TOPIC - VALUE CHAIN ANALYSIS OF NTPC PMI

TABLE OF CONTENTS

1 Introduction
1. NTPC
1
1. PMI
2
2 Literature Review
3 Concept of Value Chain
3. Michael Porter Model for Value Chain Analysis
1
3. Use of Value Chain Model
2
4 Value Chain of NTPC PMI
5 Questionnaire Survey
5. Methods of data collection
1
5. Data Analysis and Interpretation
2
5. Findings
3
6 Suggestions
7 Annexure
 Value Chain Analysis on NTPC Power Management Institute

NTPC Overview

NTPC Ltd., formerly known as National Thermal Power Corporation Limited, is

an Indian Public Sector Undertaking, engaged in generation of electricity and
allied activities. It is a company incorporated under the Companies Act 1956
and a "Government Company" within the meaning of the act. The
headquarters of the company is situated at New Delhi. NTPC's core business
is generation and sale of electricity to state-owned power distribution
companies and State Electricity Boards in India. The company also
undertakes consultancy and turnkey project contracts that involve
engineering, project management, construction management and operation
and management of power plants.
The company has also ventured into oil and gas exploration and coal
mining activities. It is the largest power company in India with an electric
power generating capacity of 53,651 MW.

NTPC is India’s largest energy conglomerate with roots planted way back in
1975 to accelerate power development in India. Since then it has established
itself as the dominant power major with presence in the entire value chain of
the power generation business. From fossil fuels it has forayed into
generating electricity via hydro, nuclear and renewable energy sources. This
foray will play a major role in lowering its carbon footprint by reducing
greenhouse gas emissions. To strengthen its core business, the corporation
has diversified into the fields of consultancy, power trading, training of power
professionals, rural electrification, ash utilization and coal mining as well.
NTPC became a Maharatna company in May 2010, one of the only four
companies to be awarded this status. NTPC was ranked 400 th in the ‘2016,
Forbes Global 2000’ ranking of the World’s biggest companies.

Growth of NTPC installed capacity and generation

The total installed capacity of the company is 53,651 MW (including JVs) with
21 coals based, 7 gas-based stations, 1 Hydro based station and 1 Wind
based station. 9 Joint Venture stations are coal based and 11 Solar PV
projects. The capacity will have a diversified fuel mix and by 2032, non-fossil
fuel-based generation capacity shall make up nearly 30% of NTPC’s portfolio.
NTPC has been operating its plants at high efficiency levels. Although the
company has 17.73% of the total national capacity, it contributes 24% of
total power generation due to its focus on high efficiency.
In October 2004, NTPC launched its Initial Public Offering (IPO) consisting of
5.25% as fresh issue and 5.25% as offer for sale by the Government of India.
NTPC thus became a listed company in November 2004 with the Government
holding 89.5% of the equity share capital. In February 2010, the
Shareholding of Government of India was reduced from 89.5% to 84.5%
through a further public offer. Government of India has further divested 9.5%
shares through OFS route in February 2013. With this, GOI's holding in NTPC
has reduced from 84.5% to 75%. The rest is held by Institutional Investors,
banks and Public. Presently, Government of India is holding in NTPC has
reduced to 69.74%.
NTPC is not only the foremost power generator; it is also among the great
places to work. The company is guided by the “People before Plant Load
Factor” mantra which is the template for all its human resource related
policies. NTPC has been ranked as “6th Best Company to work for in India”
among the Public Sector Undertakings and Large Enterprises for the year
2014, by the Great Places to Work Institute, India Chapter in collaboration
with The Economic Times.
Vision

TO BE THE WORLD’S LEADING POWER COMPANY, ENERGIZING INDIA’S

GROWTH.

Mission

PROVIDE RELIABLE POWER AND RELATED SOLUTIONS IN AN ECONOMICAL,

EFFICIENT AND ENVIRONMENT FRIENDLY MANNER, DRIVEN BY INNOVATION
AND AGILITY.

Subsidiaries

NTPC Electric Supply Company Ltd. (NESCL)

The company was formed on August 21, 2002. It is a wholly owned
subsidiary company of NTPC with the objective of making a foray into the
business of distribution and supply of electrical power, as a sequel to reforms
initiated in the power sector. The company was also mandated to take up
consultancy and other assignments in the area of Electrical Distribution
Management System.
Its maiden entry into power distribution was by forming a 50:50 JV company
‘KINESCO Power and Utility Private Ltd.’ with Kerala Industrial Infrastructure
Development Corporation (KINFRA). It is already distributing power in KINFRA
owned industrial theme parks.
With the objective of sectoral support in the area of distribution, NESCL has
been assigned the responsibility of implementing rural electrification works
under the Rajiv Gandhi Grameen Vidyutikaran Yojana (RGGVY).

NTPC Vidyut Vyapar Nigam Ltd. (NVVN)

NTPC Vidyut Vyapar Nigam Ltd. (NVVN) was formed by NTPC Ltd, as its
wholly owned subsidiary to tap the potential of power trading in the country
thereby promoting optimum capacity utilization of generation and
transmission assets in the country and to act as a catalyst in the
development of a vibrant electricity market in India. The company holds the
highest category ‘I’ trading license from CERC.
The Government of India has designated the company as the nodal agency
for Phase I of the Jawaharlal Nehru National Solar Mission (JNNSM) with a
mandate for purchase of power from Solar Power Projects connected to grid
at 33 KV and above and for sale of such power bundled with the power
sourced from NTPC Coal Power Stations to distribution utilities under Phase I
(2010-2013) of JNNSM, which envisages setting up of 1000 MW solar
capacity.
The Company has been designated as the nodal agency for cross-border
trading with Bhutan and Bangladesh and has entered into an agreement with
Bangladesh (BPDB) for supply of 250 MW power for 25 years from various
central generating stations of NTPC.
The Company is also engaged in ash business involving sale of Fly Ash and
Cenosphere from various coal power stations of NTPC. Read more »

Kanti Bijlee Utpadan Nigam Limited, (formerly known as Vaishali Power

Generating Company Limited)
To take over the Muzaffarpur Thermal Power Station (2*110MW), a subsidiary
company named ‘Vaishali Power Generating Company Limited (VPGCL)’ was
incorporated on September 6, 2006 with NTPC contributing 51% of equity
and the balance equity was contributed by the Bihar State Electricity Board.
The company was rechristened as ‘Kanti Bijlee Utpadan Nigam Limited’ on
April 10, 2008. Present equity holding is NTPC 64.57% & BSEB 35.43%. The
company is upgrading the existing unit and establishing new plant.

Bharatiya Rail Bijlee Company Limited (BRBCL)

A subsidiary of NTPC under the name of ‘Bharatiya Rail Bijlee Company
Limited’ was incorporated on November 22, 2007 with 74:26 equity
contribution from NTPC and Ministry of Railways, Govt. of India respectively
for setting up of four units of 250 MW each of coal based power plant at
Nabinagar, Bihar. Investment approval of the project was accorded in
January, 2008. 90% power from this project is to be supplied to Railways to
meet the traction and non-traction power requirements.
Patratu Vidyut Utpadan Nigam Limited (PVUNL)
PVUNL has been incorporated on 15.10.2015 as a subsidiary of NTPC with
74% stake in the Company and 26% of stake held by JBVNL to acquire,
establish, operate, maintain, revive, refurbish, renovate and modernize the
performing existing units and further expand capacity of Patratu Thermal
Power Station, District Ramgarh, Jharkhand in two phases i.e. Phase-I (3x800
MW) and Phase-II (2x800 MW).

Government of Jharkhand has issued the Notification dated 01.04.2016 for

transfer of assets of Patratu Thermal Power Station to Patratu Vidyut
Utpadan Nigam Limited.
Business Development

NTPC is top power company of India with a commissioned capacity of 53,651

MW. It feeds a fourth of India's electricity needs or as we say "NTPC lights up
every fourth bulb in the country". It is one of the most efficient power
companies in India, having operations that match global standards.

Commensurate with our country's growth challenges, NTPC has embarked

upon an ambitious plan to attain a total installed capacity of 130 GW by
2032. Towards this goal, NTPC has adopted a multi prong strategy which
includes Greenfield projects, Brownfield projects, joint ventures and
acquisition of existing plants route. Besides, the corporation has also
adopted the diversification strategy in related business areas such as coal
mining, power trading, and manufacturing etc to ensure robust growth of the
company.
Power Management Institute

NTPC runs a state of the art Power Management Institute (PMI), at NOIDA.
PMI has over the years trained a large number of professionals from NTPC,
State Electricity Boards and other power utilities in the country. Also, PMI
delivers programs to Power Sector companies in the Gulf Counties at their
locations and participants from South Asia, Gulf and African countries come
to PMI for attending programs.

With a wide range of expertise and experience acquired over the years, PMI
offers programs in the following categories:

 Enhancing General Management Competence and Skills: 

The programs included in this category develop the knowledge,
attitude, behavior and skills of the participants from the perspective of
general management of the enterprise.
 Enhancing Technical Expertise: 
These are designed to enhance the operational excellence and to
impart and augment technical skills and competencies to handle
emerging technologies and practices. Courses certified by International
bodies are also offered.
 Upgrading Functional Skills: 
The programs in this category cater to the functional areas of the
organization like HR, Finance, Materials, Contracts etc.
 Managing Information Technology: 
IT enablement is a key determinant of organization success and these
programs provide the required knowledge and skills.
 Induction Level Training Programs: 
A key area of expertise is the Induction level training program for
 newly recruited executive trainees in Engineering, Chemistry, IT,
Finance and Human Resources.
 Employee Development Programs: 
Programs are conducted for the Supervisors and Workmen of our
Corporate Centre Office in the areas of power plant familiarization,
attitude, quality, finance and IT.

Program Selection Process

NTPC CONDUCTING PROGRAMS FOR

 Executive Trainees
 Developing Functional & Managerial Competencies
 Leadership Development
 Planned Interventions at transition points to higher responsibility levels
 Technical and IT Domains
 Health , Safety & Environment
LEADERSHIP DEVELOPMENT PROGRAMS FOR SENIOR EXECUTIVES

NTPCC PMI is conducting senior senior executives program with a view to

enhance the strategic business perspective and leadership function . these
programs covers areas like stratrgic Management, business environment
scanning , enterprise risk management & leadership.

DEVELOPING FUNCTIONAL AND MANAGERIAL COMPETENCE

NTPC PMI offers a wide range of learning solutions under this category.

These Programs are aimed at developing competencies in all critical

functional areas like Strategic Management, Communication Skills, Team
Building, Knowledge Management, Human Resource, Finance, Customer
Orientation, Commercial And Regulatory Issues, Safety, CSR, Management of
Environment Stability, Project Management, Inventory Management, Quality
Assurance & Contract Labor Management.

Programs in Category:

 Innovation and Entrepreneurial Mindset.

 Managing Talent, Developing and Training
 Data Analysis
 Dispute Resolution
 Project Management
 Behavior Based Safety
 Building & Inspiring team to Leadership
 Environment & Forest Management
 Innovative project Management Through stimulation

LEVEL WISE PLANNED INVENTIONS

As Employees grow in the Organization, they need to acquire a certain
level of leadership and general management competencies at different
management level of the company, across functions and departments.
NTPC PMI conduct specially designed leadership and management
program at different identified stages of the careers of the executive
across all the functions in order to build these competencies. These
programs are called “Planned Interventions”
VALUE CHAIN ANALYSIS

What is a Value Chain?

A value chain is a high-level model developed by Michael Porter used to
describe the process by which businesses receive raw materials, add value
to the raw materials through various processes to create a finished product,
and then sell that end product to customers. Companies conduct value-chain
analysis by looking at every production step required to create a product and
identifying ways to increase the efficiency of the chain. The overall goal is to
deliver maximum value for the least possible total cost and create
a competitive advantage.

BREAKING DOWN 'Value Chain

A value chain is a company model that breaks down the flow of production
activities into five categories. Each one of these categories is an opportunity
for a company to maximize efficiency and create a competitive advantage.
The aim of the value chain is to increase profits by creating value at each of
the five product touch points so the value exceeds the cost associated with
the product.

Primary Activities of the Value Chain

All five primary activities are essential in adding value and creating a
competitive advantage. The first activity in the value chain is inbound
logistics, which includes all receiving, warehousing and inventory
management of raw materials ready for production. The second activity is
operations and encompasses all efforts needed to convert raw materials into
a finished product or service.

Outbound logistics is the third activity in the value chain and occurs after all
operations are completed and the end product is ready for the customer.
Activities required to deliver a product to the end user are considered part of
outbound logistics. Marketing and sales are the fourth part of the value chain
and include all strategies used to get potential customers to purchase a
product, such as channel selection, advertising and pricing. Service is the
fifth and final step in a company's value chain and describes all activities
that create better consumer experiences, such as customer service and
repair services.

Companies can harness a competitive advantage at any one of the five

activities in the value chain. Creating outbound logistics that are highly
efficient, for example, cuts down on a company's shipping costs and allows it
to either realize more profits or pass the savings through to the consumer,
lowering the price point.

Support Activities of the Value Chain

Support activities facilitate the efficiency of the primary activities in a value
chain. The four support activities are procurement, technological
development, human resource management and company infrastructure.
Increasing the efficiency of any of the four support activities increases the
benefit to at least one of the five primary activities. These support activities
are normally denoted as overhead costs on a company's income statement.

The idea of the value chain is based on the process view of

organizations, the idea of seeing a manufacturing (or service)
organization as a system, made up of subsystems each with inputs,
transformation processes and outputs. Inputs, transformation
processes, and outputs involve the acquisition and consumption of
resources – money, labor, materials, equipment, buildings, land,
administration and management. How value chain activities are carried
out determines costs and affects profits.
 1. Literature Review

This chapter provides a review of the literature and focuses on literature of

value chain. The concept of value chain was first given by Michael Porter in
his book Competitive Advantage. Michael Porter’s value chain identifies the
major activities which any firm follows and divides them into two broad
categories: Primary Activities and Secondary Activities.

According to Michael Porter’s model of value chain, primary activities are

those which are mandatory for each firm and secondary activities support
the primary activities. Each secondary activity can play an important role in
each primary activity. Primary activities and secondary activities are further
divided into subparts.

The intent of this value chain model is to provide a framework of activities

for organizations so that they can minimize costs and maximize profits.
Firms use Michael Porter’s model for value chain to gain competitive
advantage.

According to Michael Porter’s value chain model, a product gains competitive

advantage at the end of value chain, however, for services value is added at
each step of the value chain.
Therefore to create a value chain of services offered by NTPC PMI, I
have used Michael Porter’s model as a base model and created a
model for services of PMI
 Michael Porter's Value Chain

Manufacturing companies create value by acquiring raw materials and using

them to produce something useful. Retailers bring together a range of
products and present them in a way that's convenient to customers,
sometimes supported by services such as fitting rooms or personal shopper
advice.

The value that's created and captured by a company is the profit margin:

Value Created and Captured – Cost of Creating that Value = Margin

The more value an organization creates, the more profitable it is likely to be.
And when you provide more value to your customers, you build competitive
advantage

Porter's Value Chain

Porter's Value Chain focuses on systems, and how inputs are changed into
the outputs purchased by consumers. Using this viewpoint, Porter described
a chain of activities common to all businesses, and he divided them into
primary and support activities

Primary Activities

Primary activities relate directly to the physical creation, sale, maintenance

and support of a product or service. They consist of the following:

 Inbound logistics – These are all the processes related to receiving,

storing, and distributing inputs internally. Your supplier relationships are a
key factor in creating value here.
 Operations – These are the transformation activities that change inputs
into outputs that are sold to customers. Here, your operational systems
create value.
 Outbound logistics – These activities deliver your product or service to
your customer. These are things like collection, storage, and distribution
systems, and they may be internal or external to your organization.
 Marketing and sales – These are the processes you use to persuade
clients to purchase from you instead of your competitors. The benefits you
offer, and how well you communicate them, are sources of value here.
 Service – These are the activities related to maintaining the value of
your product or service to your customers, once it's been purchased.

Support Activities

These activities support the primary functions above. In our diagram, the
dotted lines show that each support, or secondary, activity can play a role in
each primary activity. For example, procurement supports operations with
certain activities, but it also supports marketing and sales with other
activities.

 Procurement (purchasing) – This is what the organization does to get

the resources it needs to operate. This includes finding vendors and
negotiating best prices.
 Human resource management – This is how well a company recruits,
hires, trains, motivates, rewards, and retains its workers. People are a
 significant source of value, so businesses can create a clear advantage
with good HR practices.
 Technological development – These activities relate to managing and
processing information, as well as protecting a company's knowledge
base. Minimizing information technology costs, staying current with
technological advances, and maintaining technical excellence are sources
of value creation.
 Infrastructure – These are a company's support systems, and the
functions that allow it to maintain daily operations. Accounting, legal,
administrative, and general management are examples of necessary
infrastructure that businesses can use to their advantage.
Companies use these primary and support activities as "building blocks" to
create a valuable product or service.

PMI- POWER MANAGEMENT INSTITUTE

VALUE CHAIN

Support Activities

1. Firm Infrastructure: PMI’s support systems, and the functions that

allow it to maintain daily operations. PMI’s Infrastructure can be
divided into 2 parts – Hard Infrastructure, Soft Infrastructure
 Hard Infrastructure: These are the facilities that PMI consist of
Transportation, Energy, Water Management, Communication,
Building, Auditorium, Library, Cafeteria, Hall, Reception,
Parking, Garden, Lecture hall , Solid Waste management,
Swimming Pool, Gym , Computer Lab, Data Center, Hostel
Facility etc
  Soft Infrastructure: Services which are required to maintain
the economic, health, and cultural and social standards of
NTPC PMI. It includes Governance, Culture, Social,
Relationship, Values, Method & Upbringing of NTPC PMI

2. Human Resource Management: PMI’s support activities in which the

development of the workforce within PMI and RLI(Regional Learning
Institute ) . Examples of activities are recruiting Trainer, Trainee and
training of staff and compensating and retaining staff and
outsourcing the necessity.

PROGRAM SELECTION PROCESS

SELECTION OF TRAINER
 Gender Specific Knowledge- Theories,
Training Specific Knowlwdge and Skill
Concept,
Organisation Issues
Specific Knowledge

Training Need Assessment

Identify competencies that relate to specifc job/Role

Identify competencies held by individuals for specific job/Role

Compare Competencies currently held by individuals with

those competencies required for the job/Role

Outline the training requirement in sufficient details and in a

appropriate format so that a training program can be
prepared.
Level wise Planned Interventions

HR MANAGEMENT HELPS IN
 Procurement
 Advertisement
 Recruitment
 Orientation
 Placement
 Training and Development
 Growth
 Ensure Compliance with Work Force
 Record Keeping
 Employee Relations
 Employee Performance Improvement Plans
 Faculty Development

3. Technology Development

No product can survive if the company does not keep it updated as per the
latest technology.
Development of the services of the organization, both internally and
externally. Examples are IT, technological innovations and improvements
and the development of new products based on new technologies.
Judicious Blend of Training +Technique:
 Role Play
 Case Studies
 Situation Games
 Outbound Experimental Program
 E- Learning
 Class room Lectures
 Video And Web Conferencing
 Lan Based
 E- Conferencing
 E- Library
 SAP

Technological Development is done in all department of the Power

Management Institute as all the functioning in done PMI is done with the help
of SAP (Software that makes enterprise software to manage business
operations and customer relations)
 4. Procurement

This is what NTPC PMI does to get the resources it needs to operate its
training. This includes finding vendors and negotiating best prices.
Procurement of consumable goods:
 Pen/ Pencil
 Note Pad
 Reading Material
 Snacks
 Hostel Facility
 Cafeteria
 Folder
 Bag
 Conveyance
 Gift
 Vendor Management
 Out sourcing of Cab Facility

PMI Structure
 Executive
Director(PMI)
E9

General Manager
E8

Associate Associate Associate

General Manager General Manager General Manager
E7 E7 E7

Deputy General Deputy General Deputy General

Manager Manager Manager
E6 E6 E6

Senior Manager Senior Manager Senior Manager

E5 E5 E5

Manager Manager Manager

E4 E4 E4

Deputy Manager Deputy Manager Deputy Manager

E3 E3 E3

Assistant Assistant Assistant

Manager Manager Manager
E2 E2 E2

Engineer Officer Executive

E1 E1 E1
PRIMARY ACTIVITIES

1. Inbound Logistics
Bringing Trainers and Trainee from Source to the company from
within and outside the company

TRAINING NEED ASSESMENT

 Self-Need
 Exit Interview
 Development Centers
 Input from CMD Directors
 Organization Climate Survey
 Core Values
 NTPC Business Plan 2032
 Emerging Business Needs
 Input from External Stake Holders

 On Boarding- Apply for Training Section

 Welcome and Registration of Participant

2. Operations
Main Operation of PMI is training of individual through relevant
teaching, research, Consultancy and ethical management
PMI’s Training is teaching, and developing in oneself
skills and knowledge that relate to specific useful competencies.
PMI’s Training has specific goals of improving one's capability,
capacity, productivity and performance. It forms the core
of apprenticeships and provides the backbone of content
at institutes of technology.

Training Design -One of the main Function is Training Design as the

training is to be conducted as per the need and necessity of the
individual so that the individual can use the learning in their
practical life.

Pre-Test- A Test been conducted by PMI to evaluate the preparedness of the

participant to check their current knowledge in the field so that the
evaluation process could be done

Post-Test -a test given to participant after completion of an instructional

program/ Training and often used in conjunction with a pretest to measure
their achievement and the effectiveness of the program.
Training is Provided in a consistently align pedagogy to suit the program
objectives, they ensure the efficient Delivery and Learning.
Training Technique:
 Role Play
 Case Studies
 Simulation Games
 Out-bound Experimental Learning
 E-Learning
 Classroom Lectures

3. OUTBOUND LOGISTICS
Sending the trained Candidate back to their respected Organization
to use the Training skills in their Practical Work Life

4. MARKETING
The Process NTPC PMI uses to persuade clients for training from
them instead of their competitors. the benefits that NTPC PMI offers
and the way they communicate and Train them are the source of
value to their Customers
NTPC PMI has
 Internal Clients
 External Clients

Internal Clients
These are the main Clients for which NTPC PMI was created so that the
training could be conducted for their internal people who work within NTPC,
As per the need of the Individual the training could be provided
 RLI
 NTPC POWER PLANT
 NTPC (ALL OVER INDIA)

External Clients
These are the clients from whom NTPC PMI has Tie-ups with, As all the
training need of all other Government Organization are been fulfilled by
NTPC PMI, As to form a training institute by Government in every state is not
possible so all the training need in all other Government Organization is also
been Fulfilled
 Haryana Government
 Uttarakhand Government
 Other Private Organizations.
 5. SERVICE

NTPC’s PMI activities related to maintaining the value of their

Service to their Customers, once their training is been done
Service could be done through
 Feedback

 Actions Taken on Feedback

 Follow up
 Project Review
 Program Effectiveness

Kirkpatrick Model
Kirkpatrick's Four-Level Training Evaluation Model

Kirkpatrick's Four-Level Training Evaluation Model can help you objectively

analyze the effectiveness and impact of your training, so that you can
improve it in the future.
The four levels are:

1. Reaction.

2. Learning.

3. Behaviour.

4. Results.

Level 1: Reaction

This level measures how your trainees (the people being trained), reacted to
the training. Obviously, you want them to feel that the training was a
valuable experience, and you want them to feel good about the instructor,
the topic, the material, its presentation, and the venue.

It's important to measure reaction, because it helps you understand how well
the training was received by your audience. It also helps you improve the
training for future trainees, including identifying important areas or topics
that are missing from the training.
Level 2: Learning

At level 2, you measure what your trainees have learned. How much has
their knowledge increased as a result of the training?

When you planned the training session, you hopefully started with a list of
specific learning objectives: these should be the starting point for your
measurement. Keep in mind that you can measure learning in different ways
depending on these objectives and depending on whether you're interested
in changes to knowledge, skills, or attitude.

It's important to measure this, because knowing what your trainees are
learning and what they aren't will help you improve future training.

Level 3: Behaviour

At this level, you evaluate how far your trainees have changed their
behaviour, based on the training they received. Specifically, this looks at how
trainees apply the information.
It's important to realize that behaviour can only change if conditions are
favourable. For instance, imagine you've skipped measurement at the first
two Kirkpatrick levels and, when looking at your group's behaviour, you
determine that no behaviour change has taken place. Therefore, you assume
that your trainees haven't learned anything and that the training was
ineffective.

However, just because behaviour hasn't changed, it doesn't mean that

trainees haven't learned anything. Perhaps their boss won't let them apply
new knowledge. Or, maybe they've learned everything you taught, but they
have no desire to apply the knowledge themselves.

Level 4: Results

At this level, you analyse the final results of your training. This includes
outcomes that you or your organization have determined to be good for
business, good for the employees, or good for the bottom line.
 Questionnaire Survey
A questionnaire survey was prepared to determine gaps in the value chain.
Methods of data collection
 Interview – conversation between two or more people where questions
were asked by the interviewer to obtain information from the
interviewee(s)
 Online questionnaire – Online questionnaire was floated by means of
emails to collect data
 Offline Questionnaire – Questionnaire was floated in various training
sessions at PMI to collect data.
 DATA ANALYSIS AND INTERPRETATION

Interpretation

As per the chart above majority of the population i.e. 43.5% lie in 20 years or
more group as the employee of NTPC are highly satisfied with the training
and development while the employee who have been serving for NTPC for
10-20 years are of approximately 21- 22.6% which means that employees
are building their careers and having a better growth opportunities for future
aspects , We can say that there group of people are inspirational for
the people of new joiners’ and who are going to build the career in
NTPC.
 Interpretation

As per the chart above majority of the employees lie in the grade from E3-E4
i.e 33.9% and E7-E8 i.e 32.3% . It also shows that people are widely
distributed in different grades working from grade E1 to grade E8, This is due
to the reason that employees are satisfied with their current job, getting
promotions and gaining experience and are not ready to leave NTPC.
 Interpretation
As per the chart majority of the employees have participated in NTPC PMI
Training 5-10 times which means that employees are least interested in
participating in PMI trainings.
One of the reasons can be that they find trainings inefficient or inappropriate
for them. Another reason can be that the employees at NTPC are not
motivated or encouraged to participate in PMI trainings.
Thus the management needs to provide more meaningful training to the
employees as per their needs which can benefit the Organization as well as
its employees. Also the employees must be encouraged by the management
to participate in trainings and made aware of the benefits of the same. PMI
must also make efforts to reach employees at NTPC so that they can know
more about its trainings and the value it will add to their skills.
It is also seen that minority people have also participated in the PMI Training
10-20 times as the training is providing them with useful insights and they
are able to apply their learnings in at work place so they feel encouraged to
participate in more and more trainings to enhance their skills.
 Interpretation

People in NTPC are working in diversified fields ranging from finance, human
resource and engineering to project management and O&M and others. Our
sample population has more respondents from O&M.

But majority is seen working in O & M, as NTPC prefer people from

technical? backgrounds since NTPC is a power company
 Interpretation

Most of the population participated in NTPC PMI training for their self-
development (48.4%) that is enhancement of their existing skills and
capabilities for seeking personal growth and for the benefit of the
organization. Rest of the population in NTPC participated in the training by
viewing the Program Benefits, Own Interest, and only a few because they
were deputed by their Superiors.
This chart seconds our assumption of why NTPC employees participate in
lesser trainings, only a few are deputed by their superiors or join the
program for the reason of program benefits.
 Interpretation
Respondents were allowed to choose all the areas in which they have
attended training at NTPC PMI and evaluate the effective of each of these
trainings. As seen from the above graph, maximum number of respondents
seems to be satisfied by the kind of training that they have attended and
find it effective. However, a very small number of people also find the
training very dissatisfactory. Dissatisfaction may again be due to the kind of
training; methods adopted for training in that particular area or the trainees
being unable to apply that training to their work tasks or might find no value
addition through that training.
 Interpretation

As in the above Pie chart shows the maximum population is satisfied with the
overall delivery of training process being adopted by NTPC PMI as in PMI
delivery of training is done with the help of
 Role Play
 Case Studies
 Situation Games
 Outbound Experimental Program
 E- Learning
 Class room Lectures
 Video And Web Conferencing
So it helps the candidates to learn easily and makes the understanding
better but around 6.4 % of the population are still facing problem with the
delivery of the training as it may be due to difficulty in understanding the
new process been practiced for them.
 Interpretation

As in the above Pie chart it states that training need assessment through
PMS online system the employees are finding it useful(70%). PMS adopted by
NTPC PMI provides an online platform to assess employee needs for various
trainings. It helps NTPC employees to fill the gaps themselves by filling their
needs so that their needs could be notified to the organization. However, not
everyone has a sound knowledge of using computer or any other such
electronic device. This may be one of the reasons for people who think that
TNA through PMS is not much useful or not at all useful or are neutral. Some
people may lack the complete knowledge of PMS to fill self needs.
 Interpretation

Most of the people are satisfied with the overall infrastructure provided by
PMI. However, quite a few people are dissatisfied or highly dissatisfied with
the stay facility and technology support. It may be because they do not find
the stay facility adequate or equipped with adequate resources, some may
not have proper connectivity to Wi-Fi during their stay at PMI or during
training, some others might feel that the classrooms or hostels are not
equipped with proper technology instruments.
Some people are also dissatisfied with catering. It may be because they
don’t like the kind of food that is being served during any training or the
service.
 Interpretation
Technological advancement - being a paperless organization, PMI still lacks
that level of IT support to become completely paperless. Some people are
also dissatisfied with its online feedback system.
 Interpretation
From the graph above, it can be seen that classroom lectures are the most
efficient way of delivery of training followed by video and web learning and
e-learning. The most obvious reason why classroom lectures is the most
preferred method of delivery of training since it provides for one to one
interaction of trainers and trainees and enhances better understanding of
the topic.
 Interpretation
Most of the people in our sample say that post training follow up has
happened in their case. A considerable percentage say that it might have
happened i.e. they are unsure of it. It might be because the follow up
procedures adopted by PMI in their case were such that people did not
actually know it really happened. 33.9% say that post training follow up did
not happen in their case. PMI needs to look into this and make sure that
follow up happens. Some of the programs are such that they do not need any
post training follow up which may be one of the reasons for absence of follow
up.
Most of the people prefer e-learning portal for post-delivery of training
followed by a mobile application and knowledge management portal. These
are online ways of transferring any study material post training or any
improvements in the concerned area for continuous learning of the subject.
Classroom lectures are the least preferred since in today’s world people want
to learn as per their schedule while classroom lectures need a specific time
of their busy schedule, other options provide a convenient way to learn
whenever they want and wherever they want.
 FINDINGS

 NTPC employees tend to stay for longer time periods with the
organization.
 NTPC employees are not much enthusiastic about participating in PMI
trainings as most of them have attended training session at PMI only 5-
10 times.
 Most of the people participate in PMI training for self-development.
Therefore, PMI must make efforts to convey program benefits which
will help in self-development so that there is more number of people
participating in its training and add value to Marketing & Sales part of
the value chain.
 Most of the people find PMI training in various areas effective, yet
there are a few who are dissatisfied with the kind of training that they
have attended
 Most of the people are satisfied with the overall delivery of training at
PMI
 There are a considerable number of people who do not find TNA
process through PMS much useful for various reasons. This affects
inbound logistics in the value chain.
 As far as overall infrastructure of PMI is concerned, stay facility,
technology support and catering needs quite some modifications and
improvement. This affects procurement and infrastructure categories
of value chain.
 Technological advancement - being a paperless organization, PMI still
lacks that level of IT support to become completely paperless. Some
people are also dissatisfied with its online feedback system. This again
affects technology aspect of the value chain.
 Classroom lectures are the most effective method of delivery of
training followed by video and web learning and e-learning. Delivery of
training forms an important part of operations in value chain.
 Most of the people prefer e-learning portal for post-delivery of training.
This is followed by mobile application and knowledge management
portal. Integrating these technologies in its activities, PMI can add
value to operations and technology.
Annexure I – Questionnaire