Compiled Report Human Resource Management Field-Placement Training at BTPS

24-Jan-2011 to 19-Feb-2011

Submitted by:
Virda Azmi M.A. (Human Resource Management) Semester-2 Deptt of Social Work Jamia Millia Islamia

New Delhi-110025

ACKNOWLEDGEMENT

I express my deepest thanks and gratitude to Ms. Rachna (EDC), Ms. Kavita Rohilla(ED) and Mr. Ajay Chandra (DGM:HR-Law) for their co-operation and guidance throughout the course of this training. Their help and support made it possible for me to complete this training successfully. I am also thankful to Ms. Sumbul Tahir , our supervisor from Jamia Millia Islamia for her support, co-operation and guidance throughout the course of my training. Last, but not the least, I am also thankful to to all the people of HR and other departments at BTPS who helped and cooperated with me to fulfill all my objectives and tasks and helped me in my project work and all those people who directly or indirectly helped me during the training period at BTPS.

NTPC Limited (Formerly National Thermal Power Corporation) is the largest stateowned power generating company in India. Forbes Global 2000 for 2009 ranked it 317th in the world. It is an Indian public sector company listed on the Bombay Stock Exchange although at present the Government of India holds 84.5%(after divestment the stake by Indian government on 19october2009) of its equity. With a current generating capacity of 31134 MW, NTPC has embarked on plans to become a 75,000 MW company by 2017. It was founded on November 7, 1975.

NTPC's core business is engineering, construction and operation of power generating plants and providing consultancy to power utilities in India and abroad. The total installed capacity of the company is 31134 MW (including JVs) with 15 coal based and 7 gas based stations, located across the country. In addition under JVs, 3 stations are coal based & another station uses naphtha/LNG as fuel. By 2017, the power generation portfolio is expected to have a diversified fuel mix with coal based capacity of around 53000 MW, 10000 MW through gas, 9000 MW through Hydro generation, about 2000 MW from nuclear sources and around 1000 MW from Renewable Energy Sources (RES). NTPC has adopted a multi-pronged growth strategy which includes capacity addition through green field projects, expansion of existing stations, joint ventures, subsidiaries and takeover of stations.

NTPC has been operating its plants at high efficiency levels. Although the company has 18.79% of the total national capacity it contributes 28.60% of total power generation due to its focus on high efficiency. NTPCs share at 31 Mar 2001 of the total installed capacity of the country was 24.51%

and it generated 29.68% of the power of the country in 2008-09. Every fourth home in India is lit by NTPC. 170.88BU of electricity was produced by its stations in the financial year 2005-2006. The Net Profit after Tax on March 31, 2006 was INR 58,202 million. Net Profit after Tax for the quarter ended June 30, 2006 was INR 15528 million, which is 18.65% more than for the same quarter in the previous financial year. 2005).

Pursuant to a special resolution passed by the Shareholders at the Companys Annual General Meeting on September 23, 2005 and the approval of the Central Government under section 21 of the Companies Act, 1956, the name of the Company "National Thermal Power Corporation Limited" has been changed to "NTPC Limited" with effect from October 28, 2005. The primary reason for this is the company's foray into hydro and nuclear based power generation along with backward integration by coal mining. (NTPC) is in the 138th position in Fortune 500 in 2009. 10 Indian companies make it to FT's top 500

Vision To be the worlds largest and best power producer, powering Indias growth. Mission Develop and provide reliable power, related products and services at competitive prices, integrating multiple energy sources with innovative and eco-friendly technologies and contribute to society.

Core Values BCOMIT

Business Ethics Customer Focus Organisational & Professional Pride Mutual Respect & Trust

Innovation & Speed Total Quality for Excellence

BTPS Badarpur Thermal Power Station has an installed capacity of 705 MW. The First unit was commissioned in July 1973. The coal for the plant is derived from the Jharia Coal Fields. This was constructed under ownership of Delhi Vidyut Board. Later it was transferred to NTPC. Currently, the Badarpur power station has five coal fired units three units of 95 MW each and two of 210 MW each totaling 705 MW. The three 95-MW sets are over 35 years old and date back to the early '70s. The Badarpur power station has been a very unique project. Till 2006, the plant was owned by the central government but run by NTPC. Prior to take-over by NTPC, the plant repeatedly recorded very low plant load factor (in the region of 35 per cent). However, once NTPC took over the project, the PLF jumped to over 80 per cent because of plant rehabilitation programmes.

Project Work: Grievance Handling At BTPS

Introduction: There is hardly a company where the employees do not have grievances of one kind or the other. These grievances may be real or imaginary, valid or invalid, genuine or false. A grievance produces unhappiness, discontent, indifference, low morale, frustration etc. Ultimately, it affects the employees concentration, efficiency and productivity. Prompt and effective handling of grievances is also the key to industrial peace. Grievance is rust on human relations. The cost of a grievance can be high, resulting in poor work, time wastage, damage to costly machines due to neglect, employee resentment, poor customer service, resistance to change, union-management conflict and so on. The organisations that do not provide such complaint processing mechanisms for their employees may suffer from consequences which could enfeeble the organizational process. So, grievances must be settled as near as possible to the point of origin and on merit only. Hasty actions, without properly ascertaining facts only help to aggravate the situation. Hence it is better to have a systematic grievance redressal procedure which should: BE SIMPLE FAIR AND EASY TO UNDERSTAND ENCOURAGE EMPLOYEES TO PUT FORTH THEIR GRIEVANCES FUNCTION PROMPTLY AND EXPEDITIOUSLY GAIN EMPLOYEE CONFIDENCE, AND PROMOTE HEALTHY RELATIONS BETWEEN EMPLOYEES AND THE COMPANY. In short, a sound grievance procedure can really strengthen the bonds between the management and the workers can serve as an alarm-bell if theres any problem of serious nature and can prevent individual grievance from becoming an industrial dispute. It can also lead to better harmonious relations between the management and the workers, can prevent the union from exploiting and misguiding the workers, and can bring the conflicts into the open and resolve them.

Purpose of the study: Effective grievance administration helps the management to shift from purely preventive and maintenance needs to the developmental needs of employees such as improving communication, job-redesigning, integration with the corporate goals etc. Workers learn about industrial democracy from the grievance process as they participate in shop decisions that affect their work-life. For any large organization, which is ever-growing in size and the accompanying complexities and problems, the need for effective and efficient grievance machinery cannot be under estimated. Scope of the study: The study would be carried out at the NTPC, Badarpur in New Delhi among its employees consisting of both executives and non-executive employees. The main aim of the study is to ascertain the effectiveness of the organizations grievance handling procedure. It also aims at finding out if the employees are well acquainted and satisfied with the procedure. Research Methodology: The study would be conducted through sampling of a small group of employees .The sample size would be 30-35. Method of Data Collection: The data would be collected through a structured questionnaire.