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COMPANY’S PROFILE – POWER GENERATION
INTRODUCTION
Established in 1975, NTPC, the largest power company th e country has been consistently con sistently powering of the growth of ndia! "n "n #$ 9%%1&'%%% certified company( it is world)s world)s *rd largest thermal power generator and second most efficient capacity utili+ation! t feeds a fourth of ndias electricity needs or as we say -NTPC lights up e.ery fourth bulb in the country-! cou ntry-! t is one of the most efficient power companies in ndia, ha.ing op erations that match global standards! "part from power generation, which is the mainstay of the company, NTPC has already .entured into consultancy, power trading, ash utili+ation and coal mining! NTPC ran/ed **7th in the 0'%1',
orbes
s, 1st amongst large organi+ations ?more than 1%,%%% employees@ and 1st amongst manufacturing and production industries! #hri #!P! #ingh, ;irector ?:@ and #hri #! oy, EAecuti.e ;irector ?:@, NTPC td! recei.ed the awa rd! The total installed capacity of the company compan y is B5,5B 38 ?including 2Ds@ with 1 coal based and 7 gas based stations! 7 2oint Dentur Denturee stations are coal based and renewable energy proects! The company has set a target to ha.e an installed power generating capacity of 1,',%%% 38 by the year '%*'! The capacity will ha.e ha. e a di.ersified fuel miA comprising 5FG coal, 1F G nderta/ings and arge Enterprises for the year '% 1B, by the
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MCKINSEY’S 7-S FRAMEWORK OF NTPC LTD. IN POWER GENERATION SEGMENT STRATEGY Strategy ! t"e C#$a%y
NTPC is ramping up its generation capacity and is eApected to increase its mar/et share from about19G today to around '5G by '%17! The capacity growth of will enable it to maintain its position as the mar/et leader! Today, Today, the installed capacity is *%,FBB 38, 38, including ','9B
38 in oint .entures! ;uring the 11th plan, NTPC has already commissioned *,'B% 38 capacity !Capacity aggregating to 17,9*% 38 consisting of B5 units, including super6 critical units of FF% 38 each, is under construction at 1 proects situated in 1F locations! Capacity of *,%'' 38 is under the award process! or the 1'th plan& company has started the process of capacity addition in right earnest! NT is to be issued for 5,9B% 38 capacities through bul/ tendering of 9 units of FF% 38 each by mid6$ctober '%%9!easibility reports ha.e been appro.ed for 11,B5% 38 capacities for further processing and for an additional 1%,1%% 38 capacity, feasibility reports are ready and are in the process of appro.al! Company is aiming to place orders for the 1'th plan proects during the neAt ' years! nfrastructure wor/ has already commenced in se.eral 1'th plan proect sites! Thus, NTPC is fully geared to become a 75,%%% 38 Company by '%17! n other words, it is going to increase its generation capacity by two and half times between now '%17!8ith the11th plan proects under eAecution, the 1'th plan proects in the process company is targeting to achie.e 1%G or double6digit growth in generation e.ery year!
D'(er)'!'e* Gr+t"
NTPC s Huest for di.ersification started with its foray into :ydro Power! t has, since then, been mo.ing towards becoming a highly di.ersified company through bac/ward, forward and lateral integration !The company is well on its way to becoming Kan ntegrated Power 3aor , ha.ing entered :ydro Power,Coal 3ining, Power Trading, EHuipment 3anufacturing and Power ;istribution! NTPC has made longstrides in de.eloping its "sh >tili+ation business! n its pursuit of di.ersification, NTPC has also de.eloped strategic alliances and oint .entures with leading national and international companies! ‟
‟
a@ ,y*r P+er n order to gi.e impetus to hydro power growth in the country and to ha.e a balanced portfolio of power generation, NTPC entered hydro power business with the %% 38 4oldam hydro proects in :imachal Pradesh! Two more proects ha.e also been ta/en up in >ttara/hand! " wholly owned subsidiary, NTPC :ydro td!, is setting up hydro proects of capacities up to '5% 38! b@ Ca M'%'%g n a maor bac/ward integration mo.e to create fuel security, NTPC has .enture dinto coal mining business with an aim to meet about '%G of its coal reHuirement from its capti.e mines by '%17! The
c@ P+er Tra*'%g NTPC Didyut Dyapar Nigam td! ?NDDN@, a wholly owned subsidiary was created for trading power leading to optimal utili+ation of NTPC s assets! t is the second largest power trading company in the country! n order to facilitate power trading in the country, National Power EAchange td! , a 2D between NTPC, N:PC, PC and TC# has been formed for operating a Power EAchange! ‟
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d@ A)" /0)'%e))
NTPC has focused on the utili+ation of ash generated by its power stations to con.ert the challenge of ash disposal into an opportunity! "sh is being used as a raw material input for cement companies and bric/ manufacturers! NDDN is engaged in the business of ly "sh eAport and sale to domestic customers! 2oint .entures with cement companies are being planned to set up cement grinding units in the .icinity of NTPC stations! e@ N01ear P+er "n agreement had been signed between Nuclear Power Corporation of ndia td ?NPC) and NTPC to form a oint .enture company ?with 51 per cent sta/e held by NPC and B9 per cent by NTPC@ for establishing nuclear power proects! " 2D company "nusha/ti Didhyut Nigam td! has been formed! f@ Re%e+a2e P+er n order to broad base its fuel miA NTPC has plan of capacity addition of about 1,%%% 38 through renewable resources, such as solar and wind energy by '%17! Key !a1tr) !r )trategy !r#0at'% 0)e* 2y NTPC De#a%* a%* S0$$y ;emand and #upply is the factor used for the ma/ing of strategy! They do their operational planning by loo/ing at the demand of power and resources a.ailable for power generationThe energy reHuirement registered a growth of %!55 and pea/ demand grew at 9!%G during the financial year '%1B615 was *!%5 and B!7G and is li/ely to go under '!1G and '!%G respecti.ely! ;espite .ery high shortages li/ely to be eAperienced by southern region! The demand is belie.ed to be suppressed due to poor financial health of discoms who find supplying power at eAisting tariffs un.iable! The energy reHuirement will go up once the latent demand is unloc/ed! ndustrial consumption is the maAimum and most remunerati.e in ndia, growth in industrial acti.ity will fuel power demand in the country! urther, still large population to the tune of L' crore are without access to power! The per capita consumption of power in ndia still remains abysmal at 1%1% units ?pro.isional@ for financial year '%1B615!
of the company is decreasing due to less demand in power mar/et and increase in competition from pri.ate companies! F0t0re Strategy
Company has prepared its long term Corporate Plan for the period '%1% '%*' which includes all strategies and growth targets, fuel choices, technology choices and measures to deal with the li/ely changes in the business en.ironment! ;uring the course of implementing this proposed Plan, company would aspire to be the most .aluable ndian company as well as the world leader in power generation.Company also aspires to be a leader in <EEN
P$8E! NTPC td, ndia)s largest power producer, is wor/ing on a new strategy to face the challenges posed by an e.ol.ing energy landscape mar/ed by regulatory change, its unfolding acHuisition plans and the go.ernment)s increasing focus on renewable sources of power! "s part of the ambitious eAercise, the state6owned thermal power utility will appoint a consultant to re.ise its NTPC Corporate Plan '%*', which lays down its future road map! Consultants such as =ain and Co! ndia P.t! td, ;eloitte Touche Tohmatsu ndia P.t! td and 3c4insey and Co! are in the fray for the assignment! The eAercise comes in the bac/drop of the =haratiya 2anata Party6led National ;emocratic "lliance go.ernment ma/ing energy security one of its top priorities! The go.ernment has launched a scheme aimed at ensuring eight hours of Huality power supply to farmers and 'B6 hour electricity to rural households! or the go.ernment)s strategy to succeed, NTPC, which has a 17G share in ndia)s power generation capacity of '55,%1'!79 megawatts ?38@, has to play an important role! The utility plans to add 1B,%*38 in '%1'617 and has an ambitious capital eApenditure target of s!1!5 trillion! t has set itself the target of becoming a 1',%%%38 power producer by '%*'! IThe idea is to prepare NTPC in a fast6changing business landscape! The corporate plan has to be re.ised! There are both opportunities and challenges! The strategy has to be e.ol.ed /eeping all the new emerging issues in mind such as regulatory changes, mergers and acHuisition opportunities, and a focus on renewable sources of energy! The presentations from the consultants are on,J a person aware of the de.elopment said, reHuesting anonymity!
S"are* 5a0e) 5ISION
I" world class integrated power maor, powering ndia)s growth, with increasing global presenceJ MISSION
I;e.elop and pro.ide reliable power, related products and ser.ices at competiti.e prices, integrating multiple energy sources with inno.ati.e and eco6friendly technologies and contribute to societyJ!
3a/e a.ailable reliable and Huality power in increasingly large Huantities at competiti.e prices and ensure timely reali+ation of re.enues!
;e.elop a strong portfolio of profitable businesses in o.erseas mar/ets including technical ser.ices, generation assets etc!
Continuously attract and de.elop committed human resources to match world standards!
ead fundamental and applied research for adoption of the state6of6the6art technologies, brea/through efficiency impro.ements and new fuels!
ead de.elopmental efforts in the ndian power sector including assisting state utility reform, policy reco.er etc!
"dopt a broad based capacity portfolio including :ydro Power, N<, and non con.entional and eco6friendly fuels!
Plan and speedily implement power proects using state6of6 the art technologies!
=e an integrated utility by implementing strategic di.ersifications in areas such as power trading distribution, transmission, coal mining, coal bene ficiation etc!
Nuclear
Power,
CORE 5ALUES – /E COMMITTED
=
O
=usiness Ethics!
E
O
En.ironmentally Economically #ustainable
C
O
Customer ocus
$
O
$rgani+ational Professional Pride
3
O
3utual espect "nd Trust
3
O
3oti.ating #elf $thers
O
nno.ation and #peed!
T
O
Total Quality or EAcellence
T
O
Transparent espect $rgani+ation
;
O
;e.oted
O/6ECTI5ES OF COMPANY /0)'%e)) Prt!' Gr+t" •
To further consolidate NTPC # position as the leading thermal power generation company in ndia and establish a presence in hydro power segment! To broad base the generation miA by e.aluating con.entional sources of energy to ensure long run competiti.eness and mitigate fuel6ris/s! To di.ersify across the power .alue chain in ndia by considering bac/ward and forward integration into areas such as power trading, transmission, distribution, coal mining, coal beneficiation, etc!
•
To de.elop a portfolio of generation assets in international mar/ets!
•
To establish a strong brand in the domestic international mar/et
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C0)t#er F10)
To foster a collaborati.e style of wor/ing with customer growing to be a preferred brand for supply of Huality power! To eApand the relationship with eAisting customers by offering a bouHuet of ser.ices in addition to supply of power e!g! trading, energy consulting, distribution consulting, management consulting, management practices! To eApand the future customer portfolio through profitable di.ersification into downstream business, inter alia retail distribution and direct supply!
•
To ensure rapid commercial decision ma/ing, using customer specific information with adeHuate concern for the interests of the customer!
Ag'e Cr$rat'%
To ensure effecti.eness in business decisions and responsi.eness to change in the business en.ironment by "dopting a portfolio approach to new business de.elopment! To de.elop a learning organi+ation ha.ing /nowledge based competiti.e edge in current and future businesses! To effecti.ely le.erage information technology to ensure speedy decision ma/ing across the organi+ation! Per!r#a%1e Lea*er)"'$
To continuously impro.e on proect eAecution time and cost in order to sustain long run competiti.eness in generation! To operate maintain NTPC stations at par with the best run utilities in the world with respect to a.ailability, reliability, efficiencies! To aim for performance eAcellence in the di.ersification businesses! To embed Huality in all systems and processes! ,0#a% Re)0r1e De(e$#e%t
To enhance organi+ational performance by institutionali+ing an obecti.e and open performance management system! To align indi.idual and organi+ational needs and de.elop business leaders by implementing a career de.elopment system! To enhance commitment of employees by recogni+ing and rewarding high performance! To build and sustain a learning organi+ation of competent world6class professionals! F'%a%1'a S0%*%e)) •
To maintain and impro.e the financial soundness of NTPC by prudent management of the financial resources!
•
To continuously stri.e to reduce the cost of capital through prudent management of deployed funds, le.eraging opportunities in domestic and international financial mar/ets!
•
To de.elop appropriate commercial policies and processes this would ensure remunerati.e tariffs and minimi+e recei.ables!
S0)ta'%a2e De(e$#e%t
To contribute to sustainable power de.elopment by discharging corporate social responsibilities!
To lead the sector in the areas of resettlement and rehabilitation and en.ironment protection including effecti.e ash6utili+ation, peripheral de.elopment and energy conser.ation practices! To lead de.elopmental efforts in the ndian power sector through efforts at policy ad.ocacy, assisting customers in the operations and management of power plant!
STRUCTURE
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FUNCTIONAL DEPARTMENTS
F'g – 8.9 FUNCTIONAL DEPARTMENTS
F0%1t'%a. De$art#e%t)
F'%a%1e 7 A*#'%
,0#a% Re)0r1e
O$erat'% 7 Mg#t
FINANCE ADMINISTRATION
E.ery business main intentions are to ma/e the profit so, business transaction need to be recorded in specific format for the calculation of profit or loss at the end of year! inance department is .ery important for e.ery organi+ation to /eep the finance related information! inance department in.ol.ed in the recoding of monitory transaction and finali+ation of accounts which is helpful for management decisions! inance department is also responsible for planning of funds reHuirements in the future and it need s to find the sources finance! O/6ECTI5ES OF DEPARTMENT
a! Ensuring regular sufficient supply of capital to business! b! Ensure affair rate of return to the supplier of the capital! c! Ensure the best utili+ation of capital by following the principals of liHuidity, profitability safety! d! Coordinating the acti.ities of the finance department with those of other department of the enterprise!
F'g – 8.: STRUCTURE OF FA DEPARTMENT
,OD 3FA4
DGM
Sr.M ?8or/s, =oo/s, =udget,
SMF
8or/s "dmin
Cash =an/@
Purchase
Sr. MANAGER
MANAGER
Sr. MANAGER
MANAGER
A))t. MANAGER
MANAGER
A))t. MANAGER FA DEPARTMENT
A))t. MANAGER
inance department is .ery essential for any organi+ation to be set up! t is the bac/bone of any organi+ation! #imilarly the finance department plays a .ital role in the set up and running of NTPC Chief "ccountant manager and chief finance manager wor/ under the direct control of finance ;irector at NTPC! $ther top eAecuti.es in the finance department are senior eAecuti.e ?finance@, di.isional officer ?finance@, accounts officers( assistant accounts officers, senior assistants ?"ccounts@ and assistant ?accounts@! The chief finance manager and accounts manager handle .arious acti.ities in the finance department! Each of them has their tas/s cut out systematically in these areas! I% NTPC& !'%a%1e a%* a110%t'%g *e$art#e%t ') )02*'('*e* '%t ; )02 *e$art#e%t). T"ey are/OOKS /UDGET
The main wor/ of this section is accounting and maintaining the register of finance! "nother function done by this section is auditing for which the accountants are out sources by the NTPC! The main audits conducted by the company are& a@ I %t er %a a 0* 't St at 0t r y a 0* 't - 3 ai nl y d on e b y t he o ut s ou rc es ac coun tan ts! t is done Huarterly or as per the need! b@ C%trer A0*'tr ge%era ! I%*'a a0*'t - This audit had done by controller)s attorney general of ndia! This is the audit of balance sheets! c@ C)t a0*'t - rom '%%56'%%F company start cost audit! t handles the cash! These departments send the estimation for cash reHuirement, to the corporate office
wee/ly and daily basis and also tell why it is reHuired! "lso interface with ban/s, ma/e payment and recei.e payment Ta/e custody of monetary and non6monetary instrument for security! t is also ta/e ban/ guarantee for performance( it is also called documentary credit! d@ Pr)$er'ty a0*'t - This audit is done for chec/ the system to see that all going properly or not! t is done once in fi.e year! COMMERCIAL SECTION
This section does the accounting of sales of the proect! t ma/es oil and coal payment .oucher! t also maintain priced store ledger ?P#@! STORE /ILLS SECTION
This section does the payment of in.entory as per terms of purchase order, ad.ance and f in al p ay me nt a nd m ai nt ai ns a cc ou nt ! 3 a/ e a d. an ce s ch ed ul e a nd m at er ia l under inspection schedule! t also ma/es insurance payment, transporters payment, premium and claims! 5ETTING AND CONCURRENCE
The wor/ of this #ection is Contract and Purchase estimation, Detting of competiti.e statement then we calculate and Price, Detting of ;raft Purchase $rder, inance Concurrence! PRICED STORE LEDGER 3PSL4 SECTION
This section does the physical in.entory .aluation! The method of .aluation is monthly mo.ing weighted a.erage! This .aluation is done in e.ery month! This department gi.es the reports in .arious topic li/e MR, "=C and DE; analysis report, and non6mo.ing item report! "nd also done physical .erification of stoc/ e.ery yea r! WORKS /ILL SECTION
This #ection does the payment of ser.ices ta/en by ##TP# li/e 3aintenance Contracts! The payment made on unning =ill on the basis of 3easurement =oo/! "lso do the final payment and ta/e Penalties and return there #ecurities! This section also do the capitali+ation were wor/ is going on! The wor/ not had done fully completed #how under Capital 8or/ n Progress "ccount ?C8P@! 8hen this wor/ complete then C8P to iAed "ssets! ncidental EApenditure during Construction ?E;C@ and nterest ;uring Construction ?;C@ add in C8P "ccount! eno.ation and 3oderni+ation 8or/ is going on four #tations i!e! #ingrauli, 4orba, amagundam and ara//a! "nd the wor/ of eno.ation and 3oderni+ation handle by this #ection! ESTA/LIS,MENT SECTION
This #ection gi.e the #alary and reco.er the PP amount, :ouse rent, Electricity charge, Club eApenses and ncome taA from employees! Thi s sec tio n als o de als with oan "d.ances gi.en to employees! #ome special type of oans pro.ides by NTPC to its employees! MISCELLANEOUS SECTION
This section ma/es the payment of Non6$riented contract payment! ;eal with Petty Cash! Telephone bills, Entertainment eApenses paid by this #ection! ,UMAN RESOURCE MANAGEMENT
:3 can be defined as managing ?Planning, organi+ing, directing controlling@ the functions human relations with a .iew to contribute proportional to the organi+ation indi.idual social goals! F0%1t'%) ! ,RM I.
!
Ma%ager'a !0%1t'% a! Planning b! $rgani+ing c! ;irecting d! Controlling O$erat'(e !0%1t'% a! Employment b! :uman resource de.elopment c! Compensation d! :uman relation
O/6ECTI5ES OF ,R FUNCTION •
To Place manpower of reHuired Huality and in reHuired number in position so as to ensure fulfillment of company)s obecti.es, plans and policies! The department would forecast on a continuous basis in ad.ance, manpower reHuirement at .arious stages of the construction and operation of company)s proects, the organi+ation structure, the type of manpower etc! and plan ad.ance action to meet the abo.e obecti.e! Through proper recruitment and selection process, the department would Endea.our to attract persons with potential and select those with high deg ree of /nowledge, s/ill and caliber!
•
To formulate design, re.iew and implement suitable pre6employment and post6 employment training and in6company and eAternal management de.elopment and wor/ers de.elopment programmers with an indi.idual employee of the company!
•
To identify from among the employees of the company persons with potential to rise to high le.els of organi+ational hierarchy and de.elop implement suitable systems of career planning and managerial succession planning!
•
To create and sustain a fa.orable employee attitude a .iew to obtaining maAimum contribution and cooperation of employees in achie.ing the obecti.es of the company through suitable employment, adeHuate, compensation by way of wagesSsalaries, benefits, welfare facilities, suitable moti.ational schemes, safe wor/ing conditions and ob satisfaction!
•
;e.elop personnel policies in all areas rele.ant to the manpower to management and notify the same to the employees with a .iew to reducing the communication gap between the management and the employees!
•
To culti.ate and maintain a participati.e culture through suitable system of managers participation in decision ma/ing and wor/ers participation in management!
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To establish and introduce suitable systems of grie.ance handling for redresser of employees grie.ances in the shortest possible time and with the lowest possible steps!
•
To encourage healthy and legitimate trade union acti.ities and based on mutual respect of each other)s .iew points and loo/ upon trade unions as the agencies of communication between the management and wor/ers! To this end, the department would endea.or to
understand the problems of wor/ers through regular dialogues with the trade unions and aim at sol.ing problems and disputes through mutual discussions! To identify /ey areas of organi+ation de.elopment, diagnose the problems, suggest measures and follow6up the implementation!
F'g- 8.8 STRUCTURE OF ,UMAN RESOURCE DEPARTMENT
GENERAL MANAGER
DEPUTY GENERAL MANAGER
ASST. GENERAL MANAGER
SENIOR MANAGER
MANAGER
ASST. MANAGER
OFFICER
NTPC belie.es in the power of people and it is the professional philosophy of the management to create an enabling organi+ational culture for people to demonstrate their creati.ity, initiati.e and in.ol.e in holistic de.elopment, through recognition and celebration of achie.ements! "lthough NTPC has formulated many : policies for employee)s de.elopment and growth, it was felt that there is still space for enhancing employee)s moti.ation and morale on a continued and sustained basis! Therefore, a bouHuet of rewards and recognition schemes is e.ol.ed with an obecti.e of reinforcing good wor/ and beha.ior of employees in order to achie.e $rgani+ational eAcellence! ,R F0%1t'% at Cr$rate Le(e
Ma<r !0%1t'%) 0%*er t"') e(e are a@ I%*0)tr'a E%g'%eer'%g The acti.ities of this group span the .arious facts of manpower planning budgeting, organi+ation structure, de.elopment of manpower normsS standardsSmodules, incenti.eS reward schemes, preparation of financial budgets for Corporate Personnel
"dministration, 2ob E.aluation ;e.elopment of ob specificationSdescriptions, Personnel ;ata =an/ and computeri+ation, $rgani+ation 3ethods etc! b@ E#$y#e%t a%* Pa1e#e%t This function co.ers with the .arious acti.ities pertaining to the recruitment of all eAecuti.esSeAecuti.e trainees of the corporation and the non6eAecuti.es of ;elhi based offices!
14 Cr$rate Tra'%'%g This group loo/s after the de.elopment of training policies, programmers of .arious types of technical training schemes including Engineering EAecuti.e Trainees, EAecuti.e trainees ?Chemistry@, ;iploma Trainees, T Trainees, training under contract pac/ages etc! *4 Ma%age#e%t De(e$#e%t& Orga%'=at'%a De(e$#e%t a%* Per)%%e Re)ear1" This function encompasses the .arious organi+ation de.elopment aspects relating to performance appraisal, career succession planning, ob rotation action learning, promotion policy etc! e4 E)ta2')"#e%t This area co.ers personnel acti.ities from the time an employee oins the organi+ation to the time he lea.es or superannuates! These include the oining formalities, postings and transfers, confirmationSabsorption, promotion seniority, forwarding of applications, processing of resignations etc! for the eAecuti.es of the entire and the non6eAecuti.es of ;elhi based offices! !4 P'1'e) R0e) This area includes .arious acti.ities pertaining to formulation, implementation and auditing, monitoring of .arious personnel policies li/e wages salary, allowances reimbursements, #afety etc! "lso co.ered under this area are the de.elopment, implementation and issue of clarifications relating to ser.ice rules, conduct, discipline and appeal rules, rules on entitlements, o.ertime pay fiAation rules, etc!
OPERATION AND MAINTENANCE DEPARTMENT
NTPC has consistent trac/ record of high a.ailability and plant load factor ?P@ across plants based on di.erse technologies! NTPC has emphasi+ed predicti.e pre.enti.e maintenance systems to achie.e this trac/ record! #er.ices co.ered under En.ironmental Engineering and 3anagement include the following& •
Plant start6up including prescribing pre6operational chec/s!
•
#tation management ser.ices for $peration 3aintenance ser.ices for Coal based and
•
;e.elopment of $peration and 3aintenance 3anagement #ystems computeri+ation!
•
#uper.ision of EHuipment epairs and >nit $.erhaul!
•
aboratory tests field tests and P< testScapacity test!
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#tate6of6the6art $peration and 3aintenance training for coal based and gas based units!
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Performance "nalysis and $ptimi+ation!
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Condition 3onitoring of critical eHuipment!
•
uel 3anagement and Energy audit
F'g – 8.> STRUCTURE OF OPERATIONS MAINTENANCE DEPARTMENT
HOD (O&M)
DGM (OPN)
DGM (EMG)
DGM (MTP)
AGM
AGM
AGM
Sr. MANAGER
Sr. MANAGER
Sr. MANAGER
MANAGER
MANAGER
MANAGER
Asst. MANAGER
Asst. MANAGER
Asst. MANAGER
ENGINEER
ENGINEER
ENGINEER
Primarily it is the operation and maintenance of the power proects which holds the /ey for being successful as an ndependent Power Produce r! NTPC with its pro.en world class trac/ record of operating and maintaining the power stations and ha.ing pro.ided this ser.ice successfully to many domestic clients is now positioned to offer this ser.ice to nternational clients through its nternational Cell! The $3 ser.ice has been tailored for international clients and c onsists of the following modules and sub6modules! :owe.er, this can be further tailored to meet an y client)s eApectations Ma'%te%a%1e Ma%age#e%t
The term 0maintenance) means to /eep the eHuipment in operational condition or repair it to its operational mode! 3ain obecti.e of the maintenance is to ha.e increased a.ailability of production systems, with increased safety and optimi+ed cost! 3aintenance management in.ol.es managing the functions of maintenance! 3aintaining eHuipment in the field has been a challenging tas/ since the beginning of industrial re.olution! #ince then, a significant of progress has been made to maintain eHuipment effecti.ely in the field! "s the engineering eHuipment becomes sophisticated and eApensi.e to produce and maintain, maintenance management has to face e.en more challenging situations to maintain effecti.ely such eHuipments in industrial en.ironment!
F0%1t'%) ! Ma'%te%a%1e De$art#e%t
ollowing are the maor functions of maintenance department& 3aintenance of installed eHuipment and facilities •
nstallations of new eHuipment and facilities
•
nspection and lubrication of eAisting eHuipment
•
3onitoring of faults and failures using appropriate techniHues
•
3odifications of already installed eHuipment and facilities
•
3anagement of in.entory
•
#uper.ision of manpower
•
4eeping records
Mater'a Ma%age#e%t
"ccording to ee ;obler 6 3aterial management as a confederacy of traditional material acti.ities bound by a common idea6 the idea of an integrated management approach to planning, acHuisition, con.ersion, flow and distribution of production material from the raw material state to the finished product state! F0%1t'% ! Mater'a Ma%age#e%t •
To arrange the facilities reHuired for the material manag ement!
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To dispatch the material to the production department!
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To loo/ for new materials and suppliers that can contributes to company profits!
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4eep record of the material recei.ed, issued and balance!
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To recei.e the finished goods from the production department, to .erify them and store them properly till they are distributed!
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To maintain the material handling eHuipment and other incidental items li/e pallets, containers, etc!
E%('r%#e%t Ma%age#e%t& O110$at'%a ,eat" a%* Sa!ety Sy)te#)
NTPC has acti.ely gone for adoption of best international practices on en.ironment, occupational health and safety areas! The organi+ation has pursued the En.ironmental 3anagement #ystem ?E3#@ #$ 1B%%1 and the $ccupational :ealth and #afety "ssessment #ystem $:#"# 1%%1 at its different establishments! "s a result of pursuing these practices, all NTPC power stations ha.e been certified for #$ 1B%%1 $:#"# 1%%1 by reputed national and international Certifying "gencies!
SKILLS
NTPC subscribes to the belief that efficiency, effecti.eness and success of the organisation depends largely on the s/ills, abilities and commitment of the employees who constitute the most important asset of the organisation! TRAINING AND DE5ELOPMENT
" systematic Training plan has been formulated for ensuring minimum se.en man days ?5F hours@ training per employee per year and includes le.el6wise planned inter.ention designed to groom people for assuming positions of higher responsibility, as well as specific need6based inter.entions based on scientific Tra'%'%g Nee*) A%ay)') ! Continuing with their commitment towards de.eloping itself into a learning organi+ation and aligning itself with its corporate .ision, the company established a training institute called the Power 3anagement nstitute ?P3@! P3)s mission was to wor/ towards Iwider adoption of inno.ati.e and rele.ant management concepts in the power sectorJ! The institute)s acti.ities included conducting management de.elopment programs, as well as research and consultancy continuous performance impro.ement! =esides se.eral management de.elopment programs, the company also conducted leadership de.elopment programs for its eAecuti.e directors and general managers! The programs at the center were open to NTPC managers ?middle and senior le.els@ as well as to managers from state electricity boards and from multinational companies! They were open to managers in the power sector as well as those not in the power sector, and e.en too/ managers from other countries! The center also undertoo/ training courses supported by foreign agencies li/e >#";, $.erseas ;e.elopment "gency ?$;"@ >4, 8orld =an/ and E7 group'1, and ones supported by ndian institutions such as "dministrati.e #taff College of ndia ?"#C@ '', :yderabad and 3, "hmedabad! #uch has been success of this proect that it has become a premier training imparting institute and due to the high Huality of P3 training, many companies from countries li/e 4orea, Tunisia, etc! came to ndia to attend the training programs! The P3 campus had a well6eHuipped auditorium, classrooms and residential and recreational facilities for trainees! NTPC wanted its employees to better themsel.es continuously! The company identified the following areas as its focus for training& o
change management,
o
Huality management and
"part from P3, which focused on management de.elopment, the company also ran technical training centers at all its '% plants! They were called Employee ;e.elopment Centers ?E;Cs@! NTPC has institutionali+ed -;e.elopment Centers- in the company to systematically diagnose the current and potential competency reHuirements of the employees with the obecti.e of enhancing their de.elopment in a planned manner! :ere the employees imparted speciali+ed technical training to employees based on systematic identification of their competencies and training needs! The company has two #imulation Training nstitutes which enable employees to learn the operations of a real power plant without any loss or damage to the company! The simulation training also raised the le.el of proficiency and eHuipped employees to handle emergencies effecti.ely! NTPC has a training budget which is more than s!5%%% la/h and no wonder NTPC means serious business when it comes to training and de.elopment of its employees! NTPC has 9%G utili+ation of its fund allotted to T;!
Ot"er #et"*) 0)e* !r )?' e%"a%1e#e%t 94Career A*(a%1e#e%t O$$rt0%'t'e)
NTPC ha.e a well established talent management system in place, to ensure that we fulfill on our promise of meaningful growth and rele.ant challenges for our employees! $ur talent management system comprises PE$3"NCE 3"N"
NTPC ha.e introduced numerous initiati.es which see/ to enhance the creati.ity, inno.ation, functional aptitude and teamwor/ of our employees! These initiati.es include the National $pen Competition for EAecuti.e Talent ?N$CET@, Professional Circles, Quality Circles, =usiness 3inds and 3edha Pratiyogita ?a Hui+ for our employees@! " management ournal called I:ori+onJ is published Huarterly to enable the employees to share their ideas and eAperiences across the Company! 84K%+e*ge Ma%age#e%t '% NTPC
To meet our ultimate obecti.e of becoming a learning organi+ation, an integrated 4nowledge 3anagement #ystem has been de.eloped, which facilitates tacit /nowledge in the form of learning and eAperiences of employees to be captured and recogni+ing for future reference! MOU S'g%e* /y NTPC Fr S?' De(e$#e%t 94NTPC t *e(e$ a%* e%"a%1e t"e te1"%'1a )?') ! y0t" ar0%* 't $r
NTPC imited and National Power Training nstitute ?NPT@ signed a 3emorandum of >nderstanding for running of #olapur Power Training nstitute being set up at #olapur, 3aharashtra! The nstitute shall meet reHuirement of s/illed wor/force in the ndustries and power sector by de.eloping and enhancing the technical s/ills of the local youth of areas in and around the upcoming NTPC proect at #olapur!NTPC has recently launched new Courses in 1' NTPC adopted and New ndustrial Training nstitutes ?Ts@ at .arious locations in the .icinity of NTPC power stations to help in meeting the s/illed manpower reHuirement! :4MU )'g%e* 2et+ee% NTPC& NSDF NSDC& M'%')try ! S?' De(e$#e%t E%tre$re%e0r)"'$& G(t. ! I%*'a
NTPC imited ndias largest power utility entered into the 3o> with 3inistry of #/ill ;e.elopment Entrepreneurship ?N#; National #/ill ;e.elopment und@ and National #/ill ;e.elopment Corporation ?N#;C@ and allocated s! F!5% Cr! from its C# und for year '%1561F and '%1F617 for .arious s/ill de.elopment programs! These s/ill de.elopment proects will be pursued at '' locations with special focus on the eastern statesS part of the country where NTPC power plants are located! 5%%% youths will be trained in .arious .ocational s/ill sets! Education Up-gradation Schemes
8hen you upgrade your employee)s s/ills, you upgrade your company, NTPC acti.ely moti.ates its academically inclined employees to pursue higher studies which are in consonance with the needs of the recogni+ing ! NTPC has tie6ups with leading institutions li/e 3;, nli/e other study lea.e and sabbaticals, employees undergoing these courses do not forego their salary or growth during the during the course!
Sta!! NTPC strongly belie.es in achie.ing organi+ational eAcellence through :uman esources and follows -People irst- approach to le.erage the potential of it)s o.er '5,%%% employees to fulfill its business plans! "t NTPC, it begins and ends with people! The company is deeply passionate about ensuring the holistic de.elopment of all its employees as distinct indi.iduals and good citi+ens! 8e currently employ approAimately 'B,5BF Employees at NTPC!Competence building, Commitment building, Culture building and #ystems building are the four pillars on which our : systems are based!NTPC is resol.ed to pro.ide a framewor/ of policies which will enable the organisation to attract the right talent for the obs and ma/e it a.ailable at the right time and in right number with the ultimate obecti.e of ensuring optimum and effecti.e utilisation of the human resources in a climate of satisfaction, de.elopment and growth! NTPC has continuously been part of the =est 8or/places ist for the last eight years and has been consistently amongst top performers! Ma%$+er Pa%%'%g a%* /0*get'%g
n all ;i.isions and Proects of the Company, before the end of "ugust e.ery year, each ;epartment will re.iew the adeHuacy or otherwise of the a.ailable manpower with reference to the tas/s and targets and determine the additional reHuirements of manpower in Hualitati.e and Huantitati.e terms for the immediately following financial year! =ased on the reHuirements of additional manpower of the indi.idual departments, the detailed manpower plan for the financial year will be prepared ointly by the Planning and Personnel ;epartments for the ;i.ision as a whole gi.ing specific details of each new posts other than casual posts and ustification therefor and this manpower plan containing details of eApenditure in.ol.ed will form a part of the o.erall 3anpower =udget of the ;i.ision! The reHuirements of casual and other contingent staff will not form a part of the 3anpower =udget as the same will be shown only in terms of estimate of eApenditure to be incurred in respect thereof as a part of the 8or/s =udget! Creat'% ! P)t)
1@ Notwithstanding the =oards o.erall sanction for the creation of posts as abo.e, specific sanction for each new post from the competent authority will be necessary before initiation of action for filling the posts and the competent authority will issue the necessary sanction depending on the reHuirements from time to time during the year within the appro.ed budget sanction and manpower plans subect, howe.er, to policies and directi.es that may be issued by the =oard of ;irectors andSor Chairman and 3anaging ;irectors, as the case may be! '@ or the purpose of according sanction to the creation of regular, trainee and temporary posts in different categories within the appro.ed budget pro.isions and appro.ing appointments to such posts, the following will be the competent authorities to be referred to hereinafter as the "ppointing "uthority! Re1r0't#e%t Pr1e*0re
NTPC recruited mainly at the entry le.el for the posts of around B%%65%% EAecuti.e Trainees e.ery year! The #teps in recruitment procedure& The selection process in.ol.ed three stages&
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Wr'tte% te)t 6 Candidates are called for a written test to test the /nowledge of their subect! Candidates who scored the cut off mar/s in the selection test are called for a
or lateral recruitment abo.e entry le.el, inter.iew is a mode of selection! T"e I%*01t'% Prgra#
To induct talent and groom them into a dedicated cadre of power professionals @Ee10t'(e Tra'%ee@ #cheme was introduced in the year 1977 for recruitment in the disciplines of 3echanical, Electrical, Ci.il, Control nstrumentation and now encompasses Computer #cience, Chemistry, : and inance disciplines also! =esides a comprehensi.e one year training comprising theoretical inputs as well as on6the6ob training, the new recruits are also attached with senior eAecuti.es under a systematic and formal BMe%tr'%g Sy)te# of the company to integrate them into the Culture of the company! This way, company)s specific s/ills can be ?has been@ de.eloped and nurtured among the employees! Today, more than 5% G of the eAecuti.e strength in the company is through this talent building mechanism! The EAecuti.e trainees are the bac/ bone of Engineering, Chemistry, :, inance, T and :ydro functions of the company! 62 T'te& <2 S$e1'!'1at'%)& Re O0t'%e a%* Pay )1ae)
1@ 2ob specifications indicating the eligibility reHuirements in terms of minimum educational andSor professional Hualifications, length, nature of Huality of eAperience, upper age limit etc! and a general outline of the role and responsibilities will be laid down in respect of each ob title along with the pay scale or consolidated dailySmonthly wage rate in which the posts in the category will be operated! '@ To ensure uniformity and consistency, such ob titles, ob specifications and role outlines together with the pay scale applicable in respect of all categories of posts will be issued by the Corporate Centre from time to time with the appro.al of the Chairman and 3anaging ;irector! *@ No appointment shall be made to any post in the Company unless the person fulfills the minimum eligibility reHuirements and conforms to the specifications prescribed for the post eAcept where general relaAations are made in the case of reser.ed .acancies for candidates belonging to #cheduled Castes, #cheduled Tribes, other bac/ward classes, EA6ser.icemen and other special categories! Pro.ided, howe.er, that in special and eAceptional cases appointments may be made subect to the appro.al of the "ppointing "uthority in relaAation of the prescribed specifications where the "ppointing "uthority is satisfied that such relaAation is essential in the interest of the Company! Re0're* 0a't'e) O! Sta!!
NTPC ta/es adeHuate steps to recruit people on the basis of .arious factors to identify the right candidate! The following are the main factors that are considered while recruiting new employees! •
Lear%a2''ty & NTPC gi.e more emphasis on learnability, it means the ability to deri.e generic /nowledge from specific eAperiences and apply the same in new situation!
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C#$ete%1y & NTPC gi.e more importance to professional competence and academic eAcellence!
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Ot"er 0a't'e) & $ther Hualities include analytical ability, teamwor/, leadership potential, communication and inno.ation s/ills, along with a practical and a structured approach to problem sol.ing!
Sy)te# Per!r#a%1e Ma%age#e%t Sy)te#
The performance management system has an intrinsic moti.ational significance that facilitates learning and brings about role clarity which helps people focus on performance de.elopment! t is a continuous process to understand the employee)s ability, competencies, relati.e merits and worth of the organi+ation! The present study eAplores performance management system ?P3#@ of National Thermal Power Corporation imited ?NTPC@, a leading public sector organi+ation in the power sector! t is descripti.e in nature, and based on information obtained from seconda ry as well as primary source! The study obser.ed that NTPC belie.es in achie.ing organi+ational eAcellence through human resource! The organi+ations system is based upon the four building bloc/s i!e! competence building, commitment building, culture building, and systems building! "t NTPC, performance management system e.aluates fi.e compon ents namely performance, competencies, .alues, potential appraisal, performance and po tential appraisal! The study obser.ed that the performance management system in the organi+ation is capable to specifically address the de.elopmental needs in order to o.ercome competency gaps in the employees under appraisal! The Performance 3anagement #ystem brings to focus important managerial attributes and stri/es a balance between 0Performance) and other aspects of managerial talentsSs/ills! EAecuti.es will ha.e a set of 4ey Performance "reas to be identified through discussion and achie.e them during the performance period! The system is to de.elop the competencies by in.ol.ing the eAecuti.e in setting targets and identifying 4ey P erformance "reas! The #ystem aims to bring the concept of ownership and accountability on both "ppraisee and "ppraiser to create mutual trust and confidence! To utili+e the Performance 3anagement #ystem for facilitating indi.idual career de.elopment and bring organi+ation wide : in ter.ention at senior le.els to bridge competency gaps! PERFORMANCE MEASURES OF NTPC
Performance management system at NTPC comprises appraisal of 5 co mponents& 1@ PERFORMANCE "t NTPC, the performance is e.aluated at two inter.als i!e! first half year performance appraisal, and second half performance appraisal! '@ COMPETENCES There are competencies assessed and rated at NTPC! These competencies are technical 4nowledge, =usiness "ttitude, #trategic Thin/ing, esources 3anagement, Communication #/ills, #ystematic Thin/ing, nterpersonal Competence, and Empowering #/ills! *@ 5ALUES "doption of the Company)s Core Dalues in the business dealings is one of the essential duties of employees at all le.els! Especially #enior EAecuti.es who occupy leadership positions in the Company, ha.e a maor role in the actualisation of Core Dalues by being 0ole 3odels) in obser.ing and practising them and thereby leading by eAample! :ence due emphasis is laid on the Core Dalues demonstrated by the eAecuti.e in his day6to6day business dealings and 15G weightage has been ascribed in the Performance "ppraisal to the process of Dalue actualisation eAhibited by the eAecuti.e!
B@ POTENTIAL APPRAISAL Potential is a component related to ICompetenciesJ! t see/s to achie.e one of the maor obecti.es of the Performance "ppraisal #ystem, namely e.aluating the suitability of the eAecuti.e to assume higher responsibilities along the hierarchy! 5@ PERFORMANCE AND POTENTIAL PROFILE The Part D would sum up all mar/s scored for the Performance "ppraisal year! The mar/s scored for Part , Part , Part and Part D is transferred to this section and entered against respecti.e item! The aggregate of the mar/s scored is arri.ed at by adding all mar/s scored for different components! This would form the inal score of Performance Potential "ppraisal rating of the eAecuti.e out of 1%% mar/s!
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E%('r%#e%ta Ma%age#e%t Sy)te# "t NTPC, all our acti.ities and operations are guided by sound en.ironmental practices, second to none! ight from its inception, the company has a well defined en.ironment policy! t is committed to protecting the fragile ecology as well as ensuring a sustainable growth of power! t is passionate about ensuring a clean en.ironment for all of us and future generations! The >nion 3inistry of En.ironment orests and the 3inistry of Power and NTPC were in.ol.ed in preparing the draft En.ironment Policy which was later appro.ed by the >nion Cabinet in 3ay '%%F! NTPC En.ironment Policy I
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$n6ine ;ata =ase 3anagement >p6gradation etrofitting of Pollution Control #ystems esources Conser.ation 8aste 3anagement
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RISK& CONCERNS AND T,EIR MANAGEMENT SYSTEM oue company has an elaborate enterprise ris/ management framewor/ in place! " fuctional le.el director committee called is/ 3anagemnt Committee ?3C@ has been constituted in compliance with the companies act, '%1* and cluse6B9 of the listing agreement! The 3C is responsible to identify and re.iew the ris/s and to formulate action plans and strategies to mitigate ris/s on short term as well as long term basis! The 3C has identified 'F /ey ris/s and out of which following ha.e be en classified as the top ris/s for the company& nadeHuate fuel supply ;ifficulties in acHuisition of land ;elay in eAecution of proects is/s related to coal minings is/s pertaining to hydro proects Compliance of emission, ash utili+ation and regulatory norms #ustaining efficient plant operations is/s of not getting schedule These areas are regularly monitored through reporting of / ey performance indicators of the identified ris/s! EAceptions with respect to ris/ assessment criteria are reported regularly to the board of directors! ;uring the financial year '%1B615, Committee meetings ha.e been held for all the Huarters to deliberate on strategies! I%ter%a C%tr
To ensure regulatory and statutory compliance as well to pro.ide highest le.el of corporate go.ernance, NTPC has robust internal systems and p rocesses in place for smooth and efficient conduct of business and complies with rele.ant laws an d regulations! " comprehensi.e delegation of power eAists for smooth decisions ma/ing which is being further re.iewed to align it with changing business en.ironment and for speedier decision ma/ing! Elaborate guidelines for preparation of accounts are followed consistently for uniform compliance! n order to ensure that all chec/s and balances are in place and all internal control systems are in order, regular and eAhausti.e internal audits are conducted b y the eAperienced firms of chartered accountants in close co6ordination with the company)s own nternal "udit ;epartment! =eside the company has two committees of the board .i+! "udit Committee and Committee on management controls to /eep a close watch on compliance with nternal Control #ystems! STYLE "ll organi+ation has their own distinct culture and management style! t includes the dominant .alues, beliefs and norms which de.elop o.er time and become relati.ely enduring features of the organi+ational life! t also entails the way managers interact with the employees and the way they spend their time! Culture style of the organi+ation shows how /e y managers beha.e in achie.ing the organi+ation)s goals! The style of the organi+ation is through leadership in which leaders can establish unity of purpose and direction of the organi+ation! They create and maintain the internal en.ironment in which people are fully in.ol.ed in achie.ing the organi+ation goals! PEOPLE FIRST NTPC belie.es in achie.ing organi+ational eAcellence through :uman esources and follows -People irst- approach to le.erage the potential of its 'B,5%% employees to fulfill its business plans! People before P ?Plant oad actor@ is the guiding philosophy behind the entire gamut of : policies at NTPC! NTPC are strongly committed to the de.elopment and growth of all our employees as indi.iduals and not ust as employees! #cholarship for meritorious students of employees! Canteen facilities at subsidi+ed rates! 8or/men compensation for all employment inury! #ettlement of accounts terminal benefits of death causes! ecreation6 fine arts, clubs, sports clubs for employees! Education facilities to employee)s children! Community de.elopment immuni+ation on family planning, tailoring classes, polio and others! "rranging tal/s on diseases li/e ";#, Cancer, and ;iabetes etc! "rranging for periodical health chec/ups! abour welfare fund loans and ad.ances to employees! eference courses for education of employees! Consumer co6operati.e society for benefit of employees! 3edical facilities and hospitals with in and outpatient facilities! Transportation facilities! Quality of Work-Life NTPC is committed to pro.ide the best a.ailable wor/ life for its employees! n addition to ensuring safe and aesthetically pleasing wor/ places, NTPC a cti.ely encourages a culture of mutual respect and trust amongst peers, superiors and subordinates! ar remo.ed from the bu++ of cities, our townships are the epitome of serenity, natural beauty and close community li.ing! " range of welfare and recreation facilities including schools, hospitals and social clubs are pro.ided at the townships to enhance the Huality of life the well being of employees and their
families! "n entire gamut of benefits, from child care lea.e to post retirement medical benefits are eAtended to employees to meet any eAigency that may arise in a person)s life! Rewards & Recognitions 8e recognise the role played by rewards recognitions in moti.ating our colleagues! To this end, we ha.e created a culture of rewards and appreciation through celebration of .arious achie.ements and recogni+ing the contributions behind such success!
0a'ty A))0ra%1e
NTPC has in.ested hugely in Huality with the .iew to secure long term plant reliability! n.estment in terms of committing adeHuate number of Hualified and trained human resources for Huality related acti.ities laboratories at the construction sites and more importantly, robust processes pro.iding for direction methods and standards of performance, for the .arious tas/s associated with Huality! Quality in NTPC has a much deeper meaning ,identification of needs, planning for reali+ation of the needs ointly with the sta/e holders including the .arious suppliers and .erification whether the needs ha.e been built into the productSser.ice during manufac turing and erection and commissioning !The Huality loop is further eAtended to capture whether the originally indented plant reliability and operation standards ha.e been reali+ed or not
A%ay)') ! t"e $r
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NTPC is the leading power generation company in ndia, so it has the ad.antage of its settled infrastructure and huge economy to eApand their networ/! :ighly s/illed and eAperienced human resources eAposed to the state of the art technologies in proect eAecution and power generation! ;emocratic style of leadership with centrali+ation of authority and responsibility to the di.isions so that employees ha.e been empowered to do their wor/ independently without pressures from their higher authority so it has good structure! t has its own .igilance system which ensures the transparency, obecti.ity and Huality of decision ma/ing in its operation! Company gi.es good salary and incenti.es to their employees and ma/e good Huality wor/ing en.ironment for the employees to wor/ and gi.e rewards to the employees for their good performance which encourage the employees to wor/ hard! :uge in.estment on training and s/ill de.elopment programs so that)s why it has highly s/illed wor/force Performance management system of NTPC clearly establishes an understanding about what is to be achie.ed and de.eloping the people to ensure that how it is to be achie.ed! T"e +ea?%e))e) ! t"e 1#$a%y are-
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;ue to the 7%G go.ernment holding, they ha.e to follow go.ernment policies and also ha.e to pro.ide the electricity at subsidiary rates to the go.ernment agencies! Company is using older methods of power trading which do not reach all the consumers properly whereas their competitors li/e tata power and N:PC are using e6bidding method for power trading which is the most effecti.e method in modern age! n comparison with their competitors the company is using old technologies and ha.ing oint .entures with ndian companies which do not ha.e much eAperience in new technologies! NTPC in their strategy emphasi+ing coal based thermal power plants which is depleting .ery fast and not en.ironmental friendly so in near future they may suffer from coal shortage and also from en.ironmental problems! "s the go.ernment is the part of the structure of the company so there is time lag in decision ma/ing and sometimes ha.e to suffer from political pressures! ;ue to the go.ernment inter.ention, sometimes NTPC do es not get the right person according to their need for ob! or EA! )s!Earlier the test is conducted by the NTPC itself so the reHuired s/ill person is chosen by them but now it is not possible! "s the mission of the company is to use inno.ati.e and eco6friendly technology but still the company is stic/ to the coal based technology which is non renewable and not eco6 friendly! NTPC is unable to complete its proect within decided time in its plan so they are lagging in the power generation mar/et! "s the capacity of power generation of NTPC)s competitors is increasing at a faster rate but NTPC is unable to cope up with the speed of their competitors! "s a result the plant load factor of NTPC is decreasing whereas of T"T" P$8E it is increasing which shows that if they do not change their strategy they will lag in the power generation mar/et! n some cases it is seen that NTPC is unable to pro.ide proper resettlement and rehabilitation to the affected people such as in NTPC singrauli people was left unsettled withour compensation!
Re1##e%*at'%) •
NTPC has .ery less penetration into nuclear power generation mar/et as its most of its plants are coal and hydro based! "s of now the nuclear power generated in ndia contributes only '!9G of generated capacity! "fter the nuclear deal, ndian go.t! is planning to go in a big way to enhance its nuclear power generation !#ince coal fields also are in their saturation stage there will be huge demand for nuclear power in future! To reap benefits of the deal it made a oint .enture with NPC to generate '%%%38 which is .ery minute!t has oint .entures with coal mining industries, =:E, =harati oreA all these are .entures le.erage its position! =ut these do not add .alue with respect its .enture into nuclear power generation!=ecause, these organi+ations did not ha.e eApertise s/ills in nuclear power generating eHuipments orSand its technology! The technology and eHuipment reHuired for it also different, in the present scenario no enterprise in ndia has acHuired eApertise in technology and eHuipment manufacturing of nuclear plants! #o,this gi.es a huge opportunity for NTPC to le.erage its financial, technological and human capital to eAtend its foot print into nuclear power industry!This can be done by ma/ing 2D s with foreign players who are eApert in nuclear power generation and subseHuently get access to its technology, manufacturing of eHuipment, resource mining and dumping?the biggest concern@! ‟
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The go.ernment inter.entions must be reduced and the control from go.ernment must be
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transferred to its managers and its shareholders so that NTPC could grow more without any disruptions and it also lead to good structure! NTPC must be gi.en the full authority for the recruitment and selection procedure so that
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they could select their staff with the reHuired talent and s/ill! Company must use the upgraded platform for the power trading so that they can lin/ to
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more consumers in order to increase their P and their income!The platform li/e E6 =idding is the best method for power trading! NTPC is in.esting more on its coal based plants! #ome of its proect for coal based plant
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are ash utili+ation, coal mining, new coal based plants! nstead of in.esting on these plants they must eApend more and more on renewable sources of energy such as solar,wind etc! as they are replenish able in nature and does not come to end and also en.ironmental friendly!NTPC should thin/ o.er its strategy again and should thin/ o.er the addition of more capacity of renewable energy resources plant! =y using new technologies and doing 2D)s with foreign companies they can increase their
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proect speed and it also help them in increasing their capacity addition process so that they can hold its top position in the power generation mar/et! NTPC must try to eApand its ser.ices to all o.er the ndia especially to the remote areas
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where there is still no electricity and must reach the bottom of pyramid mar/et!n ndia , there is still ' crore people who do not ha.e power in their homes!#o these people must be the target of the NTPC as a consumers to sell their power at less profit because this mar/et has the potential to open a gateway of great profit and also a life changing mo.e for the consumers! NTPC must create a proper policy for the resettlement and rehabilitation of affected people and must pro.ide proper compensation for the affect on their life!
