A

SUMMER INTERNSHIP REPORT ON

“EMPLOYEES WELFARE”
AT

TALCHER
SUBMITTED BY:

PUSPANJALI MAHAKUD
EXAM ROLL NO- 21MBA033
COLLEGE ROLL NO- MBA21/40
SUBMITTED TO:-

DEPARTMENT OF PROFESSIONAL STUDIES

[Link] (AUTO.), ANGUL

UNDER UTKAL UNIVERSITY

IN FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE
Degree of MBA

UNDER THE GUIDANCE OF

INTERNAL GUIDE EXTERNAL GUIDE

MRS. LIPIKA PARIDA MRS. NIBEDITA PRADHAN
FACULTY (HR) HR-DEPT. NTPC
GOVT. COLLEGE (AUTO), ANGUL
ACKNOWLEDGEMENT
I foremost give thanks to GOD, Almighty for his grace to complete this
project work. I wish to acknowledge my indebtedness to my project guide
and faculty guide Mrs. LIPIKA PARIDA without whose sincere guidance
and support this project would not have been a success. Thanking them
is a small gesture for the generosity shown.

The project is a satisfactory outcome of several days’ hard work. We are

thankful to the respondent who has given us feedback and Co-operation
during the preparation of this project.

Finally, I take this opportunity to thank the entire senior executives ‘team
and every associated of this organization, who have helped me directly
and indirectly during this period of project preparation.

Thanking you
PUSPANJALI MAHAKUD
DECLRATION
I do hereby declare that this summer project report titled
“EMPLOYEES WELFARE” , at NTPC TALCHER (KANIHA) is the result
of my own effort in the training which I did as a part of the curriculum , for
the in fulfillment of the requirement for the degree of MBA under GOVT.
AUTO. COLLEGE, ANGUL.

It has not been duplicated from any other earlier works and all information
provided in this report is genuine. It has not been submitted to any other
university or any other degree.

Place: ANGUL PUSPANJALI MAHAKUD

Date: ROLL NO:-21MBA033
CONTENT

CHAPTER NO. TOPIC PAGE NO.

INTRODUCTION

 EXECUTIVE SUMMARY
CHAPTER -1 1-3
 OBJECTIVES OF THE STUDY
 RESEATCH METHODOLOGY
 LIMITATION
ABOUT NTPC

 COMPANY PROFILE –NTPC

 BOARD OF DIRECTORS
 LANDMARK EVENTS
CAHPTER-2 4-16
 LOGO
 MISSION
 VISION
 PLANT LOCATION
 OBJECTIVES OF NTPC
ABOUT EMPLOYESS WELFARE


MEANING AND DEFINITION

FEATURES, SCOPE &OBJECTIVES
CHAPTER-3 
IMPORTANCE 17-31

FIVE PRINCIPLE

CLASSIFICATION OE WELFARE ACTIVITIES

SEVEN THEORIES OF EMPLOYEES
WELFARE
EMPLOYEES WELFARE AT NTPC
 HOUSING
 WATER SUPPLY
 EDUCATION
32-54
CHAPTER-4  HOSPITALS
 HEALTH AND SAFETY
 PROVISIONS
 OTHER WELFARE BENEFITS

DATA ANALYSIS AND INTERPRITATION

CHAPTER-5  DATA ANALYSIS 55-60

FINDINGS, SUGGESTION, CONCLUSION

 FINDINGS
CHAPTER-6 61-61
 SUGGESTION
 CONCLUSION

 BIBLIOGRAPHY
Chapter-1
INTRODUCTION

1.1 EXECUTIVE SUMMARY

Welfare includes anything that is done for the comfort and improvement of employees

and is provided over and above the wages. Welfare helps in keeping the morale and

motivation of the employees high so as to retain the employees for longer duration.

The welfare measures need not be in monetary terms only but in any kind/forms.

Employee welfare includes monitoring of working conditions, creation of industrial

harmony through infrastructure for health, industrial relations and insurance against

disease, accident and unemployment for the workers and their families.

However, the [International Labour Organization] ILO at its Asian Regional

Conference, defined employees welfare as a term which is understood to include such

services, facilities and amenities as may be established in or in the vicinity of

undertakings to enable the persons employed in them to perform their work in healthy,

congenial surroundings and to provide them with amenities conducive to good health

and high morale.

According to Arthur James Todd, “welfare as anything done for the comfort or

improvement and social of the employees over and above the wages paid, which is

not a necessity of the industry”.

Employee welfare means, such services, facilities and amenities such as canteens,

rest and recreation facilities, arrangement for travel to and for the accommodation of

workers employed at a distance from their home, and such other services, amenities

and facilities including social security measures as contribute to improve the condition

under which workers are employed.

1.2 OBJECTIVE

 The study is carried out to find the reasons for conflicts between employers and
workers.

 It helps the management to improve the welfare measures facilities and to make
workers participate more effectively towards the work.

 The study helps to find the satisfaction level of welfare measure provided.

 This study gives a good support for improving the performance of employees.

This study provides me a practical exposure to upgrade my knowledge.

1.3RESEARCH METHODOLOGY
MEANING OF RESEARCH: -
Research as “the manipulation of things, concepts of symbols for the purpose of
generalizing to extend, correct or verify knowledge, whether that knowledge aids in
construction of theory or in the practice of an art.”
The research methodology followed for further work can be primarily classified into
two stages:
I) Exploratory
ii) Descriptive
Stage-1
Exploratory Study:
Since we always lack a clear idea of the problems one will meet during the
study, carrying out an exploratory study is particularly useful. It helps develop my
concepts more clearly. Establish priorities and in improve the final research design.
Exploratory study will be carried out by conducting:
Secondary Data Analysis which include studying the website ([Link]..in) of
the company and also going through the various articles published in different sources,
(magazines, books, internet, newspaper) on small and medium scale enterprises and
EMPLOYEES WELFARE activities.
Stage-2
Descriptive Study:
After carrying out initial exploratory studies to bring clarity on the subject under study,
descriptive study will be carried out to know the actual EMPLOYEES WELFARE
method being followed. The knowledge of actual EMPLOYEES WELFARE process is
needed to document the process and suggest improvements in the current system to
make it more effective. The tools used to carry out descriptive study included both
monitoring and interrogation.
Research has soon specific benefits that a small business receives from EMPLOYEES
WELFARE activities

1.4 LIMITATIONS OF THE STUDY

1) As the covid-19 situation the recent data for the financial year 2019-20 during the
period of study are not available.

2) The entire study is based upon the secondary data available at site office.

3) The researcher is a student not experienced person.

1.5 DURATION

The time duration required to complete the internship project from May to June.
Chapter-2
 Company Profile
NTPC
A MAHARATNA COMPANY

Genesis of NTPC

With a view to supplement the efforts of ―states‖ for quicker

and greater capacity addition, electricity act of 1948 was amended in 1975
to facilitate establishment of large regional power stations in the central
sector. Inthe same year, NTPC was set up by GOI with the mandate of
planning, promoting and organizing integrated development of thermal
power including associated transmission systems in the country.
NTPC at a Glance

Type : Government-owned Corporation

Industry : Electric generation and utility

Founded 1975

Head Quarters : New Delhi, India

MD&Chairman : Arup Roy Choudhury
Products : Electric Power and
Natural gas
Services : Electric generation and Distribution, Natural Gas
Exploration, Production, Transportation and
Distribution.

Revenue : INR 73904 Crores Net

Incom INR 13834 Cores [Link]
employees : 24546 (April 2015)
About Company

NTPC's core business is generation and sale of electricity to

state- owned power distribution companies and State Electricity Boards in
India. The company also undertakes consultancy and turnkey project
 contracts that involveengineering, project management, construction
management and operation and management of power plants. The company
has also ventured into oil and gas exploration and coal mining activities. It is
the largest power company in India with an electric power generating
capacity of 43,803 MW. In May 2010, NTPCwas conferred Maharatna status
by the Union Government of India. It is ranked 424th in the Forbes Global for
2014.

VISION

A World class integrated power major, powering India‘s growth, with

increasing global presence.

CORE VALUES (BE-COMMITTED)

 Business ethics

 Environmentally & Economically Sustainable

 Customer focus

 Organisational & Professional Pride

 Mutual Respect & Trust

 Motivating Self & Others

 Innovation & Speed

 Total Quality For Excellence

 Transparent & Respected Organisation

MISSION

Develop and provide reliable power, related products and services

at competitive prices, integrating multiple energy sources with Innovation
andEco-Friendly Technologies and contribute to society.

CORPORATE OBJECTIVES

I. Business Port Folio Growth

II. Customer Focus

III. Agile Corporation

IV. Performance Leadership

V. Human Resource Development

VI. Financial Soundness

VII. Sustainable Power Development

VIII. Research and Development

THRUST AREAS

 Research & Development : The applied research work

being presently undertaken by R&D Centre to be significantly
upgraded infuture.

 Energy Conservation/Efficiency: Centre for Energy Efficient

Technologies and Energy Management functioning for thrust in
EnergyConservation/ Efficiency

 Ash Utilisation

 Environment Management
  Consultancy Services

 Corporate Social Responsibility

 Human Resource Development

 Training & Development in NTPC

OPERATIONS

NTPC operates from 55 locations in India, one location in SriLanka and 2

locations in Bangladesh.
Headquarters: In India, it has 8 headquarters.

NTPC Plants

The total installed capacity of the company is 43,803 MW (including JVs) with
17 coal-based and seven gas-based stations, located acrossthe country. In
addition under JVs, six stations are coal-based, and another station uses
naphtha/CNG as fuel.
Analysis of Performance management system in NTPC
CONTENTS OF PMS POLICY IN NTPC

 PMS objectives
 PMS process
1. Performance planning
2. Mid-Year review
3. Annual assessment
4. Normalisation
5. Feedback, Coaching and counselling
 PMS linkage with other HR systems
 PMS form
1. Performance planning
2. Mid-year review
 3. Assessment and Evaluation
4. Communication of scores and Feedback
 Normalisation process, Clusters and Constitution of
performancemanagement committees.
 Administration of PMS
Applicability

PMS policy would be applicable to:

 All executives of NTPC (E1-E9)

 Executives on deputation joining NTPC or those retaining
lienwhile in service of NTPC
 For those joining in the middle of assessment period
withminimum service of 3 months during the period.

OBJECTIVES OF PMS-NTPC

 To accomplish overall organizational vision and mission by

linkingindividual performance to company objectives
 To facilitate the fulfilment of individual aspirations
 To build a culture of performance
 To encourage two-way communication between reporting officers
andexecutives
 To evaluate the potential of the executive to assume
higherresponsibilities in the organizational hierarchy
 To translate future skill requirements of the organization into
individualdevelopment plans
 To identify high performers and recognize them through rewards
andincentives
 PACE (Personal Achievement through Competency Evaluation) Process

PACE analysis

The following graph reveals the feedback given by the

employeesof NTPC regarding different parameters as follows

 Linkage to rewards
 Goal setting
 Role of HR
 Evaluation
 Manager‘s support

SCORING

The questionnaire contains 21 questions on 1-5 scale which are

shown in annexure where ―1‖ stands for ―strongly disagree‖ and ―5‖ stands for
―strongly agree‖. There are no negative questions in the questionnaire. Any
 score above ―3‖ can be considered ―Good‖ while a score below ―3‖ should be
considered ―poor‖.

A separate score for each of the main parameters can be calculated as follows-

1. For each respondent, calculate the average score of the items

pertaining tothe parameter
2. Calculate the average score for all respondents to arrive at the
parameterscore
3. To obtain band (grade) wise scores, calculate the average
score forrespondents within the grade band
4. To obtain department wise scores, calculate the average score
of therespondents within department. Similarly, overall, grade
wise and department wise scores for each parameter can be
calculated.

Interpreting Results

You may choose either of descriptive analysis (means, graphs etc.) or inferential
statistics to draw conclusions.

Descriptive analysis

To carry out a descriptive analysis of the data, follow the steps-

1. Plot a bar chart of overall parameter scores. Compare the length of

each bar to find out which parameters have been rated comparatively
lower and which have been rated higher. For parameters that have
been rated low, check the related item scores to find out areas of
dissatisfaction. Dothe same for any parameter that has been rated
below 3.
2. Plot a bar chart of grade band wise parameter scores. Compare the
length of grade band bars within same parameter, as well as, with
correspondinggrade band bars of other parameters to find out areas
of concern.
3. Plot a bar chart of department wise parameter scores and
 carry outcomparisons as mentioned in S. I. NO 1 and 2.
4. Compare the findings with any past data if any
5. Sift through employee comments and suggestions recorded in the
word/ note pad in response to the open ended questions to seek cues
on areas ofconcern.

Inferential statistics

Following inferential tools can be used for analysing recorded data. One
maycarry out this analysis using MS Excel or even manually. However
SPSS (Statistical Package for the Social Sciences) is best suited for this
purpose.

1. Use z – test or t – test to approve/ disapprove null hypothesis for

anyparameter and sub-parameter
2. Either use one-way or two-way ANOVA to compare grade wise
anddepartment wise parameter scores
3. Use any of the paired-comparison tools like Dependent samples t –
test orTwo way ANOVA to compare scores with similar data recorded
in past.

SURVEY

Questionnaire is given among different grades of employees

and various departments. Survey is conducted among 81 Number of
respondents where they have answered for all 22 different questions and
the feedback has 1782 responses. Scoring of the employee response is
calculated as the above mentioned procedures.
 Graph showing analysis of E1-E4 level employees

4 Series1
Series2
3
Series3

2 Series4
Series5
1

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33

E1-E4

1. Employees were linked to rewards.

2. They set their goals with the help of managers
3. Role of HR is optimal
4. Evaluation is good
5. Manager‘s support is normal

Graph showing E5-E6 level employee‘s analysis

6

4 Series1
Series2
3
Series3
Series4
2
Series5
1

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
E5-E6 perception

1. Work is linked to rewards

2. They know their goals
3. Role of HR is good
4. Evaluation has to be improved
5. Mangers role must be enhanced

 Employees were dissatisfying with few issues like career goals and
performance gaps are not considered while nominating employees to
anytraining programs.
 Managers were not directly addressing the issues of poor performance.
 Managers were not including sub ordinates while proper cascading
thetargets.
 PACE process is not more transparent to this level of employee.
Graph showing E7-E7A level employee‘s analysis

5
4.5
4
3.5
Series1
3
Series2
2.5
Series3
2
Series4
1.5
Series5
1
0.5
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

1. Linked to rewards
2. Goal setting is done with the help of managers
3. Role of HR is satisfactory
4. Evaluation is good but can do better
5. Managers support is good
 Employees were dissatisfied with the explanation given by the
manageron their work performance.
 PACE process is not transparent to this level of employee.

Areas of improvement

1. Rewarding more will motivate employees

2. Role of HR should drastically increase
3. Evaluation should not be biased
4. Managers can support better.
5. Should try to eliminate the manual errors
This study has the approach of NTPC and as my HR manager specified to
analyze other private company‘s methods and approaches of PMS. The
following data includes companies like RELIANCE, TATA GROUP, etc.

20
Chapter-3

21
THEORETICAL ASPECT OF EMPLOYEES WELFARE

3.1 MEANING

Employee welfare implies the setting up of minimum desirable standards of the

provision of facilities like health, food, clothing, housing, medical assistance,
education, insurance, job security, recreation etc. Such facilities enable the worker and
his family to lead a good working life, family life and social life.

Employee Welfare thus embraces in its fold all efforts which have their object of
improvement of health, safety welfare and general well-being of the workers. It is
confined to those activities which are undertaken statutorily or otherwise, inside the
industrial premises or outside by any agency, government, employers which do not
come under social insurance conditions, and which lead to improvement in health,
efficiency and happiness of industrial workers and their families e.g. recreational,
medical, educational, washing, bathing, transport facilities canteens and creches, etc.
Thus, the term Employee welfare covers not only the workers but also their families.

Employee welfare relates to taking care of the well-being of workers by employers,

trade unions, governmental and non-governmental institutions and agencies. Welfare
includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages.
Welfare helps in keeping the morale and motivation of the employees high so as to
retain the employees for longer duration. Employee welfare includes monitoring of
working conditions, creation of industrial harmony through infrastructure for health,
industrial relations and insurance against disease, accident and unemployment for the
workers and their families.

3.2 DEFINITION
 According to ILO, Employee welfare can be defined as a term, which is
understood to include such services, facilities, and amenities as may be
established in or in the vicinity of undertakings to enable the persons employed
in them to perform their work in healthy, congenial surroundings and to provide
them with amenities conducive to good health and high morale.

22
  Oxford dictionary- “Employee welfare is efforts to make life worth living for
workmen.” The need for providing such services and facilities arise from the
social responsibility of industries, a desire for upholding democratic values and
a concern for employees. Welfare includes anything that is done for the comfort
and improvement of employees and is provided over and above the wages.
3.3 FEATURES

The prominent features of Employee welfare are as follows:

1. Addition to wages and salaries – Welfare measures are undertaken in

addition to regular wages and other economic benefits provided to the workers
under legal provisions and collective bargaining.

2. Functions – Employee welfare programme includes various services, facilities

and amenities provided to workers for improving their health, efficiency,
economic betterment and to enhance social status of the employees.

3. Dynamic – Employee welfare is dynamic in nature. It varies from country to

country, region to region and organisation to organisation. Employee welfare
activities depend upon the need of the workers, their social status, and social
class and so on.

4. Flexible – Employee welfare is a flexible and ever changing concept as new

welfare measures are added from time to time to the existing measures. The
needs of work force changes with time and the changing social environment.

5. Voluntary and/or mandatory – Some Employee welfare measures are

provided by laws and mandatory, while some are voluntarily provided by the
organisation for betterment of the employees. Welfare measures may be
introduced by the employers, government, employees or by any social or
charitable agency.

23
3.4 SCOPE
1. WORKING ENVIRONMENT
Conducive working environment helps to improve efficiency of workers and
includes proper lighting, temperature, ventilation, safety, sanitation, transportation,
cleanliness, seating arrangement and canteen facilities. Workplace sanitation and
cleanliness is very important for making workplace helpful for workers to work.

Following activities are important to make it conducive for working:

a. Proper ventilation using cross windows and doors, adequate lighting, controlled
temperature, regular cleanliness, seating/standing arrangements for working, etc.

b. Proper safety measures for lift, elevators, ropes, cranes, electric and dangerous
operating.

c. Sufficient urinals separate for gents and ladies, lavatories and bathing facilities
with regular proper cleaning.

d. Proper gardening with watering facilities and cleanliness of surrounding

regularly.

e. Pure drinking water facilities with purification and cooling facilities.

f. Well maintained canteen services with good quality of food at nominal rates.

2. HEALTH FACILITIES

Health is wealth. To maintain good health of the workers, the required health facilities
should be maintained up to required standard.

It includes the following facilities:

a. Health centre for regular check-up for workers and their families should be
provided within factory or nearest place.

b. Availability of ambulance service at telephone call itself should be provided

in case of emergency.

24
 c. Free and regular medical check-up of workers and counselling regarding
health and diet to workers.

d. Availability medical staff and of doctors inside the factory for emergency.

e. Welfare facilities for women and children such as – crèches, checking for
pregnancy, etc.

f. Suitable sports and recreation facilities in the premises.

g. Schooling, vocational training facilities and library services

3. GENERAL WELFARE FACILITIES

It includes the following

a. Housing facilities for workers near to the work facilities.

b. Cleaning and sanitation facilities in housing facilities.

c. To and for transportation facilities for workers and their children going for
schools

d. Sports facilities of indoor and outdoor in the residential location.

e. Family planning and family care counselling.

f. Entertainment facilities in the campus for workers and their families.

g. Transport facilities for tours, picnics and festival celebration.

[Link] WELFARE FACILITIES

It includes the following

a. Subsidized consumer goods including grains, vegetables, milk, oil and other
daily requirements through cooperative stores.

b. Banking, postal, services and credit facilities through credit society.

25
 c. Health insurance schemes by employers free of costs.

d. Regular basis bonus and profit-sharing schemes.

3.5 OBJECTIVE
From various studies, the summarized objectives are to:
(a) To provides social comfort to employees.

(b) Tosupport overall improvement of employees.

(c)To Provide financial support indirectly to the employees.

(d) Tocontribute in developing sense of responsibility and belongingness among

employees.

(e)Toimprove working conditions at the workplace for employees.

(f) Tomaintain and retain the existing workforce.

(g)To reduce rate of absenteeism from work and Employee turnover from job.

(h)To improve lives of employees comfortable and happy.

(i) To improve productivity and efficiency of employees at workplace.

(j) To provide healthy and proper working conditions.

(k) To ensure betterment of employees and families and society as a whole.

26
3.6 IMPORTANCE

1. IMPROVEMENT OF INDUSTRIAL RELATIONS

Employee Welfare measures are so comprehensive that they satisfy workers, if

properly implemented. This satisfaction on the part of workers is a great stimulus for
the industrial relations to improve. When workers are convinced that adequate
measures have been taken to improve their work environment and their conditions of
service, then they naturally repose confidence in the management and thus it helps
maintenance of industrial peace.

2. . CREATION OF PERMANENT EMPLOYEE FORCE

Well- adopted Employee welfare measures restrict Employee mobility. Workers

generally feel reluctant to leave an organisation where their welfare is sincerely looked
after. This attitude that welfare measures create helps the creation of permanent
Employee force which is important for an organisation to pursue plans and
programmes on a continuous basis.

3. INCREASE IN GENERAL EFFICIENCY AND INCOME OF WORKERS

The comprehensive welfare measures assuring workers good accommodation, proper

health-care, suitable work environment make the workers contented. Their
contentment is a great inducement for them to work more. They become more efficient
as they are not worried about their primary needs. Since their productivity increases,
they earn more; their income increases.

4. ENHANCEMENT OF THE MORALE OF WORKERS

27
Employee welfare measures act as a booster to the morale of the workers. Workers
with better amenities of life shun many of their vices and offer willing co-operation to
management. This is a great benefit for the organisation.

5. DEVELOPMENT OF THE SENSE OF BELONGING

Employee Welfare measures make the workers feel that they are one with the
organisation. Management thinks so much for them, does so much for their welfare
that they cannot isolate themselves from the organisation – they feel oneness with the
organisation. This feeling that they have some stake in the organisation will help
restore industrial peace. It will enhance their devotion to the job and thus the
enterprise, as a whole, will be benefitted.

6. CHANGE IN OUTLOOK OF EMPLOYERS

The change in the dealings of the workers consequent upon the introduction of
Employee welfare measures make the employers satisfied with them. Thus, there is a
change in the outlook of the employers towards Employee; a cordial relation is set up
and the work environment improves considerably. When the employers find the
workers willing to work and devote themselves to the development of the organisation,
they do not even hesitate to allow them to participate in management.

7. IMPROVEMENT OF THE MORAL AND MENTAL HEALTH OF WORKERS

Welfare measures include such measures as would prevent the workers from
indulging in vices such as drinking, gambling etc. and thus their moral and mental
health improves contributing overall improvement in the health of the organisation and
society.

8. BENEFIT TO THE SOCIETY

28
Besides providing economic benefits to workers, Employee welfare measures extend
to workers various facilities that have direct bearing on their better mode of living.
Because of medical benefits extended to them, the workers enjoy better health and
infant mortality among the workers declines.
The workers feel happier and the society as a whole is benefitted with people having
better standards of living and better equipped with more purchasing power to
contribute to the general welfare of the country in general and the society in particular.

3.7 FIVE PRINCIPLES OF EMPLOYEES WELFARE

Just like any other applied profession, it has specific aims and objectives
based upon certain principles:

(a) Principle of Integration or Coordination – Welfare programmes

cannot be segregated. They cannot be taken up part-by-part. It is a whole
programme. For example, health and welfare should cover up all the
aspects of health and hygiene, physical, social and moral hygiene.
(b) Principle of Association – Any welfare programme meant for the
development of workers’ community should associate workers with the
planning and execution of the programme. Workers should be associated
for conducting activities.
(c) Principle of Responsibility – Workers should be incorporated and
they should be hold responsible for the activities aiming at workers’
welfare. For example, workers participate in safety committees, sports
committees, canteen committees, etc.
(d) Principle of Accountability – Every programme, every person and
every activity should be answerable. Welfare programme are socially
audited and evaluated. Successful programme are retained Weaker
programme are straightened.
(e) Principle of Timeliness – Timely help is a valuable help. A stick in
time saves nine. When a worker needs economic assistance for trading a

29
sick child or for building a house, there should be reasonable lapse of time
but beyond a limit he can’t wait. Appropriate action begins taken for
welfare might serve the purpose. In certain circumstances of emergency,
delay in assistance means denial of human value and justice.

CLASSIFICATION OF EMPLOYEES WELFARE SERVICES

Broadly Employee welfare services can be classified into two categories:

A. WITHIN THE ORGANIZATION SERVICES (INTRA-MURAL)

The services provided within the organization include medical aid, recreational
facilities, libraries, canteens, rest rooms, washing and bathing facilities, etc.
B. OUTSIDE THE ORGANIZATION SERVICES (EXTRA-MURAL)
Outside the organization, welfare arrangements include housing accommodation,
transport, children’s education, sports fields, holiday homes, leave travel facilities,
interest free loans, etc.

The welfare facilities may further be classified into three basic categories:
1. ECONOMIC SERVICES
Economic services provide for some additional economic security over and above
wages or salaries. Examples of economic services are pension, life insurance,
credit facilities etc. Proper pension programme reduces dissatisfaction in the area
of economic security. Some establishments have a scheme of family pension also,
which provides for payment of pension to the family members of the employee in
case of his death.
The employer may also pay the premium on the life insurance policies of the
employees. The employers can give loans to the employees for purchase of
consumer goods, or at the time of any marriage or other functions in the family of
the employees. The loans to be repaid by the employees is in the form of monthly
instalments to be deducted from their salaries. Some organizations help the
employees to start cooperative credit societies to meet the urgent financial needs
of employees.
2. RECREATIONAL SERVICES

30
 Management may provide recreational facilities to the employees. Recreation in
the form of music, sports, games, art and theatre can play a very important role in
the physical and mental development of employees. The employees generally get
bored by the routine and monotonous jobs which they perform every day. Their
attitude improves when the routine is broken occasionally.
This will improve the cooperation and understanding among the employees.
Management can provide reading rooms, libraries, TV’s, etc., for the recreation of
employees. There can be provision for indoor games like Table Tennis, Carrom, etc.
Big organizations can also make arrangements for outdoor games and can induce the
workers to prepare teams to play matches with other similar teams.
3. FACILITATIVE SERVICES

These are facilities which are generally required by employees and provided
by employers:
(i) Housing Facilities:
Housing is an important part of employee welfare in India. Some organizations
construct houses/fiats for the employees and provide the same to them either free of
cost or at nominal rents. Some organizations give house rent allowances to the
employees, so that they can get houses on rental basis. Some organizations provide
loans to the employees at concessional rates to enable them to construct their own
houses/flats.
(ii) Medical Facilities:
Health is a very important for employees. Within the factory premises, the employees
must make provision for first aid facilities. In addition, medical schemes are generally
in operation, which provide for the reimbursement of actual medical expenditure
incurred by the employees. The organizations may also prescribe some doctors from
whom the employees may get services in case of need. Large organizations can have
their own dispensaries or hospitals for providing medical facilities to the employees.
(iii) Education:
The National Commission on Employee and the committee on Employee welfare has
recommended that facilities should be provided for educating the worker and in
running schools for children of the workers. Instead of starting a school, the
organization may give education allowance for the children to the employees or
reimburse the educational expenditure of the children of the employees.

31
(iv) Transportation:
Some organization provide transport facilities to employees. With the growth of
industries, the distance between work place and residence of workers has increased
considerably. This facility has, therefore, become very important, as it will help in
reducing strain and absenteeism. The committee on Employee welfare recommended
the provision of adequate transport facilities to workers to enable them to reach their
work place without loss of much time and without fatigue.
Sometimes, if the employers do not provide transport facilities, they give conveyance
allowance to the employees. Some employers also give interest free or concessional
loans to employees for the purchase of vehicles.
(v) Consumer Cooperative Stores:
The National Cooperative Development Board set up a committee in 1961. The
committee suggested that employers should introduce consumer cooperative stores
in their Employee welfare programmes.
The Indian Employee Conference in 1963 adopted schemes for setting up consumer
cooperative stores in all industrial establishments including plantations and mines
employing 300 or more workers. The Industrial Truce Resolution, 1962 aimed at
keeping prices of essential commodities through cooperative stores and fair price
shops for workers.

SEVEN THEORIES OF EMPLOYEES WELFARE

Seven theories constituting the conceptual frame work of labour welfare activities are
the following:
1. THE POLICING THEORY OF LABOUR WELFARE

The policing theory is based on assumption that Human Being is so much selfish
and always tries for own benefits whether on the cost of others welfare. Any of the
employers will not work for the welfare of employees until he is forced to do so.
This theory is based on the contention that a minimum standard of welfare is
necessary for workers.
The assumption on which the theory is based is the without compulsion,
supervision and fear of punishment, no employer will provide even the barest
minimum of welfare facilities for workers this theory is based on the assumption

32
that man is selfish and self-centred, and always tries to achieve his own ends, even
at the cost of the welfare of others. This is based on the contention that a minimum
standard of welfare is necessary for labourers. Here the assumption is that without
policing, that is, without compulsion, employers do not provide even the minimum
facilities for workers.
According to this theory, owners and managers of industrial undertakings get many
opportunities for exploitation of labour. Hence, the state has to intervene to provide
minimum standard of welfare to the working class.

2. THE RELIGIOUS THEORY OF LABOUR WELFARE

This is based on the concept that man is essentially “a religious animal.” Even
today, many acts of man are related to religious sentiments and beliefs. These
religious feelings sometimes prompt an employer to take up welfare activities in
the expectation of future emancipation either in this life or after it. The theory views
were an essentially religious. Religious feelings are what sometimes prompt
employers to take up welfare activities in the belief of benefits either in his life or in
support after life.
Any good work is considered an investment, because both the benefactor and the
beneficiary are benefited by the good work done by the benefactor. This theory
does not take into consideration that the workers are not beneficiaries but rightful
claimants to a part of the gains derived by their labour.

3. THE PHILANTHROPIC THEORY OF LABOUR WELFARE

Philanthropy is the inclination to do or practice of doing well to ones fellow men.

Man is basically self- centred and acts of these kinds stem from personal
motivation, when some employers take compassion on their fellowmen, they may
undertake labour welfare measures for their workers.
This theory is based on man’s love for mankind. Philanthropy means “Loving
mankind.” Man is believed to have an instinctive urge by which he strives to remove
the suffering of others and promote their well-being. In fact, the labour welfare
movement began in the early years of the industrial revolution with the support of
philanthropists.

33
4. THE PATERNALISTIC OR TRUSTEESHIP THEORY OF LABOUR
WELFARE

In this theory it is held that the industrialists or employers hold the total industrial
estate, properties and profits accruing form them in trust for the workmen, for him,
and for society. It assumes that the workmen are like minors and are not able to
look after their own interests that they are ignorant because of lack of education.
Employers therefore have the moral responsibility to look after the interests of their
wards, who are the workers.
In other words, the employer should hold the industrial assets for himself, for the
benefit of his workers, and also for society. The main emphasis of this theory is
that employers should provide funds on an ongoing basis for the well-being of their
employees.

5. THE PLACATING THEORY OF LABOUR WELFARE

As labour groups are becoming better organized and are becoming demanding
and militant, being more conscious of their rights and privileges that even before,
their demand for higher wages and better standards increases. The placing theory
advocates timely and periodical acts of labour welfare to appease the workers.
This theory is based on the fact that the labour groups are becoming demanding
and militant and are more conscious of their rights and privileges than ever before.
Their demand for higher wages and better standards of living cannot be ignored.
According to this theory, timely and periodical acts of labour welfare can appease
the workers. They are some kind of pacifiers which come with a friendly gesture.

6. THE PUBLIC RELATIONS THEORY OF LABOUR WELFARE

This theory provides the basis for an atmosphere of goodwill between labour and
management, and also between management and the public, labour welfare
programmes under this theory, work as a sort of an advertisement and help an
organization to project its good image and build up and promote good and healthy
public relations. under this theory, work as a sort of an advertisement and help an

34
organization to project its good image and build up and promote good and healthy
public relations.
The labour welfare movements may be utilized to improve relations between
management and labour. An advertisement or an exhibition of a labour welfare
programme may help the management projects a good image of the company.

7. THE FUNCTIONAL THEORY OF LABOUR WELFARE

The concept behind this theory is that a happy and healthy person is a better, more
productive worker. Here, welfare is used as a means to secure, preserve and
develop the efficiency and productivity of labour. The approach to any solutions,
especially as that as between the workers and the management should be dialogue
and an understanding of one another’s viewpoint. Once agreement has been
reached, compliance by both parties can be assured to a very great extent. This
also called the efficiency theory.
This theory is a reflection of contemporary support for labour welfare. It can work
well if both the parties have an identical aim in view; that is, higher production
through better welfare. This will encourage labour’s participation in welfare
programmes.

35
Chapter-4

36
EMPLOYEES WELFARE PRACTICES AT NTPC

4. EMPLOYEE WELFARE AND WELLNESS

Many of our employees reside in the townships within the vicinity of our sites, and we
provide basic amenities for them to live comfortably. These townships have necessary
infrastructure such as schools, shopping complexes, hospitals and dispensaries, a
playground for children, community centres, banks, ATMs, temples, and so on. Some
of our townships even have badminton courts, tennis courts and golf courses for our
employees to use. All the residential complexes have 24-hour drinking water supply
and electricity.

4.1HOUSING

Housing is a basic need, so we try to provide residential facilities for all our employees.
Over 15,000 quarters are already occupied in the NTPC townships close to our
coalfields. By 2019, we plan to build 2,000 new quarters. Since most of our residential
areas are very old, we aim to replace the abandoned quarters with 8,000 new quarters.
A new township is also being planned at Siarmal, to provide housing to employees of
Garjanbahal, Siarmal, and MBPL. Since NTPC has such a wide coverage, the housing
needs are immense. We have been persistent in our efforts to adequately meet these
needs and this has resulted in an increased level of satisfaction among our employees.

37
For convenience, we are also attempting to introduce Wi-Fi in our townships.

WELFARE IN NTPC
AREA TYPE OF QUARTER TOTAL

A B C D MQ OTHERS

JAGANNATH 1539 457 166 32 1110 439 3733

HINGULA 432 284 24 5 0 0 745

TALCHER 223 127 54 6 824 864 2098

CWS(X) 117 108 22 5 32 0 284

TALCHER
IB VALLEY 0 284 93 21 864 5 1267

ORIENT 50 342 52 5 2707 996 4252

LAKHANPUR 532 368 86 11 724 0 1721

38
CWS, IB 0 88 16 2 130 0 236
VALLEY
BASUNDARA 0 198 3 10 192 72 504
2
LINGARAJ 144 156 60 2 80 0 442

NTPC HQ 279 126 128 75 0 5 613

BHARATPUR 603 184 40 9 0 0 836

NSCH 60 89 39 13 0 0 201

TOTAL 3969 2811 812 196 6663 2381 16832

(The above data is based on FY-20018-19)

Residential Buildings Under construction

SL NAME NO OF NO OF NO OF NO OF TOT
NO. OF THE A TYPE B TYPE C TYPE D TYPE AL
AREA QUART QUART QUART QUART
ERS ERS ERS ERS
1 HINGUL 67 91 42 _______ 200
A AREA _
2 KAKHAN _______ 114 02 01 117
PUR __
AREA
3 ORIENT _______ _______ 24 _______ 24
__ __ __
4 JAGANN _______ 78 36 _______ 114
ATH __ __
ARTA
5 B&G _______ _______ 30 6 36
__ __
GRA 67 283 134 7 491
ND
TOT
AL
4.2 WATER SUPPLY

39
Water is a basic need for life, so we focus on providing clean and safe drinking water
to all our people. Each of our residential colonies is supplied with drinking water
through our Integrated Water Supply Scheme (IWSS). The total water supply capacity
is nearly 15.1 MGD as seen in the table on 'Drinking Water Supply'. Apart from this,
we also use tankers to supply peripheral villages in our mining areas with potable
water during summer.

DRINKING WATER SUPPLY

SL NTPC AREA WATER SUPPLY
NO. CAPACITY(MGD)
1 TALCHER COALFIELD 10.1
(IWSS)
2 IB VALLEY COALFIELD 3.6
(without Basundhara) (IWSS)
3 BASUNDHARA 1.1
4 NTPC HQ (IWSS) 0.3
(The above data is based on FY-20018-19)

4.3 EDUCATION

We ensure the availability of basic schooling facilities in all NTPC areas. We have a
total of 9 D.A.V public schools and 18 privately managed schools, with a student
strength of over 14,000. These schools have all the necessary facilities and we
continuously upgrade them by introducing state-of-the-art teaching methods. The DAV
schools at Burla and another five NTPC DAV public schools are equipped with smart
boards and we plan to extend these facilities to the schools in other project areas as

40
well. For student transport convenience, we have even made arrangements for school
buses.

Students pay very nominal fees ranging from 20 to 100 rupees (NTPC ward) and 60
to 300 rupees (non- NTPC ward). These amounts have not been increased since 2005
and since they are so low, most school-related expenses are borne by the company.
During FY 2014 - 15 MCL committed financial assistance to these schools to the tune
of 22.46 crore rupees for D.A.V schools and 3,578,400 rupees for privately managed
schools. During this reporting period, the company funded 92.5% of the finances of
some of the DAV schools. To encourage meritorious students, we also offer financial
assistance through the CIL Scholarship scheme. In FY 2014 - 15, the total amount of
scholarships awarded to 1,266 students, amounted to 1,881,720 rupees.

We also enable the children of non-executive employees to earn a higher education,

by reserving 24 seats at the Indira Gandhi Institute of Technology, Sarang, Talcher,
for a Diploma in Engineering Degree, in the electrical, mechanical and civil branches
and 16 seats at the Orissa School of Mining Engineering, Keonjhar, for a Diploma in
Mining Degree. We assist these institutes with 40% of their recurring grant. We also
manage two nursing schools - one at the Talcher Coalfield (30 seats) and the other at
the Ib Valley Coalfield (20 seats). In the near futurewe plan to open a medical college
at Talcher.

ITEMS PROJECT PRIVATELY OTHERS TOTAL

SCHOOLS MANAGED SCHOOLS
(DAV) SCHOOL
Nos. of 09 18 (Privately 1 30
schools managed OSME ,Keonjhar
school IHIG ,Sranga
0) We are giving
([Link] 40% Revenue
alaya) expenditure to
these schools
towords 40%
seat reservation
for our
employees
wards for tsking
admission into

41
 DiplomaCourses
inevery year for
Mining, Electrical
,Mech and Civil
discipline.
Grant in Rs.15,51,16,910 Rs.61,62,000/- 3,00,000/- to Rs.
aid /- OSME 16,15,78,
provided 910/-
(The above data is based on FY-20018-19)

4.4 HOSPITALS

Basic and immediate healthcare facilities are available at 6 hospitals and 22

dispensaries established across our project sites and at our headquarters. In critical
cases, employees are referred to hospitals in Bhubaneswar, Cuttack and Sambalpur.
Our central hospitals at Talcher and Ib Valley are well-equipped with high-end
instruments and super-speciality faculties. However, the availability of renowned and
well-established hospitals in the nearby cities, dissuades our employees and the local
people from availing of treatment at our hospitals. Hence, the number of patients being
referred to big hospitals in the cities is quite high. Consequently, it is challenging for
us to retain specialised doctors and paramedical staff at our healthcare centres. In
spite of these barriers, we continue to upgrade our hospitals with sophisticated
facilities. During FY 2014 - 15, we also laid the foundation stone for a 500-bed hospital
at Talcher.

WELFARE

Medical (2018-2019)
SL NAME OF THE NO OF BENEFICIARIES
NO PROGRAMMES/ CAMPS CAMPS
01 General Health Camp 102 11532

02 Mega Health Camp 12 4984

03 Diagnostic Camp 16 1937

42
 04 Cancer detection Camps 01 217

05 Eye Camp 05 656

06 Orthopaedic Handicapped 02 22
Camp
07 Family Welfare Camp 04 167

08 Aids Awareness Programs 15 2739

NTPC HEALTHCARE FACILITIES

[Link] NAME OF HOSPITALS BED

STRENGTH

1 NSCH, TALCHER 115

43
2 [Link] VALLEY 150
3 DEULBERA HOSPITAL, TALCHER 4

4 HRC HOSPITAL, ORIENT AREA 12

5 ANAND VIHAR HOSPITAL, MCL HQ 12

6 BG HOSPITAL 10
7 DISPENSARY 22

TOTAL BED STRENGTH 325

4.5 SPORTS AND RECREATION

Our townships are located in the rural part of the state of Odisha, where there aren't
enough avenues for sports and recreation. We understand how essential it is to be
physically and mentally fit, and therefore we have built children's parks, community
centres, recreational clubs, and auditoriums for cultural activities, inside our residential
colonies. Our employees and their families, use these facilities to engage in cultural
programmes and partake in other relaxing and fun activities, through the year. We
even conduct regular yoga camps, and are currently in the process of setting up
gymnasiums in all our residential areas.

From celebrating festivals to organising picnics and outings, to sports activities, our
people explore different ways to enjoy themselves outside of work. These informal
engagements spur a healthy atmosphere as employees of all levels in the workforce
have one common platform to interact with each other. This strengthens the
relationships between employees and infuses a feeling of 'one family'. With this in
mind, the vigilance department initiated the Inter-directorate Cricket Tournament,
which has been a great success (refer FactFile: 'Cricket- the great leveller').

Sports, has always been an integral aspect of working with NTPC. Different
tournaments are organised through the year and our employees participate in these
with great enthusiasm. During FY 2014 - 15 NTPC teams participated in several
tournaments and earned accolades. Sometimes events are also organised by the
Mahila Mandals for a social cause. Our employees involve themselves in these events

44
with equal zest and help make them a success. During FY 2014 - 15, 'Run for
Excellence' was organised on two occasions - CIL Foundation

4.6 HEALTH AND SAFETY FOR EMPLOYEES

The health and safety of our employees is of primary importance to us. Over the years,
we have tried to inculcate a culture of safety amongst our workforce. 'Zero Accident'
status remains our target and to achieve this, we continuously work to improve our
standards. We have an integrated Management System (IMS) accredited with OHSAS
18001:2007 - Occupational Health and Safety management, ISO 9001:2008 - Quality
Management System, and ISO 14001:2004 - Environmental Management System.

Our safety initiatives are driven through several committees that exist at our
headquarters, NTPC areas and our mines. These committees take directives from the
CIL Safety Board and other national-level safety committees. Their suggestions and
recommendations are implemented throughout all projects of NTPC. The committees
monitor the safety events and also provide advice on occupational health and safety.
The bipartite and tripartite committees are actively involved in assisting the
management take certain decisions to resolve problems. Employee representatives
are consulted at the projects and areas before implementing new initiatives. The
initiatives undertaken are routinely monitored by an Internal Safety Organization, at
headquarters and in NTPC areas.

SAFETY COMMITTEES

At National Level or Parliamentary Level:

45
 Standing committee on safety in coal mines
 National Safety Conference
 Various parliamentary committees on safety

At CIL Headquarters Level:

 CIL Safety Board

 National Dust Prevention Committee

At Subsidiary Headquarters Level:

 Bipartite / Tripartite safety committee: Inspection and advising on corrective

measures by Safety Board constituted at subsidiary level

At Area Level:

 Bipartite / Tripartite safety committee: Inspection and advising on corrective

measures by Safety Board constituted at area level

At Mine Level:

 Workman inspectors as per Mine Rule, 1955

 Pit safety committee constituted as per Mine Rule, 1955
 Statutory supervisory personnel

4.7 AMPLE BENEFITS FOR EMPLOYEES

Working at NTPC, brings with it an abundance of benefits. Most standard benefits
apply for those who are on the NTPC payroll. We have also provisioned benefit plans
such as gratuity, leave encashment, and a funded group gratuity scheme that can be
availed of by staff members. Our well-planned contribution plans (Provident Fund and
Pension Fund), continue to help bolster employees financially, post their retirement.
We even provide healthcare facilities as a basic requirement. Employees can opt for
life insurance coverage (for board employees covered under NCWA, across all
wages), and for disability or invalidity coverage (as per the Employee Compensation
Act, 1920). Standard benefits exclusively for full time employees include, Leave Travel
Allowance or Leave Travel Concession, Group Personal Accident Insurance Scheme,

46
Settlement Allowance, Retired Executive Medical Benefit Scheme, and compensation
to the dependents of those who passed away in mine accidents.

Most of our contractual employees are eligible for and covered under the Coal Mines
Provident Fund / Employees' Provident Fund. During FY 2014 - 15, we conducted a
special drive in all our coalfields to facilitate these benefits for them. We succeeded in
including and covering 13,786 eligible contractual employees, during the reporting
period.

Apart from the regular benefits mentioned above, we also constituted an MCL
Employees Benevolent Fund Society. Through this society, the dependents of
member employees receive immediate financial help of 25,000 rupees, in the case of
the accidental or natural death of the related member. This scheme was reintroduced
in August 2002 as the employees found it very helpful. The fund status at the end of
FY 2014 - 15 was 1.97 crore rupees.

47
GYMNASIUM FACILITIES FOR NTPC EMPLOYEES.

YOGA CLASSES CONDUCTED IN NTPC RESIDENTIAL COLONIES.

48
4.8 RESETTLEMENT AND REHABILITATION: CHALLENGES AND
FOCUS AREAS

As a coal-producing organisation, our business operations commence with the

acquisition of coal-bearing lands. In doing so, very often the people living on those
lands must be relocated from their ancestral properties, to other areas. This is easier
said than done, as the impact of relocation goes beyond loss of inherited land. These
issues can include loss of physical income earning assets such as homes, productive
land, and jobs, and non-physical assets like community support, cultural sites, and
social systems. Food insecurity, poor access to healthcare and education, and social
disruption are the major concerns of the communities to be displaced.

In our experience, all these issues make it very challenging to convince people to give
away their land and relocate to new living spaces. It isn't a pleasant pursuit, but we
are compelled to persevere in order to ensure energy security for our country and the
long-term sustenance of our business. In doing so, we encounter myriad unforeseen
circumstances that we persistently try to tackle. The concerns of the local communities
are diverse and we consistently strive to find mutually sustainable solutions.

Coal-bearing lands are often located in remote areas of Odisha. In fact, our Kulda
OCP and Basundhara (West) OCP projects are located on the premises of indigenous
communities . When we acquire these lands, we need to provide appropriate
compensation to the landholders. Very often the economic status of the villagers may
suddenly escalate because of this compensation. This does not always soothe the
anguish many of them feel at losing their land. This is why we focus strongly on
providing these villagers with the best resettlement and rehabilitation facilities. We
have adopted the Rehabilitation & Resettlement Policy (R&R) of the Government of
Odisha, for remuneration of those who lose their land and for the Project Affected
Families. We have also attempted to modify certain compensation packages to further
benefit these PAFs. Indigenous communities are also compensated as per our R&R
policy. The consent of these communities is sought through a public hearing before
we acquire the land. Whenever we acquire forestland, a 'Palli Sabha' is conducted, in
order to get the consensus of the communities. There have been no significant

49
incidents of violations involving the rights of indigenous people, by NTPC, during the
reporting period.

Residents of R&R site at Khadam, Lakhanpur.

4.9 COMPREHENSIVE R&R SCHEME AT NTPC

Our unique R&R scheme is based on an all-inclusive model that offers attractive
compensation packages along with a range of livelihood options, for PAFs. These
PAFs are free to select the most appropriate offer that best suits their needs.

Compensation Offered

Cash Compensation: We offer lucrative cash compensation to PAFs in terms of one-

time cash compensation of 10 lakh rupees in lieu of employment at NTPC.
Furthermore, we also provide 10 dec. of plot in a developed resettlement site or 3 lakh
rupees as cash compensation in lieu of resettlement plot. These packages are much
higher than the provisions under the R&R policy, 2006, Government of Odisha.
Availing of these compensations is completely at the discretion of the PAFs. During
FY 2014-15, NTPC has sanctioned 208.95 crore rupees as compensation for land,
trees and structures and also granted 23.82 crore rupees towards cash compensation
in lieu of employment to 285 persons.

50
Annuity: We also have an alternative provision where PAFs can opt for an annuity of
12,000 rupees on a monthly basis, till the age of 60. Every two year, the monthly
compensation will increase by 1,000 rupees per month. This provision can be availed
of by PAFs who are considered for employment at NTPC. During FY 2014-15, annuity
in lieu of employment to seven persons have been granted.

Establishment Assistance: Besides cash compensation or annuity, we also provide

financial assistance for house building, maintenance, temporary housing shed, and
transport. The details of these are provided in the 'Establishment Assistance' table.
Resettlement expenditure including incentives to the PDFs (Project Displaced
Families) during FY 2014-15 was 31.28 crore rupees.

Incentives: Despite the compensation packages that we offer, we usually encounter

delays when it comes to people vacating their land and property. This is why we have
provisioned an additional incentive for those who vacate their home / homestead and
agricultural land, early. As per this provision, families can avail up to 100,000, 75,000,
or 50,000 rupees, for handing over their property within a period of one, two, or three
months, respectively. This scheme is unique to NTPC and is not covered in the R&R
policy of the Government of Odisha.

Ex-gratia: For PAFs dwelling in houses on government land, we provide an ex-gratia

of 70,000 rupees, which is equivalent to the cost of one unit of IAY (Indira Awaas
Yojana), in addition to the cost of the building structure. A further incentive of 25,000,
15,000, or 10,000 rupees is provided, for shifting within the stipulated time period. Till
FY 2014-15, 49.61 lakh rupees have been paid as compensation to the PDFs.

51
Livelihood Options

Employment and Capacity Building: A displaced person sustaining loss of agriculture

land, homestead land and dwelling houses of even less than mere 2 dec. of area get
employment if they are covered under R&R policy of Government of Odisha. All
members of a family, who are above the age of 18, are eligible for this provision. The
land oustees who are offered employment are sent to different reputed technical
institutions for training or skill development, for a period of up to two years. These
trainings enhance their skillsets and help them perform their duties with confidence.
During the training period they are entitled to their wages, besides the cost of training,
hostel expenditure and so on. During FY 2014-15, 343 persons were enrolled under
the 'Schooling and Skilling'programme and were admitted in various schools, ITIs and
for other specialised training courses (including welding).

Vendor-development Scheme: As an extension of our responsibility to PAFs and in

our bid to provide avenues for them to be financially independent, we launched a
unique 'Vendor-development Scheme' where members of PAFs have the opportunity
to transform into young entrepreneurs. In this scheme, they are offered contracts for
coal transportation by nomination. PAF members need to apply for contracts as co-
operative societies. A minimum 10-member team can register as a co-operative
society, in which 80% of the members need to be from PAFs within 30 kilometers of
particular coalfields and the remaining 20% may comprise of people from peripheral
areas within 75 kilometers. To ensure fair practice of the scheme, it is mandated that
those who form a co-operative should not belong to a single family and one individual
should not represent more than one co- operative society. Through this scheme, the
area CGMs / GMs have the liberty to award coal transportation work up to a total value
of 10 crore rupees. During FY 2014 - 15, 15.54% of MCL's total coal transportation
work was accomplished by these registered societies that were successful in loading
/ transporting 55.56 MT of coal, by deploying 442 tippers per day. The scheme
recorded the enrollment of nearly 59 such co-operatives with 739 ben
eficiaries, immediately after the reporting period. The initial response to this scheme
in the first few years promises immense scope to spread to all our coalfields. The PAFs

52
are completely in favour of this sustainable scheme, which offers long-term continuity
of their livelihood.

During FY 2014 - 15, we acquired 47.51 hectares of land and obtained possession of
314.04 hectares of land to execute various projects (refer to the table on 'Land
Acquisition Statistics - FY 2014 - 15'). We resettled a total of 6,960 PAFs upto
31.03.2015 and these families either chose relocation to R&R sites, or to sites of their
own choice (refer to the table on 'Statistics of Resettlement of PAFs - FY 2014 - 15').
Some of the prominent R&R sites where our PAFs have been settled include,
Handidhua, Ghantapada, Kuio Jungle, Danara, Gurujang, Baghmara and Takua in
Talcher Coalfield, and Tikilipara, Barpali, Ganesh Nagar, Jagannath Nagar, Khadam,
Belpahar, and Sanjob in Ib Valley Coalfield. These sites are provided with all basic
amenities including drinking water, electricity, roads, shopping complexes, schools,
etc. In spite of all these provisions, the graphical representation of 'Resettlement
Trends' suggests that most PAFs prefer to relocate to sites of their own choice. When
20 or more displaced families choose to settle together in a place that is not an R&R
site, we provide them with infrastructure and amenities such as electricity, water,
roads, drainage facilities, and a boundary wall.

A view of Baghmara R&R site at Talcher Coalfield

53
4.10 PROVISIONS
Employees welfare work may also be divided into two categories
1. Statutory
2. Non-statutory

Statutory provision
Statutory welfare work comprising the legal provisions in various pieces of labour
legislation.
Employers are required to offer welfare facilities to workers under different labour laws
which includes:
THE FACTORIES ACT, 1948
The act provides the following services to workers
 First aid boxes or cupboards one for every150 workers
 Canteens where there are more than 250 workers
 Shelters, rest room and lunch rooms where 150 workers are employed
 Welfare officers if 500 or more workers are employed

54
THE MINES ACT ,1951
The act provides for the followings
 Shelters for taking food and rest, if 50 or more workers are employed.
 First aid boxes if 150 or more workers are employed
 A canteen if employing 250or more workers.
 Welfare officers if 500 or more workers are employed

THE PLANTATION LABOUR ACT 1951

The act provides for the followings
 A canteen if 150 or more workers are employed
 medical aid to workers and their families for sickness and maternity allowance.
 Housing facilities for every workers and is family residing in the estate.
 Providing umbrellas, blanket, rain coat to workers as prescribed by the state
government.

THE MOTOR TRANSPORT WORKERS ACT 1961

The act contains the following provisions
 First aid equipment in each transport vehicle.
 Canteen if employing 100 or more workers.
 Comfortable, clean , ventilated and well lighted rest rooms at every place where
motor transport workers are required to halt at night.
 Medical facilities at the operating and halting centres.
 Uniforms, raincoats to drivers and line checking staff for protection against cold
and rain.

THE CONTRACT LABOUR ACT ,1970

The act requires the contractor to extended the following benefits to workers
 Canteens, if employing 100 or more workers
 Washing facilities
 First aid boxes equipped with prescribed contents.

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NON-STATUTORY PROVISIONS
Non statutory welfare work includes those which are undertaken by employers for their
workers voluntarily.
Many non-statutory welfare schemes may include the following schemes
 Personal health care: some of the companies provide the facility for extensive
health check-up
 Flexi-time: the main objective of the flexitime policy is to provide opportunity to
employee to work with flexibleworking schedules. Flexible work schedules are
initiated by employees and approved by management to meet business
commitments while supporting employees personal life needs.
 Employees assistance programs: various assistant programs are arranged like
external counselling services so that employees or members of their immediate
family can get counselling on various matters.
 Harassment policy: to protect an employee from Harassment of any kind,
guidelines are provided for proper action and also for protecting the aggrieved
employees.
 Maternity & Adoption Leaves: Employees can avail maternity or adoption
leaves. Paternity leave policies have also been introduced by various
companies.

4.11 OTHER WELFARE AMENITIES

A. BANKING FACILITIES
In order to induce saving habits among the workers and to disburse their wages
through banks serious effort have been made for hitting bank branches opened in all
collieries / Units in MCL. There are 16Nos. Of banks branches & 12 Nos. Of extension
counters functioning within the premises of MCL & all the payment are being made to
the employees through these [Link] counters have been opened in MCL
premises. In MCL 100% payments is made through Banks.
B. CANTEEN
As on 01.01.2019 34 Nos. Of canteens are available in MCL . These canteens are
being managed by respective managing committee. The manager of these canteens
are running the business with no Profit and loss manner & as they get salaries from
MCL.

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The number of canteens in NTPC are listed below
SL AREA NO OF SL AREA NO OF
NO. CANTEENS NO CANTEENS
1 IB VALLEY 03 8 JAGANNATH 03
2 ORIENT 04 9 TALCHER 02
3 LAKHANPUR 04 10 BHARATPUR 04
4 BASUNDHARA 02 11 CWS(X)TAL 01
5 MCL HQ 01 12 LINGARAJ 03
6 HINGULA 05 13 CWS(X), IB 01
VALLEY
7 NSCH, 01 TOTAL 34

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Chapter-5

58
DATA ANALYSIS AND INTERPRETATION
1. Employees satisfied with your safety equipment given by
the organization.

YES
NO

2. Opinion about the medical facilities available at MCL

hospital.

5%
15%

POOR
NORMAL
GOOD
80%

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3. Employees Getting Children education facilities by the MCL.
100%

90%

80%

70%

60%

50% YES
NO
40%

30%

20%

10%

0%
EDUCATION FACILITIES

4. Employees comfortable with the sift system.

90

80

70

60

50

40

30

20

10

0
YES NO

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5. Satisfaction with the drinking water facilities provided by the
organization.

70

60

50

40

30

20

10

0
VERY GOOD GOOD SATISFY POOR

6. Employees satisfied with the canteen facilities.

25

75 YES
NO

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7. Welfare facilities provided by the organization impact in
employees’ performance.

80

70

60

50

40

30

20

10

0
YES NO

8. Satisfaction about the sanitary.

70

60

50

40 Series 1

30

20

10

0
GOOD POOR

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9. Employees feeling about their working environment is safe or not.

SEFATY

GOOD
POOR

10. The communication level between various departments.

COMMUNICATION LEVEL AMONG

DEPARTMENTS
80

70

60

50

40 COMMUNICATION LEVEL
AMONG DEPARTMENTS
30

20

10

63
Chapter-6

64
FINDINGS, SUGGESTION & CONCLUSION
6.1 FINDINGS
1 The employees are satisfied with the medical facilities provided by the
NTPC.
2. The canteen facilities demand some changes in its operation.
3. The children of the employees get 40% rebate on Talcher DAV schools.
4. .It was found that 76% of employees are not satisfying with their
sanitation facilities.
5. The employees are satisfied with the safety equipments provided by
the organisation.
6.2 SUGGESTION
1. The communication level between the departments must be increase.
2. NTPC is working to make the employee welfare activities better and
reachable to each employee.

3. It must create awareness about the welfare activities of the

organisation.

4. It should develop the working condition of the employees.

6.3 CONCLUSION
Employee satisfaction in any organization is of vital importance. As said before
satisfied employees are productive employees. Employee welfare is very much
essential and of great significance for any organization to maintain itself in the present
business scenario.
It is of great significance for an organization to know and asses the employee needs
and fulfil them so as to motivate them and direct the manpower towards organizational
effectiveness by increasing Employees performance and potential level. And keeping
the present scenario in the view it can be concluded that NTPC is a company which is
really working for its Employees welfare.

65
BIBLIOGRAPHY

Text Books---V.S.P RAO - HUMAN RESOURCE MANAGEMENT

L.M Prasad – Principles & Practices of Management

Websites

[Link]

Annual report of NTPC for FY-2022

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