1. 1 | P a g e
TRAITS OF ORGANISATION & MANAGEMENT
ABHISHEK SINGH SAP ID :- 500050670 ENROLLMENT ID-R130216001
AMIT NEGI SAP ID:-500051545 ENROLLMENT ID-R130216003
ANIK KUMAR BHATTACHERJEE SAP ID:-500051548 ENROLLMENT ID-R130216004
ANKIT PANDEY SAP ID:-500051192 ENROLLMENT ID:-R130216005
ANMOL MALLASAP ID:-500051879 ENROLLMENTID:-R130216006
ORGANISATIONAL BEHAVIOUR(MBCH731)
DEPARTMENT OF POWER MANAGEMENT

2. 2 | P a g e
INDEX:-
1.GENERAL INTRODUCTION ABOUT MAJOR COMPANY’S TRAITS;
2.TATA POWER PVT. LTD.;
3.NTPC LTD.
4.RELIANCE POWER;
5.REFFERENCE;

3. 3 | P a g e
THE MAJOR TRAITS OF ANY ORGANISATION
 Corporate Responsibility
Effective companies have clear records of corporate responsibility. This work includes charity
and environmental service and allows staff the opportunity to do community volunteering. Some
small firms use corporate responsibility as a method to enhance the firm's public reputation, but
effective organizations instead integrate community work as part of the core mission of the
business. Projects demonstrating corporate responsibility include recycling business waste,
training and intern partnerships with local schools, donations to the needy and providing
volunteers and goods during natural disasters. Developing partnerships with community agencies
helps focus small business efforts and offers an established network for your company's
volunteerism.
 Clear Direction
Creating a mission statement and a list of corporate goals establishes a clear direction for your
firm. Effective businesses have a clear corporate direction understood by the staff and clients.
Targeting key business officers to present your company message to staff and the public helps
workers understand the chain of operations and helps workers view your organization as a
cohesive group with a unified message.
 Open Communication
Effective businesses use open communication channels on all levels of operations. IndustryWeek
defines an open communication culture as a business operation "in which information flows
freely and is easily accessible to both insiders and to the public at large." Allowing open
communication of non-confidential information creates a work climate encouraging participation
by your management, workers and clients.
 Member Empowerment
"Member empowerment" is a term used to describe the employee perception of the role the staff
plays in the organization. The ability to "determine work roles, accomplish meaningful work,
and influence important decisions," according to a white paper on organization management,
defines the elements of employee empowerment. Effective organizations use empowerment to
create a cohesive work environment. Enhancing this feeling for your small business staff
includes using teamwork, open communication channels and performance rewards to recognize
excellence and promote production. Examples of rewards include awards of company stock,
trophies, allowing bonus time away from work, and priority desk and parking lot assignments.
 Teamwork
Effective organizations use teamwork as a basis for complex decisions. Teamwork efforts in
successful businesses include partnerships on all levels, from management staff through
entry-level workers. Teamwork on the small business level brings multiple views to your

4. 4 | P a g e
projects, develops your staff's communication skills and creates an environment of
cooperation. Working with a variety of other employees also allows your workers an
opportunity to experience diversity on a personal level. The most effective use of teamwork
incorporates group work as an essential part of project development. Healthy companies
know how to develop teams that collaborate to achieve common goals. Employees and
managers readily offer their assistance to each other to meet corporate objectives.
 Effective Sharing of Goals
A healthy organization shares its business goals with employees at every level of the
organization. Management shares goals with employees and gets them on board with the
mission and vision of the organization. Employees and managers understand what is
required to reach these shared goals and make every effort to achieve them
 High Employee Morale
Healthy organizations possess high employee morale. Employees value their positions in
the organizations and desire to work there for a long time. Productivity is high and
organizational events are enjoyable and successful.
 Offers Training Opportunities
Companies provide on-the-job training and opportunities for employees to enhance their
work-related skills. Organizations bring in other individuals to provide necessary
departmental and corporate-wide training. Companies also offer opportunities to pursue
certification and continual education.
 Leadership
Good leadership is one of the main characteristics of a healthy organization. Employees
have good relationships with management that are based on trust. Managers know how to
get employees to function together. When correction is needed, employees readily accept
the constructive criticism offered by leaders.
 Handles Poor Performance
Companies confront poor performance instead of ignoring it. Organizations take
corrective actions to improve performance. Upper-level management values the input of
employees who make suggestions on how to improve productivity and achieve high
performance rates. Companies may even bring in specialists to detect problems and offer
solutions.

5. 5 | P a g e
 Understanding Risks
Healthy organizations understand the risks they are open to and take the necessary steps
to protect themselves against them. When an event happens due to organizational risks, a
healthy organization learns from the event. Companies use precaution but understand that
risks are necessary to facilitate growth.
 Adapts to Opportunities and Changes
Healthy organizations know how to recognize and seize good opportunities. Healthy
organizations always look for opportunities to grow. They also know how to adapt to
technological or operational changes. They try to stay ahead or inline with changes in the
industry and business environment.
 Clearly Defined Structure
Companies possess a sense of order and organizational structure. The structure and order
of the organization does not limit innovation and growth. Employees do not mind
complying to the company's order because they understand it and see the benefits of its
implementation.
 Well-Known Company Policies
Organizations create and implement company policies that are readily available to their
employees. Healthy organizations follow the policies and regulations of local, state and
federal governments. When employees or managers break policies, the issue is dealt with
immediately and in a professional manner.

6. 6 | P a g e
1.TATA POWER
1.1.ABOUT COMPANY:-
Tata Power had its inception in 1915, establishing India's first large hydro-electric project in
Khopoli, Maharashtra and driven by its late founder, Shri Jamshetji N. Tata's pioneering vision.
Tata Power is India’s largest integrated power company with a growing international presence.
The Company together with its subsidiaries and jointly controlled entities has an installed gross
generation capacity of 9184 MW and a presence in all the segments of the power sector viz. Fuel
Security and Logistics, Generation (thermal, hydro, solar and wind), Transmission, Distribution
and Trading. It has successful public-private partnerships in Generation, Transmission and
Distribution in India namely “Tata Power Delhi Distribution Limited" with Delhi Vidyut Board
for distribution in North Delhi, 'Power links Transmission Ltd.' with Power Grid Corporation of
India Ltd. for evacuation of Power from Tala hydro plant in Bhutan to Delhi and 'Maithon Power
Ltd.' with Damodar Valley Corporation for a 1050 MW Mega Power Project at Jharkhand. Tata
Power is serving more than 2.6 million distribution consumers in India and has developed the
country’s first 4000 MW Ultra Mega Power Project at Mundra (Gujarat) based on super-critical
technology. It is also one of the largest renewable energy players in India with a clean energy
portfolio of 1749 MW. Its international presence includes strategic investments in Indonesia
through a 30% stake in the leading coal company PT Kaltim Prima Coal (KPC), 26% stake in
mines at PT Baramulti Suksessarana Tbk ("BSSR"); in Singapore through Trust Energy
Resources to securitize coal supply and the shipping of coal for its thermal power generation
operations; in South Africa through a joint venture called ‘Cennergi’ to develop projects in sub-
Sahara Africa; in Zambia through 50:50 joint venture with ZESCO for 120 MW Hydro which
has become operational in 2016; in Georgia through AGL which is a joint venture with Clean
Energy, Norway & IFC for development of 185 MW hydro project which is scheduled to be
commissioned in 2016; in Australia through investments in enhanced geothermal and clean coal
technologies and in Bhutan through a hydro project in partnership with The Royal Government
of Bhutan. With its track record of technology leadership, project execution excellence, world
class safety processes, customer care and driving green initiatives, Tata Power is poised for a
multi-fold growth and committed to 'lighting up lives' for generations to come”.
1.2.STRENGTHS:-
Core Competencies
Tata Power's core strength lies in it's over 100 years of experience in Operation and Maintenance
of power plants. We have a performance based productivity culture which encourages motivated
work force. We are the leaders in the Transmission and Distribution businesses in Mumbai and
Delhi serving 1.5 million customers. Tata Power is also acclaimed leader in Power Trading
Guaranteed Deliverables
Tata Power has the ability and technical expertise to provide guaranteed deliverables with
respect to:

7. 7 | P a g e
 Plant Availability
 Auxiliary Power Consumption
 Gross Heat Rate
In-house Expertise
Tata Power has in-house expertise with experience in working with latest technologies in various
kinds of power plants.
Talent Acquisition and Retention
Tata Power has a pool of experts in various functions of Power Plant who can provide assistance
in the following areas
 Operation & Maintenance
 Performance Management
 Project Engineering
 QA & QC
 Fuel Management
Tie-up with OEMs
Tata Power has a long term relationship with many Original Equipment Manufacturers (OEM)
on most favoured customer basis and gets assistance on a priority basis for the problems
encountered.
Continuous Improvements
Knowledge sharing is done across Tata Power and Owner’s plants. Improvement projects shall
be taken up on continuous basis to improve the plant performance.
Apart from being pioneers in Power production in the private sector, Tata Power has many
firsts to its credit:
 Commissioned first 126MW cross-border Hydro Power Project at Dagachhu in Bhutan in
March 2015
 Commissioned India’s first 4000MW Ultra Mega Power Project in Mundra (Gujarat)
based on super- critical technology and unit size of 800 MW each
 Commissioned the first 150 MW thermal unit in the country
 Commissioned the first 500 MW thermal unit in the country
 Touch screen-based Distributed Digital Control and Energy Management Systems
 Computerised Grid Control and Energy Management Systems
 220 kV Transmission Lines in Four-Circuit Towers
 220 kV Underground Cable Transmission Network
 Flue Gas De-sulphurisation Plant using sea water

8. 8 | P a g e
 Operators Training Simulators for 150MW, 500MW
 Thermal Power Plants and Switchyard Operations
 Fly-ash Aggregate plant of 200,000 tonne per year to convert fly-ash into useful building
material
 150 MW Reversible Hydro Pumped Storage Unit
1.3.TATA POWER PORTFOLIO
India
 Thermal Power Stations at Trombay, Jojobera, Haldia, Jamshedpur, Maithon and
Mundra
 Hydro Stations in Khopoli, Bhira, Bhivpuri
 Wind Farms across the states of Maharashtra, Gujarat, Tamil Nadu, Karnataka
and Rajasthan
 Solar Power Projects in Gujarat and Maharashtra
International
 Indonesia - Coal reserves and developing a geothermal project
 South Africa – Exploring Growth Opportunities
 Singapore – Coal Supply, shipping and trading
 Australia – Developing cutting edge technology
 Bhutan – Hydro Presence
 400 MW Georgia Hydro Project
 Long Phu 2 Power Project, Vietnam

9. 9 | P a g e
Tata Electric's New Entity
Prior to 1st April 2000 the Tata Electric Companies comprised
of the following three Companies:
 The Tata Hydro-Electric Power Supply Company
Limited, established in 1910.
 The Andhra Valley Power Supply Company Limited,
established in 1916.
 The Tata Power Company Limited, established in 1919.
Witheffectfromthat dayAndhraValleyand Tata Hydro mergedinto
Tata Powerto resultinone large unifiedentity.

10. 10 | P a g e

11. 11 | P a g e
 Mumbai Power is Tata Power
During the ninety long years, the energy produced by Tata Power has coursed through Mumbai's
vitals, reliably and economically, helping the city achieve and retain its premium status -- the
commercial capital of India. The challenging task of meeting the ever-growing power needs of
the industrial metropolis of the country has been possible because of efficient transmission and
distribution of energy, and constant upgrading of technology by the Company.
 Network of Reliability
In power supply, grids ensure stability. Tata Power's power systems in Western India are
interconnected with the Western Region Grid, including the State Electricity Boards of
Maharashtra, Gujarat, Madhya Pradesh, Goa and Tarapur Nuclear Power Station.
 Competitive Tariffs
Tata Power enjoys an unrivalled cost-advantage in electricity production which it has achieved
by regularly upgrading technology to the state-of-the-art and a unique mix of hydro and thermal
generating capacity. The Company happily shares this advantage with its customers, in terms of
competitive tariffs, major beneficiaries being direct consumers as they pay the lowest tariffs in
Mumbai.
 Leader in Total Power Management
Tata Power, the pioneer today, also enjoys the privilege of being the leader:
 Commissioned India’s first 4000 MW Ultra Mega Power Project in Mundra based on
super-critical
 technology
 Commissioning the first 500 MW Thermal Unit in India
 Commissioning the first 150 MW Thermal Unit in the country
 Touch-screen based Distributed Digital Control and Energy Management Systems
 Computerised Grid Control and Energy Management Systems
 220 KV Transmission Lines on Four-Circuit Towers
 220 KV Underground Cable Transmission Network
 Flue Gas Desulpharisation plant using sea water
 Operators Training Simulators for 150 MW, 500MW
 Thermal Power Plants and Switchyard Operations
 Fly-ash Aggregate plant of 200,000 tonne per year to convert fly-ash into useful building
material
 150 MW Reversible Hydro Pumped Storage Unit

12. 12 | P a g e
 Commitment to Environment Conservation
Long before the present global ecological concern, Tata Power realised its moral and corporate
responsibility towards environment protection. The Company has:
 Planted over 1 Crore saplings in the last 30 years
 Installed pollution-control equipment worth over Rs.100 crores at the Trombay Thermal
Power Plant
 Tata Power has actively participated in the building and maintaining of gardens and parks
in the teeming Mumbai Metropolis.
 Tata Power actively supports pisciculture activities at their hydro stations by assisting in
the breeding of fishes like the Mahsheer.
 Committees of the Board
Audit Committee of Directors
Name of Director Position on Committee Nature of Directorship
Dr. Homiar S. Vachha Chairman Independent
Mr. Piyush G. Mankad Member Independent
Mr. Deepak M. Satwalekar Member Independent
Mr. Nawshir H. Mirza Member Independent
Corporate Social Responsibility Committee
Name Position on Committee Nature of Directorship
Mr. Deepak M. Satwalekar Chairman Independent
Mr. Anil Sardana Member Executive
Mr. Ashok S. Sethi Member Executive
Nomination and Remuneration Committee
Name of Director Position on Committee Nature of Directorship
Mr. Nawshir H. Mirza Chairman Independent
Mr. Cyrus P. Mistry Member Non-Executive
Dr. Homiar S. Vachha Member Independent
Mr. Deepak M. Satwalekar Member Independent
Stakeholders Relationship Committee
Name of Director Position on Committee Nature of Directorship
Dr. Homiar S. Vachha Chairman Independent
Mr. Ashok S. Sethi Member Executive
Mr. Pravin H. Kutumbe Member Non-Executive

13. 13 | P a g e
Risk Management Committee
Name of Director Position on Committee Nature of Directorship
Dr. Homiar S. Vachha Chairman Independent
Mr. Deepak M. Satwalekar Member Independent
Mr. Nawshir H. Mirza Member Independent
Mr. Ashok S. Sethi Member Executive
Mr. Ramesh N.
Subramanyam
Member
CFO - Management
Nominee
Mr. Parshuram G. Date Member
Chief - IA & RM
(Management Nominee)
 Tata Code of Conduct
The fountainhead of the corporate governance of the Tata Power Company is the Tata Code of
Conduct. The Company is committed to abide by it, in its letter and spirit. And the Company has
earned the Tata Brand name by virtue of this commitment. It draws its strength from the five
Tata values:
 Integrity
 Understanding
 Excellence
 Unity
 Responsibility
In Tata parlance they stand for –
 Integrity
We must conduct Your business fairly, with honesty and transparency. Everything we do must
stand the test of public scrutiny.
 Understanding
We must be caring, showing respect, compassion and humanity for Your colleagues and
customers around the world, and always working for the benefit of India.
 Excellence
We must constantly strive to achieve the highest possible standards in Your day-to-day work and
in the quality of the goods and services we provide.
 Unity

14. 14 | P a g e
We must work cohesively with Your colleagues across the group and with Your customers and
partners around the world, building strong relationships, based on tolerance, understanding and
mutual cooperation.
 Responsibility
We must continue to be responsible, sensitive to the countries, communities and environments in
which we work, always ensuring that what comes from the people goes back to the people many
times over.
The name of TATA says it all. It encompasses the lowest common Tata denominator – the way
others see the Tata Group.
Trust
Acceptability
Transparency
Accountability
 Management Practices
For consistency and faithful implementation of the corporate objectives of Tata Power, the Board
has followed certain management practices even prior to the same being made mandatory, viz.,
Constitution of an Audit Committee, Remuneration Committee, etc.

15. 15 | P a g e
NATIONAL THERMAL POWER CORPORATION
This is A Maharatna Company Under Government Of India. They Are The Largest Utility in
Indian Power Sector;
VISION:- To be the world’s largest and best power producer, powering India’s growth.
MISSION:-Develop and provide reliable power, related products and services at competitive
prices, integrating multiple energy sources with innovative and eco-friendly technologies and
contribute to society.
Core Values – BE COMMITTED
 B Business Ethics
 E Environmentally & Economically Sustainable
 C Customer Focus
 O Organizational & Professional Pride
 M Mutual Respect & Trust
 M Motivating Self & others
 I Innovation & Speed
 T Total Quality for Excellence
 T Transparent & Respected Organization
 E Enterprising
 D Devoted
 NTPC Overview
NTPC is India’s largest energy conglomerate with roots planted way back in 1975 to accelerate
power development in India. Since then it has established itself as the dominant power major
with presence in the entire value chain of the power generation business. From fossil fuels it has
forayed into generating electricity via hydro, nuclear and renewable energy sources. This foray
will play a major role in lowering its carbon footprint by reducing green house gas emissions. To
strengthen its core business, the corporation has diversified into the fields of consultancy, power
trading, training of power professionals, rural electrification, ash utilisation and coal mining as
well.
NTPC became a Maharatna company in May 2010, one of the only four companies to be
awarded this status. NTPC was ranked 400th in the ‘2016, Forbes Global 2000’ ranking of the
World’s biggest companies.
Growth of NTPC installed capacity and generation

16. 16 | P a g e

17. 17 | P a g e

18. 18 | P a g e
The total installed capacity of the company is 47,178 MW (including JVs) with 18 coal based, 7
gas based stations and 1 Hydro based station. 9 Joint Venture stations are coal based and 9
renewable energy projects. The capacity will have a diversified fuel mix and by 2032, non fossil
fuel based generation capacity shall make up nearly 28% of NTPC’s portfolio.
NTPC has been operating its plants at high efficiency levels. Although the company has 17.73%
of the total national capacity, it contributes 24% of total power generation due to its focus on
high efficiency.
In October 2004, NTPC launched its Initial Public Offering (IPO) consisting of 5.25% as fresh
issue and 5.25% as offer for sale by the Government of India. NTPC thus became a listed
company in November 2004 with the Government holding 89.5% of the equity share capital. In
February 2010, the Shareholding of Government of India was reduced from 89.5% to 84.5%
through a further public offer. Government of India has further divested 9.5% shares through
OFS route in February 2013. With this, GOI's holding in NTPC has reduced from 84.5% to 75%.
The rest is held by Institutional Investors, banks and Public.
NTPC is not only the foremost power generator; it is also among the great places to work. The
company is guided by the “People before Plant Load Factor” mantra which is the template for all
its human resource related policies. NTPC has been ranked as “6th Best Company to work for in
India” among the Public Sector Undertakings and Large Enterprises for the year 2014, by the
Great Places to Work Institute, India Chapter in collaboration with The Economic Times.

19. 19 | P a g e
Human Resources
At NTPC, it begins and ends with people. The company is deeply passionate about ensuring the
holistic development of all its employees as distinct individuals and good citizens. We currently
employ approximately 23,133 Employees including employees in JVs and subsidiary companies.
Competence building, Commitment building, Culture building and Systems building are the four
pillars on which our HR systems are based. Man MW ratio improved to 0.54 in FY 2015-16
from 0.59 in 2014-15.
Our HR Vision
"To enable our people to be a family of committed world class professionals, making NTPC a
learning organization."
Recruitment
We believe in the philosophy of 'Grow your own timber'. Our 'Executive Trainee' programme
was introduced in 1977 with the objective of raising a cadre of home grown professionals. First
Division Post Graduates and Graduate Engineers are hired through nation-wide open
competitive examinations and campus recruitments. Hiring is followed by 52 weeks of fully paid
induction training consisting of theoretical input, on job training, personality development &
management modules.
 Career Advancement & Opportunities
We have a well established talent management system in place, to ensure that we fulfill on our
promise of meaningful growth and relevant challenges for our employees. Our talent
management system comprises PERFORMANCE MANAGEMENT, CAREER PATHS and
LEADERSHIP DEVELOPMENT.
 Rewards & Recognitions
We recognise the role played by rewards & recognitions in motivating our colleagues. To this
end, we have created a culture of rewards and appreciation through celebration of various
achievements and recognizing the contributions behind such success.

20. 20 | P a g e
 Innovate, Create, Compete
We have introduced numerous initiatives which seek to enhance the creativity, innovation,
functional aptitude and teamwork of our employees. These initiatives include the National Open
Competition for Executive Talent (NOCET), Professional Circles, Quality Circles, Business
Minds and Medha Pratiyogita (a quiz for our employees). A management journal called
“Horizon” is published quarterly to enable the employees to share their ideas and experiences
across the Company.
 Quality of Work-Life
NTPC is committed to provide the best available work life for its employees. In addition to
ensuring safe and aesthetically pleasing work places, NTPC actively encourages a culture of
mutual respect and trust amongst peers, superiors and subordinates.
Far removed from the buzz of cities, our townships are the epitome of serenity, natural beauty
and close community living. A range of welfare and recreation facilities including schools,
hospitals and social clubs are provided at the townships to enhance the quality of life & the well
being of employees and their families. An entire gamut of benefits, from child care leave to post
retirement medical benefits are extended to employees to meet any exigency that may arise in a
person’s life.
 Knowledge Management in NTPC
To meet our ultimate objective of becoming a learning organization, an integrated Knowledge
Management System has been developed, which facilitates tacit knowledge in the form of
learning and experiences of employees to be captured and recognizing for future reference.
 Training & Development
NTPC subscribes to the belief that efficiency, effectiveness and success of the organization,
depends largely on the skills, abilities and commitment of the employees who constitute the most
important asset of the company. We have developed our own comprehensive training
infrastructure.
 Education Up-gradation Schemes
'When you upgrade your employee’s skills, you upgrade your company', NTPC actively
motivates its academically inclined employees to pursue higher studies which are in consonance
with the needs of the recognizing . NTPC has tie-ups with leading institutions like MDI,
Gurgaon; IIT Delhi; BITS Pilani, etc on this end. NTPC sponsors batches of employees who are
inducted into their courses based on their performance rating in the company and their
performance in the entrance exam conducted by the respective institutes. Unlike other study

21. 21 | P a g e
leave and sabbaticals, employees undergoing these courses do not forego their salary or growth
during the during the course.
 Seeking Feedback
Recognising that a dialogue is a two way street, NTPC actively seeks and employee feedback to
ensure that our HR interventions and practices remain relevant and meaningful. We regularly
conduct Employee Satisfaction and Organisational Climate Surveys.
 Awards
Over the years, NTPC has received numerous awards and recognitions that reinforce our HR
philosophy and practices. They are reminders that we are on the right path and are milestones on
our HR journey.
 Website for NTPC Ex-employees
To visit the website.......... www.ntpcexemployees.co.in
 Diversified Growth
By the year 2032, 28% of NTPC’s installed generating capacity will be based on carbon free
energy sources. Further, the coal based capacity will increasingly be based on high-efficient-low-
emission technologies such as Super-critical and Ultra-Super-critical. Along with this growth,
NTPC will utilize a strategic mix of options to ensure fuel security for its fleet of power stations.
Opening its doors to opportunities that were coming its way and due to transformations in the
business environment, NTPC 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.
Hydro Power – Tapping into the vast hydropower resource in the country and the desire to look
beyond fossil fuels stimulated NTPC to enter into the hydro power business with the 800 MW
Koldam hydro project in Himachal Pradesh. Two more projects have also been taken up in
Uttarakhand.

22. 22 | P a g e
Renewable Power - In order to broad base its fuel mix NTPC has plan of capacity addition of
about 1,000 MW through renewable resources, such as solar and wind energy by 2017.
Nuclear Power - It is the fourth-largest source of energy in the country after thermal, hydro
electric and renewable sources. A Joint Venture Company "Anushakti Vidhyut Nigam Ltd." has
been formed (with 51% stake of NPCIL and 49% stake of NTPC) for the development of nuclear
power projects in the country.
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 10 coal blocks to NTPC.
Power Trading - 'NTPC Vidyut Vyapar Nigam Ltd.' (NVVN), a wholly owned subsidiary was
created for trading power, leading to optimal utilization of NTPC’s 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 joint venture of NTPC, NHPC, PFC and TCS has been
formed for operating a Power Exchange.
Fly Ash Utilisation – NTPC has converted the generation of fly ash into a business opportunity.
The ash is used as a raw material by cement companies and brick manufacturers. Therefore,
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 and supply of power. NESCL is engaged in the
‘Grameen Vidyutikaran Yojana’ programme for rural electrification.
Equipment Manufacturing - Enormous growth in power sector necessitates augmentation of
power equipment manufacturing capacity. Recognising this as an ideal business opportunity,
NTPC has ventured into this sector as well. 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.
 FUTURE CAPACITY ADDITIONS:-
 NTPC has formulated a long term Corporate Plan to become a 1,28,000 MW company
upto 2032. In line with the Corporate Plan, the capacity addition under implementation
presently:
No. PROJECT STATE MW
NTPC
1. Barh-I Bihar 1980
2. Singrauli CW Discharge (Small Hydro) Uttar Pradesh 8

23. 23 | P a g e
3. Tapovan Vishnugud-Hydro Uttarakhand 520
4. Kudgi Karnataka 2400
5. Solapur Maharashtra 1320
6. Mauda-II Maharashtra 660
7. Bongaigaon Assam 500
8. Lata Tapovan-Hydro Uttarakhand 171
9. Lara Chhattisgarh 1600
10. Gadarwara Madhya Pradesh 1600
11. Unchahar Uttar Pradesh 500
12. Darlipali Odisha 1600
13. North Karanpura Jharkhand 1980
14. Rammam-Hydro West Bengal 120
15. Tanda-II Uttar Pradesh 1320
16. Khargone Madhya Pradesh 1320
17. Telangana Telangana 1600
18. Bhadla-Solar Rajasthan 260
19. Mandsor-Solar Madhya Pradesh 250
Total 20,309
JV & Sub. Companies
1. Meja Uttar Pradesh 1320
2. Nabinagar-BRBCL Bihar 750
3. Nabinagar-BSEB Bihar 1980
Total 4,050
Grand Total (NTPC + JV & Sub. Companies) in MW 24,409
 BUISNESS DEVELOPMENT:-
 NTPC is India’s biggest power major with a commissioned capacity of
45,548MW. It feeds a fourth of India's electricity needs or as we say "NTPC
lights up every fourth bulb in the country". It is one of the most efficient power
companies in India, having operations that match global standards.
 Commensurate with our country's growth challenges, NTPC has embarked upon
an ambitious plan to attain a total installed capacity of 128,000 MW by 2032.
Towards this goal, NTPC has adopted a multi prong strategy which includes
Greenfield projects, Brownfield projects, joint ventures and acquisition of existing
plants route. Besides, the corporation has also adopted the diversification strategy
in related business areas such as coal mining, power trading, and manufacturing
etc to ensure robust growth of the company.

24. 24 | P a g e
RELIANCE POWER
 COMPANY PROFILES:-
 Reliance Power Limited is a part of the Reliance Group, one of India’s largest
business houses. The group operates across multiple sectors,including
telecommunications, financial services, media and entertainment, infrastructure
and energy. The energy sector companies include Reliance Infrastructure and
Reliance Power .
 Reliance Power has been established to develop, construct and operate power
projects both in India as well as internationally. The Company on its own and
through its subsidiaries has a large portfolio of power generation capacity, both in
operation as well as capacity under development.
 The power projects are going to be diverse in terms of geographic location, fuel
type, fuel source and off-take, and each project is planned to be strategically
located near an available fuel supply or load centre. The company has close to
6000 MW of operational power generation assets. The projects under
development include three coal-fired projects to be fueled by reserves from
captive mines and supplies from India and elsewhere; one gas-fired projects; and
twelve hydroelectric projects, six of them in Arunachal Pradesh, five in Himachal
Pradesh and one in Uttarakhand.
 Reliance Power's project portfolio also includes 3,960 MW Sasan Ultra Mega
Power Project (Madhya Pradesh). UMPPs are a significant part of the
Indian government's initiative to collaborate with power generation companies to
set up 4,000 MW projects to ease the country’s power deficit situation.
 Reliance Power has also registered projects with the Clean Development
Mechanism executive board for issuance of Certified Emission Reduction (CER)
certificates.
 BUISNESS AREAS:-

25. 25 | P a g e
 INITIATIVES IN RENEWABLE ENERGY
We at Reliance Power believe that enhanced use of natural and renewable energy sources is
needed to help take the burden off our current dependancy on fossil fuels. power generation from
renewable energy sources is increasingly becoming important all over the world as we strive to
mitigate green house gases and climate change issues important for our survival on

26. 26 | P a g e
Planet Earth.We have a diversified portfolio of power projects in which green energy generation
has an important share.
In the solar energy, we are present both in the Photo-Voltaic (PV) and Concentrated Solar Power
(CSP) segments. We successfully commissioned a 40 MW solar PV project in Pokharan,
Jaisalmer, Rajasthan in March 2012. We also commissioned the world's largest compact linear
Fresnel reflector (CLFR) based CSP project 100 MW in November 2014. In the wind energy
sector, we commissioned a 45 MW wind project in Vashpet, Maharashtra in June 13.
Reliance Power and the Government of Rajasthan (GoR) recently signed a Memorandum of
Understanding (MoU) to develop 6,000 MW of Solar Power projects in the State of Rajasthan
over the period of next 10 years. Reliance Power is also pursuing opportunities for setting up of
Solar Power projects in various other States of the country.
CARBON CREDIT:-
Carbon Offsets from the World’s Largest Originator
At Reliance Power, it is our constant endeavor to focus on ecology and we lay emphasis on
pursuing innovative approaches and global best practices. Inter-alia, use of higher efficiency
conventional fuel technologies, use of lesser emission intensive fuels, evaluate and implement
facets of new and renewable energy demonstrate our environmental commitment.
While pursuing environmental friendly technologies for successful implementation of our
projects, we continue to use the market based mechanisms introduced under international
conventions, for e.g. Clean Development Mechanism (CDM) under United Nations Framework
Convention on Climate Change (UNFCCC) and others.
These sustained efforts enabled us to develop one of largest portfolio of highest quality Carbon
offsets with a CDM registered project portfolio, of more than 8000 MW, with potential to offset
60 million Certified Emission Reductions (also called Carbon credits).
Our Carbon Offset Project Portfolio
Our project portfolio includes two Ultra Mega Power Projects (UMPPs) of 3,960 MW each,
world’s largest Concentrated Solar Power (CSP) Project, one of the largest photovoltaic (PV)
and wind projects of India. Pictorial representation of the projects and the details are mentioned
below.

27. 27 | P a g e
Sasan UMPP:
Sasan, besides being the first UMPP to achieve CDM registration, Sasan UMPP is the world’s
largest power generation plant ever registered under UNFCCC. Sasan UMPP entitles us to earn
approximately 22.4 million Carbon credits.
Krishnapatnam UMPP:
Krishnapatnam UMPP is the second UMPP to achieve CDM registration. Krishnapatnam UMPP
entitles us to earn approximately 12.3 million Carbon credits .
Dhursar Solar:
This is one of the largest PV projects registered under CDM. Dhursar Solar entitles us to earn
approximately 0.7 million Carbon credits . Project has achieved first CERs issuance as a result of
CDM project verification.
Vashpet Wind:
This is one of the large-scale wind farms operational in India. Vashpet Wind entitles us to earn
0.7 million Carbon credits.

28. 28 | P a g e
Rajasthan Sun Tech:
This is the world’s largest ever CSP project to be registered under CDM and demonstrate the
commitment to embrace the incubation renewable energy technologies. Rajasthan Sun Tech
entitles us earn 2.2 million Carbon credits.
Samalkot:
Samalkot Power Ltd., a SPV established, is implementing a 2,400 MW Combined Cycle Gas
Turbine Technology based power plant, in Andhra Pradesh, India. Samalkot Power, being
implemented in three CDM phases/blocks entitles us earn 55.5 million Carbon credits Project is
currently in the CDM pipeline.
 COMPANY STRUCTURE:-

29. 29 | P a g e
 Mission
 To attainglobal bestpracticesand become aleadingpowergeneratingcompany.
 To achieve excellence inprojectexecution,quality,reliability,safetyandoperationalefficiency.
 To relentlesslypursue new opportunities,capitalizingonsynergiesinthe powergeneration
sector.
 To consistentlyenhance ourcompetitivenessanddeliverprofitable growth.
 To practice higheststandardsof corporate governance andbe a financiallysoundcompany.
 To be a responsible corporate citizennurturinghumanvaluesandconcernforsociety.
 To improve the livesof local communityinall ourprojects.
 To be a partnerinnationbuildingandcontribute towardsIndia’seconomicgrowth.

30. 30 | P a g e
 To promote a work culture that fosters learning, individual growth, team spirit and
creativity to overcome challengesandattaingoals.
 To encourage ideas,talentandvalue systemsandbecome the employerof choice.
 To earn the trust andconfidence of all stakeholders,exceedingtheirexpectations.
 To upholdthe guidingprinciplesof trust,integrityandtransparencyinall aspectsof interactions
and dealings.
 OUR STRENGTHS
 LargestPortfolio
 DiversifiedFuel SourcesandTechnologies
 StrategicallyLocatedPowerProjects
 Fuel AccessSecurity
 DiversifiedPowerOff-take Arrangements
 OUR STRATEGY
 Reductionof Costof PowerGeneration
 EnsuringFuel Supply
 FocusingonPowerDeficitRegions
 EstablishinganOptimal Mix of Off-take Arrangements
 CORPORATESOCIALRESPONSIBILITY:-
“Organisations, like individuals, can only survive, sustain and grow with the support and
goodwill of the local communities” - Shri. Dhirubhai H Ambani, Our Founder Chairman.
 What are we intending to achieve
At Reliance, we firmly believe in our commitment to all our stakeholders. We are aware of our
commitment to local communities for ensuring sustainable development. Therefore, we lay high
emphasis on understanding the requirements of the local community and embark on initiatives,
expending considerable resources, which create long-term societal benefits.
We take utmost care in the selection of community interventions we initiate. Our prime endeavor
is to remain focused on creating long-term wealth creation for all local community members
irrespective of their gender, ethnic and religious backgrounds.

31. 31 | P a g e
Being a conglomerate with diverse business interests, across various segments of economy, we
are in a position to integrate our services, let that be communication, financial services,
entertainment and others. We explore to amalgamate potential benefits one segment of the
business may offer to the others so that a holistic solution addressing the needs and concerns of
local community is found.
 Our Guiding Principles
We strive to impact local community in a positive and vibrant manner. Our social development
policies are based on the following guiding principles:
1. Honor spirit of law and be a responsible corporate citizen.
2. Pursue growth through harmony with global community via innovative management.
3. Adopt an approach aiming to achieve greater balance between social & economic
development.
4. Respect culture and customs of every project / plant location.
5. Work towards elimination of societal barriers such as poverty, social class, disability and
others.
6. Develop practices aimed at inclusive growth.
7. Foster a corporate culture that enhances both individual creativity and value of teamwork.
8. Aim to provide clean electricity and thrust on Energy Conservation and Environment
Protection.
Our greatest strength is that we look at our community interventions as part of our business, not
post-profit philanthropy.
 Our Focus Areas
Based on the annual plans approved, we participate in multiple community interventions.
Although, our community interventions depend on the requirements of local community, our
thrust is towards education, healthcare, sanitation, sustainable livelihoods, community
infrastructure development, etc.
 Implementing Partners
We partner with government bodies, district authorities, non-governmental organizations, village
panchayats, women self-help groups and end beneficiaries, who are mostly villagers in
neighbourhood areas. For some specific interventions, we partner with external agencies which
have domain expertise in respective fields transforming the landscapes.
 Some of our Involvements:
Education
 Construction & renovation of school buildings.
 Formal and non-formal education.

32. 32 | P a g e
 Child labour schools.
 Girl child education.
 Digital literacy through computer education.
 Remedial centers.
 Merit-cum-means scholarships to students.
 Free supply of note books and text books.
Healthcare
 Free medical camps (general and multi-specialty with specialist doctors).
 Mobile clinics with doctors and paramedical staff.
 Free ambulance services.
 Awareness programmes for women and adolescent girls.
 Blood donation camps.
Sanitation
 Construction of household toilets.
 Construction of toilets for children in the schools.
 Awareness campaigns.
Sustainable Livelihood
 Women empowerment.
 Women and Farmer Self Help Groups for Micro-enterprise development.
 Skill development and Vocational training.
 Integrated livestock & agriculture development.
 Introduction of high yield agricultural crops.
 Vermi-composting.
 Micro-irrigation.
 Renewable Micro off-grids.
Community Infrastructure Development
 Safe drinking water to communities.
 Water storage structures.
 Construction of community centers.
 Construction of Roads.
 Managementat Reliance Power
 The Company is a professionally board managed enterprise. The day to day business of
the company is conducted by the Chief Executive Officer supported by Business and
Functional heads under the supervision of the Board of directors and as advised by the
Board of Advisors.

33. 33 | P a g e
 The Chairman and MD Anil D. Ambani is a long distance marathon runner and has been
running for nearly 15 years. He has successfully participated in over 50 half and full
marathons.He is a nature and wildlife conservationist and deeply spiritual.
 Leadership at Reliance power
 Reliance power has advanced ahead under the guidance of eminent leaders. Our Board of
Directors consists of individuals with extensive experience and expertise across diverse
businesses. They are responsible for reviewing vital information details and transactions.
Their purview of influence further extends into strategic and regulatory matters.
 Every member of the Board has access to all the relevant information and is entrusted
with the authority to take crucial decisions and ensure the management observes the
highest standards of ethics, transparency and disclosure.


34. 34 | P a g e
Refference:-
www.google.com
www.tatapower.com
www.reliancepower.co.in
www.ntpc.co.in