ON THE JOB TRAINING REPORT ON MANAGEMENT TRAINEE

AT
SJVN LTD. CORPORATE HEADQUATERS
SHIMLA

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE

REWARD OF DEGREE
of
Master of Business Administration (MBA)
Session 2022-2024

Under the Supervision of: Submitted by: Abhishek Sharma

Dr. Narender Singh Chauhan Roll No: 36220010010
(Assistant Professor)

HIMACHAL PRADESH UNIVERSITY BUSINESS SCHOOL

HIMACHAL PRADESH UNIVERISTY
SUMMERHILL, SHIMLA, H.P -171005
1
INTERNSHIP CERTIFICATE

2
 DECLARATION

I hereby declare that the training report which is being presented in this training report
submitted at Himachal Pradesh University Business School is authentic work done by me
under the guidance of Assistant Prof. Narender Singh Chauhan. The work presented in this
report has notbeen submitted by me for the award of any other degree of this or any other
institute/university.

Place: Shimla Name of student: Abhishek Sharma

Roll Number: 36220010010

3
 ACKNOWLEDGEMENT

This dissertation would not have been possible without the guidance and help of several
individuals who in one way or another contributed and extended their valuable assistance in the
preparation and completion of this study.

I would like to express my gratitude to Himachal Pradesh University Business School for
including the internship program as a regular course which has provided an opportunity to gain
practical working experience in the organization.

My sincere gratitude to SJVN for giving me a chance to do my internship in the HR &

Finance domain of their organization.

I am thankful to Dr. Vandana Bagharia Sehgal Sr. Manager HR (CHQ) & Mr. Rahul Giri
(Sr. Manager HR CHQ) for devoting time from their busy schedule and explaining how
work is being done, and for assigning me with various tasks during these 8 weeks of my
probation period.

I would also like to extend special thanks to the entire staff for their full cooperation, guidance,
and support during the course.
Lastly, I would like to thank Assistant Prof. Narender Singh Chauhan Project Councilor of
Himachal Pradesh University Business School for their valuable Instructions and Guidance
during the Internship program.

4
 INDEX

S.NO. TITLE PAGE NO.

1 TITLE PAGE 1
2 INTERNSHIP CERTIFICATE 2
3 DECLARATION 3
4 ACKNOWLEDGMENT 5
5 EXECUTIVE SUMMARY
5.1 Chapter 1 - Introduction 6-9
5.2 Chapter 2 - Overview of the Organization 10-17
5.3 Chapter 3 - Specialization 1 - Human Resource 18-23
5.4 Chapter 4 - Specialization 2 - Finance 24-28
5.5 Chapter 5 - Project Regarding Mobilization 29-37
6 Chapter 6 - Conclusion 38-39
7 REFERENCES 40
8 APPENDIX 41-46

5
 CHAPTER 1
INTRODUCTION

6
The government-owned corporations are termed as Public Sector Undertakings (PSUs) in India. In
a PSU majority (51%or more) of the paid-up share capital is held up by central government or by any
state government or partly by the central governments and partly by one or more state governments.

The Comptroller and Auditor General of India (CAG) audits government companies. In respect of
government companies, CAG has the power to appoint the Auditor and to direct the manner in
which the Auditor shall audit the company’s accounts.

EVOLUTION OF PUBLIC SECTOR UNDERTAKINGS

Post Independence, India was grappling with grave socio-economic problems, such as inequalities
in income and low levels of employment, regional imbalances in economic development and lack of
trained manpower, weak industrial base, inadequate investments and infrastructure facilities, etc.

Hence, the roadmap for Public Sector was developed as an instrument for self-reliant economic
growth. The country adopted the planned economic development policies, which envisaged the
development of PSUs.
Initially, the public sector was confined to core and strategic industries. The second phase witnessed
nationalization of industries, takeover of sick units from the private sector, and entry of the public
sector into new fields like manufacturing consumer goods, consultancy, contracting and
transportation etc.

The industrial Policy Resolution 1948 outlined the importance of the economy and its continuous
growth in production and equitable distribution. In this process, the policy envisaged active
engagement of the state in development of industries.

The Industrial Policy Resolution 1956 classified industries into three categories with respect to the
role played by the State –

• The first category (Schedule A) included industries whose future development would be the
exclusive responsibility of the state.

• The second (Schedule B) category included Enterprises whose initiatives of development would
principally be driven by the State but private participation would also be allowed to supplement
the efforts of the state.

• And, the third category included the remaining industries, which were left to the private sector.
In 1969, the government nationalized 14 major banks.
7
 The Industrial Licensing Policy 1970 placed certain restrictions on undertakings belonging to large
industrial houses, defined on the basis of assets exceeding Rs 350 cr.

In 1973, the definition of large industrial houses was adopted in conformity with that of the
Monopolies and Restrictive Trade Practices Act (MRTP) 1969- External website that opens in a
new window and included companies whose assets exceeded Rs 20 cr.

The Statement on Industrial Policy in July 1991 was also significant. It brought in fundamental
changes in the MRTP Act as well. The statement revised the priority of the public sector.

MAHARATNA/NAVRATNA/MINIRATNA STATUS FOR PUBLIC SECTOR

UNDERTAKINGS

The status of Maharatna, Navratna, Miniratna to CPSEs is conferred by the department of Public
EnterprisesExternal website that opens in a new window to various Public Sector Undertakings.
These prestigious titles provide them greater autonomy to compete in the global market.

Maharatna

A company qualifying for the Maharatna- External website that opens in a new window status should
have an average annual turnover of Rs 20,000 crore during the last three years against Rs 25,000 crore
prescribed earlier. The average annual net worth of the company should be Rs 10,000 crore.

The Maharatna status empowers mega CPSEs to expand their operations and emerge as global giants.
The covered status empowers the board of firms to take investment decisions up to Rs 5,000 crore as
against the present Rs 1,000 crore limit without seeking government approval. The Maharatna firms
would now free to decide on investments up to 15% of their net worth in aproject, limited to
an absolute ceiling of Rs 5,000 crore.

Navratna

The Central Public Sector Enterprises (CPSEs) fulfilling the following criteria are eligible to be
considered for grant of Navratna- External website that opens in a new window status:

• Having Schedule ‘A’ and Miniratna Category-1 status.

• Having at least three ‘Excellent’ or ‘Very Good’ Memorandum of understanding (MoU) ratings
during the last five years.
8
The Navratna status empowers PSEs to invest up to Rs 1000 crore or 15% of their net worth on a
single project without seeking government approval. In a year, these companies can spent up to 30%
of their net worth not exceeding Rs 1000 cr. They also enjoy the freedom to enter joint ventures,
form alliances and float subsidiaries abroad.

Miniratna

For Miniratna category I status, the CPSE should have made profit in the last three years
continuously, the pretax profit should have been Rs. 30 crores or more in at least one of the three
years and should have a positive net worth.
For category II, the CPSE should have made profit for the last three years continuously and should
have a positive net worth.

Miniratnas can enter into joint ventures, set subsidiary companies and overseas offices but with
certain conditions. This designation applies to PSEs that have made profits continuously for the
last three years or earned a net profit of Rs. 30 crore or more in one of the three years.

Miniratna Category-II CPSEs

Category II Miniratnas have autonomy to incurring the capital expenditure without government
approval up to Rs. 300 crore or up to 50% of their net worth whichever is lower.

9
 CHAPTER 2
OVERVIEW OF THE ORGANISATION

10
SJVN Limited, a Mini Ratna, Category-I and schedule – ‘A ‘CPSE under administrative control of
Ministry of Power, Government of India, was incorporated on May 1988 as a joint venture of the
government of India and the Government of Himachal Pradesh. SJVN is now a listed company having
shareholder’s patterns of 59.92% with Government of India ,26.85% with Government of Himachal
Pradesh and rest of 13.23% with public. The present paid up capital and authorizedcapital of
SJVN is Rs 3,929.80 Crore and 7,000 Crore respectively. The Net Worth as on 31.03.2022 is Rs
13128.61 Crore.

Beginning with a single project and single State operation (i.e. India’s largest 1500 MW Nathpa Jhakri
Hydro Power Station in Himachal Pradesh), the company has commissioned seven projects totaling
2016.5 MW of installed capacity and 86 km 400KV Transmission Line. SJVN is presently
implemented or operating power project in Himachal Pradesh, Uttarakhand, Bihar, Maharashtra, Uttar
Pradesh, Punjab, Gujarat, and Arunachal Pradesh in India besides neighboring countries of Nepal and
Bhutan.

SJVN signed MoUs for eight hydro projects totaling 2388MW. These projects are located in Satluj,
Beas and Chenab River basins in Himachal Pradesh. The development of these projects will usher
in an investment of Rs 24,000 crores and will also result in employment opportunities. We are
overwhelmed by the unrelenting support and trust posed by Go HP on our Company. During the month
of July 2020, Highest ever record monthly generation 1213 MU & 334 MU was achieved by NJHPS
and RHPS as against previous high of 1191 MU and 327 MU respectively.

Besides above, indirect benefits have also accrued to the region by way of increase of agriculture
and industrial production. In addition, the project has provided gainful employment to a large number
of skilled and unskilled workers and also opened and landlocked hinterland by providing essential
facilities such as schools, hospitals, etc. for the people of the area. Thus, 1500 MW NJHEP has ushered
in the social and economic upliftment of the persons living in the vicinity of the project
i.e. of society at large
11
VISION

To be best-in-class Indian Power Company globally admired for developing affordable cleanpower
and sustainable value to all stake holders.

MISSION

To drive socio-economic growth and optimize shareholders and stakeholder’s interest by:

Developing and operating projects in cost effective and socio-environment friendly manner
.
Nurturing human resources talent with care.

Adopting innovative practices for technological excellence.

Focusing on continuous growth and diversification.

OBJECTIVE

In the pursuit of above mission, the company had set for itself the following corporate objectives:

Operating and maintaining power stations with maximum performance efficiency.

Establishing and following sound business, financial and regulatory policies.

Taking up of other hydro power projects.

Completion of the new projects allocated to SJVN in an efficient and cost-effective manner.

Use of the best project management practices for the project implementation by applying latest
universally accepted Project Management Techniques, and by enabling its Engineers, to become
certified Project Managers through further trainings.

Dissemination of available in-house technical and managerial expertise to other utilities / projects.

Creating work culture and work environment conducive to the growth and development of both the
organization and the individuals through introduction of participative management philosophy.

12
 Fulfilling social commitments to the society. Achieving constructive cooperation and building
personal relations with stakeholders, peers, and other related organization.

Striving clean and green project environment with minimal ecological and social disturbances.

SWOT ANALYSIS

STRENGTHS:

• SJVN has gained wide experience and expertise in development of large hydro power projects
from concept to commissioning including operation & maintenance and management of silt during
project operation. SJVN has in- house 'State of art' hard coating facility installed at one of the
power stations.

• SJVN has in-house capability for complete design of mega hydro power projects, large value
contract award, contract & project management.

• SJVN has efficient plant operation expertise with minimal down time of machines and
maximizing the Plant Availability Factor.

• SJVN has stable revenue stream through long term power purchase agreements with
distribution licensees. The allocation of power from its power stations is made as per PPAs and by
the Ministry of Power, Government of India.

WEAKNESSES:

• NJHPS and RHPS are cascade schemes and operating in tandem. Any difficulties faced in the
operation of NJHPS will have direct consequences on power generation of RHPS.

• Inadequate powers to incur expenditure on pre-construction activities and business

developments/investment before establishing project viability of hydro projects.

• Initial high tariff of hydro projects- New hydro projects have higher tariff in the initial few years.
It is difficult to compete with cheaper renewables and thermal power.

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OPPORTUNITIES:

• The unharnessed hydro potential of 1,03,150 MW (as on 31.03.2023) primarily located in the hill
states/UTs of Arunachal Pradesh, Uttarakhand, Himachal Pradesh, Sikkim and Jammu & Kashmir.

• SJVN is diversifying into alternate energy sources such as Wind & Solar Energy and Power
Transmission. SJVN is constantly striving to expand its base both in National and international
arena.

• Push for Pump Storage Plant to complement the intermittency of renewable power.

• Hon’ble Prime Minister announcement during COP26 Glasgow that India will reach its non-fossil
energy capacity to 500 GW by 2030 is creating ample opportunities in renewable energy sector.

THREATS:

• Most of the hydro-electric projects are located in remote locations and are prone to natural
calamities such as cloud burst, land slide, road block etc. These natural calamities also contribute
to delays, unforeseen events.

• Stringent norms and cumbersome procedures for getting environment clearance, forest clearance
and clearance from National Board for Wild Life (where ever applicable) delay the commencement
of construction of projects.

• In spite of extensive survey and investigations, the probability of geological surprises in various
components of hydroelectric projects in young Himalayan ranges pose great technical challenge
involving extremely cost intensive and time- consuming measures.

• With the tariffs of solar and wind power projects going down, development of hydro power
projects, which is the core strength of SJVN, is becoming increasingly less viable.

• Any Technological breakthrough which makes battery storage systems for storing renewables
energy economical may make hydro power generation unviable.

14
INDUSTRY OVERVIEW

All India installed power generation capacity as on 31.03.2023 was 4,16,058.89 MW. A capacity
addition of 8830 MW was targeted during the year 2022-23 comprising 6350 MW of thermal,
1080 MW of hydro power and 1400 MW nuclear power. Capacity addition of 1580 MW
comprising 1460 MW of thermal and 120 MW of hydro power was achieved up to 31.03.2023.

Industry scenario indicates that there is ample opportunity for consistent growth of business in
hydro, renewable and thermal energy sectors in the times to come with growth in demand.
Company is developing 1320 MW super-critical thermal power project at Chausa, District
Buxar in Bihar, 900 MW Arun-3 HEP in Nepal, 60 MW Naitwar Mori HEP in Uttarakhand,
210 MW Luhri Stage-I HEP, 66 MW Dhaulasidh HEP, 382 MW Sunni Dam HEP and 15 MW
Nangal Dam Floating SPP in Himachal Pradesh, 70 MW Bagodara SPP and 100 MW Raghanesda
SPP in Gujarat, 1000 MW IREDA Solar Power Project in Rajasthan, 75 MW Gurhah SPP and 50
MW Gujrai SPP in Uttar Pradesh, 90 MW Omkareshwar Floating SPP in Madhya Pradesh and
100 MW PSPCL SPP in Punjab.

As regards hydro potential, India has an estimated hydro power potential of about 1,50,000
MW out of which only about 46850.17 MW (as on 31.03.2023) has been commissioned. The bulk
of the unharnessed potential is located in the hill states/UTs of Arunachal Pradesh, Uttarakhand,
Himachal Pradesh, Sikkim and Jammu & Kashmir. With fast increase in installed capacity of solar
power, which is diurnal in nature, hydropower with its peaking power has huge potential to
contribute towards grid stability. The above industry scenario signifiesthat there is ample
opportunity for consistent growth of business in hydro sector.

FINANCIAL PERFORMANCE

SJVN has clocked the Highest ever Income from Operations of ₹2935.41 crores during the
financial year 2022-23 which is an increase of ₹513.45 crores over the earnings of previous fiscal.
The Total Revenue of the Company has touched a Record High of ₹3298.84 crores which is an
increase of ₹673.30 crores compared to ₹2625.54 crores earned during the previous year. The
standalone Profit After Tax (PAT) increased by ₹385.93 crores to ₹1363.45 crores against ₹977.52
crores for the previous year.

An Interim dividend of ₹1.15 per share was paid in the month of February 2023. In addition, your
Board has recommended a final dividend of ₹0.62 per share. Thus, subject to yourapproval, a
Total dividend of ₹1.77 per share is proposed to be paid for the financial year 2022-
23. 15
MACRO ECONOMIC SCENARIO AND GOVERNMENT INITIATIVES

India’s growth continues to be resilient as it was rated as the fastest-growing major economy
during FY 2022-23. The country’s GDP has reached $3.75 trillion in 2023, from around $2 trillion
in 2014; moving from 10th largest to 5th largest economy in the world. India is now being called a
Bright Spot in the global economy. Indian economy in FY23 has nearly “recouped” what was
lost, “renewed” what had paused, and “re-energized” what had slowed during the pandemic and
since the conflict in Europe.

A range of pragmatic and transformational policies of the government, which continued through
the pandemic helped catalyze a sharp economic recovery. The growth that India is witnessing,
apart from the CAPEX push by the government, is coming from healthy balance sheets of the
corporates and a well-capitalized financial system.

Electricity (Late Payment Surcharge and Related Matters) Rules, 2022 gave relief to the DISCOMs,
as well as electricity consumers and at the same time generating companies are also benefiting from
assured monthly payments, which will help the whole power sector to become financially viable.

For removing the barriers in availability and utilization of renewable energy and to address the issues
that have hindered the growth of open access for a long time, Green Open Access Rules, 2022 have
been issued. The Rules reduces the Open Access limit from 1 MW to 100 kW, which paved the way
for small consumers to purchase renewable energy and there is no limit for captive consumers.

Revised scheme for flexibility in generation and scheduling of Thermal/Hydro Power Station
through bundling with renewable energy and storage power is showing its positive impact.
Dispute Avoidance Mechanism for avoidance/ resolution of contractual disputes at initial stage
by engagement of an Independent Engineer and Dispute Resolution Mechanism for resolution of
disputes through Conciliation Committees have been devised by Ministry of Power.

These transformative reforms and initiatives in recent years have propelled forward the nation on its
journey to achieve its twin goals of universal access to affordable power and acceleration of
clean energy transition.

16
FUTURE PROSPECTS

The GDP growth figures in 2022-23 reflect the resilience of the Indian economy amidst global
challenges. In global scenario, the inflation has begun to slow down in both developed and
emerging economies. In FY 2023-24 this growth will be supported by solid domestic demand
and pickup of capital investment. Compensating for private sector’s caution in capital expenditure,
government has substantially raised the capital expenditure.

The CAPEX target for SJVN for FY 2023-24 has been set once again to a historic high of
Rs.10,000 crore and the Company is geared up to accomplish the same.

FY 2023-24 shall be especially significant as Projects totaling 1455 MW are lined up for
commissioning and commencement of commercial operations during the year which include -
60 MW Naitwar Mori HEP, one unit of 660 MW of Buxar TPP, 250 MW (Phase-1) of Bikaner
SPP, 100 MW Raghanesda SPP, 100 MW Pojewal & Rurki SPP, 90 MW Omkareshwar floating
SPP, 75 MW Gurhah SPP, 70 MW Bagodara SPP and 50 MW Gujrai SPP. In addition, Double
Circuit 220 kV Mori Snail Transmission Line in Uttarakhand & Himachal Pradesh is also expected
to be commissioned during the year.

As a premier power utility, SJVN is spearheading the current transformative paradigm shift of
Indian Power Sector from fossil fuel energy base to renewable energy base. We at SJVN are
performing our duty towards the nation by strengthening the energy sector.

Under the Paris Agreement–2015 for carbon neutralization, Government of India has
committed to reduce the Greenhouse gases emissions intensity by 45% below 2005 levels. For
this, 50% of installed electric power capacity is planned to be generated from non-fossil sources
by 2030. Government has also permitted 100% FDI under automatic approval in renewable sector.

In the Union Budget 2023, some path breaking announcements have been made towards net-
zero emission by 2070. The government intends to reduce the country's estimated total carbon
emissions by 1 billion tones by the end of the current decade. Rs.35,000 crores have been
earmarked for energy transition and net-zero carbon emission. Also, Rs.19,700 crores have been
earmarked for the National Green Hydrogen Mission. By 2030, India is committed to reduce
carbon intensity of its GDP by 45% of 2005 level.

All these policy decisions are bound to drive up the growth of renewable sector which in turn
will open new vistas for the Company.

17
 CHAPTER 3
SPECIALIZATION 1 – HUMAN RSOURCE
MANAGEMENT

18
An efficiently run human resources department can provide organization with structure and
the ability to meet business needs through managing company's most valuable resources, its
employees. Human Resource Management has a place of great importance. According to Peter F.
Drucker.

The proper or improper use of the different factors of production depends on the wishes of the
human resources. Hence, besides other resources human resources need more development.
Human resources can increase cooperation but it needs proper and efficient management to
guide it.

It helps management in the preparation adoption and continuing evolution of personnel

programs and policies.

It supplies skilled workers through scientific selection process.

It ensures maximum benefit out of the expenditure on training and development and
appreciates the human assets.

It prepares workers according to the changing needs of industry and environment.

It motivates workers and upgrades them so as to enable them to accomplish the

organization goals.

Through innovation and experimentation in the fields of personnel, it helps in reducing

casts and helps in increasing productivity.

It contributes a lot in restoring the industrial harmony and healthy employer-employee

relations.

It establishes mechanism for the administration of personnel services that are delegated
to the personnel department.

Thus, the role of human resource management is very important in an organization and it
should not be undermined especially in large scale enterprises. It is the key to the whole
organization and related to all other activities of the management i.e. marketing, production,
finance etc.

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FUNCTIONAL AREA OF HR

1. POLICIES

SJVN has various policies in place to guide its operations and ensure transparency, efficiency,
and sustainability.

SJVN values its employees and has policies in place to attract, retain, and develop a skilled
workforce. The HR policy focuses on fair employment practices, employee welfare, career
growth opportunities, and performance management.

ADMINISTRATIVE POLICIES

a. Administrative Policy
b. Functions of Full-Time Directors
c. Celebration of Raising Day & National Days
d. Record Management Policy
e. Equal Opportunity Policy

PAY AND ALLOWANCES

a. Pay Fixation Rules

b. Pay & Allowances
c. Pay Scales
d. Performance Related Pay

EMPLOYMENT & SERVICE CONDITIONS

a. Grievance Procedure
b. Promotion Policy of Executives
c. Promotion Policy of Supervisors
d. Promotion Policy of Workmen

2. LAW

All legal matters pertaining to NJHPS Jhakri.

Legal vetting of departmental loan cases, special/General Power of Attorney and Other
legally related documents.
20
 Preparing of replies related to honorable high court / District. Court other subordinates
courts

Delivering legal opinion to various departments of NJHPS as & when desired.

Assisting / briefing o u r empaneled advocates in the courts in matters pertainingto NJHPS

Assisting in matters related to labour disputes / welfare.

Active member of the sexual harassment committee constituted under the sexual
harassment of women at work place - ACT 2013.

3. PUBLIC RELATIONS

Public relations are the practice of managing the spread of the information between an
organization (such as a business, government agency, or a nonprofit organization) and the public
relations include an organization gaining exposure to their audiences using topics of public
interest and news items that do not require direct payment.

Success in the field of public relations requires a deep understanding of the interests and
concerns of each of the client's many publics.

The public relations professional must know how to effectively address those concerns using
the most powerful tool of the public relations trade, which is publicity.

4. MANPOWER PLANNING

With reference to the tasks and targets laid down for the Company and with reference to specific
individual targets for different divisions and projects of the Company, each division and
department will review the man power requirement for the following financial year to determine
the requirement of man power both in qualitative and quantitative terms.

21
Based on the requirement of the additional manpower of the individual department, the
detailed manpower plan for the financial year will be prepared by the Human Resource
Development Group, in the Corporate HR Department for the Company as a whole giving
specific details of each new post other than the casual posts with justification thereof and its
manpower plan will form a part of the overall Human Resource Budget of the Company. While
drawing up the Human Resource Budget, each department will indicate the cost of additional
manpower required.

Annual Human Resource Budget including the additional manpower requirement along with
all relevant details and estimated cost involved for all the divisions projects will form a part
of the Annual Human Resource Budget to be submitted for approval of the Board of Directors.

On approval by the Board, the Human Resource Plan will constitute sanction for creation
for posts including post of trainees and form the general basis of manpower recruitment
during the financial period.

5. INDUSTRIAL RELATION AND WELFARE

In an endeavor to encourage participation of employees at all levels in the Management

decision making process and to have better understanding by way of Participative
Management, SJVN is pleased to establish Participative Management Forums at Project sites
and Corporate Head Quarter.

With a view to have regular interaction with the representatives of the Unions/Associations,
meetings are held after every three months under the chairmanship of Director (Personnel).

As an instrument to promote participation by employees and in an endeavor to provide each

and every employee of SJVN an opportunity to put forward his ideas to the right desk SJVN
proposes to introduce a Suggestion Scheme w.e.f. 1st June 2003.

22
6. CORPORATE SOCIAL RESPONSIBILITY

Corporate Social Responsibility is a management concept whereby companies integrate social

and environmental concerns in their business operations and interactions with their
stakeholders.

SJVN has always been at the forefront of its role as a responsible corporate citizen and has been
pioneering Corporate Social Responsibility (CSR) activities for its stakeholders and society.

SJVN has formulated and adopted a dynamic CSR & Sustainability Policy, which is in
consonance with the Companies Act, 2013 and CSR guidelines issued by the Department of
Public Enterprises, Government of India. Time to time, the policy is revisited to include revised
government guidelines and provisions. Till now, the policy has been updated four times, latest
being in December 2022.

During financial year 2022-23, the Company has spent a total amount of ₹59.84 crores on CSR
activities which is ₹23.38 crores more than the statutory obligation of ₹36.46 crores. Since
inception, SJVN has spent more than ₹340 crores on various CSR activities in the verticals of
health & hygiene, education & skill development, women empowerment, infrastructure
development, community development, promotion of culture, sustainable development,
assistance during natural disasters, protection of heritage etc.

23
 CHAPTER 4
SPECIALIZATION 2 - FINANCE

24
Finance plays a crucial role in incubators by providing financial support, guidance, and resources
to startups during their early-stage development. Here are some key roles of finance in incubators:

1. Funding and Investment: Finance departments in incubators play a significant role in facilitating
funding and investment opportunities for startups. They help startups identify suitable funding
sources, such as angel investors, venture capitalists, or government grants, and guide them through
the fundraising process. Finance professionals assist in preparing financial documents, conducting
valuation assessments, and negotiating investment terms.

2. Financial Analysis and Due Diligence: Finance teams in incubators conduct financial analysis and
due diligence on startups. They assess the financial viability, market potential, and growth
prospects of startups to determine their investment worthiness. This involves evaluating financial
statements, performing financial ratio analysis, and assessing the startup's financial health and
performance.

3. Financial Modeling and Forecasting: Incubators provide startups with financial modeling and
forecasting support. Finance professionals help startups create financial models that project
revenue, expenses, and cash flows over a specific period. These models assist startups in making
informed decisions, identifying potential financial gaps, and developing realistic financial plans.

4. Financial Planning and Budgeting: Finance departments assist startups in developing financial
plans and budgets. They work closely with startups to establish financial goals, estimate costs, and
allocate resources effectively. This involves setting budgets for various activities, such as product
development, marketing, and operations, and monitoring actual expenditures against the budget.

5. Financial Reporting and Compliance: Finance teams in incubators support startups in

establishing financial reporting systems and ensuring compliance with financial regulations. They
assist startups in preparing financial statements, tax filings, and other financial reports. By helping
startups maintain accurate financial records and comply with legal requirements, finance
professionals promote transparency and credibility.

6. Cash Flow Management: Finance departments provide guidance on cash flow management to
startups. They help startups monitor and manage their cash flows effectively, ensuring they have
sufficient working capital to meet their operational and growth needs. Finance professionals
assist in identifying cash flow gaps, optimizing cash flow cycles, and implementing strategies to
improve cash flow management.

25
7. Financial Risk Management: Finance professionals in incubators help startups identify and
manage financial risks. They analyze potential risks and develop risk mitigation strategies. This
includes assessing risks associated with revenue generation, market fluctuations, financial stability
and external factors that may impact the startup's financial performance.

8. Financial Education and Mentoring: Finance departments offer financial education and
mentoring to startups. They provide workshops, training sessions, and one-on-one guidance on
financial literacy, financial management best practices, and financial decision-making. This
empowers startups with the necessary financial knowledge and skills to navigate financial
challenges and make informed financial decisions.

9. Exit Strategies and Financial Planning: Finance professionals assist startups in developing exit
strategies and long-term financial planning. They help startups plan for potential exit scenarios,
such as mergers, acquisitions, or public offerings. Finance departments collaborate with startups
to develop financial models and projections that align with their long-term growth objectives.

10. Financial Support Services: Incubators may provide additional financial support services, such
as access to accounting and bookkeeping support, financial software, or financial tools and
resources. This helps startups streamline their financial operations, maintain accurate financial
records, and leverage financial technology to enhance efficiency.

Overall, Finance plays a vital role in incubators by providing startups with the financial
expertise, resources, and support they need to navigate the financial aspects of their early-stage
development. Finance professionals in incubators work closely with startups to ensure sound
financial management, funding opportunities, and long-term financial success.

FINANCIAL ANALYSIS

Financial analysis may be defined as it is the process of identifying, summarizing the financial
strengths and weakness of the firm and also establishing relationship between the items of the
Profit & loss account and balance sheet.

This project is focuses on conducting a comprehensive financial analysis for a period of 5 years, from
2028-22. The analysis primarily revolves around ratio analysis and key financial metrics including
total income, revenue from operations, profit for the year, and profit before tax.

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The purpose of this project is to provide a detailed assessment of the financial performance of the
SJVNL over the specified time period by utilizing ratio analysis, we were able to gain insights into
the company’s profitability, efficiency, liquidity, and overall financial health.

The project findings reveal significant trends and patterns in the company’s financial
performance, enabling a better understanding of its strengths and weaknesses. This analysis
provides crucial information for making informed decisions, identifying areas for improvement
and evaluating the company’s long-term sustainability.

Financial ratio analysis is known for the comparison and calculation of ratios, which are resulting
from the information in an organization financial statement. The information in the statements is
used by the creditors, to identify the firm’ s ability to meet their claims i.e. liquidity position of the
company.

Investors, with the help of ratios know about the present and future profitability of the companyand
its financial structure.

Management, in every aspect of the financial analysis. It is the responsibility and duty of the
management to maintain accurate and good sound financial condition in the company.

Let us discuss each of the financial aspects in detailed manner:

Key elements of financial are analysis:

1. Income statement
2. Balance sheet
3. Cash flow statement

Income statement

Income statement basically shows the company’s performance in terms of financial predict the
company’s future performance and potential future cash flow of business. Income statement also
refers to P&L statement, statement of earnings or statement of operations.

Balance sheet

A balance sheet is a company’s financial statement that shows company’s assets and liabilities, it
shows what a company owns and owes, the amount invested by investors or shareholders.

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Cash Flow Statement

Cash flow statements of any company’s report all kinds of cash inflows and outflows which a
company receives from operations, external investment earnings to spend for business events
and activities, and other investments.

It is the most intuitive statement for any investor because it talks about cash made by business
from various sources. Generally, there are three ways of cash inflows that are from- operations,
investments, and financing. The sum of all these cash inflows called net cash flow.

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 CHAPTER 5
EXECUTIVE SUMMARY/ PROJECT
ASSIGNED

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During my internship, I had the opportunity to dive deep into various aspects of the
company. As I delved into training, I found myself learning extensively about a
particular company. I explored their history, market position, and even analyzed their
competitors. Through this process, I gained valuable insights into not just the company
itself, but also into the broader industry landscape. It was a rewarding experience that
enriched my understanding and provided me with practical knowledge that I could
apply in my future endeavors.

SJVN, formerly known as Satluj Jal Vidyut Nigam, is an Indian public sector undertaking
involved in hydroelectric power generation and transmission. It was incorporated in 1988
as Nathpa Jhakri Power Corporation, a joint venture between the Government of India and
the Government of Himachal Pradesh. The company has a total operating hydropower
capacityof 1912 MW through its two hydropower plants—Nathpa Jhakri and Rampur.
In addition,it has an installed capacity of 97.6 MW of wind power and 81.9 MW of solar
power.

Beginning with a single project and single State operation (i.e. India’s largest 1500 MW
Nathpa Jhakri Hydro Power Station in Himachal Pradesh), the Company has commissioned
eight projects totaling 2091.5 MW of installed capacity and 86 km 400 KV
Transmission Line. SJVN is presently implementing or operating power projects in
Himachal Pradesh, Uttarakhand, Bihar, Maharashtra, Uttar Pradesh, Punjab, Gujarat,
Arunachal Pradesh, Rajasthan, Assam, Odisha, Mizoram and Madhya Pradesh in India.

Apart from India, SJVN also has under-construction hydroelectric projects in Nepal and
Bhutan.

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SPECIALSISATION- HR

An efficiently run human resources department can provide organization with structure and the ability to
meet business needs through managing company's most valuable resources --its employees. Human
Resource Management has a place of great importance. According to
Peter F. Drucker,
The proper or improper use of the different factors of Production depends on the wishes of the human
resources. Hence, besides other resources human resources need more development. Human resources can
increase cooperation but it needs proper and efficient management to guide it.

1. It helps management in the preparation adoption and continuing evolution of personnel programs and
policies.

2. It supplies skilled workers through scientific selection process.

3. It ensures maximum benefit out of the expenditure on training and development and appreciates the
human assets.

4. It prepares workers according to the changing needs of industry and environment.

5. It motivates workers and upgrades them so as to enable them to accomplish the organization goals.

6. Through innovation and experimentation in the fields of personnel, it helps in reducing casts and helps
in increasing productivity.

7. It contributes a lot in restoring the industrial harmony and healthy employer-employee relations.

8. It establishes mechanism for the administration of personnel services that are delegated to the personnel
department.

Thus, the role of human resource management is very important in an organization and it should not be
undermined especially in large scale enterprises.

It is the key to the whole organization and related to all other activities of the management i.e., marketing,
production, finance etc.

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I. LAW:

1. All legal matters pertaining to NJHPS Jhakri.

2. Legal vetting of departmental loan cases, special/General Power of Attorney and Other legally related
documents.

3. Preparing of replies related to honorable high court / District. Court other subordinates courts.

4. Delivering legal opinion to various departments of NJHPS as & when desired.

5. Assisting / briefing our empaneled advocates in the courts in matters pertaining to NJHPS.

6. Assisting in matters related to labour disputes / welfare.

7. Active member of the sexual harassment committee constituted under the sexual harassment of women
at work place.

II. ESTABLISHMENT:

It is one of the important sections, of administration, looking after the personnel service matters of all
officials from their joining to retirement, it includes
Advances House Building Advance Rules Conveyance Rules Furniture Advance rules Children Higher
Education Loan Rules

1. Employment & Services Condition Manpower Recruitment Services Rules Transfer Policies Grievance
Procedures Promotion policies

2. Pay & Allowances Pay fixation House Rent Allowances Rules Dress Code Allowances Non-Practicing
Allowances

3. Employee Benefits & Facilities Leave Rules Accommodation Rules Welfare Section

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III. CORPORATE RELATIONS:

Public relations are the practice of managing the spread of information between an organization (such as
a business, government agency, or a nonprofit organization) and the public relations include an
organization gaining exposure to their audiences using topics of public interest and news items that do not
require direct payment. This differentiates it from advertising as a form of marketing communications.
The aim of public relations is to inform the public, prospective customers, investors, partners, employees,
and other stakeholders and ultimately persuade them to maintain a certain view about the organization, its
leadership, products, or of political decisions in SJVN Limited, Public relations specialists establish and
maintain relationships with an organization's target audience, the media, and other pokes people, writing
speeches for company leaders, acting as organization’s spokesperson by speaking in public and public
officials, preparing clients for press conferences, media interviews, and speeches, writing website and
social media content, facilitating internal/employee communications, and managing company reputation
and marketing activities like brand awareness and event management Success in the field of public
relations requires a deep understanding of the interests and concerns of each of the client's many publics.
Common activities include designing communications campaigns, writing news releases and other content
for news and feature articles, working with the press, arranging interviews for company.

IV. MAN POWER PLANNING:

With reference to the tasks and targets laid down for the Company and with reference to specific individual
targets for different divisions and projects of the Company, each division and department will review the
manpower requirement for the following financial year to determine the requirement of manpower both
in qualitative and quantitative terms.
Based on the requirement of the additional manpower of the individual department, the detailed manpower
plan for the financial year will be prepared by the Human Resource Development Group, in the Corporate
HR Department for the Company as a whole giving specific details of each new post other than the casual
posts with justification thereof and its manpower plan will form a part of the overall Human Resource
Budget of the Company. While drawing up the Human Resource Budget, each department will indicate
the cost of additional manpower required.
Annual Human Resource Budget including the additional manpower requirement along with all relevant
details and estimated cost involved for all the divisions/projects will form a part of the Annual Human
Resource Budget to be submitted for approval of the on approval by the Board, the Human Resource Plan
will constitute sanction for creation Board of Directors.
For posts including post of trainees and form the general basis of manpower recruitment during the
financial period.

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V. INDUSTRIAL REALATIONS AND WELFARE:

Introduction:
In an endeavor to encourage participation of employees at all levels in the Management decision making
process and to have better understanding by way of Participative Management, SJVN is pleased to
establish Participative Management Forums at Project sites and Corporate Head Quarter. With a view to
have regular interaction with the representatives of the Unions/Associations, meetings are held after every
three months under the chairmanship of Director (Personnel1). As an instrument to promote participation
by employees and in an endeavor to provide each and every employee of SJVN an opportunity to put
forward his ideas to the right desk SJVN proposes to introduce a Suggestion Scheme w.e.f. 1" June 2003
Areas of Suggestions
Suggestions should only be related to:
• Operation/Generation/Maintenance.
• Improvement of work environment/procedures.
• Improvement in work efficiency.
• Cost effectiveness.
• Scrap utilization
• Administration
• Safety.
• Statutory obligations

WELFARE SCHEMES
• Sports
• Health and checkups
• Celebrations of national festivals
• Canteens
• Special campaigns 3.0 etc.

VI. POLICIES:

SJVN has various policies in place to guide its operations and ensure transparency, efficiency, and
Sustainability.
SJVN values its employees and has policies in place to attract, retain, and develops skilled workforce. The
HR policy focuses on fair employment practices, employee welfare, carer growth opportunities, and
performance management

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ADMINISTRATIVE POLICIES
• Administrative Policy
• Functions of Full-Tune Directors
• Celebration of Raising Day & National Days
• Record Management Policy
• Equal Opportunity Policy

PAY AND ALLOWANCES

• Pay Fixation Rules
• Pay & Allowances
• Pay Scales
• Performance Related Pay

EMPLOYMENT & SERVICE CONDITIONS

• Grievance Procedure
• Promotion. Policy of Executives
• Promotion Policy of Supervisors
• Promotion Policy of Workmen

VII. RECRUITMENT:

Recruitment activities are centralized at Corporate Head Quarter and are undertaken by Corporate
Recruitment Group. However, with the prior approval of the Appointing Authority, recruitment to non-
executive posts may be carried out by Project HR Department also. For executive cadre including
executive trainees, selection will be made on *All India Basis and for that purpose, the posts will be
notified through press advertisements, company notice boards and/or circulars issued to Government
departments and Public Sector Undertakings where suitable candidates of the required expertise are
expected to be available. HR Department will decide applying various selection techniques like trade test,
wrier test, group discussions etc. Selection will be made only uo recommendation by a duly constituted
Selection Board Committee.
Selection Board:
The short-listed candidates will be called upon to undergo selection process which may consist of:
• An interview by the Selection Board or
• A test and/or group discussion followed by an interview by the Selection Board.
• An elimination test and/or group discussion followed by interview of only those candidates. who
qualify in test/ group discussion.

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VIII. CSR:

"Corporate Social Responsibility (CSR)" means the activities undertaken by a Company in pursuance of
its statutory obligation laid down in section 135 of the Act in accordance with the provisions contained in
these rules, but shall not include the following, namely: -

Activities undertaken in pursuance of normal course of business of the company. Provided that any
company engaged in research and development activity of new vaccine, drugs and medical devices in their
normal course of business may undertake research and development activity of new vaccine, drugs and
medical devices related to COVID-19 for financial years 2020-21, 2021-22, 2022-23 subject to the
conditions that THE GAZETTE OF INDIA: EXTRAORDINARY [PART II—SEC. 3(i)]

1. Such research and development activities shall be carried out in collaboration with any of the institutes
or organizations mentioned in item (ix) of Schedule VII to the Act.

2. Details of such activity shall be disclosed separately in the Annual report on CSR included in the
Board’s Report.
(i) Any activity undertaken by the company outside India except for training of Indian sports personnel
representing any State or Union territory at national level or India at international level.
(ii) Contribution of any amount directly or indirectly to any political party under section 182 of the Act.

3. Activities benefitting employees of the company as defined in clause (k) of section 2 of the Code on
Wages, 2019 (29 of 2019).

4. Activities supported by the companies on sponsorship basis for deriving marketing benefits for its
products or services.

5. Activities carried out for fulfilment of any other statutory obligations under any law in force in India;
"CSR Committee" means the Corporate Social Responsibility Committee of SJVN Board constituted as
per section 135 of the Act.
"CSR Policy" means a statement containing the approach and direction given by the board of a company,
taking into account the recommendations of its CSR Committee, and includes guiding principles for
selection, implementation and

SJVN’s Approach for CSR and Sustainability

Power projects are located in far reaches of isolated regions which are scarce in infrastructural facilities
and where the populace is socio-economically backward. SJVN being a responsible corporate citizen
strives to bring about overall positive impact on societies living in such regions. Besides, its CSR and
Sustainability activities, SJVN will also cover a wide range of issues relevant to the larger society and of
activities that could have a lasting impact. SJVN endeavors to leverage green technology, processes and
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standards to produce goods and services that contribute to social and environmental sustainability. CSR
programme in SJVN shall not be adjunct to R&R activities. Further 5 CSR activities shall not include the
activities undertaken in pursuance of normal course of business of SJVN

CSR and Sustainability programs

1. The CSR & Sustainability program will primarily emanate from Schedule VII of the 8 Companies Act,
2013 and the same will be a part of this policy as per Appendix- 2 as amended from time to time. However,
as per the General Circular no. 01/2016 dated 12/01/2016, Schedule VII will be interpreted liberally so as
to capture the essence of the subjects enumerated in the said Schedule. Due diligence will be used while
selecting the CSR activities.
2. For undertaking CSR and Sustainability activities, SJVN shall give preference to the local area and
areas around it where it operates, for spending the amount earmarked for Corporate Social Responsibility
activities.
3. SJVN will adopt aspirational Districts as per the guidelines of DPE, GOI.
4. SJVN will utilize CSR funds as per Annual National CSR Theme notified by DPE.

Budget Allocation
1. The Annual CSR and Sustainability Budget provision for a financial year will be 2% of the average net
profits made during the three immediately preceding financial years or any limit prescribed by the law.
2. The average net profit shall be calculated following the provisions of Section 198 of the Companies
Act, 2013 revised from time to time.
3. The CSR funds will be transferred to a dedicated/ special account opened in the name of SJVN
Foundation.
4. If the CSR funds allocated in a financial year are not spent fully, the Trust shall inform the CSR
Committee the reasons for unutilized funds; subsequently, the BOD shall include the reasons in its report
made under the clause (0) of subsection 134 of the Companies Act, 2013. The unutilized fund in SJVN
Foundation account, if any, on ongoing CSR programs will be carried forward to next year and will
become part of the next year’s CSR & Sustainability Budget.
5. Further, the surplus arising out of the CSR projects or programs or activities shall not form part of the
business profit of the company and will become part of the current/ next year’s CSR and Sustainability
Budget Plan.
6. Pursuant to CSR amendment Rules a separate Unspent CSR bank account will be opened.
7. Transfer of unspent CSR amount. - Until a fund is specified in Schedule VII for the purposes of
subsection (5) and (6) of section 135 of the Act, the unspent CSR amount, if any, shall be transferred by
the company to any fund included in schedule VII of the Act.”. 9
8. The CSR budget utilized over and above the statutory annual budget may be offset in next financial
years as per CSR Amendment Rules 2021. i) The Board of SJVN shall satisfy itself that the funds so
disbursed have been utilized for the purposes and in the manner as approved by it and the Chief Financial
Officer or the person responsible for financial management shall certify to the effect.

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CHAPTER 6
CONCLUSION

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In conclusion, this training program has provided invaluable insights and skills that will
undoubtedly contribute to the professional growth and development of my career. Through
this project and hands-on learning experiences, I have gained a deeper understanding of the
company and how it works with its human resource. I have also learned about the
company’s mission and vision and its objectives. Moreover, the environment fostered during
the training has encouraged networking and knowledge sharing, further enhancing my learning
outcomes.

Regular communication and follow-up sessions with the managers allowed me to stay informed
about the progress, address any challenges, and provide guidance and supportwhen needed.
This approach facilitated an environment of continuous improvement and ensured that the
mobilization efforts remained on track.

Moving forward, it is imperative that the knowledge and skills acquired during this training are
actively applied to drive innovation, efficiency, and success. Additionally, I will pursue more
professional development efforts to stay abreast of industry trend and advancements.

This project showcased my comprehensive skills in project management, strategic planning,

and effective execution. Through Monitoring, and follow-up, I ensured that my efforts were
consistently optimized and aligned with the project's objectives. The successful completion of
this project has further strengthened my capabilities and confidence.

Looking ahead, I will continue to leverage the valuable lessons learned from this project to
refine and improve future endeavors.

Overall, this training program has been a invaluable experience, and its impact will be felt for
years to come. Thank you, to all involved in making this training initiative a reality.

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 REFERENCES

1. SJVN Homepage site (https://sjvn.nic.in)

2. SJVN Vision Mission and Objective site (https://sjvn.nic.in/visionmission/22)
3. SJVN Annual reports site (https://sjvn.nic.in/annual-reports/63)
4. SJVN CSR reports site (https://sjvn.nic.in/csr-policies/75)
5. SJVN Corporate governance site (https://sjvn.nic.in/corporate-governance/60)
6. SJVN Clearances and reports site (https://sjvn.nic.in/clearancesandreports/51)
7. SJVN Limited financial report. (2022-23). Retrieved from (https://sjvn.nic.in/annual-reports/63)
8. Department of Public Enterprise guideline site
(https://dpe.gov.in/en/guidelines/guidelines/chapters/2665)

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 APPENDIX

PAST 10 YEARS EXPENDITURE REPORT

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