CHAPTRE 1 1.

1 ABOUT THE COMPANY NATIONAL THERMAL POWER COOPERATION 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 e!!icient power generation companies. In "or#es list o! $orld s %&&& 'argest Companies !or the year %&&7, NTPC occupies (11th place. NTPC has installed capacity o! %9,)9( *$. It has 15 coal #ased power stations +%),)95 *$,, 7 gas #ased power stations +),955 *$, and ( power stations in -oint .entures +1,79( *$,. The company has power generating !acilities in all ma/or regions o! the country. It plans to #e a 75,&&& *$ company #y %&17.

NTPC has gone #eyond the thermal power generation. It has diversi!ied into hydro power, coal mining, power e0uipment manu!acturing, oil 1 gas e2ploration, power trading 1 distri#ution. NTPC is now in the entire power value chain and is poised to #ecome an Integrated Power *a/or.NTPC3s share on )1 *ar %&& 4 in the total installed capacity o! the country was 19.15 and it contri#uted %4.5&5 o! the total power generation o! the country during %&&76&4. NTPC has set new #enchmar7s !or the power industry #oth in the area o! power plant construction and operations. $ith its e2perience and e2pertise in the power sector, NTPC is e2tending consultancy services to various organi8ations in the power #usiness. It provides consultancy in the area o! power plant constructions and power generation to companies in India and a#road. In Novem#er %&&(, NTPC came out with its Initial Pu#lic 9!!ering +IP9, consisting o! 5.%55 as !resh issue and 5.%55 as o!!er !or sale #y :overnment o! India. NTPC thus #ecame a listed company with :overnment holding 49.55 o! the e0uity share capital and rest held #y Institutional Investors and Pu#lic. The issue was a resounding success. NTPC is among the largest !ive companies in India in terms o! mar7et capitali8ation. ;ecogni8ing its e2cellent per!ormance and vast potential, :overnment o! the India has identi!ied NTPC as one o! the /ewels o! Pu#lic <ector 3Navratnas36 a potential glo#al giant. Inspired #y its glorious past and vi#rant present, NTPC is well on its way to reali8e its vision o! #eing => world class integrated power ma/or, powering India3s growth, with increasing glo#al presence=. Vision > world class integrated power ma/or, powering India3s growth with increasing glo#al presence. Mission ?evelop and provide relia#le power related products and services at competitive prices, integrating multiple energy resources with innovative 1 @co6!riendly technologies and contri#ution to the society

Core Values BCOMIT Ausiness ethics 2

Customer "ocus 9rgani8ational 1 Pro!essional Pride *utual ;espect 1 Trust Innovation 1 <peed Total Buality !or @2cellence

1.2 COMPANY PRO ILE u!ure O" T#e $enera!ion Business ?eveloping and operating world6class power stations is NTPC3s core competence. Its scale o! operation, !inancial strength and large e2perience serve to provide an advantage over competitors. To meet the o#/ective o! ma7ing availa#le relia#le and 0uality power at competitive prices, NTPC would continue to speedily implement pro/ects and introduce state6o!6art technologies. To!al Ca%a&i!' Por!"olio India3s generation capacity can #e e2pected to grow !rom the current levels o! a#out 1%& :$ to a#out %%56%5& :$ #y %&17. NTPC currently accounts !or a#out %&5 o! the country3s installed capacity and almost C&5 o! the total installed capacity in the Central sector in the country. :oing !orward, in its target to remain the largest generating utility o! India, NTPC would endeavour to maintain or improve its share o! India3s generating capacity. Towards this end, NTPC would target to #uild an overall capacity port!olio o! over CC,&&& *$ #y %&17. uel ( Ener)' Mi* or Ca%a&i!' A++i!ion Currently, coal has a dominant share in the power generation capacities in India. This is also re!lected in the high share o! coal6#ased capacities in NTPC3s current port!olio. $ith high uncertainties involved in ?omestic gasD 'N:, #oth in terms o! availa#ility and prices, NTPC would continue to set up large pit6head coal #ased pro/ects, including !ew integrated coal cum power pro/ects. To reduce the dependence on !ossil !uels, there is a need to push !or renewa#le sources o! power in the sector. NTPC would avail o! opportunities to add hydropower to its port!olio su#/ect to competitive tari!!s. > !irst step in this direction has already #een ta7en with the investment in Eoldam Fydro Power Pro/ect. NTPC would continue to closely monitor developments on nuclear !ront also and #e open to setting up around %&&& *$ o! Nuclear power generation capacity, possi#ly through a -oint .enture. 3

>s a leader in power generation, NTPC would also consider other energy sources such as #iomass, cogeneration, !uel cells, etc !or !uture development there#y reducing the dependence on thermal !uels. $hile a decision on the !uelDenergy mi2 !or NTPC in the !uture would #e largely governed #y their relative tari!!6 competitiveness, the !uel mi2 in %&17 may #e di!!erent !rom the e2isting port!olio, though not very signi!icantly. ,i-ersi"i&a!ion Alon) T#e Value C#ain NTPC has achieved the distinction o! #eing the largest thermal generating company in India. In the past, this !ocus was ade0uate as the industry was highly regulated with limited diversi!ication opportunities. 9ver last !ew years, the country has #een !acing acute shortages, #oth in coal and gas, severely a!!ecting optimum utili8ation o! its power stations and these shortages are li7ely to continue in !uture as well. This is in spite o! the !act that India is one o! the largest producers o! coal in the $orld. To sa!eguard its competitive advantage in power generation #usiness, NTPC has moved ahead in diversi!ying its port!olio to emerge as an integrated power ma/or, with presence across entire energy value chain. In !act, to sym#oli8e this change, NTPC has ta7en on a new identity and a new name 3NTPC 'imited3. NTPC has recently diversi!ied into coal mining #usiness primarily to secure its !uel re0uirements and support its aggressive capacity addition program. In addition, NTPC is also giving thrust on diversi!ication in the areas o! power trading and distri#ution. ?iversi!ication would also allow NTPC to o!!er new growth opportunities to its employees while leveraging their s7ills to capitali8e on new opportunities in the sector. Es!a.lis#in) A $lo.al Presen&e To #ecome a truly glo#al company serving glo#al mar7ets, it is essential !or NTPC to esta#lish its #rand e0uity in overseas mar7ets. NTPC would continue to !ocus on o!!ering @ngineering 1 Pro/ect *anagement <ervices, 9perations 1 *aintenance services, and ;enovation 1 *oderni8ation services in the international mar7et. @sta#lishing a success!ul services #rand would #e a precursor to ta7ing higher investment decisions in di!!erent mar7ets. :oing !orward, NTPC would continue to evaluate various options !or strengthening its presence in glo#al mar7ets including setting up power generation capacity, ac0uisition o! gas #loc7s etc. Cir&a 2/101 NTPC2s Cor%ora!e Pro"ile Ay the year %&17, NTPC would have success!ully diversi!ied its generation mi2, diversi!ied across the power value chain and entered overseas mar7ets. >s a result NTPC would have altered its pro!ile signi!icantly. @lements o! the revised pro!ile that NTPC would see7 to achieve areG >mongst top !ive mar7et capitali8ation in the Indian mar7et >n Indian *NC with presence in many countries ?iversi!ied utility with multiple #usinesses 4

<etting #enchmar7s in pro/ect construction and plant availa#ility 1 e!!iciency Pre!erred employer Fave a strong research and technology #ase 'oyal customer #ase in #oth #ul7 and retail supply > leading corporate citi8en with a 7een !ocus on e2ecuting its social Hresponsi#ility 1.3RIHAN, 4UPERTHERMAL POWER 4TATION

THE VICINITY1 This region locally 7nown as I ?a7shinachalJ is now one o! the ma/or power centres in the country.#esides two other pro/ects o! NTPC vi8.<ingrauli +%&&&mw, aand vindhyachal +)%C9 mw, ,other power stations in the area are H two thermal and two hydel stations o! :ovt. 9! K.P.vi8. >npara thermal +1C&&*$, , o#rathermal +155&*$,, ;ihand hydel+)&&*$,,9#ra hydel +1&&*$,. >nd also the ;enusagar Power co.+7)%.5*$, o! Findalco.industries in these area are,other than the coal mines Findalco6a ma/or aluminium producing !actory,7anoria chemicals and high tech car#on at ;enu7oot. The !oundation stone o! ;ihand super thermal power pro/ect was laid down on 9 "e#ruary 194%. It is one o! the NTPC s #est power plants, in the northern region constructed #y Northern @ngineering Industries +K.E.,. ;ihand completes the power triangle with <ingrauli <TP<, .idhychal <TP<. It is situated in Ai/pur village and in the industrial #elt o! the district6 <one#hadra o! Kttar Pradesh, which is situated at the #order o! *P1KP. This plant is situated at the south #an7 o! ;ihand ;eservoir +:ovind Aalla#h Pant <agar,, made arti!icially. Its area is a#out 5&L1& s0.7m. It is a large reservoir, having huge mass o! water, !rom which !ive thermal power plants and one hydro power plant ta7es water !or operation. The capacity o! ;h<TPP, Ist stage o! %L5&& *$ is in operation and IInd stage o! the %L5&& *$ plant under construction and one unit has #een synchroni8ed in the month o! *arch %&&5 and the second unit has to #e synchroni8ed till the month o! Novem#er. Figh voltage direct current +F.?C, transmission system is the uni0ue !eature o! this power plant. It is used to transmit ?C current !rom this plant to ?elhi. In ;ihand <TPP, coal !rom >mlori mines is used as a !uel to produce thermal energy. Coal normally contains )&5 to (&5 ash content. $hen it is #urned in the #oiler !urnace, it results in large amount o! ash depositions in various regions o! the #oiler viaM water wall tu#es, super heater tu#es, reheater tu#es, plugging o! air heater #as7ets with the !ly ash. This soot deposition reduces the heat trans!er !rom !lue gases to waterDsteam !lowing inside the tu#es. 5

There!ore, its removal is very essential in the #oiler. "or this soot #lowing system is used. 4ALIENT EATURE Lo&a!ionG To!al %ro%ose+ &a%a&i!'1 To!al lan+ 8in a&res91 Ai/pur village, ?istt. <one#hadra. +K.P,. 3/// MW5 in 3 s!a)es ea&# o" 267//MW KP (C4& *P 175% Total C()%

ND65&&Ev F.?C Aipolar line to ?adri +?elhi,, (&&7. single circuit >C line to <ha7tinagar and Eaptur. Bene"i&iar' 4!a!es1 KP, Faryana, Pun/a#, ;a/asthan, -ammu Eashmir, Fimachal Pradesh, Chandigarh and ?elhi. inan&in)1 @2port Credit o! pound sterling )((million, aid !rom :ovt. o! K.E. pound sterling 177 million. :ovt. o! India a!!orded the rest Cost o! the pro/ect. Ma:or Resour&es1 COAL +a, <ource +#, *a2imum consumption +c, *ode o! Transportation WATER +a, <ource +#, *a2imum Consumption +c, *a2imum cooling water ;e0uirement C#i;ne'1 As# +is%osal1 Co;;en&e;en! o" <or=1 615&&cusecs !or 1&&&*$. 6 %%(.5mts +;CC structure with steel !lue,. 6 >sh slurry pumped to >sh dy7e. 6 &9D&%D194). 6 6 ;ihand ;eservoir. H )&& cusecs. 6>mlori mines. 6 (),)&&*TD?ay !or )&&& *$ +@6:rade Coal,. 6 *:; ;ail Transportation <ystem.

Uni!>1 s'n&#roni?e+1 Uni!>2 s'n&#roni?e+1 Uni!>1 &o;;er&iali?e+ Uni!>2 &o;;er&iali?e+1

6 )1D&)D1944. 6 &5D&7D1949. 6&1D&1D199& 6 &1D1&D1991.

1.@ IN,U4TY PRO ILE

T#e In+ian %o<er in+us!r' > an o-er-ie< $eneral #i)#li)#!s

The power sector at this /uncture is plagued #y a num#er o! pro#lems. These include ina+eAua!e )enera!ion &a%a&i!ies5 %oor &a%a&i!' u!ili?a!ion5 -er' #i)# !rans;ission losses an+ %oor %ro:e&! i;%le;en!a!ion.

Plant load !actor +P'", in most o! the plants has #een very low compared to the power plants in other parts o! the world. The sector has #een #ogged down #y resource constraints. In India electricity tari!!s are a %oli!i&all' sensi!i-e issue and o!ten create turmoil. This is the reason !or poor per!ormance o! most the state electricity #oards +<@A, and has also resulted in serious !inancial pro#lems.

Till date, the players have not started giving ade0uate consideration to the alternate energy sources !or power generation. 9ver the last !ew years, capacity addition has #een consistently !alling short o! demand. This has resulted in a sharp increase in power shortage across the country.

4e&!or &o;;en!s1 Notwithstanding the massive increase in generation capacities over the past decades, the history o! the Indian power sector has #een punctuated #y shortages, massive pil!erages and a demand6supply gap, which has #een growing. The shortages have #een so chronic that, at times !ears have #een e2pressed a#out a negative impact on industriali8ation due to these shortages.

Thus, while the !igures !or additional capacity #eing created may loo7 impressive in isolation, the !act is that the demand growth has always #een higher than the supply. "urther, the capacity additions are signi!icantly #elow the plan targets, particularly during the eighth plan, where the capacity addition o! a#out 1C,&&& *$ showed a short!all to the e2tent o! a#out (& per cent !rom the revised plan target o! around %9,&&& *$.

In+us!r' %la'ers an+ %ro"ile The power sector reveals that it can #e largely segregated into !our di!!erent categories on the #asis o! type o! players in the industry. These includeG

Cen!ral $o-ern;en! Cor%ora!ions1 which consist o! corporations li7e the National Thermal Power Corporation +NTPC,, Nuclear Power Corporation, National Fydro @lectric Power Corporation +NFPC,, and some other smaller players.

4!a!e $o-ern;en! Cor%ora!ions1 which consist o! the various state electricity #oards and other corporations that have #een promoted #y the respective government s Poor management, transmission and distri#ution +T1?, losses and poor recoveries o! dues are some o! the !actors, which are responsi#le !or the plight o! these corporations. Currently, the !inancial health o! many <@As is precarious and their revenue6raising capa#ilities are more or less dependent on assured guarantees !rom the respective governments.

Pri-a!e 4e&!or Li&ensees1 In the private sector, some companies had #een given licenses to carry on generation and distri#ution activities. $hile some o! these, li7e A<@< 'imited, are generation and distri#ution companies others, li7e <urat @lectricity, are /ust distri#ution companies.

In+e%en+en! Po<er Pro+u&ers1 The Independent Power Producers +IPPs, are the companies that have #een given a nod to set up generation capacities.

"inally, a loo7 at the regulatory structure o! the sector indicates that various >cts govern the power sector. These provide !or the tari!! determination procedure !or companies. It also de!ines the various terms such as reasona#le returns and capital #ase. Fowever, approvals o! tari!!s rest with the respective governments. 1.7 NEE, O 4TU,Y Ausiness depends on society !or the needed inputs li7e men, money, 1 s7ills. Ausiness also depends on society !or mar7et where products may #e sold to the #uyers. Thus Ausiness depends on society !or e2istence, sustenance 1 encouragement. 8

<ocial ;esponsi#ility is understood as the o#ligation o! decision ma7ers to ta7e actions which protect and improve the wel!are o! society as a whole along with their own interest. @very decision the Ausinessman ta7es and every action he contemplates have social implications. <ocial ;esponsi#ility o! the #usiness is not new to our country. In the oldest days, whenever there was a !amine, the leading #usinessman o! the area would literally throw open their godowns and their treasure to provide !ood and other assistance to the needy.

@ven in ordinary times it was #usinessman who loo7ed a!ter the wel!are o! destitute, the goshalas, wells and ponds wherever water was di!!icult to get, the pathsalas and so on. <o to accept corporate social responsi#ility is no more than dedicating ourselves to the cherished values o! our ancestors in the !ield o! #usiness.

NTPCBs in!e)ra!e+ a%%roa&# !o<ar+s Cor%ora!e 4o&ial Res%onsi.ili!' "or achieving its -ision H To be one of the worlds largest and best power utilities, powering Indias growth,

NTPC ;ission statement a#out C<; states H Be a socially responsible corporate entity with thrust on environment protection, ash utilization, community development, and energy conservation. NTPC s approach towards C<; has also #een articulated in the corporate o#/ectives on sustaina#le power development as stated #elowG To contri#ute to sustaina#le power development #y discharging corporate social responsi#ilities. To lead the sector in the areas o! resettlement and reha#ilitation and environment protection including e!!ective ash6utili8ation, peripheral development and energy conservation practices.J

1.C OBDECTIVE O 4TU,Y Pri;ar' o.:e&!i-e1 To 7now overall understanding #y people a#out C<; >ctivities o! NTPC.

4e&on+ar' o.:e&!i-es1 9

 To measure the perceived #ene!it o! C<; >ctivities o! NTPC. To measure the !elt #ene!it o! C<; >ctivities o! NTPC. To measure the actual #ene!it o! C<; >ctivities o! NTPC. To measure the overall rating o! NTPC ;IF>N? as <ocially ;esponsi#le 9rgani8ation.

1.0 4COPE O 4TU,Y

The scope mainly covers the !ollowingG

The study mainly covers all sta7e holders o! NTPC ;ihand. The study covers communityD societyD villagers near NTPC ;ihand. The study covers sample o! villagers !rom two villages +Ai/pur 1 Piparhar,, +i.e. )& villagers !rom each village, total C& villagers,. The need !or this study o! people understanding a#out C<; >ctivities o! NTPC ;ihand is to measure people 7nowledge a#out these activities. >nd to see who well they can #e #ene!itted !rom them.

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CHAPTER 2 REVIEW O LITERATURE %.1 C9;P9;>T@ <9CI>' ;@<P9N<IAI'ITO W#a! is C4RE The entirety o! C<; can #e discerned !rom the three words contained within its title phraseG Pcorporate, Psocial, and Presponsi#ility. There!ore, in #road terms, C<; covers the responsi#ilities corporations +or other !or6pro!it organi8ations, have to the societies within which they are #ased and operate. *ore speci!ically, C<; involves a #usiness identi!ying its sta7eholder groups and incorporating their needs and values within the strategic and day6to6day decision6ma7ing process. There!ore, a #usiness Psociety within which it operates, which de!ines the num#er o! sta7eholders to which the organi8ation has a Presponsi#ility, may #e #road or narrow depending on the industry in which the !irm operates and its perspective. ,e"ini!ions o" C4R1 The notion o! companies loo7ing #eyond pro!its to their role in society is generally termed Corporate <ocial ;esponsi#ility +C<;,. It re!ers to a company lin7ing itsel! with ethical values, transparency, employee relations, compliance with legal re0uirements and overall respect !or the communities in which they operate. It goes #eyond the occasional community service action, however, as C<; is a Corporate philosophy that drives <trategic decision6ma7ing, partner selection, hiring practices and, ultimately, #rand development. South China Morning Post, 2002 The <ocial ;esponsi#ility o! #usiness encompasses the economic, legal, ethical, and discretionary e2pectations that society has o! organi8ations at a given point in time .C<; is a#out #usinesses and other organi8ations going #eyond the legal o#ligations to manage the impact they have on the environment and society. In particular, this could include how organi8ations interact with their employees, suppliers, customers and the communities in which they operate, as well as the e2tent they attempt to protect the environment.

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The Institute of Directors, UK, 2002 C<; is a means o! analy8ing the inter6dependent relationships that e2ist #etween #usinesses and economic systems, and the communities within which they are #ased. C<; is a means o! discussing the e2tent o! any o#ligations a #usiness has to its immediate societyM a way o! proposing policy ideas on how those o#ligations can #e metM as well as a tool #y which the #ene!its to a #usiness !or meeting those o#ligations can #e identi!ied. T#e ori)ins o" C4R The history o! C<; is almost as long as that o! companies. Concerns a#out the e2cesses o! the @ast India Company were commonly e2pressed in the seventeenth century. There has #een a tradition o! #enevolent capitalism in the KE !or over 15& Oears. Bua7ers, such as Aarclays and Cad#ury, as well as socialists, such as @ngel s and *orris, e2perimented with socially responsi#le and values6#ased !orms o! #usiness. >nd .ictorian philanthropy could #e said to #e responsi#le !or considera#le portions o! the ur#an landscape o! older town centre today. In terms o! activism aimed at companies perceived as acting against the general interestG The !irst large6scale consumer #oycottQ @ngland in the 179&s over slave6harvested sugar. +It succeeded in !orcing the importer to switch to !ree6la#our sources,. In 1C1%, @nglish /urist @dward Co7e complained that corporations Icannot commit treason, nor #e outlawed or e2communicated, !or they have no souls.J Ar)u;en!s un+er%innin) C4R >rguments o!!ered in !avors o! C<; can #e #roadly split into two campsRmoral and economic. A ;oral ar)u;en! "or C4R $hile recogni8ing that pro!its are necessary !or any #usiness entity to e2ist, all groups in society should strive to add value and ma7e li!e #etter. Ausinesses rely on the society within which they operate and could not e2ist or prosper in isolation. They need the in!rastructure that society provides, its source o! employees, not to mention its consumer #ase. C<; is recognition o! that inter6dependence and a means o! delivering on that o#ligation, to the mutual #ene!it o! #usinesses and the societies within which they are #asedG C<; #roadly represents the relationship #etween a company and the wider community within which the company operates. It is recognition on the part o! the #usiness that P!or pro!it entities do not e2ist in a vacuum, and that a large part o! any success they en/oy is as much due to the conte2t in which they operate as !actors internal to the company alone. Charles Fandy ma7es a convincing and logical argument !or the purpose o! a #usiness laying #eyond the goals o! ma2imi8ing pro!it and satis!ying shareholders a#ove all other sta7eholders in an organi8ationG

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The purposes o! a #usinessS.is not to ma7e a pro!it, !ull stop. It is to ma7e a pro!it so that the #usiness can do something more or #etter. That IsomethingJ #ecomes the real /usti!ication !or the #usinessS.It is a moral issue. To mista7e the means !or the end is to #e turned in on onesel!, which <aint >ugustine called one o! the greatest sinsS.It is salutary to as7 a#out any organi8ation, II! it did not e2ist, would we invent itQJ I9nly i! it could do something #etter or more use!ul than anyone elseJ would have to #e the answer, and pro!it would #e the means to that larger end. >dvocates o! C<; #elieve that, in general, the goal o! any economic system should #e to !urther the general social wel!are. In advanced economies, the purpose o! #usiness should e2tend #eyond the ma2imi8ation o! e!!iciency and pro!it. Increasingly, society e2pects #usinesses to have an o#ligation to the society in which they are located, to the people they employ, and their customers, #eyond their traditional #ottom6line and narrow shareholder concerns. >t a minimum, #usinesses operating in a community #ene!it !rom the in!rastructure o! that community +tangi#le, practical elements such as the roads, other transport in!rastructure, the police, !ire6!ighters, etc, as well as more intangi#le #ene!its, such as a sa!e or clean environment. Aut, in most cases, #usinesses also draw their most important resource, its employees, largely !rom the local community. >ny #usiness will #e more success!ul i! it employs a well6educated wor7!orce that can attend good hospitals i! they #ecome sic7, and who have grown up in a positive environment. This is not to mention consumers, also o!ten mem#ers o! the local community, without whom no #usiness could survive. C<; advocates point out that no organi8ation e2ists in isolation. They #elieve that #usinesses, without e2ception, have an o#ligation to on tri#ute as well as draw !rom the community, on which they rely so heavily. An e&ono;i& ar)u;en! "or C4R >n economic argument in !avor o! C<; can also #e made. It is an argument o! economic sel!6interestRthat there are very real economic #ene!its to #usinesses pursuing a C<; strategyRand is designed to persuade those #usiness managers who are not persuaded #y the moral case. Proponents o! this argument #elieve that C<; represents a holistic approach to #usiness. There!ore, an e!!ective C<; policy will in!use all aspects o! operations. They #elieve the actions corporations ta7e today to incorporate C<; throughout the organi8ation represent a real point o! di!!erentiation and competitive mar7et advantage on which !uture success can hingeG C<; is an argument o! economic sel!6interest !or a #usiness. In today s #rand6driven mar7ets, C<; is a means o! matching corporate operations with sta7eholder values and demands, at a time when these parameters can change rapidly. 9ne e2ample is a company s customersG C<; adds value #ecause it allows companies to #etter re!lect the values o! this important constituent #ase that the company aims to serve. 13

W#a! .usiness areas +oes C4R &o-erE C<; covers all aspects o! a #usiness day6to6day operations. @verything an organi8ation does in some way interacts with one or more o! its sta7eholder groups, and companies today need to Auild a watertight #rand with respect to all sta7eholders. $hether as an employer, producer, #uyer, supplier, or investment, the attractiveness and success o! a company today is directly lin7ed to the strength o! its #rand. C<; a!!ects all aspects o! all operations within a corporation #ecause o! the need to consider the needs o! all constituent groups. @ach area #uilds on all the others to create a composite o! the corporation +its #rand, in the eyes o! all sta7eholder groups. F Cor%ora!e governance Transparency is the 7ey to encouraging trust in the managers selected to run a company on #ehal! o! the shareholders. It is also vital to maintaining con!idence within other sta7eholder :roup and the general pu#lic. The issues o! accurate !inancial statements, e2ecutive compensation, and independent oversight, have #ecome particularly sensitive and important !or F Patriotism >n issue such as Ppatriotism is #y de!inition su#/ective, #ut has risen in importance in the K.<. !ollowing the <eptem#er 11, %&&1 terrorist attac7s. > good e2ample o! an issue that !alls into this category is the trend today o! companies attempting to avoid paying corporation ta2, some even going to the lengths o! incorporating o!!6shore +particularly Aermuda,, even though company head0uarters and the ma/ority o! wor7ers are #ased in the K.<G >ccording to a recent Farvard Kniversity study, K.<. companies avoided paying ta2 on nearly T)&& #illion in income in 1994. S In 19(&, companies and individuals each paid a#out hal! the !ederal income ta2 collectedM now the companies pay 1).75 and Individuals 4C.)5. F Fair trade Companies in particular industries have !elt pressured to pay a P!air price !or the goods they purchase, over and a#ove the mar7et6driven price, directly to the producer. This is particularly The case in many !ood industries, where world mar7et prices may well have decreased over time, while costs have either remained the same or increasedG 14

Today, with suppliers at small !armer cooperatives in Peru, *e2ico, and <umatra, :reen *ountain pays "air Trade prices !or co!!ee #eans 66 not the mar7et price o! %( to 5& cents Per pound, #ut a minimum o! T1.%C per pound !or conventional co!!ee and T1.(1 !or organically grown. In %&&%, these "air Trade purchases represented 4 percent o! sales. :reen *ountain also has a I!arm directJ program that cuts out middlemen to deliver higher prices to !armers. ;oughly a 0uarter o! its co!!ee purchases are !arm direct. F Diversity The %&&& Census data has revealed that the ethnic ma7e6up o! the K.<. is changing rapidly. 9rgani8ations need to adapt their traditional structures and mind6sets, which prevent companies "rom mar7eting products e!!ectively to signi!icant segments within the mar7etG 'atinos are now the largest minority in the K.<., ma7ing up 1) percent o! the overall K.<. populationRa 54 percent increase !rom 199&. >s #lac7, >sian, and Paci!ic Islander populations also e2perience strong growth rates, whites are steadily heading toward minority status. >lready in Cali!ornia, New *e2ico, Fawaii and the ?istrict o! Colum#ia, the ma/ority o! residents are non6white. That s also true in (4 o! the nation s 1&& largest cities. C4R G &or%ora!e .ran+s Arands today are one o! the 7ey !ocal points o! corporate success. Companies try to esta#lish popular #rands in consumer minds #ecause it increases leverage, which is directly re!lected in sales and revenue. >ll aspects o! a company s operations today !eed into helping #uild the corporate #rand. Crucial is how a #rand is perceived #y all sta7eholders. Three #ene!its in particular indicate the positive value !or a company in striving to remain in tune with the community within which it is #ased #y implementing a strong C<; policyG U Posi!i-e ;ar=e!in)(.ran+>.uil+in) H AP AP, with a T%&& million re6#randing e2ercise, has e!!ectively re6positioned itsel! as the most environmentally sound and socially responsi#le o! the e2traction companies. The company stands in star7 contrast today with @22on *o#il that !aces on6going N:9

15

+Non6:overnmental 9rgani8ation, attac7s, consumer #oycotts, and activist6led litigation #ecause o! its decision to !ight the environmental movement, and its !ailure to recogni8e U Bran+ insuran&e H NIE@ NIE@ has emerged as one o! the most progressive glo#al corporations in terms o! C<; #ecause it has learned !rom its past mista7es and attac7s #y N:9s. >s one o! the !irst corporations to have a .ice6President !or Corporate ;esponsi#ility and to pu#lish an annual C<; ;eport, the company has done a lot to mitigate pu#lic opinion, esta#lish its Arand as representative o! a much more committed corporate citi8en, and Pinsure itsel! against any repeat o! the consumer #oycotts it !aced in the mid6199&s. U Crisis ;ana)e;en! H -ohnson 1 -ohnson -ohnson 1 -ohnson s transparent handling o! the crisis !acing its Tylenol #rand in 194% is widely heralded as the model case in the area o! crisis management. -1- went !ar and a#ove what had previously #een e2pected o! corporations in such situations, instigating a T1&& million re6call o! )1 million #ottles o! the drug !ollowing a suspected poisoningDproduct tampering incident. In acting in the way it did, -1- saved the Tylenol Arand, ena#ling it to remain a strong revenue earner !or the company to this day. :iven the large amount o! time, money and e!!ort companies invest in their #randsM a good C<; policy is an e!!ective means o! protecting that investment and ma2imi8ing its impact. W#' is C4R i;%or!an!E C<; is an important #usiness strategy #ecause, wherever possi#le, consumers want to #uy products !rom companies they trustM suppliers want to !orm #usiness partnerships with companies they can rely onM employees want to wor7 !or companies they respectM and N:9s, increasingly, want to wor7 together with companies see7ing !easi#le solutions and innovations in areas o! common concern. <atis!ying each o! these sta7eholder groups allows companies to ma2imi8e their commitment to another important sta7eholder groupRtheir investors, who #ene!it most when the needs o! these other sta7eholder groups are #eing metG I honestly #elieve that the winning companies o! this century will #e those who prove with their actions that they can #e pro!ita#le and increase social valueRcompanies that

16

#oth do well and do goodS.Increasingly, shareowners, customers, partners and employees are going to vote with their !eetRrewarding those companies that !uel <ocial change through #usiness. This is simply the new reality o! #usinessRone that we should and must em#race. The #usinesses most li7ely to succeed in the glo#ali8ing world will #e those #est a#le to com#ine the o!ten con!licting interests o! its multiple sta7eholders, and incorporate a wider spectrum o! opinions and values within the decision6ma7ing process and o#/ectives o! the organi8ation. 'i!estyle #rand !irms, in particular, need to live the ideals they convey to their consumersG The %1st century will #e the century o! the social sector organi8ation. The more economy, money, and in!ormation #ecome glo#al, the more community will matter. W#' is C4R rele-an! !o+a'E C<; as a strategy is #ecoming increasingly important !or #usinesses today #ecause o! three identi!ia#le trendsG U C#an)in) so&ial e*%e&!a!ions Consumers and society in general e2pect more !rom the companies whose products they #uy. This sense has increased in the light o! recent corporate scandals, which reduced pu#lic trust o! corporations, and reduced pu#lic con!idence in the a#ility o! regulatory #odies and organi8ations to control corporate e2cess. U In&reasin) a""luen&e This is true within developed nations, #ut also in comparison to developing nations. >!!luent consumers can a!!ord to pic7 and choose the products they #uy. > society in need o! wor7 and inward investment is less li7ely to en!orce strict regulations and penali8e organi8ations that might ta7e their #usiness and money elsewhere. U $lo.ali?a!ion The growing in!luence o! the media sees any Pmista7es #y companies #rought immediately to the attention o! the pu#lic. In addition, the Internet !uels communication among li7e6minded groups and consumersR empowering them to spread their message, while giving them the means to co6ordinate collective action +i.e. a product #oycott,. These three trends com#ine with the growing importance o! #rands and #rand value to corporate success +particularly li!estyle #rands, to produce a shi!t in the relationship #etween corporation and consumer, in particular, and #etween corporation and all sta7eholder groups, in general. 17

The result o! this mi2 is that consumers today are #etter in!ormed and !eel more empowered to put their #elie!s into action. "rom the corporate point o! view, the mar7et parameters within which companies must operate are increasingly #eing shaped #y #ottom6up, grassroots campaigns. N:9s and consumer activists are !eeding, and o!ten driving, this changing relationship #etween consumer and company. C<; is particularly important within a glo#ali8ing world #ecause o! the way #rands are #uiltRon perceptions, ideals and concepts that usually appeal to higher values. C<; is a means o! matching corporate operations with sta7eholder values and demands, at a time when these values and demands are constantly evolving. C<; can there!ore #est #e descri#ed as a total approach to #usiness. C<; creeps into all aspects o! operations. 'i7e 0uality, it is something that you 7now when you see it. It is something that #usinesses today should #e genuinely and wholeheartedly committed to. The dangers o! ignoring C<; are too dangerous when it is remem#ered how important #rands are to overall company valueM how di!!icult it is to #uild #rand strengthM yet how easy it can #e to lose #rand dominance. C<; is, there!ore, also something that a company should try and get right in implementation. C4R I;%le;en!a!ion <ocial o#ligation has two !acets6 1, to whom the #usiness is accounta#le and %, the #usiness responsi#ility to society. The 1st relate to the accounta#ility o! #usiness to its owner, employees, government and consumer.

This accounta#ility or responsi#ility H Corporate >ccounta#ility Cor%ora!e A&&oun!a.ili!' !o<ar+s E;%lo'ees> ;esponsi#ility towards employees is in the !orm o! /ust selection, training, promotion, and !air wages leveling out variation in employment, com!orta#le wor7ing conditions, sa!ety and health, social measures, scope !or initiation, and advancement, participative management, wor7ers education and li7e. Consu;er It includes producing and supplying 0uality goods at reasona#le price, avoiding caution o! arti!icial scarcities, revealing truth in advertisement and la#els, 7eeping us the delivery schedules, providing prompt a!ter sales services, preventi9ng !ormation o! monopolies with the intention o! e2ploiting customers, and guaranteeing the #ase a#out the li!e time per!ormance and products. 18

$o-ern;en! It includes responsi#ility complying with all legal re0uirements, paying ta2es honestly, e2ecuting government contracts, and ma7ing services o! e2ecutives availa#le !or government, deducting income ta2 and amount to #e invested in national saving certi!icate +N<C, !rom wages and salaries o! employees and acting as a willing partner with government in pursuit o! pu#lic wel!are. O<ners Corporate accounta#ility towards owners includes areas such as managing the #usiness pro!ita#ly, ensuring !are and regular return on capital employed, guaranteeing capital appreciation and consolidating !inancial position o! the #usiness so that it can withstand !luctuating !ortunes so common in #usiness.

Co;;on C#ara&!eris!i&s o" 4o&iall' Res%onsi.le ir;s Initially !ounded #y !ar sited people who visi#ly set the !irms moral tone. <tuc7 to the #asics and produce only high 0uality goods and services !or speci!ic mar7et niches. ?evelop the pu#lic image that emphasi8e their commitment to 0uality and o!ten used non6traditional means to promote it. "irmly practiced, the dual principals o! sel! management and decentrali8ation. Arought in outside people to provide needed talent @ncouraged all employees to #ecome part o! the shared mission through !ull wor7er participation in decision. 9!!ered donation in cash or services to people in need o! help. Constantly loo7 at the !uture #ut always pay attention to the past. 2.2 C4R ACTIVITIE4 BY NTPC L!+.5 RIHAN, NA$AR Ba&=)roun+ NTPC ;ihand #eing isolated place. The topographically and geographically area o! NTPC ;ihand and

surrounding are hilly, roc7y, undulated and covered with vegetation and soil !ertility inde2 is also very low.. The populations o! surrounding are also very poor and scattered in thinly populated hamlets. There are illiteracy, lac7 o! health in!rastructure, transport !acilities and other #asic amenities. *oreover, our power station is situated in ?istt. <oneAhadra +KP, #ut our *:; railway trac7 is passing through si2teen villages o! Tehsil <ingraulli, ?istt. <iddhi +*P,. >ccordingly, we have to carry out C<;6C? activities in #oth the states i.e. KP and *P area.

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RE4ETTLEMENT G REHABILITATION POLICY O RIHAN,1 U NTPC was the !irst P<K to have a comprehensive ;1; policy !or its pro/ects in *ay 199) and since then it is under implementation. 9ver the years NTPC went through a phase o! gaining e2periences and learning3s in dealing with ;1; issues and therea!ter !inali8ed the NTPC ;1; Policy %&&5 which is on higher norms with the National Policy on ;1; +NP;; H %&&), o! the :ovt. o! India. U The #asic principle and strategy adopted in this policy is to avoid ac0uisition o! agricultural land and homestead to the e2tent possi#le and assist the a!!ected persons to improve or at least regain their previous standard o! living. U >s compared to previous policy 199), this policy has the emphasis on '"' +'and !or 'and, option o! reha#ilitation. Provision o! one time ;: +;eha#ilitation :rant, !or reha#ilitation and resettlement has #een providedM the detail remains as per the ;>P +;eha#ilitation >ction Plan, o! the respective pro/ect. U ;>P #udget will #e part o! the capital #udget o! the pro/ect. a&ili!ies The !ollowing economic opportunities include pre!erence to a!!ected persons in the pro/ect and township areas #othG 1. @mployment with contracting agencies. %. >llotment o! shops D 7ios7s. ). >ward o! petty contracts. (. .ehicle hiring. 5. PC9 D Internet 7ios7. C. Newspaper vending. 7. .endor permit. 4. Courier service. 9. >ny other opportunity

E,UCATION IINT@''I:@NC@ P'K< CF>;>CT@;6I< TF@ :9>' 9" T;K@ @?KC>TI9NJ >lthough there are (4&& num#er o! students enrolled in 11 <chools managed #y @6.9IC@s namely Chetna, *alviya *ission, ?iamond Clu#, .arti7a *ahila *andal, :ram Panchayat Ai/pur, ?odahar and <irsotti. The schools are #eing managed success!ully as we have provided re0uired in!rastructure !or the schools and 20

honorarium !or teachers through @6.oices and :ram Panchayat. Aut there is lot to #e done !or improving education !acilities e.g. there are no govt. aided schools in the surrounding area. The students o! Aoard e2amination li7e Class 1&th and 1%th including girl students used to go 4& to 9& Em to appear in Aoard e2ams. *oreover, local people are demanding !or construction o! Inter College in vicinity o! pro/ect, so that education level o! school going children may #e improved. >lthough , we are in touch with KP <tate @ducation ?epartment to ta7e over the schools together with in!rastructure !acilities esta#lished #y NTPC, #ut they will ta7e the schools as per their norms. The construction 9! Inter CollegeD schools with in!rastructure li7e ground, #oundary walls etc. will #e conducive !or improving our pu#lic image in surrounding areas. Heal!# IF@>'TF >N? CF@@;"K'N@<< N>;K;>''O A@:@T @>CF 9TF@;J There are *alaria, Tu#erculosis, leprosy and other communica#le disease prevalent in near#y areas. There are )%7 num#er o! PCP +Physically Challenged Persons, n vicinity o! power station as per our survey. >lthough our hospital is helping the local PFC + Primary Fealth Centre, !or providing medical assistance !or national health programmes $e are also providing medical !acilities to vulnera#le patients #ut medical assistance needs to #e e2tended to all landoustees #oth in KP and *P areas and li#eral view may #e ta7en as per our site re0uirement In"ras!ru&!ure "a&ili!ies I*>N I< $F>T F@ @>T< 1 $F@;@ F@ 'I.@<J Though we have created in!rastructure !acilities particularly wells, #ore wells, hand pumps etc. !or pota#le water supply. In addition Panchayat Ahawan, school #uildings, <ula#h <ochalya , ;oad networ7, drains , power supply have also #een provided in reha#ilitation colonies HI, II, III. >lthough we handed over reha#ilitation colonies to <<>?> !or maintenance and they have also ta7en up some /o#s li7e restoring the street light, water supply through pumps and renovation and maintenance o! internal road networ7 #ut recently we have received the !ollowing communication !rom <<>?> and we have to ta7e decision on merit #asisG6 <<>?> has in!ormed us that NTPC will provide water at their tan7 and <<>?> will ta7e responsi#ility o! water supply networ7 in reha#ilitation colonies. <<>?> will also e2amine the possi#ility o! waving o! watercess !or water supply in reha#ilitation areas i! any. Power supply in reha#ilitation coloniesG $e have received letter !rom :ram Pradhans duly !orwarded #y ?istt. *agistrate <oneAhadra and @2ecutive @ngineer KP Power Corporation !or 21

supply o! power in reha#ilitation colonies and Ai/pur mar7et. >s there is no power supply networ7 #y KP Power Corporation in these areas .<ince we have got license !or distri#ution o! power supply, we may e2tend this !acility in le!t over area also. <ince there is wastage o! rain water in surrounding areas, we have to ta7e up some initiatives li7e rain water harvesting pro/ect !or enhancing irrigation potential and water !or vet nary animals. $e have also installed one <olar power pro/ect at .illage -arha HChetwa and a Aio6mass pro/ect at village Piprahar #ut installation o! hydel power pro/ect !rom our discharge channel could #e conducive to cater the need o! power supply in near#y areas. <ince we have to ac0uire a#out 5&& acre o! land in -heelo6 Parvatva and -heelo 6Ehamariya !or ash disposal, we have to ta7e C<;6C? activities in surrounding areas !or gaining the con!idence o! local people. NT ! "ihand Trust# In our opinion, a NTPC ;ihand C<; Trust may #e constituted and may #e a!!iliated with NTPC !oundation !or getting !unds !or miscellaneous C<; in!rastructure !acilities together with rural development wor7s.

VOCATIONAL TRAININ$ I>'' P;9:;@<< I< A><@? 9N TF@ KNI.@;<>' 1 INN>T@ ?@<I;@ 9" >'' 9;:>NI<*< T9 'I.@ A@O9N? TF@I; INC9*@J The C<;6C? policy o! ;ihand intends to !acilitate the unemployed people in and around the pro/ect, in sel!6 employment through co6operativesDsel!6help groups. The program may include provision !or the ena#ling mechanism such as #ac7ward lin7age li7e tying up the input resource 1 !orward lin7age li7e mar7eting etc. The training program in ;ihand includesG6 *asala ma7ing >tta cha77i.

INITIATIVE OR ,I4ABLE, ICF>''@N:@< *>E@< 'I"@ INT@;@<TIN:, 9.@;C9*IN: TF@* *>E@< IT *@>NIN:"K'J

22

The C<;6C? policy o! ;ihand intends to underta7e community development in the neigh#orhood area o! operation station with particular !ocus on disa#led persons. it also !acilitate the disa#led persons in improving the economic condition #y giving employment opportunities. O.:e&!i-e *any governmental, non6governmental and voluntary agencies are wor7ing !or the Cause o! PCPs and are empowering them through provision o! !ormal education and .ocational training. Fowever, even a!ter getting so empowered, there is serious dearth o! <ustaina#le economic and employment opportunities. NTPC has proposed to ena#le such @mpowered and capa#le PCPs to #ecome economically sel! reliant through supporting speci!ic targeted schemes. These schemes will !ocus on creating employment opportunity !or PCPs. In case o! group D cooperative, the scheme may !ocus on sustaina#le sel!6employment and income generating schemes.

2.3 NTPCs MEMBER SHIP TO DIFFERENT CSR-GROUP $lo.al Co;%a&! In order to promote Corporate <ocial ;esponsi#ility and citi8enship in the new glo#al mar7etplace, KN <ecretary :eneral, *r. Eo!i >nnan !irst proposed the :lo#al Compact at ?avison -an399. It was thus created to help organi8ations rede!ine their srategies and course o! actions so that all people can share the #ene!its o! glo#ali8ation, not /ust a !ortunate !ew. The :lo#al Compact s operational phase was launched at KN Fead0uarters in New Oor7 on %C -uly %&&&.and has since then !ocused its e!!orts on achieving practical results and !ostering the engagement o! #usiness leaders in the direction. Through the power o! collective action, the :lo#al Compact see7s to promote responsi#le corporate citi8enship so that #usiness can #e part o! the solution to the challenges o! glo#ali8ation. In this way, the private sector H in partnership with other social actors H can help reali8e the <ecretary6:eneral s visionG a more sustaina#le and inclusive glo#al economy. Par!i&i%a!ion .' NTPC ?ue to 7eenness o! KN that this movement ta7es root in India, some #usiness leaders too7 the initiative and organi8ed a meeting o! select #usiness leaders in *um#ai in ?ec3 %&&&. NTPC as a prominent #usiness and

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community leader in the power sector was also invited to the meeting and thus engageDassociate itsel! with :lo#al Compact. "ollowing this meeting which was attended #y C*? NTPC, NTPC agreed to #e associated with the :lo#al Compact. In his letter in *ay %&&1 C*? addressed to *r. Eo!i >nnan, <ecretary :eneral, KN !ormally e2pressed its support !or the :lo#al Compact and its commitment to ta7e action in this regard. NTPC e2presses its continued support !or the :lo#al Compact and its commitment to ta7e action in this regard. The principles o! :C are regularly communicated to all employees through in6house maga8ines, internal training programmes and posters. NTPC along with ma/or corporate in India too7 the lead and !ounded :lo#al Compact <ociety o! India in the year %&&). "urther, NTPC s !ounder mem#er o! :lo#al Compact <ociety too7 the lead !or organi8ing the 1stnational convention on I@2cellence in Corporate Citi8enship and :lo#al CompactJ on %7th -uly %&&( at New ?elhi. NTPC oun+a!ion NTPC !oundation has #een registered on ?ecem#er 1& , %&&(. The !oundation has #een !ormed !or addressing the niche domains o! social development at National level with special !ocus !or physically challenged persons. The !oundation see7s to !acilitate the entrepreneursD communities in !ormulating pro/ect proposals and esta#lishing the !easi#ility !or promoting the decentrali8ed distri#uted generation and supply o! power !or meeting the power and development re0uirement o! remote and !ar !lung places. NTPC !oundation also proposes to esta#lish a National ;esource and ?evelopment Centre !or physically challenged persons. It aims to !acilitate micro !inancingM providing o! re0uisite support in the initial phase o! identi!ication o! livelihood opportunities !or physically challenged people till sel! sustenance is achieved. It also plans to conduct advocacy and awareness programmes !or generation o! employment opportunities, to provide need #ased vocational training to persons with disa#ilities. It proposes to cover the !ollowing categories o! ?isa#ilitiesG .isually Challenged Persons ?ea! and ?um# Persons Physically Challenged Persons *entally Challenged Persons with mild intensity. 24

The !oundation under its um#rella will #e initiating and carrying out income generation schemes !or physically challenged persons #asically with the aim to create sustaina#le sel! employment opportunities and s7ills so that they can #ecome economically sel! reliant The category o! physically challenged persons !or these schemes include the visually impaired and the hearing impaired persons only. In+ia Par!ners#i% oru; The India Partnership "orum +IP", is a /oint initiative o! KN?P India and the Con!ederation o! Indian Industry which see7s to promote multi6sta7eholder dialogue on Corporate <ocial ;esponsi#ility issues and a common understanding o! good corporate citi8enship particularly through evolution o! a common code. The "orum also see7s to promote and pilot new and innovative initiatives in corporate partnership !or development. > multi6 disciplinary :overning Aoard guides the "orum launched #y the KN?P >dministrator along with the President, CII in "e#ruary %&&1 at New ?elhi. > 7ey development accompanying the launch o! the "orum was adoption o! the <ocial Code !or Ausiness. T#e ;ain o.:e&!i-es o" !#e In+ia Par!ners#i% oru; are !o1 Auild a 3shared social vision3 on the role and responsi#ilities o! #usiness in developmentM provide a plat!orm to !acilitate multi6sta7eholder +#usiness, civil society organi8ations, :overnment and International 9rgani8ations, dialogue on various issues pertaining to C<; including policy issues with regard to creation o! an ena#ling environmentM Auild 3social capital3 and promote conceptuali8ation and implementation o! #usiness civil society partnership initiatives with the least advantaged groups, andM Institutionali8e KN interaction with the private sector In+ia Par!ners#i% oru;1 o&us Areas >doption and 9perationalisation o! <ocial Code "ormulation o! Corporate <ocial Policy <upport to pu#lic policy measures on C<; *ainstreaming C<; education in Ausiness <chools Capacity Auilding !or Community ?evelopment Capacity Auilding on <ustaina#le ;eporting Processes and Indices Auilding Enowledge Aase on C<; 25

Thematic partnerships under the KN?P

2.@ 4!a=e#ol+er En)a)e;en! NTPC has always encouraged #elie! in democratic and Participatory practices in all its development initiatives. People s participation is one o! the most important aspects o! #uilding strong and sel! independent communities. P<ta7eholders must have an e0ual share in development , this is the driving !orce #ehind all the community development initiatives at NTPC. <uch initiatives include Nee+ Assess;en! 4ur-e'1 9ne ma/or area o! community participation is through Need >ssessment <urvey. It is carried out !or the communities in the neigh#orhood o! NTPC stations !rom time to time. The aim is to correctly identi!y the developmental needs o! the community with their involvement and come up with a plan o! intervention !or them. It is a proper structured !ormat which comprehensively descri#es the di!!erent needs o! the community people. It also #rings into light those needs which are not so commonly perceived or can #e missed. T#e Villa)e +e-elo%;en! A+-isor' Co;;i!!ee 8V,AC91The .illage development Committee e2ists at all the stations o! NTPC. This comprises o! representatives !rom the district administration, local authorities, Panchayat, N:9s, local communities and the NTPC. The Need >ssessment survey serves as a #asis !or ma7ing developmental plans and the activities are then prioriti8ed in consultation with the.?>C. Thus this committee is closely involved in the planning and implementation o! the developmental initiatives. E;%lo'ee Volun!eerin) .olunteering #y the employee and their !amily mem#ers is a regular !eature at NTPC. It #elieves that every employee has the capacity to contri#ute towards society. <ince the concept o! C<; is very dynamic and constantly involving, new ideas !rom the employees come as a #ree8e o! !resh air and contri#ute a lot towards various initiatives. 26

>t all the pro/ect sites o! NTPC the employees are encouraged to !orm .oluntary 9rgani8ations re!erred to as P@.9IC@ +@mployee .oluntary 9rgani8ations !or Initiatives in Community ?evelopment,. There are %5 such organi8ations in %& stations. They carry out a lot o! development activities in the villages that surround the pro/ect sites. It provides with ample opportunities !or .olunteering #y the employees. These organi8ations are very active at all the pro/ect sites and carry out various activities li7e awareness programmes on various issues li7e FI. H>ids, nutritional awareness, promotion o! rural sports, providing scholarships, advocacy etc. Inauguration o! "amily Planning Camp #y mem#ers o! @.9IC@ The !amily mem#ers o! the NTPC employees also contri#ute actively in the developmental initiatives at plant sites. P'>?I@< C'KA is an esta#lished !eature at all the pro/ect sites which comprises o! the !amily mem#ers o! the employees at pro/ect sites. The clu# carries out activities li7e ?istri#ution o! $heelchairs to physically challenged people, distri#uting #lan7ets to needy people, distri#uting things li7e !ood pac7ets, um#rellas etc to people o! other #ac7ward classes. Aoo7s, stationery items etc are distri#uted to schools on a regular #asis. @ducation Centre at some stations are #eing run #y the 'adies Clu#. >ctive involvement o! ladies clu# in developmental activities is an important !eature in NTPC.

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CHAPTER3 3.1 RE4EARCHMETHOLO$Y > <urvey was conducted among the people o! two villages +Ai/pur 1 Piparhar,, through a structured Buestionnaire named HNTPC RIHAN, IE BARE MEIN 4AMADIC BO,H 4ARVEI4HANJ. The survey 0uestionnaires were administered on C& villagers o! two villages near the pro/ect with varying distances. 3.2 TOOL4 OR ,ATA COLLECTION > structured 0uestionnaire o! %1 items was used, which was generated and validated #y <@$>, an N:9 wor7ing closely with NTPC ;IF>N?, !or development o! the area. Name o! the 0uestionnaire was HNTPC RIHAN, IE BARE MEIN 4AMADIC BO,H 4ARVEI4HANJ. T#e ra!in) <as on "i-e %oin! .asis1 a, Poor V 1M #, >verage V %M c, :ood V )M d, .ery :ood V (M e, @2cellent V5. ,i-ision o" Aues!ion on .asis o" o.:e&!i-es

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 Per&ei-e+ le-el o! #ene!it is measured #y 0uestions num#ered H C5 K5 1/5 115 1@5 10 an+ 1K. el! le-el o! #ene!it is measured #y 0uestions num#ered H 15 25 35 @5 175 1C an+ 1L. A&!ual le-el o! #ene!it is measured #y 0uestions num#ered H 75 05 L5 125 13 an+ 2/. O-erall ra!in) o" !#e or)ani?a!ion .' Aues!ion nu;.er 21.

3.3 4AMPLIN$ Ran+o; sa;%lin) method was used. ,e;o)ra%#'1 people o! all age were selected on random #asis. It was ensured that respondent is aware a#out the NTPC ;IF>N?, and must also #e a#le to read and write +literate,.

3.@ PROCE,URE 1. > speci!ically structured 0uestionnaire was !illed in #y the researcher with consultation o! the respondent. The respondent were well communicated the meaning o! each o! the %1 0uestions o! the 0uestionnaire named HNTPC RIHAN, IE BARE MEIN 4AMADIC BO,H 4ARVEI4HANJ. 2. 9nly responses, o! those respondents were included !or the purpose o! data analysis and conclusion, who were having 7nowledge a#out NTPC ;IF>N?, and it s C<; >ctivities. 3.7 ,ATA 4OURCE4 ?ata in the study is o! two typesG Pri;ar' +a!a1 the data collected !rom villagers through the 0uestionnaire. 4e&on+ar' +a!a1 the data collected !rom G Ma)a?ines O""i&ial re&or+s o" NTPC RIHAN, 3.C ,ATA TABULATION AN, ANALY4I4 *aster ta#le o! !re0uency distri#ution was prepared and then was divided into !ractions according to o#/ectives. <imple percentage !re0uency distri#ution pie6chart was drawn, and conclusions were drawn. "or convenience !ive point scale was restructured in two point scale. 29

NegativeG a com#ined pool o! poor 1 average. PositiveG a com#ined pool o! good, very good 1 e2cellent.

CHAPTER @ RE4ULT @.1.1. OBDEVTIVE1 To ;easure !#e "el! .ene"i! o" C4R A&!i-i!ies o" NTPC. CHART @.1.1

RE4ULT1 *ost o! the respondents perceive that NTPC ;IF>N? is socially responsi#le !irm. >#out 1).1&5 responses were poor 1 %).575 were average +in negative,. $ere as in positive group, )1.9&5 were good, %%.C%5 were very good, and 4.415 were e2cellent. CHART @.1.2

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RE4ULT1 It is clearly visi#le that in negative response Piprahar have more than Ai/pur. Aut in positive response Ai/pur is having higher value than Piprahar, in percents. Thus we can see that there is signi!icant di!!erence in perceived level o! C<; >ctivities o! NTPC ;IF>N? in near and !ar villages.

@.2 OBDECTIVE21 To ;easure !#e "el! .ene"i! o" C4R A&!i-i!ies o" NTPC. CHART @.2.1

RE4ULT1 C45 o! respondent are !eeling improvement in their living standard as a result o! NTPC ;IF>N? s C<; >ctivities. 9nly 1).))5 +poor, and 14.755+average, responses were negative. $ere as, in positive response were )C.%55 +good,, %(.545 +very good,, 7.&45 +average,. CHART @.2.2

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RE4ULT1 It is clearly visi#le that in negative response Piprahar have more than Ai/pur. Aut in positive response Ai/pur is having higher value than Piprahar, in percents. Thus we can see that there is signi!icant di!!erence in perceived level o! C<; >ctivities o! NTPC ;IF>N? in near and !ar villages.

4.3 OBDECTIVE 31 To ;easure !#e a&!ual .ene"i! o" C4R A&!i-i!ies o" NTPC. CHART @.3.1
W HO LE SA M PLE

N EG AT IVE 37%

PO SIT IVE 63%

RE4ULT1 *ost o! respondent accept that their standard o! living has #een elevated due to C<; >ctivities o! NTPC ;IF>N?. C)5 positive +)&.4)5 good,%C.115 very good,1C.115 e2cellent, responses were o#tained, where only )75 negative + 15.%45 poor,1 %1.C75, responses were also o#tained. CHART @.1.2 32

RE4ULT1 The standard o! living o! people o! Ai/pur has actually improved due to C<; >ctivities o! NTPC ;IF>N?. The signi!icance di!!erence #etween responses o! two villages at distance ,does e2ist.

4.4 OBDECTIVE@1 To;easure !#e o-erall ra!in) o" NTPC RIHAN, as 4o&iall' Res%onsi.le Or)ani?a!ion. CHART @.@.1

RE4ULT1 *a/ority o! respondent view NTPC ;IF>N? as socially responsi#le !irm. Total 545 responded that the organi8ation is socially responsi#le, only (%5 responded it as not wor7ing !or society. CHART @.@.2 33

RE4ULT1 *ore people see NTPC ;IF>N?, as socially responsi#le !irm, in Ai/pur as compared to respondents o! Piprahar.

CHAPER 7 CONCLU4ION The villagers have #ene!ited through additional means o! livelihood There have a high level o! 7nowledge a#out NTPC ;IF>N? s C<; >ctivities, in the society around it. 'evel o! perception is high, in particular Ai/pur, a near#y village +only 17.m., ,rather in Piprahar, a !ar away village, +7 7.m. !rom NTPC ;IF>N?,. 'evel o! !elt #ene!it is high , in particular Ai/pur, a near#y village +only 17.m., ,rather in Piprahar, a !ar away village, +7 7.m. !rom NTPC ;IF>N?,. Aene!it provided #y NTPC ;IF>N? is actually high , in particular Ai/pur, a near#y village +only 17.m., ,rather in Piprahar, a !ar away village, +7 7.m. !rom NTPC ;IF>N?,.

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CHAPTER C Bi.lio)ra%#' BOOI4 Francis C : Aswat a!!a ". %att &. ' (un) aram ".*.+. A) i.ar- +. : Business Environment : Essentia#s o$ Business Environment : ,n)ian EconomEconomics Environment o$ Business

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