13452352 project on csrntpc aa

8/13/2019 13452352 Project on CsrNtpc AA

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CHAPTRE 1

1.1 ABOUT THE COMPANY

NATIONAL THERMAL POWER COOPERATION

NTPC, the largest power Company in India, was setup in 1975 to accelerate power development in the country.

It is among the worlds largest and most e!!icient power generation companies. In "or#es list o! $orlds %&&

'argest Companies !or the year %&&7, NTPC occupies (11th place.

NTPC has installed capacity o! %9,)9( *$. It has 15 coal #ased power stations +%),)95 *$, 7 gas #ased powe

stations +),955 *$ and ( power stations in -oint entures +1,79( *$. The company has power generatin

!acilities in all ma/or regions o! the country. It plans to #e a 75,&&& *$ company #y %&17.

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http://www.ntpc.co.in/cms/index.php?page=Installed-Capacity

http://www.ntpc.co.in/cms/index.php?page=Installed-Capacity



NTPC has gone #eyond the thermal pow

generation. It has diversi!ied into hydr

power, coal mining, power e0uipmen

manu!acturing, oil gas e2ploratio

power trading distri#ution. NTPC

now in the entire power value chain and

poised to #ecome an Integrated Powe

*a/or.NTPC3s share on )1 *ar %&& 4 i

the total installed capacity o! the countr

was 19.1 and it contri#uted %4.5& o

the total power generation o! the countr

during %&&76&4. NTPC has set new #enchmars !or the power industry #oth in the area o! power plan

construction and operations. $ith its e2perience and e2pertise in the power sector, NTPC is e2tendinconsultancy services to various organi8ations in the power #usiness. It provides consultancy in the area o! powe

plant constructions and power generation to companies in India and a#road.

In Novem#er %&&(, NTPC came out with its Initial Pu#lic !!ering +IP consisting o! 5.%5 as !resh issue an

5.%5 as o!!er !or sale #y :overnment o! India. NTPC thus #ecame a listed company with :overnment holdin

49.5 o! the e0uity share capital and rest held #y Institutional Investors and Pu#lic. The issue was a resoundin

success. NTPC is among the largest !ive companies in India in terms o! maret capitali8ation.

;ecogni8ing its e2cellent per!ormance and vast potential, :overnment o! the India has identi!ied NTPC as one o

the /ewels o! Pu#lic <ector 3Navratnas36 a potential glo#al giant. Inspired #y its glorious past and vi#rant presen

NTPC is well on its way to reali8e its vision o! #eing => world class integrated power ma/or, powering India

growth, with increasing glo#al presence=.

Vision

> world class integrated power ma/or, powering India3s growth with increasing glo#al presence.

Mission

?evelop and provide relia#le power related products and services at competitive prices, integrating multipl

energy resources with innovative @co6!riendly technologies and contri#ution to the society

Core Values – BCOMIT

• Ausiness ethics

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http://www.ntpc.co.in/cms/index.php?page=Power-Plant-Operations

http://www.ntpc.co.in/cms/index.php?page=Consultancy

http://www.ntpc.co.in/cms/index.php?page=Power-Plant-Operations





• Customer "ocus

• rgani8ational Pro!essional Pride

• *utual ;espect Trust

• Innovation <peed

• Total Buality !or @2cellence

1.2 COMPANY PROILE

u!ure O" T#e $enera!ion Business

?eveloping and operating world6class power stations is NTPC3s core competence. Its scale o! operation, !inancia

strength and large e2perience serve to provide an advantage over competitors. To meet the o#/ective o! main

availa#le relia#le and 0uality power at competitive prices, NTPC would continue to speedily implement pro/ec

and introduce state6o!6art technologies.

To!al Ca%a&i!' Por!"olio

India3s generation capacity can #e e2pected to grow !rom the current levels o! a#out 1%& :$ to a#out %%56%5

:$ #y %&17. NTPC currently accounts !or a#out %& o! the country3s installed capacity and almost & o! th

total installed capacity in the Central sector in the country. :oing !orward, in its target to remain the largegenerating utility o! India, NTPC would endeavour to maintain or improve its share o! India3s generating capacity

Towards this end, NTPC would target to #uild an overall capacity port!olio o! over ,&&& *$ #y %&17.

uel ( Ener)' Mi* or Ca%a&i!' A++i!ion

Currently, coal has a dominant share in the power generation capacities in India. This is also re!lected in the hig

share o! coal6#ased capacities in NTPC3s current port!olio. $ith high uncertainties involved in ?omestic gas

'N:, #oth in terms o! availa#ility and prices, NTPC would continue to set up large pit6head coal #ased pro/ect

including !ew integrated coal cum power pro/ects. To reduce the dependence on !ossil !uels, there is a need t

push !or renewa#le sources o! power in the sector. NTPC would avail o! opportunities to add hydropower to i

port!olio su#/ect to competitive tari!!s. > !irst step in this direction has already #een taen with the investment i

Eoldam Fydro Power Pro/ect. NTPC would continue to closely monitor developments on nuclear !ront also an

#e open to setting up around %&&& *$ o! Nuclear power generation capacity, possi#ly through a -oint entur

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>s a leader in power generation, NTPC would also consider other energy sources such as #iomass, cogeneration

!uel cells, etc !or !uture development there#y reducing the dependence on thermal !uels.

$hile a decision on the !uelDenergy mi2 !or NTPC in the !uture would #e largely governed #y their relative tari!

competitiveness, the !uel mi2 in %&17 may #e di!!erent !rom the e2isting port!olio, though not very signi!icantly.

,i-ersi"i&a!ion Alon) T#e Value C#ain

NTPC has achieved the distinction o! #eing the largest thermal generating company in India. In the past, th

!ocus was ade0uate as the industry was highly regulated with limited diversi!ication opportunities. ver last !ew

years, the country has #een !acing acute shortages, #oth in coal and gas, severely a!!ecting optimum utili8ation o

its power stations and these shortages are liely to continue in !uture as well. This is in spite o! the !act that Indi

is one o! the largest producers o! coal in the $orld. To sa!eguard its competitive advantage in power generatio

#usiness, NTPC has moved ahead in diversi!ying its port!olio to emerge as an integrated power ma/or, wit

presence across entire energy value chain. In !act, to sym#oli8e this change, NTPC has taen on a new identit

and a new name 3NTPC 'imited3. NTPC has recently diversi!ied into coal mining #usiness primarily to secure i

!uel re0uirements and support its aggressive capacity addition program. In addition, NTPC is also giving thrust o

diversi!ication in the areas o! power trading and distri#ution. ?iversi!ication would also allow NTPC to o!!er new

growth opportunities to its employees while leveraging their sills to capitali8e on new opportunities in the sector

Es!alis#in) A $loal Presen&e

To #ecome a truly glo#al company serving glo#al marets, it is essential !or NTPC to esta#lish its #rand e0uity i

overseas marets. NTPC would continue to !ocus on o!!ering @ngineering Pro/ect *anagement <ervice

perations *aintenance services, and ;enovation *oderni8ation services in the international maret.

@sta#lishing a success!ul services #rand would #e a precursor to taing higher investment decisions in di!!eren

marets. :oing !orward, NTPC would continue to evaluate various options !or strengthening its presence i

glo#al marets including setting up power generation capacity, ac0uisition o! gas #locs etc.

Cir&a 2/10 NTPCs Cor%ora!e Pro"ile

Ay the year %&17, NTPC would have success!ully diversi!ied its generation mi2, diversi!ied across the powe

value chain and entered overseas marets. >s a result NTPC would have altered its pro!ile signi!icantly. @lement

o! the revised pro!ile that NTPC would see to achieve areG

• >mongst top !ive maret capitali8ation in the Indian maret

• >n Indian *NC with presence in many countries

• ?iversi!ied utility with multiple #usinesses

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• <etting #enchmars in pro/ect construction and plant availa#ility e!!iciency

• Pre!erred employer

• Fave a strong research and technology #ase

• 'oyal customer #ase in #oth #ul and retail supply

• > leading corporate citi8en with a een !ocus on e2ecuting its social Hresponsi#ility

1.3RIHAN, 4UPERTHERMAL POWER 4TATION

THE VICINITY

This region locally nown as ?ashinachalJ is now one o! the ma/or power centres in the country.#esides tw

other pro/ects o! NTPC vi8.<ingrauli +%&&&mw aand vindhyachal +)%9 mw ,other power stations in the area ar

H two thermal and two hydel stations o! :ovt. ! K.P.vi8. >npara thermal +1&&*$ , o#rathermal +155&*$;ihand hydel+)&&*$,#ra hydel +1&&*$. >nd also the ;enusagar Power co.+7)%.5*$ o

Findalco.industries in these area are,other than the coal mines Findalco6a ma/or aluminium producin

!actory,anoria chemicals and high tech car#on at ;enuoot.

The !oundation stone o! ;ihand super thermal power pro/ect was laid down on 9 "e#ruary 194%. It is one o!

the NTPCs #est power plants, in the northern region constructed #y Northern @ngineering Industries +K.E..

;ihand completes the power triangle with <ingrauli <TP<, idhychal <TP<. It is situated in Ai/pur village and

in the industrial #elt o! the district6 <one#hadra o! Kttar Pradesh, which is situated at the #order o! *PKP.

This plant is situated at the south #an o! ;ihand ;eservoir +:ovind Aalla#h Pant <agar, made arti!icially. Its

area is a#out 5&L1& s0.m. It is a large reservoir, having huge mass o! water, !rom which !ive thermal power

plants and one hydro power plant taes water !or operation.

The capacity o! ;h<TPP, Ist stage o! %L5&& *$ is in operation and IInd stage o! the %L5&& *$ plant under

construction and one unit has #een synchroni8ed in the month o! *arch %&&5 and the second unit has to #e

synchroni8ed till the month o! Novem#er. Figh voltage direct current +F?C transmission system is the

uni0ue !eature o! this power plant. It is used to transmit ?C current !rom this plant to ?elhi. In ;ihand <TPP,

coal !rom >mlori mines is used as a !uel to produce thermal energy. Coal normally contains )& to (& ashcontent. $hen it is #urned in the #oiler !urnace, it results in large amount o! ash depositions in various regions

o! the #oiler viaM water wall tu#es, super heater tu#es, reheater tu#es, plugging o! air heater #asets with the !ly

ash. This soot deposition reduces the heat trans!er !rom !lue gases to waterDsteam !lowing inside the tu#es.

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There!ore, its removal is very essential in the #oiler. "or this soot #lowing system is used.

4ALIENT EATURE

• Lo&a!ionG Ai/pur village, ?istt. <one#hadra. +K.P.

To!al %ro%ose+ &a%a&i!' 3/// MW5 in 3 s!a)es ea&# o" 267//MW

• To!al lan+ 8in a&res9 KP *P Total

(4& 175% ()%

D65&&Ev F?C Aipolar line to ?adri +?elhi, (&& single circuit >C line to <hatinagar and Eaptur.

• Bene"i&iar' 4!a!es KP, Faryana, Pun/a#, ;a/asthan, -ammu Eashmir,

Fimachal Pradesh, Chandigarh and ?elhi.

• inan&in) @2port Credit o! pound sterling )((million, aid !rom :ovt. o!

K.E. pound sterling 177 million. :ovt. o! India a!!orded the rest

Cost o! the pro/ect.

• Ma:or Resour&es

COAL

+a <ource 6>mlori mines.

+# *a2imum consumption 6 (),)&&*TD?ay !or )&&& *$ +@6:rade Coal.

+c *ode o! Transportation 6 *:; ;ail Transportation <ystem.

WATER

+a <ource 6 ;ihand ;eservoir.

+# *a2imum Consumption H )&& cusecs.

+c *a2imum cooling water

;e0uirement 615&&cusecs !or 1&&&*$.

• C#i;ne' 6 %%(.5mts +;CC structure with steel !lue.

• As# +is%osal 6 >sh slurry pumped to >sh dye.

• Co;;en&e;en! o" <or= 6 &9D&%D194).

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• Uni!>1 s'n&#roni?e+ 6 )1D&)D1944.

• Uni!>2 s'n&#roni?e+ 6 &5D&7D1949.

• Uni!>1 &o;;er&iali?e+ 6&1D&1D199&

• Uni!>2 &o;;er&iali?e+ 6 &1D1&D1991.

1.@ IN,U4TY PROILE

T#e In+ian %o<er in+us!r' > an o-er-ie<

$eneral #i)#li)#!s

• The power sector at this /uncture is plagued #y a num#er o! pro#lems. These include ina+eua!e

)enera!ion &a%a&i!ies5 %oor &a%a&i!' u!ili?a!ion5 -er' #i)# !rans;ission losses an+ %oor %ro:e&!

i;%le;en!a!ion.

• Plant load !actor +P'" in most o! the plants has #een very low compared to the power plants in other

parts o! the world.

• The sector has #een #ogged down #y resource constraints.

• In India electricity tari!!s are a %oli!i&all' sensi!i-e issue and o!ten create turmoil. This is the reason !or

poor per!ormance o! most the state electricity #oards +<@A and has also resulted in serious !inancia

pro#lems.

• Till date, the players have not started giving ade0uate consideration to the alternate energy sources !or

power generation.

• ver the last !ew years, capacity addition has #een consistently !alling short o! demand. This has

resulted in a sharp increase in power shortage across the country.

4e&!or &o;;en!s

Notwithstanding the massive increase in generation capacities over the past decades, the history o! the Indian

power sector has #een punctuated #y shortages, massive pil!erages and a demand6supply gap, which has #een

growing. The shortages have #een so chronic that, at times !ears have #een e2pressed a#out a negative impact on

industriali8ation due to these shortages.

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Thus, while the !igures !or additional capacity #eing created may loo impressive in isolation, the !act is that the

demand growth has always #een higher than the supply. "urther, the capacity additions are signi!icantly #elow

the plan targets, particularly during the eighth plan, where the capacity addition o! a#out 1,&&& *$ showed a

short!all to the e2tent o! a#out (& per cent !rom the revised plan target o! around %9,&&& *$.

In+us!r' %la'ers an+ %ro"ile

The power sector reveals that it can #e largely segregated into !our di!!erent categories on the #asis o! type o!

players in the industry. These includeG

• Cen!ral $o-ern;en! Cor%ora!ions which consist o! corporations lie the National Thermal Power

Corporation +NTPC, Nuclear Power Corporation, National Fydro @lectric Power Corporation +NFPC

and some other smaller players.

• 4!a!e $o-ern;en! Cor%ora!ions which consist o! the various state electricity #oards and other

corporations that have #een promoted #y the respective governments Poor management, transmission

and distri#ution +T? losses and poor recoveries o! dues are some o! the !actors, which are responsi#le

!or the plight o! these corporations. Currently, the !inancial health o! many <@As is precarious and their

revenue6raising capa#ilities are more or less dependent on assured guarantees !rom the respective

governments.

• Pri-a!e 4e&!or Li&ensees In the private sector, some companies had #een given licenses to carry on

generation and distri#ution activities. $hile some o! these, lie A<@< 'imited, are generation and

distri#ution companies others, lie <urat @lectricity, are /ust distri#ution companies.

• In+e%en+en! Po<er Pro+u&ers The Independent Power Producers +IPPs are the companies that have

#een given a nod to set up generation capacities.

"inally, a loo at the regulatory structure o! the sector indicates that various >cts govern the power sector. These

provide !or the tari!! determination procedure !or companies. It also de!ines the various terms such as reasona#le

returns and capital #ase. Fowever, approvals o! tari!!s rest with the respective governments.

1.7 NEE, O 4TU,Y

• Ausiness depends on society !or the needed inputs lie men, money, sills. Ausiness also depends on

society !or maret where products may #e sold to the #uyers. Thus Ausiness depends on society !or

e2istence, sustenance encouragement.

8



• <ocial ;esponsi#ility is understood as the o#ligation o! decision maers to tae actions which protect

and improve the wel!are o! society as a whole along with their own interest.

• @very decision the Ausinessman taes and every action he contemplates have social implications.

• <ocial ;esponsi#ility o! the #usiness is not new to our country. In the oldest days, whenever there was a

!amine, the leading #usinessman o! the area would literally throw open their godowns and their treasureto provide !ood and other assistance to the needy.

• @ven in ordinary times it was #usinessman who looed a!ter the wel!are o! destitute, the goshalas, wells

and ponds wherever water was di!!icult to get, the pathsalas and so on. <o to accept corporate social

responsi#ility is no more than dedicating ourselves to the cherished values o! our ancestors in the !ield o!

#usiness.

NTPCs in!e)ra!e+ a%%roa&# !o<ar+s Cor%ora!e 4o&ial Res%onsiili!'

"or achieving its -ision H

“To be one of the world’s largest and best power utilities, powering India’s growth”,

NTPC ;ission statement a#out C<; states H

“Be a socially responsible corporate entity with thrust on environment protection, ash utilization, community

development, and energy conservation”.

NTPCs approach towards C<; has also #een articulated in the corporate o#/ectives on sustaina#le power

development as stated #elowG

• To contri#ute to sustaina#le power development #y discharging corporate social responsi#ilities.

• To lead the sector in the areas o! resettlement and reha#ilitation and environment protection including

e!!ective ash6utili8ation, peripheral development and energy conservation practices.J

1. OBDECTIVE O 4TU,Y

Pri;ar' o:e&!i-e

•

To now overall understanding #y people a#out C<; >ctivities o! NTPC.

4e&on+ar' o:e&!i-es

9



CHAPTER 2

REVIEW O LITERATURE

%.1 C;P;>T@ <CI>' ;@<PN<IAI'ITO

W#a! is C4R

The entirety o! C<; can #e discerned !rom the three words contained within its title phraseG corporate, social,

and responsi#ility. There!ore, in #road terms, C<; covers the responsi#ilities corporations +or other !or6pro!it

organi8ations have to the societies within which they are #ased and operate.

*ore speci!ically, C<; involves a #usiness identi!ying its staeholder groups and incorporating their needs and

values within the strategic and day6to6day decision6maing process.

There!ore, a #usiness society within which it operates, which de!ines the num#er o! staeholders to which the

organi8ation has a responsi#ility, may #e #road or narrow depending on the industry in which the !irm operates

and its perspective.

,e"ini!ions o" C4R

The notion o! companies looing #eyond pro!its to their role in society is generally termed Corporate <ocial

;esponsi#ility +C<;. It re!ers to a company lining itsel! with ethical values, transparency, employee relationscompliance with legal re0uirements and overall respect !or the communities in which they operate. It goes

#eyond the occasional community service action, however, as C<; is a Corporate philosophy that drives

<trategic decision6maing, partner selection, hiring practices and, ultimately, #rand development.

South China Morning Post, 2002

The <ocial ;esponsi#ility o! #usiness encompasses the economic, legal, ethical, and discretionary e2pectations

that society has o! organi8ations at a given point in time .C<; is a#out #usinesses and other organi8ations going

#eyond the legal o#ligations to manage the impact they have on the environment and society. In particular, this

could include how organi8ations interact with their employees, suppliers, customers and the communities in

which they operate, as well as the e2tent they attempt to protect the environment.

11



The Institute of Directors, UK, 2002

C<; is a means o! analy8ing the inter6dependent relationships that e2ist #etween #usinesses and economic

systems, and the communities within which they are #ased. C<; is a means o! discussing the e2tent o! any

o#ligations a #usiness has to its immediate societyM a way o! proposing policy ideas on how those o#ligations

can #e metM as well as a tool #y which the #ene!its to a #usiness !or meeting those o#ligations can #e identi!ied.

T#e ori)ins o" C4R

The history o! C<; is almost as long as that o! companies. Concerns a#out the e2cesses o! the @ast India

Company were commonly e2pressed in the seventeenth century. There has #een a tradition o! #enevolent

capitalism in the KE !or over 15& Oears. Buaers, such as Aarclays and Cad#ury, as well as socialists, such as

@ngels and *orris, e2perimented with socially responsi#le and values6#ased !orms o! #usiness. >nd ictorian

philanthropy could #e said to #e responsi#le !or considera#le portions o! the ur#an landscape o! older town

centre today. In terms o! activism aimed at companies perceived as acting against the general interestG

The !irst large6scale consumer #oycottQ @ngland in the 179&s over slave6harvested sugar. +It succeeded in

!orcing the importer to switch to !ree6la#our sources. In 11%, @nglish /urist @dward Coe complained that

corporations cannot commit treason, nor #e outlawed or e2communicated, !or they have no souls.J

Ar)u;en!s un+er%innin) C4R

>rguments o!!ered in !avors o! C<; can #e #roadly split into two campsRmoral and economic.

A ;oral ar)u;en! "or C4R

$hile recogni8ing that pro!its are necessary !or any #usiness entity to e2ist, all groups in society should strive to

add value and mae li!e #etter. Ausinesses rely on the society within which they operate and could not e2ist or

prosper in isolation. They need the in!rastructure that society provides, its source o! employees, not to mention

its consumer #ase. C<; is recognition o! that inter6dependence and a means o! delivering on that o#ligation, to

the mutual #ene!it o! #usinesses and the societies within which they are #asedG C<; #roadly represents the

relationship #etween a company and the wider community within which the company operates. It is recognition

on the part o! the #usiness that !or pro!it entities do not e2ist in a vacuum, and that a large part o! any success

they en/oy is as much due to the conte2t in which they operate as !actors internal to the company alone.

Charles Fandy maes a convincing and logical argument !or the purpose o! a #usiness laying #eyond the goals

o! ma2imi8ing pro!it and satis!ying shareholders a#ove all other staeholders in an organi8ationG

12



The purposes o! a #usinessS.is not to mae a pro!it, !ull stop. It is to mae a pro!it so that the #usiness can do

something more or #etter. That somethingJ #ecomes the real /usti!ication !or the #usinessS.It is a moral issue.

To mistae the means !or the end is to #e turned in on onesel!, which <aint >ugustine called one o! the greatest

sinsS.It is salutary to as a#out any organi8ation, I! it did not e2ist, would we invent itQJ nly i! it could do

something #etter or more use!ul than anyone elseJ would have to #e the answer, and pro!it would #e the meansto that larger end.

>dvocates o! C<; #elieve that, in general, the goal o! any economic system should #e to !urther the general

social wel!are. In advanced economies, the purpose o! #usiness should e2tend #eyond the ma2imi8ation o!

e!!iciency and pro!it. Increasingly, society e2pects #usinesses to have an o#ligation to the society in which they

are located, to the people they employ, and their customers, #eyond their traditional #ottom6line and narrow

shareholder concerns. >t a minimum, #usinesses operating in a community #ene!it !rom the in!rastructure o! that

community +tangi#le, practical elements such as the roads, other transport in!rastructure, the police, !ire6!ighters

etc as well as more intangi#le #ene!its, such as a sa!e or clean environment.

Aut, in most cases, #usinesses also draw their most important resource, its employees, largely !rom the local

community. >ny #usiness will #e more success!ul i! it employs a well6educated wor!orce that can attend good

hospitals i! they #ecome sic, and who have grown up in a positive environment. This is not to mention

consumers, also o!ten mem#ers o! the local community, without whom no #usiness could survive. C<;

advocates point out that no organi8ation e2ists in isolation. They #elieve that #usinesses, without e2ception, have

an o#ligation to on tri#ute as well as draw !rom the community, on which they rely so heavily.

An e&ono;i& ar)u;en! "or C4R

>n economic argument in !avor o! C<; can also #e made. It is an argument o! economic sel!6interestRthat there

are very real economic #ene!its to #usinesses pursuing a C<; strategyRand is designed to persuade those

#usiness managers who are not persuaded #y the moral case. Proponents o! this argument #elieve that C<;

represents a holistic approach to #usiness.

There!ore, an e!!ective C<; policy will in!use all aspects o! operations. They #elieve the actions corporations

tae today to incorporate C<; throughout the organi8ation represent a real point o! di!!erentiation and

competitive maret advantage on which !uture success can hingeG C<; is an argument o! economic sel!6interest

!or a #usiness. In todays #rand6driven marets, C<; is a means o! matching corporate operations with

staeholder values and demands, at a time when these parameters can change rapidly. ne e2ample is a

companys customersG C<; adds value #ecause it allows companies to #etter re!lect the values o! this important

constituent #ase that the company aims to serve.

13



W#a! usiness areas +oes C4R &o-er

C<; covers all aspects o! a #usiness day6to6day operations. @verything an organi8ation does in some way

interacts with one or more o! its staeholder groups, and companies today need to

Auild a watertight #rand with respect to all staeholders. $hether as an employer, producer, #uyer, supplier, or

investment, the attractiveness and success o! a company today is directly lined to the strength o! its #rand. C<;

a!!ects all aspects o! all operations within a corporation #ecause o! the need to consider the needs o! all

constituent groups. @ach area #uilds on all the others to create a composite o! the corporation +its #rand in the

eyes o! all staeholder groups.

F Cor%ora!e governance

Transparency is the ey to encouraging trust in the managers selected to run a company on #ehal! o! the

shareholders. It is also vital to maintaining con!idence within other staeholder

:roup and the general pu#lic. The issues o! accurate !inancial statements, e2ecutive compensation, and

independent oversight, have #ecome particularly sensitive and important !or

F Patriotism

>n issue such as patriotism is #y de!inition su#/ective, #ut has risen in importance in the K.<. !ollowing the

<eptem#er 11, %&&1 terrorist attacs. > good e2ample o! an issue that !alls into this category is the trend today o!

companies attempting to avoid paying corporation ta2, some even going to the lengths o! incorporating o!!6shore

+particularly Aermuda, even though company head0uarters and the ma/ority o! worers are #ased in the K.<G

>ccording to a recent Farvard Kniversity study, K.<. companies avoided paying ta2 on nearly )&& #illion in

income in 1994. S In 19(&, companies and individuals each paid a#out hal! the !ederal income ta2 collected

now the companies pay 1).7 and

Individuals 4.).

F Fair trade

Companies in particular industries have !elt pressured to pay a !air price !or the goods they purchase, over anda#ove the maret6driven price, directly to the producer. This is particularly

The case in many !ood industries, where world maret prices may well have decreased over time, while costs

have either remained the same or increasedG

14



Today, with suppliers at small !armer cooperatives in Peru, *e2ico, and <umatra, :reen *ountain pays "air

Trade prices !or co!!ee #eans 66 not the maret price o! %( to 5& cents

Per pound, #ut a minimum o! 1.% per pound !or conventional co!!ee and 1.(1 !or organically grown. In %&&%

these "air Trade purchases represented 4 percent o! sales.

:reen *ountain also has a !arm directJ program that cuts out middlemen to deliver higher prices to !armers

;oughly a 0uarter o! its co!!ee purchases are !arm direct.

F Diversity

The %&&& Census data has revealed that the ethnic mae6up o! the K.<. is changing rapidly. rgani8ations need

to adapt their traditional structures and mind6sets, which prevent companies

"rom mareting products e!!ectively to signi!icant segments within the maretG

'atinos are now the largest minority in the K.<., maing up 1) percent o! the overall K.<. populationRa 54

percent increase !rom 199&. >s #lac, >sian, and Paci!ic Islander populations also e2perience strong growth

rates, whites are steadily heading toward minority status. >lready in Cali!ornia, New *e2ico, Fawaii and the

?istrict o! Colum#ia, the ma/ority o! residents are non6white. Thats also true in (4 o! the nations 1&& largest

cities.

C4R G &or%ora!e ran+s

Arands today are one o! the ey !ocal points o! corporate success. Companies try to esta#lish popular #rands in

consumer minds #ecause it increases leverage, which is directly re!lected in sales and revenue. >ll aspects o! a

companys operations today !eed into helping #uild the corporate #rand. Crucial is how a #rand is perceived #y

all staeholders.

Three #ene!its in particular indicate the positive value !or a company in striving to remain in tune with the

community within which it is #ased #y implementing a strong C<; policyG

U Posi!i-e ;ar=e!in)(ran+>uil+in) H AP

AP, with a %&& million re6#randing e2ercise, has e!!ectively re6positioned itsel! as the most environmentallysound and socially responsi#le o! the e2traction companies. The company stands in star contrast today with

@22on *o#il that !aces on6going N:

15



+Non6:overnmental rgani8ation attacs, consumer #oycotts, and activist6led litigation #ecause o! its decision

to !ight the environmental movement, and its !ailure to recogni8e

U Bran+ insuran&e H NIE@

NIE@ has emerged as one o! the most progressive glo#al corporations in terms o! C<; #ecause it has learned

!rom its past mistaes and attacs #y N:s. >s one o! the !irst corporations to have a ice6President !or

Corporate ;esponsi#ility and to pu#lish an annual C<; ;eport, the company has done a lot to mitigate pu#lic

opinion, esta#lish its

Arand as representative o! a much more committed corporate citi8en, and insure itsel! against any repeat o! the

consumer #oycotts it !aced in the mid6199&s.

U Crisis ;ana)e;en! H -ohnson -ohnson

-ohnson -ohnsons transparent handling o! the crisis !acing its Tylenol #rand in 194% is widely heralded as the

model case in the area o! crisis management. -- went !ar and a#ove what had previously #een e2pected o!

corporations in such situations, instigating a 1&& million re6call o! )1 million #ottles o! the drug !ollowing a

suspected poisoningDproduct tampering incident. In acting in the way it did, -- saved the Tylenol

Arand, ena#ling it to remain a strong revenue earner !or the company to this day.

:iven the large amount o! time, money and e!!ort companies invest in their #randsM a good C<; policy is an

e!!ective means o! protecting that investment and ma2imi8ing its impact.

W#' is C4R i;%or!an!

C<; is an important #usiness strategy #ecause, wherever possi#le, consumers want to #uy products !rom

companies they trustM suppliers want to !orm #usiness partnerships with companies they can rely onM employees

want to wor !or companies they respectM and N:s, increasingly, want to wor together with companies

seeing !easi#le solutions and innovations in areas o! common concern. <atis!ying each o! these staeholder

groups allows companies to ma2imi8e their commitment to another important staeholder groupRtheir

investors, who #ene!it most when the needs o! these other staeholder groups are #eing metG

I honestly #elieve that the winning companies o! this century will #e those who prove with their actions that they

can #e pro!ita#le and increase social valueRcompanies that

16



#oth do well and do goodS.Increasingly, shareowners, customers, partners and employees are going to vote

with their !eetRrewarding those companies that !uel <ocial change through #usiness. This is simply the new

reality o! #usinessRone that we should and must em#race.

The #usinesses most liely to succeed in the glo#ali8ing world will #e those #est a#le to com#ine the o!ten

con!licting interests o! its multiple staeholders, and incorporate a wider spectrum o!

opinions and values within the decision6maing process and o#/ectives o! the organi8ation. 'i!estyle #rand

!irms, in particular, need to live the ideals they convey to their consumersG

The %1st century will #e the century o! the social sector organi8ation. The more economy, money, and

in!ormation #ecome glo#al, the more community will matter.

W#' is C4R rele-an! !o+a'

C<; as a strategy is #ecoming increasingly important !or #usinesses today #ecause o! three identi!ia#le trendsG

U C#an)in) so&ial e*%e&!a!ions

Consumers and society in general e2pect more !rom the companies whose products they #uy. This sense has

increased in the light o! recent corporate scandals, which reduced pu#lic trust o! corporations, and reduced

pu#lic con!idence in the a#ility o! regulatory #odies and organi8ations to control corporate e2cess.

U In&reasin) a""luen&e

This is true within developed nations, #ut also in comparison to developing nations. >!!luent consumers can

a!!ord to pic and choose the products they #uy. > society in need o! wor and inward investment is less liely

to en!orce strict regulations and penali8e organi8ations that might tae their #usiness and money elsewhere.

U $loali?a!ion

The growing in!luence o! the media sees any mistaes #y companies #rought immediately to the attention o!

the pu#lic. In addition, the Internet !uels communication among lie6minded groups and consumersR

empowering them to spread their message, while giving them the means to co6ordinate collective action +i.e. a

product #oycott.

These three trends com#ine with the growing importance o! #rands and #rand value to corporate success

+particularly li!estyle #rands to produce a shi!t in the relationship #etween corporation and consumer, in

particular, and #etween corporation and all staeholder groups, in general.

17



The result o! this mi2 is that consumers today are #etter in!ormed and !eel more empowered to put their #elie!s

into action. "rom the corporate point o! view, the maret parameters within which companies must operate are

increasingly #eing shaped #y #ottom6up, grassroots campaigns. N:s and consumer activists are !eeding, and

o!ten driving, this changing relationship #etween consumer and company.

C<; is particularly important within a glo#ali8ing world #ecause o! the way #rands are #uiltRon perceptions

ideals and concepts that usually appeal to higher values. C<; is a means o! matching corporate operations with

staeholder values and demands, at a time when these values and demands are constantly evolving.

C<; can there!ore #est #e descri#ed as a total approach to #usiness. C<; creeps into all aspects o! operations.

'ie 0uality, it is something that you now when you see it. It is something that #usinesses today should #e

genuinely and wholeheartedly committed to. The dangers o! ignoring C<; are too dangerous when it is

remem#ered how important #rands are to overall company valueM how di!!icult it is to #uild #rand strengthM yet

how easy it can #e to lose #rand dominance.

C<; is, there!ore, also something that a company should try and get right in implementation.

C4R I;%le;en!a!ion

• <ocial o#ligation has two !acets6 1 to whom the #usiness is accounta#le and % the #usiness

responsi#ility to society.

• The 1st relate to the accounta#ility o! #usiness to its owner, employees, government and consumer

This accounta#ility or responsi#ility H Corporate >ccounta#ility

Cor%ora!e A&&oun!aili!' !o<ar+s

E;%lo'ees>

;esponsi#ility towards employees is in the !orm o! /ust selection, training, promotion, and !air wages

leveling out variation in employment, com!orta#le woring conditions, sa!ety and health, social measures

scope !or initiation, and advancement, participative management, worers education and lie.

Consu;er

It includes producing and supplying 0uality goods at reasona#le price, avoiding caution o! arti!icia

scarcities, revealing truth in advertisement and la#els, eeping us the delivery schedules, providing prompt

a!ter sales services, preventi9ng !ormation o! monopolies with the intention o! e2ploiting customers, and

guaranteeing the #ase a#out the li!e time per!ormance and products.

18



$o-ern;en!

It includes responsi#ility complying with all legal re0uirements, paying ta2es honestly, e2ecuting

government contracts, and maing services o! e2ecutives availa#le !or government, deducting income ta2

and amount to #e invested in national saving certi!icate +N<C !rom wages and salaries o! employees and

acting as a willing partner with government in pursuit o! pu#lic wel!are.

O<ners

Corporate accounta#ility towards owners includes areas such as managing the #usiness pro!ita#ly, ensuring

!are and regular return on capital employed, guaranteeing capital appreciation and consolidating !inancial

position o! the #usiness so that it can withstand !luctuating !ortunes so common in #usiness.

Co;;on C#ara&!eris!i&s o" 4o&iall' Res%onsile ir;s

• Initially !ounded #y !ar sited people who visi#ly set the !irms moral tone.

• <tuc to the #asics and produce only high 0uality goods and services !or speci!ic maret niches.

• ?evelop the pu#lic image that emphasi8e their commitment to 0uality and o!ten used non6traditional

means to promote it.

• "irmly practiced, the dual principals o! sel! management and decentrali8ation.

• Arought in outside people to provide needed talent

• @ncouraged all employees to #ecome part o! the shared mission through !ull worer participation in

decision.

• !!ered donation in cash or services to people in need o! help.

• Constantly loo at the !uture #ut always pay attention to the past.

2.2 C4R ACTIVITIE4 BY NTPC L!+.5 RIHAN, NA$AR

Ba&=)roun+

NTPC ;ihand #eing isolated place. The topographically and geographically area o! NTPC ;ihand and

surrounding are hilly, rocy, undulated and covered with vegetation and soil !ertility inde2 is also very low.. The

populations o! surrounding are also very poor and scattered in thinly populated hamlets. There are illiteracy, lac

o! health in!rastructure, transport !acilities and other #asic amenities. *oreover, our power station is situated in

?istt. <oneAhadra +KP #ut our *:; railway trac is passing through si2teen villages o! Tehsil <ingraulli, ?istt

<iddhi +*P. >ccordingly, we have to carry out C<;6C? activities in #oth the states i.e. KP and *P area.

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RE4ETTLEMENT G REHABILITATION POLICY O RIHAN,

U NTPC was the !irst P<K to have a comprehensive ;; policy !or its pro/ects in *ay 199) and since

then it is under implementation. ver the years NTPC went through a phase o! gaining e2periences and

learning3s in dealing with ;; issues and therea!ter !inali8ed the NTPC ;; Policy %&&5 which is on

higher norms with the National Policy on ;; +NP;; H %&&) o! the :ovt. o! India.

U The #asic principle and strategy adopted in this policy is to avoid ac0uisition o! agricultural land and

homestead to the e2tent possi#le and assist the a!!ected persons to improve or at least regain their

previous standard o! living.

U >s compared to previous policy 199), this policy has the emphasis on '"' +'and !or 'and option o

reha#ilitation. Provision o! one time ;: +;eha#ilitation :rant !or reha#ilitation and resettlement has

#een providedM the detail remains as per the ;>P +;eha#ilitation >ction Plan o! the respective pro/ect.

U ;>P #udget will #e part o! the capital #udget o! the pro/ect.

a&ili!ies

The !ollowing economic opportunities include pre!erence to a!!ected persons in the pro/ect and township areas

#othG

1. @mployment with contracting agencies.

%. >llotment o! shops D ioss.

). >ward o! petty contracts.

(. ehicle hiring.

5. PC D Internet ios.. Newspaper vending.

7. endor permit.

4. Courier service.

9. >ny other opportunity

E,UCATION

INT@''I:@NC@ P'K< CF>;>CT@;6I< TF@ :>' " T;K@ @?KC>TINJ

>lthough there are (4&& num#er o! students enrolled in 11 <chools managed #y @6IC@s namely Chetna,

*alviya *ission, ?iamond Clu#, artia *ahila *andal, :ram Panchayat Ai/pur, ?odahar and <irsotti. The

schools are #eing managed success!ully as we have provided re0uired in!rastructure !or the schools and

20



supply o! power in reha#ilitation colonies and Ai/pur maret. >s there is no power supply

networ #y KP Power Corporation in these areas .<ince we have got license !or distri#ution o!

power supply, we may e2tend this !acility in le!t over area also.

• <ince there is wastage o! rain water in surrounding areas, we have to tae up some initiatives

lie rain water harvesting pro/ect !or enhancing irrigation potential and water !or vet naryanimals.

• $e have also installed one <olar power pro/ect at illage -arha HChetwa and a Aio6mass pro/ect

at village Piprahar #ut installation o! hydel power pro/ect !rom our discharge channel could #e

conducive to cater the need o! power supply in near#y areas.

• <ince we have to ac0uire a#out 5&& acre o! land in -heelo6 Parvatva and -heelo 6Ehamariya !or

ash disposal, we have to tae C<;6C? activities in surrounding areas !or gaining the con!idence

o! local people.

• NT! "ihand Trust# In our opinion, a NTPC ;ihand C<; Trust may #e constituted and may #e

a!!iliated with NTPC !oundation !or getting !unds !or miscellaneous C<; in!rastructure !acilities

together with rural development wors.

VOCATIONAL TRAININ$

>'' P;:;@<< I< A><@? N TF@ KNI@;<>' INN>T@ ?@<I;@ " >'' ;:>NI<*< T 'I@

A@ON? TF@I; INC*@J

The C<;6C? policy o! ;ihand intends to !acilitate the unemployed people in and around the pro/ect, in sel!6employment through co6operativesDsel!6help groups. The program may include provision !or the ena#ling

mechanism such as #acward linage lie tying up the input resource !orward linage lie mareting etc.

The training program in ;ihand includesG6

• *asala maing

• >tta chai.

INITIATIVE OR ,I4ABLE,

CF>''@N:@< *>E@< 'I"@ INT@;@<TIN:, @;C*IN: TF@* *>E@< IT *@>NIN:"K'J

22



The C<;6C? policy o! ;ihand intends to undertae community development in the neigh#orhood area o!

operation station with particular !ocus on disa#led persons. it also !acilitate the disa#led persons in improving the

economic condition #y giving employment opportunities.

O:e&!i-e

*any governmental, non6governmental and voluntary agencies are woring !or the Cause o! PCPs and are

empowering them through provision o! !ormal education and ocational training. Fowever, even a!ter getting so

empowered, there is serious dearth o! <ustaina#le economic and employment opportunities. NTPC has proposed

to ena#le such @mpowered and capa#le PCPs to #ecome economically sel! reliant through supporting speci!ic

targeted schemes. These schemes will !ocus on creating employment opportunity !or PCPs. In case o! group D

cooperative, the scheme may !ocus on sustaina#le sel!6employment and income generating schemes.

2.3 NTPC’s MEMBER SHIP TO DIFFERENT CSR-GROUP

$loal Co;%a&!

In order to promote Corporate <ocial ;esponsi#ility and citi8enship in the new glo#al maretplace, KN

<ecretary :eneral, *r. Eo!i >nnan !irst proposed the :lo#al Compact at ?avison -an399. It was thus created to

help organi8ations rede!ine their srategies and course o! actions so that all people can share the #ene!its o!

glo#ali8ation, not /ust a !ortunate !ew.

The :lo#al Compacts operational phase was launched at KN Fead0uarters in New Oor on % -uly %&&&.and

has since then !ocused its e!!orts on achieving practical results and !ostering the engagement o! #usiness leaders

in the direction.

Through the power o! collective action, the :lo#al Compact sees to promote responsi#le corporate citi8enship

so that #usiness can #e part o! the solution to the challenges o! glo#ali8ation. In this way, the private sector H in

partnership with other social actors H can help reali8e the <ecretary6:enerals visionG a more sustaina#le and

inclusive glo#al economy.

Par!i&i%a!ion ' NTPC

?ue to eenness o! KN that this movement taes root in India, some #usiness leaders too the initiative and

organi8ed a meeting o! select #usiness leaders in *um#ai in ?ec3 %&&&. NTPC as a prominent #usiness and

23



The !oundation under its um#rella will #e initiating and carrying out income generation schemes !or physically

challenged persons #asically with the aim to create sustaina#le sel! employment opportunities and sills so that

they can #ecome economically sel! reliant The category o! physically challenged persons !or these schemes

include the visually impaired and the hearing impaired persons only.

In+ia Par!ners#i% oru;

The India Partnership "orum +IP" is a /oint initiative o! KN?P India and the Con!ederation o! Indian Industry

which sees to promote multi6staeholder dialogue on Corporate <ocial ;esponsi#ility issues and a common

understanding o! good corporate citi8enship particularly through evolution o! a common code. The "orum also

sees to promote and pilot new and innovative initiatives in corporate partnership !or development. > multi6

disciplinary :overning Aoard guides the "orum launched #y the KN?P >dministrator along with the President,

CII in "e#ruary %&&1 at New ?elhi. > ey development accompanying the launch o! the "orum was adoption o!

the <ocial Code !or Ausiness.

T#e ;ain o:e&!i-es o" !#e In+ia Par!ners#i% oru; are !o

Auild a 3shared social vision3 on the role and responsi#ilities o! #usiness in developmentM provide a plat!orm to

!acilitate multi6staeholder +#usiness, civil society organi8ations, :overnment and International rgani8ations

dialogue on various issues pertaining to C<; including policy issues with regard to creation o! an ena#ling

environmentM Auild 3social capital3 and promote conceptuali8ation and implementation o! #usiness civil society

partnership initiatives with the least advantaged groups, andM Institutionali8e KN interaction with the private

sector

In+ia Par!ners#i% oru; o&us Areas

>doption and perationalisation o! <ocial Code

"ormulation o! Corporate <ocial Policy

<upport to pu#lic policy measures on C<;

*ainstreaming C<; education in Ausiness <chools

Capacity Auilding !or Community ?evelopment

Capacity Auilding on <ustaina#le ;eporting Processes and Indices

Auilding Enowledge Aase on C<;

25



Thematic partnerships under the KN?P

2.@ 4!a=e#ol+er En)a)e;en!

NTPC has always encouraged #elie! in democratic and Participatory practices in all its development initiatives

Peoples participation is one o! the most important aspects o! #uilding strong and sel! independent communities

<taeholders must have an e0ual share in development, this is the driving !orce #ehind all the community

development initiatives at NTPC. <uch initiatives include

Nee+ Assess;en! 4ur-e' ne ma/or area o! community participation is through Need >ssessment <urvey. It is

carried out !or the communities in the neigh#orhood o! NTPC stations !rom time to time. The aim is to correctly

identi!y the developmental needs o! the community with their involvement and come up with a plan o!

intervention !or them. It is a proper structured !ormat which comprehensively descri#es the di!!erent needs o! the

community people. It also #rings into light those needs which are not so commonly perceived or can #e missed.

T#e Villa)e +e-elo%;en! A+-isor' Co;;i!!ee 8V,AC9The illage development Committee e2ists at all the

stations o! NTPC. This comprises o! representatives !rom the district administration, local authorities, Panchayat

N:s, local communities and the NTPC. The Need >ssessment survey serves as a #asis !or maing

developmental plans and the activities are then prioriti8ed in consultation with the?>C. Thus this committee is

closely involved in the planning and implementation o! the developmental initiatives.

E;%lo'ee Volun!eerin)

olunteering #y the employee and their !amily mem#ers is a regular !eature at NTPC. It #elieves that every

employee has the capacity to contri#ute towards society. <ince the concept o! C<; is very dynamic and

constantly involving, new ideas !rom the employees come as a #ree8e o! !resh air and contri#ute a lot towards

various initiatives.

26



>t all the pro/ect sites o! NTPC the employees are encouraged to !orm oluntary rgani8ations re!erred to as

@IC@ +@mployee oluntary rgani8ations !or Initiatives in Community ?evelopment. There are %5 such

organi8ations in %& stations. They carry out a lot o! development activities in the villages that surround the

pro/ect sites. It provides with ample opportunities !or olunteering #y the employees. These organi8ations are

very active at all the pro/ect sites and carry out various activities lie awareness programmes on various issueslie FI H>ids, nutritional awareness, promotion o! rural sports, providing scholarships, advocacy etc

Inauguration o! "amily Planning Camp #y mem#ers o! @IC@

The !amily mem#ers o! the NTPC employees also contri#ute actively in the developmental initiatives at plant

sites. '>?I@< C'KA is an esta#lished !eature at all the pro/ect sites which comprises o! the !amily mem#ers

o! the employees at pro/ect sites.

The clu# carries out activities lie ?istri#ution o! $heelchairs to physically challenged people, distri#uting

#lanets to needy people, distri#uting things lie !ood pacets, um#rellas etc to people o! other #acward

classes. Aoos, stationery items etc are distri#uted to schools on a regular #asis. @ducation Centre at some

stations are #eing run #y the 'adies Clu#. >ctive involvement o! ladies clu# in developmental activities is an

important !eature in NTPC.

27



➢ Per&ei-e+ le-el o! #ene!it is measured #y 0uestions num#ered H 5 K5 1/5 115 1@5 10 an+ 1K.

➢ el! le-el o! #ene!it is measured #y 0uestions num#ered H 15 25 35 @5 175 1 an+ 1.

➢ A&!ual le-el o! #ene!it is measured #y 0uestions num#ered H 75 05 5 125 13 an+ 2/.

O-erall ra!in) o" !#e or)ani?a!ion ' ues!ion nu;er 21.

3.3 4AMPLIN$

Ran+o; sa;%lin) method was used.

,e;o)ra%#' people o! all age were selected on random #asis. It was ensured that respondent is aware a#out

the NTPC ;IF>N?, and must also #e a#le to read and write +literate.

3.@ PROCE,URE

1. > speci!ically structured 0uestionnaire was !illed in #y the researcher with consultation o! the

respondent. The respondent were well communicated the meaning o! each o! the %1 0uestions o! the

0uestionnaire named NTPC RIHAN, E BARE MEIN 4AMADIC BO,H 4ARVE4HANJ.

2. nly responses, o! those respondents were included !or the purpose o! data analysis and conclusion, who

were having nowledge a#out NTPC ;IF>N?, and its C<; >ctivities.

3.7 ,ATA 4OURCE4

?ata in the study is o! two typesG

➢ Pri;ar' +a!a the data collected !rom villagers through the 0uestionnaire.

➢ 4e&on+ar' +a!a the data collected !rom G

Ma)a?ines

• O""i&ial re&or+s o" NTPC RIHAN,

3. ,ATA TABULATION AN, ANALY4I4

➢ *aster ta#le o! !re0uency distri#ution was prepared and then was divided into !ractions according to

o#/ectives.

➢ <imple percentage !re0uency distri#ution pie6chart was drawn, and conclusions were drawn.

➢ "or convenience !ive point scale was restructured in two point scale.

29



RE4ULT The standard o! living o! people o! Ai/pur has actually improved due to C<; >ctivities o! NTPC

;IF>N?. The signi!icance di!!erence #etween responses o! two villages at distance ,does e2ist.

4.4OBDECTIVE@ To;easure !#e o-erall ra!in) o" NTPC RIHAN, as 4o&iall' Res%onsile

Or)ani?a!ion.

CHART @[email protected]

RE4ULT *a/ority o! respondent view NTPC ;IF>N? as socially responsi#le !irm. Total 54 responded that

the organi8ation is socially responsi#le, only (% responded it as not woring !or society.

CHART @[email protected]

33



RE4ULT *ore people see NTPC ;IF>N?, as socially responsi#le !irm, in Ai/pur as compared to respondents

o! Piprahar.

CHAPER 7

CONCLU4ION

➢ The villagers have #ene!ited through additional means o! livelihood

➢ There have a high level o! nowledge a#out NTPC ;IF>N?s C<; >ctivities, in the society around it.

➢ 'evel o! perception is high, in particular Ai/pur, a near#y village +only 1.m. ,rather in Piprahar, a !ar

away village, +7 .m. !rom NTPC ;IF>N?.

➢ 'evel o! !elt #ene!it is high , in particular Ai/pur, a near#y village +only 1.m. ,rather in Piprahar, a !ar

away village, +7 .m. !rom NTPC ;IF>N?.

➢ Aene!it provided #y NTPC ;IF>N? is actually high , in particular Ai/pur, a near#y village +only 1.m.

,rather in Piprahar, a !ar away village, +7 .m. !rom NTPC ;IF>N?.

34



CHAPTER

Bilio)ra%#'

BOO4

• Francis C : Business Environment

• Aswata!!a ". : Essentia#s o$ Business Environment

• %att &. ' (un)aram ".*.+. : ,n)ian Econom-

• A)iar- +. : Economics Environment o$ Business

In!erne!

• $e#6site o! NTPC 'td.

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• :oogel.com

• $iipidia.org

W

CHATER 0

36

13452352 project on csrntpc aa

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