Analysis

NTPC 19-Mar 18-Mar

Profitability Ratio
Return On Capital Employed (%) 5.45 5.5
Return on equity 10.9 1.95
Return on proprietor ratio 0.36 0.24
Net profit Ratio 13 12.39
LIQUIDITY RATIO
Current Ratio 0.76 0.86
Quick Ratio 0.85 1.06
TURNOVER RATIO
Working Capital turnover Ratio 12.52 -14.3
Fixed Asset turnover 0.41 0.69
Current Assets Turnover Ratio 2.13 2.27
LEVERAGE RATIO
Debt to Equity Ratio 0.21 1.95
 ADANI POWER
Income Statement Analysis- common size and comparative analysis
PARTICULARS 2017-2018 2018-2019 ABSOLUTE %CHANGE % IN TERMS %IN TERMS OF
CHANGE OF NET SALE NET SALES 18-
17-18 19

NET SALES 8120.87 2404.20 -5716.67 -70.39% 100.00% 100.00%

+ TOTAL INCOME 8584.05 3469.87 -5114.18 -59.58% 105.70% 144.33%
- TOTAL EXPENSES 10112.48 3695.10 -6417.38 -63.46%
124.52% 153.69%
=P/L BEFORE 1303.20 -85.26%
EXCEPTIONAL ITEMS -1528.43 -225.23
-18.82% -9.37%
- EXCEPTIONAL ITEMS 1504.66 1504.66 -100%
-18.53%
P/L BEFORE TAX -23.77 -225.23 -201.46 847.54%
-0.29% -9.37%
-TAX 0 0 0
=NET PROFIT/LOSS -23.77 -225.23 -201.46 847.54%
-0.29% -9.37%
 ADANI POWER
Balance Sheet Analysis- common size and comparative analysis
PARTICULARS 2017-2018 2018-2019 ABSOLUTE %CHANGE % IN TERMS % IN TERMS
CHANGE OF NET OF NET
ASSETS ASSETS

CURRENT ASSETS 3371.85 167.42 -3204.43 -95.03 17.11 0.58

NON-CURRENT ASSETS 16330.36 28760.62 12430.26 76.12 82.89 99.42
= TOTAL ASSETS 19702.21 28928.04 9225.83 46.83 100% 100%
CURRENT LIABLITIIES 7866.05 3372.06 -4493.99 -57.13 39.92 11.66%
NON-CURRENT
LIABLITIES 2297.03 8428.15
6131.12 266.92 11.66% 39.92%
SHAREHOLDER’S EQUITY 9539.13 17127.83 7588.70 79.55 48.42% 59.21%
100% 100%
=TOTAL LIABLITIES
19702.21 28928.04 9225.83 46.83
 ADANI POWER
Cash Flow Analysis
PARTICULARS 2017-2018 2018-2019

MAJOR SOURCES 1. Proceeds from Sale of Property, Plant and 1. Proceeds from Sale of Property, Plant and Equipment
Equipment 2. Proceeds from Current Investments (Net)
2. Proceeds from Current Investments (Net) 3. Proceeds from issue of Unsecured Perpetual Securities
3. Proceeds from Loans repaid by subsidiaries 4. Proceeds from Loans repaid by subsidiaries
4. Refund of consideration paid for business 5. Proceeds from Non-current borrowings
acquisitions 6. Proceeds from Current borrowings (Net
5. Proceeds from Non-current borrowings
6. Proceeds from Current borrowings (Net)
7. Interest received

MAJOR USES 1. Capital expenditure on Property, Plant and
Equipment, including capital advances and capital
work-in-progress and on intangible assets
2. Payment towards Loans given to subsidiaries
3. Payment towards Loans given to others
4. Repayment of Non-current borrowings
1. Capital expenditure on Property, Plant and Equipment,
including capital advances and capital work-in-progress
and on intangible assets
2. Payment towards Loans given to subsidiaries & others
3. Payment towards acquisition of subsidiaries
4. Repayment of Non-current borrowings
5. Repayment of Unsecured Perpetual Securities

CFO -332.53 -167.43

CFI -3512.52 -8285.43
CFF 3845.24 8456.77
CFO & NI CF0 = -332.53 , NI= -23.77 CFO= -167.43 ,NI= -225.23
NET CASH FLOW 0.19 4.21
 ADANI POWER
Ratio Analysis

ADANI 19-Mar 18-Mar

Profitability Ratio
Return On Capital Employed (%) .0049 0.085
Return on equity 0.013 0.0021
Return on proprietor ratio 0.57 0.47
Net profit Ratio -9.41 -0.24
LIQUIDITY RATIO
Current Ratio .049 0.42
Quick Ratio 0.16 0.61
TURNOVER RATIO

Working Capital turnover Ratio -0.75 -1.80

Fixed Asset turnover 3.99 12.64
Current Assets Turnover Ratio 14.36 2.40
LEVERAGE RATIO
Debt to Equity Ratio 0.63 1.05
Marketing strategies of NTPC
Swot analysis:
 Business Model of NTPC
• SOURCES OF REVENUE-
1.SALES FROM POWER GENERATION:
 Thermal power
 Hydro Power
 Nuclear Power
2.CONSULTANCY (NESCL)
3.COAL MINING
4.POWER TRADING
Five force model for buyers of NTPC
PESTEL Analysis:
 Collaboration:

• Partnership with GPCL and GEB Gujurat for power generation.

• Bharatiaya rail bijli company a joint venture between indian
railway and NTPC for power generation.
• Utility power tech with Reliance Power for construction and
erection of power plant.
• NTPC-Alstom joint venture for modifications of power plants in
india and abroad.
 Strategic alliance

• NTPC-SSCL global venture for development ,operation and

maintenance of coal blocks.

• NTPC-BHEL project limited for manufacturing equipments.

• BF-NTPC energy system limited for facilitation for casting and

forging.
Five force model for sellers of NTPC
 OTHER
Major Players Power sectors
 TATA POWER
NTPC Tata power

Net sales 957,420 295,586

Other incomes 17,953 3,958

Total revenue 975,373 299,545

Gross profit 241,095 63,568

*****All the data are given in million of rupees

 NHPC:
NTPC NHPC

Net sale 957,420 77,512

Other income 17,953 11,014

Total revenues 975,373 88,526

Gross profit 241,095 42,018

*****All the data are given in million of rupees

 COMPARITIVE STUDY OF OPERATIONS OF
NTPC FARAKKA AND NTPC VINDHYACHAL

6
Factors
The comparative study would give a
clear picture of the operational
efficiency at NTPC FARRAKA.
 coal and quantity received. 1
NTPC 's there is a clear and Major difference in the billing of
NTPC
FU E L
EXPEN
SES
The possible reasons for the difference in the billing and
received quantity could be:

• Adding water to coal during billing- Doing so makes coal

blocks absorb water and higher weight is recorded

• Thef- In the process of delivery of coal from source to final

NTPC FUEL station there is theft of coal. Since coals are carried in rail
waggons it makes it easier for the thief’s to carry out such
EXPENSES activity.

SOURCE: http://www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/Farakka.pdf
www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/vindhyachal.pdf

NT P C FLY ASH
ON
//economictimes.indiatimes.com/articleshow/36241323.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst
UTILIZATI
 NTPC
F U EL E
XPEN
SES
• Earlier Fly Ashes were filled in a pond the rate of filling of
pond estimates the life ofNthe
TPplant.
C Employ
ees
• The concept has changed and better utilization of resources
and new machineries has made the plant life sustainable for
NTPC FLY ASH long run

UTILIZATION NTPC FARAKKA

OPERATIONAL COST

NTPC PLANT
PERFORMANCE
SOURCE: http://www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/Farakka.pdf
www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/vindhyachal.pdf

https://www.livemint.com/Companies/iSpkP5weDTtd4XN0PNY1sK/15-firms-in-fray-to-set-up-cement-units-near-NTPCs-power-pl.html
 - Executives - Non Executives - Corporate office

2787
2016-17 700
433

NTPC 2973
2015-16 778
F U EL E
XPEN
456 SES

2014-15 828
2 NTPC Em
p loyees
2916

480

NTPC FARAKKA M
3051 AN-MW
2013-14 914 RATIO
502

NTPC FARAKKA
3170
2012-13 969
OPERATIONAL COST
501
.
NTPC PLANT
0 500 1000 1500 2000
PERFOR
2500 MANCE3500
3000

AS H
NTPC FLY
SOURCE: http://www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/Farakka.pdf
www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/vindhyachal.pdf
ION
UTILIZAT
 0.70 NTPC Vindhyachal NTPC FARAKKA
0.67
0.62
0.59
0.54

NTPC
F U EL E
XPEN
SES
0.35 0.34 0.33 0.32
0.3

NTPC Em
p loyees

2012-13 2013-14 2014-15 2015-16

3 NTPC FARAKKA M
RATIO
2016-17
AN-MW

Man-MW ratio 2012-13 2013-14 2014-15 2015-16 2016-17

NTPC Vindhyachal

0.35 0.34 0.33 0.32 0.3

0.70 0.67 0.62 0.59 0.54

NTPC FARAKKA
NTPC PLANT
PERFORMANCE
SOURCE: http://www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/Farakka.pdf
www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/vindhyachal.pdf
 80000.00

70000.00

60000.00

NTPC
F U EL E
50000.00 XPEN
SES

NTPC
40000.00
NTPC Em
p loyees

FARAKKA 30000.00

NTPC FARAKKA M
AN-MW
RATIO
OPERATIONA 20000.00

L COST 10000.00
4 NTPC FARAKKA
OPERATIONAL COST

0.00
Cons umption of stores & s pa res Repai r & Mai ntenance Ins ura nce
NT PC PLANT Tota l O&M Cost
Water Cha rges

2012-13 2013-14 2014-15 2015-16

PERFORMANCE
2016-17

SOURCE: http://www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/Farakka.pdf
www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/vindhyachal.pdf
 100.00 76.00

90.00
74.00

80.00

NTPC
70.00 F U EL E 72.00
XPEN
SES
60.00
70.00

50.00
NTPC Em
p loyees 68.00

NTPC FARAKKA
40.00

30.00
NTPC FARAKKA M 66.00

PLANT 20.00 RATIO

AN-MW
64.00

PERFORMANCE 10.00

0.00
NTPC FARAKKA
62.00
2012-13 2013-14 2014-15 OPERATIONAL
2015-16 COST2016-17
Pl ant Ava i l abi l i ty Factor (PAF) (%) Pl ant Load Factors (PLF) (%)

NTPC PLANT
PERFORMANCE
SOURCE: http://www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/Farakka.pdf
www.cercind.gov.in/2018/draft_reg/O&M_data/Generation%20Data/NTPC/vindhyachal.pdf
 SUGGESTED MODELS

KAIZEN SIX SIGMA Total Quality

PRINCIPLE Management
.
KAIZEN PRINCIPLE

• Japanese management philosophy that literally translates

to 'continuous (Kay) improvement (zen)

• Striking aspects is finding the cause of errors and

correcting them

• Every mistake is seen as an opportunity on the path of

improvement
 SIX SIGMA PROCESS

• Methodology for eliminating defects in a product,

process or service

• Represents the population standard deviation, which is

a measure of the variation in a data set collected about
the process
TOTAL QUALITY MANAGEMENT

• Total employee involvement

• Process-centred

• Continual improvement
 SWOT Analysis

Better co-ordination between COAL INDIA LTD Local Participation has been the area of concern

S W
And NTPC

other
Analysis

O
Inclusion of young workforce in the units Machinery Issues T
 HR VISION:
 
“TO ENABLE OUR PEOPLE TO BE A FAMILY OF
COMMITTED WORLD CLASS PROFESSIONALS,
MAKING NTPC A LEARNING ORGANIZATION.”
HR STRUCTURE
 HR GOALS
 
• knowledge based competitive edge
• team building, empowerment and
accountability
 HR STATEGIES

• Institutionalize core values

• culture of openness, competence, commitment,
system orientation, economy, productivity,
knowledge management, communication and
training
• organizational renewal, restricting, periodic
assessment • motivational enabling climate of
empowerment, participation, career growth, sensitive
line manager, HR initiative and succession planning
• Communication within and outside company.
 EMPLOYEES BENEFITS

 including group life

insurance
 health insurance
 disability insurance
 sick leave
 annual leave
 educational benefits
 pensions
 
 COMPARITIVE ANALYSIS
 
 'Best companies to Work for in India' survey
conducted by Mercer HR Consulting
 third best employer for the second consecutive year
in the 'Best Employers in India' survey by Hewitt
Associates
 third great place to work by Grow Talent Company
in the 'Great Places to Work' Study
 the Great Place to Work Trust Index, used by
Fortune magazine in preparing its '100 best
companies to work for' list.
 COMPARITIVE ANALYSIS
 leadership commitment to employees
 the alignment of its HR policies with corporate
strategy
 learning and development efforts
 value-driven culture
 ability to create work-life balance for its
employees
Performance HR Practices Decoding
Learning &
Management System   Leadership
• Mentoring Development
Competencies
• Growth from
Within

• Quality
Circles
 
• Employee
Development
Scheme

Performance
Culture

NTPC: A Preferred
employer
 HR practices
Mentoring
 create an environment of socialization in the organization for new
entrants, i.e. executive trainees
 to look afer and care for the new entrants during the initial years of
career in NTPC
 for building performance culture and carry forward organizational
strength for the future generation
holistic development of
mind at Career &
Personal space
Growth from within
 NTPC as a policy looks within the organization for suitable persons with
the requisite skill, expertise, merit and suitability for filling up the
senior executive positions.

 NTPC also takes recourse to lateral entry at all levels from outside to
the extent considered necessary to ensure infusion of new blood and
fresh outlook brought in by specialized/experienced personnel from
other reputed organizations in India and abroad
Quality circles

 group members have the freedom to discuss and give solutions to

their work related problems

 The group gets involved on a voluntary basis to analyze and solve

problems in a systematic framework.
 Employee development scheme

• PMI
• Unit training centers
• Simulator training centers
• Regional HR group
• Corporate HR group
• Departmental training coordinator
 What is CSR?
o CSR is primarily a strategy of large corporations
o Corporate Social Responsibility (CSR) is a self-regulating business model that helps a
company be socially accountable— to itself, its stakeholders, and the public.
 Published Standards of CSR
o In 2010, the International Organization for Standardization (ISO) released a set of
voluntary standards meant to help companies implement corporate social
responsibility.
o ISO 26000 represents an international Consensus
Approaches
• Common approach to CSR is
corporate philanthropy
• monetary donations and aid given to nonprofit
organizations and communities
Common Actions:-
• Environmental Sustainability
• Community Involvement
• Ethical Marketing
NTPC and Its CSR Activities
o NTPC is involved in basic infrastructure development, education,
community health and sanitation, capacity building and gender
empowerment.
o NTPC’s spirit of caring and sharing is embedded in its mission
statement
o NTPC has a comprehensive Resettlement & Rehabilitation
(R&R) policy covering community development activities.
o implementation of key programs through our very own ‘NTPC
Foundation’
Mechanism and Process
• Structure - Committee consists of at least 3 directors with one being an independent director.
They recommend the board the amount of money that needs to be spent on activities
• Programs -Focus areas of NTPC CSR & Sustainability activities are Health, Sanitation, Drinking
Water, Education, Capacity Building, Women Empowerment, Social Infrastructure Development,
support to Physically Challenged Person (PCPs), and Environment Sustainability. Preference is
given to the local areas
• Fund Allocation and Expenditure - Approved by CSR and Sustainability committee. For year
2014-15 NTPC board had approved to spend 2% of the average net profits
• Planning and Implementation - CSR & Sustainability activities are taken up in project mode.
Every effort is made to ensure that approved activities are implemented within schedule.
• Monitoring, Evaluation & Reporting-
Monitoring - Monitoring is done to ensure timely completion of activities and to
achieve deliverables
Evaluation - Effectiveness of CSR & Sustainability programme is assessed through
both internal & external evaluation.
Reporting - NTPC brings out its Sustainability Report annually, based on globally
acclaimed Reporting Framework
Communication to Stakeholders - The Policy for CSR & Sustainability is uploaded on
NTPC’s website and intranet for access to external & internal stakeholders
 List Of CSR Activities done by NTPC Frakka:-
For Year 2017-18
 Education -
o Education to neighborhood community students in NTPC schools
o Constructing school infrastructure
o Providing books/ stationery/ uniform etc
o Painting Competition on energy conservation
 Health -
o Mobile Medical Unit
o Surgery Camp in nearby villages
 Water -
o Purified Water for Village through RO Systems
o Installing of hand pumps etc in nearby villages
 Skill Development -
o Skill Development Training to youth
o Providing vocational training
 Sports -
o Promotion of Rural Sports
 Infrastructure and Development -
o Construction of community centers in nearby areas
o Infra related other activity
o Field leveling in villages
 Roads -
o Construction of roads in nearby areas
 Renewable Energy -
o Installation of HML
 Art and Culture -
o Activities related to promotion of arts and culture
 Other Activities -
o Support to Cyclone affected Person
o Other rural community development projects
o NAS/SIE/Documenting/communication
o NTPC Farakka produced 30.19 MT of ashes and utilized 16 MT of them. The utilization
percentage is 53% which is next only to NTPC Mouda and NTPC Solapur 70.14% and 59.62%
utilization respectively.
 conclusion
From analysis of various sectors like Marketing, Operation, finance, HR and CSR we can conclude condition of NTPC on various
aspects .The data of revenue from operations as well as profit shows an increase by 8.04% and 13.60% respectively which is a
good sign for NTPC .But at the same time an increase in expense by 9.11% is also been noticed .Which has to be controlled. In
terms of marketing mix- NTPC ventured in the process of electricity generation from fossil fuels via nuclear ,hydro and
renewable energy sources. It has operation in 55 locations within the country and overseas operation one in Sri Lanka and
two locations in Bangladesh .NTPC has cost effective way of pricing .NTPC is also involved in various types of CSR activities for
improving conditions in society via economic development. In terms of operation several problems like local participation,
better co-ordination between coal India ltd and NTPC , machinery issues has to be addressed. Various models and frameworks
like Kaizan principle, Six Sigma process ,Just in time concept could be used to increase productivity. In terms of human
resource ,NTPC adopt an culture of openness ,competence, commitment, economic productivity, communication and training,
creating motivational climate participation etc. It follows policy of “people first”. It also practices CSR activities like
environment sustainability, community involvement, ethical marketing etc. Few of the CSR activities by NTPC are installation
of tube well, bore well ,distribution of solar lamps, bags ,sweater etc, repair of drains ,piped drinking system ,activities to
empowered physically challenged person ,activities to promote art and culture and many more.
THANKYOU!