NTPC - About Us - The Company
NTPC - About Us - The Company
NTPC - About Us - The Company
NTPC, the largest power Company in India, was setup in 1975 to accelerate power development
in the country. It is among the world’s largest and most efficient power generation companies. In
Forbes list of World’s 2000 Largest Companies for the year 2007, NTPC occupies 411th place.
NTPC has installed capacity of 29,394 MW. It has 15 coal based power stations (23,395 MW), 7
gas based power stations (3,955 MW) and 4 power stations in Joint Ventures(1,794 MW). The
company has power generating facilities in all major regions of the country. It plans to be a
75,000 MW company by 2017.
NTPC has gone beyond the thermal power generation. It has diversified into hydro power, coal
mining, power equipment manufacturing, oil & gas exploration, power trading & distribution.
NTPC is now in the entire power value chain and is poised to become an Integrated Power
Major.
In November 2004, NTPC came out with its Initial Public Offering (IPO) consisting of 5.25% as
fresh issue and 5.25% as offer for sale by Government of India. NTPC thus became a listed
company with Government holding 89.5% of the equity share capital and rest held by
Institutional Investors and Public. The issue was a resounding success. NTPC is among the
largest five companies in India in terms of market capitalization.
Recognising its excellent performance and vast potential, Government of the India has identified
NTPC as one of the jewels of Public Sector 'Navratnas'- a potential global giant. Inspired by its
glorious past and vibrant present, NTPC is well on its way to realise its vision of being "A world
class integrated power major, powering India's growth, with increasing global presence".
Vision
A world class integrated power major, powering India's growth with increasing global presence.
Mission
Develop and provide reliable power related products and services at competitive prices,
integrating multiple energy resources with innovative & Eco-friendly technologies and
contribution to the society
• Business ethics
• Customer Focus
• Organizational & Professional Pride
• Mutual Respect & Trust
• Innovation & Speed
• Total Quality for Excellence
Human Resources
NTPC believes in achieving organizational excellence through Human
Resources and follows "People First" approach to leverage the
potential of its 23,500 employees to fulfill its business plans. Human
Resources Function has formulated an integrated HR strategy which rests on
four building blocks of HR viz. Competence building, Commitment building,
Culture building and Systems building pramod.
All HR initiatives are undertaken within this broad framework to actualize the
HR Vision of "enabling the employees to be a family of committed
world class professionals making NTPC a learning organization." To
induct talent and groom them into a dedicated cadre of power professionals
"Executive Trainee" Scheme was introduced in the year 1977 for recruitment
in the disciplines of Mechanical, Electrical, Civil, Control & Instrumentation
and now encompasses Computer Science, Chemistry, HR and Finance
disciplines also.
Demonstrating its high concern for people, NTPC has developed strong
employee welfare, health & well-being and social security systems
leading to high level of commitment. NTPC offers best quality-of-life through
beautiful townships with all amenities such as educational, medical and
recreational opportunities for employees and their family members.
Board of Directors
Shri R.S. Sharma, CMD, NTPC, started his career in Madhya Pradesh State
Electricity Board in Power Generation in the year 1971 and worked in Plant
operation and various areas of plant maintenance. He joined NTPC in 1980,
worked extensively in operation and maintenance at various levels and
various power plants of NTPC, has rich experience of more than 25 years in
O&M of large thermal power plants, later on he headed various projects of
NTPC. He took charge as Executive Director (Southern Region) and
contributed immensely to make successful turn around of revenue
realization in Southern States, after that he moved to Corporate Centre as
Executive Director (Corporate Planning) and he was pivotal in implementing
the various initiatives in the project “Disha”, a project for organization
transformation. From Corporate Planning he moved to Commercial function
and served as Executive Director (Commercial) looking after commercial
functions of the company. He has taken over as Director (Commercial) since
October 2004. He has very vast and varied experience of around 36 years in
various functions of Indian power industry. He has guided the activities of
business development in the organization. Under his guidance trading has
made much progress in terms of value and scope. He has been instrumental
in guiding the preparation of guidelines for setting up a power exchange in
India. He is the firm believer of philosophy “Can Do & Customer Focus” and
took many initiatives for strengthening the customer relationship
management systems.
Shri R.K. Jain Director (Technical) since May 5, 2005, has vast experience
of over 34 years of Power Project Planning, Conceptualisation,
Design/Engineering and Contract & Materials. He also served as Executive
Director (National Capital Region), Executive Director (Corporate Contract &
Materials), and as General Manager (Consultancy & Joint Ventures). Prior to
joining NTPC in 1977, he worked with Central Electricity Authority. As
Director (Technical), he is responsible for Engineering Division, induction of
new technologies like Supercritical etc., development of Energy Technology
Centre for research in Energy related areas, non-conventional energy
resources, implementation of Distributed Generation Schemes and
development and implementation of IT initiatives in NTPC including ERP. He
is also responsible for NTPC’s globalization initiatives in the areas of setting
up power plants abroad, O&M Contracts and offer Engineering Services for
international clients.
Shri Rajesh Verma is a graduate in Electrical Engineer from IIT, Delhi and
an Indian Administrative Service Officer from Orissa State cadre. He has held
various posts in both the State Governments of Orissa and Rajasthan. Prior
to his joining as a Joint Secretary & Financial Adviser, Ministry of Power,
Government of India with effect from 02.07.2007, he has held the post of
Director (Hydro), Ministry of Power. He is on the Board of the Company as a
part-time Director nominated by the Government of India with effect from
July 23, 2007.
Shri Mirza Ishtiaq Beg (68 yrs) is former Chairman of Central Electricity
Authority & Ex-officio Secretary to the Government of India. He obtained
Master degree in Economics and Bachelor of Science in Electrical
Engineering. Shri M.I. Beg was with Central Electricity Authority for 34 years
and had been on the Board of Power Finance Corporation Limited and
Nuclear Power Corporation of India Limited. He has undergone 6 months
training in Design and Construction of Power Project at New Brunswiek,
Canada. He has been on the Board of the Company with effect from January
30, 2006 as a non-official part-time director.
Shri G.S. Sarna (52 years), is an Indian Revenue Service officer. Prior to the
present deputation as the Chief Vigilance Officer, NTPC Limited, he was
Commissioner of Central Excise. In the Customs, he has held similar senior
appointments at the International Airport and the Air Cargo at Delhi besides
having been also on deputation in the Commerce Ministry.
NTPC has identified Joint Ventures, strategic alliances as well as acquisitions and
diversifications as viable and desired options for its business development.
NTPC looks for opportunity to create such joint ventures and strategic alliances, in the entire
value chain of the power business. NTPC as a partner endows the Joint Venture Alliances with a
winning edge. Acquisitions and Diversifications in the areas related to the core business not only
ensure growth but also add to the robustness of the company. Diversification is carried out either
directly or through subsidiaries/JVs.
PTC(India) Ltd
(Incorporated in 1998)
This JV has been promoted with Power Grid Corporation of India Ltd
(PGCIL), a Government owned transmission major in India. Power
Finance Corporation (PFC), a power sector finance company owned
by the Government of India and National Hydro Electric Power
Corporation Ltd. (NHPC), a Government owned hydro power utility.
C. Others
NRI – 0.36%
Trust & Foundation – 0.02%
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PROMOTERS' NTPC - 74 %
EQUITY Railways – 26 %
PROMOTERS' NTPC - 50 %
EQUITY SCCL – 50 %
3.0 MOU signed between NTPC and RINL (Rashtriya Ispat India Ltd.)
on 27.07.2007 at Vizag for setting up of around 150 MW Combined
Cycle power Plant, using Blast Furnace Gas as the fuel. NIT has
been floated by RINL.
6.0 MOU signed amongst NTPC, RINL, SAIL, NMDC and CIL for
sourcing Coking coal and Thermal coal from abroad.
Acquisition
Business development through Acquisition serves both NTPC's own commercial interest as well
as the interest of the Indian economy
Taking over being a part of the acquisition process, is also an opportunity for NTPC to add to its
power generation capacity through minimal investment and very low gestation period. NTPC
has, over the years, acquired the following three power stations belonging to other utilities/SEBs
and has turned around each of them using its corporate abilities.
Diversification
To broad-base the business and also to ensure growth, diversification in the areas related to
NTPC's core business of power generation such as Hydro power, Distribution, Trading, Coal
mining, LNG etc. have been identified as priority areas.
A. Nuclear Power Generation
In line with its Corporate Plan, NTPC exploring foray into the field of Nuclear Power
Generation. NTPC is now planning to set up Nuclear Power Projects of about 2000MW by the
year 2017.
Coal Mining
The policy changes in coal sector provide an opportunity to NTPC to enter captive coal mining
business. Production is expected by 2007 in one coal block already allotted in 2004 (Pakri
Barwadih in the state of Jharkhand). Six more blocks (~40MTPA) have been allotted to NTPC,
including two in JV with CIL.
POWER GENERATION
Installed Capacity
An Overview
No Of Plants Capacity MW
NTPC Owned
Coal 15 23,895
Total 22 27,850
Owned By JVs
Total 26 29,894
Project Profile
Commissioned
Coal based State Capacity
(MW)
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Commissioned
Gas based State Capacity
(MW)
16
Anta Rajasthan 413
.
17
Auraiya Uttar Pradesh 652
.
18
Kawas Gujarat 645
.
19
Dadri Uttar Pradesh 817
.
20
Jhanor-Gandhar Gujarat 648
.
Commissioned
Coal
State Fuel Capacity
Based
(MW)
23 Durgap
West Bengal Coal 120
. ur
24 Rourkel
Orissa Coal 120
. a
25
Bhilai Chhattisgarh Coal 324
.
26
RGPPL Maharastra Naptha/LNG 1,480
.
Total(JV) 2,044
New Capacities
The company has formulated a long term Corporate Plan for 15 years upto
2017. The Corporate Plan seeks to integrate the Company's vision, mission
and strategies for growth with the national plans and to provide the company
the cutting edge in the emerging competitive environment. NTPC is targeting
to become a 75,000 MW Plus company by 2017.
Additional
Capacity Under
Coal / Hydro State Fuel
Implementation
(MW)
Kahalgaon
500
1. Stage II (Phase I) (Phase Bihar Coal
II)
1980
2. Sipat (Stage I) Chhattisgarh Coal
In addition to the above on-going projects, proposals for a host of new power projects as given
below are being pursued for benefits starting in the 11th plan subject to timely linkages,
clearances/approvals.
Sl. Capacity
Project/ State Fuel
No. (MW)
1. North Karanpura, Jharkhand 1980# Coal
2. Rihand - III 1000## Coal
3. Kawas-II CCPP, Gujarat@ 1300 Coal
4. Jhanor Gandhar-II CCPP, Gujarat@ 1300 Coal
@ These projects will be taken up after signing of Gas Sale Purchase Agreement.
"To contribute to
The Pioneer
Sensitive to the social issues since its inception, the organisation framed
guidelines for the facilities to be given to the land oustees in 1980 Building
on the earlier guidelines, a comprehensive R&R policy was formulated and
approved for implementation in May 1993. Based on its experiences and
good practices adopted at various projects since the implementation of the
1993 policy, as also taking into consideration the GO's recently notified
NPRR-2003, NTPC R&R policy has been revised in June 2005. The policy has
been arrived at after intense consultation with the stakeholders. Click here to
view the R&R policy.
The organisation was the first Public Sector Undertaking(PSU), and in that
way the pioneer, in having such a policy in 1993. International funding
agencies, as also the Government of India, recognise and acknowledge the
experiences gained by NTPC in this significant task.
The R&R policy aims at improving the overall economic status of Project
Affected Persons (PAPs). This is achieved by providing opportunities in the
fields of sustainable income, health, education, sanitation, communication
and other such areas. Community development activities are carried out in a
transparent and participative manner. Each program is based on the specific
local requirement and guided by the extensive Socio Economic Surveys
(SES). This helps meet the objective of ensuring that the Project Affected
Persons (PAPs) improve or at least regain their previous standard of living.
Efforts are made to adopt a holistic approach to community development.
Resettlement
• Developed alternate free house plot in resettlement colony with
necessary infrastructure facilities or provisions for self resettlement.
• Free transport arrangement for belongings and reusable material or
suitable transport grant.
• Infrastructure to be provided includes primary school, dispensary,
panchayat ghar, drinking water well/ hand pumps, WBM roads,
drainage, Sulabh Sauchalaya etc.
• Suitable Resettlement Grant etc.
Rehabilitation
The rehabilitation process is attuned to the local conditions and the needs of
the people. Facilitation for Land for Land on a 'willing buyer willing seller
basis' is the main focus for rehabilitation. The PAPs are encouraged to be
partners in the implementation of the project. With an eye on long-term
development, vocational training has been built into the rehabilitation
process. The plans are implemented within a definite time frame and a
specified budget.
RAPs have been finalised for thirteen projects and are in various stages of
implementation viz.
1. Kayamkulam
2. Talcher Kaniha
3. Vindhyachal Ash Dyke
4. Korba Ash Dyke
5. Rihand Ash Dyke
6. Faridabad
7. Simhadri
8. Unchahar-II
9. Sipat
10. Anta-II
11. Auraiya-II
12. Kol Dam
13. Barh
14. Remedial Action Plan
15. Some Projects/Stations of NTPC were already fully or
substantially developed by the time the 1993R&R Policy was
adopted/implemented in 1993. In those projects/stations also, the
PAPs' Resettlement & Rehabilitation was taken care of and the
inputs/facilities etc. were provided for. However, to cope with its total
commitment to the well being of PAPs, the Company did a re-
assessment of the activities in the older projects/stations and carried
out a 'retrofit' R&R operation to bridge the gaps wherever they had
occurred. Retrofit SES for such 12 projects viz. Singrauli, Rihand-I,
Vindhyachal-I, Korba, Kawas, Gandhar, Farakka, Kahalgaon,
Ramagundam, Anta-I, Auraiya-I and NCPS Dadri have been carried out
and Remedial Actions Plans (ReAPs) prepared. These ReAPs were time
bound with a specified budget. All the 12 ReAPs have been completed
and are closed as on date
16. Implementation, Monitoring And Evaluation
17. Institutional Framework
18. R&R Group
19. Recognising the importance of sound institutional framework to
achieve the desired results NTPC has set up dedicated R&R groups.
The R&R groups operate at projects, Regional Headquarters and the
Corporate Centre. At the project level the group is responsible for
coordinating and implementing the R&R plans and activities. The
regional R&R groups are responsible for monitoring the progress of
implementation of R&R plans and follow up of the respective R&R
activities. At Corporate level, it oversees consistent application of
policies, its revision from time to time and facilitates the projects and
the regions in planning, scheduling ,budgeting and approval of RAPs
etc.
20. The right skill mix has also been provided by associating people
with social expertise and philanthropic thoughts, consultants,
facilitators, social scientists wherever and whenever such help was felt
necessary. Professional NGOs/CBOs capable of assisting self
employment have been engaged at times to achieve the desired
results depending upon the need and requirement. Encouragement
has been given for the formation of informal groups at project level
involving employees, their families, service groups etc to augment
organisational efforts for the socio economic development of the areas.
21. For effective participation, consultation and transparency with
the stakeholders in its activities, Public Information Centres (PICs) and
Village Development Advisory Committees (VDACs) have been set up
by the organisation. In addition to this, depending upon the need, the
programmes are carried out closely with the NGOs/CBOs. The
Grievance Redressal Mechanism for each project encourages PAPs to
approach them if dissatisfied with the arrangements.
22. In an endeavour to not just meet its promise but transcend,
innovative practices are used from time to time depending on the
project. Our personnel in-charge of R&R activities in the organisation
endeavour to not just meet the formal organisational commitments
made to the PAPs but go beyond them through the application of
innovative practices from time to time
23. Public Information Centre (PIC)
While the rules favouring global market expansion have grown more robust,
the rules intended to promote equally valid social objectives viz. in the areas
of human rights, labour standards and environment lag behind and in some
cases actually have become weaker.
Through the power of collective action, the Global Compact seeks to promote
responsible corporate citizenship so that business can be part of the solution
to the challenges of globalisation. In this way, the private sector's in
partnership with other social actor's can help realize the Secretary-Generals
vision: a more sustainable and inclusive global economy.
The Global Compact is a network. At its core are the Global Compact Office
and six UN agencies:
The Global Compact involves all the relevant social actors: governments,
who defined the principles on which the initiative is based; companies,
whose actions it seeks to influence; labour, in whose hands the concrete
process of global production takes place; civil society organizations,
representing the wider community of stakeholders; and The United Nations,
the world's only truly global political forum, as an authoritative convener and
facilitator.
The Global Compact's ten principles in the areas of human rights, labour, the
environment and anti-corruption enjoy universal consensus and are derived
from:
The Global Compact asks companies to embrace, support and enact, within
their sphere of influence, a set of core values in the areas of human rights,
labour standards, the environment, and anti-corruption:
Human Rights
Labour
Environment
Anti-Corruption
• Principle 10 : Business should work against corruption in all its forms,
including extortion and bribery.
Participation By NTPC
Due to keenness of UN that this movement takes root in India, some business leaders took the
initiative and organised a meeting of select business leaders in Mumbai in Dec' 2000. NTPC as a
prominent business and community leader in the power sector was also invited to the meeting
and thus engage/associate itself with Global Compact.
Following this meeting which was attended by CMD NTPC, NTPC agreed to be associated with
the Global Compact. In his letter in May 2001 CMD addressed to Mr. Kofi Annan, Secretary
General, UN formally expressed its support for the Global Compact and its commitment to take
action in this regard.
NTPC expresses its continued support for the Global Compact and its commitment to take
action in this regard. The principles of GC are regularly communicated to all employees
through in-house magazines, internal training programmes and posters.
NTPC along with major corporate in India took the lead and founded Global Compact Society of
India in the year 2003. Further, NTPC as founder member of Global Compact Society took the
lead for organizing the 1st national convention on .Excellence in Corporate Citizenship and
Global Compact's on 27th July 2004 at New Delhi.
NTPC expresses its continued support for the Global Compact and its
commitment to take action in this regard, as was communicated by the
Chairman & Managing Director, NTPC in his letter dated May 29, 2001
addressed to Secretary General, United Nations.
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NTPC has posted the brief of Global Compact and its commitment to the
principles of GC on its website at http://www.ntpc.co.in//. The principles of GC
were also communicated to all employees through in - house magazines,
internal training programmes and posters. Director (HR) of NTPC has been
nominated as Vice President, Northern Region for Global Compact Society,
India.
Most of NTPC's operating power stations are located in remote rural areas which are socio-
economically backward and deficient in the basic civic amenities. NTPC, as responsible
corporate citizen has been addressing the issue of community development is the neighbourhood
areas of its stations, which had been impacted due to establishment of the project.
While, this has been initially administered as part of resettlement and rehabilitation effort, NTPC
recognized its social responsibility to continue community and peripheral development works
where the same has been closed under R&R policy. Towards this, NTPC during 2004-05 adopted
'Corporate Social Responsibility'Community Development (CSR-CD) Policy, July 04.
Under this policy, during 2006-07, NTPC allocated a fund of Rs.62.049 million to 20 operating
stations for carrying out comprehensive Community Development work in the area of health,
education, drinking water and peripheral development. In addition, Quality Circles (QCs) have
been started in neighborhood villages of 10 stations. The NTPC employees participate in various
CD activities through Employee Voluntary Organization for Initiative in Community
Empowerment (EVOICE).
NTPC also recognizes that generation of power is key to development, particularly in the remote
and far-flung places where the power is either not available or is in acute shortage. The
Decentralized Distributed Generation and Supply (DDGS) of power is a plausible solution.
Under its CD initiatives, NTPC supported for preparation of 45 Detailed Project Reports (DPRs),
for insurance of the commissioned DG projects and for bridging the gap between the total project
cost and the grant received from external funding agencies in respect of 11 Distributed
Generation (DG) Projects.
NTPC supported various Institutions/ Bodies and undertook initiatives for major activities as
detailed below:
During the year 2006-07, two of the NTPC stations viz Unchahar and
Vindhyachal received SA-8000 accreditation. Anta, Auraiya, Badarpur,
Faridabad, Kayamkulam, NCPP Dadri, Ramagundam, Simhadri, Talcher-
Thermal and Tanda are already accredited in the previous years.