Part II:

Study of Organization

1
 Introduction of Organization

National Thermal Power Corporation Limited (NTPC) is the largest thermal power
generating company of India. It was incorporated in the year 1975 with the objective of
planning, promoting and organizing an integrated development of thermal power in the
country. NTPC is a public sector company wholly owned by Govt. of India. Today
NTPC has power generating capacity in all the four major power regions of the
country.

India’s largest power company, NTPC was set up in 1975 to accelerate power
development in India. NTPC is emerging as a diversified power major with presence
in the entire value chain of the power generation business. Apart from power
generation, which is the mainstay of the company, NTPC has already ventured into
consultancy, power trading, ash utilization and coal mining. NTPC ranked 341 st in the
‘2010, Forbes Global 2000’ ranking of the World’s biggest companies. NTPC became
a Maharatna company in May, 2010, one of the only four companies to be awarded
this status The total installed capacity of the company is 34,194 MW (including JVs)
with 15 coal based and 7 gas based stations, located across the country. In addition

2
under JVs, 5 stations are coal based & another station uses naphtha/LNG as fuel. The
company has set a target to have an installed power generating capacity of1, 28,000
MW by the year 2032. The capacity will have a diversified fuel mix comprising 56%
coal, 16% Gas, 11% Nuclear and 17% Renewable Energy Sources(RES) including
hydro. By 2032, non fossil fuel based generation capacity shall make up nearly 28%
of NTPC’s portfolio.

NTPC has been operating its plants at high efficiency levels. Although the company
has 17.75% of the total national capacity, it contributes 27.40% of total power
generation due to its focus on high efficiency.

In October 2004, NTPC launched its Initial Public Offering (IPO) consisting of 5.25%
as fresh issue and 5.25% as offer for sale by Government of India. NTPC thus became
a listed company in November 2004 with the Government holding 89.5% of the
equity share capital. In February 2010, the Shareholding of Government of India was
reduced from 89.5% to 84.5% through Further Public Offer. The rest is held by
Institutional Investors and the Public.

3
At NTPC, People before Plant Load Factor is the mantra that guides all HR related
policies. NTPC has been awarded No.1, Best Workplace in India among large
organizations and the best PSU for the year 2018, by the Great Places to Work
Institute, India Chapter in collaboration with The Economic Times.

The concept of Corporate Social Responsibility is deeply ingrained in NTPC's culture.

Through its expansive CSR initiatives, NTPC strives to develop mutual trust with the
communities that surround its power stations.

4
 NTPC Limited has been ranked top awardees for MoU Award for. Excellence in
Performance, instituted by DPE, consecutively for two years 2004-05 and 2005-06
with 'Excellent' rating. Dr. Manmohan Singh, Hon'ble Prime Minister of India
presented the MoU Awards to Shri T.

Sankaralingam, CMD, NTPC Ltd.

5
NTPC POWER STATION

6
Market Share

The present commissioned capacity of NTPC is 19,435 MW. NTPC’s share on 31 st

March'2017 in the total installed capacity of the country is 19.3%. It contributed 26%
in the total power generation of the country during 2016-2017.

The approved capacity 22955 MW consisting of 13 coal stations and 7 gas / liquid -
fuel combined cycle power plants. NTPC is also managing Badarpur thermal power
station (705MW) of Government of India and Balco Captive Power Plant
(270 MW). Among the first Public Sector Enterprises to enter into a Memorandum of
Understanding (MOU) with the Government in 1987-88. NTPC has been placed under
the 'Excellent' category (the best category) every year since the MOU system became
operative. Recognizing it’s excellent past performance and its vast potential, the Govt.
of the India has identified NTPC as one of the 'Navratnas'- a potential global giant.

7
ORGANIZATION CHART

8
5 "S" for the company

5"S" is a Japanese term for organization neatness, cleanliness, standardization and

discipline. All these words start with the letter’s which
Are:
1. Seri – Stands for Organization
2. Seaton – Stands for Neatness
3. Seiko – Stands for Cleanliness
4. Seekers – Stands for Standardization
5. Shinseki – Stands for Discipline

These all words are from Japanese language stands for the steps taken for ensuring
proper organization neatness, cleanliness, standardization and discipline in company’s
housekeeping and work place management practices. employee’s development Centre
of NTPC at Kahalgaon plays a vital role in The development of Human Resource of
the organization. For the purpose Of Human development, a training Institute has
been developed for Imparting self developments programs and improving
professional skill of The employees. Suggestion Schemes, Quality Circle and
Professional Circle have been formed in most of the departments to strive for all
round Development. Its role is becoming more important in the context of Challenges
emerging in the competitive environment of the power industry. Regular training
programme are conducted at employees development Centre for improvement in
knowledge and development of skill, behavior And attitude of the employee of all
levels. And also it works for the welfare Of the employees in deferent regions for their
betterment and caree

Globalization of NTPC Ltd:

9
Globalization has brought significant advantages to countries and business Around the
world but the benefits have spread unequally both within and among countries. while
the rules favoring global market expansion have grown more robust, The rules
intended to promote equally valid social objectives viz. in the Areas of human rights,
labor standards and environment lag behind and in some cases actually have become
weaker.

In order to promote Corporate Social Responsibility and citizenship in the new global
marketplace, UN Secretary General, Mr. Kofi Annan first proposed the Global
Compact at Davos in Jan'99. It was thus created to help organizations redefine their
strategies and course of actions so that all people can share the benefits of
globalization, not just a fortunate few.
The Global Compact’s operational phase was launched at UN Headquarters in New
York on 26 July 2000. And has since then focused its Efforts on achieving practical
results and fostering the engagement of business leaders in the direction.

Through the power of collective action, the Global Compact seeks to promote
responsible corporate citizenship so that business can be part of the solution to the
challenges of globalization. In this way, the private sector – In partnership with other
social actors – can help realize the Secretary- General’s vision: a more sustainable and
inclusive global economy.

The Global Compact is a network. At its core is the Global Compact Office and six
UN agencies: Office of the High Commissioner for Human Rights; united Nations
Environment Programme;

International Labor Organization; United Nations Development Programme; United

Nations Industrial Development Organization; and United Nations Office on Drugs
and Crime.
The Global Compact involves all the relevant social actors: governments, Who
defined the principles on which the initiative is based; companies, Whose actions it
seeks to influence; labor, in whose hands the concrete

10
JOINT VENTURE PARTNERS- TO INLARGE THE BUSINESS
DEVELOPMENT

NTPC has identified Joint Ventures, strategic alliances as well as Acquisitions and
diversifications as viable and desired options for its business development. With its
rich experience of engineering, constructing and operating over 26,000 MW of
thermal generating capacity, is the largest and one of the most efficient power
companies in India, having
Operations that match the global standards. it looks for opportunity to create such
joint Ventures and strategic alliances, in the entire value chain of the power Business.
It as a partner endows the Joint Venture Alliances with a winning edge. acquisitions
and diversifications in the areas related to the core business not only ensure growth
but also add to the robustness of the company. diversification is carried out either
directly or through subsidiaries/JVs.

11
These are some companies had joint venture with NTPC

Ltd as follows:-

 NTPC-ALSTOM POWER SERVICES PVT. LTD. (NASL)

(Incorporated in 1999 and formerly known as NTPC-ABB ALSTOM POWER

SERVICES PVT. LTD)
OBJECTIVE: Undertake Renovation & Modernization of power Stations in India
and other SAARC countries
PROMOTERS’ EQUITY: NTPC: 50%, ALSTOM Power Generation
AG: 50%

 UTILITY POWER TECH Ltd (Incorporated in 1996)

This JV has been promoted with Reliance Energy Limited (formerly BSES Limited) a
private sector Indian power company.
OBJECTIVE: To undertake project construction, erection and Supervision in power
sector and other sectors in India and abroad
PROMOTERS’ EQUITY: NTPC: 50%, REL: 50%

 PTC (India) Ltd (Incorporated in 1998)

This JV has been promoted with Power Grid Corporation of India Ltd (PGCIL), a
government owned transmission major in India. power finance corporation (PFC),
power sector finance
company owned by the government of India and national hydro electric power
corporation Ltd. (NHPC), a Government owned Hydro power utility.

OBJECTIVE: To trade, import, export and purchase power from identified power
projects and sell it to identified SEBs/others
PROMOTERS'EQUITY: NTPC: 8%, Tata Power: 10%, PGCIL: 8%, DV: 10%,
PFC: 8%, FII: 18.5%, NHPC: 8%

12
  NTPC-SAIL POWER COMPANY (PVT) LTD (NSPCL)
NSPCL, the Joint Venture Company of NTPC and SAIL with 50:50 equity
participation, stood merged with BESCL (Bhilai Electric supply Co. Pvt Ltd, another
JV Co. of NTPC and SAIL with 50:50 Equity participation.) W.e.f 2nd August 2006,
as per the scheme of amalgamation approved by High Court of Delhi. As a result of
aforesaid merger of BESCL in NSPCL, all properties, licenses, permissions, debt,
liabilities etc. with respect to BESCL now stand vested in NSPCL.

OBJECTIVE: To supply power to the Bhilai, Durgapur and Rourkela

Steel Plant of Steel Authority of India Limited (SAIL) from its Coal based power
stations at Bhilai (Chhattisgarh), 2x30MW+1X14MW, Durgapur
(West Bengal) 2x60MW and Rourkela (Orissa) 2x60 MW.
For the purpose of its business development, NSPCL is carrying out the expansion of
its installed capacity at Bhilai, by implementation of 500MW (2x250MW) plant.
PROMOTERS' EQUITY: NTPC: 50% SAIL: 50%

 NTPC TAMIL NADU ENERGY COMPANY LIMITED

This JV was incorporated on 23rd May, 2003 with Tamil Nadu electricity Board, a
State run electricity Board in the State of tamil Nadu engaged in generation,
transmission and distribution of electricity.
OBJECTIVE: To set up a 1000 MW coal based power station at encore in tamil
nadu utilizing the existing infrastructure facility at encore and supply power mainly to
tamil nadu and the states of Kerala, Karnataka and Pondicherry.
PROMOTERS'EQUITY: NTPC: 50%, TNEB: 50%

13
Planned Capacity Addition in 2016-2017
(4150 MW)

Project/ Unit Capacity (MW)

Sipat Stage-I, Unit-1 660

Jhajjar, Unit-1 & 2 1000

Korba Stage –III, Unit-7 500

NCTPP Stage – II, Unit-6 490

Simhadri, Stage-II, Unit-3 & 4 1000

Farakka, Stage-III, Unit-6 500

Total 4150

Customer focus:-

14
 1. To foster a collaboration style of working with customer, growing to be a
preferred brand for supply of quality power.

2. To expand the relationship with existing customer by offering a bouquet of

services in addition to supply of power e.g. trading, energy consulting,
distribution consulting, management practices.

3. To expand the future customer portfolio through profitable diversification into

downstream business, inter alia retail distribution and direct supply.

4. To ensure rapid commercial decision making, using customer specific

information, with adequate concern for the interest of the customer.

ACQUISITION

Business development through acquisition serves both NTPC's own commercial

interest as well as the interest of the Indian economy taking over being a part of the
acquisition process, is also an opportunity for NTPC to add to its power generation
capacity through minimal
investment and very low gestation period. It has, over the years, acquired the
following three power stations belonging to other utilities/SEBs and has turned
around each of them using its corporate abilities.

DIVERSIFICATION

15
To broad-base the business and also to ensure growth, diversification in the areas
related to NTPC's core business of power generation such as hydro power,
Distribution, Trading, Coal mining, LNG etc. have been identified as priority areas.

NUCLEAR POWER GENERATION

In line with its corporate Plan, NTPC exploring foray into the field of nuclear Power
generation. NTPC is now planning to set up Nuclear

VERTICAL (BACKWARD) INTEGRATION - COAL MINING

AND
LNG BUSINESS:

COAL MINING:

The policy changes in coal sector provide an opportunity to NTPC to enter captive
coal mining business. Production is expected by 2007 in one coal block already
allotted in 2004 (Pakri Barwadih in the state of Jharkhand). Six more blocks
(~40MTPA) have been allotted to NTPC,

Subsidiary companies of NTPC

16
 DIVERSIFIED GROWTH

As per new corporate plan, NTPC plans to become a 75 GW company by the year
2017 and envisages to have an installed capacity of 128 GW by the year 2032 with a
well diversified fuel mix comprising 56% coal, 16% gas, 11% nuclear energy, 9%
renewable energy and 8% hydro power based capacity.

As such, by the year 2032, 28% of NTPC’s installed generating capacity will be based
on carbon free energy sources. Further, the coal based capacity will increasingly be
based on high-efficient-low-emission technologies such as Super-critical and Ultra-
Super-critical. Along with this growth, NTPC will utilize a strategic mix of options to
ensure fuel security for its fleet of power stations.

Looking at the opportunities coming its way, due to changes in the business
environment, NTPC made changes in its strategy and diversified in the business
adjacencies along the energy value chain. In its pursuit of diversification NTPC has
developed strategic alliances and joint ventures with leading national and international
17
 companies. NTPC has also made long strides in developing its Ash Utilization
business.

Hydro Power: In order to give impetus to hydro power growth in the country and
to have a balanced portfolio of power generation, NTPC entered hydro power business
with the 800 MW Koldam hydro projects in Himachal Pradesh. Two more projects
have also been taken up in Uttarakhand. A wholly owned subsidiary, NTPC Hydro
Ltd., is setting up hydro projects of capacities up to 250 MW

 Renewable Energy: In order to broad base its fuel mix NTPC has plan of capacity
addition of about 1,000 MW through renewable resources by 2017.

Nuclear Power: A Joint Venture Company "Anushakti Vidhyut Nigam Ltd." has
been formed (with 51% stake of NPCIL and 49% stake of NTPC) for development of
nuclear power projects in the country.

Coal Mining: In a major backward integration move to create fuel security, NTPC
has ventured into coal mining business with an aim to meet about 20% of its coal
requirement from its captive mines by 2017. The Government of India has so far
allotted 7 coal blocks to NTPC including 2

Power Trading: 'NTPC Vidyut Vyapar Nigam Ltd.' (NVVN), a wholly owned
subsidiary was created for trading power leading to optimal utilization of NTPC’s
assets. It is the second largest power trading company in the country. In order to
facilitate power trading in the country, ‘National Power Exchange Ltd.’, a JV of
NTPC, NHPC, PFC and TCS has been formed for operating a Power Exchange.

Ash Business: NTPC has focused on the utilization of ash generated by its power
stations to convert the challenge of ash disposal into an opportunity. Ash is being used
as a raw material input by cement companies and brick manufacturers. NVVN is
engaged in the business of Fly Ash export and sale to domestic customers. Joint
ventures with cement companies are being planned to set up cement grinding units in
the vicinity of NTPC stations.

18
Power Distribution: ‘NTPC Electric Supply Company Ltd.’ (NESCL), a wholly
owned subsidiary of NTPC, was set up for distribution of power. NESCL is actively
engaged in ‘Rajiv Gandhi Garmin Vidyutikaran Yojana’programme for rural
electrification.

Equipment Manufacturing: Enormous growth in power sector necessitates

augmentation of power equipment manufacturing capacity. NTPC has formed JVs
with BHEL and Bharat Forge Ltd. for power plant equipment manufacturing. NTPC
has also acquired stake in Transformers and Electricals Kerala Ltd. (TELK) for
manufacturing and repair of transformers.

19
FUTURE CAPACITY ADDITIONS

NTPC has formulated a long term Corporate Plan up to 2032. In line with the Corporate Plan,
the capacity addition under implementation stage is presented below:

PROJECT STATE MW
Coal
Indira Gandhi STPP- JV with IPGCL &
1. Haryana 1000
HPGCL ( 3 x 500)
2. Sipat I (3 x 660) Chhattisgarh 1980
3. Simhadri II Unit - IV( 500) Andhra Pradesh 500
4. Vallur I -JV with TNEB ( 2 x 500) Tamilnadu 1000
Vallur Stage-I Phase-II -JV with TNEB ( 1 x
5. Tamilnadu 500
500)
6. Bongaigaon(3 x 250) Assam 750
7. Mauda ( 2 x 500) Maharashtra 1000
8. Rihand III(2X500) Uttar Pradesh 1000
Madhya
9. Vindhyachal-IV (2X500) 1000
Pradesh
Muzaffarpur Expansion (2x195) – JV with
10. Bihar 390
BSEB
11. Nabinagar TPP-JV with Railways (4 x 250) Bihar 1000
12. Barh II (2 X 660) Bihar 1320
13. Barh I (3 X 660) Bihar 1980
Hydro
Himachal
1. Koldam HEPP ( 4 x 200) 800
Pradesh
2. TapovanVishnugad HEPP (4 x 130) Uttarakhand 520
3. Singrauli CW Discharge(Small Hydro) Uttar Pradesh 8
Total 14748

Business portfolio growth

• To further consolidate NTPC’s position as the leading thermal power

generation company in India and establish a presence in hydro power
segment.
20
 • To broad base the generation mix by evaluating conventional and non-
conventional sources of energy to ensure long run competitiveness and
mitigate fuel risks.

• To diversify across the power value chain in India by considering backward

and forward integration into areas such as power trading, transmission,
distribution, coal mining, coal beneficiation, etc.

• To develop a portfolio of generation assets in international markets.

• To establish a strong services brand in the domestic and international

markets.

NORTHERN REGION HEADQUARTERS

NTPC LIMITED, The pioneer power generating company of India is recognised as

'MAHARATNA'.It was incorporated in 1975, a public sector undertaking wholly owned
by Govt. of India. This website is devoted to its Northern Region Headquarters at
Luck now and its activities in Northern Region. The regional office is headed by
Regional Executive Director (NR)

Our Quality Policy:

Region is committed to generating electricity efficiently using latest technology and
with concern for environment. It shall strive for continual improvement, nurturing
human resources, achieving total quality and meeting the organization's vision, driven
by core values.

NR Projects:

The following projects are parts of the Northern Region:

21
RIHAN

TANDA

INGRAULI

UNCHAHAR

The beneficiary states of the power generated by Northern Region plants are Uttar
Pradesh, Uttaranchal, Jammu & Kashmir, Himachal Pradesh, Chandigarh, Rajasthan,
Haryana, Punjab, & Delhi.

22
23
 Business Overview

NTPC is India’s largest energy conglomerate with roots planted way back in 1975 to
accelerate power development in India. Since then it has established itself as the
dominant power major with presence in the entire value chain of the power generation
business. From fossil fuels it has forayed into generating electricity via hydro, nuclear
and renewable energy sources. This foray will play a major role in lowering its carbon
footprint by reducing green house gas emissions. To strengthen its core business, the
corporation has diversified into the fields of consultancy, power trading, training of
power professionals, rural electrification, ash utilization and coal mining as well.

NTPC became a Maharatna company in May 2010, one of the only four companies to
be awarded this status. NTPC was ranked 512th in the ‘2018, Forbes Global 2000’
ranking of the World’s biggest companies.

Growth of NTPC installed capacity and generation

The total installed capacity of the company is 53,651 MW (including JVs) with 21
coal based, 7 gas based stations, 1 Hydro based station and 1 Wind based station. 9
Joint Venture stations are coal based and 11 Solar PV projects. The capacity will have
a diversified fuel mix and by 2032, non fossil fuel based generation capacity shall
make up nearly 30% of NTPC’s portfolio.

NTPC has been operating its plants at high efficiency levels. Although the company
has 15.56% of the total national capacity, it contributes 22.74% of total power
generation due to its focus on high efficiency.

In October 2004, NTPC launched its Initial Public Offering (IPO) consisting of 5.25%
as fresh issue and 5.25% as offer for sale by the Government of India. NTPC thus
became a listed company in November 2004 with the Government holding 89.5% of
the equity share capital. In February 2010, the Shareholding of Government of India
was reduced from 89.5% to 84.5% through a further public offer. Government of
India has further divested 9.5% shares through OFS route in February 2013. With this,
GOI's holding in NTPC has reduced from

24
84.5% to 75%. The rest is held by Institutional Investors, banks and Public. Presently,
Government of India is holding in NTPC has reduced to 69.74%.

NTPC is not only the foremost power generator; it is also among the great places to
work. The company is guided by the “People before Plant Load Factor” mantra which
is the template for all its human resource related policies. NTPC has been ranked as
“6th Best Company to work for in India” among the Public Sector Undertakings and
Large Enterprises for the year 2014, by the Great Places to Work Institute, India
Chapter in collaboration with The Economic Times.

COAL BASED THERMAL POWER PLANTS

Sr. Capacity
Project State Units
No. MW

Singrauli Super 2,000 Uttar 5x200 MW, 2x500

1 sh]]
Thermal Power Station Pradesh MW

2 NTPC Korba Chhattisgarh 2,600 3x200 MW, 4x500

25
Sr. Capacity
Project State Units
No. MW

MW

3x200 MW, 4x500

3 NTPC Ramagundam Telangana 2,600
MW

Farakka Super 3x200 MW, 3x500

4. West Bengal 2,100
Thermal Power Station MW

Vindhyachal Super 6x210 MW, 7x500

5 Madhya Pradesh 4,760
Thermal Power Station MW

Rihand Thermal Power

6 Uttar Pradesh 3,000 6x500 MW
Station

Kahalgaon Super 4x210 MW, 3x500

7 Bihar 2,340
Thermal Power Station MW

4x210 MW, 2x490

8 NTPC Dadri Uttar Pradesh 1,820
MW

Talcher Super Thermal

9 Odisha 3,000 6x500 MW
Power Station

Feroze Gandhi
5x210 MW 1×500
10 Unchahar Thermal Uttar Pradesh 1,550
MW
Power Station

Talcher Thermal
11 Odisha 460 4x60 MW, 2x110 MW
Power Station

26
Sr. Capacity
Project State Units
No. MW

Simhadri Super
12 Andhra Pradesh 2,000 4x500 MW
Thermal Power Station

Tanda Thermal Power 4x110 MW 2×660

13 Uttar Pradesh 1,760
Station MW

Badarpur Thermal
14 Delhi 705 3x95 MW, 2x210 MW
Power Station

Sipat Thermal Power 2x500 MW, 3x660

15 Chhattisgarh 2,980
Station MW

Mauda Super Thermal 2x500 MW, 2x660

16 Maharashtra 2,320
Power Station MW

Barh Super Thermal 3×660 MW 2x660

17 Bihar 3,300
Power Station MW

Kudgi Super Thermal

18 Karnataka 2,400 3x800 MW
Power Station

19 NTPC Bongaigaon Assam 750 3x250 MW

LARA Super Thermal 2x800 MW, 3x800

20 Chhattisgarh 4,000
Power Station MW

Sholapur Super
21 Maharashtra 1,320 2x660 MW
Thermal Power Station

27
Sr. Capacity
Project State Units
No. MW

Gadarwara Super 2×800MW, 2×800

22 Madhya Pradesh 3,200
Thermal Power Station MW

North Karanpura
23 Jharkhand 1,980 3×660 MW
Thermal Power Station

Darlipali Super
24 Odisha 1,600 2×800 MW
Thermal Power Station

Khargone Super
25 Madhya Pradesh 1,320 2×660 MW
Thermal Power Station

Telangana Super
26 Telangana 1,600 2×800 MW
Thermal Power Project

COAL BASED (OWNED THROUGH JVs)

28
Sr. Inst.Capacity in
Name of the JV Location State
No. Megawatt

NSPCL. Joint venture

1 Durgapur West Bengal 120
with SAIL.

NSPCL. Joint venture

2 Rourkela Odisha 120
with SAIL.

NSPCL. Joint venture

3 Bhilai Chhattisgarh 574
with SAIL.

NPGC. Joint venture with

4 Aurangabad Bihar 4380
Bihar State Electricity Board.

Muzaffarpur Thermal Power

Station (MTPS). Joint
5 Kanti Bihar 610
venture with Bihar State
Electricity Board.

BRBCL Joint venture

6 Nabinagar Bihar 1000
with Indian Railways.

Aravali Power CPL JV with

7 Jhajjar Haryana 1500
HPGCL & IPGCL

NTECL JV with NTPC &

8 Chennai Tamil Nadu 1500
TNEB

Meja Thermal Power Station

9 Allahabad Uttar Pradesh 1320
JV with NTPC & UPRVUNL

10 PUVNL(Patratu) Joint Patratu Jharkhand 4000

29
Sr. Inst.Capacity in
Name of the JV Location State
No. Megawatt

venture with Jharkhand State

Electricity Board.

Total 9049

GAS BASED THERMAL POWER PLANTS

Sr.No. Power Project State Capacity MW

1 Anta Rajasthan 413.33

2 Auraiya Uttar Pradesh 663.36

30
3 Kawas Gujarat 656.20

4 Dadri Uttar Pradesh 829.78

5 Jhanor-Gandhar Gujarat 657.39

6 Kayamkulam Kerala 359.58

7 Faridabad Haryana 431.59

Total 4,017.23

SOLAR PHOTOVOLTAIC POWER PLANTS

Sr.No. Project State/UT Capacity

1 Dadri Solar PV Uttar Pradesh 05 MW

2 Portblair Solar PV Andaman & Nicobar 05 MW

31
 Island

3 Ramagundam Solar PV Telangana 10 MW

4 Talcher Kaniha Odisha 10 MW

5 Faridabad Solar PV Haryana 05 MW

6 Unchahar Solar PV Uttar Pradesh 10 MW

7 Rajgarh Solar PV Madhya Pradesh 50 MW

8 Singrauli Solar PV Uttar Pradesh 15 MW

9 Ananthpuram Solar PV Andhra Pradesh 250 MW

10 Bhadla-Solar PV Rajasthan 260 MW

11 Mandsor-Solar PV Madhya Pradesh 250 MW

12 Total 870 MW

NTPC has drafted its business plan of capacity addition of about 1,000 MW through
renewable resources by 2017. In this endeavor, NTPC has already commissioned 845
MW Solar PV Projects.

32
 Vision of NTPC

"A world class integrated power major, powering India’s growth,

with
increasing global presence"

Mission of NTPC
33
"Develop and provide reliable power, related products and services
at
competitive prices, integrating multiple energy sources with
innovative and eco – friendly technologies and contribute to society

OBJECTIVES

In pursuance of the Vision and Mission, the following are the Corporate
Objectives of NTPC

To realize the vision and mission, eight key corporate objectives have been
identified. These objectives would provide the link between the defined mission and the
functional strategies.

Board of Director

Name Designation

Prakash Tiwari Director – Operations

Vivek Kumar Dewangan Government Nominee Director

Bhim Singh Non Official Independent Director

Kulamani Biswal Director – Finance

34
Anand Kumar Gupta Director – Commercial

Gauri Trivedi Independent Director

Pradeep Kumar Government Nominee Director

Prasant Kumar Mohapatra Director – Technical

Kandikuppa Sreekant Director – Finance

K P Kylasanatha Pillay Non Official Independent Director

Gurdeep Singh Chairman & Managing Director

Saptarshi Roy Director - Human Resources

Rajesh Jain Independent Director

Seethapathy Chander Independent Director

Susanta Kumar Roy Director – Projects

Archana Agrawal Government Nominee Director

COMPANY HISTORY

NTPC Limited
NTPC Ltd. (formerly known as National Thermal Power Corporation Limited), is
an Indian Public Sector Undertaking, engaged in the business of generation of
electricity and allied activities. It is a company incorporated under the Companies Act
1956 and is promoted by the Government of India. The headquarters of the company
is situated at New Delhi. NTPC's core business is generation and sale of electricity to
state-owned power distribution companies and State Electricity Boards in India. The
company also undertakes consultancy and turnkey project contracts that involve
engineering, project management, construction management and operation and
management of power plants.

35
The company has also ventured into oil and gas exploration and coal
mining activities. It is the largest power company in India with an electric power
generating capacity of 53,651 MW. Although the company has approx. 16% of the
total national capacity it contributes to over 25% of total power generation due to its
focus on operating its power plants at higher efficiency levels (approx. 80.2% against
the national PLF rate of 64.5%).NTPC currently produces 25 billion units of
electricity per month.

It was founded by Government of India in 1975, which now holds 64.74% of its
equity shares on 30.06.2016 (after divestment of its stake in 2004, 2010, 2013, 2014,
2016,&2017)
In May 2010,

NTPC was conferred Maharatna status by the Union Government of India,one of the
only four companies to be awarded this status. It is ranked 400th in the Forbes Global
2000 for 2016.

Shri D.V Kapur took over on March 19 as the first Chairman & Managing Director of
NTPC. On December 8, the Government of India cleared NTPC's first pithead Super
thermal power project at Singrauli in Uttar Pradesh. The authorised share capital of
the company was RS.125 crore. NTPC required the first path of land at Singrauli in
September

The first batch of executive trainees joined in the Company. The first Major contract
of Rs.57.5 million was awarded for site leaving work at Singrauli in June.

Takeover of management of Badarpur project. Implementation of Korba and

Ramagundam Projects cleared by the Government of India in January and February
respectively. Late Shri Morarji Desai,the then Prime Minister of India,laid the
foundation stone for Ramagundam Project on November 14th. construction of the first
transmission network Singrauli-Korba-Kanpur of 400 KV system started government
of India approved the implementation of Farakka Project in March. The authorised
share capital of the company rose from Rs.125 crore to Rs 300 crore.

36
Former Soviet Union offered to assist in seating up of power stations. Vindhyachal
was identified as the first project for such assistance. The authorized share capital was
raised from Rs.300 crore to Rs800 crore in June

This year marked the completion of a decade (1975-1985) of NTPC's existence.

NTPC achieved a generating capacity of 2200 MW by commissioning 11 units of 200
MW each at its various projects in the country

In December'85,the Government of India approved the setting up of three gas-based

combined-cycle projects by NTPC at KAWAS in Gujarat, Auriya in Uttar Pradesh and
Anta in Rajasthan. For these projects, the World Bank agreed to provide US$ 485
million, which was the largest single loan in the history of the bank. Shri
A.W.Clausen,World Bank President visited Singrauli Synchronisation of its first 500
MW unit at Singrauli. Became one of the first PSUs to issue bonds in the debt market.

NTPC launched its maiden public issue of Bonds and raised a total of Rs. 163.37
crore. This issue was over-subscribed by 63 percent. crossed the 5000 MW installed
capacity mark. Korba also entered the 500 MW phase by synchronizing its first 500
MW unit on May 31st.

Raised first syndicated Japanese loan of 30 billion JPY. Rihand entered the
Operational phase by commissioning its first 500 MW unit on March 31st.

The first 500 MW unit Ramagundam was commissioned on June 26 th. consultancy
division launched. First unit (88 MW) of first gas based combined cycle power plant
at Anta, Rajasthan commissioned. total installed capacity crossed 10000 MW

Vindhyachal recorded completion of stage I activities by synchronizing its sixth and

last 210 MW unit in February. The first unit of NCPP(Dadri) was commissioned on
December 21st.

Acquisition by the Company of Feroze Gandhi Unchahar Thermal Power Station

(2*210MW) from Uttar Pradesh Rajya Vidyut Utpadan Nigam of Uttar Pradesh.
Pursuant to legislation by the Parliament of India, the transmission systems owned by
the company was transferred to Power Grid Corporation Limited.

For the first time, IBRD extended direct loan of USD 400 million under time slice
concept for its projects.
37
Crossed 15000 MW of installed capacity. Declared a dividend of Rs.65 crore for the
first time. Jhanor-Gandhar(Gujarat)becomes the first thermal power station to have
commissioned an integrated Liquid Waste Treatment Plant(LWTP).

NTPC celebrated 20 years (1975-1995) of its existence. Various programmers were

organized to mark its twentieth anniversary. A new logo was adopted.

On June 3rd, NTPC formally took over the 460 MW Talcher Thermal Power Station
from Orissa State Electricity Board. On July 25th, the new campus of Power
Management Institute (PMI) was inaugurated by Shri N.K.P. Salve, Union Minister of
Power.

Continuous running of sixth unit(210 MW)of Ramagundam for 406 days for the first
time in India. PLF of Talcher Thermal reached 43.7% from 18.7% at the time of
takeover.

Identified by the GoI as one of the Navratna public sector undertakings. Achieved 100
billion units generation in one year.

A consortium of foreign banks led by Sumitomo Bank, Hong Kong extended foreign
currency loan of 5 billion Japanese Yen for the first time without GOI guarantee.

Commissioned the first Naptha based plant at Kayamkulam with a capacity of 350
Mw.

Dadri Thermal Power Project, Uttar Pradesh adjudged the best in India with a PLF of
96.12%. Dadri, Uttar Pradesh certified with ISO-14001 on October 7th

Commenced construction of a first hydro-electric power project of 800MW capacity

in Himachal Pradesh.

Main plant turnkey package of Rihand stage-II(2*500MW) and Ramagundam Stage-

III(I*500 MW) were awarded to BHEL in August.

Three wholly owned subsidiaries of NTPC viz. NTPC Electric Supply Company
Limited, NTPC Hydro Limited and NTPC Vidyut Vyapar Nigam Limited
incorporated. Crossed the 20000 MW installed capacity mark.

38
Raised funds through bonds(Series XIIIth & XIVth) for prepayment of high cost GOI
loans. Main dam work of Koldam was awarded to italian Thai Development in
December.

NTPC became a listed company. Awarded contract for the first Super Critical Thermal
Power Plant at Sipat NTPC's Feroze Gandhi Unchahar Thermal station achieved a
record PLF of 87.43% in current year, up from 18.02% in February 92.

when it was taken over by NTPC LIC extended credit facility of Rs.70 billion Rs.40
billion was the form of unsecured loans and rs.30 billion in the form of bonds. NTPC
made its debut issue of euro bonds bonds amounting to USD 200 million in the
international market.

NTPC received the International Project Management Award,2005 for its Simhadri
project at the International Project Management Association World Congress. NTPC
became the only Asian Company to receive this award. NTPC was ranked as the Third
Great Place to work for in India for second time in succession by a survey conducted
by Grow Talent and Business World 2005. The Company's name changed to NTPC
Ltd.

For the fourth consecutive year, NTPC continued to realize 100% of current bills. On
June 1,

the Badrapur Thermal Power Station with an installed capacity of 705 MW was
transferred to NTPC by the Government of India. Another 740 MW was added
through its Joint Venture, Ratnagiri Gas and Power Private Limited, Dabhol.

Thus taking installed capacity of the NTPC group to 27904 MW. MOA with Govt. of
Sri Lanka and Ceylon Electricity Board for development of 2*250 MW Coal based
power project at Trincomalee in Sri Lanka. Energy Technology Centre set up with the
mandate of being a world class research institute

Ministry of Coal, Government of India granted in-Principle approval for allocation of

a new coal block, namely, Chhati Bariatu South to NTPC, subject to the conditions
stipulated in the approval letter. The share of reserves was indicated as 354 million
tones

39
Tripartite agreement signed with the government of Assam, Assam Power Generating
Co.Ltd., and NTPC for transfer of existing plant at Bongaigaon and to set up a new
plant of 750 MW with 3 units of 250 MW each. 765 KV switchyard transmission
system energized at Sipat, the largest in the country

MOU signed between NTPC and Ministry of Energy, Federal Government of

Nigeria(FGN) for Energy cooperation. Vindhyachal Super Thermal Power Project
became the largest power station in the country with an installed capacity of 3260
MW.

NTPC allocated 0.5% of distributable profits annually for its R & D fund for
sustainable energy for development of green & clean technologies. Strategic forays
into manufacturing by forming Joint Venture Companies with BHEL and Bharat
Forge.

A Memorandum of Understanding was signed with Asian Development Bank, GE

Energy Financial Services, USA, Kyushu Electric Power Co. INC., Japan and
Brookfield Renewable power Inc., Canada. To set up a Joint Venture Company for
undertaking renewable power generation under Public-Private-Partnership. Joint
Venture Company under the name "National Power Exchange Limited" was
incorporated on 11th December 2008 with NHPC Ltd., and TCS Ltd., to operate
Power Exchange at national level. NTPC was ranked Number 1 in the 'Best Work
places for Large Organizations’ and Number 8 overall for the year 2008 by Great
Places to Work Institute's India chapter in collaboration with the Economic Times.

NTPC Limited had been awarded with "ICSI National Award for Excellence in
Corporate Governance 2009. 30,000 MW installed capacity mark crossed. Joint
Venture Company under the name "Energy Efficiency Services Limited" formed
amongst NTPC Limited, Power Finance Corporation Limited (PFC), Power grid
Corporation of India Limited(PGCIL) and Rural Electrification Corporation
Limited(REC) to carry on and promote the business of Energy Efficiency and climate
change including manufacture and supply of energy efficiency services and products.
NTPC,PFC,PGCIL and REC shall equally hold shares in the equity share capital of
the Company.

40
Joint Venture Agreement executed between NTPC Limited and Nuclear Power
Corporation of India Limited (NPCIL) for formation of a Public Limited Company to
set uo nuclear power project with two nuclear reactor units which may be extended to
setting-up additional Nuclear Power Projects subject to techno-economic viability. To
give fillip to its large capacity addition programme, a Project Monitoring Centre
(PMC) has been setup by NTPC. PMC has facility of video-wall for facilitating video
conferencing with all Projects and Web based Project Monitoring with respect to
schedule by leveraging state of art IT tool. 500 MW Unit-3 of Kahalgaon Super
Thermal Power Project – Stage II (3X500 MW) has commenced commercial
operation Government shareholding in NTPC reduced from 89.5% to 84.5% through
divestment of stack by 5% under Further Public Offer (FPO). Coal Based Unit#5 (490
MW) of National Capital Thermal Power Project, Dadri of NTPC Limited located in
Uttar Pradesh has been successfully commissioned. This is the first unit planned to
provide power to Commonwealth Games to be organized in Delhi in October 2010.
With the commissioning of this Unit, the total installed capacity of the Company has
crossed 31000 MW and has become 31134 MW.

Dedication of Mouda Super Thermal Power Station Stage I by Hon'ble Prime Minister
Narendra Modi on August 21, 2014

CMD,NTPC Dr Arup Roy Choudhury presenting Certificate of NTPCs commitment

towards Renewable Energy to Prime Minister Shri Narendra Modi on 15th
February,2015. Shri Piyush Goyal, MoS for Power and P K Sinha , Power Secretary
were also present on the occasion.

Inauguration of Multi Skill Centre shri Piyush Goyal Hon’ble Minister of State
(Independent Charge) for Power, Coal and New & Renewable energy ,Govt. Of India
and Shri Dharmendra Pradhan Hon’ble Minister of State (Independent Charge) for
Petroleum & Natural Gas inaugurated the Multi Skill Centre at Talcher Kaniha on
September 3,2015 in presence of Shri Sanjay Kumar Das Burma, Minister of State
(Independent Charge), Food Supplies & Consumer Welfare, Employment and
Technical Education & Training.,Govt of Odisha ,Shri A K Jha ,CMD,NTPC Limited
and Shri U P Pani,Director (HR).

PM Laid Foundation Stone for Telangana STPP Phase-1

Prime Minister Dedicates NTPC - Koldam to the nation 18.10.16

41
 ACHIEVEMENTS AND AWARDS

 First Coal and Gas power station in the country, to be certified for ISO 14001.
Certificate received from agency if International repute M/s DNV
Netherlands.

 Coal and Gas based station also certified for ISo 9002 in the same financial
year 1999-2000, by M/s DNV Germany an agency of International reputation.

 BEST PERFORMING STATION amongst NTPC stations for four

consecutive year 2000-01.

 IOC rolling trophy for "MINIMUM OIL CONSUMPTION" for three years in
succession i.e. 1996-97, 1997-98, 1998-99.
42
 NTPC trophy for Energy Conservation for two years i.e. 1996-97, 1997-98.

 NTPC trophy for Productivity and Rajbhasha for year 1999-2000.

 Runners up prize for "ASH UTILIZATION AND ITS SAFE DISPOSAL"

from Council of Power Utilities year 1999.

 "BRITISH SAFETY COUNCIL AWARD" for the year 1998 and 1999. 9

 First recipient for "SHRESHTA SURAKSHA PURASKAR" from National

Safety Council of India for the period 1995-98.

 Meritorious productivity awards by Ministry of Power every year since 1995-

96.

 Gold medal for Coal and Gas station under meritorious productivity award
for year 1997-98.

 NTPC trophy for Environment Protection and Improvement for the year 1997-
98.

 Coal station bagged Meritorious Productivity Award of Govt, of India (Gold

Medal) for peak hour Generation for 1997-98/98-99.

 Meritorious Productivity Award for sp. Oil consumption from CEA Govt. of
India for 1997-98.

 Yogata Praman Patra Award 1999.

 NTPC award for protection and Improvement of Environment for year 1997-
98/99- 2000.

 INDO-GERMAN Greentech Environment Excellence Award successively

two years 1999-2000/2000-01.

 NTPC Dadri coal received PCRA award for exemplary work in energy
conservation in large project category for boiler consumption optimization
1999-2000.

 NTPC Dadri (coal) bagged PCRA award. The award is for modification in hot
PC Dadri (coal) bagged PCRA award. The award is for modification in hot air

43
 gate sealing system of PF milla of the coal based station of Dadri for year
2000-01.

 NTPC commendation trophy for energy conservation for year 2000-01.

 NTPC has won Mother Teresa Award for corporate citizen 2006.

 NTPC won the Golden Peacock Award for corporate social responsibilit y in
the category Emerging Economics (Public Sector 2007).

PRODUCT AND SERVICES

Short Term / Medium Term / Long Term Power Trading Solar Bundled Power Cross
Border Trading Power Banking Arrangement NVVN has been actively associated
with the Power Trading activities since inception and has been instrumental in
offering best products & services required by our valuable Customers from time to
time. Power has been traded by NVVN as required in various products categorized on
time of day basis to meet evening peak, off peak, round the clock, night power,
morning peak demand and as & when available basis. NVVN has also effectively met
power crisis and growing demand of Northern Region States by supply of power from
NTPC Kayamkulam Station in Southern Region. NVVN has also tied up for different
power SWAP arrangements amongst various States for deriving mutual benefit.
NVVN is poised and looking ahead for trading on long term basis from Cross Border,

44
Captive Power Plants(CPPs), Independent Power Producers(IPPs) and merchant
power from NTPC Stations.

NTPC Vidyut Vyapar Nigam Ltd. (NVVN) was formed by NTPC Ltd, as its wholly
owned subsidiary to tap the potential of power trading in the country thereby promote
optimum capacity utilization of generation and transmission assets in the country and
act as a catalyst in development of a vibrant electricity market in India.
NVVN was incorporated on 1st Nov 2002 and received the Certificate for
Commencement of Business Activities from the Registrar of Companies on 26th Nov
2002. It has an authorized and fully paid up share capital of Rs. 200 million.
NVVN commenced its first trading operations in March 2003 with the supply of
surplus power from Eastern Region Stations of NTPC to Meghalaya State Electricity
Board and Assam State Electricity Board. The Company was granted Category-E
licence by the Central Electricity Regulatory Commission (CERC) for inter-state
trading of electricity on 23rd July 2004. The trading licence has been upgraded to
Category-F Licence on 22nd March 2005 by CERC. As per latest CERC regulation,
NVVN is holding the highest category 'I' license.
Our Strengths
NVVN is a wholly owned subsidiary of NTPC Ltd a Maharatna Company. NTPC is
the largest power generator nationally with stations across the country. NVVN has
access to the resources & facilities of NTPC. NVVN has selected and posted
professionally qualified, trained and experienced executives from NTPC having wide
knowledge & expertise of various key areas of power systems such as business
development, system operation, scheduling & dispatch, financial and commercial
matters associated with trading activities. NVVN has acquired leading position in its
business areas with a specified clientele across the country.
NVVN has established a Round-the-Clock operating Control Room for the purpose of

scheduling and providing uninterrupted services to its customers.

NTPC is engaged in generating power through its different power stations viz. - coal
based, gas/liquid fuel based & joint ventures. Its total commissioned capacity
including the joint ventures is 22,249 MW. It is also managing Badarpur Thermal
Power Station (705 MW) of

45
 Government of India. In total it has 13 coal based, 07 gas/ liquid fuel based & 03 joint
ventures with Steel Authority of India Limited. The complete station wise list with
respective capacity is given below-:

Power Stations Managed by NTPC

Category No. of stations Capacity(MW)

Coal Based Stations 14 22395

Gas Based Stations 7 3955

Joint Ventures 4 1054

Total 25 27,404

Sales & Financial Performance

NTPC to be a 130 GW company by 2032 with diversified fuel mix and a 600 BU
company in terms of generation. Coal would continue as predominant fuel with 65%
share of coal based capacity in the portfolio.. Non-fossil fuel based capacity would
achieve a share of 30% and Thermal based generating capacity share would be 70%..
Share of RE (including hydro) would be 28%. NTPC targets a market share of 25% in
ancillary services and storage. NTPC aims to achieve 10% of the estimated market
share for supply of electricity in E-mobility business

NTPC has shown a remarkable performance in the areas of operation and

maintenance. It once again surpassed all MoU targets for the year 2002-03 in the
Excellent category. Some of the highlights of its excellence are-:

1. Turnover of Rs.19,984.58 crore and Net Profit after tax Rs.3607.57 crore.

2. With 19% of the country’s installed capacity, NTPC contributed 26% of electricity.
46
3. Generated 140.85 Billion Units (BUs), an increase of 5.76% over previous year’s
generation of 133.19 BUs. This is besides the generation of the NTPC SAIL joint
venture companies.

4. Achieved all MoU targets in the excellent rating during the year 2002-03 for the
16th consecutive year.

5. Return On Capital Employed (ROCE) and Return On Net Worth (RONW) 10.88%
and 12.13% respectively.

6. Total dividend paid for 2002-03 is Rs. 708 crore.

7. 1000 MW capacity added during 2002-03. The fourth 500 MW unit at Talcher-
Kaniha has also been synchronized in October, 2003.

8. Capacity addition of over 9370 MW planned for 10 th plan and about 11210 MW for
11th plan. Projects totaling 5300 MW capacity under various stages of construction.

In GW By 2032 %MAX

COAL 85 65.4

GAS 6 4.6

HYDRO 5 3.8

SOLAR 30 23.2

OTHER RE 2 1.5

NUCLER 2 1.5

TOTAL 130 100

47
 SWOT Analysis

Strengths
1. Employee friendly work culture and personnel policies
2. Efficient production process of plants
3. Fully integrated project management system
4. Decades of experience in the sector shows its credibility

5. Backing of Central Government

6. Efficient & timely completion of projects.

7. Project conceptualization, planning, and execution without any time and cost over
runs.

8. Streamlined and transparent tendering system attracting global power equipment

manufactures.
48
9. In- house engineering skills.

10. Highly skilled and experienced human resources exposed to state of the art
technologies in power generation.

11. High operational efficiency and reliability

Weaknesses

1. Depleting input materials sources.

2. Govt intervention can often cause disruptions in operations.

3.Prices are determined by India's Electricity Act.

4. Limited clarity in reporting relationships.

2. Multi layered structured delaying decision making.

3. Essentially functional in nature each working silos leading to resistance to cross

functional team work.

4. Risk awareness leading to low level of innovation.

Opportunities
1.Huge demand and supply gap
2.Large opportunity in energy consultancy service
3.New sources of power generations

4. Aggressive capacity expansion to: To anticipate competition. . Expand generation

capacities by putting up thermal and hydro capacities, maintaining the position of a
domination generating utility in the Indian power sector Securing ultra and mega power
projects.

5. Broad base fuel mix by considering imported coal, gas, nuclear power, etc. ,with a
view

6. Expand services of EPC, R&M, and O&M activities in domestic as well as

international

7. Backward integrate into coal mining and secure long- term sources both in India and
49
 8.. Improve collections by trading, direct sale to bulk customer and active role in capacity

Threats

1. Rising cost of production

2.Huge competition from growing private sector firms

3. New and cleaner sources of power

4. Delayed SEB reforms and continuing financial ill-health.

5. Infrastructural bottlenecks in the form of delays in inter-regional connectivity.

6. Regular pressures on tariffs.

7. Increase in competition in core business from SEB plants and IPPsCPPs.

8. Mismatch in fuel supply linkages for existing and future power stations.

9. Uncertainties arising out of changes in Government policies.

10. Rising environmental concerns such as emission of Green House Gases, Stack
emission and ash disposal

50
 Part III:
Research Work

OBJECTIVES OF THE PROJECT

 To Study the Training and development of N.T.P.C

 Training and development procedure at NTPC.
 Effectiveness of training and development handling procedure at NTPC.
 To study the various methods of training and development.
 To know what are the changes needed in training program of ntpc .

51
Training in company policies and procedures.

This is a part of the induction of a new employee. The objective is to orient new
employees with the set of rules, procedures, management, organization structure,
environment and products, which the firm has and/or deals with.

Orientation is a continuous process aimed at the adjustment of all employees to new

and changing situations. It aims to impart the facts of company rules and policy, to
create attitudes of confidence in the company, prides in the products, respect for
company personnel, and to provide information about needs and skills, development,
quality of production and work organization.

It also enables employees to get the first impression of the “culture” of the firm and the
kind of people he will have to deal with. At no time does it allow for questioning or
change of system. It, therefore, in no way contributes to the organization’s growth, nor
does it enhance an employee’s ability to contribute to the organization’s growth.
Induction programs are also used for in-company promotees, who have to be oriented
to the demands of their requirements.

52
Induction programs are based on the philosophy that the process of initial adjustment
and entry to the organization is a difficult process. Unless a conducive and supportive
atmosphere facilitates it, it would leave the new entrant with several uncertainties in
his mind and make his assimilation in organizational life more complex and difficult.
Many organizations are conscious of this and devote considerable effort to make the
initial entry phase a pleasant and cordial one.

Training In Particular Skills

Training of employees for particular skills is undertaken to enable the employee to be

more effective on the job. It is a here-and-now proposition, somewhat like induction
training, which does not have a very significant development aspect to it. Its aim is
narrow-to guarantee a certain contribution to the job, for instance sales training and
machine skills.

Human Relation Training

This is a broad category embracing many different aspects.

Self-learning and inter-personnel competence can be included in this category-all

concerned with generally the same theme. It stresses a concern for individual

relationships, for feeling and treating people as “human beings”, rather than as
machines. Not only is this concern and awareness in one’s attitudes and behavior
conducive to better work-place relations, but also to enhanced productivity. This
category of training is oriented towards the development of the individual and
consequently the organization’s efficiency in terms of better teamwork.

Problems Solving Training

Many in-company programmes also revolve around organizational units, like divisions
of branches, which generally handle a product line. The practice is to hold together all
managerial personnel in a particular division/ branch from the both the headquarter and
the field of offices and discuss common problems and solutions across the table. This
not only helps solve problems, but also serves as a forum for the exchange of ideas and
information, which could be utilized in other situations.

Managerial And Supervisory Training

53
The managerial job combines both techniques and conceptual knowledge. If it is that
of a specialist, it would emphasize some techniques and knowledge like
operations, research, finance, production, and personnel management. If on the
other hand it is a general management job, then the emphasis would be on the
principles of scientific management: organizing, planning, staffing, directing and
controlling.
Apprentice Training

The Apprentice Act 1961 was based on the philosophy of providing some technical
training for unskilled people in order that their employment opportunity is
enhanced, or alternatively to help them be self-employed. Industrial organizations
in specified industries are required to train apprentice in proportion to their
workforce in designated trades. The duration of training is one to four years.
MOTIVATION

A trainee needs to have a desire to learn and benefit from the programme. If he is not
interested, or is demotivated,

then the learning outcome is going to be insignificant and the company will have
spent its money badly. On the other hand, being too intense about learning and
outcome may result in setting over-ambitious goals for the individual.

REINFORCEMENT

Following on the concept of motivation is that of reinforcement. For learning to take

place and be internalized to the desired extent, a trainee is rewarded or given some
encouragement. This reinforcement, or the acknowledgement that what has been
acquired is desirable, can be either an extrinsic or intrinsic reward- external praise or
some tangible reward, or the individual’s feeling of a sense of progress. Current stress
is on positive support and helpful behavior, even when mistakes are made.

FEEDBACK

54
During the training process, it is useful for the trainee to be told how he is
progressing. The knowledge of results is, several researchers have confirmed, an
effective motivator. Constant and periodic feedback has positive effects on the
trainee’s learning. Unless the trainee knows how close his performance comes to
the desired standard, he will not have an opportunity to improve. Feedback,
therefore, provides a basis for correcting oneself. Secondly, feedback helps to
sustain the trainee’s interest in the task, or in the learning that is taking place, by
bringing greater involvement with the learning process. If feedback is to be
meaningful, it should follow a learning segment as quickly as possible.

55
Transfer Of Training

The maximum use of training can be made if the trainee is able to transfer his learning
to his actual work role. This is possible if elements are incorporated in the
training situation from the job role, either existing or proposed. The more similar
the learning situation is to the job situation, the higher the degree of transfer the
trainee can expect, and hence the greater the relevance of the training
programme.

Repetition

Repetition etches a pattern into our memory, e.g., when one studies for an
examination, it is necessary to repeatedly go over ideas so that they can be
recalled later.

56
 TRAINING POLICY

A company's training policy represents the commitment of its top management to

training, and is expressed in the rules and procedures that govern or influence the
standard and scope of training the organization. Training policies are necessary for the
following reasons.

1. To highlight the firm's approach to the training function, provide guidance for
design and execution, and to provide information regarding programmes to all
employees.

2. Formulation of policy helps in identification of priority areas in training, and since

resources are scarce, they are prioritized according to felt needs.

3. A training policy document helps to communicate the firm's intent regarding an

employee's career development, and also gives the employee the opportunity to
better his prospects through training.

57
 POSITIVE OUTCOMES OF TRAINING

The continued effectiveness and efficiency of an organization is to some extent

dependent on the ability of its employees to produce at high levels of efficiency, and
keep abreast with their changing job-role demands. Training will provide for an output
in this direction. The several positive benefits of training are that:

- Training helps employees to learn their jobs and attain desired levels of
performance speedily thus cutting costs and contributing to better utilization of
machines and materials, for example in workers' categories.

- Training helps to reduce the cost of raw materials and products-reducing losses
due to waste, poor quality products and damage to machinery-which would
result if an untrained employee were to learn on his own.

- Employee motivation is enhanced when employees known that the firm would
provide them training opportunities to increase their skills and knowledge, thus
enabling them to develop and qualify for higher posts. Such practices create
favorable attitudes towards the organization, which could result in better adjustment
and commitment to one's work and the organization. Thus cooperation could
help reduce employee turnover, absenteeism, accidents, dissatisfactions and
grievances.

- Finally, training aids in the development of individual skills, better methods, new
equipment, and sometimes new work place relationships. Such a process would
also facilitate technological change by updating the versatility of employees.

58
TRAINING METHODS

Training methods are a means of attaining the desired objective in a learning situation.
Given background work such as identification of training needs, a programme design
and its duration (based on these needs), it then becomes pertinent to analyze and select
the best method or combination of methods, given the several constraints, to attain the
programme objective. The choice of a method several constraints, to attain the
programme objective. The choice of a method would depend on a wide variety of
factors, such as competence of instructors, relevance to the participants, the
programme design, i.e., is a particular method the best vehicle to put across the
contents, and finally its cost implications.

Numerous training methodologies and techniques have been developed over the years
to meet certain specific needs. Each method has structured procedures for conduct that
offer certain advantages in developing certain limited facets of a trainee, and suffer
from some limitations.

In using a particular method, one should know its strengths and weaknesses, given the
situation, and analyze its relevance, its purpose, and if it is useful, how to get the most
out of it. This would provide the rationale of the various training methods. The trainer
should know the rationale of each of the methods before attempting to use any of them.

59
OBJECTIVES OF TRAINING METHODS

Training methods have a number of overlapping objectives. As stated earlier, they have
to be chosen in relation to the programme design requirements. The main objectives of
individual training methods could be: demonstration value, developing interest and
finally, appeal to senses. However, more than one, or even all three objectives may be
found in one method.

Demonstration value

Complete demonstration of job requirements is training of a kind that enables the

trainee to grasp the meaning of ideas, concepts, or procedures visually. Such a method
can be used effectively as an aid to overcome the "breakdown of communication".
People remember things that they see and hear, much longer than they do information
they receive through talks or reading, alone.

Developing interest

One of the factors to be kept in mind in choosing a method is its ability to hold and
arouse the interest of the trainee in the learning situation. Much research has been done
in the field to test the effectiveness of various methods. A trainer has to consider
alternative methods of presenting training material to participants in order to stimulate
their interest and facilitate retention of the matter. For instance, if traditionally the
matter has been presented through lectures, perhaps audiovisual methods could be
used, or instead project work be assigned which would mean learning by doing or
researching the subject oneself.

Appeal to many senses

The statement that "to see a thing once is better than to hear it a hundred times
emphasizes the inadequacy of words as a means of communication. Experience
indicates that almost 75 per cent of what we imbibe is through the sense of sight and
the rest is through the sense of hearing, touch, smell and taste. From the trainer's point

60
of view it would be beneficial to utilize as many of the trainee's senses as possible, in
order to improve retention of learning.
Application of these basic objectives or guidelines alone would not be enough. For the
appropriate use of a method, problem analysis and needs identification are also
necessary.
The trainer has to understand and identify the problem area; what is wrong, and where
is the correction needed? He has to examine whether there is a problem with the
manner in which the task is done, i.e., an operational problem, or whether there is a
problem with an individual or individuals, i.e., a human-relations problem.
Secondly, selecting the appropriate method would be dependent on the level of the
trainee in an organizations' hierarchy-is he a shop floor worker, supervisor or a
manager?
Finally, before selecting a training method, the trainer should keep the mind cost
effectiveness.

61
 Classification of Methods

Depending on the learning outcome, and the process by which it is attained, it is

possible to categorize the various methods into several groups.

On-the-job-oriented training methods

In this cluster are included methods whose main objective is centered around the job,
more specifically, learning on the job itself by a variety of methods. They embrace
development through performance on the job, where organizational strength and
constraints, human behavior and technological systems have full and free play.
Methods, which fall into this category, are:

1. On-the-job training.

2. Job rotation.

3. Guidance and counseling.

4. Brainstorming sessions.

5. Syndicate method (working in small groups).

Simulation methods

Real-life situations are simulated for imparting training. The methods falling in this
category are:

1. Role-play.

2. Case method.

3. Management games.

4. In-basket exercise.

Role Play

The role-play method requires participants to enact roles on the basis of a written script
or an oral description of a particular situation. The enactment process provides an
insight and understanding of the demands and situations of the assigned role, thereby
facilitating empathy with another's (actual) role. The main emphasis in management
training is in facilitating better understanding of interpersonal problems, and attitude
change. If not handled well, however, it could degenerate a childish exercise, where,
62
instead of focusing on the problem to be understood, the situation might be over-
dramatized.

Case method

The case is an actual situation, which is written for discussion purposes. Analysis
would need problem identification, analysis of the situation and of its causes. There
could be several solutions to the problem, and each of these alternatives and their
implications needs to be examined. In the real world, on many occasions, a manager
may not have all the relevant information with him before taking a decision. Similarly,
the case method approximates this reality and in many situations decisions are taken
with limited data, or what is termed decision-making under uncertainty. The
managerial response in such a situation is explored and understood and learning
consists of developing problem-solving skills.

Management games

The game is built around the model of a business situation and trainees are divided into
teams representing the management of competing companies. They simulate the real-
life process of taking operation decisions. Decisions taken are analyzed by a computer,
or manually, and a series of the implications of these decisions are fed back. The game
is played in several rounds to take the time dimensions into account.

In-basket exercise

This is a simulation training technique designed around the "incoming mail" of a

manager. A variety of situations are presented which would usually be dealt with by an
executive in his working day. His reactions and responses are taken down in writing
and then analyzed. Feedback on his decisions forces him to re-consider not only his
administrative actions but also his behavioral style.

Knowledge-based methods

In this method of training, an effort is made to expose participants to concepts and

theories, basic principles, and pure and applied knowledge in any subject area.
Basically, it is aimed at creating an awareness of the knowledge of fundamentals. The
focus is essentially transmission of knowledge which has to be imbibed by the
participants. The methods in this category are:

63
1. Lectures.

2. Seminars, workshops.

3. Educational training programmes at academic institutes.

4. Programmed instruction in which knowledge is disseminated in book form to be learnt

at the individual's pace, and where feedback on the learning is a given aspect of the
method.

5. Films and TV.

6. Group discussion, especially in combination with some of the above, for assimilation
and integration.

64
 .

EVALUATION OF TRAINING

Evaluation of any activity is important, since in evaluating one tries to judge the "value
or worth of the activity, using the information available".

What is the purpose of evaluation? Evaluation, by bringing to the fore "weaknesses

and failures…strengths and successes," helps to improve training methods. Evaluation
helps management to answer the following questions

- The relevance of the programmes to the organization's needs-what changes if any

should be made in existing programmes to realign to the organization's needs.

- Feedback on the choice of areas of training will also need to be examined in the
context of its contributions to the organization's effectiveness.

- Should the money continue to be spent on this activity, or another more relevant
activity that will improve attainment of the organization's objectives?

Reactions from trainees about the training programme can help identify its strengths
and weaknesses. These reactions can be used as a base for the improvement of
programmes, but those evaluating must first be definite about the aspects they are
interested in investigating.

An evaluation of a training method or system must also take into account the
suitability of objectives. "If the objectives were inadequately formulated in the first
place, even a 'good' training programme has really no chance to be effective."

Objectives have to be clear-cut, must relate to needs, and make way for changes.
Objectives cannot be static and need to be re-appraised frequently so that training may
result in improved overall organizational efficiency. Evaluation of objectives helps to
bridge the gap between needs and objectives.

65
THE EVALUATION PROCESS

The most useful means of evaluating training are observations, ratings, trainee surveys
and trainee interviews. Observation is concerned with observing the behavior of people
in a certain situation. To be useful, it must be specific, systematic, quantitative,
recorded and expert. Needless to say, observers, must be trained and have specific
ideas about what they are looking for. This is the most direct method of "assessing the
quality of formal training and of identifying deficiencies".

The second method of evaluation is that of ratings. "Various elements of the training
system should be rated independently by several qualified raters. These elements
include trainees, instructors, equipment, materials, training aids and facilities." The use
of rating scales requires supervised practice, as it is easy to commit errors.

The third method is trainee surveys where opinions of the trainees are used for
evaluation. These opinions should not be used independently, since they cannot always
be relied on to be objective.

The fourth method is trainee interviews, whereby ideas and views that trainees might
not put down on paper can be determined by "skilful questioning". This method allows
for more precise information and details to be obtained and prevents ambiguity,
especially in interpretation.

The final method is that of collecting the observations and recommendations of

instructors through surveys and interviews "to ensure that the system is consistent with
the needs of the implementers of the training". Interviews with instructors will bring to
the surface characteristics that instructors may feel reluctant to put down on paper.

66
 IS TRAINING THE BEST MEDICINE?

Imagine this: A man is having chest pains. He rush as to his doctor, tells him he is
having a heart attack, and demands that he perform open-heart surgery. He obligingly
agrees. It is not until after a great deal of pain and expense that he discovers it was only
in digestion.

When it comes to training, a similar situation happens all the time. If scrap rates are
too high, productivity is too low, and employees neglect to follow standard quality
procedures, they must need more training. Before rushing into the pain and expense of
interrupting production to send them off to a seminar it is necessary to make sure that
training is the proper solution.

Just as a doctor must understand the cause of a patient’s symptoms before he can
attempt a cure, one needs to know why employees are not meeting the company’s
expectations before taking action. That’s where a training-needs analysis will help. It
tells how well employees are doing their jobs, where they could use some
improvement and how that improvement can best he achieved. Done correctly, it can
save the company from wasting a lot of time and money on inappropriate training
programs.

Gathering the information

To do a valid training-needs analysis, one needs to gather as much objective data about
employee performance as possible. There are many ways to collect this information,
including:

 Casual conversations
 Formal interviews
 Direct observation
 Work samples
 Written records
 Surveys
 Tests
67
 Focus groups

A professional trainer can be hired to perform an analysis but it’s not just a technique
for trainers. Everybody should be trained in this simple process. It’s a supervisor’s or a
manager’s job to make sure people can do their jobs. To do training needs analysis the
following steps should be followed:

Study current performance: Before tying to change anything, it’s essential to know
what is already happening. What skills and knowledge do employees already have?
What tasks are they performing on their daily jobs?

Define ideal performance: what standard of performance is necessary for the business
and the employees to be a success? What tasks must they do? What level of accuracy
or productivity should they achieve? What skills and knowledge must they have?

Find the gap: What is the difference between the definition of ideal performance and
what the employees are currently doing? Are there any areas that aren’t functioning as
well as they should? Where are there opportunities for improvement? This is the
“performance gap” that the company is trying to fill. One must look for problems or
opportunities that may occur in future as well as ones that already exist.

Identify the cause: Why are workers not working up to standard? Have they ever
performed the job correctly? Where and when do the problems occur? Has anything
changed recently that might have instigated the problem? Compare best and worst
performers to find the differences in what they do.

When these steps have been completed one should be ready to make diagnosis, but it
must be remembered that training is not the only medicine for ailing performance.
Although it is often mistakenly applied as a cure- all, the only problem that training
can solve is a lack of skills and knowledge. Do employees know how to do the job?
Could they do it if their lives depended on it? If so, probably there is no training
problem. There are many reasons why a worker might not be doing his job correctly,
including unclear expectations, insufficient feedback, lack of incentive and adverse
working conditions. These are all management problems that can only be improved by
management changes.

Too often, people see the gap and they want to just leap right in and fix it. “The key is
not to jump to the solution, which is assumed to be training. Understanding the
situation is the first step. Then, once one understands the situation one can think about
68
 why (The problem exists). Only if it’s because (employees) lack skills and knowledge
should training be considered as a solution.

SELF DIRECTED LEARNING

Organizational support enhances self -directed learning programs. The term "self
-directed learning" describes training in which the learners essentially guides himself
through the learning process using workbooks, manuals, or computer based training
programs. Many companies are switching to this type of training because it allows for
more flexible scheduling, as well as reduced training time and expenses. If we look at
the life cycle of classroom type training, 90% of that life cycle cost is in the delivery,
not in the development. Plus, as people get up there and start to talk, it takes longer
than it does to deliver the training in some other ways. Well-designed self-directed
learning will probably take half the time of classroom instruction. But even well
-designed programs won't achieve optimum results without proper support. "People
[switch to self-directed learning programs] for cost issues, and a lot of them don't
recognize that there are organizational issues that they have to deal with, "If they don't
deal with them, the they’re not going to get as big a return on their training investment
as they could. The following are tips for supporting set directed learning in a company.

1. Learning is work. Many organizations don't recognize training as real work.

Unlike classroom training, which must have a scheduled time and place, self-directed
learning is often just squeezed in here and there, or the employee may be forced to take
it home.

2. Keep sessions short. All days are much more fragmented than they used to be
"So when self directed modules are developed, there is no space for two hour or three
hour modules. The training needs to be made into shorter chunks, so that it can fit into
the shorter periods of time. "Training should be long enough to get a concept across,
but not so long that it involves too many once.

3. People need people. Many managers forget about the learners need for contact
with others. Seeing and being seen are very important in the political environments of
today's companies and the classroom is where that often went on. If we take that away
from the classroom, we have to provide some other way for it to happen, because they
learn form each other as well as learning from the class. Meetings, e-mail, and
electronic forums are some ways to compensate for the isolation that self-directed

69
 learners may feel.

4. Combine delivery methods. Self directed learning has many advantages-but it is

not the best choice for every situation. Self directed learning is much better for
knowledge based learning. It can work for some skill based learning, but there are
times when one wants to have hands on. A lot of your best programs are a
combination. For example, a well-rounded program might start with an introductory
session delivered by satellite. Self directed, computer based training could then get
everybody up to speed on the basic information. Classroom sessions could then build
on that knowledge by teaching hands on skills. The most important thing is to plan
ahead in the initial training needs analysis for ways to support the unique needs of your
self directed learners. That is a very important part of the needs analysis that is often
neglected. We look at what are the learning objectives, but we don't look at what has to
be taken care of in the organization and culture in order to achieve to those learning
objectives.

TRAIN, DON'T TELL

Many companies' so-called training programs are little more than one-way information
dumps. Information is transmitted, but the trainees get little guidance on exactly what
to do with it or why. As a result, the words float by in isolation, seemingly detached
from the employees' real world of paperwork and production quotas. Because the
information is never used, it is quickly forgotten.

This problem is compounded, because the human brain processes procedural

knowledge differently from the way it process declarative (telling) knowledge. The
people who are selected [to do training] are often people who have expertise in doing
something. They usually got that expertise through trial and error, but they try to teach
through telling. In other words, they use declarative methods to teach procedural
knowledge. Afterward, they except trainees to perform the task and they become
frustrated when it doesn't work that way.

Real training is a two way street. It helps the trainee process and practice new skills,
rather than simply dumping information on him. By actively engaging the trainee's
participation, real training converts lifeless information into meaningful knowledge.
The employee understands why the new knowledge is relevant and has a clear idea of
how to apply it. Transforming telling into training isn't hard, if one includes these six
key elements:

70
TRAINING: MANTRA OF THE NEW MILLENNIUM

In today's scenario, change is the order of the day and the only way to deal with it is to
learn and grow. Knowledge is the potent symbol of the new millennium and the only
way an organization can strive to excel is to realize that success today is not a function
of financial muscle or physical assets but of competent workforce. It is the workforce
with high caliber, knowledge and skills that is hard to duplicate. Employees have
become central to the success or failure of an organization; they are the cornucopia of
ideas.

Katz and Kahn (1978) have posited that organizations must have three behavioral
features.

PEOPLE MUST BE ATTRACTED NOT ONLY TO JOIN THE

ORGANIZATION BUT ALSO TO REMAIN IN IT.
People must perform tasks for which they are hired and must do so in a dependable
manner.

People must go beyond this dependable role performance and engage in some form of
creative, spontaneous and innovative behavior at work.

The most important aspect that guides competitiveness in current turbulent markets in
how companies gather, analyze and use information to their advantage. Thus IT
capability that processes and manages information in a corporate will be the single
most effective weapon in the era of information technology. As organizations shift
from being product based to knowledge based there has been a shift, with accent on
knowledge. Employees today need to adopt skill sets with ease. The knowledge worker
of today is in a constant pressure to compete with redundancy, as knowledge and
information is no longer a prerogative of a few. IT is affecting the people, process,
structure and strategy of organizations. IT acts as an enabler to capture and
disseminate information so that individuals can become knowledge workers. Keeping
this in mind ,organizations need to realign their thought process and give training a
fresh look. Things will never be the same in the e-era.

With the world becoming a global workforce, organizations today have to compete at
the international level. This has redefined job requirements in terms of skills,
competencies and qualifications. Today development of the employee is a prerequisite
to make the employees work for the company rather than in the company.

71
Today it is not the aptitude that guarantees success but the attitude. Employees are
being encouraged to learn that it is essential not to control one's emotions but to
manage them and channelize them for their effective use. Workshops on emotional
intelligence are quiet common in the corporate arena. One offshoot of EQ training is
team building. Teamwork is highlighted in most companies and various outdoor
training programs are conducted, even at the induction training stage, to nurture the
team spirit. Other topics on which training is being encouraged in the new millennium
are communications, computer skills, customer service, ethics and quality initiatives.

TRAINING IS EVERYBODY'S BUSINESS

Training is not the panacea for all the friction resulting due to change. Yet efforts in the
right direction are definitely worth it, as organizations need to achieve their goals,
maintain them internally and at the same time adapt to the ever changing environment.

Hay Group’s annual survey of the world's most admired companies identified training
as one of the best ways to attract, motivate and retain talent. Innovation in training
methods seems to be a result of that. Traditional methods of "chalk and talk" are giving
way to virtual learning. Global giant Motorola is reaping benefits of virtual learning.
Motorola University is the most widely benchmarked corporate university in the
world. IBM also has a university for its employees and they are encouraged to learn
under the guidance of "dispersed mentors". Usually companies are turned to the WIN
FM-whats in it for me. Companies like GE, General Motors have their training
department independent of HR. It operates as a separate business center contributing to
the company's profit.

BENEFITS OF TRAINING ARE EXPANSIVE

Employees and organizations need to realize the importance of contribution and

learning for mutual growth and development. An organization with a myopic view
cannot realize the importance of training. Organizations that lack vision undergo
stagnation, decline and crisis after success. Training is the answer to deal with the
stagnation stage by constantly updating it in every field. Other benefits of training
include.

72
 Hiring appeal: companies that provide training attract a better quality workforce.

 Assessing and addressing any performance deficiency.

 Increasing productivity.

 Enhancing workforce flexibility. For example, in the IT industry, employees are

sent to different countries for diverse projects and assignments. Cross-cultural training
is essential for them for better adjustment in the new environment.

 Increasing commitment: Training acts as a loyalty booster. Employee motivation

is also enhanced when the employee knows that the organization would provide them
opportunities to increase their skills and knowledge. Business is not just about
transactions but is about relationships.

 It gives the organization a competitive edge by keeping abreast of the latest

changes; it acts as a catalyst for change.

 Higher customer satisfaction and lower support cost result through improved
service, increased productivity and greater sufficiency.

 Training acts as a benchmark for hiring, promoting and career planning.

 It acts as a retention tool by motivating employees to the vast opportunities for

growth available in an organization.

 In certain cases training can also act as a tool for reward and recognition.
Candidates showing high potential can be trained for advanced training in their field.
Thus one can trace the link of training with 0performance appraisal and potential
evaluation.

We have moved a long way from the Machine Age. Today what is required is strategic
acumen and cross-functional expertise. Today the workflow is milestone led.
Command and control have given way to facilitation. The employer- employee
relationship in the networked age is a skill contract and the work is largely cerebral.
The benefits resulting due to training prove that it is time for organizations to discard
their parochial view and work towards developing their human assets. The people
factor is the pivot for organizational growth. Aligning organizational vision to the
development of employee is only possible way to become a success story in an
environment which seems to be reverberating with two words: 'perform or perish'.

73
 RESEARCH METHODOLOGY

Research in common language refers to a search for knowledge. Research is a

scientific and systematic search for pertinent information on a specific topic. In
fact, research is an act of scientific investigation. Research methodology is a
systematic way to solve research problems. It may be understood as a science of
studying how research is done scientifically. In it we study the various steps that
are generally adopted by a researcher in studying his research problem. It is
necessary for the researchers to know not only research methods/techniques but
also the methodology. The scope of Research Methodology is wider than that of
research methods.

The research process consists of a series of closely related activities. At times, the first
step determines the nature of the last step to be undertaken. Why a research study has
been undertaken, how the research problem has been defined, in what way and why the
hypothesis has been formulated, what data has been collected and what particular
methods have been adopted and a host of similar other questions are usually answered
when we talk of research methodology concerning a research problem or study.

74
Research methodology:

As marketing research is a systemic and formalized process, it follows a certain

sequence of research action. The marketing process has the following steps:

 Formulating the problems

 Developing objectives of the research
 Designing an effective research plan
 Data collection techniques
 Evaluating the data and preparing a research report

 DATA : Primary data

 Sampling Design: Interview method
 Sample Size: 100
 Sample Area : Dadri
 TYPE OF Study : QUALITATIVE

For my project, I decided on primary data collection method for observing working

of company

SAMPLE SIZE

75
The sample size - 100

The 100 respondents chosen were from different departments and different levels in
the organization. They also were chosen randomly.

The data has been collected from 50 respondent because of the time limitation.

METHODS OF DATA COLLECTION

SECONDARY SOURCES: Secondary data was collected from various sources such
as:

Business magazines

Journals

Textbooks

Internet

Company Bulletin

The details of these sources are mentioned in the bibliography.

PRIMARY DATA: Primary data was collected through a structured, non-disguised

questionnaire. Two questionnaires were designed: one for the trainers and the other for
the trainees.

STATISTICAL METHODS USED FOR ANALYSIS OF DATA

The various methods used for the analysis of the data collected were:

Method of Moving averages

Bar graphs and Pie charts.

76
 LIMITATIONS

The main limitation faced while conducting the research was the availability of the

faculty members at the training institute of NTPC i.e., PMI. It was very difficult to be

able to meet them personally, since most of them were busy with the hectic training

schedule.

 The information collected from the questionnaire may not be accurate, as some of
the personnel’s could have given biased answers depending upon the various
factors.

 Time limit is a major constraint.

 As per the company rules many information was not disclosed.

 Out of 100 respondents only 50 respondent are taken because of time limit.

77
DATA ANALYSIS

78
 DATA ANALYSIS
Q1. Your Organization considers training as a part of organizational strategy. Do you agree
with this statement?

Ans. Parameter no. of respondents %

Strongly agree 05 10

Agree 20 40

Somewhat agree 10 20

Disagree 02 4

Strongly disagree 13 26

TABLE 1
25

20
20
15
14
10 Series1
10
5
6

0
senior staff junior staff new staff based on

requirement

INTERPREATION:-

The given graph shows, the 40% (20) respondent agree on a statement that training is a
vital part of the organization. But 13 strongly were opposite to the statement. But result
shows the training provides the benefits to the organization..

79
Q2. How many training programs will you attend in a year?

Ans. Parameter no. of respondent %

Less than 10 10 20

10-20 30 60

20-40 07 14

More than 40 03 06

TABLE 2
based on senior
staff requirement 12%

20%

junior staff

28%
new
staff

40%

INTERPRETATION:-

The given graph shows the 60% of the employees attend 10-20 training programs in a
year. 20% said less than 10 and 14 % between 20-40 in a year. But the portion in favor
of 10-20 is high so they attend mid of 10-20 programs in a year at JCBL.

80
Q3. To whom the training is given more in your organization?

Ans. Parameter no. of respondent %

Senior staff 06 12

Junior staff 14 28

New staff 20 40

Based on requirement 10 20

TABLE 3

senior

based on
staff requirement
12%

20%

junior
staff
28%

new staff
40%

INTERPRETATION:-

The given graph shows. 40% in the favor that organization provides the training
to new staff to familiar with the working of the organization. And 28% in the
favor of junior staff. So it means the organization provides training to entry level
employees.

81
Q4. What are all the important barriers to Training and Development in your
organization?

Ans. Parameter no. of respondent %

Time 20 40

Money 05 10

Lack of interest by staff 15 30

Non availability of skilled10 20

trainer

25
20
20
15
15
10
10
5
5

education of off job strong hiring efficient

0 training budget
employees trainer
Series1

INTERPRETATION:-

The given bar chart shows, the organization faces problem of time (40%) in training &
development program. Lack of interest (30%) and non availability of skilled trainer
(20%) also an problem for the organization. It reveals the organization willingly wants
to provide the training but staff, time and trainer are the problems

82
Q5. What tactics organization used to remove the barriers in the training program? That
makes success of training program in organization?

Ans. Parameter no. of respondent %

Education of employees 20 40

Off job training 10 20

Strong budget 05 10

Hiring efficient trainer 15 30

TABLE 5

30% education of
40% employees

off job training

10% strong budget

hiring efficient trainer

20%

INTERPRETATION:-

The given pie chart show, the 40% of the favor that organization stress on education of
the employees to increase their interest for training programs. And organization likes to
provide off job training (30%) to remove the problem of time. And less 20% respondents
were in favor that organization prepared strong budget for the efficient implementation
of training program.

83
Q6. What mode of training method is normally used in your organization?

Ans. Parameter no. of respondents %

Job rotation 10 20

External training 18 36

Conference/discussion 15 30

Programmed instruction 07 14

TABLE 6

18
15
10
7
Series1

INTERPRETATION:-

The given graph shows, the maximum (36%) of the respondents in the favor that
organization provides the external training. 20% and 30% in the favor that organization
provides the job rotation and conference/discussion training.

84
Q7. What are the conditions that have to be improved during the training sessions?

Ans. Parameter no. of %

responden
t
Redesign the job 12 24
Remove interference 1 30
5
Reorganize the workplace 0 08
4
Upgrade the information 1 38
9

fond of should
possess
talking to only
technica
l
People Skills

24% 20%

people and soft skills are

more important
44
generalist makes better
personnel manager

INTERPRETATION:-

The given pie chart shows, the organization doing the lots of practices to make
training program more effective. 38% respondent in favor of upgrade the
information while training program implemented in the organization. 30% and
24% respondent in favor to remove the interference and redesign the job to make
training program more effective.

85
 08. What are the skills that the trainer should possess to make the training

more effective?

Ans. Parameter no. of respondent

%
Should possess only technical skills 10 20

People or soft skills are more important 22 44

Generalist makes better personnel manager 06 12

Fond of talking to people 12

fond of should possess

talking to only technical
people skills
24% 20%

and soft skills

are more
important
people
44%
generalist
makes better

24

INTERPRETATION:-

The given pie chart shows the different skills of the trainer that should be
possess. 44% respondent said, the trainer should possess people skills and soft
skills. 24% said fond of talking to people, 20% said should possess only
technical skills and rest 12% said generalist makes better personnel manager.

86
Q09. Do you agree that enough time was provided to learn about the subject
covered in the training program?

Ans. Parameter no. of respondent %

Strongly agree 10 20

Agree 30 60

Undecided 02 04

Disagree 05 10

Strongly disagree 03 06

25

20

15

10

0
strongly agree undecided disagree strongly
agree
disagree

INTERPRETATION:

The given graph shows, big portion of the respondents (40) in the favor that
organization provides the enough time to understand the subject covered in the
training program. But rest 10 against the effort of organization.

87
Q10. Do you think that the training leads to enhancement of your skill?

Ans. Parameter no. of respondents %

Strongly agree 12 24

Agree 26 52

Undecided 02 04

Disagree 08 16

Strongly disagree 02 04

25

20

15

10

0
strongly agree undecided disagree strongly
agree
disagree

INTERPRETATION:-

The given graph shows, 12 and 26 responded in favor that training helps to
increase the skills of the employees. But 2 were undecided. And rest 10
responded were in against. JCBL continuously keep check on the training
program in the organization to enhance the skill of the employees.

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Q11. Do you think that the knowledge and skills gained from the training program
directly apply to your work?

Ans. Parameter no. of respondents

%

Strongly agree 20 40

Agree 22 44

Undecided 02 04

Disagree 04 08

Strongly disagree 02 04

25

20

15

10

0
strongly agree undecided disagree strongly
agree
disagree

INTERPRETATION:-

The given graph shows, huge no. of respondents (20+22) in favor that they apply
the knowledge, skills learned from the training programs to their work. Some
portions of respondent were against of the statement. Here it‟s clear the training
program really beneficial for the organization.

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Q12. Do you think that freedom is given to you to show your skills and knowledge
during training program?

Ans. Parameter no. of respondent %

Strongly agree 10 20

Agree 20 40

Undecided 04 08

Disagree 10 20

Strongly disagree 06 12

25

20

15

10

0
strongly agree undecided disagree strongly
agree
disagree

INTERPRETATION:-

The given bar chart shows, 10 and 20 respondent in favor that organization gives
the freedom to employees to use their own skills in training program. 04 don‟t
want to comment on the statement. But 10 and 06 were against of the statement
that organization not giving the freedom to the employees.

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Q.13 Which method is most effectively used for training at NTPC?

Ans.

Parameter no of respondent %

Coaching 10 20

Apprentice 5 10

Understudy 25 50

Job instructional technique 10 20

INTERPRETATION

The given chart shows, 10 respondents says that most effective method is
coaching, While 5 respondent says apprentice method is most effective.

Out of 50 respondents 25 respondents says that understudy is most effective and

rest 10 respondent prefer job instructional method.

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 FINDINGS

 40% (20) respondent agree on a statement that training is a vital part of the
organization. But 13 strongly were opposite to the statement. But result shows the
training provides the benefits to the organization..

 60% of the employees attend 10-20 training programs in a year. 20% said less than
10 and 14 % between 20-40 in a year. But the portion in favor of 10-20 is high so
they attend mid of 10-20 programs in a year at JCBL.

 40% in the favor that organization provides the training to new staff to
familiar with the working of the organization. And 28% in the favor of junior
staff. So it means the organization provides training to entry level
employees.

 The organization faces problem of time (40%) in training & development

program. Lack of interest (30%) and non availability of skilled trainer (20%)
also an problem for the organization. It reveals the organization willingly
wants to provide the training but staff, time and trainer are the problems

 40% of the favor that organization stress on education of the employees to increase
their interest for training programs. And organization likes to provide off job
training (30%) to remove the problem of time. And less 20% respondents were in
favor that organization prepared strong budget for the efficient implementation of
training program

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 The maximum (36%) of the respondents in the favor that organization provides the
external training. 20% and 30% in the favor that organization provides the job
rotation and conference/discussion training.

 The organization doing the lots of practices to make training program more
effective. 38% respondent in favor of upgrade the information while training
program implemented in the organization. 30% and 24% respondent in favor
to remove the interference and redesign the job to make training program
more effective.

 The different skills of the trainer that should be possess. 44% respondent
said, the trainer should possess people skills and soft skills. 24% said fond of
talking to people, 20% said should possess only technical skills and rest 12%
said generalist makes better personnel manager.

 Huge no. of respondents (20+22) in favor that they apply the knowledge,
skills learned from the training programs to their work. Some portions of
respondent were against of the statement. Here it‟s clear the training
program really beneficial for the organization.

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 CONCLUSIONS

We can arrive at the following conclusions:

 Training needs analysis is done taking into consideration the views of not only the
superiors, but also the trainees themselves. This was confirmed from the responses
of both the trainees and the trainers. The trainees felt good that they were involved
in the analysis of their own needs and also said that the management was very co-
operative and tried to incorporate their views and suggestions to the extent
possible. Thus, as far as this aspect is concerned, the trainees were satisfied with
the procedures followed.

 Both the trainers and the trainees felt that the thrust in future should be on developing
people skills and not only functional skills. They also said that IT would be a focus
area.

 Most of the times trainees were not involved in the training program planning.

 Both the trainees and the trainers were in agreement on the most essential elements that
go into making a training program successful. The final ranking obtained is the
same in both the cases. This only goes to show that NTPC is aware of the needs of
participants and also understand what elements are most important for a trainee.

 For both, clear objective is the most important element that makes a training.

 We can conclude that NTPC’s efforts towards training and development have been
quite successful. The employees are satisfied with the training activities, but they only
feel that they should be involved in the planning of the Training Program. According
to them, their views should be taken on all issues instead of

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 BIBLIOGRAPHY

1. “Personnel Management” by Arun Monappa and Mirza.S.Saiyadain

2. Quality Magazine, January 1998, Training Trends: “Is training the best medicine?”
Source: www.qualitymag.com

3. Quality Magazine, May 1998, Training Trends: “Train, don’t tell”.

Source: www.qualitymag.com

4. Quality Magazine, October 1998, Training Trends: “Every Manager is a mentor”.

Source: www.qualitymag.com

5. Quality Magazine, April 1999, Training Trends: “Supporting self-directed learning”.

Source: www.qualitymag.com

6. Quality Magazine, November 1999, Training Trends: “On the job training-Do it
right!”
Source: www.qualitymag.com

7. “Never Stop Listening, Never Stop Learning, Never Stop Training”, Pramod Batra
and Deepak Mahendru.
8. “HRD through training”, The Economic Times dated 11-2-94.
9. “Training: Mantra of the new millennium”, Sangam Garg, Human Capital, April 2001.

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