A SUMMER TRAINING REPORT

ON
“EFFECTIVENESS OF TRAINING AND DEVELOPMENT AT PGCIL”

SUBMITTED IN THE PARTIAL FULFILLMENT

FOR THE REQUIREMENT OF DEGREE OF

Bachelor of Business Administration

(Under MDU, Rohtak)

PT. NEKI RAM SHARMA GOVERNMENT COLLEGE

Under the guidance of: Submitted by:

Dr. Chetna Annu Kataria

Assistant Professor Roll No: 1211271010020
Bachelor of Business Administration University Roll No:
3rd Year, B.B.A.
List additional actions

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CERTIFICATE

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 ACKNOWLEDGEMENT

A summer training report is a golden opportunity for learning & self-development. I would like
to express my sincere gratitude to the H.O.D of Pt. Neki Ram Sharma Government College,
Rohtak {Haryana}, Satish Khasa Sir for giving me this opportunity.

I recall with a sincere gratitude & special thanks to my summer training report guide Dr.
Chetna ma’am for her valuable guidance and instructions for the accomplishment of this
summer training report.

I express my gratitude to the management of POWERGRID Vadodara, Gujarat for allowing

me to carry out the summer training in their organization, providing necessary support during
the course of investigation.

I express my sincere gratitude to my summer training report guide Ms. Himani Bhagat
(Deputy Manager) and all the staff and workers of POWERGRID, Vadodara, Gujarat, without
whose cooperation the study could never be completed.

Annu Kataria

BBA Department

Pt. NRS College, Rohtak

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 DECLARATION

I Annu Kataria do hereby declare that the summer training report entitled “EFFECTIVENESS
OF TRAINING AND DEVELOPMENT”: A study at WESTERN REGION-II PGCIL, RHQ
VADODARA, Gujarat being submitted in partial fulfillment of the requirement for “Bachelor
of Business Administration” at Pt. Neki Ram Sharma Government College, Rohtak
{Haryana} and is a result of my own research work and it is based on data collected and
guidance given to me.

I have prepared this report during my Summer Internship from June 2023 and ended on 11th
August, 2023. This report is correct to the best of my knowledge and so far, has not been
published anywhere else.

I hereby assert that this summer training report represents my independent efforts, and all
information, data, and findings presented in this report are authentic and have been gathered
through legitimate means. Any references, sources, or contributions from other researchers or
authors have been duly cited and acknowledged in accordance with the prescribed citation
style.

I hereby affix my signature to this declaration, affirming the authenticity and integrity of this
summer training report.

ANNU KATARIA

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 PREFACE

It is with great enthusiasm and pride that I present this internship report on the topic of
"Effectiveness of Training and Development". This report is the culmination of my
internship experience at POWERGRID CORPORATION OF INDIA LIMITED where I had
the privilege to work closely with the Human Resources (HR) department and gain invaluable
insights into the realm of training and development practices.

It is said that without theory, practice is blind and without practice theory is meaningless.

During my internship, I had the opportunity to observe and actively participate in various
training and development initiatives undertaken by the organization. The primary objective of
this report is to assess and analyze the effectiveness of these initiatives in enhancing employee
knowledge, skills, and performance. The report also aims to evaluate the impact of these
programs on the overall growth and success of the organization.

This internship report is divided into several sections, each delving into different aspects of
training and development effectiveness. The report begins with an introduction that provides a
comprehensive overview of the importance and significance of training and development in
modern-day organizations. It also outlines the objectives and scope of the study.

Throughout this journey, I have been exposed to a diverse range of training methods, from
classroom-style workshops to online learning platforms. I have witnessed firsthand the
dedication and efforts of the HR team in designing, implementing, and evaluating these training
programs to ensure they align with the organization's goals and objectives.

I would like to express my heartfelt gratitude to the POWERGRID CORPORATION OF

INDIA LIMITED for providing me with this incredible learning opportunity. I am indebted to
the HR team for their unwavering support and guidance throughout the internship. Their
expertise and willingness to share knowledge have been instrumental in shaping the outcomes
of this report.

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CONTENT: -

Particulars Page No.

Executive Summary
7,8
Chapter 1: Introduction
1.1 Introduction of the Industry 9-25
1.2 Introduction of the Organization 26-49

Chapter 2: Review of Literature 50-55

Chapter 3: Research Methodology 56-61

- Objective of the Study

Chapter 4: Data Analysis and Interpretation 62-69

Chapter 5: Finding, suggestions and Conclusion

5.1 Finding 71
5.2 Suggestion 72,73
5.3 Conclusion 74

➠Annexure
● Bibliography 75

● References 76-81

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 EXECUTIVE SUMMARY:

Training and Development Overview:

Training and development are essential components of building a capable workforce in

powergrid organizations. These programs aim to enhance technical expertise, foster a safety-
oriented mindset, adapt to technological advancements, and cultivate a culture of continuous
learning.

Training and development programs are vital for empowering employees with the necessary
competencies to manage the complexities of power transmission systems. These initiatives aim
to improve technical expertise, foster a safety-first mindset, and align with the organization's
strategic goals.
The effectiveness of training and development programs in powergrid organizations plays a
pivotal role in equipping employees with the necessary skills, knowledge, and attitudes to
ensure efficient and reliable operation of power transmission systems. This executive summary
provides an overview of training and development practices in Powergrid Corporation,
highlighting key findings and implications.

Key Findings:

• Positive Perception of Training: Respondents view training as a positive step towards

expanding their knowledge base, indicating a proactive approach to skill enhancement.
• Adequate Program Design: Training programs are designed to address the
developmental needs of employees, catering to both technical and safety-related
requirements.
• Duration Consideration: Some respondents suggested increasing the time period of
training programs, indicating a desire for more comprehensive learning experiences.
• Effective Planning: A majority of respondents believe that training is well planned
within the organization, demonstrating effective strategic foresight.
• Management Commitment: Management's emphasis on employee development
through training is evident, reflecting the organization's dedication to fostering growth.
• Relevance to Organizational Needs: Training is perceived as aligned with the
organization's needs, reflecting a strategic approach to skills enhancement.

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 • Positive Impact: Respondents attribute the reasonably good impact of training to
employees' positive attitudes and their earnest participation in the training process.
• High-Quality Training: Employees find the quality of training programs to be good,
considering them valuable tools for improving performance and work quality.
• Aligned Objectives: Training programs are recommended to have well-defined
objectives that align with the organization's overarching goals, while addressing
specific skill gaps.
• Regular Training Needs Analysis: A consistent process of training needs analysis is
essential to identify knowledge and skill gaps, ensuring targeted training interventions.
• Experienced Trainers: The quality of training is enhanced by experienced and
knowledgeable trainers who effectively communicate through real-world examples and
case studies.
• Continuous Development: Powergrid Corporation continuously invests in creating
training and development programs that contribute to employee skill enhancement,
professional growth, and overall organizational success.

Thus, we can conclude that The Powergrid Corporation's commitment to training and
development underscores its dedication to building a skilled and adaptable workforce. By
aligning training with organizational goals, addressing specific skill gaps, and encouraging
continuous learning, the organization can ensure the ongoing success of its workforce and
contribute to the efficiency and reliability of powergrid operations.

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 CHAPTER-I

INTRODUCTION

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1.1 INTRODUCTION OF THE INDUSTRY: -

Power Sector in India:

The power sector in India has been experiencing notable growth and transformation.

India is one of the world's largest consumers of electricity, and its power sector plays a crucial
role in supporting the country's economic growth and development.

India’s power sector is one of the most diversified in the world. Sources of power generation
range from conventional sources such as coal, lignite, natural gas, oil, hydro and nuclear power
to viable non-conventional sources such as wind, solar, and agricultural and domestic waste.
Electricity demand in the country has increased rapidly and is expected to rise further in the
years to come. In order to meet the increasing demand for electricity in the country, massive
addition to the installed generating capacity is required.

The power sector in India has been undergoing significant developments and reforms to meet
the growing electricity demand and promote sustainable energy practices.

India is the third largest producer of electricity in the world.

India has emerged as a major player in the global energy market, with the country ranking
third in the world for primary energy consumption, according to the India Energy Outlook
2021 report by the International Energy Agency (IEA).

Also, India has significant potential in the transmission sector, with an installed power capacity
of 408.71 GW as of October 2022.

Improved performance of the sector is necessary for ensuring sustained and inclusive growth.
India's challenges in the power sector are significant:
● Low access to modern energy
● Heavy dependence on fossil fuel with significant untapped renewable energy potential
● Unequal electricity distribution.
● Theft of power, etc.

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Rural and Urban electrification: -

Electrification is the action or process of charging something with electricity.

Rural electrification is the process of bringing electrical power to rural and remote areas.
Urban electrification refers to the increased use of electricity as an alternative fuel in urban
areas.
Electricity access among the poorest 20% of households increased from 53% to 86% in the
five-year period between the fourth and fifth rounds of the National Family Health Survey
(NFHS).
India's Ministry of Power launched Deen Dayal Upadhyaya Gram Jyoti Yojana (DDUGJY)
as one of its flagship programs in July 2015 with the objective of providing round-the-clock
power to rural areas. The program focused on reforms in the rural power sector by separating
feeder lines for rural households from those for agricultural applications and strengthening
transmission and distribution infrastructure.

A previous scheme for rural electrification, Rajiv Gandhi Grameen Vidyut Karan Yojana
(RGGVY) was subsumed into the new scheme. As of 28 April 2018, 12 days ahead of the
target date, all Indian villages (a total of 597,464 census villages) were electrified.

India has also achieved close to 100% electrification of all rural and urban households.
As of 4 January 2019, 211.88 million rural households were provided with electricity, close to
100% of the 212.65 million total rural households. As of 4 January 2019, 42.937 million urban
households are provided with electricity, close to 100% of the 42.941 million total urban
households.

The per capita electricity consumption is lower compared to many countries despite
cheaper electricity tariff in India.

Rural Electrification Corporation Limited (REC), a Government of India enterprise under the
Ministry of Power, is the nodal agency at Central Government level to implement the rural
electrification programme.

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Segments of Power: -

There are three primary segments in the electricity sector:

1. Generation
2. Transmission
3. Distribution

Power sector in India is regulated by: -

Currently, the Electricity Act, 2003 is the primary law regulating the electricity sector. 27 State
Electricity Regulatory Commissions (SERCs), and the Central Electricity Regulatory
Commission (CERC) regulate inter-state and intra-state matters in generation, transmission,
trading and distribution of power.

Energy in India is managed by: -

The Ministry of Power is mainly responsible for evolving general policy in the field of energy.
The main items of work dealt with by the Ministry of Power are: General Policy in the electric
power sector and issues relating to energy policy and coordination thereof.

The Ministry of Power is primarily responsible for the development of electrical energy
in the country.

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Segments in brief: -

Generation: -

The Overall generation (Including generation from grid connected renewable sources) in the
country has been increased from 1110.458 BU during 2014-15 to 1624.465 BU during 2022-
23. The performance of Category wise generation during the year 2022-23 was as follows: -

Sources Increased by Percentage

Thermal Increased by 8.21%

Nuclear Increased by 2.66%

Hydro Increased by 6.91%

Bhutan Import Increased by 10.02%

Solar Wind and other RES Increased by 19.10%

Overall Generation Increased by 8.89%

Transmission: -

Transmission system plays an important role in supplying power to the consumers through the
vital link between the generating stations and the distribution system.

Transmission system in the country has been continuously strengthened with addition of
transmission lines and inter-regional capacity as under:

Addition in Transmission Addition in Transformation

line (ckm) capacity (MVA)

FY 2014-15 22,101

FY 2015-16 28,114 62,849

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FY 2016-17 26,300 81,816

FY 2017-18 23,119 86,193

FY 2018-19 22,437 72,705

FY 2019-20 11,664 68,230

FY 2020-21 16,750 57,575

FY 2021-22 14,895 78,982

FY 2022-23 14,625 75,902

FY 2023-24 (till Apr ’23) 476 4,706

Total 180,481 654,512

In addition, the country has become one of the largest synchronous interconnected electricity
grids in the world with 4,71,817ckm of transmission line and 11,85,058 MVA of
transformation capacity (as on Apr '23). Besides, our inter-regional capacity increased by a
whopping 212% to 1,12,250 MW since 2014.

The above transmission capacity addition has benefitted in development of the power
sector in the country.

Distribution: -

Distribution is the most important link in the entire power sector value chain. Power
distribution in India involves the transmission and distribution of electricity from power
generation plants to end consumers.

State Electricity Boards (SEBs) and Power Utilities: India's power distribution is mainly
managed by State Electricity Boards (SEBs) or their equivalent power utilities in union

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territories. Each state and union territory has its own board/utility responsible for distributing
electricity within their respective areas.

Challenges: India's power distribution sector faces various challenges, such as technical and
commercial losses (theft and inefficiencies), revenue collection issues, inadequate
infrastructure, etc. These challenges have led to the need for reforms in the sector.

Government Initiatives: To improve the power distribution scenario, the Indian government
has launched several initiatives such as the Ujwal DISCOM Assurance Yojana (UDAY), the
Deen Dayal Upadhyaya Gram Jyoti Yojana (DDUGJY), etc.

REGULATORY AUTHORITIES: -

1) CTU/CTUIL: - CTU/CTUIL stands for Central Transmission Utility of India Limited.

Central Transmission Utility (CTU) came into existence through “The Electricity Regulatory
Commission Act, 1998. PGCIL was designated as CTU by Government of India on December
31, 1998 for five years.

CTUIL has started functioning w.e.f 01.04.2021 as wholly owned subsidiary of POWERGRID
to undertake and discharge all functions of CTU under the Electricity Act, 2003.

CTU has been assigned the responsibility of undertaking transmission of electricity

through the inter-state transmission system and discharge all functions of planning and
coordination relating to ISTS. They ensure the reliable and efficient transmission of
electricity across different regions.

2) CERC: - CERC stands for the Central Electricity Regulatory Commission.

It is a statutory body established under the provisions of the Electricity Regulatory

Commissions Act, 1998. The main function of CERC is to regulate the electricity sector in
the country and ensure the smooth and efficient functioning of the electricity market.

Some of its key functions include:

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 1. Tariff Regulation: One of the primary functions of CERC is to determine the tariffs
for the generation, transmission, and distribution of electricity.

2. Policy Recommendations: CERC provides recommendations to the central

government on matters related to the development and regulation of the electricity
sector, helping shape energy policies and regulations.

3. Consumer Protection: CERC is responsible for safeguarding the interests of

consumers by promoting fair practices, addressing consumer grievances, and ensuring
the quality of electricity supply.

Overall, CERC's functions are vital in ensuring the efficient and reliable operation of the
electricity sector at the central level in India.

3) CEA: - It stands for Central Electricity Authority of India.

It is a statutory body established under the provisions of the Electricity Act, 2003, in India. The
main function of CEA is to act as the principal technical advisor to the Indian government
on matters related to the electricity sector.

Some of its key functions include:

1. Electricity Planning: CEA is responsible for formulating short-term and long-term

plans for the development of the electricity sector in India.

2. Grid Operation and Security: CEA plays a crucial role in maintaining the stability
and security of the national powergrid.

3. Research and Development: CEA conducts research and development activities in the
electricity sector to promote technological advancements and innovations.

Overall, CEA plays a crucial role in providing technical expertise and guidance to the
government and other stakeholders to ensure the efficient and sustainable growth of the
electricity sector in India.

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Top Electricity and Power Sector Companies in India 2023: -

The top 10 Indian power firms, recognized for their outstanding contributions to advancing
national development, are listed below.

1. Adani Transmission

One of India’s top power transmission companies, Adani Transmission Ltd (ATL), with
operations all over the nation, is headquartered in Ahmedabad, Gujarat. In addition to high-
voltage DC power lines and substations with input voltages of +/- 500kV. ATL now has a
network of transmission lines spanning over 18,500 ckt km, with a potential power
transformation of about 38,600 MVA.

2. NTPC

NTPC was established in 1975, and its main office is in New Delhi. A well-known public sector
company in India that produces and distributes power is called NTPC Limited. Instead of using
fossil fuels to generate electricity, it now uses hydro, nuclear, and renewable energy sources.

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By reducing greenhouse gas emissions, this excursion will assist the Company in reducing its
carbon footprint.
It provides a variety of goods and services, such as the generation and transmission of
electricity, as well as the allocation, transportation, and exploration of natural gas.

3. POWERGRID

To execute, maintain, and construct the high voltage- producing infrastructure for the country,
Powergrid was established in 1989. It is currently the most extensive electric transmission
network in the nation and is a centrally-run public enterprise. Its transmission network has
164,511 circuit kilometers (km) of transmission lines, 243 EHVAC and HVDC substations,
and net conversion potential of 3,67,097 MVA. About half of the power generated in India is
distributed via the transmission network or POWERGRID. Currently, the public owns 48.66
percent of the Company, with the Indian government controlling 51.34%.

4. TATA Power

With its corporate headquarters in Mumbai, TATA Power is India’s largest private-sector
power company, with an operating output potential of about 10,577MW. With a total output
capability of 13,061 MW across all of its subsidiaries and business operations, Tata Power uses
32% of sustainable energy. The Company is among the top private operators in every phase of
the supply chain for rooftop solar and value-added products.

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Tata Power is an established business. It was established in 1915 and had more than a century
of leadership and specialized experience.

5. JSW Energy

The business was founded in 1994 and is headquartered in Mumbai, Maharashtra. Due to its
mixing of guiding principles, comprehensive, organized management, world-class activities,
and ethical, economic, and ecological benefits, JSW is regarded as one of the best power firms.

It is a blend of best practices as one of India’s premier power businesses, whether it be

organized planning, cutting-edge operations, or social, economic, and environmental
advantages.

This business operates in numerous Indian states and invests in South African natural resource
firms.

6. NHPC

National Hydroelectric Power Corporation, or NHPC, was established in 1975. It is a

hydroelectric board run by the Indian government, composed of the Ministry of Power. 74.51%
belong to the Indian and state governments, while the general populace owns the remaining
25.49%. The business is based in Faridabad and offers energy trading and electricity production
services.

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7. Torrent Power

One of the top electricity providers in India, Torrent Power is headquartered in Ahmedabad
and offers services in several regions of Gujarat, Maharashtra, and Uttar Pradesh. The
Company’s goods include supply and manufacturing, energy trading, power generating, and
wind energy. One of the best-managed power firms in the nation, Torrent, has very efficient
manufacturing facilities.

8. Reliance Power Limited

The Reliance Group, India’s most significant business conglomerate, includes Reliance Power
Limited as a subsidiary. A firm called Reliance Power designs, constructs, and runs power
plants in and around India. Through its affiliates, the Company owns and manages a wide range
of electrical output capacity that is both in use and being built.

9. SJVN

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The Satluj Jal Vidyut Nigam, also known as SJVN, was founded in 1988. The Company’s
services include consulting, solar power, and power transfer. The Company’s total active
hydroelectric capacity, including its two hydroelectric dams, Nathpa Jhakri and Rampur, is
1912 MW.

A company that produces hydroelectric power is SJVN Ltd. Based on installed capacity, the
Company’s combined power generation of 1912 MW makes it the most significant operating
hydroelectric generation facility in India. SJVN has broadened its focus and hopes to become
a fully diversified international power sector company.

To plan, investigate, organize, execute, run, and maintain hydroelectric projects, the firm was
founded as a partnership by the governments of India and Himachal Pradesh.

10. CESC

Calcutta Electric Supply Corporation, or CESC Ltd, is one of India’s top electricity generation
companies. The Company was established by Mr. R.P. Goenka is based in Kolkata. The first
fully integrated electricity service company in India is CESC. The firm has been producing
energy in Kolkata and Howrah since 1899. On a private basis, CESC participates in electricity
production, transmission, and delivery. The Company provides power to 2.9 million
residential, industrial, and commercial users in a region that includes Kolkata and Howrah.

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Growth and Opportunities in Power Sector: -

The power sector in India has been experiencing significant growth and undergoing various
transformations. Some of the notable trends and opportunities in the sector included: -

1) Renewable Energy: India has been making substantial progress in expanding its
renewable energy capacity, particularly in solar and wind power. The government has
set ambitious targets to increase the share of renewables in the energy mix, creating
opportunities for investment and development in this sector.

2) Energy Efficiency: There has been a growing focus on energy efficiency and
conservation measures in the power sector.

3) Smart Grid and Grid Modernization: The Indian power sector has been moving
towards the implementation of smart grids and modernizing the existing electricity grid
infrastructure.

4) Electrification of Transport: The push for electric mobility in India has created new
opportunities for the power sector. Charging infrastructure for electric vehicles and the
integration of electric vehicles into the grid are potential growth areas.

5) Rural Electrification: Despite significant progress, there is still a need to extend access
to electricity in rural areas. Various government schemes and initiatives have been
launched to achieve universal electrification, which could provide opportunities for
both on-grid and off-grid solutions.

6) Power Trading and Open Access: The development of power trading platforms and
open access policies has opened up avenues for businesses to procure electricity from
multiple sources, encouraging competition and fostering investment in the sector.

7) Foreign Investment: The Indian power sector has attracted significant foreign
investment due to its growth potential and government initiatives to encourage foreign
participation in the industry.

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1.2 INTRODUCTION OF ORGANIZATION: -

POWERGRID CORPORATION OF INDIA

Powergrid Corporation of India Limited (POWERGRID), is a Schedule ‘A’, “Maharatna”

Public Sector Enterprise of Govt. of India which was incorporated on 23rd Oct 1989 under
the Company Act, 1956. POWERGRID is a listed Company, with 51.34% holding of
Government of India and the balance is held by Institutional Investors and public.

Powergrid Company Profile

● Company Full Name: The Powergrid Corporation of India Limited
● Type: Government-owned corporation
● Industry: Electric utility
● Founded Year/Year of Establishment: 1989
● Headquarters: Gurgaon, Haryana, India
● CORPORATE OFFICE: Saudamini, Plot No.2, Sector 29, Gurgaon (Haryana) -
122001, INDIA
● REGISTERED OFFICE: B-9, Qutab Institutional Area, Katwaria Sarai, New Delhi-
110016
● Key People: Kandi Kuppa Sreekant (Chairman & MD)
● Ministry: Ministry of Power.

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 ● Functions: The main functions of Powergrid Corporation of India Limited
(POWERGRID) include transmission of electricity across India, planning, designing,
and implementing inter-regional power transmission systems. POWERGRID also
carries out engineering, procurement and construction (EPC) activities for transmission
systems, including laying of power lines, towers, substations and associated works.

● Official Website: www.powergridindia.com

● KEY FEATURES OF POWERGRID: -

1. India’s largest Electric Power Transmission Utility
2. Listed Company since 2007
3. Consistently rated “Excellent” under Memorandum of Understanding with the Ministry
of Power since 1993-94.

FURTHER DETAILS: -

LISTED COMPANY

● 51.34% is held by the Government of India and the balance 48.66% by the public.
● Dividend paying since 1993

DIVERSIFICATION

● In-house expertise in transmission sector consultancy (Both Domestic and

International)
● Telecommunications business using existing Transmission Assets
● Investment in Energy Efficiency
● Investment in Smart Grid

NATIONAL TRANSMISSION DOMINANCE

● Operates ≍ 86% of Inter-Regional networks

● NTAMC, Manesar / RTAMC carrying out management of the company's operating
assets through State of Art Technology.

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VISION, MISSION AND VALUES OF POWERGRID:

VISION

World Class, Integrated, Global Transmission Company with Dominant Leadership in

Emerging Power Markets Ensuring Reliability, Safety and Economy.

MISSION

We will become a Global Transmission Company with Dominant Leadership in Emerging

Power Markets with World Class Capabilities by:

● World Class: Setting superior standards in capital project management and operations
for the industry and ourselves
● Global: Leveraging capabilities to consistently generate maximum value for all
stakeholders in India and in emerging and growing economies
● Inspiring, nurturing and empowering the next generation of professionals.
● Achieving continuous improvements through innovation and state of the art
technology.
● Achieving continuous improvements through innovation and state of the art
technology.

VALUES

● Zeal to Excel and Zest for change

● Integrity and Fairness in all matters
● Respect for dignity and potential of individuals
● Strict adherence to commitments
● Ensure speed of Response
● Foster learning, creativity and team-work
● Loyalty and pride in POWERGRID

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EXISTING BUSINESS: -

TRANSMISSION

● 174,625 ckm Transmission Lines

● 274 Sub-Stations
● 99.86% System Availability
● 508,351.7 MVA Transformation Capacity

CONSULTANCY

● 150+ Domestic Clients

● 23+ Countries Global Footprints
● 25+ Global Clients

TELECOM

● Owns and operates ≍ 82,294 km of Telecom Network

● Points of Presence in 458 locations
● Points of Interconnections in 780 Locations
● Intra City network in 256 cities across India
● Backbone Telecom Network Availability > 99.99%

OTHER BUSINESSES

● Smart Grid/Smart Metering Solutions

● Battery Energy Storage Systems (BESS)

● Solar Power Generation

● Rooftop Solar Systems

● Energy Audit & Energy Efficiency

● Integration of solar Power project

● Dedicated Transmission System for Railway & other bulk consumers

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MAIN WORKS OF POWERGRID:

POWERGRID is mainly engaged in the business of transmission of power through its EHV
AC/HVDC transmission network. The company has diversified into telecom business by
leveraging its Pan India transmission network through stringing of optical ground wire
(OPGW). POWERGRID has provided/providing consultancy services to domestic and
international clients by leveraging its capability and experience in the field of power
transmission, sub transmission, distribution management, load dispatch & communication etc.

1) TRANSMISSION: - POWERGRID has been a leader in the Indian Power

Transmission Sector in terms of adoption of the latest State of the art for improved
operational efficiency of transmission assets. Since its inception, it has focused on
integration of upgraded technologies in Power Transmission.

● Transmission System for CGS, IPPs, UMPPs and Renewable Energy Integration
● Green Energy Corridors
● Transmission Scheme for Ultra Mega Solar Power Parks
● Grid strengthening schemes
● Inter-state, Intra-state, Inter-regional links
● High-Capacity Transmission Corridors
● Strengthening International links with neighboring countries

2) TELECOM: - POWERGRID with its brand name ‘POWERTEL’ in Telecom business

is the only Telecom Service Provider in the country having pan India overhead Optic
fiber network using Optical Ground Wire on power transmission lines and is offering
transmission towers for Mobile Communications.

POWERGRID has an all-India Telecom Network of 82,294 km.

● Telecom business under Brand Name ‘POWERTEL'

● Range of Services under Unified license as National Long Distance (NLD) and Internet
Service Provider Category ‘A’ (ISP- ‘A’) Service authorization

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● Neutral carrier in the point-to-point Bandwidth Leasing business (DLC)
● Enterprise Services: MPLS VPN & Internet Services with built-in Quality of Service
(QoS) and Class of Service (CoS) SLA parameters.

3) CONSULTANCY: - POWERGRID, one among the largest power transmission

utilities in the world, has developed expertise in its core areas such as power
transmission projects, sub-transmission system, distribution management, load
dispatch & communications, in India and abroad. Leveraging its capacity and
experience, consulting services have been provided to several customers globally.

● Provides solutions in Transmission, Distribution and Telecom sectors including System

Studies, Design, Engineering, Load Dispatch, OPGW on intra-state Transmission
network, Procurement Management, Operational & Maintenance and project
Management
● Provides consultancy for implementation of intra-state transmission network,
implementation of Smart Grid projects, Energy Efficiency & Energy Audit, Capacity
building assignments

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EXPLORE POWERGRID NETWORK:

All INDIA (as on date: 30/06/2023)

● 174625 (CKM) Transmission Lines
● 274 (Nos.) Sub-Stations
● 508351.7 (MVA) Transformation Capacity
● 99.86% System Availability

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CUSTOMERS/CLIENTS OF POWERGRID:

Powergrid Corporation of India Ltd. (POWERGRID) serves a wide range of clients and
customers in India and other countries. POWERGRID primarily operates in the power
transmission and distribution sector and plays a crucial role in transmitting electricity from
power generation stations to various distribution centers and consumers. Here are some of its
major clients and customers:

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32
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HISTORY/BACKGROUND OF POWERGRID: -

In 1980, the Rajadhyaksha Committee on Power Sector Reforms submitted its report to the
Government of India suggesting that extensive reforms were needed in the Indian power sector.
In 1981, the Government of India took a policy decision to form a National Powergrid, which
would pave the way for the integrated operation of the central and regional transmission
systems.

On October 23, 1989 under the Companies Act, 1956, the National Power Transmission
Corporation Limited was formed, and assigned the responsibility of planning, executing,
owning, operating and maintaining the high voltage transmission systems in the country. In
October 1992, the National Power Transmission Corporation name was changed to Powergrid
Corporation of India Limited, as we know of it today.

Milestones Achieved:

1989:
● Formed as “National Power Transmission Corporation of India (NPTC)” to own,
operate & maintain High Voltage System incorporated on 23.10.1989.

1990:
● Certificate of Commencement received on 8 November 1990
● ±500kV Rihand-Dadri HVDC bi-pole link, the first HVDC line in Asia commissioned.

1991:
● Acquired transmission assets of Nuclear Power Corporation of India Limited.

1992:
● Country’s first Static Var Compensator (SVC) commissioned at 400 kV Kanpur
substation.
● Transmission assets of National Thermal Power Corporation (NTPC), National Hydro
Power Corporation (NHPC) and North Eastern Electric Power Corporation Limited
(NEEPCO) transferred.

34
 ● Name changed from “National Power Transmission Corporation Limited (NPTC)” to
PowerGrid Corporation of India Limited (POWERGRID)on23.10.1992.

1993:
● Acquired transmission assets of Tehri Hydro Development Corporation Limited.

1994:
● Grid Management responsibility entrusted.
● First Memorandum of Understanding (MoU) signed with the Ministry of Power, GoI.
Achieved the highest rating of “Excellent”.
● Took over the management of Southern Regional Load Dispatch Centre.

1995:
● The management of the Eastern Regional Dispatch Centre and the North Eastern
Regional Load Dispatch Centre, handed over to POWERGRID.

1996:
● The management of the Northern Regional Load Dispatch Centre and the Western
Regional Load Dispatch Centre delegated to POWERGRID.

1997:
● Connected Western Region to Southern Region by commissioning 1000 MW
Chandrapur HVDC Back-to-Back Station.

1998:
● “Mini Ratna Category I” status
● Formulated “Environment and Social Policy & Procedures” to deal with environmental
and social issues relating to its transmission projects.
● Notified as Central Transmission Utility.

1999:
● Commissioned 500 MW HVDC back-to-back project at Jey pore Gajewski, Andhra
Pradesh, interconnecting Eastern & Southern Regions.

2000:
● The first optic fiber link between Chandigarh and Delhi under Northern Region Unified
Load Dispatch & Communication project was commissioned.

35
2001:
● Diversification into Telecom Business.
● Inauguration of Regional office of SRTS-II, Bengaluru
● First 800kV transmission link between Moga in Punjab and Kishenpur in J & K
commissioned.

2002:
● Commissioned state-of-the-art Load Dispatch Centre.
● Unified Load Dispatch & Communications Schemes for the Northern and Southern
Regions commissioned.
● Sasaram HVDC back-to-back transmission commissioned leading to the completion of
first phase of construction of National Grid.
● Commissioned 2,000 MW Talcher-Kolar bipolar HVDC link.

2003:
● First Joint Venture under PPP with Tata Power Company Limited formed for
implementing the transmission system associated with Tala Hydro-Electric project.
● First international consultancy contract from Bhutan Telecommunications secured.

2004:
● Thyristor Controlled Series Capacitor (TCSC) at Raipur-Rourkela double circuit. First
TCSC project in India and second in Asia.
● Inauguration of POWERGRID’s Telecom Network & Regional Telecom Control
Centre at Bengaluru.
● Signed MoU with Rural Electrification Corporation of India Ltd. (REC) for undertaking
rural electrification works under Rajiv Gandhi Grameen Vidyutikaran Yojana
(RGGVY).

2005:
● Unified Load Dispatch & Communication scheme for the Eastern Region
commissioned.

2006:
● Unified Load Dispatch & Communication scheme for the Western Region
commissioned.
● Foundation stone laid for Western Region System Strengthening Scheme - II at Solapur.

36
 ● Launch of Barh Transmission system.

2007:
● 1200 km East –North, Tala Transmission System, the first JV in the Transmission
System of Government and Private Sector dedicated to the nation.
● Listing of POWERGRID’s Equity Shares on the Stock Exchanges.
● Country’s first 765 kV line from Sipat to Seoni with compact tower configuration
commissioned.

2008:
● 220 kV Double Circuit Transmission line from Pul-e-Khumri to Kabul Transmission
System in Afghanistan completed. Conferred "Navratna” status".

2009:
● Established National Load Dispatch Centre (NLDC) at Kitwara Sarai, New Delhi
● Power System Operation Corporation Limited (POSOCO) a wholly owned subsidiary
established.

2010:
● Selected as a consortium member to implement the National Knowledge Network
(NKN) project, a telecommunication infrastructure project.
● First Follow-on Public Offer (FPO) of equity shares launched.

2011:
● Commissioned transmission system for first Ultra Mega Power project(UMPP) at
Mundra, Gujarat.

2012:
● India’s first 1200 kV National test station at Bina in Madhya Pradesh dedicated to the
nation.
● Company adopts its vision for the first time & restates its mission.
● Smart Grid Control Centre at Puducherry was established.

2013:
● Long cherished dream of One Nation-One Grid-One Frequency accomplished with the
commissioning of 765 kV single circuit line Raichur-Solapur (South-West)
● Dedicated 765 kV single circuit Agra-Meerut Transmission Line to the Nation.

37
 ● Foundation stone laid for ±800 kV, 6000 MW multi-terminal HVDC system of about
2,000 km from Biswanath Chariali in Assam and Alipurduar of West Bengal to Agra
in Uttar Pradesh.
● Bheramara (Bangladesh)-Baharampur (India) 400 kV double circuit line along with
HVDC back-to-back terminal at Bangladesh commissioned to strengthen SAARC grid.
● Second Follow-on Public Offer (FPO) of equity shares launched.
● International Credit Rating taken up for first time-S&P and Fitch Rating Rate
POWERGRID BBB-(Outlook-Stable).
● First Foreign Currency Bond taken.
● Listed in Singapore Stock Exchange.

2014:
● Dedicated inter regional link 765 kV Ranchi-Dharamjaigarh-Sipat transmission line &
765 kV Solapur-Raichur transmission line to the Nation.
● Foundation stone laid for Leh-Kargil-Srinagar Transmission System.2011.

2015:
● Inauguration of National Transmission Asset Management Centre (NTAMC) at
Manesar, Gurgaon. All Substations of POWERGRID & spread all over India will be
monitored & controlled online (24x7) from this center.
● World's largest multi-terminal ±800kV HVDC project at Agra was completed on
22.09.2015. Power can flow in either direction through this power transmission express
highway from Biswanath Chariali, Assam (North-Eastern region) to Agra in UP.

2016:
● World's highest voltage 1200 Kilovolt (kV) realized with the commencement of power
flow at POWERGRID's National Test Station (NTS) on 08.05.2016. The project was
built indigenously at Bina, Madhya Pradesh.
● Prime Minister Narendra Modi inaugurated a 100MW power supply in Tripura's
Palatana to Bangladesh built by POWERGRID through remote control on 23.03.2016.
● On 20 February, Nepal’s visiting Prime Minister K.P. Oli and his Indian counterpart
Narendra Modi inaugurated the 400kV transmission line linking Nepal and India.
● The Nepal portion of the transmission line was constructed at a cost of $13.5 million
and is already feeding 80 MW power to Nepal. This will be augmented to 200 MW at
220kV in October 2016, and eventually to 600 MW at 400kV.

38
 ● Dedication of 400/220kV GIS substation on 10.10.2016. This will be a remote
substation and will be operated from NTAMC, Manesar.2013.

2017:
● Added a record 15,000 MW Inter-regional power transfer capacity
● Commissioned ± 800 kV Champa – Kurukshetra High Voltage Direct Current (HVDC)
Pole-I
● Commissioned ± 800 kV Biswanath Chariyali - Alipurduar – Agra HVDC multi
terminal transmission project, first of its kind in the world
● Completed pilot project for providing the power required for Telecom equipment, by
utilization of induced voltage in the earth.

2018:
● Underground cabling work under Integrated Power Distribution Scheme (IPDS) project
of Old Kashi in Varanasi district. The project dedicated to the nation by Hon'ble Prime
Minister of India, Shri Narendra Modi
● Acquired first Intra-State Transmission project through Tariff Based Competitive
Bidding (TBCB) for evacuation of power from 2x600 MW Jawaharpur Thermal Power
Plant and associated transmission system
● First public eV fast-charging station in Hyderabad at Miyapur Metro station on pilot
basis was set up

2019:
● Became the 3rdLargest CPSE in the country in terms of gross block
● 2 2 0 k V S Srinagar L e h Transmission System commissioned, thereby connecting the
strategically important Ladakh region with the National Grid. It was a flagship project
of Union Govt aimed at improving reliability and quality of power supply in the region
● Organized the 6th International Exhibition and Conference GRIDTECH-2019 at New
Delhi, inaugurated by Hon’ble Vice president of India
● Developed in house Asset indexing software for Remote monitoring of around 2,800
transformers and reactors.

2020:
● Commissioned ± 800 kV Champa – Kurukshetra HVDC station Bippolo-II
● Commissioned Pole-I of the 6000 MW Raigarh- Pugalur HVDC

39
 ● Completed commissioning of 11 Renewable Energy Management Centre’s (REMCs)
for renewable energy integration for Govt. of India
● Strong and humane response to the COVID-19 pandemic
● Commissioned India’s first indigenously developed 400 kV Optical Current
Transformer in collaboration with BHEL
● Started the process for monetization through InvIT, the first InvIT from a Govt. entity.

2021:
● POWERGRID Infrastructure Investment Trust (PGInvIT): 1st InvIT sponsored by a
CPSE and largest public offer by any InvIT/ REIT of ₹ 7,734.99 crore successfully
launched by POWERGRID.
● Bi-pole-I (3000 MW) of ±800 kV Raigarh - Pugalur HVDC transmission line
commissioned.
● First time in India, Voltage Source Convertor (VSC) Technology: Monopole 1 & 2 of
±320kV VSC based HVDC terminals and associated ± 320 kV HVDC Pugalur - North
Thrissur transmission line.
● The Raigarh – Pugalur – Thrissur 6000MW Mega HVDC project has been completed.
● The Ministry of Power, Government of India, has re-designated the prestigious 220kV
Srinagar – Leh Transmission System (SLTS) Via Drass – Kargil & Khalasti as Inter
State Transmission System (ISTS).
● POWERGRID has put the 250th substation (765/400 kV Khetri substation) in remote
operation from NTAMC.

2022:
● REMC Telangana has been commissioned and thereby all REMs assigned to
POWERGRID are now operational.
● 400KV, D/C, Jeerat (New) - Subhasgram (PM-JTL-TBCB) (214 CKM) implemented
by PGCIL, commissioned in Aug '22.

40
MARKET SHARE AND POSITION OF POWERGRID IN POWER SECTOR: -

Powergrid Corporation of India Limited (POWERGRID) has been ranked 1st in Services
Sectors across categories Gross Block, Value Addition, Net Profit, Net Worth, Dividend
Declaration, and Contribution to the Central Exchequer and has also been ranked 3rd among
the Top 10 profit-making Closes.
The results were published in the Public Enterprises Survey 2021-2022 by the Department of
Public Enterprises (DPE), Ministry of Finance, Government of India.

41
SWOT Analysis of the Organization: -

SWOT analysis is a framework for identifying and analyzing an organization's strengths,

weaknesses, opportunities and threats.

Powergrid of India is one of the leading brands in the energy & power sector. Powergrid of
India SWOT analysis evaluates the brand by its strengths & weaknesses which are the internal
factors along with opportunities & threats which are the external factors.

➠Powergrid of India SWOT Analysis: -

➤ Powergrid of India Strengths

1. Strong network in remote areas

2. Robust Network across India

3. Efficient manpower

4. Very few networks failure

5. Backing of Central Government

Above are the strengths in the SWOT Analysis of Powergrid of India. The strengths of
Powergrid of India look at the key internal factors of its business which gives it competitive
advantage in the market and strengthens its position.

➤ Powergrid of India Weaknesses

1. Slow decision-making process

2. Manual Network needs urgently computerization

3. Centralized authority

These were the weaknesses in the Powergrid of India SWOT Analysis. The weaknesses of
a brand are certain aspects of its business which it can improve.

42
➤Powergrid of India Opportunities

1. Huge demand and supply gap

2. Large opportunity in expanding network

3. Can diversify into another network

Above we covered the opportunities in Powergrid of India SWOT Analysis. The opportunities
for any brand can include prospects of future growth.

➤Powergrid of India Threats

1. Outdated grid can fail anytime

2. Intense competition from other major players and international players

3. Changing govt policies and govt intervention can affect operations

The threats in the SWOT Analysis of Powergrid of India are as mentioned above. The threats
for any business can be external factors which can negatively impact its business.

Hence, this concludes the Powergrid of India SWOT analysis.

43
COMPETITORS OF POWERGRID: -

1. NTPC Ltd.

NTPC Limited is an Indian Public Sector Undertaking company, which is engaged in the
generation and sale of electricity. The company generates electric power using coal-based
thermal power plants and is headquartered in New Delhi. It contributes over 25% of the total
power generation of the country.

2. Adani Transmission Ltd.

Adani Transmission Limited is a holding company. The Company operates as a power

transmission company. It is engaged in the transmission of electric energy. Despite only being
incorporated in just 2013 it is already one of the top companies in the sector. The company
owns, operates, and maintains approximately 18,500 ckm of transmission lines.

3. NHPC Ltd.

44
NHPC Limited (National Hydroelectric Power Corporation) is a Public Limited Company
and was incorporated in 1975. It was created with the objective to generate hydroelectric
power. The government of India and State Governments holds a 71% stake within the Company
while the remaining 29% is public.

4. Tata Power Company Ltd.

Tata Power Company Ltd is India`s largest private sector power utility with an installed
generation capacity of over 13,735 MW. The core business of the company is to generate,
transmit, and distribute electricity. Tata is one of the few companies that are present in all
segments of the power sector viz. Generation (thermal, hydro, solar, wind, and liquid fuel),
transmission, and distribution.

5. Adani Green Energy Ltd.

Adani Green Energy Limited (AGEL) is one of the largest renewable companies in India. The
company was incorporated in 2015 and is part of the Adani Group. In 2017, the company took
complete control of the overall solar energy portfolio of Adani Enterprises.

45
 Chapter 2
Review of Literature

46
REVIEW OF LITERATURE:

1) Ananthalakshmi Mahadevan et al. (2019), studied the impact of training methods on

employee performance in a direct selling organization in Malaysia. Researchers
claimed that building a skillful and knowledgeable workforce is one of the vital
activities in an organization to ensure a high level of competency with a proficient team
in order to sustain and grow in a dynamic business environment. The objective behind
this study was to examine the impact of on-the-job and off-the-job training on employee
performance. The result showed that both on-the-job and off-the-job training achieved
a standard coefficient beta value of 0.370 and 0.546 respectively with a significant value
of 0.000. Based on the beta value reading researcher found that off-the job training has
a higher impact compared to on-the-job training on employee performance.

2) Bharthvajan R (2019), “Training can help the individual to enhance the effectiveness
and efficiency of the employees in the organization by updating his or her formal
knowledge by generating abilities which are relevant to his or her job. Training helps
the management and individual in managing suitable behavior and attitude”.

3) N. Veena (2018), “Training and development is an indispensable protecting tool for

enhancing worker’s performance. The Organization provides training to its employees
that will earn them a competitive edge by maintaining an accumulative training and
development budget on a yearly basis”.

4) Sumaiya Shafiq et al. (2017), discussed the effect of training and development on
employee performance in a private company, Malaysia. Researchers stated that the
employees are a major asset of the organization, they have a role to play towards an
organization's success. So, it is mandatory to take care of their learning to increase
employee performance. The objective was to investigate the effect of on-the-job
training, off-the-job training, job enrichment, and job rotation on employee
performance in private companies. The study concluded that only job enrichment is the
independent variable that has a significant positive impact on the dependent variable
(employee performance) while the other independent variables are found to be
insignificant drivers in influencing employee performance.

47
5) Philipina Ampomah (2016), claimed that training and development is a key factor in
improving employee performance in organizations. The purpose of the study was to
focus on the effect of training and development on employee performance in a private
tertiary institution in Ghana; a case study of Pentecost university college. The study
revealed that employees are motivated through training, and training and development
result in higher performance for the Pentecost university college. The study
recommended that all employee’s training and development should be vigorously
followed and made mandatory.

6) Tarun Singh (2015), stated that training and development is the best possible
utilization for employee’s capabilities. The attempt was made to study the impact of
training and development programs on employees’ efficiency at Bharat Heavy
Electricals Ltd. (BHEL). The study revealed that employees are highly satisfied with
BHEL. For 20 items the average mean score and percentage score were computed 3.62
(65.5%). Employees do not want to change their job because the salary is satisfactory.
Seniors interact nicely with subordinates and the working environment is also good. but
there is some need for implementation in its training programs, reward system, policy,
and other important issues.

7) Ashikhube Humphrey Otuko et al. (2013), determined the effect of the training
dimension on employee performance in Mumias sugar company, Kenya. The study
sought to find out the effect of training need assessment on employee performance, the
effect of training content on employee performance, and the effect of training
evaluation on employee performance. The result indicates that there was a positive and
significant effect between training need assessment and employee performance.
Therefore, most respondents stated that training need assessment was conducted before
the actual training. The result indicates that training content has a positive and
significant effect on employee performance. This implies that an increase in training
content will increase the level of employee performance. From the result, there was an
indication that an increase in training evaluation and employee performance was
positively and significantly associated.

8) Jadhav (2013), studied the training and development programs undertaken by banks
for their employees. The main objectives of the present study were to analyze the

48
 effectiveness of training and development programs for employees to discharge their
duties and to study how training and development programs help to achieve customer
satisfaction. For this study primary data was collected through questionnaires filled by
the bank employees. A sample of 40 employees is selected by the use of random
sampling from different banks like HDFC, ICICI, Vijaya Bank, Bank of Baroda, and
Dena Bank located in the suburban area of Mumbai. It is concluded that private and
public Indian banks undertake training and development programs for their employees
to increase their efficiency. Banks provide training programs to enhance their
knowledge and skills to satisfy the customers.

9) According To Fizzah (2011), The purpose of the research is to find out how training
and development affect organizational performance and to find out what is the impact
of training and development in organization. Data is collected from the 100 members
of different organizations. Training and development are important for the employees
in an organization, it helps the employees to improve their skills and to give a good
performance in the workplace. There is a big relation between training and development
with the organization performance and the relationship is discussed in the paper.

10) Raja Abdul Ghafoor Khan, (2011), “The employee performance depends on different
factors and the most important factor is training. Training is necessary for enhancing
the employee’s capability for performing various tasks assigned to them at the
workplace”.

11) Srimannarayana (2011), in his study, found that Training and Development is a very
important component in the modern Human Resource Management and the scope of
training and development vary from one organization to another. The present study is
based on primary data. Data is collected from 105 HR/Training professionals working
in manufacturing, IT/ITES and service sector with a minimum experience of three years
in their respective organization in the functional area of training and development. The
study revealed that more than 75% of respondents have believed that performance
improvements made because of training are an extremely valuable measure and 70.48%
have believed that transfer of learning is extremely important. Almost (95.24%)
respondents have mentioned that they collect feedback from the participants after
completion of the training program routinely. There is a gap between the measures that

49
 are used actually in assessing training and development and HR/Training professionals
do not have control over data that is required for measuring training and development.

12) According to Henry Ongori (2011), Jennifer Chishamiso Nzonzo, training and
development has become an issue of strategic importance. Although many scholars
have conducted research on training and development practices in organizations in both
developing and developed economies, it is worth mentioning that most of the research
has concentrated on the benefits of training in general. There is however, limited focus
on evaluation of training and development practices in organizations.

13) According to Ivancevich (2010), training and development is a process that attempts
to provide employees with information, skills, and understanding of the organization
and its goals. Additionally, training and development aids an employee to continue to
make the necessary positive contribution to the success of the employing organization
in terms of his / her good performance on the job. To start this whole process is
orientation and socialization of employees into the organization.

14) According to Haslinda ABDULLAH (2009), the challenges faced by employers and
organizations in the effective management of HR T&D varied from concerns about the
lack of intellectual HR professionals to coping with the demand for knowledge-workers
and fostering learning and development in the workplace. The core and focal challenge
are the lack of intellectual HRD professionals in manufacturing firms, and this suggests
that employers viewed HR T&D as a function secondary to HRM. This implication
could lead to the ineffective implementation of HR T&D activities and increase
ambiguity and failure in effectively managing HR T&D as a whole.

15) Nagar (2009), study the effectiveness of training programs being conducted by the
commercial banks in public as well as in the private sector. The area of study is limited
to the staff training centers of State Bank of Bikaner & Jaipur and The Bank of
Rajasthan Ltd. The focus of the study is mainly the opinions of the trainees regarding
various aspects of training like course duration, library facilities, trainer and the
calculated t values is less than table value of t, hence null hypothesis is accepted or
hence there is no significant difference in the opinion of respondent at the two staff
training centers.

50
 Chapter 3
Research Methodology

51
TITLE OF THE STUDY:

A Study the “Effectiveness of Training and Development” at Powergrid Corporation of India

Limited, Regional Head Quarter (WR-II), Vadodara (Gujarat).

NEED OF THE STUDY:

Training is the act of increasing the knowledge and skills of an employee for doing a particular
job. It utilizes a systematic and organized procedure by which employees learn technical
knowledge and skills. Training refers to the teaching and learning activities carried on for the
primary purpose of helping members of an organization. It is aimed at improving the behavior
and performance of a person. Training is a continuous and lifelong process.

SIGNIFICANCE OF THE STUDY:

The development of any organization depends on its employees. For organizational

productivity training and development assumes great significance. Training aims at increasing
the knowledge and skills of the employee whereas organizational development on the other
hand refers to overall improvement of the organization such as its structure, objectives, policies
and procedures including managers and employees. But training being a very complex process
makes it a bit difficult. So, the best way to achieve it is by studying and analyzing the feedback
of employees as well as managers. The project includes collecting information from staff of
Powergrid Regional Head Quarter (WR-II), Vadodara (Gujarat), analyzing it, interpreting it,
and concluding useful suggestions from it.

OBJECTIVE OF THE STUDY:

● Determine the extent to which training and development programs improve the skills,
knowledge, and competencies of employees.
● To study the employee’s perception towards organizational training and development.
● To study the effectiveness of training and development programs in PGCIL.
● Measure the satisfaction level of employees with the training and development
initiatives.
● Use the study findings to refine and improve the overall training and development
strategy of the organization.

52
By achieving these objectives, the study of the effectiveness of training and development helps
organizations optimize their learning initiatives, foster a skilled and motivated workforce, and
ultimately achieve their business goals more efficiently.

Research Methodology:

Research refers to the systematic and organized investigation and study of a subject, topic,
problem, with the aim of acquiring new knowledge, insights, or understanding with the use of
existing knowledge in a new and creative way.

Methodology is the study of research methods.

Research methodology is purely and simply the framework or a plan for study that guides the
collection and analysis of data. Moreover, Research methodology can be stated as a way to
solve the problem systematically. It involves some specific techniques that are carried in the
research process to collect, assemble and evaluate data. Surveys, Questionnaires and Interviews
are the common tools of research.

➔ Research Instrument:

In this study the primary data is collected by survey technique. In this we distributed the
questionnaires to the respondents by mail.

Questionnaire: A questionnaire is a sheet of paper containing questions relating to specific

aspects regarding which the researcher collects the data. Because of their flexibility the
questionnaire method is by far the most common instrument to collect primary data. The
questionnaire is given to the respondent to be filled up.

➔ Nature of Questions Asked:

The questionnaire consists of open-ended, Multiple-choice questions.

➔ Data Sources:

The data collected for the study is mainly through the questionnaires; to be precise the data
collected for study is both primary and secondary sources.

Primary Data:

53
Primary data is the information collected for the first time; there are several methods in which
the data is compiled. In this summer training report, it is obtained by means of questionnaires.
Questionnaire is prepared and distributed to the employees.

Secondary Data:

Secondary data needed for conducting research work is collected from company websites,
libraries and search engines.

➔ SAMPLING DESIGN:

Type of universe:

The first step in developing a sampling design is to clearly identify the universe to be studied.
The universe can be finite or infinite. The universe in this summer training report is finite. The
population involved in this summer training report is employees of POWERGRID
CORPORATION OF INDIA LIMITED.

Sample Size:

This refers to the number of items to be selected from the universe to constitute a sample size.
In this research the sample size constitutes 86 employees of POWERGRID CORPORATION
OF INDIA LIMITED.

Sampling technique:

A Convenience sampling technique is used for this study.

Convenience sampling is a non-probability sampling method where units are selected for
inclusion in the sample because they are the easiest for the researcher to access.

Research Design:

Research design refers to the method of organization and data collection that a researcher
applies to a project or study.

This summer training report is based on Survey research design.

Survey Research: A survey research design involves collecting data from a sample of
individuals who have undergone the training and development program. They are asked to

54
provide feedback on their experiences, perceived effectiveness, and any changes in skills or
knowledge as a result of the training.

Researchers also use the survey research design frequently. You can use surveys to gather
information directly from your sample population. Some types of surveys include:
● Interviews: Interviews are one popular type of survey. Interviews allow you to ask
questions to a research subject one-on-one, which can give you the opportunity to ask
follow-up questions and gain additional insights.
● Online forms: You can also use online forms to conduct surveys. You can use many
websites or software programs to create intuitive online forms with a variety of question
types, including short-answer and multiple-choice.
● Focus groups: Focus groups are another key survey method. By using focus groups,
you can facilitate discussions with a group of research subjects to gain valuable research
insights from your sample population.
● Questionnaires: Another type of survey is a questionnaire. In a questionnaire, you can
simply list questions for research subject to answer, making this effective data
collection method.

Tools for Data Analysis:

For analysis and interpretation of primary data, percentage analysis is to be used mainly due to
the qualitative nature of data and pie diagrams are to be used to represent them in pictorial
form.

Limitations of the Proposed Research Study:

● The constraint of time is a major limitation of the proposed study.

● Reluctance on the part of respondents may affect the accuracy of study.
● Duration of study is limited so an extensive and deep study could not be possible.

Reference period:

● The primary data was collected during the month of July 2023.

55
 Chapter 4

Data Analysis and Interpretation

56
DATA ANALYSIS AND INTERPRETATION:

From the above table it is inferred that 83.7% respondents are of between 20 to 40 age group,
while only 16.3% of the total respondents are above 40.

From the above table it is inferred that 57% respondents are from Supervisor group, 41.9%
respondents belong to Workman group, while only 1.2% of the total respondents are at
Executive group.

57
From the above chart it is inferred that 40.7% of the respondents are Diploma holders, while
3.5% of them have Professionally qualified.

From the above chart it is inferred that 14% of the respondents hold experience of 0-5 years,
while 10.5% of them hold experience of more than 15 years.

58
From the above chart it is inferred that more than 80% of the respondents agree that their
organization identifies their training needs for them.

From the above chart it is inferred that more than 90% of the respondents agree that training
and development is given due importance in Powergrid.

59
From the above chart it is inferred that more than 90% of the respondents agree that training
and development programs have increased their skills, abilities, and talents in the organization.

From the above chart it is inferred that more than 85% of the respondents agree that the
organization plans its training very well.

60
From the above chart it is inferred that more than 85% of the respondents are satisfied with the
quality and duration of the training programs being conducted.

From the above chart it is inferred that more than 90% of the respondents feel that work
efficiency is being improved by the various training sessions being conducted.

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From the above chart it is inferred that more than 75% of the respondents agree that the HRD
conducts regular TNA to identify the skill gap and development areas within the organization.

From the above chart it is inferred that more than 85% of the respondents are satisfied with the
information being provided by the trainee during the training sessions.

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From the above chart it is inferred that more than 90% of the respondents agree that training
helps to increase the motivation level in the employees.

From the above chart it is inferred that more than 90% of the respondents agree that training is
helpful in enhancing the productivity and performance of the employees.

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 Chapter 5
Finding, Suggestion and Conclusion

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FINDINGS -

1) Training is considered as a positive step towards augmentation of the knowledge base

by the respondents.

2) The training programs were adequately designed to cater to the developmental needs of
the respondents.

3) Some of the respondents suggested that the time period of the training programs was
less and thus need to be increased.

4) Majority of the respondents agree that training is well planned in their organization.

5) Management is giving adequate importance to developing employees through training.

6) Majority of the respondents agree that training is relevant to the needs of the
organization.

7) The impact of the training on the employees of Powergrid Corporation is reasonably

good and the reason is that employees have a positive attitude and they consider the
training seriously.

8) Majority of the employees felt that the quality of training programs is good, were fully
useful to them and the training programme has helped them in improving their
performance and quality of the work.

9) The training program should have well-defined objectives that align with the
organization's overall goals and address specific skill gaps or development needs.

10) There is a regular Conduct of training needs analysis to identify the specific knowledge
and skills that employees need to enhance their performance and contribute to the
organization's success.

11) The trainees are well experienced and knowledgeable who are effectively
communicating their material and provide real-world examples and case studies.

12) Powergrid organization is continuously creating training and development programs

that enhance employee skills, fosters professional growth, and contributes to the overall
success and competitiveness of the organization.

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SUGGESTIONS -

● Learners must be willing to grow, to experience.

● Provide ongoing feedback and support.

● When assessing results of learning, maximize feedback about performance.

● Document Training needs identification (Goals, Methods and Evaluation).

● Integrate results expected from the learner with goals in the performance plan.

● Give more practical training for employees.

● Motivate the employees to effectively do their work.

● Need based training can be given.

● Ensure that the employee should know the objective of the training program.

● Monitor the employee's travel in the right path to reach your organization goal.

● Different types of behavioral training programs should be organized to be effective in

their work.

● Provide appropriate training to enhance the potential effectiveness of the employee at

the workplace.

● Apart from scheduled training programs the HR Department should conduct constant
value addition programs such as Time management, Stress management training, group
dynamics, grievance redressal; these will help to add value and are also essential in
today’s business scenario.

● Performance of every employee undergoing training should be evaluated so as to get

Improved quality of training activities, improve ability of the trainers to relate inputs to
output and know their understanding about the training programme conducted.

● Training program should evaluate the abilities, competencies and potentials of the
trainees for a particular job or work skills.

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 ● It should aim to narrow down the gap between expected level of performance and the
actual level of performance.

● The company should conduct training programs at regular intervals, which helps the
employees to enhance their knowledge for their current jobs.

● A standard measure before and after each training program on level of knowledge,
skills, attitudes and behavior will help to measure its effectiveness more accurately.

● Train the employees in all areas like personality development, technical training, and
standard operating procedures with that they can handle multi tasks and balance their
pressures.

● Suggest ways to encourage continuous learning and professional development among

powergrid employees, such as offering advanced training modules, certifications, or
industry conferences.

● Assess how well the training program aligns with the organization's strategic objectives
and whether it contributes to achieving long-term business goals.

● Evaluate the level of support and involvement of managers in the training program.
Strong support from management can significantly enhance the program's success.

● Identify any challenges or obstacles faced during the implementation of the training
program and propose strategies to overcome them.

Lastly as training & development is an important part for the organization and employees,
Powergrid should pinpoint the important parameters in terms of selecting the trainer.

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CONCLUSION -

● It was a great opportunity for me to work for this company and acquire a wider view
on reality. I learned a lot regarding how this power sector operates and how this
company managed to gain its position in all these years. It has access to foreign markets
and is gaining global market penetration through its quality of services.

● Top management feels that training is the essential part of the organization, since it is
the key for the attitudinal change and the behavior of the employees.

● Both managers and workers feel that the training should be imparted by both external
and internal faculty. Technical and behavioral training, both are important for the
development of the organization. Training and development programs are increasing
the output of organizations.

● When proper training and development is provided from the organization to the
employees, it helps increase the employee’s interest towards the work and also the
organization, when training and development is done by the organization, it helps to
recognize the present level of the employees and what changes are needed to improve
their skills, attitude knowledge, experience and also it is able to recognize the negativity
of the present problems in the programs which are improving the profits, goodwill.

● The employees said that the training programs in the organization are well planned and
they are satisfied with the duration and the quality of the training and development
program that are being imparted.

● The employees are involved in determining the training need analysis and the training
programs are fixed by the management on the requirement of the employees.

● The quality of the training programs is excellent and the employees are making the best
use of it in their professional as well as personal life.

● The employees agree that the training programs help them to increase productivity and
achieve the organizational goal as well as individual goals.

● Finally, to make any training program successful the cooperation of the management
and the employees are essential.

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 ANNEXURE: -

Bibliography -

WEBSITES:
https://www.powergrid.in/
https://powermin.gov.in/
https://tradebrains.in/
https://companycontactinformation.com/
www.mbaskool.com
https://media.neliti.com/
https://ijcrt.org/
https://www.ctuil.in/
https://en.wikipedia.org/wiki/Electricity_sector_in_India
https://en.wikipedia.org/wiki/Central_Electricity_Authority_(India)
https://prsindia.org/files/policy/policy_analytical_reports/Overview_of_the_Power_Sect
or_final_web.pdf
https://www.ctuil.in/

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