NTPC
(NATIONAL THERMAL POWER CORPORATION)
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Gandhi Nikunj R (12)
Declaration
Date: 09/06/2009
Place: Surat
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Acknowledgement
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Executive Summery
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INDEX
No. TOPIC PG NO.
1 INDUSTRY PROFILE 6-13
2 COMPANY PROFILE 14-27
3 PRODUCTION 28-50
MANAGEMENT
4 HUMAN RESOURCE 51-92
MANAGEMENT
5 MARKETING 93-106
MANAGEMENT
6 FINANCIAL 107-115
MANAGEMENT
7 CONCLUSION 116-120
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HISTORY
From humble beginnings in the 1880s, the Indian Power Sector has come a long
way
From one small unit in 1880s to 1362 MW in 1947 to over 550 Billion Units in
2006-07
• 1880s – First electrification – small hydel in Darjeeling
• CEA constituted
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• 1991 – Liberalization; amendments in Electricity (Supply) Act
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Power Supply Units India:
Power is derived from various sources in India. These include thermal power,
hydropower or hydroelectricity, solar power, biogas energy, wind power etc. the
distribution of the power generated is undertaken by Rural Electrification
Corporation for electricity power supply to the rural areas, North Eastern Electric
Power Corporation for electricity supply to the North East India regions and the
Power Grid Corporation of India Limited for an all India supply of electrical power
in India.
Thermal Power in India is mainly generated through coal, gas and oil.
India coal power forms a majority share of the source of power supply in
India. The electric power in India is generated at various thermal power
stations in India. The power generated at these thermal power plants is
then distributed all over India through a network of power grid at regional
and national levels. The power ministry organization responsible for the
thermal power management in India is the NTPC.
Hydropower in India is one of the mega power generators in India.
Various hydropower projects and hydro power plants have been set up by
the ministry of power for generation of hydro power in India. Various dams
and reservoirs are constructed on major rivers and the kinetic energy of
the flowing water is utilized to generate hydroelectricity. The power
generator here is the running water. The hydroelectric power plants and
the hydro power generation companies are managed by the National
Hydro Electric Power Corporation (NHPC).
Wind Power in India is available in plenty as India witnesses high
intensity winds in various regions due to the topographical diversity in
India. Efforts have been made to utilize this natural source of energy
available free of cost for wind power generation. Huge wind energy farms
have been set up by the government for tapping the wind energy by using
gigantic windmills and them
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Converting the kinetic energy of the wind into electricity by the use of power
converters. The wind power advantages start with the very fact that a wind
energy power plant does not require much infrastructure input and the raw
material i.e. wind itself is available free of cost.
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GROWTH RATE
2009-02-29 01:18:25
Growth in electricity generation has decelerated to 6.6 per cent from 7.5 per cent
in the corresponding period in 2008-09, the Economic Survey tabled in the
Parliament by finance minister P. Chidambaram said.
The government is expecting 9.5 per cent growth per annum in the power sector
in the 11th Five Year Plan.
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MARKET SHARE
PLAYERS
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Industry players and profile
The power sector reveals that it can be largely segregated into four different
categories on the basis of type of players in the industry. These include:
Finally, a look at the regulatory structure of the sector indicates that various Acts
govern the power sector.
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HISTORY
NTPC Limited is the largest power generating company of India. A public sector
company, it was incorporated in the year 1975 to accelerate power development
in the country as a wholly owned company of the Government of India. At
present, Government of India holds 89.5% of the total equity shares of the
company and the balance 10.5% is held by FIIs, Domestic Banks, Public and
others. For shareholding pattern. Within a span of 32 years, NTPC has emerged
as a truly national power company, with power generating facilities in all the
major regions of the country.
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VISION
“TO BE
POWER UTILITIES,
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Core Values
C Customer’s Focus
O Organizational Pride
T Total Quality
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BOARD OF DIRECTORS
The Management of the Company is vested with the Board of Directors. In terms
of the Articles of Association of the Company the Board of Directors can have
minimum four Directors and maximum twenty Directors.
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CORPORATE AND REGIONAL HEADQUARTERS
CORPORATE OFFICE:
NTPC BHAWAN
CORE-7, SCOPE COMPLEX,
7 INSTITUTIONAL AREA, LODI ROAD,
NEW DELHI-110003
REGIONAL HEADQUARTERS:
EASTERN REGION LOKNAYAK JAIPRAKASH BHAWAN
2ND FLOOR, DAK BUNGALOW CHOWK
PATNA – 800001
BIHAR
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COMPETITION
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COMPETITORS
Torrent Power
Entered the power sector by acquiring two old state owned electricity companies
and turned them into power utilities comparable with the best.
BHEL
• 14 Manufacturing plants
• 279 Coal based Thermal Utility Sets of BHEL, including 29 Sets of 500
MW and 157 Sets of 195-250 MW installed in the Country (As on
31.03.07)
• During 2006-07, out of 279 Coal based Thermal Utility Sets of BHEL in the
Country, 77 sets operated at PLF > 90% (6 sets at 100%; 18 sets at 95 –
100% and 53 sets at 90-95%)
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Foreign players entered to India
AES Corporation
CLP Power
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GROWTH RATE
NTPC's share on 31 Mar 2008 in the total installed capacity of the country was
19.1% and it contributed 28.50% of the total power generation of the country
during 2007-08.
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ORGANISATIONAL STRUCTURE
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CONSTRUCTION AT NTPC KAWAS
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PLANT LOCATION
INTRODUCTION:
Kawas combined cycle Gas Power Project situated on the western seacoast
around 15kms. From “Silk City” Surat in the state of Gujarat, is one of the
prestigious combined cycle gas power station of its kind both within NTPC and in
the country. The unique features of the power station are multi fuel firing facility in
the Gas Turbine, a black start facility of 2.85 MW operational on HSD for start-up
of the plant and maintaining the plant mandatory systems in case of grid failure
and a simulator complex for the combined cycle plant to train power engineers.
After striking of natural gas in a large amount in the Western off shore and the
decision of the Central Government to lay HBJ pipeline to feed natural gas to
different Fertilizer Plants and Petrochemical units, it was found that sufficient gas
could be made available for power generation also at a few locations. The
Ministry of Energy, rightly recognizing the performance of NTPC in setting up and
successfully operating the coal based power stations directed NTPC to prepare
feasibility report for gas based combined cycle power plants to be developed
along the HBJ pipe line in three states Gujarat, Rajasthan and Uttar Pradesh.
Accordingly feasibility report was prepared for the Gas based projects at Kawas,
Anta, and Auraiya and submitted to CEA by July ’85. Recognizing the role of Gas
based power plants in helping to quickly bridge the gap of energy shortage of 10-
15% anticipated through out the 7th plan period, due to its low gestation period,
high efficiency, quick start and quick loading facility with multi fuel flexibility and
low pollution impact, it did not take much time for CEA to approve the Project, in
sept.’85.
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LOCATION:
Plant is located in the village Mora which falls in the western outskirt of Surat city
at Latitude 21 10’ N and Longitude 72 41’ E. The site is around 19kms. away
from the Surat Railway Station. The site is close to Hazira a small coastal port at
the mouth of River Tapi. It is having KRIBHCO Fertilizer plant on the eastern
side, River Tapi on its southern side, Hazira-Surat road and Hazira branch canal
on northern boundary and Reliance Industry Ltd. on western boundary.
SITE SELECTION:
Two vacant plots, adjacent to the Hazira Branch canal, on the south of Surat-
Hazira roads were examined as alternate sites. The first site identified for power
plant was adjacent to Hazira Branch canal running along the Surat-Hazira road
and to east of ONGC complex. The land being under cultivation would have been
difficult to acquire. The land also feels within the Surat Municipal limits and
finding a corridor for power evacuation was also difficult. T he present site is
having a locational advantage. About 60% of the land was government land. The
rest was private land with inferior agriculture quality. The land varied from3.0 m
above MSL in the higher portion of land. The creeks and low lying portion of the
field used to get filled up with water during high tide. Therefore a safe level of 5.5
m was considered for the power plant. The soil consists of a top stratum of
moderately expensive silt clay. The ground water table in the rainy season was
found to be 2.75 m below MSL. The sub soil as well as ground water has been
found to be alkaline with a Ph value of around 7.0 to 8.0.
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LAND ACQUISITION:
Land acquisition work for the plant as well as township area started in Feb 1986
and a total of 568 acres of land was acquired in June 1986. (523 acres for the
plant and 45 acres for the township). Only one Village ‘MORA’ was affected with
51 nos. of “Khatedars”. Most of them were suitably rehabilitated by providing jobs
in NTPC and some were allotted shops in the townships in addition to the
compensation.
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FACTORS AFFECTING PLANT LOCATION:
⇒ FUEL LINKAGES:
⇒ WATER AVAILABILITY:
Make Up water was being drawn from Suvali minor canal Kakrapar right
bank canal network, taking off from Kakrapar reservoir on river Tapi. To meet the
water requirements during shut down of Hazira branch canal for annual
inspection and shut down reservoirs were constructed with total capacity of 10.9
lac cu.m.
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Though the Govt. of Gujarat, Irrigation Dept. had granted an allocation of
10.8MGD (20 cusecs) of water at the inception stages of this project based on
which the feasibility report was approved by Central Electricity Authority, later on
sanction was withdrawn by the Govt. of Gujarat, and all the Hazira based
industries, along with NTPC, were asked to make own arrangement to draw
water directly from the Ukai Dam, an approximately 87 km distance from the
project site.
After a series of discussion between the authorities of NTPC and
Government of Gujarat the conditions were relaxed and drawl of water from the
canal was permitted till NTPC makes its own other alternate arrangements.
From the very beginning, Kawas was not able to get earlier committed
supply of 2.25 MCMD gas by the Ministry of Petroleum and Natural Gas, from the
HBJ pipeline. This had adversely affected the plant load factor in the initial years.
Thus, in order to overcome the situation, arrangements for the off- base liquid
fuel handling facility to make the plant operational on multifuels was decided. A
separate contract was awarded for creating the liquid fuel storage, fuel unloading
and transferring facilities up to gas turbines. Major pumping and filtering skids
were supplied by AEX and the commissioning work of all the units were done
under the supervision of AEX. Ministry of petroleum .the multi fuel facilities were
commissioned for all the gas turbine units by Dec’97.
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⇒ AFFORESTATION:
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PLANT LAYOUT
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MANUFACTURING PROCESS
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STEP- 4: GENERATION OF ELECTRICITY BY THE OPERATION AND
CONTROL OF GAS TURBINE WITH GAS/ LIQUID FUEL
There are 4 gas turbines (GT’s) that can be operated either on gas or on liquid
fuel for the purpose of generation of electricity. Each GT has a compressor,
combustors, gas turbine, a generator and some auxiliaries coupled to it.
Filtered air form atmosphere is compressed in the compressor and sent to
combustors.
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STEP- 6: GENERATION OF STEAM IN WHRB AND SUPPLY OF STEAM TO
STEAM TURBINE:
The exhaust of gas turbine is diverted to the Waste Heat Recovery Boiler
(WHRB) to recover the heat through steam generation. The fuel gas passes
through the vertical type boiler thereby transferring its heat content to DM water
and transforming it into superheated steam.
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STEP- 7: MONITORING AND MEASUREMENT OF STEAM AND WATER
CYCLE:
The DM water from DM plant is taken in the condenser. The DM water required
for the boiler is supplied from DM plant which is taken in condenser. The
condensate is pumped through the pre heated circuit into the de-aerator wherein
the dissolved oxygen is removed to the desire level.
The de-aerated water is sent through the HP and LP economizer into the
respective drums of a boiler by two different sets of pumps taking from de-
aerator.
The HP and LP drum water are circulated through the evaporators by HP and
LP circulation pumps whereby water is converted into steam and is collected in
the respective drums.
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The saturated steam from the drums are passed through the super heaters and
then sent into the steam turbine to generate motive power for a generator. HP
steam enters the HP turbine, after expansion mixes up with the LP steam, and
enters the LP turbine. The steam turbine is rated to generate 116.1 MW. Since
total heat cannot be converted into mechanical power, large quantity of water is
needed to cool the residual steam. This cooling water, after becoming hot, is
cooled in cooling towers.
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SWITCHYARD ROOM
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INVENTORY CONTROL
Material Management is one of the critical and crucial part of every organization
involved in manufacturing process. Bad Management of inventory has lead to fall
of organizations all over the world, because of the carry over cost. Total number
of Spares varies from Organization to Organization. An Efficient and Effective
Material Management System is important in the inventory and for Effective Cost
Control.
OBJECTIVES;
•To minimize the capital blocked up in inventory or in other words maintain
optimum level of inventory.
•To strike a balance between production costs and operating and maintenance
costs.
•To avoid wastages, losses and optimum utilization.
FUNCTIONS:
• Identify the spares required for maintaining the equipments.
• Asses annual requirements.
• Determine how-much to procure and when.
• Standardization of spares.
• Identify slow moving, obsolete, defective or damaged items and life of spares
where ever it is applicable.
• Preparation of policies and procedures to suit to the organization.
• Prepare spare parts specifications.
• Auditing of Inventories regularly.
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SPARES CLASSIFICATION
Identification of spares of common in nature for the equipments and allocation of
material codification number accordingly.
INVENTORY ANALYSIS:
• For inventory control a selective approach for each item according to its
importance is to be chosen.
• Most important analysis are:
(1) A B C Analysis
(2) V E D Analysis
(3) F S N Analysis
ORDER QUANTITY
To determine the quantity of spares to be ordered for each of the item, the
following are kept in mind.
(1) Order cost – Cost due to processing of purchase order.
(2) Inventory carrying cost – Interest on capital, storage cost insurance,
maintenance cost.
(3) Economic order quantity is the one which considers the cost of ordering and
inventory carrying cost.
REPLENISHING SYSTEM
The following procedures are followed.
• STOCK ITEM: Automatic replenishing system (ARS Items by purchase
department/Stores.
• NON-STOCK ITEM: Indenting by user department. While ordering/replenishing
the points to be considered are.
1) Re order time/levels.
2) Quantity to be procured.
3) Quantity of safety stock to be maintained.
4) Lead time to be considered.
5) Inventory carrying cost.
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SPARE PARTS DEVELOPMENT
IDENTIFICATION PROCESS
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QUALITY CONTROL
QUALITY POLICY
Generating reliable and economic electric power from Kawas by:
1) Teamwork
2) Efficient and eco-friendly operation of each unit
3) Maintaining the declared availability
4) Striving for continual improvement in all aspects associated with operation
QUALITY OBJECTIVES
• To generate power as per MOU between NTPC-Kawas and WRLDC
• To consistently strive to improve upon the operational performance by
reducing heat rate as per MOU
• Meet customer requirements as expressed through generation schedule
from WRLDC
SCOPE
• The quality system procedure covers the operation of the main power
plant and related offsite equipments. Process wise, the scope of the
manual covers:
• Storage and handling of HSD/ ARN/ NGL
• Filtering and supply of HSD/ARN/NGL to gas turbines
• Handling of GAS from GAIL terminal and inside plant premises Supply of
raw water to reservoir PT plant
Generation of electricity by the Operation and Control of GT with GAS/LF.
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Kawas Gas Power Project
PPE is a second line of defense for employee protection. The first line of
defense is to eliminate accident-causing situations in work place by effective
engineering measures. But it is not always practical, so sometime use of PPEs
become inevitable. The same time it is borne in mind that PPE does not
eliminate the hazard. It is just barrier between the hazard and the worker. PPE
can help eliminate an injury or reduce its severity. PPE should be resorted to
only if absolute removal of hazard is impossible or impractical. PPE relevant to
the hazard should be selected and used.
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Chemical Splash Protective Goggles 2725224729
•
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HR VISION
CLASS PROFESSIONALS,
MAKING NTPC A
LEARNING ORGANISATION.”
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Manpower Planning and Budgeting
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LEVEL AND DESIGNATIONS IN NTPC LIMITED
Level Designation
E1 Assistant Officer
E2 Senior Assistant Officer
E2A Engineer/Officer
E3 Senior Officer/Engineer
E4 Deputy Manager/Deputy
Superintendent
E5 Manager/Superintendent
E6 Senior Manager/Senior Superintendent
E7 Deputy General Manager
E7A Assistant General Manager
E8 General Manager
S3 Supervisor
S4 Senior Supervisor
W1 Attendant
W2 Senior Attendant
W3 Senior Assistant/Junior Operator
W4 Assistant
W5 Assistant Grade-3
W6 Senior Assistant Grade-2
W7 Steno Grade-1
W8 Senior Assistant Grade-3
W9 Senior Assistant Grade-4
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Recruitment Policy and Procedures
◊ Preamble
NTPC subscribes to the belief that efficiency, effectiveness and success of the
organization depends largely on the skills, abilities and commitment of the
employees who constitute the most important asset of the organization.
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RECRUITMENT AND SELECTION
• Preliminary
• Creation of Posts
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• Job Title, job Specifications, Role Outline and Pay scales
Non-Executives
Unskilled Group W 0 levels
Skilled Group & equivalent Secretarial
and Clerical Staff W3 & W4 levels
Supervisor
Executives
Executive E1 / E 2 level
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• Agencies for Recruitment
All recruitment to the executive cadres inclusive of executive trainees for all
Divisions and Projects of the company will be centralized in the Corporate Center
and dealt with by the Corporate HR Division.
Until such time as the Company's Projects do not have their separate training
facilities, all recruitments of Diploma training scheme will be done by the
Corporate HR Division
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local press subject, however, to the condition that all things being equal,
preference will be given to suitable candidates sponsored by the concerned
Employment Exchange.
In respect of recruitment to non-executive posts carrying a basic pay of above
Rs. 2500/- per month, recruitment will be made from the region comprising the
State in which the Division/Project/Establishment concerned is located and the
neighboring States and for this purpose notification for filling the vacancies will
be issued in the newspapers and also to the employment exchanges of the
region through the Central Employment Exchange in addition to the Notice
Board in the Company's premises.
Provided that recruitment may be made to such posts from outside the region
where the appointing authority is satisfied that suitable candidates in adequate
number may not be available within the region. Provided that to facilitate
recruitment to the reserved vacancies, copies of such notifications will also be
issued to the various agencies and associations as stated above.
The internal candidates who fulfill all eligibility requirements may be considered
along with other candidates.
Subject to fulfillment of minimum eligibility requirements and other prescribed criteria,
directly recruited regular employees including deputationists will be considered
eligible for selection to a post in open competition with external candidates
(a) Comments on the suitability of the candidates for the post applied for.
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Towards the fulfillment of the Company's social and national obligations it will
always be NTPC's Endeavour to provide gainful employment on a preferential
basis to the members of the economically backward classes, ex- servicemen,
persons uprooted from the project areas and other unfortunate sections of the
society and for this purpose the directives of the Government concerning
reservation of vacancies and special concession to be allowed to such candidates
will be most strictly and conscientiously adhered to.
• Application Formalities
• Requisition of Manpower
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Appointing Authority competent to sanction creation of posts indicating therein
the last dates by which placement of personnel is desired for different posts
keeping in view the normal lead time for recruitment.
• Processing of Applications
The Central Selection Board, based on the merit and performance of the
candidate during the interview, awards marks to them by consensus. Based on
fulfilling the criteria for length of service advertised for each level and also on
the marks awarded by the CSB, the candidates are placed on the panel at
appropriate level, Separate panels are drawn for General, SC/ST and OBC
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categories. The minimum qualifying marks required for placement in panel for
different categories of candidates are :
• Offers of Appointment
• Medical Fitness
• Joining Formalities
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TRAINING
OBJECTIVES:
TYPES OF TRAINING:
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External Training Programme: A training programme designed,
developed and conducted within India, by an outside agency, not
exclusively for the employees of the Company, and to which one or more
employees of the Company may be nominated.
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Long-term: Developmental needs which need to be fulfilled for future job
performance, in next two years or so.
AGENCIES OF TRAINING:
The agencies that shall deal with the training function in the Company
shall include:
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to external agencies / organizations, on commercial terms.
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TRAINING NEED ANALYSIS: (TNA)
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PROMOTION AND TRANSFER:
General Principles:
1) Promotion of executives to positions in next higher grades will be on the
basis of merit, efficiency, grade service and suitability. In view of the fact
that such merit, efficiency and suitability can be meaningfully determined
on the basis of assessment of performance and potential over a
reasonable period.
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TRANSFER
OBJECTIVES:
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Transfers of DGMs/AGMs (where DGM/AGM is not Head of the
Project/unit) will be affected in consultation with the Concerned ED/Functional
Director.
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PERFORMANCE APPRAISAL:
Performance appraisal is a process for bringing out the best in employees and
developing than for facing new challenges through close relationship and
understanding between them, the employee and his supervisor. It also helps in
understanding the employee’s aspiration, identifying his developments, needs
and fulfilling them through job rotation/re-assessment and other measures.
The performance Appraisal System in NTPC has been evolved after wide
ranging discussions and participation of all concerned at various stages. With a
view to meeting the individual and organizational needs. The system is an
outcome of these deliberations on the objectives, forms and the process of the
appraisal
Objectives
To set Targets and Performance norms, monitor work progress and plan for
improved performance
To understand the gaps in knowledge, skills and attitudes that exists and see
how these can be filled by planned guidance and training.
3. Placement
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4. Promotion
To provide the basis for determination of merit, efficiency and suitability for
purposes of promotion.
Evaluation
In performance appraisal system following is being evaluated:
Coverage
The appraisal will cover performance during the financial year. The
format and process of appraisal will be the same for all functions and
similar for all levels of executives.
The appraisals form is to be filled by all executives who have served for
period of at least 3 months in the organization during the financial year.
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Performance appraisal for non-executive:
There will be different formats for assessment as per the following board
categories:
Supervisory
Workmen
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INDUCTION
Orientation Programme
After completing all the formalities of the recruitment formalities, the trainees
report at the Power Management Institute and on joining they will be given a
detailed briefing about the training plan. Training Kits, ties/scarves will also be
distributed.
Induction Programme
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On completion of Induction and Orientation programme, trainees will be divided
in small groups based on the total joined to undergo further training at various
Project Training Institutes like Singrauli, Korba, Ramagundam, Farraka,
Vindhyachal and PMI which are fully equipped with necessary infrastructure for
training.
Induction Manual
Induction manual is handed over to all new recruits for better adjustments to new
environment. It contains information of all departments to new environment,
groups of NTPC. A brief history, financial highlights members of Board of
Directors.
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WELFARE
Labour welfare activities include anything done for the intellectual, physical,
moral, economic and social betterment of employees. The activities includes
nutrition, medical, housing, education, co-operative society, rest and
recreation, washing facilities, clock rooms, cultural activities, sports facilities,
picnic, holiday fares, transport, family welfare, coaching classes, regional /
cultural meets and community development etc.
Sangam Club
Women Cell
Sports Council
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Sports:
Picnic:
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HUMAN RESOURCE AUDIT
SUMMARY
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ELEMENTS OF HR AUDIT
The following tools would be referred and used by auditors for conducting the
audit:
II. Guideline for the auditors: The guideline enclosed, would be used
as a reference by the auditors for the scrutiny of documents, records
and interaction with HOD/ Unions and Association.
III. Visits: The auditors must visit record rooms of HR, key locations in
the offices, facilities such as canteens, recreation, rooms, executive
clubs, BAL Bhawan, ladies club and other facilities of township.
PROCESS:
A) The Regional Nodal officer of corporate HR will firm up the dates of audit
and intimate to all the concerned. The Nodal Officer of Corporate Center before
audit shall obtain the following documents:
B) The concerned Nodal Officer shall forward a copy of check list to the unit
at least 3 weeks in advance for preparation. The unit would compile all
such data and keep ready for handing over to the audit team.
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C) After completion of the audit, the report must be submitted as per the
schedule and timeline of system in the prescribed format with a brief
summary of the findings indicating the good work/achievement, the areas
of improvement and suggestions feedback.
D) HRD group would compile the audit report of all the units covered in the
year and make a presentation on findings with brief draft action plan for
redressal unit wise and organizational level. The final action plan as
approved would be drawn and circulated for implementation.
HRD group shall put up the quarterly progress and status report to director (HR)
on the areas of audit.
On the other hand, “Salary” normally refers to the weekly or monthly rates
paid to electrical, administrative or professional employee (white collar).
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SCALES OF PAY
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Pay Scales of Supervisors (Effective from 1.1.1997)
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Scale Pay Scale (Rs.) Representative Designation
Code
W0 3750-5450 Unskilled
W1 4400-8430 Unskilled/Gangman/Mazdoor/
Attendant/Security Guard
W2 4700-9010 Semi-skilled/Keyman/Sr.Atten-
dant/Sr.Mazdoor/Dresser-cum-First Aider
W3 5000-9590 Jr.Operator/Jr.Technician/
Artisan/Jr. Draughtsman/
Jr. Assistant/Cook.
W4 5400-10350 Operator Gr.IV/Technician
Gr.IV/Draughtsman
Assistant Gr.IV/Steno-Typist.
W7 6700-11750 OperatorGr.I/Technician /
Draughtsman Gr.I/Asstt. Gr.I
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W10 8600-14920 Master Technician Gr.I
W11 9300-15590
1. W0 2.5
2. W1-W7 3.0
3. Supervisors/W8- 3.5
W11
4. Executives/Selection 4.0
Grade
ALLOWANCES:
DEARNESS ALLOWANCE:
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Periodicity of Revision: Quarterly: 1st January, 1st April, 1st
July.
The percentage Neutralization would be 100% for all employees. The D.A. would
be based on the percentage increase in the quarterly average of the AICPI for
the quarters ending, February, May, August and November respectively over
AICPI 1708 (Basis 1960 = 100).
House Rent Allowance is payable to the eligible employees who are not provided
with residential accommodation by the company at places where the company
has its projects units / offices.
TRANSPORT SUBSIDY:
Executive Rs.300/-
Supervisors Rs.280/-
Workmen Rs.190/-
Executive normally rostered duly in three shifts throughout the month including
Night Shift and Workmen/ supervisors working in Night shifts.
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(A) EXECUTIVES
WASHING ALLOWANCE:
Absenteeism Rate
= 75* 100
360
=20.83%
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In Power Generating Sector, intangible good that is electricity produce rather
than any tangible goods. The demand of this product is always greater than its
supply. Hence NTPC Kawas has not adopted much marketing Strategy but it
mainly focus on customers and their requirement.
CUSTOMER FOCUS
NTPC Kawas mainly purchase major raw material- FUEL like Gas and
Naphtha from its surrounding.
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Main suppliers are:
From these suppliers NTPC purchase Fuel on contract bases. The cost of
fuel average 40 Crores per week, cost of Natural gas for producing 1 unit
is around 1 Rs while Spot gas is around 4 Rs per unit. If gas is not
available and customer is ready to pay high amount then NTPC go for
NAPTHA, whose cost is 6 to 7 Rs.
The delivery of product from NTPC Kawas has always been in line with the
core value of the organization to meet customer requirements. WRLDC, the
agency responsible for the grid management has included the views of NTPC
Kawas in its recovery procedure for western region considering that NTPC
Kawas station has a reliable black street facility.
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The overhauling schedules of the units are adjusted to meet customer’s
seasonal power requirement. In the hours of crisis, beneficiaries rely on
NTPC Kawas for extra power.
NTPC’s business is divided into five regions and information in these regions
are gathered by various groups keeping in view the regional current demand,
future growth of population, industry expansion, agricultural growth, growing
standard of living, etc. Based on these information 15year corporate plan, five
year plan to coincide with GOI’S PLAN SND Annual plan are made, to have
balanced growth of power sector in India.
COMPETITIVE ENVIRONMENT:
NTPC has been chosen as the pioneering company for APDRP, which helps
in system strengthening and augmenting the dwindling resources of the
customer’s of NTPC Kawas resulting into better power scenario in the country
NTPC, being a member of world energy council is occupying an important
position in India and effectively contributing for sustainable growth of power
through review, research and adopting energy efficient technology. Besides
these, NTPC Kawas actively associates itself for community development,
participates in SGCCI organized industrial exhibition, holds vendor
development programs to achieve its brand awareness through stakeholders.
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PERFORMANCE OF COMPETITORS AND BEST IN
CLASS:
As a part of our strategy and NTPC Kawas being a SBU we try to capture the
data related to our competitors activity. The performance data are analyzed
systematically in various forums like ORT, RMCM, MCM wherein gaps are
analyzed and tactics are chalked out to bridge them. NTPC Kawas has
carried out many bench marking projects in comparison with competitors and
best in class associates like BPCL, KRIBHCO,GNFC, GPEC, ESSAR and
also with NTPC other station. The CRM Group at WRHQ also analyzes the
performance of our competitors and the data is made available as guidance
for review and updating policy and strategy of NTPC-Kawas.
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EXTERNAL PARTNERSHIP ARE MANAGED:
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4Ps
Of
Marketing
P P
P R
P R
R I
L O
O C
A M
D E
C O
U
E T
C
I
T
O
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PRODUCT
Electricity is a basic part of nature and it is one of our most widely used forms of
energy. Many cities and towns were built alongside waterfalls (a primary source
of mechanical energy) that turned water wheels to perform work. Before
electricity generation began over 100 years ago, houses were lit with kerosene
lamps, food was cooled in iceboxes, and rooms were warmed by wood-burning
or coal-burning stoves.
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PRICE
Electricity rates are set through a process called a General Rate Application. The
Application is prepared by the Corporation and is considered and approved with
or without amendments by the Public Utilities Board. The process of preparing
and filing the Application involves considerable community and customer
participation.
Most communities are supplied with electricity which is generated using diesel
fuel. The fuel cost represents about 33% of the total cost and is directly
determined by world oil prices. The cost of operating and maintaining the
generating power plant and the distribution system adds a further 47%. These
are the major costs and because most communities have a small customer base
there is little opportunity to drive costs down through economy of scale.
Therefore the combination of the high fuel and operating expense, with high
costs of facilities and fewer customers to share the costs, makes the cost of
electricity higher and reverse is also true..
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PLACE
To solve the problem of sending electricity over long distances, William Stanley
developed a device called a transformer. The transformer allowed electricity to
be efficiently transmitted over long distances. This made it possible to supply
electricity to homes and businesses located far from the electric generating plant.
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Power market structure
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MARKETING ENVIRONMENT
2) ECONOMIC ENVIRONMENT
* DIESEL FUEL:
Prices have increased dramatically, as high as 75%. This is causing major rate
pressures in communities that rely on diesel for their generation. NTPC has
worked to minimize this impact to the extent possible (see sidebar); however, in
many of the communities served by NTPC, similar to other remote parts of
Canada, there are no practical alternatives to generating power with diesel fuel.
3) NATURAL ENVIRONMENT
Fossil fuels will be required to operate the thermal power plant needed to:
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LAY OUT PLAN OF F&A RECORD ROOM
A-18 A-17 A-16 A-15 A-14 A-13 A-12 A-11 R-27 R-26
A-19 R-25
R-22 R-21 R-20 R-19 R-18 R-17
A-20 R-23 R-13 R-14 R-15 R-16 A-10
R-12
A-21 A-9
R-11 R-10
R-24 R-9 R-8 R-7
A-22 A-8
R-2 R-3
R-1 R-4 R-5 R-6
A-23 A-7
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ORGANIZATIONAL CHART
Mr. S K DAS,
Chief Finance
Manager
Mr.U.Chudhrary Bhatt
Mr.S.J.Patel
Dy.Manager Mr.H.R.
Asst. Acct
Asst. Acct
Mr.Jagdish
Mr.B.Z.Patel Mr.B.C.Joshi
Asst.Acct
Asst.Acct Asst.Acct
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RATIO
Classification of Ratios:
A) Liquidity Ratios
1) Current Ratio:
This Ratio shows short term financial soundness of the
business. A higher ratio means better capacity to meet its current obligations.
The ideal current ratio is 2:1. In case it is very high it shows the idealness of
firms.
= Current assets
Current liabilities
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= 25102 + 12523 + 133146 + 10580 + 40476
54221 + 16042
= 221827
70263
= 3.157: 1
2) Liquid Ratio:
This liquid ratio is a fairly stringent measure of liquidity. it is
based on those current assets which are highly liquid. Quick ratio of 1:1 is
considered as ideal. Higher the quick ratio betters the short term financial
position.
= Liquid Asset
Current Liab.
= 221827 – 25102
70263
= 196725
70263
= 2.8: 1
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B) Solvency Ratio:
1) Debt-equity Ratio:
This ratio judges the long term financial position and
soundness of the long term financial policies of the firm. In general lower the
Debt-equity Ratio higher the degree of protection enjoyed by the lenders.
= 68229 + 176615
82455 + 403513
= 244844 / 485968
= 0.504: 1
= Total Assets
Long Term Debts
= 737380 / 244844
= 3.012: 1
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C) Turnover Ratio:
1) Stock Turnover ratio:
This ratio measures how fast the stock is moving
through the firm and generating sales. Higher the ratio, the more efficient
management of inventories and vice-versa.
= Cost of Goods Sold
Average Stock
= Purchases + Opening Stock – Closing Stock
(Opening Stock + Closing Stock) / 2
= 198181 + 23405 – 25102
(23405 + 25102) / 2
= 196484
24253.5
= 8.101 Times
2) Working Capital Turnover Ratio:
This ratio shows the number of times the working capital has
been employed in the process of carrying on of business. Higher the ratio better
the efficiency in the utilization of working capital.
= Sales
Working Capital
= 325952
221827 – 70263
= 325952 / 151564
= 2.15 Times
D) Profitability Ratio:
i. Gross Profit:
This ratio indicates the relationship between gross profit and net
sales. Higher ratio, low cost of good sold.
= Gross Profit * 100
Net Sales
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= (325952 – 198181) * 100
325952
= 127771*100 / 325952
= 39.20 %
= 68647 * 100
325952
= 21.06 %
BUDGETING:
1) CAPITAL BUDGET:
The sum established by the owner as available for
construction of the project, including contingencies for bidding to contractors and
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for changes during construction. Those investments which give us the benefits
for 10 – 15 years are taken into consideration.
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Working at NTPC was a unique experience. The help provided by each and
every person on every level was very appreciable.
NTPC is having structured grading system. Candidates are put in specific grade
based on qualification and experience. This decrease dissatisfaction as people
having same qualification and experience are in to the same grade and structure
which is common reason of dissatisfaction and turnover in most organization.
During my training of 2 months, I have learnt all the aspects of all the
departments of NTPC very clearly.
This experience has certainly helped me in complementing my theoretical
knowledge with a practical learning and ensures me a smooth transition into the
professional world once I finish my post graduation.
I would like to thank everyone for this experience.
BIBLIOGRAPHY:
- Personal interview:-
For Production Mgmt.: Mr. K.L. Meena
For HR Mgmt.: Mr. Akhil Pattnaik
For Marketing Dept.: Mr. S.R. Singh
For Finance Dept.: Mr. Prabhakar Goel
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- www.ntpc.co.in
- www.pmintpc.com
- www.wikipedia.com
Annexure:
Dear Respondent,
We are the student of Department of B.B.A (Bachelor of business
administration); Vivekanand College for B.B.A, Surat is conducting a
summer training of for main department.
We rest assure you that the information given by you will be used
purely for academic purpose only and will not be misused and will be kept
strictly confidential.
This is our research project with an educational value so we seek
your kind support in spacing your valuable time to given us this
information.
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Thanking you
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ACCOLADES FOR EXCELLENCE- ZERO ACCIDENT
- 121 -
ACCOLADES FOR EXCELLENCE
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Won CII BE Award “Commendation for Strong
Commitment to Excel 2007
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