Chapter-1

Executive Summary
1.1 Introduction 1.2 Objective of Research 1.3 Research Methodology 1.4 Findings 1.5 Suggestions 1.6 Conclusion

CHAPTER-1
EXECUTIVE SUMMARY
1.1 INTRODUCTION
The core business of TATA Power Company is to generate, transmit and distribute electricity. The Company operates in two business segments: Power and Other. The power segment is engaged in generation, transmission and distribution of electricity. The other segment includes electronic equipment, broadband services, and project consultancy and oil exploration. TPC recognizes the need to have a technologically proficient and business oriented human resource to successfully address the challenges and growth opportunities. Every organization needs to have well-trained and experienced people to perform the activities. Training and development refer to the importing of specific skills, abilities and knowledge to an employee.

1.2

OBJECTIVE OF RESEARCH

The project includes a detail study of the Employee Training & Development Programs conducted in Tata Power. This does a study on the Training Process, i.e. how the Training Program is conducted in Tata Power. The project includes the study of the different types of Training Programs conducted &also to whom the Training is given.

The project also includes the detail study of the effectiveness of the Training Programmes conducted in Tata Power. Training is considered successful only if the desired outcome is achieved. Therefore it is necessary to measure the effectiveness at Tata Power Company is done through Kirkpatrick Evaluation Model. 1. A study of the Training Process conducted in Tata Power. 2. A study of the different types of Training Programmes conducted in Tata Power. 3. A thorough understanding of the training effectiveness process of the company. 4. Evaluating the effectiveness of Training 5. Suggestions to improve the existing procedure and hence improve the effectiveness of the Training Programme.

1.3

RESEARCH METHODOLOGY

Primary Data Primary data is collected mainly through questionnaire which is sent to the trainees. Secondary Data Secondary Data is collected mainly through existing data available in the company records. Questionnaire type An open-ended questionnaire is sent to the managing staff through email. There are 10 questions regarding each training proramme. For every question 4 options are there, Strongly Disagree, Disagree, Agree, Strongly Agree. According to that they have to give marking 4,3,2,1. Sampling Size
3

A Sample size of 25 employees is selected from each training programme conducted.

1.4 FINDINGS
1. Training is conducted very effectively at TATA Power. TEI is found as around82% against the targeted 80%. 2. Gaps in existing Training Procedure

1.5 SUGGESTIONS
1. Introduction of Training in Intranet 2. Competency Based Approach to Training Needs Analysis.

1.6 CONCLUSION
Training is conducted very effectively in Tata Power. The Training Effectiveness Index up to September05 is around 82% against the targeted 80%. Using WBT Technology training will be most effective. In such a case, the training is carefully selected and it ensures that it meets the needs of TATA Power. With some initial effort of planning, TATA Power can create a useful and relevant process for assessing employees and jobs in order to pinpoint development needs.

CHAPTER-2
REASON FOR SELECTION OF THE TOPIC
In todays era of competitive market, there are many manufactures for the same product. To ensure the named position in the market the organization needs to improve the quality of the product and provide the best quality product to the customers at the cheapest rates. This will result in more sales, more sales means more profit. To achieve this strategy, the organization has to train and develop its most valuable resource i.e. Human Resource. Only a well-trained human resource can introduce quality products. In view of the above, I have decided to study the Training and Developmentactivities in an organization which will help me to work in the HR field and contribute my best efforts in the organization where Ill be working in the future. The project includes a detail study of the Employee Training & Development Programs conducted in Tata Power. This does a study on the Training Process, i.e. how the Training Program is conducted in Tata Power. The project includes the study of the different types of Training Programs conducted & also to whom the Training is given.

The project also includes the detail study of the effectiveness of the Training Programmes conducted in Tata Power. Training is considered successful only if the desired outcome is achieved. Therefore it is necessary to measure the effectiveness at Tata Power Company is done through Kirkpatrick Evaluation Model.

Chapter-3 Company Profile

3.1 Introduction to TATA Group 3.2 TATA Values
6

3.3 TATA Power in Profile 3.4 Corporate Vision 3.5 Organizational Profile 3.6 Organizational Structure 3.7 Work Force 3.8 Location of Power 3.9 Thermal Power Plants 3.10 Key Market Segments 3.11 Key Suppliers & Partners Plants

CHAPTER-3
COMPANY PROFILE
3.1 AN INTRODUCTION TO TATA GROUP
Being Indias premier, largest and internationally best known industrial and business house, Tata comprise of numerous group of companies ranging from the core sector viz. Steel, Cement, Electricity, Oil exploration and Precision engineering, to the consumer sector viz. Hotels, Commercial vehicles, Textiles, Information Technology, Watches, Tea, Telecommunication and Electronics. The present turn over of the group with revenues in 2003-04 is $14.25 billion (Rs 654,240), the equivalent of about 2.6% of the countrys annual GDP. Tata Companies together employ some 2, 20,000 people. The founder of the house, Jamshedji Nusserwanji Tata, started his venture with the establishment of a textile mill in Central India over a century ago. Since then, Tata have been experiencing exponential growth: Indian hotels in 1902, Tata Iron &Steel Co (TISCO), the first integrated steel
8

plant in 1907, Tata Electric Companies in 1910, Tata Chemicals in 1939, Tata Engineering and Locomotive Co. (TELCO) in 1945, Tata Exports in 1962 and Tata Consultancy services in 1968, were founded. The Tata group has prestigious tie-ups with the worlds leading companies viz. IBM, BENZ, UNISYS, EMERSON, MANN AND MERLIN & GERIN, among others. Care, Concern and Respect for human dignity has been the foundation of the Tata philosophy, which is reflected in the functioning of all group companies. The concepts adopted in the Tata management are unique. Through a pioneering concept of trusteeship in management, the benefits of the profits of many of the companies are channeled back to the people through major philanthropic trusts. As a result, great national institution has come into being in the areas of science, medicine, atomic energy and the performing arts. In addition to this Tata Companies have taken an active part in many rural development and other social welfare activities including provision of drinking water facilities, alternate energy sources, and post-earthquake and other natural calamity rehabitilization. Tata Group has been operating in India for more than 100 years. It was started by JAMSHEDJI NUSSWENJI TATA and then consolidated by J.R.D TATA, and now RATAN TATA is taking care of it. It is one of the Indias biggest business groups. Today Tata group is one of the largest Indian players in global marketplace with revenues of 3 billion dollars annually from international operation in 118 countries worldwide. Tata group is also known for their quality product and customer services. The name TATA is synonymous with efficiency, progress and vision.

3.2 TATA VALUES

9

The Tata Group has always been a value driven organization. These values continue to direct the Groups growth and business. The five core Values are as follows:

Integrity:
Tata Conduct their business fairly, honestly, transparently

Understanding:
They are caring respectful, compassionate and humanly towards colleagues and customer around the world and always work for the benefit of India.

Excellence:
They constantly strive to achieve the highest possible standards in their day-to-day work and in the quality of goods and services they provide.

Unity:
They work cohesively with their colleagues across the group and within their customers and partners around the world to build strong relationship based on tolerance, understanding and mutual co-operation.

Responsibility:
They continue to be responsible and sensitive to the countries, communities and environment in which they work, always ensuring that what comes from the people goes back to the people many times over.

3.3 TATA POWER IN PROFILE Driven By Growth - Fuelled by Power

The core business of Tata Power Company is to generate, transmit and distribute electricity. The Company operates in two business segments:
10

Power and Other. The Power segment is engaged in generation, transmission and distribution of electricity. The other segment includes electronic equipment, broadband services, project consultancy and oil exploration. The Thermal Power stations of the company are located at Trombay in Mumbai, Jojobera in Jamshedpur, Gulbarga and Belgaum in Karnataka. The Hydro stations are located in Raigad in Maharashtra and the Wind Farm in Ahmednagar. The company posted a net profit of Rs 509 crore for fiscal year ended September 2003 compared to Rs 520 crore for the corresponding period last fiscal. The Revenue from operations declined from Rs 4300 crore in FY03 to Rs 4239 crore. Power accounted for 97% of fiscal gross revenues and other 3%. Tata Power is Indias number one private power company with net revenues of Rs.4239.08 Crores for the fiscal year ended September 31, 2004. Led by a powerful vision, Tata Power pioneered the generation of electricity in India. Mumbai Power is Tata Power. With highly reliable power supply and prompt service, Mumbai city enjoys the reputation of having the best power supply in India. A substantial quantum of power is supplied to the metros railway network, refineries, ports, BEST and BSES. Due to its unique Islanding system, Mumbai has been insulated to a large extent from electrical disturbances in the grid. It has now successfully served the Mumbai consumers for over nine decades and has spread its footprints across the nation. Apart from Mumbai, the company has generation capacities in Jojobera, Jharkhand and Karnataka. Today, Tata Power is Indias largest private sector power utility, with a reputation for reliability. It has an installed power generation capacity of 2203 Mega Watts and a presence across the power business system -generation (thermal, hydro, solar and wind) transmission and distribution. The Thermal Power stations of the company are located at Trombay in Mumbai, Jojobera in Jamshedpur and Belgaum in Karnataka. The Hydro stations are located in Raigad district Maharashtra and the Wind Farm in Ahmednagar.

COMPANY PROFILE
11

Chairman Broad Industry R.N.Tata Public Industry Managing Director Sub Industry F.A.Vandrevala Integrated Electric Utility Executive Director Finance Previous Name S. Ramakrishnan Tata Electric Companies Secretary Installed Capacity B.J. Shroff 2300 MW Employees 3,400 A correct combination of hydro and thermal enables the company to supply power at cost-effective tariffs to customers. Due to efficient management of the network, the Company's Transmission & Distribution losses are at 2.4%, the lowest in the country. It has also been a frontrunner in introducing state-of-the-art technologies. Among other achievements, the company installed and commissioned Indias first 500MW unit (at its Trombay thermal power generating station), the 150 MW hydro-pumped storage units at Bhira, and environment control systems like the Flue Gas Desulphurization plant. The Company has also embarked upon a joint venture for Distribution with the State Government of Delhi for its North Delhi consumers, the North Delhi Power Limited (NDPL), the only successful privatization in distribution. Currently, the joint venture serves over 8 lakhs-satisfied consumers covering an estimated population of 45 lakhs in an area of 510 sq kms with a peak load of 1050 MW. The company has also introduced state-of-the-art technology driven processes for enhancing consumer billing &services. In a first of its kind project, Tata Power has entered into a 51:49 joint venture with Power Grid Corporation of India for the 1200 km Tala transmission project. The Joint venture is Indias first transmission project to be executed with private/public partnership since the enactment of the Electricity Act. The project was conceptualized with the objective of evacuating surplus power from Bhutan and transmitting it to the power deficit states in North India.

12

Tata Power Trading Company Limited (TPTCL), a wholly owned subsidiary of the Tata Power Company (TPC) has been awarded the first ever power trading license by the Central Electricity regulatory Commission (CERC) under section 14of the Electricity Act 2003. TPTCL is the first trading entity to be granted a trading license, enabling it to carryout transactions all over India. The Tata Power Broadband Company Ltd.(TPBC) is focused on a Carriers Carrier business model and maintains its thrust in the wholesale broadband business. Formerly a division of the Tata Power Company, the business as recently transferred into the wholly owned subsidiary, the Tata Power Broadband Company Ltd.

3.4 Corporate Vision

To be an excellent and efficient Organization Excellence is to be made a way of life. o Each one of us should sincerely believe that we can do better tomorrow than what we do today.

To be a significant player in the national power sector o Tata Power want to grow in spite of the current industry structure, growth will be both in generation & distribution.

To participate in adjacent infrastructure business that provide opportunities for growth o Tata Power doesnt want to wait forever for opportunities in the power sector. They want to avail and grab other opportunities in related infrastructure business. To be the best in the Tata group. o This is a repeat of sorts of the first point. However, it is included again for re-emphasis and to have a definite milestone. Tata Power want to cross the 600 score mark in the TBEM evaluation this year.

To enjoy the journey with all our stakeholders

13

Mission Improving the quality of life. Values

Result oriented with professional work culture Abide by Tata code of conduct Earn trust through fair business practices with all stakeholders Growth balanced with environmental protection and enrichment Corporate citizenship Customer driven

3.5 ORGNIZATIONAL PROFILE-POWER BUSINESS

ORGANIZATIONAL ENVIORNMENT
TPCs business is broadly divided into four areas, power business in Mumbai area, power business as CPP / IPP, power sector related businesses such as PSD, and power trading through TPTC and other businesses such as SED. Power business contributes to approximately 95% of TPCs operating income. Mumbai area contributes to

14

86% of the power business revenues and rest is through CPP / IPP operations and power sales to the SEBs / traders. Power Business - Mumbai Area (MA) Generation, transmission, bulk and retail distribution of power in the city of Mumbai.

Power Business CPP / IPP

Captive / Independent Power Producer at Jojobera in Jharkhand and Belgaum in Karnataka. Wadi unit, which was CPP for ACC, was sold off to ACC after Q1operations in FY05.

Power Business Merchant power / trading

TPC had initiated power sales to SEBs for the past two years. From its capacities in Mumbai and Jojobera sales were effected to MSEB, MPEB, RSEB and DVC directly / through TPTC and Tata Steel.

Power sector related business

Power Systems Division at Delhi, executing EPC contracts for power transmission infrastructure projects in India and abroad. The Strategic Electronic division has been in operation for over 30 years and has been pursuing development and production activities for the Indian defense sector. Over 90% of the companys strategic electronic efforts are executed for the defense sector. The division has established long-standing relationships with the Armed For ces and DRDO. Strategic investment in the Power Trading Corporation NDPL - JV with DVB for power distribution in Delhi

Other businesses outside power sector

15

Strategic Electronics (for defence applications) TPC has made significant investments in the telecom sector, which is the major focus area of the Tata Group. Mumbai area generation capacity represents approx. 80% of the total generating capacity of TPC. The generating stations in Mumbai area are connected to the Western Regional Grid. With its widespread network of receiving and distribution stations, overhead transmission lines and underground cables in Mumbai, it meets a total load of about 2000 MW in Mumbai and its suburbs. Jojobera unit, which was acquired from Tata Steel and expanded subsequently, meets the demand of about 300 MW of Tata Steel, which in turns feeds some other industries and the township of Jamshedpur. Currently TPC is adding one more unit of 120 MW capacities at Jojobera, which will be used as merchant power plant. Belgaum unit was set up as an independent power plant in a long-term agreement with KPTCL (Karnataka Power Transmission Corporation Limited). It is one of the 5-6 power Gencos that supply power to the KPTCL grid.

Corporate Social Responsibility:

Tata Power is committed to setting high standards in its pursuit of social responsibility and remaining sensitive to the issues of resource conservation, environment protection and enrichment and developing local communities in its areas of operations. The company has a simple philosophy that guides its activities in these matters "Giving back is a means towards going ahead. It is our firm belief that progress stems from giving back manifold to the communities and reflects in our widespread programmes on biodiversity conservation, forestation, phisiculture, family planning, health services, primary and secondary education and many more. All of these have made inroads into the tiny hamlets and tribal regions of our hydro catchments areas and its our endeavor to light up these dark and narrow streets to new dawns.

3.6 WORK FORCE

16

TPCS workforce is classified into two categories: 1. Officers 2. Unionised category Democratically elected representatives run TPCs union. Over 50% e mployees are technical certificate / diploma holders graduates or postgraduates while others have long experience to meet the requirements of the power system. Contract employees are used for executing project work, during major outages and for some of the support services. Terms of contract for engagement of contract employees include their abiding by the companys safety rules and practices and Tata code of conduct. The company ensures that contractors, supervisors and staff are trained in all safety requirements / practices. The following sheet shows employees strength spread

3.8 LOCATION FOR POWER PLANTS

With operations in the power sector for nearly a century, Tata power is the oldest private Power Company in India. TPCs range of operations includes power generation, transmission within the area of operations, distribution to bulk and retail customers and supply of captive power to customers.

TPCs business is broadly divided into four areas: 1. Power supply business in Mumbai area 2. Power supply business as captive power producer (CPP) and independent Power producer 3. Power sector related business such as power systems divisions (PSD)
17

4. Other business such as broadband division (BB) and strategic Electronic Divisions (for defense applications) Power business contributes to approximately 98% of TPCs operating income. Mumbai area contributes to 80% of the power business revenues and the rest is through CPP/ IPP operations. The following table list TPCs facilities for Mumbai area and CPP/IPP

3.9 THERMAL POWER PLANTS

Trombay

18

Jojobera

Belgaum

HYDRO POWER PLANT

CHAPTER-4 HR AT TATA Power

4.1 HR Organization at TATA Power
HR MISSION

19

Being a business partner by supporting Companys strategy proactively and promoting organizational transformation by nurturing high performance work culture and fostering a learning Organization.

HR CHALLENGES
Organizational Transformation Developing high performance work culture Talent acquisition and development to meet the future growth/expansion requirements Leadership development Right mapping

TATA POWER HR POLICY

Every member of the Tata Power family will be respected and treated as an Individual

THEY BELIVE IN:

Attracting the Best, Retaining the superior and advancing the outstanding. High performance work culture through Individual & Team efforts. That knowledge is power and that knowledge shared is power distributed.

THEY ARE COMMITTED TOWARDS:

Providing opportunities for Learning & Development. Nurturing a culture of Openness & Transparency. Implementing HR Processes in Fair & Just manner.

20

4.2 HR SWOT ANALYSIS

Strengths:
Competence in Hydro/thermal/CC Generation and HT Transmission & Distribution. Harmonious management employee relationship. Internal trade union for decades. Low employee turnover. Strong sense of TATA values at all levels.

Weaknesses:
Lack of performance based culture Higher age of employees. Gaps in Succession Planning Accountability Multi-layered and hierarchical structure. Need to build leadership, customer orientation, commercial and marketing competencies. Surplus manpower. Resistance to change.

Opportunity:

Can expand in power field with relative ease due to availability of skilled technical manpower. Opportunity for top performers to move across group companies. Can adopt to change in competitive environment when the going is good

Threats:
Retention of young talent when competition picks up Competitor has an edge in retail business talent.
21

 Low cost power Generators.

22