GrievanceNTPC Project Report

8/18/2019 GrievanceNTPC Project Report

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SUMMER INTERNSHIP REPORT

ON“GRIEVANCE HANDLING IN HR DEPARTMENT”

At

NTPC

(Northern region head-quarter, Lucknow)

Guided by: SUBMITTED BY:

Mr. Rohit kumar Himanshu Kapoor

(MANGER HR) (1005470036)



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PREFACE

Summer projects during the break in studies after the completion of the first year in

postgraduate courses in management, are a regular feature in the curriculum of

UTTAR PRADESH TECHNICAL University (U.P.T.U).

These summer impart training to the students through the assignment of an on line project,

which they have to complete for the organization, while staying with them the whole

period of work.

The projects not only give a chance to the students to apply whatever knowledge they

have gained over in the first year in a practical way, but they also help them get a practical

experience of life as a manager in a real work setting. These projects help the students

to practically apply the concepts of management, like planning, organizing etc, in a real

work setting as well. These projects are also the means of initiating the students to the

discipline of corporate life.

Overall the summer projects are an effective learning experience for the management

students and are very helpful for them in their later lives as management professionals.

In our case the summer project at NTPC, Lucknow has provided us with an

excellent opportunity to learn under some of the top professionals in the field of

Human Resource Management. The project has also provided us with an opportunity to

interact with various people from the field of Human Resource and other fields of

management.



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ACKNOWLDEGEMENT

We have tried my best to fulfil the needs of this project on ' GREIVANCE HANDLING

OF HR DEPARTMENT’ with special reference to NTPC. Those who formally or

informally helped us to develop this project, our heartiest gratitude are for all of them.

Firstly, we intend to express my thanks to DGM(HR) Shr i RADHEY MOHAN who

has very kindly permitted us to do this project work at NTPC- luckno w and his

sincere efforts guided us toward the development and completion of the project. We very

truly acknowledge his support; we would also like to express our thanks Mr. Roh i t

Kumar, Manager, (HR) that have provided us insights on services provided to the

employees at NTPC.

Secondly we heartily express our gratitude and our Guide Mr. Arn ab Mukh erj i ,

Engin eer (HR) who‟s sincere and concentrated efforts have encouraged us to

complete this project.

We would like to express our thanks to Mr. Sanjay. Shrivastav. (Professo sor

B.B.D.N.I.T.M) for their valuable suggestions and help for the preparation of the

summer training project.



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STUDENT DECLARATION

I hereby declare that the work being submitted by me entitled project on

“GREIVANCE HANDLING” in fulfillment for the requirement of the reward of

the UPTU Lucknow.

An authentic record of work carried out by me in the 3rd Sem. of MBA under

the guidance of Mr.. Sanjay Shrivastav

(Himanshu kapoor)



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EXECUTIVE SUMMARY

National Thermal Power Corporation Limited (NTPC) is the largest thermal power

generating company of India. A public sector company wholly owned by Government of

India, it was incorporated in the year 1975 to accelerate power development in the

country. Within a span of 30 years, NTPC has emerged as a truly national power

company, with power generating facilities in all the major regions of the country.

THE PROJECT

This project of grievances handling has been designed to measure internal employee

satisfaction and study of grievances procedure

The instrument can be used to measure grievances redressed effectiveness of more than

one department to arrive at comparative ranking, or be used to know the current thinking

of new generation expert towards the grievances. Effectiveness of HR DEPARTMENT.

Too.

FREQUENCY

This survey should be carried out annually.

THE PARTICIPANTS



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The survey was conducted on 35 employees belonging to both the Executive &

Non Executive cadre from grade W-0 to E-8 of, NRHQ .Hr depts.

THE METHODOLOGY

. This project of grievances handling has been designed to measure internal employee

satisfaction and study of grievances procedure

The instrument can be used to measure grievances redressed effectiveness of more than

one department to arrive at comparative ranking, or be used to know the current thinking

of new generation expert towards the grievances. Effectiveness of HR DEPARTMENT.

Too.

The questionnaire include 12 question in order to know the expert view

1. QUALITY

This parameter tells if error free and quality service is provided by the HUMAN

RESOURSE department.

2. PROMPTNESS

This parameter tells us what does different expert have their views and how the

complaints are addressed.



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3. FRIENDLINESS

This parameter measure show the employee has knowledge about grievance

handling procedure.

4. FACILITATION

This parameter tells us how much the employee is aware of procedure.

5. FAIRNESS

This parameter tells us if hr depts. employees treat all employees equally and fairly

6. Expert FEEDBACK

This parameter tells us how expert think about procure and effectiveness.



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INDEX

Sr

no:

CONTENTS page

1. Chapter 1

COMPANY PROFILE

NORTHERN REGION HEADQUARTERS

09

32

2. Chapter 2

HUMAN RESOURCES 40

3. Chapter 3

GRIEVANCE

Grievance Proc edure in NTPC

56

65

4. Chapter 4

OBJECTIVE OF THE PROJECT

Research m ythology

Findings

Recommendat ion

76

77

78

79



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LIMITATION

CONLUSION

80

81

5. Chapter 5 Ap pendix

Summary

Quest ionnaire

8386

6. Chapter 6

Bibliography 88



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COMPANY PROFILE

India‟s largest power company, NTPC was set up in 1975 to accelerate power

development in India. NTPC is emerging as a diversified power major with presence in the

entire value chain of the power generation business. Apart from power generation, which

is the mainstay of the company, NTPC has already ventured into consultancy, power

trading, ash utilisation and coal mining. NTPC ranked 341st in the „2010, Forbes Global

2000‟ ranking of the World‟s biggest companies. NTPC became a Maharatna company in

May, 2010, one of the only four companies to be awarded this status The total installed

capacity of the company is 34,194 MW (including JVs) with 15 coal based and 7 gas

based stations, located across the country. In addition under JVs, 5 stations are coal

based & another station uses naphtha/LNG as fuel. The company has set a target to

have an installed power generating capacity of1, 28,000 MW by the year 2032. The

capacity will have a diversified fuel mix comprising 56% coal, 16% Gas, 11% Nuclear and

17% Renewable Energy Sources(RES) including hydro. By 2032, non fossil fuel based

generation capacity shall make up nearly 28% of NTPC‟s portfolio.

NTPC has been operating its plants at high efficiency levels. Although the company has

17.75% of the total national capacity, it contributes 27.40% of total power generation due

to its focus on high efficiency.





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At NTPC, People before Plant Load Factor is the mantra that guides all HR related

policies. NTPC has been awarded No.1, Best Workplace in India among large

organisations and the best PSU for the year 2010, by the Great Places to Work Institute,

India Chapter in collaboration with The Economic Times.

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

Through its expansive CSR initiatives, NTPC strives to develop mutual trust with the

communities that surround its power stations.



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NTPC Limited has been ranked top awardees for MoU Award

for. Excellence in Performance, instituted by DPE, consecutively for two years 2004-05

and 2005-06 with 'Excellent' rating. Dr. Manmohan Singh, Hon'ble Prime Minister of India

presented the MoU Awards to Shri T.

Sankaralingam, CMD, NTPC Ltd.



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Vision of NTPC

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

increasing global presence"

Mission of NTPC

"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"

Core Values of NTPC

INDEX (BCOMIT)

5 "S" for the company

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

Standardization and discipline. All these words start with the letter‟s which

Are:

1. Seri – Stands for Organization

2. Seaton – Stands for Neatness



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3. Seiko – Stands for Cleanliness

4. Seekers – Stands for Standardization

5. Shinseki – Stands for Discipline

Business Ethics

Customer Focus

Organizational & professional Pride

Mutual Respect and Trust

Innovation and Speed

Total Quality for Excellence

These all words are from Japanese language stands for the steps taken for

Ensuring proper organization neatness, cleanliness, standardization and

Discipline in company‟s housekeeping and work place management

Practices.

Employee‟s development Centre of NTPC at Kahalgaon plays a vital role in

The development of Human Resource of the organization. For the purpose

Of Human development, a training Institute has been developed for

Imparting self developments programs and improving professional skill of

The employees. Suggestion Schemes, Quality Circle and Professional

Circle have been formed in most of the departments to strive for all round





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Headquarters in New York on 26 July 2000. And has since then focused its

Efforts on achieving practical results and fostering the engagement of

Business leaders in the direction.

Through the power of collective action, the Global Compact seeks to

Promote responsible corporate citizenship so that business can be part of

The solution to the challenges of globalization. In this way, the private sector

– In partnership with other social actors – can help realize the Secretary-

General‟s vision: a more sustainable and inclusive global economy.

The Global Compact is a network. At its core is the Global Compact

Office and six UN agencies:

Office of the High Commissioner for Human Rights;

United Nations Environment Programme;

International Labour Organization;

United Nations Development Programme;

United Nations Industrial Development Organization; and

United Nations Office on Drugs and Crime.

The Global Compact involves all the relevant social actors: governments,

Who defined the principles on which the initiative is based; companies,

Whose actions it seeks to influence; labour, in whose hands the concrete



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JOINT VENTURE PARTNERS- T0 INLARGE

THE BUSINESS DEVELOPMENT

NTPC – Joint Ventures (15)

GENERATION

ARAVALI POWER

COMPNAY PVT LTD

50%

NTPC TAMIL NADU

ENERGY COMPNAY LTD

50%

NABINAGAR POWER

GENERATING

COMPNAY LTD

50%

MEJA URJA NIGAM LTD

50%

NTPC SAIL POWER

COMPNAY PVT LTD

50%

RATNAGIRI GAS AND

POWER PVT LTD

29.65%

SERVICES

UTILITY

POWERTECH LTD

50%

NTPC ALSTOM

POWER SERVICES

PVT LTD

50%

NATIONAL HIGH

POWER TESTLABORATORY PVT

LTD

25%

POWER

TRADING

PTC INDIA

LTD

5.28%

NATIONAL

POWER

EXCHNAGE

LTD

16.67%

EQUIPMENT

MANUFACTRUI

G

NTPC BHEL

POWER PROJECTS

PVT LTD

50%

BF NTPC ENERGY

SYSTEMS LTD

49%

COAL

ACQUISITION

INTERNATIONAL

COAL VENTURES

LTD

14.28%

NTPC SCCL

GLOBAL

VENTURES PVT

LTD

50%

NTPC has identified Joint Ventures, strategic alliances as well as

Acquisitions and diversifications as viable and desired options for its

Business development. With its rich experience of engineering, constructing

And operating over 26,000 MW of thermal generating capacity, is the

Largest and one of the most efficient power companies in India, having

Operations that match the global standards.

It looks for opportunity to create such joint

Ventures and strategic alliances, in the entire value chain of the power

Business. It as a partner endows the Joint Venture Alliances with a winning

Edge. Acquisitions and Diversifications in the areas related to the core

Business not only ensure growth but also add to the robustness of the



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Company. Diversification is carried out either directly or through

Subsidiaries/JVs.

These are some companies had joint venture with NTPC

Ltd as follows:-

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

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

POWER SERVICES PVT. LTD)

OBJECTIVE: Undertake Renovation & Modernization of power

Stations in India and other SAARC countries

PROMOTERS‟ EQUITY: NTPC: 50%, ALSTOM Power Generation

AG: 50%

UTILITY POWER TECH Ltd (Inc orp orated in 1996)

This JV has been promoted with Reliance Energy Limited (formerly

BSES Limited) a private sector Indian power company.

OBJECTIVE: To undertake project construction, erection and

Supervision in power sector and other sectors in

India and abroad



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PROMOTERS‟ EQUITY: NTPC: 50%, REL: 50%

PTC (Ind ia) Ltd (Inc orp orated in 1998)

This JV has been promoted with Power Grid Corporation of India

Ltd (PGCIL), a Government owned transmission major in India.

Power Finance Corporation (PFC), power sector finance

Company owned by the Government of India and National Hydro

Electric Power Corporation Ltd. (NHPC), a Government owned

Hydro power utility.

OBJECTIVE: To trade, import, export and purchase power from

Identified power projects and sell it to identified

SEBs/others

PROMOTERS'EQUITY: NTPC: 8%, Tata Power: 10%, PGCIL: 8%,

DV: 10%, PFC: 8%, FII: 18.5%, NHPC: 8%



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NTPC-SA IL POWER COMPANY (PVT) LTD (NSPCL)

NSPCL, the Joint Venture Company of NTPC and SAIL with 50:50

Equity participation, stood merged with BESCL (Bhilai Electric

Supply Co. Pvt Ltd, another JV Co. of NTPC and SAIL with 50:50

Equity participation.) W.e.f 2nd August 2006, as per the scheme of

Amalgamation approved by High Court of Delhi. As a result of

Aforesaid merger of BESCL in NSPCL, all properties, licenses,

Permissions, debt, liabilities etc. with respect to BESCL now stand

Vested in NSPCL.

OBJECTIVE: To supply power to the Bhilai, Durgapur and

Rourkela

Steel Plant of Steel Authority of India Limited (SAIL)

From its Coal based power stations at Bhilai

(Chhattisgarh), 2x30MW+1X14MW, Durgapur

(West Bengal) 2x60MW and Rourkela (Orissa) 2x60

MW.

For the purpose of its business development,

NSPCL is carrying out the expansion of its installed

Capacity at Bhilai, by implementation of 500MW

(2x250MW) plant.

PROMOTERS' EQUITY: NTPC: 50% SAIL: 50%



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NTPC TAMIL NADU ENERGY COMPANY LIMITED

This JV was incorporated on 23rd May, 2003 with Tamil Nadu

Electricity Board, a State run Electricity Board in the State of

Tamil Nadu engaged in generation, transmission and distribution

Of electricity.

OBJECTIVE: To set up a 1000 MW coal based power station at

Encore in Tamil Nadu utilizing the existing

Infrastructure facility at Encore and supply power

Mainly to Tamil Nadu and the states of Kerala,

Karnataka and Pondicherry.

PROMOTERS'EQUITY: NTPC: 50%, TNEB: 50%

VAISHAL I POWER GENERATING COMPANY L IMITED

This JV was incorporated on with Bihar State Electricity Board, a

State run Electricity Board in the State of Bihar, engaged in

Generation, transmission and distribution of electricity.

OBJECTIVE: To take over Muzaffarpur Thermal Power Station

(2x110MW), a coal based power station at Kanti,

For carrying out restoration, R&M and supplying

Power mainly to the state of Bihar .



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PROMOTERS' EQUITY: NTPC: 51-74%, BSEB: 26-49%

ARAVAL I POWER COMPANY PRIVATE LTD

(Joint Venture Agreement was signed on 14.12.2006 among

NTPC Ltd, Indrapastha Power Generation Company Ltd. (IPGCL)

And Haryana Power Generation Company Ltd. (HPGCL).The

Company was incorporated on 21.12.2006.

OBJECTIVE: To set up a coal-based power station of 1500MW

Capacity in Distt. Jhajjar, Haryana, in joint venture

With IPGCL and HPGCL.

PROMOTERS' EQUITY: NTPC-50%, IPGCL-25%, HPGCL-25%



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Planned Capacity Addition in 2010-2011

(4150 MW)

Customer fo cus:-

To foster a collaboration style of working with customer, growing to

Be a preferred brand for supply of quality power.

To expand the relationship with existing customer by offering a

Bouquet of services in addition to supply of power e.g. trading, energy

Consulting, distribution consulting, management practices.

To expand the future customer portfolio through profitable

Project/ Unit Capacity (MW)

Sipat Stage-I, Unit-1 660

Jhajjar, Unit-1 & 2 1000

Korba Stage –III, Unit-7 500

NCTPP Stage – II, Unit-6 490

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

Farakka, Stage-III, Unit-6 500

Total 4150



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Diversification into downstream business, inter alia retail distribution

And direct supply.

To ensure rapid commercial decision making, using customer specific

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

Ag i le corp orat ion:-

To ensure effectiveness in business decision and responsiveness to

Changes in the business environment.

NTPC (National Thermal Power Corporation) is such a name to reckon

Within Indian commitment. This corporation has not only excelled in power

Generation but also proven its expertise in all-conceptualizing,

Commissioning, managing power station & offering specialized consultancy

Services.

“It is the India‟s power house” which was established 32 years

Before to defend the power problem of our country and now a day it has

Emerged as a truly national facility in all the major regions of the country.

ACQUISITION

Business development through Acquisition serves both NTPC's own

Commercial interest as well as the interest of the Indian economy

Taking over being a part of the acquisition process, is also an opportunity



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For NTPC to add to its power generation capacity through minimal

Investment and very low gestation period. It has, over the years, acquired

The following three power stations belonging to other utilities/SEBs and has

Turned around each of them using its corporate abilities.

DIVERSIFICATION

To broad-base the business and also to ensure growth, diversification in

The areas related to NTPC's core business of power generation such as

Hydro power, Distribution, Trading, Coal mining, LNG etc. have been

Identified as priority areas.

NUCLEAR POWER GENERATION

In line with its Corporate Plan, NTPC exploring foray into the field of

Nuclear Power Generation. NTPC is now planning to set up Nuclear

VERTICAL (BACKWARD) INTEGRATION - COAL MINING AND

LNG BUSINESS:

COAL MINING:

The policy changes in coal sector provide an opportunity to NTPC to

Enter captive coal mining business. Production is expected by 2007 in

One coal block already allotted in 2004 (Pakri Barwadih in the state of

Jharkhand). Six more blocks (~40MTPA) have been allotted to NTPC,



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Subs idiary companies of NTPC

DIVERSIFIED GROWTH

As per new corporate plan, NTPC plans to become a 75 GW company by the year 2017

and envisages to have an installed capacity of 128 GW by the year 2032 with a well

diversified fuel mix comprising 56% coal, 16% gas, 11% nuclear energy, 9% renewable

energy and 8% hydro power based capacity.

As such, by the year 2032, 28% of NTPC‟s installed generating capacity will be based on

carbon free energy sources. Further, the coal based capacity will increasingly be based on

high-efficient-low-emission technologies such as Super-critical and Ultra-Super-critical.



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Along with this growth, NTPC will utilize a strategic mix of options to ensure fuel security

for its fleet of power stations.

Looking at the opportunities coming its way, due to changes in the business environment,

NTPC made changes in its strategy and diversified in the business adjacencies along the

energy value chain. In its pursuit of diversification NTPC has developed strategic alliances

and joint ventures with leading national and international companies. NTPC has also made

long strides in developing its Ash Utilization business.

Hydro Power: In order to give impetus to hydro power growth in the country and

to have a balanced portfolio of power generation, NTPC entered hydro power

business with the 800 MW Koldam hydro projects in Himachal Pradesh. Two more

projects have also been taken up in Uttarakhand. A wholly owned subsidiary, NTPC

Hydro Ltd., is setting up hydro projects of capacities up to 250 MW

Renewable Energy: In order to broad base its fuel mix NTPC has plan of

capacity addition of about 1,000 MW through renewable resources by 2017.

Nuclear Power: A Joint Venture Company "AnushaktiVidhyut Nigam Ltd." has

been formed (with 51% stake of NPCIL and 49% stake of NTPC) for development of

nuclear power projects in the country.



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Coal Mining: In a major backward integration move to create fuel security, NTPC

has ventured into coal mining business with an aim to meet about 20% of its coal

requirement from its captive mines by 2017. The Government of India has so far

allotted 7 coal blocks to NTPC, including 2

Power Trading: 'NTPC VidyutVyapar Nigam Ltd.' (NVVN), a wholly owned

subsidiary was created for trading power leading to optimal utilization of NTPC‟s

assets. It is the second largest power trading company in the country. In order to

facilitate power trading in the country, „National Power Exchange Ltd.‟, a JV of

NTPC, NHPC, PFC and TCS has been formed for operating a Power Exchange.

Ash Business: NTPC has focused on the utilization of ash generated by its

power stations to convert the challenge of ash disposal into an opportunity. Ash is

being used as a raw material input by cement companies and brick manufacturers.

NVVN is engaged in the business of Fly Ash export and sale to domestic

customers. Joint ventures with cement companies are being planned to set up

cement grinding units in the vicinity of NTPC stations.



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Power Distribution: „NTPC Electric Supply Company Ltd.‟ (NESCL), a wholly

owned subsidiary of NTPC, was set up for distribution of power. NESCL is actively

engaged in „Rajiv Gandhi Garmin Vidyutikaran Yojana‟programme for rural

electrification.

Equipment Manufacturing: Enormous growth in power sector necessitates

augmentation of power equipment manufacturing capacity. NTPC has formed JVs

with BHEL and Bharat Forge Ltd. for power plant equipment manufacturing. NTPC

has also acquired stake in Transformers and Electricals Kerala Ltd. (TELK) for

manufacturing and repair of transformers.



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FUTURE CAPACITY ADDITIONS

NTPC has formulated a long term Corporate Plan up to 2032. In line with the Corporate

Plan, the capacity addition under implementation stage is presented below:

PROJECT STATE MW

Coal

1.Indira Gandhi STPP- JV with IPGCL & HPGCL (

3 x 500)Haryana 1000

2. Sipat I (3 x 660) Chhattisgarh 1980

3. Simhadri II Unit - IV( 500) Andhra Pradesh 5004. Vallur I -JV with TNEB ( 2 x 500) Tamilnadu 1000

5. Vallur Stage-I Phase-II -JV with TNEB ( 1 x 500) Tamilnadu 500

6. Bongaigaon(3 x 250) Assam 750

7. Mauda ( 2 x 500) Maharashta 1000

8. Rihand III(2X500) Uttar Pradesh 1000

9. Vindhyachal-IV (2X500) Madhya Pradesh 1000

10. Muzaffarpur Expansion (2x195) – JV with BSEB Bihar 390

11. Nabinagar TPP-JV with Railways (4 x 250) Bihar 1000

12. Barh II (2 X 660) Bihar 1320

13. Barh I (3 X 660) Bihar 1980

Hydro

1. Koldam HEPP ( 4 x 200)Himachal

Pradesh800

2. TapovanVishnugad HEPP (4 x 130) Uttarakhand 520

3. Singrauli CW Discharge(Small Hydro) Uttar Pradesh 8

Total 14748



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CORPORATE OBJECTIVES

In pursuance of the Vision and Mission, the following are the CorporateObjectives of NTPC

To realize the vision and mission, eight key corporate objectives have been identified.

These objectives would provide the link between the defined mission and the functional

strategies.

Bus iness por t fo l io grow th

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

generation company in India and establish a presence in hydro power

segment.

• To broad base the generation mix by evaluating conventional and non-

conventional sources of energy to ensure long run competitiveness and

mitigate fuel risks.

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

and forward integration into areas such as power trading, transmission,

distribution, coal mining, coal beneficiation, etc.

•

To develop a portfolio of generation assets in international markets.

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

markets.



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NORTHERN REGION HEADQUARTERS

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

'MAHARATNA'.It was incorporated in 1975, a public sector undertaking wholly owned by

Govt. of India. This website is devoted to its Northern Region Headquarters at Luck now

and its activities in Northern Region. The regional office is headed by Regional Executive

Director (NR)

Our Qual i ty Pol icy:

Region is committed to generating electricity efficiently using latest technology and with c

concern for environment. It shall strive for continual improvement, nurturing human resources,

achieving total quality and meeting the organization's vision, driven by core values.



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NR Projects:

The following projects are parts of the Northern Region:

RIHAND

SINGRAULI

TANDA

UNCHAHAR

The beneficiary states of the power generated by Northern Region plants are Uttar

Pradesh, Uttaranchal, Jammu & Kashmir, Himachal Pradesh, Chandigarh,

Rajasthan, Haryana, Punjab, & Delhi.



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ABOUT SUPER THERMAL POWER PROJECTS

RIHAND

Address P.O. Rihandnagar-231 223,Dist. Sonebhadra,

Uttar Pradesh

Telephone (STD-05446) - 242020-21

Fax 242115

Email

Approved capacity 2000 MW

Installed Capacity Stage I : 1000 MW

Stage II : 1000 MW

Location Sonebhadra, Uttar Pradesh

Coal Source Amlori Mines & Dudhichua Mines & Amloric

Expansion Mines

Water Source Rihand Reservoir.

Beneficiary States Uttar Pradesh, Uttaranchal, Haryana, Punjab,

Rajasthan, Jammu & Kashmir, Himachal

Pradesh, Delhi and Chandigarh.

Approved Investment Rs. 2387.40Cr (Stage-I).

Rs. 3451.97Cr (Stage-II).



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Unit Sizes. 4x 500 MW

Units Commissioned Unit -I 500 MW March 1988

Unit -II 500 MW July 1989

Unit -III 500 MW January 2005

Unit -IV 500 MW September 2005

International Assistance United Kingdom

SINGRAULI

Address P.O. Shaktinagar-231 222, Dist.

Sonebhadra, Uttar Pradesh

Telephone (STD-05446) - 232441

Fax 232432

Email

Approved capacity 2000MW

Installed Capacity 2000 MW

Location Sonebhadra, Uttar Pradesh

Coal Source Jayant/Bina Mines

Water Source Rihand Reservoir



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Beneficiary States Uttar Pradesh, Uttaranchal ,Rajasthan,

Punjab, Haryana, Delhi and Jammu &

Kashmir, Himachal Pradesh,

Chandigarh

Approved Investment Rs. 1190.69 Crore

Unit Sizes Stage - I: 5x 200 MW

Stage -II: 2x 500 MW

Units Commissioned Unit -I 200 MW February 1982

Unit -II 200 MW November 1982

Unit -III 200 MW March 1983

Unit -IV 200 MW November 1983

Unit -V 200 MW February 1984

Unit -VI 500 MW December 1986

Unit -VII 500 MW November 1987

International

Assistance

IDA

KWF

UNCHAHAR



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Address P.O. Unchahar, Dist. Rai Bareilly, Uttar

Pradesh - 229406

Telephone (STD-05311) - 211-2620

Fax 221065

Email

Approved capacity 1050 MW

Installed Capacity Stage I & II : 840 MW (2 x 210 + 2 x 210

MW) Stage III : 210 MW (1 x 210 MW)

Location Raibareli, Uttar Pradesh

Coal Source North Karanpura.

Water Source SardaSahayak Canal

Beneficiary States Uttar Pradesh, Haryana, Himachal Pradesh,

J&K, Punjab, Rajasthan, Chandigarh, Delhi,

Uttaranchal

Approved Cost Stage I & II : Rs.2337.09 Crores

Stage III : Rs. 938.61 Crores

Unit Sizes 5x210 MW

Units Commissioned Unit I : 210 MW November 1988



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Unit II : 210 MW March 1989

Unit III : 210 MW January 1999

Unit IV : 210 MW October 1999

Unit V : 210 MW September 2006

International Assistance

(Stage II))

ADB

Address P.O. Vidyutnagar, Dist.

Ambedkarnagar, Uttar Pradesh

Telephone (STD-05273) - 222098

Fax 222069

Email

Approved capacity 440 MW (4 x 110 MW)

Installed Capacity 440 MW

Location Ambedkar Nagar, U.P.

Coal Source North Karanpura Coal Fields

Water Source Tanda Pump Canal on Saryu River

Beneficiary States Uttar Pradesh

TANDA



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HUMAN RESOURCES

Human resourcesisa term used to describe the individuals who make up the

workforce of an organization, although it is also applied in labour economics to, for

example, business sectors or even whole nations. Human resources is also the name of

the function within an organization charged with the overall responsibility for implementing

strategies and policies relating to the management of individuals (i.e. the human

resources). This function title is often abbreviated to the initials "HR".

Human resources are a relatively modern management term, coined as late as the 1960s.

The origins of the function arose in organizations that introduced 'welfare management'

practices and also in those that adopted the principles of 'scientific management'. From

these terms emerged a largely administrative management activity, coordinating a range of

worker related processes and becoming known, in time, as the 'personnel function'.

Human resources progressively became the more usual name for this function, in the first

instance in the United States as well as multinational or international corporations,

reflecting the adoption of a more quantitative as well as strategic approach to workforce

management, demanded by corporate management to gain a competitive advantage,

utilizing limited skilled and highly skilled workers.

http://en.wikipedia.org/wiki/Human_resource_management

http://en.wikipedia.org/wiki/Human_resource_management



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The advantages of good HR

The most important asset for any organization is their employees. Individually and

collectively they contribute to the achievement of the objectives. When an organization

succeeds it is because of their employees. It is therefore important for an organization to

ensure that their employees are satisfied and they should focus on the individual employee

and his or hers development within an organization.

In order to do this an organization built a strong Human Resource department that

constantly works on ensuring the happiness of the individual employee. The management

should provide employees with all resources necessary to fulfil their assignments, be it

material or immaterial.

When an HR department is working in an optimal manner it helps the company to meet

strategic goals by attracting and maintaining employees as well as managing employees‟

needs.

The key functions of our HR department include the following:

• Recruitment of the right candidates at the right time

• Training and development

• Performance evaluation and management

• Promotions



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• Compensation, bonuses etc.

• Career development

• Company events such as theme days, strategy seminars, sport events and the

like

• Corporate Social Responsibility

• Satisfaction surveys among employees

• Development of employee friendly policies

- And much more.

The advantage of a strong HR department is employees who are happier, more

trustful, and more prone to stay with the company. Furthermore, a strong HR

department ensures the selection of employees, who will fit into the set of values

and vision.



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HUMAN RESOURCES AT NTPC

'People before PLF (Plant Load Factor)' is the guiding philosophy behind the entire gamut

of HR policies at NTPC. We are strongly committed to the development and growth of all

our employees as individuals and not just as employees. We currently employ

approximately 26,000 people at NTPC.

Competence building, Commitment building, Culture building and Systems building are the

four building blocks on which our HR systems are based.



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Our HR Vision

"To enable our people to be a family of committed world class

professionals."

WHY EMPLOYEES PREFER NTPC?

NTPC, India‟s largest power company would do well in a coin-minting machine. Reason:

every employee who completes 25 years of service with the public sector undertaking

(PSU) gets a gold coin. Hundreds of Napkins, past and present, have proudly taken home

those coins over the years. Not surprisingly, the average age of the company‟s work force

of 24,500 people is 46 years and isn‟t considered a negative. “We are in an industry



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where maturity and experience counts, so it‟s a strength”, asserts HR

director SP Singh.

That strength shows in NTPC‟S operational performance. It has a power generating

capacity of 34,194 MW. Although this is around 18% of the country‟s total capacity, it

accounts for close to 30% of the total power generation. And it has been consistently

profitable. Ntpc‟s results for FY10 showed a profit after tax of RS. 8,728 crore, earning it

the „PSU Excellence Award 2010‟ for best financial performance.

Credit for this performance must go to NTPC‟S 13000 executives and 11500 non-

executives staff.

“ Although we are a PSU, we work like a private company are result -oriented, “says

Pramathesh Purkayastsha, additional GM (corporate planning). The reason employees are

so driven, adds Manoj Dubey, DGM, Business excellence is because of the conducive

environment that the company y has created for them to excel.

That conduciveness begins with pay. With an annual salary of RS. 10 -12 LAKHS, entry –

level executives are paid far more than in private power companies. Though private

players have the edge at senior levels, the pay is still decent; for instance, a general

manager‟s salary is around RS 30 LAKH.

But it‟s not just about pay, says chief Singh.” It is about satisfying the needs of every

employee and we are very sensitive to those needs.”NTPC employees are housed in

townships equipped with hospitals, schools, parks, clubs and recreation facilities plus they



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enjoy a plethora of family-welfare initiatives, including free Medicare and cheap loans.

“Our people practices have been designed to cater to the needs of

employees, help them develop be as individuals as well as

professionals”,

Says NTPC CMD Arup Roy Chaudhury. Job satisfaction levels are high. “I turned down

an opportunity to work in the US. I am very happy here “says SVR Subarao, junior officer

in the IT dept. Today, NTPC is the first choice among PSUs for the job seekers. Every

year over 1 lack candidates appear for an all India test to fill around 500 entry-level

positions in the company. That how a desirable job at NTPC says Prem Chand, SR.

manger HR. With the power sector being opened up to private players the management is

keenly aware of the importance of staying competitive. Every employee has to undergo at

least 7 days of training annually “explains Pranav Kumar Sinha, additional GM, HR.

Much of the training takes place at NTPC‟S Power Management Institute(PMI) In Noida

,which provides technical and management training to middle and senior-level personnel.

The PSU has also tried up with institutes like IIT Delhi, BITS-PILANI and MDI (Gurgaon)

for executive education programmes. “NTPC pays the entire course fee and the executive

continues to draw a full salary during the course, “says AK Bhatnagar, GM, HR and

corporate communication.



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SERVICES PROVIDED BY HR DEPARTMENT AT NTPC

NTPC subscribes to the belief that efficiency, effectiveness and success of the

Organisation depends largely on the skills, abilities and commitment of the

Employees who constitute the most important asset of the organisation.

NTPC is therefore resolved to provide a framework of policies which

Will enable the Organisation to attract the right talent for the jobs and make

It available at the right time and in right number with the ultimate objective of

Ensuring optimum and effective utilisation of the human resources in a climate

Of satisfaction, development and growth.

1. LEGAL MATTERS

DISCIPLINE AND INDISCIPLINE

1.1 Discipline means orderly behavior. It means voluntary and willing compliance of

rules and regulations and instructions and also development of right habits of conduct in

work with others at the work-place.



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2. RECRUITMENT

We believe in the philosophy of 'Grow your own timber'. Our 'Executive Trainee' schem

Was introduced in 1977 with the objective of raising a cadre of home grown profession

First Division Graduate Engineers/ Post graduates are hired through nation-wide open

Competitive examinations and campus recruitments. Hiring is followed by 52 weeks

In pursuance of the above objectives and consistent with the Company's social and

national obligations, NTPC hereby makes the following policy statement to

be called NTPC RECRUITMENT POLICY AND PROCEDURES to govern, regulate

and generally facilitate recruitment of personnel in the Projects, Offices and

Establishments of the Company.

http://www.ntpc.co.in/index.php?option=com_content&view=article&id=68&Itemid=115&lang=en



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3. EMPLOYEE BENEFIT

Quali ty of Work-Life

NTPC is proud of its systems for providing a good quality of work-life for its employees.

In addition to providing beautiful and safe work places, NTPC encourages a culture of

Mutual respect and trust amongst peers, superiors and subordinates.

Away from hectic city life, NTPC townships provide an environment of serenity,

Natural beauty and close community living. Numerous welfare and recreation facilities

Knowledge Management in NTPC

To meet our ultimate objective of becoming a learning organisation, an integrated

Knowledge Management System has been developed, which facilitates tacit knowledge

in the form of learning and experiences of employees to be captured and summarized

For future reference.



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Seeking Feedback

We actively seek and encourage employee feedback to ensure that our HR interventions

And practices remain relevant and meaningful. We regularly conduct Employee Satisfaction

And Organisational Climate Surveys.

Awards........

We derive immense satisfaction from the awards we receive and the resulting recognition

They bestow. The awards are key indicators and milestones on our HR journey, and reinforce

Our HR philosophy and practices. NTPC has been awarded No.1, Best Workplace in India

among large organisations for the year 2008, by the Great Places to Work Institute,

India Chapter in collaboration with The Economic Times.

Allowances

A) DEARNESS ALLOWANCE



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(For Executives, Supervisors & Workmen)

The DA payable would be governed as per the following provisions:

(a) Dearness Allowance would be revised on 1st April, 1st July, 1st October and

1st January

of each year based on the percentage increase in the quarterly average of the

AICPI for the Quarters ending February, May, August and November respectively

over AICPI 1708.(Basic 1960=100)

(b) There shall be 100% neutralisation of DA for all employees.

(c) DA shall be payable on Basic pay and special pay, if any.

B) HOUSE RENT ALLOWANCE

SCOPE

House Rent Allowance is payable to the eligible employees who are not

provided with the residential accommodation by the Company at the places

where the Company has its Projects/Units/Offices etc.



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SAFETY COMMITTEE

Objective

The objective of the Safety Committee would be to create safety consciousness

among employees and suggest ways and measure to the management for creating

Safe working conditions and a safe working culture.

Constitution

The constitution of the Safety Committee would be as follows:

1. Dy. General Manager – Chairman

2. Manager/Dy. Manager from Erection/Operation

3. Safety Officer – Secretary

4. Officer(HR-Welfare)

5. One Executive from Civil Construction Department

6. Senior-most employee in the Supervisory category from Mechanical Erection.



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7. Senior-most employee in the Supervisory category from Electrical Erection.

8. Senior-most employee in the Workman category from Mechanical Erection.

9. Senior-most employee in the Workman category from Electrical Erection.

Meetings

The Committee will meet once in three months or at such frequent intervals as felt

Necessary. The Safety Officer, who would work as the Member Secretary, will do

necessary follow-up for the implementation of conclusions reached at in these meeting

TOWNSHIP ADVISORY COMMITTEE

Objective

The objective of the Township Advisory Committee would be to advise the management

in the administration of matters relating to municipal affairs and township maintenance

and to make suggestions for the provision of township facilities, horticulture

And environment, etc.

5. TRAINING AND DEVELOPMENT

NTPC as a company subscribes to the philosophy of generating growth from within,



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and in pursuance thereof, endeavours to achieve synchronisation of the organisations

With the aspiration for growth and development of the individual employees.

Objectives

1.1 The Annual Assessment System for Supervisory &Workman Categories

Seeks to meet the following objectives.

1.2Promotion: To form an important basis for promotion along with seniority.

1.2 Training and Development: To understand the gaps in knowledge and skills with

reference to the present assignment of an employee and with reference to his future

Development; and fill the same by planned guidance and training.

Coverage

There will be different formats for assessment as per the following broad categories:

I) Supervisory

ii) Secretarial & Office Personnel

iii) Workmen

iv) Workman : Unskilled Personnel

Assessment

The assessment will be annual and cover performance during the financial year.



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The annual assessment form provides for evaluation on certain attributes and abilities on

A3 point scale 'Outstanding' 'Satisfactory' and Unsatisfactory'. Periodic performance

records and critical incidents maintained by persons reporting, with respect to each

Employee will form the basis, which will aid in filling the annual assessment. This,

It is hoped, will contribute towards making the appraisal objective.

System of Mentoring in NTPC

Introduction:

1.1. NTPC has over a period of time created an excellent performance culture in

The organization.

1.3 Executives play a very important role in creating performance culture.

Organization needs to continue to harness this role of executives for meeting

The challenges in future.

1.4 For this purpose, a system of building commitment from the day of induction

Of executives in the organization is considered essential.

1.5 A system of mentoring the newly inducted executives is one of the useful

methods employed by good organizations for bringing performance orientation



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GRIEVANCE

Grievance is any discontent or dissatisfaction that affects organizational performance.

As such it can be stated or unvoiced, written or oral, legitimate or ridiculous.

If the dissatisfaction of employees‟ goes unattended or the conditions causing it are not

corrected

, the irritation is likely to increase and lead to unfavourable attitude towards the management

and

Unhealthy relations in the organization.

The formal mechanism for dealing with such worker‟s dissatisfaction is called grievance

. All companies whether unionized or not should have established and known grievance

methods

Of processing grievances. The primary value of grievance procedure is that it can assist in

minimizing discontent and dissatisfaction that may have adverse effects upon co-operation

And Productivity. A grievance procedure is necessary in large organization which has



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numerous personnel and many levels with the result that the manager is unable to keep a

check on

\Individual, or be involved in every aspect of working of the small organization.

The usual steps in gr ievance procedure are

1. Conference among the aggrieved employee, the supervisor, and the union steward.

2. Conference between middle management and middle union leadership.

3. Conference between top management and top union leadership

4. . Arbitration.

There may be variations in the procedures followed for resolving employee grievances

. Variations may result from such factors as organizational or decision-making structures or

size of the

Plant or company. Large organizations do tend to have formal grievance procedures involving

Succession of steps.

Causes for Grievance

Grievance may arise due to the following reasons :

1. Grievance arising out of working condition:



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Poor physical work of work place.

Very tight production standards.

Non – availability of proper tools and machines.

Unplanned changes in schedules and procedures

Failure to maintain proper discipline.

Mismatch of the worker with the job.

Poor relationship with the supervisor.

2. Grievance arising from Management policy:

Wages rate and method of wage payment.

Overtime and incentive schemes.

Seniority.

Transfers.

Promotion, demotion and discharge.

Lack of opportunities for career growth.

Penalties imposed for misconduct.

Leave.



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Hostility towards trade unions.

3.Grievance arising from Alleged Violation of:

The collective bargaining agreement.

Company rules and regulations.

Past practice.

Central or State Laws.

Responsibility of management.

4. Grievance arising out of Personal Maladjustment.

Over-ambition.

Excessive self –esteem.

Impractical attitude to life.

EMPLOYEE GRIEVANCE

Every employee has certain expectations, which he thinks must be fulfilled by the

organization he is working for. When the organization fails to do this, he develops a feeling

of discontent or dissatisfaction. When an employee feels that something is unfair in the

organization, he is said to have a grievance.





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3. Gripe Boxes. In these boxes employees can drop their anonymous complaints.

There are different from the suggestions boxes in which

Employees drop their suggestion with their names written on them.

4. Open Door Policy. It implies a general invitation to the employees to informally

drop in the manager‟s room any time and talk over their grievances. This policy is

useful in keeping touch with employee‟s feelings. But it suffers from the following

limitations:

(a) This policy is workable only in very small organizations. In big organizations, top

managers do not have the time to meet the large numbers of employees daily.

(b) Under this policy the front line superior is bypassed. He should first of all know the

grievance of his subordinate.

(c) This policy does not permit the top management to assess a superior‟s skill in

handling grievance.

(d) Top management is not familiar with the work situation in which the grievance

developed. It cannot, therefore, correctly evaluate the information provided by the

aggrieved employee.

(e) Lower level employees hesitate to enter the room of a top manager and speak

freely

In large organization, management by, walking around might be preferable to open

door policy. In this system the managers walks through the employees, observes them

and if necessary listen to their problems.



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Grievance Redressed Procedure

Every organization requires a permanent procedure for handling employee grievance.

Grievance handling procedure is a formal process of settling grievance and it usually

consists of a number of steps arranged in a hierarchy. The number of these steps may

vary with size of the organization. In small organizations, grievance procedure may consist

of only two steps while in big organizations there may be five or six steps.

As shown in the figure, the front line supervisor is given the first opportunity to handle

grievances. If the company is unionized, a representative of the trade union also joins the

supervisor in handling the grievance. This step is essential for preserving the supervisor‟s

authority. But all grievances cannot be settled here because they may be beyond the

authority and competence of the supervisor. In the second step, the human resource

officer or some middle level executive along with a high level union officer attempt to tackle

the grievance. In the third step, the top management and top union leader sit together to

settle grievances involving companywide issues. If the grievance remains unsettled it is

referred to an outside arbitrator for redressed.

Advantage of a Grievance Procedure

Grievances are natural in any organization. These should be solved as early as possible;

otherwise they can create serious problems for the organizations, the industry and society.



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A systematic procedure should, therefore, be developed to settle all grievances. Such a

procedure provides the following benefits:

It brings grievances into the open so that management can know them and take

necessary action to settle them.

It helps in preventing grievances from assuming dangerous proportion.

Management can solve a grievance before it becomes a dispute. It is an orderly and

expeditious means for redressed of grievances.

It enables the management to know the attitudes and feelings of employee

concerning the policies, rules and practices of the organization.

It provides the workers a formal opportunity for expressing their fears, anxiety and

dissatisfaction.

Such release of emotions helps to improve the morale and productivity of

employees.

It helps to maintain cordial relations in the industry. It brings uniformity in the

handling of grievances.

It also stimulates confidence in employees and builds a sense of security among

them.

It enables both the parties to settle the grievances to their mutual satisfaction.

It serves as a check upon arbitrary and biased action on the part of management.

Managers know that their actions can be reviewed and challenged and, therefore,

become more careful.



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PROCEDURE OF REDRESSAL OF GRIEVANCE

Arbitration

Top Management Top Union Leaders

Middle Management Middle level Union Leaders

Front-Line Supervisors Union Representative

Aggrieved Employee



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Grievanc e Procedu re in NTPC

1.0 INTRODUCTION :

Employees grievances and complaints which are primarily manifestation of their

Dissatisfaction against their working conditions, managerial decisions etc. if not promptly

Attended to, are bound to explode. NTPC management believes in the philosophy of an

Open door policy in the matter of redressed of grievances, be it collective or individual and

An aggrieved employee is welcome to meet his departmental head or the concerned HR

Officer (including the Head of HR Department) and discuss his grievances. Nevertheless,

In view of the ever growing size of the industrial organisations and the accompanying

Complexities and problems the need of formal grievance machinery cannot be

underestimated.

Accordingly the following time-bound grievance procedure is laid down for nonexecutives.

2.0 OBJECTIVE:

The objectives of the grievance procedure will be: -

2.1 To settle grievances of the employees in shortest possible time;

2.2 At lowest possible level of authority; and

2.3 To provide for various stages so that the aggrieved employees derive satisfaction of

Seeking redressed, if required, even from the highest level of the authority .

3.0 SCOPE:

The matters coming under the scope of this grievance procedure which can be invoked by

Aggrieved employee is those relating to: -



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- Wage Payment

- Increment

- Recovery of dues

- Working conditions

- Leave

- Allotment of quarters

- Medical facilities

- Seniority

- Transfer

- Promotion

- Like issues

The matters relating to collective dispute/bargaining such as wages and allowances,

Bonus, hours of work and other benefits and also cases relating to disciplinary matters will

Be outside the purview of this grievance procedure.

4.0 PROCEDURE:

There will be a three tier grievance procedure with further provision of appeal, as detailed

Below:

4.1 Stage I

4.1.1 An aggrieved employee may in the first instance meet his immediate superior officer

and

Present the grievance orally to him.



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4.1.2 In case he is not satisfied, he can present his grievance in the prescribed form

(Form-I) to

The concerned HR Officer within 15 days from the date on which the act of grievance or

Complaint arose or came to his notice.

4.1.3 The concerned HR Officer after making necessary enquiries will give reply to the

Aggrieved employee within a time of 10 days.

4.2 Stage-II

4.2.1 In the case the employee is not satisfied with the decision communicated to him at

Stage-I or fails to receive a reply within stipulated period, he/she may submit his

Grievance in the prescribed form (Form-II) within a period of 15 days to the Head of

Department for the latter's consideration.

4.2.2 The aggrieved employee who has filed a Stage-II grievance may be allowed to

present

His/her case in person, if he/she so desires at this stage.

4.2.3 The aggrieved employee will be replied to within three weeks of the receipt of his

Grievance at Stage-II.

4.3 Stag e-III

4.3.1 At this stage, the grievance will be looked into by a Grievance Committee, to be

constituted

By the respective General Managers for the projects/units and by General Manager (HR)

For Corporate Centre, consisting of the following:



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An executive not below the rank of Chairman

Sr. Manager or Manager, in case the

Former is not readily available.

An executive of Finance & Member

Accounts Department not below the rank

Of Accounts Officer.

An executive of Personnel Secretary

Department not below the rank

Of Sr. HR Officer

4.3.2 If the employee is not satisfied or fails to receive a reply within stipulated period at

Stage-

II, he may present his grievance for consideration at Stage-Ill in the prescribed form

(Form-Ill) within a period of one month. The employee concerned may be heard in person,

By the Grievance Committee, if it so likes. He may be allowed to be assisted by a co-

worker

Before the Committee, if he so desires.

4.3.3 The Committee will meet at regular fixed intervals to deliberate upon all such

grievances

As are addressed to it. During the course of examination the Committee will be assisted, if

Required, by concerned employee to present facts/records pertaining to the grievance. In

The event of difference of opinion among the members of the Grievance Committee, the

Views of the members along with relevant papers will be placed before General Manager

By the Secretary, Grievance Committee for a final decision.



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4.3.4 The decision of the Grievance Committee will be communicated to the aggrieved

Employee within 30 days from the date of receipt of the grievance at Stage-III

4.3.5 The Grievance Committee recommendations should be implemented by the

Management.

In case of major issues like non-allotment of quarters, grievances arising out of no

promotion

Etc. a higher time limit of one month from the date of occurrence of the cause

Of grievance will be allowed and the aggrieved employee will also be allowed to take up

The matter at Stage-III directly.

4.4 Ap peal

4.4.1 In case the employee still remains dissatisfied even after Stage-Ill, he may appeal to

The General Manager of the Division within a period of 10 days from the date of receipt

Of the decision from the Grievance Committee. After the examination and

Consideration, the decision of the General Manager will be communicated to the

Aggrieved employee within a month of the receipt of his appeal.

5.0 GENERAL :

It would be the endeavour of the Management to ensure speedy implementation of the

Decision of the Grievance Committee and the General Manager of the Division, as the

Case may be

.



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GRIEVANCE PROCEDURE (FOR EXECUTIVES)

1.0 INTRODUCTION:

Employees grievances and complaints which are primarily manifestation of their

Dissatisfaction against their working conditions, managerial decisions etc. if not promptly

Attended to, are bound to explode. NTPC management believes in the philosophy of an

Open door policy in the matter of redressal of grievances and an aggrieved employee is

Welcome to meet his departmental head or the concerned HR Officer (including the Head

Of HR Department) and discuss his grievances. Nevertheless, in view of the ever

Growing size of the industrial organizations and the accompanying complexities and

Problems the need of a formal grievance machinery cannot be under estimated.

Accordingly, a time-bound grievance procedure for all non-executive employees was

Introduced by the Company in June, 1980. The need of a formal grievance procedure for

Executives has been felt since some time in the past by the Company and the same was

Under consideration. Keeping in view of this need and also the guidelines received from

The Govt. of India, NTPC has laid down a formal time-bound grievance procedure for

Redressal of the grievances of executives

.

2.0 OBJECTIVES:

The objectives of the grievances procedure will be:

2.1 To settle grievances of the employees in shortest possible time;



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2.2 At lowest possible level of authority; and

2.3 To provide for various stages so that the aggrieved employees derive satisfaction of

Speaking redressed, if required, even from the highest level of the authority.

3.0 SCOPE AND COVERAGE:

The procedure will cover all executives of the Company up to the level of DGMs.

Executives in higher levels may take up their grievances, if any, with their reporting officer.

Grievance for the purpose of this procedure would only mean individual grievance and the

Matters under the scope of this procedure, which can be invoked by an aggrieved

executive

Shall be those relating to the following:'

- Salary payment

NB: The above procedure was approved by the Management Committee in their meeting

Held on 19.6.1986 and came into force i.e. of 1.8.1986.

- Recoveries of dues etc.

- Increment

- Working conditions

- Leave

- Allotment of quarters

- Medical facilities

- Non-extension of benefits under rules

- Transfer



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- Promotion

- Like issues

The grievance arising out of the following shall not be come under the purview

Of the grievance procedure:

- Terms of appointment settled prior to joining

- Annual performance appraisal

- Matters relating to disciplinary enquiry, action and vigilance cases

- Where the grievance does not relate to an individual executive

4.0 PROCEDURE:

The individual grievance of the executive shall be dealt with as per the procedure laid

Down below:

4.1 Stage-I

4.1.1 The aggrieved executive shall take up his grievance orally with his immediate

Superior (not below the rank of Deputy Manager) who will give a personal

Hearing and try to resolve the grievance at his level within seven days.

For this purpose every project GM and Head of Region/Officers shall nominate

And notify a list of Executives in different departments who will hear oral

Grievances. Wherever necessary, the nominated officer will consult his Head of

The Dep‟t. And/or such other Department(s) before communicating back with



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The aggrieved executive.

4.1.2 In case the executive is not satisfied he can submit his grievance in writing in Form-I

within

15 days from the date on which the act of grievance arose or came to his notice to the

Head of Dep‟t. Concerned.

4.1.3 The Head of Department concerned will record his comments on the grievance form

Within 7 days after making necessary enquiries/obtain necessary guidelines from other

Departments, if any, as required.

4.2 Stage-II

4.2.1 In case the executive is not satisfied with the decision communicated to him at

Stage-I or

If he fails to receive the reply within stipulated period, he may submit his grievance in the

Prescribed form (Form-II) within a period of 15 days to a Staff Council in the

Project/regional offices/Corporate Centre. The staff council will be constituted by the ED

Concerned for project and regional offices and Director (P) for Corporate Centre by the

Designation of the Member. The Council will consist of the following:

a. A t Projects/Region :

- GM/Head of the Project or Office

- The concerned HOD of the aggrieved executive

- Chief Finance Manager or the Head of the Finance in the



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Project/Office

- CPM or Head of HR in the Project/Office (Member Secy.)

B. At Corp orate Centre:

- Executive Director (any one from the Corporate Headquarter)

- Head of Department concerned

- Financial Controller

- GM (HR)/DGM (HR) - Member Secy.

The Council thus constituted the staff council shall continue to function so long as no

Further changes are required in its constitution.3

The Council will examine the details of the grievance and may also discuss with the

Aggrieved employee, if felt necessary. The Staff Council shall give its reply to the

aggrieved

Executive within 30 days from the date of receipt of the grievance. However, wherever felt

Necessary by the Staff Council, it may make a recommendation for a final decision of

Director (HR), who will convey his decision within 30 days from the receipt of grievance

From the Grievance Committee. The decision of the D (HR) shall be final subject to the

Provisions: contained in paragraph below:

The executives of the levels of Head of the Department & DGM's may take up their

Grievances verbally with their immediate superior officials (it could be a DGM or GM) to get

Their grievances resolved within the stipulated 7 days, failing which they can communicate

The same in writing to the said superior official in Form-I. The superior official shall reply

to



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The individual within 7 days after ascertaining the requisite information from all the Depts.

Concerned

Wherever the executives of the level of HOD/DGM's do not receive reply within the

Stipulated period or are not satisfied with the reply so received, they may choose to

Submit their grievances in Form-II to the Staff Council. In such an eventuality, the

GM/Head of the Project/Office will have a dual role to perform in addition to being the

Head of the Department of the aggrieved executive.3

4.3 Stage-Ill

4.3.1 In exceptional cases, the aggrieved executive who is not satisfied with the decision

will

Have an option to appeal to CMD. The CMD will take a decision and communicate the

Same within 30 days from the receipt of the appeal and

5.0 GENERAL CONDITIONS:

5.1 The executive shall bring up his grievance immediately and in any case within a period of

Three months of its recurrence.

5.2 If the grievance arises out of an order given by the Management, the said order shall be

Complied with before the executive concerned invokes the procedure laid down for

Redressal of his grievance.

AUTHORITY:

1. Corporate Personnel Circular No. 54/80 Dt. 19.6.1980

2. Corporate Personnel Circular No. 191/86 DT 30.7.1986

3. Corporate Personnel Circular No.197/87 Dt.20.1.1987



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OBJECTIVE OF THE PROJECT

To Study the Grievance Procedure of N.T.P.C

To thinking Know The Thinking of Experts Regarding the Procedure OF Grievance

Handling

To know What are the changes needed in grievance Procedure of ntpc

To also know what are draw back in grievance Procedure of ntpc

To know what are the other adjudication machinery available to you for redressed of

grievance?



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Research m ethod ology:

As marketing research is a systemic and formalized process, it follows a certain sequenceof research action. The marketing process has the following steps:

Formulating the problems

Developing objectives of the research

Designing an effective research plan

Data collection techniques

Evaluating the data and preparing a research report

DATA : Primary data

Sampling Design: Interview method

SAMPLE UNIT: 35

SAMPLE UNIVERSE : Lucknow

TYPE OF Study : QUALITATIVE

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

company



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Find ings

After studying the views of HR personnel I came to know that:

1) That procedure of grievance should be changed in accordance with current

status of grievance in organisation

2) To increased the scope of grievance schedule

3) To take grievance in a positive way in order to improve the status of

grievance in NTPC



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Recommendat ion

ONL INE PRODURE FOR THE SUBMISSION OF GREVIANCE

THROUGH SAP

DAYS DURATION IN REPLY SHOULD BE REDUCE

STAGES SHOULD BE REMOVED

A GRVIANCE COMMTEE SHOULD NOT CONTA IN THE MEMBER

OF SAME CENTER

QUICK & SUPPORTIVE NATURE OF THE COMMITTEE MEMBER



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Limitation

No Questionnaire was allowed

Since expert was of hr. Depts. Biasness may be there.

Only HR. Dept .was considered but grievances can be of any other dep‟t. also

Lack of knowledge

Scope of grievances should be increased

There should implementation of the changes in the grievances procedure



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Conclusion

NTPC, the largest power Company in India, was setup in 1975 to accelerate power

development in the country. It is among the world‟s largest and most efficient power

generation companies. In Forbes list of World‟s 2000 Largest Companies for the year

2007, NTPC occupies 411th

place.

So it had to work hard in order to maintain its position in the world and more over any lack

or mistake may give chance to private firms such as reliance torrent Tata in order to gain

their market in India

Grievances may be taken as a positive as well as negative work but in

order to improve the company should take Most interviewees believed that, in recent

years, companies had become more focused on processes that seek to establish a better

understanding of local contexts, risks, impacts and development opportunities (such as

socio-economic and political risk analysis and community engagement and development).

Most interviewees also believed that companies were fundamentally better at responding

to community concerns than they were five years ago. That said, while companies involved

in the study may have processes in place to identify and address social and community

relations issues pre-emptively, only a few have

Procedures for dealing with grievances that were not foreseen or predicted through these

processes.



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Overall, it was difficult to get clarity about exactly how grievance handling is related to

concepts like sustainable development. A few interviewees argued that this was due in part

to the industry‟s tendency to present sustainable development in largely positive terms that

focus on opportunity and benefit, rather than social harm.

Overall, there was a strong view that the current approach to grievance handling was

determined much more by site-level relationships than by any coordinated corporate-level

strategy. There was wide-spread agreement among interviewees on the relationship

between grievance handling and community relations. Responsible grievance handling

was considered absolutely integral to the suite of activities that aim to build and maintain

relationships with local and affected peoples and other stakeholders.

None of the companies involved in the research had a centralised mechanism at

the corporate level for handling community grievances, other than whistleblower hotlines

for employees that were known by, or open to, other stakeholders, to varying degrees.

Such hotlines were usually, but not always, outsourced to an external provider to manage

the resolution process. Otherwise, the dominant trend was devolution of responsibility for

handling community grievances to the asset, operation or business unit



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Summary

According to the views of expert we came into conclusion that grievance procedure of

NTPC was made a long time ago and it has to be changed or renovated with a prod of the

time and new things in grievances procedure should be added so that scope of grievances

should have inhered .resulted in more satisfied employee and better quality of work .being

a maharaja company .the world 10 biggest thermal generation company .should take a

grievances as positive point in order to improve it working. Currently, the industry‟s

dominant approach is to devolve responsibility for grievance handling to operations or

projects (rather than immediately elevating to the corporate level or an external party).

Corporate offices rarely have direct responsibility for community grievance handling, other

than in the case of escalated disputes, and are largely responsible for: setting the policy

agenda; supporting operations in their implementation; and, providing assurance back to

the corporate entity that compliance is being achieved.

Sites with formalised procedures said they were of great

assistance when community relations sought to involve or hold other departments to

account for responsible grievance handling. At the operational level, it is community

relations practitioners who usually have front-line and face-to-face contact with aggrieved

parties to understand their perspectives, concerns and issues. From there, it is (more often

than not), community relations practitioners who work to resolve issues and, in the case of

more complex issues, involve other departments and functions in seeking resolution.



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Interviewees indicated that many community relations practitioners still struggle to involve

other departments in discussions

“Certainly the issue [of grievance handling] has popped up on the radar screen in the last

2-3 years and is the „issue du jour‟ right now … In CSR things typically build from one level

to the next. The field keeps getting moved further and further down the road. So as things

become the norm in the industry, you push deeper … I don’t see this focus [on grievance

mechanisms] going away.”

Some interviewees gave a caution on the trend towards formalisation, arguing that it may

inadvertently decrease space for innovative local solutions and dialogue, which is essential

to effective on the ground grievance handling. In this emerging area, a balance needs to

be struck between formalisation (through set procedures and certain minimum

requirements) on the one hand, and flexibility and adaptability in finding some form of

resolution on the other

Questions that guided the research were as follows:

How does the industry currently think about community grievances?

What requirements are in place at the corporate-level in relation to grievancehandling and to what extent are they implemented?

What are the key grievance pathways within PSU companies?

In what ways is the industry focused on change in this area?

What organisational barriers and enabling factors exist for responsible grievancehandling by PSU companies?



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Interviewees used a range of descriptors to refer to unresolved matters between the

community and the company including: feedback, concern, complaint, grievance, dispute,

issue and conflict. There was variation in the use of these terms. Some had specific

definitions and preferences:

“Typically you differentiate between a complaint (a less severe dispu te) and a

grievance (a more severe dispute) and then a conflict (the most severe).”

“We use dispute, grievances, and c omp laints - wh atever. We get them al l and are

happy with whatever.”

“We try not to use the words „dispute‟ and „conflict‟ in our [corporate]

communicat ion. We talk abou t issues management rather than conf l ic t resolut ion.

There is no s inister reason for w hy that is. Conf l ic t is to a more oppo sing p arty; wi th

the connotation of aggression.”

“I think language precedes action and precedes performance and we

are gett ing to th at point now . We are start ing to h ave conversations th at I wo uld have

been very surpr is ed to see the indust ry having even 12 months ago.”



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Quest ionnaire

Q1. What do you know about grievance procedure of n.t.p.c?

Q2. What do you think about grievance procedure effectiveness?

Q3. Grievance handling is the problem related to H.R dep’t . But not a

responsibility org.?

Q4. How does the industry currently think about Org. grievances?

Q 5. What does .you think about community-related grievances, dispute and

conflict?



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Q6. What does .you think of a company’s approach to handling community

grievances?

Q7. What requirements are in place at the corporate-level in relation to

grievance handling and to what extent are they implemented?

Q8. What are the key grievance handling pathways within N.T.P.C?

Q9. In what ways is the N.T.P.C industry focused on change?

Q10. What organisational barriers and enabling factors exist for responsible

grievance handling by N.T.P.C Company?

Q11. Is there a positive and friendly approach during grievance handling?

Q12. What is various adjudication machinery available to you for redressed of

grievance?



BIBLIOGRAPHY

Journals

NTPC magazines

NTPC Employee handbook

www.ntpc.co.in

Intranet site of NTPC

HR compendium (NTPC)

http://www.ntpc.co.in/

http://www.ntpc.co.in/

Documents

GrievanceNTPC Project Report