Human Resources


To enable our people to be a family of committed world class professionals, making NCL a learning organisation.

At NCL, 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 24,546 Employees at NTPC. Competence building, Commitment building, Culture building and Systems building are the four pillars on which our HR systems are based.

  • To provide every employee an opportunity learn to wipe out performance gaps.
  • To organize need based Management Development Programmes for Executives and Supervisor.
  • To develop training/reference materials and to organize special programmeson new equipment for all levels of personnel.

Strategy


The massive intake of highly sophisticated equipment necessitated manifold training and developmental activities for the transfer of technology. The strategy adopted by the company is as under:

  • Human Resources are utilized to the optimum level.
  • Identification of the areas of economic activities that are seriously handicapped due to shortage of Technical, Professional and Skilled Manpower.
  • Training and continuing education of Critical Manpower.
  • Computerization at Corporate and Mine level for all operations.
Industrial Relations

The industrial relations at NCL have been very congenial throughout the past successive years. Employees' representatives take active participation in operational matters, health & hygiene, welfare matters etc. through forums such as joint consultative committee, safety committee, welfare board, community development committee, sports control board, employee benevolent fund committee and core group. The participative style of management facilitates amicable settlement of disputes & grievances.

Manpower

NCL has recognized the human resource development as a key function and has adopted corporate policy towards its development. With the introduction of highly sophisticated earth moving machines, the operators' maintenance crew and front line managers have become the most critical human capital for achieving the corporate goals.

Manpower Status
As On Date Executive Supervisor High Skilled Skilled Semi Skilled Unskilled Ministerial TOTAL
31.3.2000 1424 1750 3992 3920 3749 1094 1313 17242
31.3.2001 1408 1744 4028 4124 3682 865 1315 17166
31.3.2002 1410 1732 4212 4004 3661 889 1304 17212
31.3.2003 1436 1910 4437 3684 3749 746 1316 17278
31.3.2004 1444 1849 4513 3686 3774 684 1309 17292
31.3.2005 1431 1939 4534 3703 3576 637 1248 17174
31.3.2006 1382 1943 4673 3823 3143 677 1273 16914
31.3.2007 1371 1941 4676 3653 3125 706 1254 16726
31.3.2008 1376 1892 4685 3586 3146 776 1236 16697
31.3.2009 1330 1920 4575 3709 3035 672 1209 16450
31.3.2010 1294 1902 4814 3543 2982 642 1196 16373
31.3.2011 1710 1608 4935 3355 2753 682 1166 16209
31.3.2012 1746 2011 4630 3299 2745 775 1123 16329
31.1.2013 1827 2092 4607 3202 2554 786 1096 16164
31.3.2013 1832 2105 4640 3174 2428 796 1098 16073
31.3.2014 1771 1667 4780 3455 3179 832 1057 16741
30.4.2014 1765 1667 4652 3561 3187 809 1055 16696
31.5.2014 1764 1665 4680 3519 3171 804 1051 16654
30.6.2014 1760 1653 4654 3515 3166 809 1049 16606
31.7.2014 1756 1649 4615 3554 3079 782 1113 16548
31.8.2014 1788 1637 4636 3493 3055 781 1125 16515
30.9.2014 1799 1629 4661 3582 2894 779 1123 16467
Training & Development

Its central institute, known as Central Excavation Training Institute (CETI) at Singrauli, provides major training interventions at NCL. It caters to the training/skill up gradation needs of operators, supervisors and front line managers. The major activities of CETI is as under

Basic Course
  • Dumper Operation (85T/100T) Simulator training.
  • Shovel Operation.
  • Dozer Operation
  • Drill Operation
Refresher Course
  • Dumper operation on simulator.
  • Shovel Operation.
  • Dozer Operation.
  • Drill Operation.
  • HEMM Electrician.
OEM's Training Programme
  • Maintenance of BH-100T Dumper by L&T
  • Maintenance of BH-100T Dumper by BEML.
  • Maintenance of BH-85T Dumper by BEML.
  • Maintenance of CAT777 Dumper by GMMCO.
  • Maintenance of D-355A Dozer by BEML.
  • Maintenance of D-475A Dozer by L&T.
  • Maintenance of ReCp 650/750 Drill by REL.
  • Maintenance of IDM70/DMH-311 Drill Atlas Copco.
  • Maintenance of P&H Shovel by Joy Global.
Supervisory Development Programme
  • Technical development programme for Excavation.
  • Technical development programme for E&M.
  • Safety management for Supervisior.
  • Supervisory development programme for all discipline.
  • Structural training for Front line sup. programme.
  • Workman's inspector orientation programme.
Others Programme
  • Computer Awareness Programme for Executives and Non-Executives.
  • Vigilance Awareness.
  • Professional Dev.Prg.MT (Exv).
  • Executive Dev. Prg. (Management).
  • Finance for non Finance.
  • Programmer for Domestic Enquiry/RTI Act.
  • Creativity Problem Solving/Emotional Intelligence Leadership development.
  • Awareness of IMS & SA 800.
  • Rajbhasha Karyashala.
  • Seminar/Workshop/Conference.
  • Literacy drive for workers.
  • Progammer for retiring executives.
  • Programmer for retiring Supervisors/Worker.
  • Coaching class for IInd class mine Manager.
  • Practical Orientation Pro. For MT(X).
  • Training for ITI newly joined trainees.
 
Target and Achievement of Training & Development of employees through in-house programs in last five year.
  Category Of Training  Target Vs. Achievement No. Of Participants
2010-11 2011-12 2012-13 2013-14 2014-15
As On Sept'14
Executives Target 250 400 350 350 200
Achievement 530 597 715 830 246
Supervisors Target 400 400 200 200 120
Achievement 296 703 259 435 191
Workers Target 800 850 1100 1100 625
Achievement 956 1025 954 1311 1124
Total   Target 1450 1650 1650 1650 945
Achievement 1742 2325 1928 2576 1561