100908469 ntpc project report
DESCRIPTION
3456TRANSCRIPT
SUMMER INTERNSHIP REPORT
ON
“GRIEVANCE HANDLING IN HR DEPARTMENT”
At
NTPC
(Northern region head-quarter, Lucknow)
Guided by: SUBMITTED BY:
Mr. Rohit kumar Himanshu Kapoor
(MANGER HR) (1005470036)
PREFACE
Summer projects during the break in studies after the completion of the first year in
postgraduate courses in management, are a regular feature in the curriculum of
UTTAR PRADESH TECHNICAL University (U.P.T.U).
These summer impart training to the students through the assignment of an on line project,
which they have to complete for the organization, while staying with them the whole
period of work.
The projects not only give a chance to the students to apply whatever knowledge they
have gained over in the first year in a practical way, but they also help them get a practical
experience of life as a manager in a real work setting. These projects help the students to
practically apply the concepts of management, like planning, organizing etc, in a real work
setting as well. These projects are also the means of initiating the students to the
discipline of corporate life.
Overall the summer projects are an effective learning experience for the management
students and are very helpful for them in their later lives as management professionals.
In our case the summer project at NTPC, Lucknow has provided us with an
excellent opportunity to learn under some of the top professionals in the field of
Human Resource Management. The project has also provided us with an opportunity to
interact with various people from the field of Human Resource and other fields of
management.
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ACKNOWLDEGEMENT
We have tried my best to fulfil the needs of this project on ' GREIVANCE HANDLING
OF HR DEPARTMENT’ with special reference to NTPC. Those who formally or
informally helped us to develop this project, our heartiest gratitude are for all of them.
Firstly, we intend to express my thanks to DGM(HR) Shri RADHEY MOHAN who
has very kindly permitted us to do this project work at NTPC- lucknow and his
sincere efforts guided us toward the development and completion of the project. We very
truly acknowledge his support; we would also like to express our thanks Mr. Rohit
Kumar, Manager, (HR) that have provided us insights on services provided to the
employees at NTPC.
Secondly we heartily express our gratitude and our Guide Mr. Arnab Mukherji,
Engineer (HR) who’s sincere and concentrated efforts have encouraged us to
complete this project.
We would like to express our thanks to Mr. Sanjay. Shrivastav. (Professosor
B.B.D.N.I.T.M) for their valuable suggestions and help for the preparation of the
summer training project.
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STUDENT DECLARATION
I hereby declare that the work being submitted by me entitled project on “GREIVANCE HANDLING” in fulfillment for the requirement of the reward of the UPTU Lucknow.An authentic record of work carried out by me in the 3rd Sem. of MBA under the guidance of Mr.. Sanjay Shrivastav
(Himanshu kapoor)
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EXECUTIVE SUMMARY
National Thermal Power Corporation Limited (NTPC) is the largest thermal power
generating company of India. A public sector company wholly owned by Government of
India, it was incorporated in the year 1975 to accelerate power development in the
country. Within a span of 30 years, NTPC has emerged as a truly national power
company, with power generating facilities in all the major regions of the country.
THE PROJECT
This project of grievances handling has been designed to measure internal employee
satisfaction and study of grievances procedure
The instrument can be used to measure grievances redressed effectiveness of more than
one department to arrive at comparative ranking, or be used to know the current thinking
of new generation expert towards the grievances. Effectiveness of HR DEPARTMENT.
Too.
FREQUENCY
This survey should be carried out annually.
THE PARTICIPANTS
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The survey was conducted on 35 employees belonging to both the Executive &
Non Executive cadre from grade W-0 to E-8 of, NRHQ .Hr depts.
THE METHODOLOGY
. This project of grievances handling has been designed to measure internal employee
satisfaction and study of grievances procedure
The instrument can be used to measure grievances redressed effectiveness of more than
one department to arrive at comparative ranking, or be used to know the current thinking
of new generation expert towards the grievances. Effectiveness of HR DEPARTMENT.
Too.
The questionnaire include 12 question in order to know the expert view
1. QUALITY
This parameter tells if error free and quality service is provided by the HUMAN
RESOURSE department.
2. PROMPTNESS
This parameter tells us what does different expert have their views and how the
complaints are addressed.
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3. FRIENDLINESS
This parameter measure show the employee has knowledge about grievance
handling procedure.
4. FACILITATION
This parameter tells us how much the employee is aware of procedure.
5. FAIRNESS
This parameter tells us if hr depts. employees treat all employees equally and fairly
6. Expert FEEDBACK
This parameter tells us how expert think about procure and effectiveness.
INDEX
Sr no:
CONTENTS
page
1. Chapter 1
COMPANY PROFILE NORTHERN REGION HEADQUARTERS
0932
2. Chapter 2
40
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HUMAN RESOURCES
3. Chapter 3
GRIEVANCE
Grievance Procedure in NTPC
56
65
4. Chapter 4
OBJECTIVE OF THE PROJECT
Research mythology
Findings
Recommendation
LIMITATION
CONLUSION
76
77
78
79
80
81
5. Chapter 5 Appendix Summary Questionnaire
8386
6. Chapter 6 Bibliography 88
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COMPANY PROFILE
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 utilisation and coal mining. NTPC ranked 341st 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 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.
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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.
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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
organisations and the best PSU for the year 2010, 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.
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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.
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Vision of NTPC
"A world class integrated power major, powering India’s growth, withincreasing global presence"
Mission of NTPC
"Develop and provide reliable power, related products and services atcompetitive prices, integrating multiple energy sources with
innovative and eco – friendly technologies and contribute to society"
Core Values of NTPC
INDEX (BCOMIT)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
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3. Seiko – Stands for Cleanliness
4. Seekers – Stands for Standardization
5. Shinseki – Stands for Discipline
Business Ethics
Customer Focus
Organizational & professional Pride
Mutual Respect and Trust
Innovation and Speed
Total Quality for Excellence
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
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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, behaviour
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 career
Globalization of NTPC Ltd:
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 favouring global market expansion have grown more robust,
The rules intended to promote equally valid social objectives viz. in the
Areas of human rights, labour 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
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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 Labour 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; labour, in whose hands the concrete
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JOINT VENTURE PARTNERS- T0 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
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Company. Diversification is carried out either directly or through
Subsidiaries/JVs.
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%
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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%
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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%
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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%
VAISHALI POWER GENERATING COMPANY LIMITED
This JV was incorporated on with Bihar State Electricity Board, a
State run Electricity Board in the State of Bihar, engaged in
Generation, transmission and distribution of electricity.
OBJECTIVE: To take over Muzaffarpur Thermal Power Station
(2x110MW), a coal based power station at Kanti,
For carrying out restoration, R&M and supplying
Power mainly to the state of Bihar.
PROMOTERS' EQUITY: NTPC: 51-74%, BSEB: 26-49%
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ARAVALI POWER COMPANY PRIVATE LTD
(Joint Venture Agreement was signed on 14.12.2006 among
NTPC Ltd, Indrapastha Power Generation Company Ltd. (IPGCL)
And Haryana Power Generation Company Ltd. (HPGCL).The
Company was incorporated on 21.12.2006.
OBJECTIVE: To set up a coal-based power station of 1500MW
Capacity in Distt. Jhajjar, Haryana, in joint venture
With IPGCL and HPGCL.
PROMOTERS' EQUITY: NTPC-50%, IPGCL-25%, HPGCL-25%
Planned Capacity Addition in 2010-2011
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(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:-
To foster a collaboration style of working with customer, growing to
Be a preferred brand for supply of quality power.
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.
To expand the future customer portfolio through profitable
Diversification into downstream business, inter alia retail distribution
And direct supply.
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To ensure rapid commercial decision making, using customer specific
Information, with adequate concern for the interest of the customer.
Agile corporation:-
To ensure effectiveness in business decision and responsiveness to
Changes in the business environment.
NTPC (National Thermal Power Corporation) is such a name to reckon
Within Indian commitment. This corporation has not only excelled in power
Generation but also proven its expertise in all-conceptualizing,
Commissioning, managing power station & offering specialized consultancy
Services.
“It is the India’s power house” which was established 32 years
Before to defend the power problem of our country and now a day it has
Emerged as a truly national facility in all the major regions of the country.
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
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The following three power stations belonging to other utilities/SEBs and has
Turned around each of them using its corporate abilities.
DIVERSIFICATION
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 ANDLNG 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
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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.
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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 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 "AnushaktiVidhyut 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
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allotted 7 coal blocks to NTPC, including 2
Power Trading: 'NTPC VidyutVyapar 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.
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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.
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
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Coal
1.Indira Gandhi STPP- JV with IPGCL & HPGCL ( 3 x 500)
Haryana 1000
2. Sipat I (3 x 660) Chhattisgarh 19803. Simhadri II Unit - IV( 500) Andhra Pradesh 5004. Vallur I -JV with TNEB ( 2 x 500) Tamilnadu 10005. Vallur Stage-I Phase-II -JV with TNEB ( 1 x 500) Tamilnadu 5006. Bongaigaon(3 x 250) Assam 7507. Mauda ( 2 x 500) Maharashta 10008. Rihand III(2X500) Uttar Pradesh 10009. Vindhyachal-IV (2X500) Madhya Pradesh 100010.
Muzaffarpur Expansion (2x195) – JV with BSEB Bihar 390
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
1. Koldam HEPP ( 4 x 200)Himachal Pradesh
800
2. TapovanVishnugad HEPP (4 x 130) Uttarakhand 5203. Singrauli CW Discharge(Small Hydro) Uttar Pradesh 8Total 14748
CORPORATE OBJECTIVES
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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.
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.
• 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
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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 c
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:
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RIHAND
SINGRAULI
TANDA
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.
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ABOUT SUPER THERMAL POWER PROJECTS
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RIHAND
Address P.O. Rihandnagar-231 223,Dist. Sonebhadra,
Uttar Pradesh
Telephone (STD-05446) - 242020-21
Fax 242115
Approved capacity 2000 MW
Installed Capacity Stage I : 1000 MW
Stage II : 1000 MW
Location Sonebhadra, Uttar Pradesh
Coal Source Amlori Mines & Dudhichua Mines & Amloric
Expansion Mines
Water Source Rihand Reservoir.
Beneficiary States Uttar Pradesh, Uttaranchal, Haryana, Punjab,
Rajasthan, Jammu & Kashmir, Himachal Pradesh,
Delhi and Chandigarh.
Approved Investment Rs. 2387.40Cr (Stage-I).
Rs. 3451.97Cr (Stage-II).
Unit Sizes. 4x 500 MW
Units Commissioned Unit -I 500 MW March 1988
Unit -II 500 MW July 1989
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Unit -III 500 MW January 2005
Unit -IV 500 MW September 2005
International Assistance United Kingdom
SINGRAULI
Address P.O. Shaktinagar-231 222, Dist.
Sonebhadra, Uttar Pradesh
Telephone (STD-05446) - 232441
Fax 232432
Approved capacity 2000MW
Installed Capacity 2000 MW
Location Sonebhadra, Uttar Pradesh
Coal Source Jayant/Bina Mines
Water Source Rihand Reservoir
Beneficiary States Uttar Pradesh, Uttaranchal ,Rajasthan,
Punjab, Haryana, Delhi and Jammu &
Kashmir, Himachal Pradesh,
Chandigarh
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Approved Investment Rs. 1190.69 Crore
Unit Sizes Stage - I: 5x 200 MW
Stage -II: 2x 500 MW
Units Commissioned Unit -I 200 MW February 1982
Unit -II 200 MW November 1982
Unit -III 200 MW March 1983
Unit -IV 200 MW November 1983
Unit -V 200 MW February 1984
Unit -VI 500 MW December 1986
Unit -VII 500 MW November 1987
International
Assistance
IDA
KWF
UNCHAHAR
Address P.O. Unchahar, Dist. Rai Bareilly, Uttar
Pradesh - 229406
Telephone (STD-05311) - 211-2620
Fax 221065
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Approved capacity 1050 MW
Installed Capacity Stage I & II : 840 MW (2 x 210 + 2 x 210
MW) Stage III : 210 MW (1 x 210 MW)
Location Raibareli, Uttar Pradesh
Coal Source North Karanpura.
Water Source SardaSahayak Canal
Beneficiary States Uttar Pradesh, Haryana, Himachal Pradesh,
J&K, Punjab, Rajasthan, Chandigarh, Delhi,
Uttaranchal
Approved Cost Stage I & II : Rs.2337.09 Crores
Stage III : Rs. 938.61 Crores
Unit Sizes 5x210 MW
Units Commissioned Unit I : 210 MW November 1988
Unit II : 210 MW March 1989
Unit III : 210 MW January 1999
Unit IV : 210 MW October 1999
Unit V : 210 MW September 2006
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International Assistance
(Stage II))
ADB
•
Address P.O. Vidyutnagar, Dist.
Ambedkarnagar, Uttar Pradesh
Telephone (STD-05273) - 222098
Fax 222069
Approved capacity 440 MW (4 x 110 MW)
Installed Capacity 440 MW
Location Ambedkar Nagar, U.P.
Coal Source North Karanpura Coal Fields
Water Source Tanda Pump Canal on Saryu River
Beneficiary States Uttar Pradesh
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TANDA
HUMAN RESOURCES
Human resourcesisa term used to describe the individuals who make up the
workforce of an organization, although it is also applied in labour economics to, for
example, business sectors or even whole nations. Human resources is also the name of
the function within an organization charged with the overall responsibility for implementing
strategies and policies relating to the management of individuals (i.e. the human
resources). This function title is often abbreviated to the initials "HR".
Human resources are a relatively modern management term, coined as late as the 1960s.
The origins of the function arose in organizations that introduced 'welfare management'
practices and also in those that adopted the principles of 'scientific management'. From
these terms emerged a largely administrative management activity, coordinating a range of
worker related processes and becoming known, in time, as the 'personnel function'.
Human resources progressively became the more usual name for this function, in the first
instance in the United States as well as multinational or international corporations,
reflecting the adoption of a more quantitative as well as strategic approach to workforce
management, demanded by corporate management to gain a competitive advantage,
utilizing limited skilled and highly skilled workers.
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The advantages of good HR
The most important asset for any organization is their employees. Individually and
collectively they contribute to the achievement of the objectives. When an organization
succeeds it is because of their employees. It is therefore important for an organization to
ensure that their employees are satisfied and they should focus on the individual employee
and his or hers development within an organization.
In order to do this an organization built a strong Human Resource department that
constantly works on ensuring the happiness of the individual employee. The management
should provide employees with all resources necessary to fulfil their assignments, be it
material or immaterial.
When an HR department is working in an optimal manner it helps the company to meet
strategic goals by attracting and maintaining employees as well as managing employees’
needs.
The key functions of our HR department include the following:
• Recruitment of the right candidates at the right time
• Training and development
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• Performance evaluation and management
• Promotions
• Compensation, bonuses etc.
• Career development
• Company events such as theme days, strategy seminars, sport events and the like
• Corporate Social Responsibility
• Satisfaction surveys among employees
• Development of employee friendly policies
- And much more.
The advantage of a strong HR department is employees who are happier, more
trustful, and more prone to stay with the company. Furthermore, a strong HR
department ensures the selection of employees, who will fit into the set of values
and vision.
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HUMAN RESOURCES AT NTPC
'People before PLF (Plant Load Factor)' is the guiding philosophy behind the entire gamut
of HR policies at NTPC. We are strongly committed to the development and growth of all
our employees as individuals and not just as employees. We currently employ
approximately 26,000 people at NTPC.
Competence building, Commitment building, Culture building and Systems building are the
four building blocks on which our HR systems are based.
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Our HR Vision
"To enable our people to be a family of committed world class
professionals."
WHY EMPLOYEES PREFER NTPC?
NTPC, India’s largest power company would do well in a coin-minting machine. Reason:
every employee who completes 25 years of service with the public sector undertaking
(PSU) gets a gold coin. Hundreds of Napkins, past and present, have proudly taken home
those coins over the years. Not surprisingly, the average age of the company’s work force
of 24,500 people is 46 years and isn’t considered a negative. “We are in an industry
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where maturity and experience counts, so it’s a strength”, asserts HR
director SP Singh.
That strength shows in NTPC’S operational performance. It has a power generating
capacity of 34,194 MW. Although this is around 18% of the country’s total capacity, it
accounts for close to 30% of the total power generation. And it has been consistently
profitable. Ntpc’s results for FY10 showed a profit after tax of RS. 8,728 crore, earning it the
‘PSU Excellence Award 2010’ for best financial performance.
Credit for this performance must go to NTPC’S 13000 executives and 11500 non-
executives staff.
“Although we are a PSU, we work like a private company are result -oriented, “says
Pramathesh Purkayastsha, additional GM (corporate planning). The reason employees are
so driven, adds Manoj Dubey, DGM, Business excellence is because of the conducive
environment that the company y has created for them to excel.
That conduciveness begins with pay. With an annual salary of RS. 10 -12 LAKHS, entry –
level executives are paid far more than in private power companies. Though private players
have the edge at senior levels, the pay is still decent; for instance, a general manager’s
salary is around RS 30 LAKH.
But it’s not just about pay, says chief Singh.” It is about satisfying the needs of every
employee and we are very sensitive to those needs.”NTPC employees are housed in
townships equipped with hospitals, schools, parks, clubs and recreation facilities plus they
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enjoy a plethora of family-welfare initiatives, including free Medicare and cheap loans.
“Our people practices have been designed to cater to the needs of
employees, help them develop be as individuals as well as
professionals”,
Says NTPC CMD Arup Roy Chaudhury. Job satisfaction levels are high. “I turned down an
opportunity to work in the US. I am very happy here “says SVR Subarao, junior officer in
the IT dept. Today, NTPC is the first choice among PSUs for the job seekers. Every year
over 1 lack candidates appear for an all India test to fill around 500 entry-level positions in
the company. That how a desirable job at NTPC says Prem Chand, SR. manger HR. With
the power sector being opened up to private players the management is keenly aware of
the importance of staying competitive. Every employee has to undergo at least 7 days of
training annually “explains Pranav Kumar Sinha, additional GM, HR.
Much of the training takes place at NTPC’S Power Management Institute(PMI) In
Noida ,which provides technical and management training to middle and senior-level
personnel. The PSU has also tried up with institutes like IIT Delhi, BITS-PILANI and MDI
(Gurgaon) for executive education programmes. “NTPC pays the entire course fee and the
executive continues to draw a full salary during the course, “says AK Bhatnagar, GM, HR
and corporate communication.
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SERVICES PROVIDED BY HR DEPARTMENT AT NTPC
NTPC subscribes to the belief that efficiency, effectiveness and success of the
Organisation depends largely on the skills, abilities and commitment of the
Employees who constitute the most important asset of the organisation.
NTPC is therefore resolved to provide a framework of policies which
Will enable the Organisation to attract the right talent for the jobs and make
It available at the right time and in right number with the ultimate objective of
Ensuring optimum and effective utilisation of the human resources in a climate
Of satisfaction, development and growth.
1. LEGAL MATTERS
DISCIPLINE AND INDISCIPLINE
1.1 Discipline means orderly behavior. It means voluntary and willing compliance of
rules and regulations and instructions and also development of right habits of conduct in
work with others at the work-place.
2. RECRUITMENT
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We believe in the philosophy of 'Grow your own timber'. Our 'Executive Trainee' scheme
Was introduced in 1977 with the objective of raising a cadre of home grown professionals.
First Division Graduate Engineers/ Post graduates are hired through nation-wide open
Competitive examinations and campus recruitments. Hiring is followed by 52 weeks of
In pursuance of the above objectives and consistent with the Company's social and
national obligations, NTPC hereby makes the following policy statement to
be called NTPC RECRUITMENT POLICY AND PROCEDURES to govern, regulate
and generally facilitate recruitment of personnel in the Projects, Offices and
Establishments of the Company.
3. EMPLOYEE BENEFIT
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Quality of Work-Life
NTPC is proud of its systems for providing a good quality of work-life for its employees.
In addition to providing beautiful and safe work places, NTPC encourages a culture of
Mutual respect and trust amongst peers, superiors and subordinates.
Away from hectic city life, NTPC townships provide an environment of serenity,
Natural beauty and close community living. Numerous welfare and recreation facilities
Knowledge Management in NTPC
To meet our ultimate objective of becoming a learning organisation, an integrated
Knowledge Management System has been developed, which facilitates tacit knowledge
in the form of learning and experiences of employees to be captured and summarized
For future reference.
Seeking Feedback
We actively seek and encourage employee feedback to ensure that our HR interventions
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And practices remain relevant and meaningful. We regularly conduct Employee Satisfaction
And Organisational Climate Surveys.
Awards........
We derive immense satisfaction from the awards we receive and the resulting recognition
They bestow. The awards are key indicators and milestones on our HR journey, and reinforce
Our HR philosophy and practices. NTPC has been awarded No.1, Best Workplace in India
among large organisations for the year 2008, by the Great Places to Work Institute,
India Chapter in collaboration with The Economic Times.
Allowances
A) DEARNESS ALLOWANCE
(For Executives, Supervisors & Workmen)
The DA payable would be governed as per the following provisions:
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(a) Dearness Allowance would be revised on 1st April, 1st July, 1st October and
1st January
of each year based on the percentage increase in the quarterly average of the
AICPI for the Quarters ending February, May, August and November respectively
over AICPI 1708.(Basic 1960=100)
(b) There shall be 100% neutralisation of DA for all employees.
(c) DA shall be payable on Basic pay and special pay, if any.
B) HOUSE RENT ALLOWANCE
SCOPE
House Rent Allowance is payable to the eligible employees who are not
pro- vided with the residential accommodation by the Company at the places
where the Company has its Projects/Units/Offices etc.
SAFETY COMMITTEE
Objective
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The objective of the Safety Committee would be to create safety consciousness
among employees and suggest ways and measure to the management for creating
Safe working conditions and a safe working culture.
Constitution
The constitution of the Safety Committee would be as follows:
1. Dy. General Manager – Chairman
2. Manager/Dy. Manager from Erection/Operation
3. Safety Officer – Secretary
4. Officer(HR-Welfare)
5. One Executive from Civil Construction Department
6. Senior-most employee in the Supervisory category from Mechanical Erection.
7. Senior-most employee in the Supervisory category from Electrical Erection.
8. Senior-most employee in the Workman category from Mechanical Erection.
9. Senior-most employee in the Workman category from Electrical Erection.
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Meetings
The Committee will meet once in three months or at such frequent intervals as felt
Necessary. The Safety Officer, who would work as the Member Secretary, will do
necessary follow-up for the implementation of conclusions reached at in these meeting
TOWNSHIP ADVISORY COMMITTEE
Objective
The objective of the Township Advisory Committee would be to advise the management
in the administration of matters relating to municipal affairs and township maintenance
and to make suggestions for the provision of township facilities, horticulture
And environment, etc.
5. TRAINING AND DEVELOPMENT
NTPC as a company subscribes to the philosophy of generating growth from within,
and in pursuance thereof, endeavours to achieve synchronisation of the organisations
With the aspiration for growth and development of the individual employees.
Objectives
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1.1 The Annual Assessment System for Supervisory &Workman Categories
Seeks to meet the following objectives.
1.2Promotion: To form an important basis for promotion along with seniority.
1.2 Training and Development : To understand the gaps in knowledge and skills with
reference to the present assignment of an employee and with reference to his future
Development; and fill the same by planned guidance and training.
Coverage
There will be different formats for assessment as per the following broad categories:
I)Supervisory
ii) Secretarial & Office Personnel
iii) Workmen
iv) Workman : Unskilled Personnel
Assessment
The assessment will be annual and cover performance during the financial year.
The annual assessment form provides for evaluation on certain attributes and abilities on
A3 point scale 'Outstanding' 'Satisfactory' and Unsatisfactory'. Periodic performance
records and critical incidents maintained by persons reporting, with respect to each
Employee will form the basis, which will aid in filling the annual assessment. This,
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It is hoped, will contribute towards making the appraisal objective.
System of Mentoring in NTPC
Introduction:
1.1. NTPC has over a period of time created an excellent performance culture in
The organization.
1.3 Executives play a very important role in creating performance culture.
Organization needs to continue to harness this role of executives for meeting
The challenges in future.
1.4 For this purpose, a system of building commitment from the day of induction
Of executives in the organization is considered essential.
1.5 A system of mentoring the newly inducted executives is one of the useful
methods employed by good organizations for bringing performance orientation
GRIEVANCE
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Grievance is any discontent or dissatisfaction that affects organizational performance.
As such it can be stated or unvoiced, written or oral, legitimate or ridiculous.
If the dissatisfaction of employees’ goes unattended or the conditions causing it are not
corrected
, the irritation is likely to increase and lead to unfavourable attitude towards the management
and
Unhealthy relations in the organization.
The formal mechanism for dealing with such worker’s dissatisfaction is called grievance
. All companies whether unionized or not should have established and known grievance
methods
Of processing grievances. The primary value of grievance procedure is that it can assist in
minimizing discontent and dissatisfaction that may have adverse effects upon co-operation
And Productivity. A grievance procedure is necessary in large organization which has
numerous personnel and many levels with the result that the manager is unable to keep a
check on
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\Individual, or be involved in every aspect of working of the small organization.
The usual steps in grievance procedure are
1. Conference among the aggrieved employee, the supervisor, and the union steward.
2. Conference between middle management and middle union leadership.
3. Conference between top management and top union leadership
4. . Arbitration.
There may be variations in the procedures followed for resolving employee grievances
. Variations may result from such factors as organizational or decision-making structures or size
of the
Plant or company. Large organizations do tend to have formal grievance procedures involving
Succession of steps.
Causes for Grievance
Grievance may arise due to the following reasons :
1. Grievance arising out of working condition:
Poor physical work of work place.
Very tight production standards.
Non – availability of proper tools and machines.
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Unplanned changes in schedules and procedures
Failure to maintain proper discipline.
Mismatch of the worker with the job.
Poor relationship with the supervisor.
2. Grievance arising from Management policy:
Wages rate and method of wage payment.
Overtime and incentive schemes.
Seniority.
Transfers.
Promotion, demotion and discharge.
Lack of opportunities for career growth.
Penalties imposed for misconduct.
Leave.
Hostility towards trade unions.
3. Grievance arising from Alleged Violation of:
The collective bargaining agreement.
Company rules and regulations.
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Past practice.
Central or State Laws.
Responsibility of management.
4. Grievance arising out of Personal Maladjustment.
Over-ambition.
Excessive self –esteem.
Impractical attitude to life.
EMPLOYEE GRIEVANCE
Every employee has certain expectations, which he thinks must be fulfilled by the
organization he is working for. When the organization fails to do this, he develops a feeling
of discontent or dissatisfaction. When an employee feels that something is unfair in the
organization, he is said to have a grievance.
According to Julius,
a grievance is “any discontent or dissatisfaction, whether expressed or not, whether
valid or not, arising out of anything connected with the company which an employee
thinks, believes or, even feels to be unfair, unjust or inequitable.”
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The best approach towards grievance is to anticipate them and take steps to tackle
them before the grievances assume dangerous proportions. Any ordinary manager
redresses grievances as and when they arise. An excellent manager anticipates and
prevents them. Managers can know and understand grievance with the help of the
following methods:
1. Exit Interview. An interview of every employee who quits the organization can
reveal employee grievances. Most of the employees quit the company due to some
dissatisfaction. Great amount of care and empathy is necessary for a successful
exist interview.
2. Opinion Surveys. A survey may be conducted to elicit the opinion of employees
regarding the organisation and its management. Group meetings, periodical
interviews with workers and collective bargaining sessions are also helpful in
knowing employee discontent before it becomes a grievance.
3. Gripe Boxes. In these boxes employees can drop their anonymous complaints.
There are different from the suggestions boxes in which
Employees drop their suggestion with their names written on them.
4. Open Door Policy. It implies a general invitation to the employees to informally
drop in the manager’s room any time and talk over their grievances. This policy is
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useful in keeping touch with employee’s feelings. But it suffers from the following
limitations:
(a) This policy is workable only in very small organizations. In big organizations, top
managers do not have the time to meet the large numbers of employees daily.
(b) Under this policy the front line superior is bypassed. He should first of all know the
grievance of his subordinate.
(c) This policy does not permit the top management to assess a superior’s skill in
handling grievance.
(d) Top management is not familiar with the work situation in which the grievance
developed. It cannot, therefore, correctly evaluate the information provided by the
aggrieved employee.
(e) Lower level employees hesitate to enter the room of a top manager and speak
freely
In large organization, management by, walking around might be preferable to open
door policy. In this system the managers walks through the employees, observes them
and if necessary listen to their problems.
Grievance Redressed Procedure
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Every organization requires a permanent procedure for handling employee grievance.
Grievance handling procedure is a formal process of settling grievance and it usually
consists of a number of steps arranged in a hierarchy. The number of these steps may
vary with size of the organization. In small organizations, grievance procedure may consist
of only two steps while in big organizations there may be five or six steps.
As shown in the figure, the front line supervisor is given the first opportunity to handle
grievances. If the company is unionized, a representative of the trade union also joins the
supervisor in handling the grievance. This step is essential for preserving the supervisor’s
authority. But all grievances cannot be settled here because they may be beyond the
authority and competence of the supervisor. In the second step, the human resource
officer or some middle level executive along with a high level union officer attempt to tackle
the grievance. In the third step, the top management and top union leader sit together to
settle grievances involving companywide issues. If the grievance remains unsettled it is
referred to an outside arbitrator for redressed.
Advantage of a Grievance Procedure
Grievances are natural in any organization. These should be solved as early as possible;
otherwise they can create serious problems for the organizations, the industry and society.
A systematic procedure should, therefore, be developed to settle all grievances. Such a
procedure provides the following benefits:
It brings grievances into the open so that management can know them and take
necessary action to settle them.
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It helps in preventing grievances from assuming dangerous proportion.
Management can solve a grievance before it becomes a dispute. It is an orderly and
expeditious means for redressed of grievances.
It enables the management to know the attitudes and feelings of employee
concerning the policies, rules and practices of the organization.
It provides the workers a formal opportunity for expressing their fears, anxiety and
dissatisfaction.
Such release of emotions helps to improve the morale and productivity of
employees.
It helps to maintain cordial relations in the industry. It brings uniformity in the
handling of grievances.
It also stimulates confidence in employees and builds a sense of security among
them.
It enables both the parties to settle the grievances to their mutual satisfaction.
It serves as a check upon arbitrary and biased action on the part of management.
Managers know that their actions can be reviewed and challenged and, therefore,
become more careful.
PROCEDURE OF REDRESSAL OF GRIEVANCE
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Arbitration
Grievance Procedure in NTPC
1.0 INTRODUCTION:
Employees grievances and complaints which are primarily manifestation of their
Dissatisfaction against their working conditions, managerial decisions etc. if not promptly
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Top Management Top Union Leaders
Middle Management Middle level Union Leaders
Front-Line Supervisors Union Representative
Aggrieved Employee
Attended to, are bound to explode. NTPC management believes in the philosophy of an
Open door policy in the matter of redressed of grievances, be it collective or individual and
An aggrieved employee is welcome to meet his departmental head or the concerned HR
Officer (including the Head of HR Department) and discuss his grievances. Nevertheless,
In view of the ever growing size of the industrial organisations and the accompanying
Complexities and problems the need of formal grievance machinery cannot be
underestimated.
Accordingly the following time-bound grievance procedure is laid down for nonexecutives.
2.0 OBJECTIVE:
The objectives of the grievance procedure will be: -
2.1 To settle grievances of the employees in shortest possible time;
2.2 At lowest possible level of authority; and
2.3 To provide for various stages so that the aggrieved employees derive satisfaction of
Seeking redressed, if required, even from the highest level of the authority.
3.0 SCOPE:
The matters coming under the scope of this grievance procedure which can be invoked by
Aggrieved employee is those relating to: -
- Wage Payment
- Increment
- Recovery of dues
- Working conditions
- Leave
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- Allotment of quarters
- Medical facilities
- Seniority
- Transfer
- Promotion
- Like issues
The matters relating to collective dispute/bargaining such as wages and allowances,
Bonus, hours of work and other benefits and also cases relating to disciplinary matters will
Be outside the purview of this grievance procedure.
4.0 PROCEDURE:
There will be a three tier grievance procedure with further provision of appeal, as detailed
Below:
4.1 Stage I
4.1.1 An aggrieved employee may in the first instance meet his immediate superior officer
and
Present the grievance orally to him.
4.1.2 In case he is not satisfied, he can present his grievance in the prescribed form
(Form-I) to
The concerned HR Officer within 15 days from the date on which the act of grievance or
Complaint arose or came to his notice.
4.1.3 The concerned HR Officer after making necessary enquiries will give reply to the
Aggrieved employee within a time of 10 days.
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4.2 Stage-II
4.2.1 In the case the employee is not satisfied with the decision communicated to him at
Stage-I or fails to receive a reply within stipulated period, he/she may submit his
Grievance in the prescribed form (Form-II) within a period of 15 days to the Head of
Department for the latter's consideration.
4.2.2 The aggrieved employee who has filed a Stage-II grievance may be allowed to
present
His/her case in person, if he/she so desires at this stage.
4.2.3 The aggrieved employee will be replied to within three weeks of the receipt of his
Grievance at Stage-II.
4.3 Stage-III
4.3.1 At this stage, the grievance will be looked into by a Grievance Committee, to be
constituted
By the respective General Managers for the projects/units and by General Manager (HR)
For Corporate Centre, consisting of the following:
An executive not below the rank of Chairman
Sr. Manager or Manager, in case the
Former is not readily available.
An executive of Finance & Member
Accounts Department not below the rank
Of Accounts Officer.
An executive of Personnel Secretary
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Department not below the rank
Of Sr. HR Officer
4.3.2 If the employee is not satisfied or fails to receive a reply within stipulated period at
Stage-
II, he may present his grievance for consideration at Stage-Ill in the prescribed form
(Form-Ill) within a period of one month. The employee concerned may be heard in person,
By the Grievance Committee, if it so likes. He may be allowed to be assisted by a co-
worker
Before the Committee, if he so desires.
4.3.3 The Committee will meet at regular fixed intervals to deliberate upon all such
grievances
As are addressed to it. During the course of examination the Committee will be assisted, if
Required, by concerned employee to present facts/records pertaining to the grievance. In
The event of difference of opinion among the members of the Grievance Committee, the
Views of the members along with relevant papers will be placed before General Manager
By the Secretary, Grievance Committee for a final decision.
4.3.4 The decision of the Grievance Committee will be communicated to the aggrieved
Employee within 30 days from the date of receipt of the grievance at Stage-III
4.3.5 The Grievance Committee recommendations should be implemented by the
Management.
In case of major issues like non-allotment of quarters, grievances arising out of no
promotion
Etc. a higher time limit of one month from the date of occurrence of the cause
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Of grievance will be allowed and the aggrieved employee will also be allowed to take up
The matter at Stage-III directly.
4.4 Appeal
4.4.1 In case the employee still remains dissatisfied even after Stage-Ill, he may appeal to
The General Manager of the Division within a period of 10 days from the date of receipt
Of the decision from the Grievance Committee. After the examination and
Consideration, the decision of the General Manager will be communicated to the
Aggrieved employee within a month of the receipt of his appeal.
5.0 GENERAL:
It would be the endeavour of the Management to ensure speedy implementation of the
Decision of the Grievance Committee and the General Manager of the Division, as the
Case may be
.
GRIEVANCE PROCEDURE (FOR EXECUTIVES)
1.0 INTRODUCTION:
Employees grievances and complaints which are primarily manifestation of their
Dissatisfaction against their working conditions, managerial decisions etc. if not promptly
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Attended to, are bound to explode. NTPC management believes in the philosophy of an
Open door policy in the matter of redressal of grievances and an aggrieved employee is
Welcome to meet his departmental head or the concerned HR Officer (including the Head
Of HR Department) and discuss his grievances. Nevertheless, in view of the ever
Growing size of the industrial organizations and the accompanying complexities and
Problems the need of a formal grievance machinery cannot be under estimated.
Accordingly, a time-bound grievance procedure for all non-executive employees was
Introduced by the Company in June, 1980. The need of a formal grievance procedure for
Executives has been felt since some time in the past by the Company and the same was
Under consideration. Keeping in view of this need and also the guidelines received from
The Govt. of India, NTPC has laid down a formal time-bound grievance procedure for
Redressal of the grievances of executives
.
2.0 OBJECTIVES:
The objectives of the grievances procedure will be:
2.1 To settle grievances of the employees in shortest possible time;
2.2 At lowest possible level of authority; and
2.3 To provide for various stages so that the aggrieved employees derive satisfaction of
Speaking redressed, if required, even from the highest level of the authority.
3.0 SCOPE AND COVERAGE:
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The procedure will cover all executives of the Company up to the level of DGMs.
Executives in higher levels may take up their grievances, if any, with their reporting officer.
Grievance for the purpose of this procedure would only mean individual grievance and the
Matters under the scope of this procedure, which can be invoked by an aggrieved
executive
Shall be those relating to the following:'
- Salary payment
NB: The above procedure was approved by the Management Committee in their meeting
Held on 19.6.1986 and came into force i.e. of 1.8.1986.
- Recoveries of dues etc.
- Increment
- Working conditions
- Leave
- Allotment of quarters
- Medical facilities
- Non-extension of benefits under rules
- Transfer
- Promotion
- Like issues
The grievance arising out of the following shall not be come under the purview
Of the grievance procedure:
- Terms of appointment settled prior to joining
- Annual performance appraisal
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- Matters relating to disciplinary enquiry, action and vigilance cases
- Where the grievance does not relate to an individual executive
4.0 PROCEDURE:
The individual grievance of the executive shall be dealt with as per the procedure laid
Down below:
4.1 Stage-I
4.1.1 The aggrieved executive shall take up his grievance orally with his immediate
Superior (not below the rank of Deputy Manager) who will give a personal
Hearing and try to resolve the grievance at his level within seven days.
For this purpose every project GM and Head of Region/Officers shall nominate
And notify a list of Executives in different departments who will hear oral
Grievances. Wherever necessary, the nominated officer will consult his Head of
The Dep’t. And/or such other Department(s) before communicating back with
The aggrieved executive.
4.1.2 In case the executive is not satisfied he can submit his grievance in writing in Form-I
within
15 days from the date on which the act of grievance arose or came to his notice to the
Head of Dep’t. Concerned.
4.1.3 The Head of Department concerned will record his comments on the grievance form
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Within 7 days after making necessary enquiries/obtain necessary guidelines from other
Departments, if any, as required.
4.2 Stage-II
4.2.1 In case the executive is not satisfied with the decision communicated to him at
Stage-I or
If he fails to receive the reply within stipulated period, he may submit his grievance in the
Prescribed form (Form-II) within a period of 15 days to a Staff Council in the
Project/regional offices/Corporate Centre. The staff council will be constituted by the ED
Concerned for project and regional offices and Director (P) for Corporate Centre by the
Designation of the Member. The Council will consist of the following:
a. At Projects/Region:
- GM/Head of the Project or Office
- The concerned HOD of the aggrieved executive
- Chief Finance Manager or the Head of the Finance in the
Project/Office
- CPM or Head of HR in the Project/Office (Member Secy.)
B. At Corporate Centre:
- Executive Director (any one from the Corporate Headquarter)
- Head of Department concerned
- Financial Controller
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- GM (HR)/DGM (HR) - Member Secy.
The Council thus constituted the staff council shall continue to function so long as no
Further changes are required in its constitution.3
The Council will examine the details of the grievance and may also discuss with the
Aggrieved employee, if felt necessary. The Staff Council shall give its reply to the
aggrieved
Executive within 30 days from the date of receipt of the grievance. However, wherever felt
Necessary by the Staff Council, it may make a recommendation for a final decision of
Director (HR), who will convey his decision within 30 days from the receipt of grievance
From the Grievance Committee. The decision of the D (HR) shall be final subject to the
Provisions: contained in paragraph below:
The executives of the levels of Head of the Department & DGM's may take up their
Grievances verbally with their immediate superior officials (it could be a DGM or GM) to get
Their grievances resolved within the stipulated 7 days, failing which they can communicate
The same in writing to the said superior official in Form-I. The superior official shall reply
to
The individual within 7 days after ascertaining the requisite information from all the Depts.
Concerned
Wherever the executives of the level of HOD/DGM's do not receive reply within the
Stipulated period or are not satisfied with the reply so received, they may choose to
Submit their grievances in Form-II to the Staff Council. In such an eventuality, the
GM/Head of the Project/Office will have a dual role to perform in addition to being the
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Head of the Department of the aggrieved executive.3
4.3 Stage-Ill
4.3.1 In exceptional cases, the aggrieved executive who is not satisfied with the decision
will
Have an option to appeal to CMD. The CMD will take a decision and communicate the
Same within 30 days from the receipt of the appeal and
5.0 GENERAL CONDITIONS:
5.1 The executive shall bring up his grievance immediately and in any case within a period of
Three months of its recurrence.
5.2 If the grievance arises out of an order given by the Management, the said order shall be
Complied with before the executive concerned invokes the procedure laid down for
Redressal of his grievance.
AUTHORITY:
1. Corporate Personnel Circular No. 54/80 Dt. 19.6.1980
2. Corporate Personnel Circular No. 191/86 DT 30.7.1986
3. Corporate Personnel Circular No.197/87 Dt.20.1.1987
OBJECTIVE OF THE PROJECT
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To Study the Grievance Procedure of N.T.P.C
To thinking Know The Thinking of Experts Regarding the Procedure OF Grievance
Handling
To know What are the changes needed in grievance Procedure of ntpc
To also know what are draw back in grievance Procedure of ntpc
To know what are the other adjudication machinery available to you for redressed of
grievance?
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
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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 UNIT: 35
SAMPLE UNIVERSE : Lucknow
TYPE OF Study : QUALITATIVE
For my project, I decided on primary data collection method for observing working of
company
Findings
After studying the views of HR personnel I came to know that:
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1) That procedure of grievance should be changed in accordance with current
status of grievance in organisation
2) To increased the scope of grievance schedule
3) To take grievance in a positive way in order to improve the status of
grievance in NTPC
Recommendation
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ONLINE PRODURE FOR THE SUBMISSION OF GREVIANCE
THROUGH SAP
DAYS DURATION IN REPLY SHOULD BE REDUCE
STAGES SHOULD BE REMOVED
A GRVIANCE COMMTEE SHOULD NOT CONTAIN THE MEMBER
OF SAME CENTER
QUICK & SUPPORTIVE NATURE OF THE COMMITTEE MEMBER
Limitation
No Questionnaire was allowed
Since expert was of hr. Depts. Biasness may be there.
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Only HR. Dept .was considered but grievances can be of any other dep’t. also
Lack of knowledge
Scope of grievances should be increased
There should implementation of the changes in the grievances procedure
Conclusion
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NTPC, the largest power Company in India, was setup in 1975 to accelerate power
development in the country. It is among the world’s largest and most efficient power
generation companies. In Forbes list of World’s 2000 Largest Companies for the year
2007, NTPC occupies 411th place.
So it had to work hard in order to maintain its position in the world and more over any lack
or mistake may give chance to private firms such as reliance torrent Tata in order to gain
their market in India
Grievances may be taken as a positive as well as negative work but in
order to improve the company should take Most interviewees believed that, in recent
years, companies had become more focused on processes that seek to establish a better
understanding of local contexts, risks, impacts and development opportunities (such as
socio-economic and political risk analysis and community engagement and development).
Most interviewees also believed that companies were fundamentally better at responding
to community concerns than they were five years ago. That said, while companies involved
in the study may have processes in place to identify and address social and community
relations issues pre-emptively, only a few have
Procedures for dealing with grievances that were not foreseen or predicted through these
processes.
Overall, it was difficult to get clarity about exactly how grievance handling is related to
concepts like sustainable development. A few interviewees argued that this was due in part
to the industry’s tendency to present sustainable development in largely positive terms that
focus on opportunity and benefit, rather than social harm.
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Overall, there was a strong view that the current approach to grievance handling was
determined much more by site-level relationships than by any coordinated corporate-level
strategy. There was wide-spread agreement among interviewees on the relationship
between grievance handling and community relations. Responsible grievance handling
was considered absolutely integral to the suite of activities that aim to build and maintain
relationships with local and affected peoples and other stakeholders.
None of the companies involved in the research had a centralised mechanism at
the corporate level for handling community grievances, other than „whistleblower‟ hotlines
for employees that were known by, or open to, other stakeholders, to varying degrees.
Such hotlines were usually, but not always, outsourced to an external provider to manage
the resolution process. Otherwise, the dominant trend was devolution of responsibility for
handling community grievances to the asset, operation or business unit
Summary
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According to the views of expert we came into conclusion that grievance procedure of
NTPC was made a long time ago and it has to be changed or renovated with a prod of the
time and new things in grievances procedure should be added so that scope of grievances
should have inhered .resulted in more satisfied employee and better quality of work .being
a maharaja company .the world 10 biggest thermal generation company .should take a
grievances as positive point in order to improve it working. Currently, the industry’s
dominant approach is to devolve responsibility for grievance handling to operations or
projects (rather than immediately elevating to the corporate level or an external party).
Corporate offices rarely have direct responsibility for community grievance handling, other
than in the case of escalated disputes, and are largely responsible for: setting the policy
agenda; supporting operations in their implementation; and, providing assurance back to
the corporate entity that compliance is being achieved.
Sites with formalised procedures said they were of great
assistance when community relations sought to involve or hold other departments to
account for responsible grievance handling. At the operational level, it is community
relations practitioners who usually have front-line and face-to-face contact with aggrieved
parties to understand their perspectives, concerns and issues. From there, it is (more often
than not), community relations practitioners who work to resolve issues and, in the case of
more complex issues, involve other departments and functions in seeking resolution.
Interviewees indicated that many community relations practitioners still struggle to involve
other departments in discussions
“Certainly the issue [of grievance handling] has popped up on the radar screen in the last
2-3 years and is the „issue du jour‟ right now … In CSR things typically build from one
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level to the next. The field keeps getting moved further and further down the road. So as
things become the norm in the industry, you push deeper … I don’t see this focus [on
grievance mechanisms] going away.”
Some interviewees gave a caution on the trend towards formalisation, arguing that it may
inadvertently decrease space for innovative local solutions and dialogue, which is essential
to effective „on the ground‟ grievance handling. In this emerging area, a balance needs to
be struck between formalisation (through set procedures and certain minimum
requirements) on the one hand, and flexibility and adaptability in finding some form of
resolution on the other
Questions that guided the research were as follows:
How does the industry currently think about community grievances?
What requirements are in place at the corporate-level in relation to grievance handling and to what extent are they implemented?
What are the key grievance pathways within PSU companies?
In what ways is the industry focused on change in this area?
What organisational barriers and enabling factors exist for responsible grievance handling by PSU companies?
Interviewees used a range of descriptors to refer to unresolved matters between the
community and the company including: feedback, concern, complaint, grievance, dispute,
issue and conflict. There was variation in the use of these terms. Some had specific
definitions and preferences:
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“Typically you differentiate between a complaint (a less severe dispute) and a
grievance (a more severe dispute) and then a conflict (the most severe).”
“We use dispute, grievances, and complaints - whatever. We get them all and are
happy with whatever.”
“We try not to use the words „dispute‟ and „conflict‟ in our [corporate]
communication. We talk about issues management rather than conflict resolution.
There is no sinister reason for why that is. Conflict is to a more opposing party; with
the connotation of aggression.”
“I think language precedes action and precedes performance and we
are getting to that point now. We are starting to have conversations that I would have
been very surprised to see the industry having even 12 months ago.”
Questionnaire
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Q1. What do you know about grievance procedure of n.t.p.c?
Q2. What do you think about grievance procedure effectiveness?
Q3. Grievance handling is the problem related to H.R dep’t. But not a
responsibility org.?
Q4. How does the industry currently think about Org. grievances?
Q 5. What does .you think about community-related grievances, dispute and
conflict?
Q6. What does .you think of a company’s approach to handling community
grievances?
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Q7. What requirements are in place at the corporate-level in relation to
grievance handling and to what extent are they implemented?
Q8. What are the key grievance handling pathways within N.T.P.C?
Q9. In what ways is the N.T.P.C industry focused on change?
Q10. What organisational barriers and enabling factors exist for responsible
grievance handling by N.T.P.C Company?
Q11. Is there a positive and friendly approach during grievance handling?
Q12. What is various adjudication machinery available to you for redressed of
grievance?
BIBLIOGRAPHY
Journals
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NTPC magazines
NTPC Employee handbook
www.ntpc.co.in
Intranet site of NTPC
HR compendium (NTPC)
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