STUDY ON HRM PRACTICES FOLLOWED IN POWER GENERATION SECTOR IN INDIA

ORGANISATION
NATIONAL THERMAL POWER CORPORATION (NTPC) SIMHADRI, INDIA

SUBMITTED BY GROUP 7 RAMANATHAN S RAMYA S RITHIN RAJENDRAN SAIKUMAR K SANDEEP KOTLA

Page | 1

CONTENTS
EXECUTIVE SUMMARY..3 POWER GENERATION SECTOR IN INDIA ..4 CURRENT SCENARIO....4 TRANSMISSION AND DISTRIBUTION.4 BARRIERS TO DEVELOPMENT5 NATIONAL THERMAL POWER CORPORATION..6 OVERVIEW..6 ORGANIZATIONAL STRUCTURE6 VISION7 MISSION7 VALUES AND CULTURE..7 FUTURISTIC NTPC..8 AWARDS AND RECOGNITION..10 HR POLICIES AND PRACTICES IN NTPC...11 RECRUITMENT PRACTICES.11 SELECTION PROCEDURES12 INCENTIVE SCHEMES.13 BENEFITS14 APPRAISAL METHODS..17 REWARDS AND RECOGNITION19 TRAINING..20 WORKFORCE RATIONALIZATION..22 ATTRACT AND RETAIN TALENT..23 SUMMARY.24 REFERENCE25 Page | 2

EXECUTIVE SUMMARY

The human resource management differs from sector to sector and from company to company. This project focuses on the human resource practices pertaining to power generation sector. The organization chosen for study is the National Thermal Power Corporation (NTPC).This report analyses the current scenario of the power generation sector and then describes the organization in detail. The main interest of the report is on the human resource practices namely recruitment and selection procedures, benefits, incentive schemes, appraisal methods, rewards and recognition and the training of the organization.

Page | 3

POWER GENERATION SECTOR IN INDIA THE CURRENT SCENARIO

CURRENT SCENARIO The Power sector in India is the 5th largest Power Generation in the world with 152 GW capacity (as on 2009) and it supplies the world's 6th largest energy consumer, accounting for 3.4% of global energy consumption by more than 17% of global population.The Energy policy of India is predominantly controlled by the Ministry of Power, Ministry of Coal and Ministry of New Renewable Energy and administered locally by Public Sector Undertakings (PSUs). TRANSMISSION AND DISTRIBUTION The major concern with the industry is the transmission and distribution of the installed capacity. The current installed transmission capacity amounts to only 13% of the installed power generation capacity. The Ministry of Power, India has a distinguished aim of integrating the national power grid by the end of 2012. This integration would allow transmission of 200000 MW and inter regional power transfer of 37700 MW. The distribution of the power in India is still a major concern as the levels of transmission losses in India amounting to 33% of total power transmitted is well above the Global benchmarks. For this reason the State Government has established its own State power generation units and has started privatization the units to reduce the cost associated with power transmission. The entire chain of the power sector is dominated by the Central and state government, allowing only few major private players in the chain. The central and state government holds a pattern of 40-60 of the total power capacity installed in the country. The transmission and distribution sector also follows the same pattern. While the distribution sector is majorly holded by State government and there are only few private players. The country is now opening up for new horizons. The government has aimed at developing 78.2GW additional power by the end of 2012. This has opened up opportunities for
Page | 4

lot of private players to invest in the sector.CRISIL Research shows that there would be an investment of Rs.750000 crores in the power sector out of which Rs.480000 crores would be from private players. BARRIERS TO DEVELOPMENT The main barrier which every project in India would face is the delay in Project Schedules. The next major concern for the power sector would be availability of fuel resources. Third and major concern for projects in India is the financial support for the project. Land acquisition and Environment clearances for a Power project is a major barrier for its commissioning. Manpower and Equipment Shortage.

Page | 5

NATIONAL THERMAL POWER CORPORATION

OVERVIEW Indias largest power company, NTPC was set up in 1975 to accelerate power development in India. NTPC is emerging as a diversified power major with presence in the entire value chain of the power generation business. Apart from power generation, which is the mainstay of the company, NTPC has already ventured into consultancy, power trading, ash utilisation and coal mining. NTPC ranked 317th in the 2009, Forbes Global 2000 ranking of the Worlds biggest companies. NTPC became a Maharatna company in May, 2010, one of the only four companies to be awarded this status. ORGANIZATIONAL STRUCTURE

Chairman

Director (HR)

Director (Finance)

Director (Projects) Executive Director (SR)

Director (Operations)

Director (Technical)

Director (Commercial)

General Manager

Managers

Engineers

Page | 6

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

Business Ethics Customer Focus Organisational & Professional Pride Mutual Respect & Trust Innovation & Speed Total Quality for Excellence

The key challenges in the context of values are its actualisation and relevance. To actualise the core values and ensure that they remain relevant, they take various steps: Creating a weightage for values in Performance Management Systems. Conduct sessions and training programmes on in key programmes. Rewarding value based behaviour and creation of Value Actualisation Task force. A Vision & Values Revisit Workshop by the top management.

NTPC holds pride in its systems for providing a good quality of work-life to its employees. In addition to providing beautiful and safe work places, NTPC encourages a culture of mutual respect and trust amongst peers, superiors and subordinates.

Page | 7

FUTURISTIC NTPC As per new corporate plan, NTPC plans to become a 75 GW company by the year 2017 and envisages to have an installed capacity of 128 GW by the year 2032 with a well diversified fuel mix comprising 56% coal, 16% gas, 11% nuclear energy, 9% renewable energy and 8% hydro power based capacity. As such, by the year 2032, 28% of NTPCs installed generating capacity will be based on carbon free energy sources. Further, the coal based capacity will increasingly be based on highefficient-low-emission technologies such as Super-critical and Ultra-Super-critical. Along with this growth, NTPC aims utilize a strategic mix of options to ensure fuel security for its fleet of power stations. Looking at the opportunities coming its way, due to changes in the business environment, NTPC has made changes in its strategy and diversified the business adjacencies along the energy value chain. In its pursuit of diversification NTPC has developed strategic alliances and joint ventures with leading national and international companies. NTPC has also made long strides in developing its Ash Utilization business.

Hydro Power: In order to give impetus to hydro power growth in the country and to have a balanced portfolio of power generation, NTPC entered hydro power business with the 800 MW Koldam hydro project in Himachal Pradesh. Two more projects have also been taken up in Uttarakhand. A wholly owned subsidiary, NTPC Hydro Ltd., is setting up hydro projects of capacities up to 250 MW.

Renewable Energy: In order to broad base its fuel mix NTPC has plan of capacity addition of about 1,000 MW through renewable resources by 2017.

Nuclear Power: NTPC has signed a Joint Venture Agreement with Nuclear Power Corporation to from a JV Company (with 51% stake of NPCIL and 49% stake of NTPC) for setting up nuclear power projects.

Page | 8

Coal Mining: In a major backward integration move to create fuel security, NTPC has ventured into coal mining business with an aim to meet about 20% of its coal requirement from its captive mines by 2017. The Government of India has so far allotted 7 coal blocks to NTPC, including 2 blocks to be developed through joint venture route.

Power Trading: 'NTPC Vidyut Vyapar Nigam Ltd.' (NVVN), a wholly owned subsidiary was created for trading power leading to optimal utilization of NTPCs assets. It is the second largest power trading company in the country. In order to facilitate power trading in the country, National Power Exchange Ltd., a JV of NTPC, NHPC, PFC and TCS has been formed for operating a Power Exchange.

Ash Business: NTPC has focused on the utilization of ash generated by its power stations to convert the challenge of ash disposal into an opportunity. Ash is being used as a raw material input by cement companies and brick manufacturers. NVVN is engaged in the business of Fly Ash export and sale to domestic customers. Joint ventures with cement companies are being planned to set up cement grinding units in the vicinity of NTPC stations.

Power Distribution: NTPC Electric Supply Company Ltd. (NESCL), a wholly owned subsidiary of NTPC, was set up for distribution of power. NESCL is actively engaged in Rajiv Gandhi Gramin Vidyutikaran Yojanaprogramme for rural electrification.

Equipment

Manufacturing:

Enormous

growth

in

power

sector

necessitates

augmentation of power equipment manufacturing capacity. NTPC has formed JVs with BHEL and Bharat Forge Ltd. for power plant equipment manufacturing. NTPC has also acquired stake in Transformers and Electricals Kerala Ltd. (TELK) for manufacturing and repair of transformers.

Page | 9

AWARDS AND RECOGONIZATIONS

HR AWARDS Exemplary Leadership Award to Shri Arup Roy Choudhury for People Excellence NTPC wins Star TV Talent Leadership and HR Award Two Awards for NTPC at Asia Best Employer Brand Awards Overall 7th in Indias Best Companies to Work for 2010, 1st amongst the PSUs and 1st in Manufacturing & Production Industry Segment. Great Places to Work Award 2009 AMITY HR Excellence Award NCPEDP-Shell Helen Keller Award 2009 Vishwakarma Rashtriya Puraskar (VRP) 2007 Best Companies to Work For 2009 SCOPE Meritorious Award for Best Practices in Human Resource Management

Page | 10

HR POLICIES AND PRACTICES IN NTPC RECRUITMENT

Recruitment is one of the most visible roles undertaken by human resource departments in organizations. Recruitment can be considered as part of a trio, recruit, reward and retain. Recruitment is a process of generating a pool of candidates by reaching the right audience suitable to fill the vacancy. Selection involves picking the most suitable candidate from the pool that is willing to fill the vacancy. Ashwathapa

Recruitment process in NTPC starts with job analysis, i.e. document the intended requirement of the job to be performed. The company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions are reviewed or updated prior to a recruitment effort to reflect present day requirements. NTPCs recruiting process often encompasses multiple media, such as the Internet, notifications in general newspapers and job ad news papers, window advertisements and campus graduate recruitment programs from colleges like NITs, IITs and IIMs depending on the job role. Following which NTPC also has a well defined on boarding and training process for freshers. The following are few practices NTPC follows for recruiting: PRESENT EMPLOYEES Promotions and transfers among the present employees can be a good source of recruitment. Promotion implies upgrading of an employee to a higher position carrying higher status, pay and responsibilities. Promotion from among the present employees is advantageous because the employees promoted are well acquainted with the organizational culture, they get motivated. Promotion from among present employees also reduces the requirement for job training.
Page | 11

Transfer refers to shifting an employee from one job to another without any change in the post, status and responsibilities. The need for transfer is felt to provide employees a broader and varied base which considered necessary for promotions. FORMER EMPLOYEES Former employees are another source of applicants for vacancies to be filled up in the organization. Some former employees who left the organization for any reason may again be interested to come back to work.

ADVERTISEMENTS Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.

CAMPUS RECRUITMENT Campus graduate recruitment programs from colleges like NITs, IITs and IIMs depending on the job role available.

DEPUTATION Another source of recruitment is deputation, i.e., sending an employee to another organization for a short duration of two or three years. Deputation is useful because it provides ready expertise and the organization does not have to occur the initial cost of induction and training.

SELECTION
Selection Procedure for Executive trainee post in NTPC: Eligible candidates will have to undergo a selection test; results of selected candidates for interview will be made available on the net and will be emailed to the candidates. All the shortlisted candidates will have to appear for group discussion and personal interview before the companys central selection board and the final results will be made available online.

Page | 12

INCENTIVE SCHEMES
There are various incentive schemes in the company, some of them are mentioned over here.
1. Generation Incentive Scheme

The general objective of this scheme is to maximize the generation of electrical energy through optimum utilisation of installed capacity and other allied resource. Reduction of cost per unit of energy generated as well as reduction of absenteeism. Application: The scheme covers all regular employees of NTPC directly or indirectly engaged in generation of electricity. The scheme is not applicable to: Apprentice under Apprenticeship Act and Trainees. Casual or daily rated employees. Factor for incentive payment: Incentive linked to equivalent Availability factor

EAF based generation incentive Scheme will have monthly, quarterly and yearly components of payment linked with prescribed performance level. Threshold level is 70% EAF with 7.5% of basic pay as incentive payable.

Page | 13

2. Incentive Schemes for National /All India Award The employees who are awarded any of the special National/All India award shall be granted one special increment from the date award is actually conferred. The Sharm Ratna Awardees shall be given two increments from month in which it is conferred. This is treated as personal pay and will remain as fixed and paid as separate element of pay during the entire service of the company.

3. Incentive scheme for promoting small family norms All full time employees are covered under the scheme. Lien holders and deputationist are entitled only to medical facilities provided under the scheme. The incentive is admissible to eligible employees who are in reproductive age group for sterilisation of self or spouse and for taking recourse to IUCD insertion in case of female employees/spouse.

BENEFITS
1) Leave Travel Concession All employees in regular establishment including a probationer, a lien holder, a deputationist and a person appointed on contract for a period of two years. Entitlement: Journey fare for employees and their dependants by entitled class. Sub Rule A: Home town by shortest route Or Distance upto 1800km by any route Or Distance upto 1400 km by any route claim on basis of certification

Page | 14

Sub rule B: Every year to hometown by shortest route and provide that his family is living at different place away from his workplace. LTC for any year is availed in that particular year or next block year. Carry forward in respect of part family is not allowed.

2) Medical attendance and treatment All regular employees, trainees and apprentices and their family members. All employees and their families are entitled to free medical treatment in NTPC Hospitals. For all outpatient treatment Rs 40 is given for MBBS, and for Specialist Rs 100 is given. In hospitalization cases reimbursement of actual accommodation and medicine charges are limited to specified entitlement in notified hospitals. Family means an employees spouse (one) residing with employee and two surviving children below age 25 and parents subjected to family members being dependant on employee. 3) Types of Leave Casual Leave: Executives/Supervisors/ Executive Trainee: 12 days in a calendar year. Other trainees: 10 days in a calendar year. Intervening Sunday and holidays are not debited to the casual leave. Casual leave can be granted for half day also with lunch interval as dividing line. Earned Casual leave:

Executives / Supervisors: 30 days per year. Executive Trainee: 30 days per year Apprentice : 20 days per year. Accumulation limit: Executives / Supervisors: 300 days. Apprentice : 160 days. Encashment of EL:
Page | 15

Applicable to all regular employees. 75% of the total El is treated as encashable. Half Pay Leave: Executives/Supervisors are entitled to get 20 days per year. HPL is not admissible to Executive Trainee. Half pay for this purpose means half of the basic pay. Sick Leave: Sick leave is admissible to trainees/ Apprentices @ 10 days per year. The accumulation of sick leave is 30 days. 4) Holiday All employees are eligible for: 8 closed holidays (inclusive of 3 national holidays) & 6 restricted holidays 5) Reimbursement of expenditure on children education Employees borne or regular establishment of company including probationer, lien holder but excluding trainees, apprentices, casual/temporary employees and person on contract basis. Reimbursement of expenditure incurred by employees towards tuition fees and or hostel charges in respect of wholly dependent children studying in class I to XII and also for graduation and post graduation in areas of science, commerce and humanities. 6) Scheme for Grant of scholarship to children of NTPC employees Dependent children of NTPC employees borne on regular establishment of the company. The applicability of the scheme are limited to two children only. 7) Coaching class for children of NTPC employees Infrastructure facilities are provided for setting up coaching classes for one batch each of class XI and XII students in engineering and medical streams. It also provides subsidy in fees to be paid by the children of NTPC employees to these coaching classes.

Page | 16

8) Best Student award for classes X & XII Awards for the best student of class X and XII are given based on results of concerned board of high/higher secondary schools of NTPC townships. 9) Liveries All employees (including trainees recruited under companys own scheme) are entitled to summer uniform also winter uniforms. 10) Canteen Canteen facilities are available inside the work premises for the employees at the project/station so as to provide tea, lunch& snack etc at no profit no loss basis.

APPRAISAL METHODS SCALES OF PAY

A) Executives Grade E-1 E-2 E-2(A) E-3 E-4 E-5 E-6 E-7 E-7(A) E-8 E-9 Scale of Pay(Rs) 10750- 16750 11225- 17250 12000- 17500 13750- 18700 16000- 20800 17500- 22300 18500- 23900 19000- 24750 19500- 25600 20500- 26500 23750- 28550

B) Non- Executives Grade W- 0 W- 1 W- 2 W- 3 Scale of Pay(Rs.) 3750- 5450 4400- 8430 4700- 9010 5000- 9590
Page | 17

W- 4 W- 5 W- 6 W- 7 W- 8/ S-1 W- 9/ S-2 W- 10/ S-3 W- 11/ S-4 SG

5400- 10350 5800- 10790 6200- 11200 6700- 11750 7300- 12660 7900- 13700 8600- 14920 9300- 15590 10000- 16000

All allowances and benefits/recoveries of W0 shall be at the same rate as applicable in case of non- executive in the grade of W1.New benefits/ advances viz. Reimbursement of cost of newspaper/ magazine, entitlement for travel by AC-3 Tier, Multi-purpose advance, Furniture/ household items advance, Conveyance advance for Scooter/ motorcycle and Computer advance, as part of Wage revision circulated vide CPC No. 457/ 2001 dt. 2.3.2001 shall not be made applicable be to W-0 grade. The employee in W-0 grade shall be considered for promotion to the next grade i.e. W-1, after completion of 10 years of continuous service in the grade of W-0.

RATE OF INCREMENT SI no. 1 2 3 4 Grade W0 W1- w7 W8- W11/ S1- S4 Executives/ Selection Grade 2.5% 3.0% 3.5% 4.0% Rate of Increment (% of Basic Pay)

DATE OF INCREMENT Employees Appointed / Standard Date Promoted Between st 1 January and 31st March 1st January 1st April and 30th June 1st April 1st July and 30th September 1st July st st 1 October and 31 December 1st October Above shall be subject to provisions in NTPC Pay Fixation Rules.
Page | 18

REWARD AND RECOGONIZATION SYSTEM OBJECTIVES To recognize and reward employees behaviour for enhanced motivation. To create a culture of excellence through Value Actualisation and demonstration of leadership. To foster and nurture a culture of recognition and celebration in NTPC. To encourage overall development of employees through involvement in TQM initiatives and other Socio-Cultural activities. To encourage involvement in Corporate Social Responsibility efforts. To promote exhibition of human values and NTPC core values. REWARDS The various rewards and recognitions included within the scope of NTPC reward system are as under: S NO 01 02 03 04 05 06 07 NAME OF THE REWARD Thank you slips Applause Appreciation Letter STAR of the Month Employee f the year Vidhyut Awards Power EXCEL AwardsPower Executives Excellence Awards PEARL AwardsPerformance excellence Awards For Regional Leadership ACE AwardsAwards for Corporate Excellence Mentor Samman Manveeyata Puraskar Welcome Farewell LEVEL WISE APPLICABILITY All Employees All Employees All Employees upto E7 Non Executives Non Executives Non Executives Executives upto E6, excluding HODs All HODs LOCATION WISE APPLICABILITY Unit level Unit level Unit level Unit level Dept. Level and Unit level Company Level Unit level

08

Region Level

09

All BUH and GMs

Company Level

10 11 12 13

All Mentors All employees upto E7 New appointees and transfer- in employees All Super- annuating employees

Unit level Unit level Unit level Unit level

Page | 19

The nodal departments at different locations for administering the system are: At projects/Stations- HR At regionals HQs- HR At corporate Centre- CARE Group

TRAINING & DEVELOPMENT

Training in NTPC is carried out with short term and long term objectives to impart skills required to carry out various jobs and provide developmental input for the individuals and organisations future growth. TRAINING INFRASTRUCTURE NTPCs training policy envisages minimum 7 man days of training per employee per year. Our philosophy is to develop our own training systems and deliver training internally as far as possible. Hence, NTPC has developed its own training infrastructure which comprises of: Power Management Institute It is the apex training institute of NTPC located in NOIDA Employee Development Centres- Employee Development Centres (EDCs) are located at all NTPC projects and stations and take care of training needs of employees at the unit Simulator Centres - NTPC is the proud owner of two simulator training centres, for both coal based and gas based plants, which are the only ones of their kind in the country Planned Interventions For management development, NTPC has a set of planned interventions designed for each stage in a persons career. Each of these is a custom made, medium term training programme, specifically designed to give developmental input at a particular stage in the persons career.

Page | 20

TRAINING PROGRAMMES NTPC believes in the philosophy Grow your own timber, The company hires a fresh from campuses and groom individuals into all round Power Professionals. NTPC's Executive Trainee Scheme was introduced in the year 1977 with the objective to raise a cadre of home grown professionals. First Division Graduate Engineers/Post Graduates are hired through nation wide open competitive examination and campus recruitments. Hiring is followed by 52 weeks induction training (fully paid) consisting of theoretical input, on job training, personality development & management modules. Theatre Workshop - The orientation module for ETs include such unique practices like Theatre Workshops in order to enhance their communication skills-verbal and non verbal, team work, body language, expressions etc. conducted with the help of professional institutions like National School of Drama. Yoga- For the holistic development of the trainees, caring for their physical health and mental alertness is as important as hard skills training. Corporate Social Responsibility - In order to make new hires a part of our social responsibility drive, exposure to on-field community development and

responsibilities towards Project Affected Persons is given. A special module on corporate social responsibility is a part of orientation training Mentoring "Ankur"- For effective socialisation and transformation from training mode to executive capacity of taking responsibility, executive trainees are attached to mentors once they are put on job. Mentors are senior executives with 10-15 years of experience in NTPC who act as a friend, philosopher and guide to the budding power professions. Sports - To keep the trainees physically active and agile, emphasis is laid on sports activities. Sports infrastructure has been provided at each NTPC location and inter/intra unit matches are organised from time to time.

Page | 21

WORKFORCE RATIONALIZATION
NTPC also introduced numerous initiatives which seek to enhance the creativity, innovation, functional aptitude and teamwork of our employees. These initiatives are: NTPC Open Competition for Executive Talent (NOCET)- National Open Competition for Executive Talent (NOCET) is a 3 tier theme based team event held to solicit ideas on latest issues facing the organisation Professional Circles - As a learning organisation, NTPC encourages formation of Professional circles for knowledge dissemination; knowledge updating etc. professional circles are interest groups where employees sharing same interest areas get together to share knowledge and latest developments in the field. In order to encourage and recognise professional circles, NTPC has institutionalised a three-tier competition amongst the professional circles culminating at the company level. Currently, about 300 professional circles are active in the company. Quality Circles- Quality circles were introduced as an initiative to involve every grass root level employee. Under this initiative, employees volunteer to take up improvement projects in their work areas. Annual contests are organised at project level, regional level and company level in which QCs from all over NTPC compete with each other Business Minds- Another initiative which is very popular among NTPC employees, is called the Business Minds. This is a management game that develops strategic thinking & decision making in executives by exposing participants to simulated real life business situations that help them discover new skills. It is conducted in association with AIMA Knowledge Management in NTPC- In initiative to meet our ultimate objective of becoming a Learning Organisation, an integrated Knowledge Management has been developed. This system allows tacit knowledge in form of learning and experiences of employees to be captured and summarised for future reference. It provides adequate communication and a formal process for

Page | 22

classification, codification, and sharing of knowledge through which employee can contribute, learn, share and generate solutions.

ATTRACT AND RETAIN TALENT AT NTPC NTPC claims that 24 years is the average retention period per employee. The following are the practices that organization follows to ensure its best pool of employees stay with the company. CAREER ADVANCEMENT OPPORTUNITIES Performance Management - NTPC has a standardized and formalised performance management system. A KPA based system is designed to assess functional, managerial and potential competence in an objective and transparent manner. Career Paths - A formal career path and development process exists in NTPC. All career paths have an underlying management structure. Promotions within each career path are aligned with the needs of the organisation. Anyone joining the organisation can choose to pursue a business, function or staff career path and will be put through specific training interventions and job rotation path towards becoming a business, function or staff head. Leadership Development - Potential employees are assessed for leadership competence and are groomed to occupy leadership positions in the company. NTPC has a system that enables measurement of leadership effectiveness, gap identification against an identified set of leadership competence. Individual development plans are made based on the gaps identified to ensure that the process of development and growth is meaningful.

Page | 23

CONCLUSION

The power sector, on the whole is expected to provide ample opportunities for the private players and hence the organization should keep improvising their human resource practices to retain employees. The organization has standard practices related to recruitment, training, selection, incentives and various benefits charted out for the employees at various levels.

Page | 24

REFERENCES

i. ii.

Human resources at NTPC www.ntpc.co.in Accessed on 22-03-11 Industry ptofile www.in.kpmg.com/TL_files/pictures/powersector_2010.pdf

iii. iv. v.

Organization profile www.ntpc.com Accessed on 20-03-11 Training and recruitment process www.citehr.com Accessed on 24-03-11. Interview with Human resource Manager at NTPC Simhadri Visakhapatnam.(Name not to be disclosed)

Page | 25