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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