amber ish
TRANSCRIPT
A MAHARATNA COMPANY
PROJECT REPORTON
CORPORATE SOCIAL RESPONSIBILITYAT
NTPC LTD.TANDA THERMAL POWER STATION
Under the Guidance of Manager
Mr. PANKAJ CHOUDHARY
Submitted By
Amberish Kumar Tiwari
MBA (HR)
Lal Bhadur Shastri Institute of Management & Development Studies
LUCKNOW
A MAHARATNA COMPANY
ABSTRACT
Corporate Social Responsibility (CSR) has been attracting attention recently by the
corporate world worldwide. The corporations discharge their CSR through social
development in various ways in varying degree. However the practice of CSR has also
attracted controversy and criticism. There are two opposing arguments namely (i) the
corporations profit in manifold ways by spending on CSR projects; and (ii) CSR is
criticized and opposed in that it makes the corporations deviate from their primary
economic roles in doing business. This debate and criticism revolve around the basic
objective of the firm. Modern scholars have proposed many different objectives for
firms which again are also abound with raging controversy and criticism. This paper
attempts to identify the primary objective of a firm from the primary objective of an
economy and synthesizes the hitherto different objectives with CSR to get a holistic
view. This will not only put the controversy regarding the objectives of the firm to rest
but also has interesting implications for the recent corporate social responsibility of
business, environmental concerns, and questions the need for a separate theory of
public firm as well.
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PREFACE
A debt of gratitude is owed to the employee of CSR department of NTPC who provided invaluable advice and input to prepare this report.
In this project I have tried to analyze the policies and practices adopted by the NTPC, Tanda for fulfilling the requirements of the corporate Social Responsibility and have suggested that in which areas of CSR NTPC needs to work.
Corporate social responsibility (CSR) as both practice and theory spans a wide variety of issues, depending on what entities are perceived as being stakeholders. One organization may address CSR solely by providing day care facilities for working mothers, while the business down the street has an institutionalized CSR program designed to meet at least some of the most pressing business-related needs of shareholders, suppliers, customers, employees, the environment, and local community groups. Of particular contemporary interest are corporations whose global reach extends from well-heeled shareholders to local settlements in the Third World. The goal is to find the "fitting response" to business responsibility dilemmas through ongoing cultural learning and awareness of the many potential impacts of business decisions on a variety of stakeholders. Businesspersons should "co-create responsibility not by drowning out other sources of light with their own, but by reading wisely, adding their illumination to the wisdom of the community"
As well, firms that choose to implement a corporate social responsibility approach should note that this will involve a dynamic learning process, for which this guide is merely one source of information and assistance. Corporate social responsibility is a moving target that cannot be fully "achieved" by one-time activities and decisions. Thus, businesses should approach corporate social responsibility with a view to continual improvement, being alert to new issues and considerations. It is very possible that a firm could adopt the approaches described in this guide today and find itself facing new corporate social responsibility challenges and opportunities tomorrow.
AMBERISH KUMAR TIWARI
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CONTENTS
SI. No. Topic Page No.1 Acknowledgement 52 Abbreviation 63 NTPC An overview 74 NTPC in Indian Power Sector 115 SWOT- Analysis of NTPC 156 Major Highlights of NTPC 187 Awards received by NTPC 198 NTPC TANDA An overview 209 Operational Structure of NTPC 2510 HR Vision 34
11 Corporate Social Responsibility 4512 CSR Main Components 5613 Benefits of CSR 5914 CSR-CD Policy of NTPC 7015 NTPC’s integrated approach towards CSR 7016 NTPC’s approach towards Community Development 7117 CSR – CD programme at national level 7218 Objective Of Study 8119 Research Methodology 8220 Analysis Of Data 8421 Graphical Analysis Of Data 8622 Findings 9323 Limitation of study 9424 Suggestion 9525 Conclusion 9726 Questionnaire 9827 Bibliography 101
ACKNOWLEDGEMENT
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A project can never exist and thrive in solitude. Project work is never the work of an individual. It is more a combination of use, suggestions and contributions and work involving many individuals. This project also bears the impact of many people. Thus one of the “Words often fail to express one’s inner feelings of gratitude and indebtedness to one’s benefactors, but then it is the only readily available medium through which the undersigned can express their sincere thanks to all those who are associated with the work in one way or the other”. Most pleasant parts of writing this report is the opportunity to thank all those who have contributed towards it.
The project as it stands today is the sincere contributions of a few spirited individuals
and the help of some of my friends. I take this opportunity to express my sincere
gratitude to respected Mr. P.Choudhary Sr. Officer (HR-Establishment) who
provided me the opportunity to work on this project.
I am sincerely indebted to my mentor Mr. Omprakash (Sr Asst Officer, HR-CSR/Rajbhasha) for his outstanding and undeniable considerations. It was he, who always motivated me to give my best to this cause and was always present with the expert guidance and disciplined ideas.
I would further like to thank Mr. Pankaj Goyal, Eng.(HR-EDC) for his immense support during my project and for providing me guidance at each stage, full cooperation and encouragement.I would also like to extend my sincere gratitude towards all the staff members of NTPC Ltd., who cooperated with me, at all level during my assigned project.
I also show my indebtedness to my institute, LAL BHADHUR SHASTRI MANAGEMENT & DEVELOPMENT STUDIES, Lucknow to give such an opportunity to take up this project and my parents, teachers and friends for their unconditional support.
Amberish Kumar Tiwari
ABBREVIATIONS
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AUD Ash Utilization Division
BOD Board of Directors
CC Corporate Centre
CD Community Development
CENPEEP Centre of power Efficiency and Environmental Protection
CII Confederation of Indian Industries
CORE Corporate Roundtable on Development of Strategies for
Environment
CSR Corporate Social Responsibility
CSR-CD Corporate Social Responsibility – Community Development
DDGS Decentralized Distributed Generation and Supply of Power
EEG Environment Engineering Group
EIA Environmental Impact Assessment
EMG Environmental Management Group
MV Mega watt
NAS Need Assessment Survey
NGO Non Government Organization
NTPC National Thermal Power Corporation
RAP Rehabilitation Action Plan
RHQ Regional Headquarter
R&R Resettlement and Rehabilitation
SPV-A Special Purpose Vehicle for Afforestation
TERI The Energy and Resources Institute
TQM Total Quality Management
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NTPC An Overview
National Thermal Power Corporation Limited (NTPC) is the largest thermal power
generating company of India. A public sector company incorporated in the year 7th
November 1975 to accelerate power development in the country as a wholly owned
company of the Government of India. At present, Government of India holds 89.5% of
the total equity shares of the company and the balance 10.5% is held by Domestic
Banks, Public and others. 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. Based on 2009 data, NTPC is ranked No. 1 Independent Power
Producer in Asia and 2nd in the world in the Platt’s Top 250 Global Energy Company
list for 2009.
Genesis of NTPC
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The Electricity (Supply) Act of 1948 provided for, among other things, setting up of State
Electricity Boards (SEBs) in each State, with the responsibility for generation transmission
and distribution of Electric Power. In 1975, the above act was amended and the National
Thermal Power Corporation Limited (NTPC) for formed. This was done with a view to
supplement the efforts of the “States” for quicker and greater capacity addition. The mandate
given to this new entity was planning, promoting and organizing integrated development of
Thermal Power (including Associated Transmission Systems) in the country. The
transmission business was transferred from NTPC to POWERGRID, a Govt. of India
Enterprise. POWERGRID was established in the year 1989 under the Indian Companies Act
1956 with an initial authorized share capital of Rs.50, 000 million.
The Company
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.
Core Values of NTPC
( BCOMIT )
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Business Ethics Customer Focus Organizational & Profeessional Pride Mutual Respect & Trust Innovation & Speed Total Quality for Excellence
NTPC VISION
“To be the world’s largest and best power producer,powering India’s growth.”
NTPC MISSION
Develop and provide reliable power,related products and services at compettive prices,integrating multiple energy souces with innovative and eco-friendly technologies and contribute to society.
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Growth Of NTPC
NTPC's core business is engineering, construction and operation of power generating plants
and also providing consultancy to power utilities in India and abroad. NTPC has installed
capacity of 31704MW. It has 15 coal based power stations (23,395 MW), 7 gas based power
stations (3,955 MW) and 4 power stations in Joint Ventures (1,794 MW). The company has
power generating facilities in all major regions of the country. It plans to be a 75,000 MW
company by 2017.NTPC has gone beyond the thermal power generation. It has diversified
into hydro power, coal mining, power equipment manufacturing, oil & gas exploration,
power trading & distribution. NTPC is now in the entire power value chain and is poised to
become an Integrated Power Major.
NTPC’s share on 31 Mar 2011 in the total installed capacity of the country was 19.1% and it contributed 28.6% of the total power generation of the country during 2010-11. Today NTPC is generat
The table below shows that while the installed capacity has increased by 73.33% in the last twelve years
the generation has increased by 101.39%.
DESCRIPTION UNIT 1998-99 2010-11 % OF INCREASE
Installed Capacity MW 17,786 30,830 73.33Generation MUs 1,09,505 2,20,540 101.39
* Excluding JVs and Subsidiaries
ting 30,000 MW mark . [34,854 MW] with plans to generate 218 billion
units of electricity during the financial year 2010-11 .
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NTPC IN INDIAN POWER SECTOR
NTPC CONTRIBUTES MORE THAN ONE-FOURTH OF INDIA’S TOTAL POWER
GENERATION WITH ONE-FIFTH CAPACITY
TOTAL CAPACITY
NTPC NTPC
34,854 MW 2096.94 Billion Units
18.79% 28.60%
All India 1,54,215 MW All India 7023.56 Billion
Units
NTPC has set new benchmarks for the power industry both in the area of power plant
construction and operations. It is providing power at the cheapest average tariff in the
country. With its experience and expertise in the power sector, NTPC is extending
consultancy services to various organizations in the power business
.
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A "Centre for Power Efficiency and Environment Protection (CENPEEP)" has been
established in NTPC with the assistance of United States Agency for International
Development. (USAID). Compeer is an efficiency oriented, eco-friendly and eco-nurturing
initiative - a symbol of NTPC's concern towards environmental protection and continued
commitment to sustainable power development in India.. .
Recognizing its excellent performance and vast potential, Government of the India has
identified NTPC as one of the jewels of Public Sector ‘Maharatna’- a potential global giant.
Inspired by its glorious past and vibrant present, NTPC is well on its way to realize it’s vision
of being “one of the world’s largest and best power utilities, powering India’s growth”.
In November 2004, NTPC came out with 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 with Government holding 89.5% of the equity share capital and rest held by
Institutional Investors and Public. The issue was a resounding success. NTPC is among the
largest five companies in India in terms of market capitalization.
Maharatna Status
In May 2010, the Government Of India granted Maharatna status from Navratna status with
autonomy to the boards of nine PSEs (later extended to level PSEs) including NTPC. The
objective was to turn these selected public sector enterprises into global giants. This status
has helped NTPC with the power of 5000 Crore in speed of implementation of power
projects, absorption of new technologies and formation of JVs in the core generation as well
as support service business.
Recognizing its excellent performance and vast potential, Government of the India has
identified NTPC as one of the jewels of Public Sector 'Maharatna'- a potential global giant.
Inspired by its glorious past and vibrant present, NTPC is well on its way to realize its
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Installed Capacity
During the year, a total installed capacity of 34,584 MW in NTPC. In addition, 1794 MW
was added through its Joint Venture. Further, one 250 MW unit at Bhilai Expansion Project
was commissioned on April 20, 2008 through its Joint Venture Company, NTPC-SAIL
Power Company Pvt. Ltd (NSPCL). Thus, the total installed capacity of the NTPC Group has
increased from 29,394 MW to 34,584 MW.
TOTAL INSTALLED CAPACITY-34,854MW
6 JV'S-3,364MW
7 GAS BASED-3,955 MW
15 COAL BASED-27,535
MW
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Subsidiaries and Joint Ventures and percentage of stake of NTPC
NTPC Limited
NTPC Electric Supply Co.
Limited – 100%
Pipavav Power Development Co. Limited – 100%
Vaishali Power Generating Co.
Ltd. – 51%
JOINT VENTURES
NTPC-SAIL Power Co. Pvt. Limited – 50%
NTPC Alsthom Power Service Pvt. Ltd. – 50%
Utility Powertech
Limited – 50%
NTPC Vidyut Vyapar Nigam
Limited – 100%
NTPC Hydro Limited – 100%
SUBSIDIARIES
Bhartiya Rail Bijali Company Limited – 51%
PTC India Ltd.
5.28%
NTPC Tamilnadu Energy Co. Ltd.–
50%
Aravali Power Co. Pvt. Ltd. –
50%
BF – NTPC Energy Systems Ltd.
49%
Nabinagar Power Generation Co. Pvt.
Limited – 50%
Meja Urja Nigam Pvt. Ltd – 50%
Ratnagiri Gas & Power Pvt. Ltd. –
50%
NTPC-BHEL Power Projects Pvt. Ltd. –
50%
NTPC – SSCL Global Ventures Pvt. Ltd. – 50%
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Protection and Enrichment of Environment: The company is undertaking massive afforestation covering vast areas of Land in and around
its projects and till date has planted more than 18.37 million trees at its projects. The
afforestation has not only contributed to the aesthetics but also has been serving as a “sink”
for the pollutants released from the station and thereby protecting the quality of ecology and
environment in and around the projects. For hydro-projects, Catchment Area Treatment
(CAT), Compensatory Afforestation, Rim Plantation etc are finalized and implemented in
consultation with respective State Governments.
As a result of pursuing sound environment management systems and practices, all NTPC
stations have been certified with ISO 14001 and OHSAS 18001 by reputed national and
international certifying agencies.
The company also designed plants, under implementation, for use of beneficiated coal and
imported low ash coal. These measures will not only help in reducing pollution and
minimizing use of precious natural resources but also lead to reduction of CO2 emissions and
thereby reducing global warming.
SWOT- ANALYSIS OF NTPC:
STRENGTHS-
Project conceptualization, planning, and execution without any time and cost over
runs.
Streamlined and transparent tendering system attracting global power equipment
manufactures.
In- house engineering skills.
Highly skilled and experienced human resources exposed to state of the art
technologies in power generation.
High operational efficiency and reliability.
Largest market share in domestic power generation and a diversified customer
portfolio across the country.
Diversified thermal generation portfolio- multiple size and fuel types.
Diverse set of plants of different ages and linked to different fuel sources.
Brand- equity among stakeholders.
Navratna status.
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WEAKNESS-
Limited clarity in reporting relationships.
Multi layered structured delaying decision making.
Essentially functional in nature each working silos leading to resistance to cross
functional team work.
Risk awareness leading to low level of innovation.
OPPORTUNITIES-
Aggressive capacity expansion
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.
Broad base fuel mix by considering imported coal, gas, nuclear power, etc. ,with a
view to mitigate fuel risks and maintain long run competitiveness.
Expand services of EPC, R&M, and O&M activities in domestic as well as
international markets.
Backward integrate into coal mining and secure long- term sources both in India and
abroad.
Improve collections by trading, direct sale to bulk customer and active role in capacity
allocation in new plants.
Forward integrate into the distribution business in India.
Development of new businesses:-
Forming JVs for oil and gas exploration for having full control of fuel supplies.
Ash business ventures exploiting domestic market and export potential.
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Plentiful harvest near the Ash pond of NTPC
THREATS
Delayed SEB reforms and continuing financial ill-health.
Infrastructural bottlenecks in the form of delays in inter-regional connectivity.
Regular pressures on tariffs.
Increase in competition in core business from SEB plants and IPPs\CPPs.
Mismatch in fuel supply linkages for existing and future power stations.
Uncertainties arising out of changes in Government policies.
Rising environmental concerns such as emission of Green House Gases, Stack
emission and ash disposal.
Uncertainty in capitalization of R&D expenditures.
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MAJOR HIGHLIGHTS OF NTPC IN 2010-2011
Installed capacity crosses 30,000 MW mark. [34,854 MW]
1000 MW commissioned during the year.
Commercial capacity addition of 2,000 MW, highest ever in last 14 years
Contributed 31.85% of the generation increase in the country.
Contributed 28.60% of the total electricity generated in the country during
2010-11 with 18.79% share of the total installed capacity of the nation.
All time high PLF of 101.03% in March, 2011.
All time high Availability Factor of 92.47% in 2010-11.
Plant Load Factor (PLF) of 91.14% in 20010-11 [National PLF 77.19%].Five
stations of NTPC among the top five of the six thermal power stations which
have been given National Awards for meritorious Performance for 2007-08 by
Ministry of power, government of India.
Gl o ba l F o ot p r i nt s Bangladesh (1320 MW Project in JV): Feasibility Report for the site
at Khulna has been prepared by NTPC and sent to Bangladesh Power Development Board.
Sri Lanka (500 MW Project in JV): Joint Venture Agreement
(JVA), Power Purchase Agreement and Board of Investment (BOI) agreement has been finalized. JVA will be signed after clearance from Sri Lankan authorities.
Bhutan (620 MW Project): NTPC is preparing the Detailed Project
Report for Amochhu HEP in Bhutan (620 MW).
AWARDS RECEIVED BY NTPC IN THE YEAR 2010-11
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CMD (NTPC) has been awarded the “SCOPE Award for Excellence and
Outstanding Contribution to the Public Sector Management Individual
Category” for the year 2009.
Director (Finance), NTPC received the IMA Award “Excellence in Finance”
instituted by International Market Assessment (IMA).
Ten NTPC Power stations received “Ministry of Power National Awards” for
Outstanding Performance.
NTPC bagged the coveted The Best Employers in India 2009 survey by Hewitt
Associates and CNBC TV 18 ranking 3rd for the second consecutive year.
NTPC ranked 3rd in “Great Place to Work for in India” by M/s Grow Talent
& Business World.
NTPC ranked 6th in “Best Companies to work for in India” by M/s Mercer
Human Resources Consulting & Business Today.
NTPC Bagged NCPEDP SHELL HELEN KELLER AWARD in the
organizational category for the year 2009.
NTPC received “ISTD & FICCI Award for excellence in HR Practices.”
NTPC got 2nd position in “ISTD Innovative Development HR Practices
Award” by HT Power jobs.
Received “HR Innovative Practices Award” in the organization category for
the year 2004.
NTPC, PMI bagged The Golden Peacock National Training Award 2004 by
the Institute of Directors, New Delhi.
NTPC bagged overall 7 t h India’s Best Companies to work for
2010,1 s t amongst in PSUs and 1 s t in manufacturing and production
industry segment
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NTPC TANDA
An Overview
N.T.P.C TANDA
NTPC was set up in the central sector in the year 1975 in response to widening demand and
supply gap of electricity with the main objective of planning promoting and organizing an
integrated development of Thermal power in India. The stations were initially identified in
various pithead locations to achieve the minimum cost in generation and thereby supply
electricity to the customers at a nominal cost. Also to realize its vision to become one of the
world’s largest power plant and with the discovery of natural gas in various parts of India,
NTPC also came up with few gas plants in the country. With the dues of UP electricity board
to NTPC increasing every year NTPC came out with the option of taking over poorly
performing plants in support of its vision which was the main reason of this plant being a part
of NTPC. Originally known as Uttar Pradesh Electricity Board Tanda Thermal Power
Project, The foundation stone was laid by,late Smt. Indira Ghandhi,the Prime Minister of
India on 21.02.1982. Tanda project was takenover by NTPC from UP State Electricity Board
on 14 jan 2000. The plant comprises of Four units of 110 MW each. After the take over the
plant load factor (PLF) has raised steadily from 18% to presentlly 92.24%.Tanda is a very old
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plant with its first unit commisioned in 21 march 1980 and began its commercial operation in
1jan1990.Now the Stage -2 is to be setup of 840 MW.
In line with the HR Strategy of NTPC, the project believes that for achieving top class
performance people management and continuous development of its human resources is an
imperative. NTPC Tanda is also committed to protect environment through afforestation,
emission & efficient control and maximum ash utilization.
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A brief profile of the Tanda power station HIGHLIGHTS is shown below:
NTPC TANDA at a Glance
Location Tanda station of NTPC is located at Vidyut Nagr in Ambedkar district of U.P state. The station is situated on the bank of Saryu River popularly known as Ghagra.This place is well connected with the Rail and Road with the rest of the country. Tanda is around 155 KM from Varanasi, 150 KM from Lucknow, 55 KM from Faizabad and around 80 KM from Gorakhpur. Other important places which have the link with Tanda is Mau which is around 150 KM. Tanda has got the direct link with Road Transport with state high way 30A but it does not have the direct Rail link and it is connected with the nearest Railway Stations which is around 20 KM and is called Akbarpur. This Railway station has got 24 hours Road transport services and all the local and private vehicle are easily available
Approach Tanda is situated at the bank of River Saryu/Ghaghra.
55 Km from Faizabad.
22 Km from Ambedkar Nagar..
180 Km from Lucknow
Land Area For Stage-I : 1953 Acres , For Stage-II : 244.92 Acres
Plant Capacity Stage I-
Unit 1 commisioned on 21 March 1980 and commercialized on 1 Jan 1990.
Unit 2 commisioned on 11 March 1989 and commercialized on 1 April 1991.
Unit 3 commisioned on 28 March 1990 and commercialized on 1 Oct 1993.
Unit 4 commisioned on 20 Feb 1998 and commercialized on 1 July 1998
Stage II - It is under process(840MW).
Coal Source Bharat Cocking Coal Limited (BCCL)Central Coal Field Limited (CCL)
Fuel requirement
Around 7,000 MT per day for stage-I s.
Water Source GHAGHRA/SARYU River .
Beneficiary States
Uttar Pradesh, Uttaranchal, Haryana, Himachal Pradesh, J&K, Punjab,
Chandigarh, Rajasthan, Delhi.s
Power Evacuation (220KV)
Tanda Sultanpur Line –1 , 2 & 3 (PGCIL) Tanda Gorakhpur- Line –1 & 2 (PGCIL)Tanda Basti Line –1 & 2 (PGCIL)
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OPERATIONAL/ ORGANIZATIONAL STRUCTURE OF NTPC
Tanda Thermal Power Project is one of the stations in Northern Region with head of the
station, the General Manager (GM) report to RED (North). The functional heads at Tanda
Project report to the GM. The detailed organization structure is shown below
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SCALE OF THE ORGANIZATION
HU M A N R ES O U RCE M A N A G E M E NT
Total employee strength is 25,144 as on 31.03.2011, as against 24,955 on
31.03.2010 (including employees in JVs & Subsidiaries). Man-MW ratio improved to 0.77 from 0.80 in the previous year. During 2010-11, 938 fresh professionals joined including 379 through
campus recruitment from IITs/NITs; to recruit about 1200 fresh professionals during 2011-12.
The Net Sales
The Net Sales (Rs. In Crores) of the NTPC Tanda for three years is presented below:-
2008-09 2009-10 2010-11
1912.08 2205.73 2516.72
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2008-2009 2009-2010 2010-20110
50010001500200025003000
1912.08 2205.732516.72
Total capitalization broken down in terms of debt and equity (Cores of Indian Rupees) for
Tanda are presented for the three years in the table below:-
2006-07 2007-08 2008-09 Debt 903.55 1118.86 903.55
Equity 1034.05 937.43 1034.05
Total Assets 1906.82 2056.29 1937.60
2006-2007 2007-2008 2008-20090
500
1000
1500
2000
2500
1044.54862.28000000
0001
1906.82
1118.86937.43
2056.29
903.55 1034.05
1937.6DEBTEQUITYTOTAL ASSETS
The quantity of net energy exported (MU) is presented in the table below for three years:-
2006-2007 2007-2008 2008-2009
6444.001968
6844.724581 8285.08774
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2006-2007 2007-2008 2008-20090
100020003000400050006000700080009000
6444.001968
6844.724581
8285.08774
NET ENERGY
NET ENERGY
Product and Services
Tanda Power station with a running capacity of 440sMW receives coal from the coal mines
as mentioned above, which is then crushed in the crushers to size of 25mm and fed to the unit
bunkers. The coal as per the requirement is pulverized in the coal mills and then burnt in the
boiler. The water in the boiler drum gets converted into high-pressure (about 150Kg/cm2)
and high temperature (540°C) steam, which is then sent to the turbine where it is expanded to
produce mechanical energy. The turbine is coupled to a generator, which rotates along with
the turbine to produce electric power. The flue gas coming out from the boiler, are let out to
the atmosphere, through the Electrostatic precipitator (having an efficiency of( 99.97%)
where the dry ash is collected and set to silos keeping the environment clean. The ash
collected in silos is sent in bulkers/closed trucks for cement manufacturing. It is also used for
manufacture of ash bricks in Tanda. The power thus generated is transmitted through 220 KV
lines and distributed to the beneficiary states.
On the services front various types of training courses are conducted for operation and
maintenance Engineers round the year. Tanda has developed over the years a team of highly
skilled and experienced executive who are rendering various types of services to power sector
as and when required in the filed of O&M and R&M through corporate sector like assisting
electricity boards under APDRP scheme of government of India by deputing its expert for
their T&D system improvement and Renovation and Modernization of plant.
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Organizational Culture
NTPC TANDA has successfully transformed the working culture of employees who were
under electricity boards to adopt a culture of Quality, Safety and Eco-friendly generation and
providing healthy and stimulating environment after takeover.
NTPC Flag, NTPC Geet, Vision, Mission and Core Values are driving force in entire
endeavor to produce and deliver quality power at optimum cost and eco-friendly manner
through dedicated team effort and effective systems.
NTPC journey on the TQM road is an effort in that direction and quite a few landmark of ISO
certification for Quality system, Environment management, Occupational Health and Safety,
Health Services, Work place management have been achieved towards over all goal of
excellence in business.
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NTPC’S MISSION
“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.”
Make available reliable and quality power in increasingly large quantities at competitive
prices and ensure timely realization of revenues.
Adopt a broad based capacity portfolio including hydro power, LNG,
nuclear power and non-conventional and eco-friendly fuels.
Plan and speedily implement power projects using state-of-the-art
technologies.
Be an integrated utility by implementing strategic diversifications in areas
such as power trading, distribution, transmission, coal mining, coal
beneficiation, etc.
Develop a strong portfolio of profitable businesses in overseas markets
including technical services, generation assets, etc.
Continuously attract and develop competent and committed human
resources to match world standards.
Lead fundamental and applied research for adoption of state-of-the-art
technologies, breakthrough efficiency improvements and new fuels.
Lead developmental efforts in the Indian power sector including assisting
state utility reforms, policy advocacy, etc.
Be a socially responsible corporate entity with thrust on environment
protection, ash utilization, community development, and energy
conservation.
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CORPORATE OBJECTIVES OF NTPC
To realize the vision and mission, eight key corporate objectives have
identified. These objectives would provide the link between the defined
mission and the functional strategies.
In pursuance of the Vision and Mission, the following are the corporate
objectives of NTPC:
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ORGANIZATION STRUCTURE
NTPC Ltd. has a 3 tier structure comprising Corporate Centre (CC), Regional Headquarter
(five in numbers – NCR, NR, SR, and ER & WR) and Stations/Projects. The Board of
Director is headed by the Chairman and Managing Director (CMD) and there are six
functional Directors, two independent Directors and four Independent Directors. The
functional heads at Tanda report to the GM. The detailed organization structure is shown
below:
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INSTALLED CAPACITY - AN OVERVIEW
NTPC Plants
Thermal-Coal based
Sr. No. City State Inst.Capacity
1 Singrauli Uttar Pradesh 2,000
2 Korba Chhattisgarh 2,600
3 Ramagundam Andhra Pradesh 2,600
4 Farakka West Bengal 2,100
5 Vindhyachal Madhya Pradesh 3,260
6 Rihand Uttar Pradesh 2,000
7 Kahalgaon Bihar 2,340
8 Dadri Uttar Pradesh 2,310
9 Talcher Kaniha Orissa 3,000
10 Unchahar Uttar Pradesh 1,050
11 Talcher Thermal Orissa 460
13 Tanda Uttar Pradesh 440
14 Badarpur Delhi 705
15 Sipat Chhattisgarh 1660
Total 27,535
Coal Based (Owned by JVs)Sr. No. Name of the JV City State Inst.Capacity
1 NSPCL Durgapur West Bengal 1202 NSPCL Rourkela Orissa 1203 NSPCL Bhilai Chhattisgarh 5744 Nabinagar Power Generating Co. Pvt.
Ltd. (NPGC)Aurangabad Bihar 1980
5 VPCL Kanti Bihar 1106 IGSTPP Jhajjar Haryana 500
Total 3,404
GAS based
Sr. No. City State Inst.Capacity
1 Anta Rajasthan 413
2 Auraiya Uttar Pradesh 652
3 Kawas Gujarat 645
4 Dadri Uttar Pradesh 817
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5 Jhanor Gujarat 648
6Kayamkulam
Kerala 350
7 Faridabad Haryana 430
Total 3,955
Gas Based (Owned By JV’s)1 RGPPL Maharastra 1940
Total 1940
HR VISION
“To enable our people to be a family of committed world class professionals,
making NTPC a learning organization”.
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DIFFERENT SECTION OF HR DEPARTMENT
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FUNCTIONS
Employee relation section:
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Employees’ welfare section
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Employee Development Section
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HR-Employee Benefits (EB)-(Establishment)
This section of the HR department looks after the employees and their
benefits right from joining the company till the retirement. It deals with the
following:
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Employee Development Centre-Training Section
The training section shall cover all regular employees of the company
nominated for training. It shall be Endeavour of the company to provide
seven man days of training in a training year to every employee. Employees
shall make full use of the training systems to support this endeavor to create
a learning organization .
Objectives
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Public Relation Section
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Legal Section
Industrial Engineering Department
Employee services (General Administration)
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Employee services (Township Administration)
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PRACTICES IN HUMAN RESOURCE DEVELOPMENT
No company can attain the status of global company unless it has globally competitive
Human resource. In order to develop learning organization culture, knowledge based
competitive edge and to change Human resource to Resourceful human etc. number of
business practices is being strengthened under organizational transformation exercise. We
must have to develop our manpower to face any type of uncertainty in business environment
and realign themselves with continuous change expectations of the customers. Detail
discussion of HR practices is given below:
1. ORGANISATION CULTURE
Organization culture is a unique characteristic of any organization. It can be defined as the
shared philosophies, values, assumptions, beliefs, expectations, attitudes, and norms that bind
an organization together.
Every individual has some cultural background and when he joins any organization,
socialization process takes some time depending upon his agility. Organization also puts
efforts to align cultures of individuals with the company. NTPC has taken up several
initiatives to address the key cultural issues in the company like NTPC Geet, Logo, and Flag
etc. to improve belongingness. Some of the cultural strengths identified in NTPC are:
• Employees are aware of NTPC’s vision and core values
• There is high organization pride among NTPC employees – employees are satisfied with the
pay, job content, and job security and employee welfare facilities.
NTPC faces some challenges to overcome cultural barriers that stand in its way for achieving
its strategic objectives. The culture barriers like shared values and purposes, information
capitalization etc. should be addressed and acted upon.
For nurturing an enabling organizational culture, top people should play the role model for all
the employees for actualization of core values. Enablers must have an environment to flourish
while disablers must be perished away. Because enablers can create a high-energy
organization where sleeping cows can be converted into galloping horse. One should have
smell of vibrant atmosphere as soon as he enters the premise of the company.
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People come and go, but organization culture once established prevails for very long time.
Healthy organization culture always protects whistle blowers and re-aligns the system as soon
as a weed starts growing. Organization culture should have a scope to protect the existing one
and simultaneously to assimilate new cultural advancement.
2. PERFORMANCE MANAGEMENT SYSTEM (PMS)
(HRMS) can be effectively used to convey such information. There should always be scope
of incorporation of suggestions given by different strata of the organization. Existing PMS is
not addressing performance orientation and employee development. There was lack of
objectivity and transparency in the assessment of performance. So, PMS has been redesigned
after exhaustive study conducted by experts.
If we are going to become a global company, its value system will play more predominant
role. Simultaneously, complacency should also not prevail and constructive competitive
environment must be cultivated. Everyone should know that where he stands. Human
Resource Management System
3. REWARDS AND RECOGNITION
Rewards and incentives are used by organizations to reinforce desired behavior and
performance levels through. The rewards and incentives vary from monetary to non-monetary
depending upon the culture and environmental constraints of the organization.
In NTPC, generally only promotions have been viewed as reward mechanism. So, NTPC has
taken various initiatives to evolve a comprehensive reward and incentive mechanism that is
equitable for all employees and includes rewards other than promotions. It has created a
separate cell (CARE: Cell for Awards and Rewards for Excellence) to encourage and
actualize true spirit of the same.
Since most of the employees of NTPC lie in Ego need level in Maslow’s hierarchy. So, there
is a pressing need to properly recognize through appreciation, personal greetings etc. because
a pat on the back by senior executive will much more motivate employees.
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4. CAREER DEVELOPMENT SYSTEM
NTPC has taken several initiatives for career development by actualizing job rotation, job
enrichment, succession planning etc.
While carrying out job rotation and job enrichment, stress should be given to create separate
groups of Specialist and Generalist. Career development planning should be done separately
for both the groups of specialists and generalists.
Group of Specialists should be developed to enhance in depth knowledge of the system,
equipment and new technology in their areas. They will be utilized to make effective use of
their knowledge to improve the various activities of NTPC. They will be using information
technology to share their wealth of knowledge among different projects. They will work as
facilitator and promoter of new system rather than working as a technical auditor.
Group of Generalists should be developed to explore new markets and how to make effective
use of existing infrastructure and other facilities to ensure overall development of different
business entities on sustainable basis.
5. KNOWLEDGE MANAGEMENT
NTPC has already started working to institutionalize the Knowledge management
Function: Knowledge Management process will include creation of Knowledge domain,
domain leaders and affinity groups to:
Create knowledge categories
Capturing & assimilation of knowledge
Uploading of knowledge
Access to knowledge elements
Updating of knowledge database.
6. TRAINING AND DEVELOPMENT NTPC has its HR vision to enable our people to be a family of committed world class
professionals, making NTPC a learning organization. In order to actualize our HR vision,
training is must for employees at all the levels to sharpen their axe and to acquaint themselves
with the latest development in the respective areas. High priority to be given for careful
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selection of the participants and it should be ensured that all the nominated members must
attend the programmers’.
With a view to serve the above objectives, NTPC has evolved a comprehensive training
infrastructure. If an employee has “Will” and “Skill”, he can do any wonder. Normally more
stress is given to develop skill through a training programme. So, if the “Will” is not properly
cultivated, skill remains unused and gradually knowledge gained during training, gets fade
away. So, NTPC has also started to nourish “Will” through various attitudinal trainings.
7. MAN POWER PLANNING AND RECRUITMENT:
The manpower planning process is a critical input to the recruitment process,
manpower placement, redeployment, transfers, career development and promotions etc.
In a major shift in new mission statement, NTPC is not only determined to develop its
own manpower, it will also put its effort to attract competent and committed human
resource to match world standard.
NTPC has one of best Man / MW ratio in India and is striving hard to improve it further to
attain world’s best standard. Based on various studies conducted, NTPC has achieved
man/MW ratio to the extent of 1:1.06 and has plan to reduce it further. There are constant
efforts to continuously improve upon this benchmark by undertaking manpower planning
exercises and other related practices. To further improve the ratio, there is a need to look at
global benchmarks and accordingly macro level benchmarking exercise can be conducted for
three categories: Operations, Maintenance and Overheads.
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CORPORATE SOCIAL RESPONSIBILITY
Corporate social responsibility is concerned with the relationship between the corporate
sector and society, and focuses particularly good corporate citizenship. The World Business
Council for Sustainable Development defines it like this:
"Corporate Social Responsibility is the continuing commitment by business
to behave ethically and contribute to economic development while improving the quality of
life of the workforce and their families as well as the local community and society at large."
Some models of corporate social responsibility accentuate the primacy
of a corporation’s economic responsibility to survive by making a profit. These models
suggest other responsibilities came after: to abide by societal expectations and ethical
principles, to meet legal standards and to indulge in discretionary charitable actions. Others
argue the emphasis should be placed first and foremost on the responsibility of business to
support individual managers to make socially responsible decisions, followed by the
imperatives of conforming to ethical behavior and obeying the law, and lastly, making a
profit. It is of no importance at all whether a particular business remains competitive or not.
Businesses that cannot remain competitive while fulfilling legal, ethical, and discretionary
social responsibilities should not be in business at all." As governments around the
world withdraw from operating business enterprises, private sector corporations are
increasingly under pressure to take a more active role in society, to be good 'corporate
citizens'. Despite the currently high profile of the call for corporate citizenship, this is not a
new phenomenon. At the end of the 1960s, similar pressure was mounting. In the United
States, the Committee for Economic Development went so far as to assert that ‘business has
an obligation to help alleviate social problems and meet social needs’. But not everyone
agrees with this sentiment. Many would avow that solving social problems is the role of
government, not the private sector, and that the responsibility of corporations is bounded by
the business mission. Social standards change and society expresses these changing
standards in new laws and regulations. In the 1970s, the desire to end discrimination against
women and minorities led to various anti-discrimination, equal opportunity and affirmative
action laws; the desire to curb pollution and environmental damage led to environmental laws
and the establishment of environment protection agencies. So far there has been no similar
move to introduce new laws to institutionalize society’s contemporary concern with
responsible corporate behavior. But a number of government reviews are underway.
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Department of Trade and Industry.In general we can project CSR as about how companies
manage the business processes to produce an overall positive impact on society.
The following figure will provide a clear illustration:
Companies need to answer to two aspects of their operations.
1. The quality of their management - both in terms of people and processes (the inner circle).
2. The nature and quantity of their impact on society in the various areas.
Outside stakeholders are taking an increasing interest in the activity of the company. Most
look to the outer circle - what the company has actually done, good or bad, in terms of its
products and services, in terms of its impact on the environment and on local communities, or
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Corporate Social Responsibility and Management Practice
There is a range of strategies to turn a commitment to corporate social responsibility into
practical action. These include:
Articulating a relevant organizational philosophy and incorporating it into an existing
mission, vision and values statements.
Designing an organizational structure with relevant roles to assure the necessary work
gets done. The responsibility to keep employees from harm, for example, can be
facilitated by occupational health and safety managers; the responsibility to prevent harm
to the environment can be facilitated by environmental managers.
Developing and implementing appropriate organizational systems to assure socially
responsible outcomes. The responsibility to assure public safety or minimize
environmental pollution and waste, for example, can be supported through using a life-
cycle product design system; the responsibility to assure ethical behavior can be
supported through implementation of relevant audit systems.
Constantly communicating with various public groups to ensure up-to-date knowledge of
key social issues. This should include engaging with key stakeholder groups; reporting on
social and environmental aims, programs and outcomes as well as financial results;
discussing uncertainties as well as stating facts.
Partnering with community sector organizations to further socially desirable goals. For
example, the Earthwatch Institute partners with corporations to give managers personal
experience of ecosystems operating in field conditions. This experience not only increases
understanding of the imperative of good environmental practices but is an excellent
example of best practice in management development.
The table below provides a useful model of the why, the how and what of
corporate social responsibility:
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Principles of corporate
social responsibility
Processes of corporate
social responsiveness
Outcomes of corporate
behaviour
Principle of institutional
legitimacy
companies are
responsible for earning
and maintaining a
'licence to operate'
granted by society
Environmental assessment:
scanning the
environment, gathering
information, adapting to
changing conditions
Social impacts:
of products and services,
of policies and programs
Principle of public
responsibility:
companies are
responsible for solving
the problems they cause,
and for helping with
problems related to their
operations
Stakeholder management:
engaging in dialogue
with key stakeholders,
collaborative problem-
solving, corporate social
performance reporting,
corporate partnerships
Social programs:
formal policies that guide
company behaviour and
legal compliance,
informal company culture
and values
Principle of managerial
discretion:
managers are responsible
for behaving ethically
and in favour of socially
responsible outcomes
Issues management:
anticipating issues,
managing crises
Social policies:
discretionary activities
directed at specific goals
Source: D. Wood, Business and Society, Harper Collins, New York, 1994
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Measuring Corporate Social Responsibility
Some years ago, economists started to question the usefulness of national indicators like the
Gross Domestic Product (GDP). In an influential article in a 1995 edition of the Atlantic
Monthly, Daly and Cobb asked "If the GDP is up, why is America down?" In it, they argued
that indicators measuring financial transactions alone, such as the GDP, fail to account for
‘felt quality of life’. The economy might be booming, but social indicators like suicide rates,
drug use, and marriage breakdown, show the quality of life is deteriorating. To remedy this
conundrum, they proposed an alternative indicator dubbed the ‘Genuine Progress Indicator
(GPI)’. Calculating the GPI takes into account the fact that some transactions, despite
contributing positively to GDP, in reality detract from the quality of people’s lives. Car
accidents, for example, contribute to the GDP because they lead to car repairs and sometimes
to treatment of personal injuries that involve financial exchange – but car accidents are
clearly not desirable.
Similar rethinking of performance indicators has been happening in corporations. Academics
and management consultants have started to challenge the traditional focus on the business
bottom line – i.e., the financial bottom line. John Elkington, Chair of the UK consultancy
Sustainability, suggests corporations should drive for progress on not just one but three
bottom lines: the economic, the environmental and the social. In the US, accountant-turned-
social-advocate Ralph Estes has developed a new set of accounts for corporations known as
the Sunshine Standards, so called because of the power of sunlight to reveal dark corners and
heal sickness.
The power of triple bottom line thinking has even touched traditional market analysts. Late in
1999, the global market analyst firm Dow Jones introduced its new Sustainability Index,
which tracks the share market performance of the world’s top 200 sustainability-driven
companies. These companies are chosen by assessing their performance on the triple bottom
line of economic viability, environmental quality and social equity.
While measures of sustainability are still evolving, the model gaining most adherents is the
Global Reporting Index. This joint effort, involving groups ranging from the United Nations
to Greenpeace to Amnesty International, has developed a set of measures corporations can
use to test their own performance and standards.
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CSR generally refers to
1. A collection of policies and practices linked to relationship with key stakeholders, values,
compliance with legal requirements, and respect for people, communities and the
environment;
2. The commitment of business to contribute to sustainable development, commonly
understood as sustainable development is the ability of the current generation to meet its
needs without compromising the ability of future generations to meet theirs.
“Corporate Citizenship” which is based on the concept of the corporation as a citizen, is also
frequently used while referring to CSR, and is sometimes interchangeably used.
The interpretation of CSR one makes influences the dialogue between governments, private
sector and civil society. This results in different implications among various parties regarding
the legitimacy, obligations and impact of corporate social responsibility standards. For
example, one has to be careful in understanding and defining the term “CSR” because it is
sometimes mistakenly equated with either corporate philanthropy or simply compliance with
law. Since mid-90’ the business sector has gradually engaged into many actions, which have
been traditionally assigned to the sphere of responsibility of the government, yet due to its
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incapacity, business has taken the lead. Participation in such projects has revealed business as
a strategic partner in the process of development, in close cooperation with the government
and international institutions.
“In the era of economic globalization, political transition and technological transformation,
rapid changes are taking place which are bringing more than three billion people into
economies operating on market principles. The private sector has become the main engine of
growth and development, something which has raised a number of new and fundamental
questions about the role of the private sector in sustainable development, in particular for
multinational companies: Can profit-driven companies be expected to play a leadership role
in sustainable development? What is the role and interest of business in facilitating greater
economic and interest of business in facilitating greater economic participation by people on
the margins of society? How can business contribute to improve the quality of, and
participation in, child-care, education, health care, training and environmental protection?
What is expected of business in setting ethical standards, enforcing laws, tackling crime and
corruption and building good governance, all of which can contribute to successful
business?”
.”
“The subject of corporate leadership and reputation in a global economy is in the spotlight as
never before. The role of private enterprises and their leaders will pay an increasingly pivotal
role in shaping economic, social and environmental progress around the globe. The way in
which these enterprises and their leaders will approach this role will have important
implications for everyone. What is becoming clear is that the leadership companies of the
future will be those that base their missions and corporate strategies around measuring and
managing value. Not only building shareholder value-added but as an integral part of that
same process also recognizing the potential for building societal value-added. This
publication takes an in-depth look at how companies are managing this process of creating
share-holder and societal value.”
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What is CSR all about?
Corporate Citizenship
Corporate citizenship is based on the concept of the corporation as a citizen; although not
identical with the concept of personal citizenship, still it clearly recognizes that business has
right and responsibilities that go beyond short-term profit maximization.
A Stakeholder Framework for Analyzing and Evaluation Corporations
“Conclusions are presented from a 10-year research program, the purpose of which has been
to develop a framework and methodology, grounded in the reality of corporate social
performance. The measurement of corporate success has traditionally been limited to the
satisfaction of and creation of wealth for only one stakeholder, the shareholder. Stakeholder
is not synonymous with shareholder. The economic and social purpose of the corporation is
to create and distribute increased wealth and value to all its primary stakeholders groups…”
Business as Partners in Development: Creating Wealth for Countries,
Companies and Communities
“In the era of economic globalization, political transition and technological transformation,
rapid changes are taking place which are bringing more than three billion people into
economies operating on market principles. The private sector has become the main engine of
growth and development, something which has raised a number of new and fundamental
questions about the role of the private sector in sustainable development, in particular for
multinational companies: Can profit-driven companies be expected to play a leadership role
in sustainable development? What is the role and interest of business in facilitating greater
economic and interest of business in facilitating greater economic participation by people on
the margins of society? How can business contribute to improve the quality of, and
participation in, child-care, education, health care, training and environmental protection?
What is expected of business in setting ethical standards, enforcing laws, tackling crime and
corruption and building good governance, all of which can contribute to successful
business?”
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Building Competitiveness and Communities: How World Class Companies
are Creating Shareholder Value and Societal Value
“The subject of corporate leadership and reputation in a global economy is in the spotlight as
never before. The role of private enterprises and their leaders will pay an increasingly pivotal
role in shaping economic, social and environmental progress around the globe. The way in
which these enterprises and their leaders will approach this role will have important
implications for everyone. What is becoming clear is that the leadership companies of the
future will be those that base their missions and corporate strategies around measuring and
managing value. Not only building shareholder value-added but as an integral part of that
same process also recognizing the potential for building societal value-added. This
publication takes an in-depth look at how companies are managing this process of creating
share-holder and societal value.”
Creating the Enabling Environment for Public-private Partnerships and
Global Corporate Citizenship
“As the role of the private sector becomes increasingly central to global growth, governance
and development there is a strong need to ensure that private interest is matched with public
good. But neither global corporate citizenship nor public-private partnerships are easy to
achieve. One of the main challenges is to create an enabling environment within which these
two inter-related activities can flourish.
CSR Main Components
The scope of CSR is conceptually quite unbound at the present time. The debate between the
private sector, civil society and governments focuses on a few key issues. As there is no
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single, commonly accepted definition of CSR, there is also no commonly accepted
classification of the main components of CSR. Often, CSR is related to:
Environmental protection - The focus is on finding sustainable solutions for natural
resources use to reduce company’s impact on the environment. Over the past several years,
Environmental responsibility has expanded to involve substantially more than compliance
with all applicable government regulations or even a few initiatives such as recycling or
energy efficiency. Many citizens, environmental organizations and leadership companies now
define environmental responsibility as involving a comprehensive approach to a company's
operations, products and facilities that includes assessing business products, processes and
services; eliminating waste and emissions; maximizing the efficiency and productivity of all
assets and resources; and minimizing practices that might adversely affect the enjoyment of
the planet's resources by future generations.
Labor Security - It includes freedom of association and the effective recognition of the
right to collective bargaining; the elimination of all forms of forced and compulsory labor;
the effective abolition of child labor; and the elimination of discrimination in respect of
employment and occupation.
Human rights – Business practices can profoundly effect the rights and dignity of
employees and communities. The main focus is on developing workplaces free from
discrimination where creativity and learning can flourish decent codes of professional
conduct, and where a proper balance can be maintained between work and other aspects of
our lives. Behaving irresponsibly on the issue of human rights could be costly because their
reputation and bottom line is at stake. This is also related to globalization and increasing
international trade and the challenge of findings ways of doing business world-wide that
respect human rights and social justice and facilitate the appropriate development of the
emerging economies. Countries are expected to support and respect the protection of
international human rights within their sphere of influence; and sure their own corporations
are not complicit in human rights abuses. Paying workers a living wage and protecting them
from harassment may cost a little more in the short run, but if it improves morale and reduces
turnover then it may still be good for profits after a few years. So socially responsible
management practices may contribute directly to profits.
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Community involvement - It includes: community partnership, employee giving, global
community involvement, philanthropy, product and services donations, release time,
volunteerism etc. Corporate community involvement refers to a wide range of actions taken
by companies to maximize the impact of their donated money, time, products, services,
influence, management knowledge and other resources on the communities in which they
operate. When strategically designed and executed, these initiatives not only bring value to
recipients, but also enhance the reputation of companies and their brands, products and values
in local communities where they have significant commercial interests -- as well as around
the world.
Business standards cover a broad area of corporate activities such as ethics, financial returns,
environmental protection, human rights and labor standards. The standards are usually
accepted at corporate, business association, industry or country level. The rise of international
trade, globalization, and instant communication has led to increasing pressure from various
groups for the formation of global business conduct standards. In response to their concerns,
different standards have been proposed and created. This has led to many different questions:
which standard is the "best" are there any real benefits to compliance with a global standards
can a global standard be universal; can compliance with a global standard be audited and if
so, who, if anyone, should monitor compliance?
In a broader sense, CSR also includes:
Enterprise and economic development - This broad concept includes: competitiveness,
development of local SMEs, entrepreneurship, community economic development, micro
finance in emerging economies etc.) The drive of entrepreneurs in developing countries can
provide the catalyst to lift an economy onto an upward growth spiral. In many cases,
however, the lack of an enabling business framework and a scarcity of support structures for
new businesses can work to undermine and defeat entrepreneurial endeavor. Increasingly,
multi-national companies (MNCs), with their wealth of financial, technical and managerial
expertise, are being called upon to provide a focal point of support for local businesses. At
the same time, MNCs can work to help governments understand the ways in which an
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enabling business framework can be developed to fuel domestic entrepreneurial efforts.
Business involvement in community economic development (CED) is the application of a
company's core business functions, as well as foundation and contribution dollars, to business
endeavors in low-income and underserved communities for the mutual economic benefit of
community and company.
Health promotion - The workplace is now recognized as an important setting for health
promotion in industrialized countries, and interest is growing in the wider role that business
can play as a partner in health development. Private sector business plays a dominant role as
the driver of current global economic development, and globalization is bringing new social
and economic challenges. For those concerned with promoting well-being, it is essential that
policies and programs are adjusted to address this new reality and that the business
community is, as far as possible, engaged as a partner in the promotion of well-being.
WHO Director General to the 51st World Health Assembly in 1998, Gro Harlem Brundtland
indicated a significant shift in WHO policy towards engaging the private sector when she
said: "We must reach out to the private sector... the private sector has an important role to
play both in technology development and the provision of services. We need open and
constructive relations with the private sector and industry, knowing where our roles differ and
where they may complement each other. I invite industry to join in a dialogue on the key
issues facing us".
Education and Leadership Development - As educations is one of the key elements
of sustainable development and pro poor growth, businesses, working together with public
sector and civil society, can make an important contribution to providing an access to quality
education for all. Companies can also make more critical impact on the development process
by raising standards in corporate education and leadership development, and bringing best
practices to their partners in developing and transitional economies.
Human Disaster Relief - Companies, in cooperation with public sector, civil society,
and international organizations, have played an important role in supporting humanitarian
relief operations. Due to the rising cost, threat and complexity of the consequences of major
disasters on society, the key challenge is to go beyond “proactive response” and to focus on
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prevention where CSR framework can help the key players to utilize more development
oriented approach.
Economic bottom line:
Although main emphasis is on financial performance, this often refers not only to profit but to
the philosophies behind a company's strategy or behavior, the sustainability of its businesses
and its 'human capital”.
Environmental bottom line
The impact of its products or operations on the environment, plus the nature of its emissions
and waste and how it is dealing with them.
Social bottom line
How it approaches issues such as ethnic and gender diversity, working hours and wages, staff
security and its contribution to community services or facilities With help from the consulting
industry who provide triple bottom line advisory services to businesses, more and more
companies are reporting on their triple bottom line performance.
Although a number of initiatives have addressed the need for global conduct standards,
including triple bottom line reporting such as the Global Reporting Initiative, no international
standards have as yet emerged.
BENEFITS OF CSR
There are many reasons why it pays for companies, both big business and SMEs (small and
medium enterprises) to be socially responsible and be conscious about the interest of the key
stakeholders.
“Companies are now recognizing that dealing with environment and social issues can provide
business benefits when reputational risk is high and sustainable competitiveness and
development becomes a key strategy.” Susan Ariel Aaronson, Senior Fellow, National Policy
Association.
Examples include:
1. Getting license to operate– from key stakeholders not just shareholders
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In a situation where about half of the world’s 500 biggest economies are corporations, often
answerable only to themselves and effectively stateless, then citizens have to rely on
corporations’ own internal values and policies to keep them socially responsible. The critical
challenge is to make sure that those values are focused on what is best for the key
stakeholders, not just shareholders. The increased power of companies and thus, business
leaders leads to ever growing expectations from society in large, that company needs
“license” from society to operate. With the increased power of companies and the spread of
privatization, the private sector is gaining a much bigger role and responsibility for economic
development. In this context, the bigger the private sector is, the higher societal expectations
and responsibility are. This responsibility is not limited to economic issues but must also
include social and environmental progress. The key challenge, particularly for companies in
transitional and developing countries is the change in the survival mentality and the culture
that emphasizes short-term gains at the expense of moral and societal values. Providing
products and services ethically and in a socially responsible manner requires a different
mind-set. A mind set that puts emphasis on “doing things because they are right and not only
because they maximize shareholder value”.
2. Sustainable Competitiveness
The impact of CSR on sustainable competitiveness can be unbundled in five overlapping
elements:
A. Enhancing reputation and brands
B. More efficient operations
C. Improved financial performance
D. Increased sales and consumer loyalty
E. Increased ability to attract and retain quality employees
To remain competitive, firms, big and small, realize that they must take CSR into
consideration, thereby meeting the expectations of the investors, employees, consumers,
business partners, and communities. This is particularly challenging for firms in transitional
and developing countries. With a broader introduction of CSR and business ethics concepts
and its relevance for staying competitive in the global knowledge based economy, there is a
real danger that transitional economies and developing countries, unless they address these
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issues in a timely and systematic way, could face the risk of social and political unrest thus
jeopardizing the development of a market economy and even democracy.
CSR must be conceived as an ongoing long-term undertaking; an integral part of corporate
competitiveness. The real challenge is how to make CSR a competitive asset. The Turnbull
Report, which forms part of the UK’s corporate governance guidelines, advises companies to
treat reputation in the same way as all other assets. Companies cannot sustain their
competitive advantage unless they care for their customers, their products, the environment,
and the communities in which they operate. Many companies are adopting CSR practices out
of a hardheaded appreciation of their corporate self-interest. It should not be confused with
short-term crisis management. For more detail discussion, please see Module 4: Building
Sustainable Competitiveness through CSR
A. Enhancing Reputations and Brands
The business environment is more and more sensitive to firm’s social, ethical, and
environmental performances due to globalization, the communication revolution, knowledge
based economy, and mobility of customers and suppliers. Branding and customers loyalty
become more critical in
Globalized economies, putting additional pressure on careful selection of strategic partners
and participants in the global supply and distributing channels. With e-economy, brand
loyalty and reputation become even more important. This is probably the single most
important and advantageous way for the manufacturers to strengthen their position towards
the e-based retails. This makes reputation increasingly central to all the businesses and an
important competitive asset whether expressed in the brand value of a large multinational or a
local shop’s reputation for customer service. Stakeholder reputation can be more valuable
than brand, because it is more difficult and time-consuming to develop, thus, more
sustainable – competitors cannot easily mimic this.
B. More Efficient Operations
Utilization of CSR framework in corporate business strategy can result in high efficiency in
operations, for instance, improved efficiency in the use of energy and natural resources;
reduced waste such as reducing emissions of gases; and selling recycling materials. Business
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operation also benefits from better human resources. In the human resources arena, work-life
programs that result in reduced absenteeism and increased retention of employees often save
companies money through increased productivity and by a reduction in hiring and training
costs. For example, companies that improve working conditions and labor practices among
their offshore suppliers often experience a decrease in defective or unsalable merchandise. A
study of 15 large employers conducted by the Medstat Group and the American Productivity
and Quality Center found that health benefit programs can increase productivity and decrease
company costs related to absenteeism, turnover, disability and health-care claims by 30
percent.
C. Improved Financial Performance
Business and investment communities have long debated whether there is a positive
correlation between socially responsible business practices and better financial performance.
Although it is impossible to give a final answer to this dilemma, various surveys and several
academic studies have proved the positive correlation.
D. Increased Sales and Customer Loyalty
A number of surveys and studies have concluded a larger and growing market for the
products and services produced by socially responsible companies. While businesses must
first satisfy customers’ key buying criteria – such as price, quality, appearance, taste,
availability, safety and convenience – studies also show a growing desire to buy based on
other values-based criteria, such as “sweatshop-free” and child-labor-free clothing, smaller
environmental impact, and absence of genetically-modified materials or ingredients. CSR
concerned consumers will probably do better to buy products produced by reputational
companies with manufacturing facilities in developing countries – which, in order to protect
their reputation, have started to use independent monitors in these countries – than to
purchase a no-name brand.
E. Increased Ability to Attract and Retain Quality Employees
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Greater job mobility means that attracting and retaining a committed and skilled workforce is
vital to business success – and there is powerful evidence that a strong track record on social
responsibility can help in this.
3. Creating New Business Opportunities
Open and productive two-way communication with the stakeholders not only improves the
company’s reputation but also opens up new business opportunities. Close cooperation with
key stakeholders and communities and responding to CSR constraints by revising business
practices and strategies and accepting triple bottom line concepts also provide opportunities
through innovation, creative thinking, better relations with key stakeholders, and introduction
of new products and markets. Creative thinking is highly stimulated by addressing issues of
CSR and taking into consideration the ecological and social costs. Facing and solving CSR
challenges can put additional creative pressure on businesses. When competitors adopt less
costly but not socially responsible and ethically sound solutions, your company should take
advantage of the new challenge and try to create and explore innovative, creative alternatives
and seek new solutions. Creativity is one of the vital ingredients for building sustainable
competitive advantages. Productive communication with outside stakeholders will further
facilitate the development of creative and innovative strengths
Experiences gained through addressing CSR challenges also provide opportunities for
companies, through consulting services, to sell their know-how to other companies.
4. Attracting and Retaining Quality Investors and Business partners
Sound CSR practices help companies attract and retain quality investors and business
partners. The benefits can be classified in four broader categories:
• Increased shareholder value
• Lower cost of capital
• Access to Socially Responsible Investment Fund
• Reducing Risks by Bringing Best Practices to Business Partners
Demand for investment capital is increasing and companies like to raise capital at a lower
cost possible. Investors are usually ready to pay more for companies with sound business
practices. At the same time, investors are requiring new “conditions” for minimizing their
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risks, such as good corporate governance, business ethics and corporate social responsibility
policies and practices.
Many countries were able to attract foreign investment and other forms of partnership by
offering low cost labor. However, there are cases when this cost saving was achieved through
hiring defenseless children, impoverished adults, and other powerless hourly workers. Thus
cost saving became a high risk, damage on reputation, and thus eventually a high cost.
“Reputational risk” that arises from irresponsible social and environmental business practices
– for instance, environmental damages, violation of human rights, and child labor – is an
additional risk, and doing business with socially and environmentally irresponsible partner
brings reputational risk to the company. Therefore, world-class companies started helping
their suppliers to adapt similar CSR practices thus reducing reputational and other forms of
risk.
The UK Ethical Trading Initiative for example aims to ensure that goods are out sourced
from supplier in the countries, which respect human rights and provide safe working
conditions.
5. Cooperation with Local Communities
Increasingly dynamic marketplaces mean that company’s success depends crucially on
responding to the needs of the communities or cultures in which it operates. Cooperation with
local communities help in tailoring products and services to indigenous markets; make easier
to use local expertise, distribution channels, production facilities thus reducing the cost of
new investments, and increased loyalty of employees.
6. Government Support
Many governments give financial incentives for sound CSR initiatives, including
environmentally friendly innovations. Companies that demonstrate they are engaging in
practices that satisfy and go beyond regulatory compliance requirements are being given less
scrutiny and freer reign by both national and local government entities.GOVT.OF INDIA
made it mandatory for companies practicing CSR to give 2%-5% in CSR their NET
Profit.
7. Building Political Capital
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Addressing CSR issues provides a chance to build political capital: to improve the
relationship with government and political leaders and officials, to influence regulations, to
reshape public institutions on which the company depends, and to improve public image.
In order to fully understand the benefits of incorporating CSR guidelines in corporate and
national development strategy, it is critical to understand the difference between CSR and
narrow philanthropic motives and social services that were traditionally provided by state-
owned companies. Another important issue that requires particular attention is the complexity
of measuring the benefit and impact of CSR, particularly when the triple bottom line concept
is to be implemented.
Corporate Social Responsibility–Community Development
(CSR – CD) Policy of NTPC
NTPC’s integrated approach towards Corporate Social Responsibility
For achievinVision -
“To be one of the world’s largest and best power utilities, powering India’s growth”,
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NTPC Mission statement on CSR states -
“Be a socially responsible corporate entity with thrust on environment protection, ash
utilization, community development, and energy conservation”.
NTPC’s approach towards CSR has also been articulated in the corporate objectives on
sustainable power development as stated below:
“To contribute to sustainable power development by discharging corporate social
responsibilities.
To lead the sector in the areas of resettlement and rehabilitation and environment
protection including effective ash-utilization, peripheral development and energy
conservation practices.”
NTPC is a member of Global Compact, a UN initiative launched by its Secretary General Mr.
Kofi Annan and is committed to adhere to its ten principles in the areas of Human Rights,
Labor, Environment and Anti-corruption.
NTPC is also a member of Corporate Roundtable on Development of Strategies for
Environment (Core) initiated by TERI and confirmed its support for the principles outlined in
the Core Sustainability Charter drawn from International Chamber of Commerce’s Business
Charter for Sustainable Development.
NTPC has also adopted the Social Code framed by India Partnership Forum promoted by
Confederation of Indian Industries (CII) and UNDP.
NTPC thus follows the global practice of addressing the CSR issue in an integrated multi-
stakeholder approach covering the environment and social aspects.
The environmental concerns include: Environment Impact Assessment, Environment
Management Plans, Ash Utilization, Energy Efficiency, A forestation, Decentralized
Distributed Generation and supply of power, Rain water harvesting, Energy Conservation and
adoption of international standards like ISO-14000. These are administered through specific
policy frameworks and dedicated institutional set up like Environment Engineering Group
(EEG), Environmental Management Group (EMG), Ash Utilization Department (AUD),
CENPEEP, SPV-A, Non-conventional Energy Sources Group etc.
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Similarly the social concerns include: Resettlement & Rehabilitation, Community
Development, Safety, Adoption of International Standards like OHSAS-18000, Social
Security for Old Age, Health, Education, Gender Equality, National Calamity, and special
focus on the marginalized section of society during recruitment etc. These are administered
through specific policy framework and dedicated institutional set up like R&R cell, Safety
Department and respective sections of HR Department.
NTPC’s approach towards Community Development
Most of NTPC stations are located in remote rural areas which are socio-economically
backward and deficient in the basic civic amenities. NTPC, as responsible corporate citizen
has been addressing the issue of community development in the neighborhood area of its
stations, which had been impacted due to establishment of the project. This is administered
primarily as part of resettlement and rehabilitation effort.
Thrust areas at national level
NTPC has now expanded it horizon and social vision to make its impact felt at national level
by addressing the following niche domains of socio-economic issues at national level through
establishing NTPC Foundation.
a) To promote DDGS through covering the initial risks like cost of feasibility studies for
the entrepreneur/ local communities,
b) To facilitate economic self- reliance of physically challenged persons, through
establishing a development centre for physically challenged persons as national resource and
development centre
c) To organize conservation of the national monuments and cultural heritage sites on
selective basis
d) To provide relief and assistance during national calamities etc.
e) To facilitate unemployed people in and around the new projects/ old stations in self-
employment through co-operatives / self-help groups
f) Any other program/ activity as deemed appropriate by the Foundation.
NTPC also recognizes that generation of power is key to development, particularly in the
remote and far-flung places where the power is either not available or is in acute shortage.
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The decentralized distributed generation and supply (DDGS) of power could be a plausible
solution though it involves initial risk while formulating the project proposal. NTPC has the
wherewithal of providing requisite technical support, formulating the project proposal and
establishing the feasibility of DDGS on the specific request of an entrepreneur. Yet additional
resources will be required to provide risk cover during the formulation of project proposal
and establishing feasibility.
NTPC recognizes that in the changing environment of liberalization and globalization, the job
opportunities are getting restricted. Thus, in future, the opportunities will depend on the
entrepreneur skills and attitude of the individuals. This is more applicable to the section of
disabled persons. Hence development of entrepreneurship among disabled persons is key
issue for promoting economic self-reliance. Further, additional resources and support will be
needed to fructify the entrepreneurship of this marginalized section of society.
NTPC also recognizes the need for conserving national monuments and cultural heritage sites
and providing relief in case of national calamities.
The programme of facilitating the unemployed people in and around the new projects / old
operating stations, in self-employment through co-operatives / self-help groups may be
considered under the national programme. The programme may include provisions for the
enabling mechanism such as backward linkage like tying up the input resources and forward
linkage like marketing etc. Similar programme may also be included in unit level CD
programme.
NTPC proposes to fill this gap through its community development policy at national level by
addressing the issue of promoting economic self reliance among the physically challenged
persons, covering initial risk at the feasibility study stage for the decentralized distributed
generation of power, supporting conservation of national monuments and cultural heritage
sites, providing relief during national calamities and any other program as deemed
appropriate by the Foundation.
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Community development at unit level / operating stations
NTPC also recognizes that it has social responsibility to continue the community and
peripheral development works in the neighborhood area of its operating stations, where the
same has been closed under R&R policy.
This will include any other program based on the need and requirement as deemed
appropriate by the new project/ operating stations.
The provisions and approach of addressing the issues of community and peripheral
development in the neighborhood of its operating stations, has been outlined in the fourth
chapter of this policy document.
The approach of NTPC towards CSR-CD both at national and unit level may be oriented
towards commitment and full involvement on planning and implementation. Where other
agencies / organizations are involved, approach may focus on collaboration and partnership
rather than just funding the programme.
It should be ensured that the efforts of government were not duplicated and sustainability was
maintained. The approach would be towards filling the gaps in the existing governmental
programmers’ and the local needs.
The annual plan of action would be formulated after appropriate consultation with the local
government officials of the State.
CSR-CD Programmers’ at national level
NTPC will establish a foundation under Indian Trust Act 1882 for addressing the niche
domains of social development at national level through strategic interventions. The NTPC
Foundation will provide greater focus on identified issues of concern, create partnership
with various stakeholders, receive funds from national and international agencies etc. The
Foundation will be the nodal agency for implementing the national level programmers’ as per
the CSR-CD policy of NTPC.
The following niche domains of socio-economic development will be covered by the NTPC
foundation.
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To promote DDGS through covering the initial risks like cost of feasibility studies for the
entrepreneur/ local communities,
To facilitate economic self- reliance of physically challenged persons, through
establishing a development centre for physically challenged persons as national resource
and development centre
To organize conservation of the national monuments and cultural heritage sites on
selective basis
To provide relief and assistance during national calamities etc.
To facilitate unemployed people in and around the new projects/ old stations in self-
employment through co-operatives / self-help groups
Any other program/ activity related to social upliftment as deemed appropriate by he
Foundation.
Aims and objectives of NTPC Foundation
1. To facilitate the entrepreneurs/ communities in formulating the project proposals and
establishing the feasibility for promoting the decentralized distributed generation and supply
of power (DDGS) for meeting the power and development requirement of remote and far
flung places. The foundation will consider the risk mitigation by bearing the cost of such
feasibility studies where the project is found unviable. The foundation will also extend the
NTPC’s technical expertise in the field and provide the interface with NTPC – REC joint
venture for collaboration and establishing DDGS as per the need and requirement.
2. The foundation will promote the plantation and forestry programmers’ for producing
biomass required for DDGS programme.
3. To facilitate the disabled persons in improving the economic and employment
opportunities. For this, the foundation will establish an a development centre for physically
challenged persons as national resource and development centre for enhancing the economic
opportunities through strategic interventions such as
Extending cover for initial risks like conducting the feasibility studies, market
research etc., in case the project is found un-viable.
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Facilitating micro-financing and/or venture/seed capital for project of economic self
reliance and mentoring.
Providing requisite support from initial phase of identification of livelihood
opportunity till achieving the level of self sustenance.
Conducting advocacy and awareness programs for identification of appropriate
economic and employment opportunities
Identifying and administering the need based vocational/ managerial training
programs with clear linkage to livelihood opportunity.
Giving preference to small and medium projects covering a group of persons
4. To organize conservation of national monuments and cultural heritage sites on selective
basis.
5. To provide appropriate assistance and send volunteers and resources for relief and
restoration in the times of national calamities.
6. To facilitate the unemployed people in and around the new projects / old operating
stations, in self-employment through co-operatives / self-help groups. The programme may
include provisions for the enabling mechanism such as backward linkage like tying up the
input resources and forward linkage like marketing etc.
7. To take up or support any other social upliftment programme (in addition to the
programmers’ stated above) at national level as deemed appropriate.
8. To develop and undertake advocacy, awareness campaigns and community outreach
programmers’ in the above areas. To interact with policy makers, regulatory bodies and
responding to issues initiated by them.
9. To organize workshops/ conferences/ symposia on the above areas and the related areas.
10. To interact collaborate and promote partnership with other related national and
international agencies/ organization and seek funds/ grants for specific programmers’/
projects.
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INSTITUTIONAL SET UP
NTPC Foundation
The NTPC Foundation will be governed by The Board of Trustees, details of which are given
below:
CMD Chairman of Board of Trustee
Dir (HR) Trustee
Dir (Fin) Trustee
Independent Director Trustee
Professional with required experience and/
or with right aptitude and full commitment on an
honorary basis
Secretary to the Trust
Or Director General
Staffing for day to day operations
The professionals may be engaged on fixed term contract basis as program officers based on
the need and requirement or volunteers from present and past NTPC employees may be
deputed.
Development Centre for physically challenged persons
The Development Centre for physically challenged persons will be a separate entity under the
Foundation. The centre will be headed by a project director, who will report to the Board of
the Trustees.
The Development Centre will address the following four categories of disability.
Visually challenged persons
Deaf and dumb persons
Physically challenged persons
Mentally challenged persons with mild intensity
The Development Centre will be located in its own building where, it will develop and
maintain basic infrastructure facilities for providing supports like counseling, documentation
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centre, placement services, vocational training, market research etc. The Development Centre
will also consider establishing sub-centers at regional / local level.
Implementation mechanism
Planning & Co-ordination
The NTPC Foundation will be responsible for the overall planning and coordination of CD
programmers’ at national level.
The Corporate CSR Group will coordinate with the NTPC Foundation for all related
activities.
Monitoring and Evaluation
The monitoring of CD programme will be done by Foundation, which will submit quarterly
report to NTPC management for its information. The foundation will submit a quarterly
progress report to the CSR group for apprising the management. The corporate CSR Group
will review the work of Foundation and put up an exception report for appraising the
management on quarterly basis. The details will be presented to NTPC Management on
regular basis.
The effectiveness of CD programme will be evaluated through external agencies for
providing required feedback and inputs to formulate and improve the programmers’ in future.
Reporting
The NTPC Foundation will prepare its annual report.
The summary of the report will also be posted on the NTPC website under a dedicated
section on CSR.
The website will include the policy and the details of CD programmers’ undertaken
etc.
CSR-CD Programmes at unit level operating stations
This part of policy addresses the issue of “Community Development” in the neighborhood
area of operating stations where the same have been completed and closed as per the R&R
policy of NTPC. The operating stations include the take over stations. The policy will also
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be applicable to NTPC managed stations for which the funds will be provided under the
station expenses.
Aims and Objectives
To undertake community development in the neighborhood area of operating stations
with particular focus on women, children, disabled persons and aged persons.
To create appropriate partnership with the concerned stakeholders for the effective
delivery of community development programmes through consultation and
participation.
To explore and work in various domains of community development such as Health,
Education, Drinking Water, peripheral development etc.
Programmes covered under unit level CSR-CD
Since, NTPC’s operating stations are located all over India under varying socio-economic
condition, the community development programmes have to be identified and formulated
based on the specific needs and requirement of the particular site. The suggestive list of the
programmes which could be considered by the operating stations while formulating the
annual plans is given below:
Education
To organise Skill Development / Vocational Training and other training programmes to
improve the skills and employability of the people, or for enabling people to start IGS.
It will include sponsoring people for vocational training, ITI training, computer training
etc.
Scholarships for the selected local children for studying in schools in NTPC township
equivalent to fees charged by schools. Preference may be given to girl child.
Supply of Study material like bags, books, stationary etc.
Implementation of Quality Circle and 5S in schools, villages, panchayats
Health
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To conduct health surveys, identification of health concern, awareness campaigns,
publicity printed material / films etc
To organize regular immunization programme for children and medical checkup in
schools
To organise regular health camps like family planning, medical checkup for eye and
heart etc. with particular focus on women, children, disabled persons and old age
persons.
Peripheral Development:
To augment basic infrastructure facilities like area electrification, community centre,
panchayat ghar, water drains, roads etc. as per the need and requirement of local
administration based on the need assessment survey to be carried out by the NTPC.
To facilitate the creation / up gradation of community health / educational facilities in
partnership with the concerned government agencies and the local community. Priority
may be given to those schools / primary health centre which are operating but do not
have facilities like building, equipments etc.
The programmes for providing community infrastructure will be on the basis of bearing
one time capital cost for creating such infrastructure and on the basis of written
assurance that the operational and maintenance cost of such infrastructure will be borne
by the concerned stakeholder like the Government Department / Agency or the
Panchayat/ local authority or the community based organizations/ non governmental
organizations etc.
Others
To promote rural sports and organise annual sports meet etc. in the villages by
providing the equipments and other facilities. Each station will compulsorily identify a
specific day/ week for organising annual rural sports meet.
Sponsoring deserving local sportsman for training and development at national sports
institutes.
To organize Veterinary camp for the cattle stock.
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To promote community plantation and forestry programmes.
To facilitate the unemployed people in and around the new projects / old operating
stations, in self-employment through co-operatives / self-help groups. The programme
may include provisions for the enabling mechanism such as backward linkage like tying
up the input resources and forward linkage like marketing etc.
In addition, any other programme will be considered under this policy as deemed
appropriate by the Head of the Station.
INSTITUTIONAL SET UP
Corporate Centre: The Corporate CSR Group will be responsible for policy matters, and
compilation of information and annual reports. The Corporate CSR Group will also be
responsible for designing the training programmes for CSR-CD staff, organising annual CSR-
CD meet and facilitating the processing of allocation of funds to stations.
Regional headquarters: A nodal officer from HR Department will coordinate and
monitor the CD activities at stations under region and will compile the quarterly and annual
CD report for submission to Corporate CSR Department. The region will also form an
advisory committee for considering the unit level CSR – CD programmes and may include
the representatives of concerned State Government.
Operating Stations: The CSR-CD policy will be implemented through dedicated CSR
Cell under the HR Department. The Head of HR will be over all responsible at Stations.
Volunteering by NTPC Employees & their family members: The volunteering
by NTPC employees will be promoted through the NGOs created by NTPC employees at
stations, which will be partner in planning and implementation of the identified CD
programmes. NTPC employees will also be encouraged to mentor the needy local
population, volunteer with the NTPC Foundation and participate in the relief work in cases of
national calamities.
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Implementation mechanism
Planning & Co-ordination
The specific programmes will be identified based on the need of communities, which will
change from time to time and location to location. The CD Programme will, therefore, be
formulated based on Need Assessment Surveys (NAS) for identifying the specific areas of
concern. Based on the survey, a detailed programme report will be prepared detailing the
need for a CD programme, time frame of implementation and budget.
The HR Department at Stations will prepare annual plan for each year. Preference will be
given to those activities, for which the State Government/ Local Administration/ Panchayat
provides matching budget/ grant. The head of HR at operating stations will be responsible
for overall planning and coordination.
Consultation and participation of stakeholders
The targeted communities and the local authorities will be closely involved in the process of
planning and implementation of the CD programmes to the extent possible and subject to
meeting the NTPC's rules and procedures.
The Village Development Advisory Committee (VDAC) comprising of representatives from
the district administration, local authorities, Panchayat / Nagar Nigam, NGOs, local
community and NTPC will be formed for consultation while formulating annual plans.
The annual plan will be prepared based on the findings of need assessment surveys. The
findings of the need assessment survey and the draft of the annual plan will be discussed in
the VDAC. The views of VDAC will be considered subject to provisions of NTPC policy
and availability of budget.
Monitoring and Evaluation
The Head of HR at operating stations will review the CD programme on monthly basis. The
Head of stations will review progress on quarterly basis in the SMC.
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At regional level, the implementation of CD programme will be regularly reviewed in the
regional head of HR meeting for identification of need for specific interventions. The
regional ED will review the progress of Stations in that region on six monthly basis in RMC.
At corporate level, the outcome of the meeting of regional Head of HR will be deliberated for
suggesting suitable policy interventions. The Dir (HR) will review the progress on half
yearly basis. The details will be presented to the NTPC management regularly.
The effectiveness of CD programme will be evaluated through external agencies for
providing required feedback and inputs to formulate and improve the programmes in future.
Reporting
Each station will prepare an annual report of community development activities delineating
the activities identified, benefits accrued to neighbouring communities and the number of
people benefited. The regional HQ will compile and prepare an annual report of the CD
activities carried out in the operating stations of that region.
The Corporate CSR Department will compile and prepare an annual report for the
Corporation.
The summary of the report will be published in print and also posted on the NTPC website
under a separate dedicated section on CSR. The website will include the policy, the details of
CD programmes undertaken and other details.
Allocation of funds
An amount of up to Rs. 17 cores will be earmarked every year for implementation of CSR –
CD programs as per this policy.
The allocation of funds may vary depending on the need and requirement of NTPC operating
stations, NTPC foundation and provision for the national calamity in the respective year and
therefore, will be decided on year to year basis. The broad allocation will likely be as
follows:
SN Allocation %age of funds Net Value (Rs. In Cr.)
1 Operating Station 50-60 8.50-10.20
2 NTPC Foundation 30-40 5.10-6.80
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3 Unallocated (for foundation,
stations, National calamities
etc.)
10 1.70
4 Total 100 17.0
Allocation of funds for the operating stations will be based on the proposals submitted by
these stations and the overall allocation of funds.
The unutilized amount if any will be carried over to next year under the respective allocated area.
SUMMARY OF CSR EXPENDITURE
S.NO. FINANCIAL YEAR BUDGET FORCSR
(Rs.In Lacs)
EXPENDITURE INCURRED(Rs. In Lacs)
01. 2006-07 11.15 3.14
02 2007-08 14.15 7.51
03 2008-09 17.00 11.02
04 2009-10 25.50 24.93
05 2010-11 30.00 31.61
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VILLAGES COVERED UNDER CSR ACTIVITIES
1. Tanda
2. Karim patti
3. Katariya
4. Fathepur
5. Iltifatganj
6. Makhdoom Nagar
7. Bhattpurwa
8. Purwara
9. Puraowa
10. Khairpur
11. Rajaur
12. Rustampur
13. Kakrahi
14. Bhadurpur
15. Hussainpur
16. Sudhana
17. Jaganpur
18. Bewana
19. Gokula
20. Kannora
21. Samhariya
22. Vihara
23. Aasopur
24. Ainwaa chowki
25. Jhagirganj
26. Aalapur
27. Faridpur
28. Ftahegaon
29. Aznaura
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Objectives of the study
To contribute to economic, social and environmental progress
with a view to achieving sustainable development.
To respect the rights of those affected by their activities
consistent with the host government’s international obligations
and commitments.
To encourage local capacity building through close co-operation
with the local communities, including business interests, as well
as developing the enterprises activities in domestic and foreign
markets, consistent with the need for sound commercial
practice.
To encourage human capital formation in particular by creating
employment and facilitating training opportunities for
employees.
To support and uphold good corporate governance principles
and develop and apply good corporate governance practices.
To abstain from any improper involvement in local political
activities.
To encourage where practicable business partners, including
suppliers and sub-contractors, to apply principles of corporate
conduct compatible with the guidelines.
To develop and apply affective self-regulatory practices and
management systems that foster a relationship of confidence and
mutual trust between enterprises and the societies in which they
operate.
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RESEARCH METHODOLOGY
RESEARCH:
Research in common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. According to Advanced Learner’s Dictionary of Current English research “A careful investigation or enquiry especially through search for new facts in any branch of knowledge.”
METHODOLOGY:
The present research work is stratified in nature is based on mainly primary source of data. Therefore following methodology will be adopted to carry out the proposed study.
RESEARCH PROBLEM:
To assess the satisfaction level of villagers of different villages regarding the corporate social responsibility and community development activities done by the NTPC project a Tanda.
Type of Research: Descriptive Research.
Type of Data Collected: Primary Data.
Data Collection Method: Survey.
Data Collection Technique: Structured Questionnaire
Universe Of The Study: Villages Around The NTPC Project
Sample Unit: Villagers of Different Villages around the NTPC Project.
Sample Technique: Convenient Sampling.
Sample Size: 60
Statistical Tools Used: Bar Diagrams
Sources of data Data have been collected through-
Employee handbook
NTPC Intranet
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Employee’s interview
Questionnaire
Methods of data collection
Primary method of data collection
-Structured questionnaire.
Secondary method of data collection
-NTPC Intranet, & Employee Handbook.
I have done my research, using three types of sources. They are:
Survey through questionnaire
Referring to books, internet, intranet and study of the various records available in the
department
Interaction with HR-CSR/RAJBHASHA (Sr.officer) Mr.Omprakash.
Sample size/Data Collection:
It refers to the number of villagers selected from the universe to constitute a sample which is a
proper representation of the universe. The manner of selecting the sample is as below.
SURVEY
I asked villagers of different villages of Tanda through the questionnaire to assess the CSR-CD
activities carried out by NTPC Project.
The total numbers of sample covered for administration of questionnaire are 60.
These numbers are bifurcated as below.
Within 4 km - 20
Within 8 km- 20
Within 12 km- 20
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ANALYSIS OF DATA
Sample size (60)
S.NO. PARAMETER WITHIN 4 Km
20
WITHIN 8 Km
20
WITHIN 12 Km
20
1. The surrounding areas have
developed due to construction
of NTPC Project.
71% Strongly Agree
13% Agree
8% Disagree
7% Strongly Disagree
1% Not Sure
63% Strongly Agree
22% Agree
8% Disagree
5% Strongly Disagree
2% Not Sure
51% Strongly Agree
27% Agree
13% Disagree
4% Strongly Disagree
5% Not Sure
2. The employment
opportunities have increased
due to the coming of NTPC
Project.
74% Strongly Agree
12% Agree
6% Disagree
8% Strongly Disagree
0% Not Sure
75% Strongly Agree
10% Agree
7% Disagree
6% Strongly Disagree
2% Not Sure
64% Strongly Agree
14% Agree
11% Disagree
4% Strongly Disagree
7% Not Sure
3. The Literacy
level/Educational level has
increased due to the coming
of NTPC Project.
63% Strongly Agree
19% Agree
13% Disagree
2%Strongly Disagree
3% Not Sure
57% Strongly Agree
21% Agree
17% Disagree
1% Strongly Disagree
4% Not Sure
59% Strongly Agree
20% Agree
8% Disagree
11% Strongly Disagree
2% Not Sure
4. The Income opportunities
have increased due to the
coming of NTPC Project.
52% Strongly Agree
13% Agree
14% Disagree
11% Strongly
Disagree
10% Not Sure
43% Strongly Agree
15% Agree
18% Disagree
14% Strongly
Disagree
10% Not Sure
39% Strongly Agree
14% Agree
21% Disagree
17% Strongly
Disagree
9% Not Sure
5. The standard of living of
people has increased due to
the coming of NTPC Project.
72% Strongly Agree
11% Agree
7% Disagree
4% Strongly Disagree
6% Not Sure
75% Strongly Agree
13% Agree
8% Disagree
4% Strongly Disagree
0% Not Sure
61% Strongly Agree
18% Agree
11% Disagree
6% Strongly Disagree
4% Not Sure
6. The village infrastructure has 82% Strongly Agree 80% Strongly Agree 74% Strongly Agree
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been developed up to a large
extent due to the coming of
NTPC Project.
10% Agree
5% Disagree
3% Strongly
Disagree
0% Not Sure
12% Agree
4% Disagree
4% Strongly
Disagree
0% Not Sure
14% Agree
8% Disagree
2% Strongly
Disagree
2% Not Sure
7. The Awareness level of the
villagers has increased after
coming of NTPC Project.
76% Strongly Agree
11% Agree
8% Disagree
3% Strongly
Disagree
2% Not Sure
77% Strongly Agree
13% Agree
7% Disagree
3% Strongly
Disagree
2% Not Sure
63% Strongly Agree
14% Agree
11% Disagree
4% Strongly
Disagree
7% Not Sure
8. The skills of the local
villagers have increased due
to the coming of NTPC
Project.
53% Strongly Agree
29% Agree
15% Disagree
1% Strongly
Disagree
2% Not Sure
46% Strongly Agree
31% Agree
10% Disagree
13% Strongly
Disagree
0% Not Sure
38% Strongly Agree
30% Agree
21% Disagree
7% Strongly
Disagree
4% Not Sure
9. The health conditions of the
villagers have improved after
coming of NTPC Project.
57% Strongly Agree
25% Agree
13% Disagree
1% Strongly
Disagree
4% Not Sure
54% Strongly Agree
23% Agree
15% Disagree
7% Strongly
Disagree
1% Not Sure
59% Strongly Agree
17% Agree
19% Disagree
2% Strongly
Disagree
3% Not Sure
10. The living conditions of the
physically challenged persons
have improved after coming
of NTPC Project.
44% Strongly Agree
31% Agree
17% Disagree
5% Strongly
Disagree
3% Not Sure
47% Strongly Agree
29% Agree
16% Disagree
5% Strongly
Disagree
3% Not Sure
39%Strongly Agree
34% Agree
14% Disagree
9% Strongly
Disagree
4% Not Sure
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GRAPHICAL ANALYSIS OF DATA
1. The surrounding areas have developed due to construction of NTPC Project.
within 4km within 8km within 12km0%
10%20%30%40%50%60%70%80%90%
100%
71% 63%51%
13% 22%27%
8% 8% 13% 7% 5% 4%
1% 2% 5%
not surestrongly disagreedisagreeagreestrongly agree
The above analysis revealed that the surrounding areas have developed, and the people are highly satisfied.
2. The employment opportunities have increased due to the coming of NTPC Project.
within 4 Km within 8 Km within 12 Km0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
74% 75%64%
12% 10% 14%
6% 7% 11%
8%6%
4%
0% 2% 7%
not surestrongly disagreedisagreeagreestrongly agree
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The outcome of the graph is mostly villagers accept that NTPC project has provided job opportunities to the people of locality and their satisfaction level is high, except a few.
3. The Literacy level/Educational level has increased due to the coming of NTPC Project.
Th
e literacy level/educational level has increased but impact is approx in 6km radius of NTPC Project. Through the data it has been found that few people are not satisfied, while some are confused.
4. The Income opportunities have increased due to the coming of NTPC Project.
within 4 Km
within 8 Km
within 12Km
0% 10% 20% 30% 40% 50% 60% 70%
63%
57%
59%
19%
21%
20%
13%
17%
8%
2%
1%
11%
3%
4%
2%
not sure
strongly disagree
disagree
agree
strongly agree
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within 4 Km within 8 Km within 12 Km0%
20%
40%
60%
80%
100%
120%
52%43% 39%
13%15%
14%
14% 18% 21%
11% 14% 17%10% 10% 9%
not surestrongly disagredisagreeagreestrongly agree
The response of the villagers shows that maximum people accept that income opportunities have increased, while few are negative respondent, and a few of them not certain about the statement.
5. The standard of living of people has increased due to the coming of NTPC Project.
within 4 Km within 8 Km within 12 Km0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
72% 75%61%
11%13%
18%
7%8%
11%4%
4%6%
6% 0% 4%
not surestrongly disagreedisagreeagreestrongly agree
The graphical representation reveals that people highly accept that the standard of living has increased due to NTPC project.
6. The village infrastructure has been developed up to a large extent due to the coming of NTPC Project.
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within 4 Km
within 8 Km
within 12 Km
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
82%
80%
74%
10%
12%
14%
5%
4%
8%
3%
4%
2%
0%
0%
2%
not surestrongly disagreedisagreeagreestrongly agree
Villager’s responses show that infrastructure has developed and people are highly satisfied with the above statement.
7. The Awareness level of the villagers has increased after coming of NTPC Project.
ssssss
Category 1Category 2
Category 3
0%10%20%30%40%50%60%70%80%90%
100%
4.3
2.5 3.5
2.4
4.41.8
2
23
00
5%
2% 2%
7%
Series5Series4Series 3Series 2Series 1
According to responses of villagers graph shows that awareness level of the locality has increased up to a large extent after coming of NTPC project.
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8. The skills of the local villagers have increased due to the coming of NTPC Project.
within 4km
within 8km
within 12km
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
53%
46%
38%
29%
31%
30%
15%
10%
21%
1%
13%
7%
2%
4%
strongly agreeagreedisagreestrongly disagreenot sure
Graphical analysis reveals that maximum people agree that skills of local community has increased, they are satisfied with the above statement, which is within 4 km area and few do not agree with the statement
9. The health conditions of the villagers have improved after coming of NTPC Project.
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within 4km
within 8km
within 12km
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%
57%
54%
59%
25%
23%
17%
13%
15%
19%
1%
7%
2%
4%
1%
3%
strongly agreeagreedisagreestrongly disagreenot sure
The above analysis represents that health condition of the villagers has increased after coming of NTPC project.
10. The living conditions of the physically challenged persons have improved after coming of NTPC Project.
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within 4km
within 8km
within 12km
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
44%
47%
39%
31%
29%
34%
17%
16%
14%
5%
5%
9%
3%
3%
4%
strongly agreeagreedisagreestrongly disagreenot sure
According to the analysis people of villages are less satisfied in comparison to other facilities, and some of them do not agree with this statement, while a few are not sure about it.
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FINDINGS
On the basis of the questionnaire the findings on the above observations are given hereunder:-
1. Community Development: According to survey almost 77% villagers are satisfied that the locality has been developed and some development activities are still continue so this is the best result for the NTPC Project and company needs to maintain the development level.
2. Employment Opportunity: Through the findings it is revealed that a huge part of the community accept that due to NTPC Project employment opportunities have increased but beyond 8km and up to 12km satisfaction level declines while a few do not agree with the employment opportunities due to NTPC Project.
3. Literacy Level From various villagers of various villages it has been found that the literacy level has been increased due to coming of NTPC Project but mostly in upper class and middle class family so NTPC needs to work on lower class family.
4. Village Infrastructure: Villages infrastructure has been developed upto large extent and the surrounding environment has been developed through NTPC Project and the scenario of locality has almost been changed. Almost 100% respondents accepted this while a quite few do not agree with this.
5. Health Condition: NTPC Project is providing health camp in surrounding villages which is 100% free of cost. The aim is that keep the scenario healthy but due to less awareness about health people are not careful about this. So at every village of our sample it has been extracted that some people are not aware with these programme.
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Limitations of Study
I have sincerely tried my best to prepare this project report in precise manner with
accuracy.
During the completion of the project the limitation faced by me are as under.
As the duration of the summer training was six weeks and the times was the major
constraint for carry out study and complete the project on time.
As the project required the surveys, interviews, and necessary advice of the executives/
non-executives, the busy schedule of the employees was also constraint for completing
the project in the given time frame.
The survey of the villagers was to be conducted in different villages and which were
geographically separated.
The major problem was of language. As the questionnaire was in English, so people were not interested in filling it.
In some cases meaning of the question had to be explained to the respondents.
People were not willing to give their suggestions on the given topic.
SUGGESTIONS
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As per the above findings it is clear that the NTPC Tanda being a reputed organization is
implementing all the applicable CSR-CD Policies and besides that special care is being taken by
the NTPC project for protecting the surroundings from pollution. Though NTPC Tanda is
managing things up to the mark but still there is scope of improvement in the following areas:-
NTPC Tanda is undertaking various Infrastructural developmental works in the
surrounding villages and the same is being Handed Over to Gram Panchayat for taking
care of those in future. However it is observed that proper care of the Infrastructure is not
being taken into account by respective Gram Panchayat and in long turn these may not be
of use. Hence the above may be taken up with State Govt. Officials for taking suitable
provisions for taking care of the Infrastructure.
It has been observed that Vocational Training was given by NTPC Tanda to many village
students in various trades in order to develop skills of the villagers. However after
training it is observed that only a few numbers of these persons can only use their skills
by engaging themselves in some activities. But the others could not. Hence these students
may be given opportunities by engaging them with Contracting Agencies working inside
Project area.
Although Awareness level has increased among the villagers of the surrounding areas
after the coming of the NTPC Project, however more of it is essential to make the
villagers aware of various things particularly in the field of Health care and Sanitation. In
spite of these regular diseases are observed among the villagers frequently.
In the area of Education the facilities for preliminary education is found to be
satisfactory. However the Higher Educational facilities are not found satisfactory. Hence
matter should be taken up with District Officials for developing Higher Education
opportunities in the surrounding areas for betterment of Higher Education/Technical
Education in the surrounding area.
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Also the Physically Challenged Persons of the surrounding areas are seen to be less
beneficial in terms of their self development. Although Tri-Cycles, Surgical Operations
etc. like facilities are being provided to them from NTPC Tanda, some Income
Generating / Self employment Schemes shall also be arranged for these Physically
Challenged Persons to make them Self-dependant and will increase their employability.
Also considering the large number of PCPs in the surrounding areas, a Rehabilitation
Centre may also be opened in the nearby locality.
CONCLUSION
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Under the present global environment, companies are constantly striving to set themselves as
globally competitive company. In order to meet the global world standards, the organizations are
adopting various methods to make good repute and achieve good standards of recognition. As
CSR is acquiring much significance now a days for identifying the companies a good image,
NTPC Tanda as a responsible Corporate Citizen has worked upto a well achieved standard for
the all round development of the surrounding community. Although these activities have started
here recently a few years back, things are getting pace day to day. Presently CSR awareness has
not only developed among the employees but also the villagers are also becoming much aware of
the circumstances to bring a change in the community life. The Branding concepts are also
gaining importance with the changes. In order to bring changes with time, Need Assessment
Study is being carried out in a span of 3 years and Impact assessment study is also carried out to
assess the impact of the activities being done in the surrounding villages. Such standards not
only improve the working of the organization but also help to develop a performing culture in
organization. The Social Accountability Standards/norms, which are based on the International
Standards set through conventions/universal declaration and International Treaties etc. are also
gaining importance now a days and the Standards are very difficult to implement. These
Standards are very essential and important for the efficient running of any business firm which is
based on Human Resource. The SA 8000 Standard clearly describes not just the accelerating
pattern of hostile events but also the basic causes and what has to be done to solve the problem,
to ensure that the planetary environment remains habitable for human beings.
The above study is the efforts to visualize various aspects of CSR and various CSR initiatives
taken by NTPC Tanda in the surrounding areas to bring in a change in social life and improve the
life standards o the people. On the basis of the study of the policies of the organization and
views taken from the various stake holders including the beneficiary population, it can be very
well said that the policies and the practices of NTPC, Tanda is in line with the Standards
followed by other contemporary organizations and also the Government of India.
QUESTIONNAIRE
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Respected Sir/Madam,
I am AMBERISH KUMAR TIWARI, a student of MBA (HR) IIIrd Semester of LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT & DEVELOPMENT STUDIES, LUCKNOW. I am conducting a research survey to assess the satisfaction level of villagers of different villages regarding corporate social responsibility or community development activities done by the NTPC project at TANDA. The collected information shall be kept confidential and will be used in the form of statistics and for the academic purpose only.
______________________________________________________________________________
PART-I
RESPONDENTS DETAIL:
NAME OF PROJECT: DATE:
1. NAME OF PERSON: ______________________2. FATHER/HUSBAND’S NAME: ______________3. VILLAGE: _____________________4. AGE:__________________________5. GENDER: M/F6. CATEGORY: GENERAL/OBC/SC/ST/OTHERS.7. QUALIFICATION: ____________________8. OCCUPATION: ___________________
FAMILY DETAIL:
S.NO NAME&RELATION GENDER(M/F) AGE QUALIFICATION JOB1.2.3.4.5.6.
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FAMILY INCOME DETAIL:
S.NO. INCOME SOURCE INCOME1. AGRICULTURE2. SERVICE3. BUSINESS4. OTHERS
TYPE OF LAND OWNED: Ownership/Leased/Government Patta/Others.
HAVE YOU GIVEN YOUR LAND FOR THE CONSTRUCTION OF THE NTPC PROJECT: Yes/No
a). If yes, how much land?b). Amount of compensation received in lieu of acquisition of land?c). any benefits received in lieu of the acquisition of land?
TYPE OF VOCATIONAL TRAINING ANY OF YOUR FAMILY MEMBER RECEIVE FROM NTPC: Yes /No.
a). if yes, then name the trade.
TYPE OF COMMUNITY DEVELOPMENTAL ACTIVITIES CARRIED OUT BY NTPC IN YOUR VILLAGE:
PART II
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ATTITUDE SCALE:
Respond to each statement given below by indicating the degree to which you Agree or Disagree with the CONSTRUCTION OF NTPC PROJECT it in terms following scales:
SA for strongly agree; D for Disagree; A for agree; SD for strongly disagree; NS for not sure.
S.NO. STATEMENTS RESPONSE1. The Surrounding areas have developed. SA A D SD NS2. The Employment opportunities have
increased.SA A D SD NS
3. The Education /literacy level has increased. SA A D SD NS4. The Income opportunities have increased. SA A D SD NS5. The Standard of living of people has
increased.SA A D SD NS
6. The Village infrastructures have developed to large extent.
SA A D SD NS
7. The Awareness level of the villagers has increased.
SA A D SD NS
8. The Skill of the local villagers has increased.
SA A D SD NS
9. The Health condition of the villagers has improved.
SA A D SD NS
10. The Living condition of the villagers has improved.
SA A D SD NS
ADDITIONAL COMMENTS:………………………………………………………………………………………………………………………………………………………………………………………………Thank you for giving your valuable time and information for filling my questionnaire.
AMBERISH KUMAR TIWARI
BIBLIOGRAPHY100
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Websites:
www.ntpc.co.in
www.ntpc.nic.in
Local intranet of NTPC, Tanda
Records:
Records from HR Department of NTPC, Tanda.
NTPC Policy on corporate social responsibility.
House Journals of NTPC (NTPC News etc.)
House Journals of NTPC Tanda (Saryu Suman)
HR Manual of NTPC available in intranet.
NTPC News Samachar.
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