The Vision Describe your picture of the business, its place and position in the future society and

business environment (in 5-15 years perspective), in relation to markets, customers, employees and owners:
N !"#s position as the leadin$ thermal power $eneration company in %ndia and establish a presence in hydro power se$ment Develop a portfolio of $eneration assets in international market &stablish a stron$ service brand in the domestic and international market' N !" is well poised to achieve the 1(th plan tar$et of 1),*+, -. and even surpass it N !" plans to make substantial strides in renewable ener$y development and has a tar$et of 1,*** -. capacity by (*1/ N !" has awarded bulk tenderin$ pro0ects with super critical technolo$y for 1ud$i-1(+2,** -.), 3ara-1((2,** -.), 4olapur ((255* -.), -ouda-(((255* -.), 6adarwara ((2,** -.)'

 7inali8in$ the 3on$ erm "orporate !lan of N !" to set the $oals and directions for a period of (*+( with a view to positionin$ N !" as the world#s lar$est and best power producer'

The Mission he mission of the business is basically the reasons for its e9istence or le$itimacy' Describe the role of the business, what purpose it would fill and for whom: Describe the ma0or offerin$s (what your business aims to provide, serve or create)' ;ou can of course use the components of your description of the business idea:
<Develop and provide reliable power, related products and services at competitive prices, inte$ratin$ multiple ener$y sources with innovative and eco-friendly technolo$ies and contribute to society'= N !">s core business is $eneration and sale of electricity to stateowned power distribution companies and 4tate &lectricity ?oards in %ndia' he power ma0or has also si$ned -o@s with the Arunachal !radesh $overnment for implementation of the ),***-m. &talin hydel power plant, the country#s lar$est hydro power pro0ect, and the 5**-m. Attunli B&! pro0ect'

 Cural &lectrification @nder Ca0iv 6andhi 6rameen Didyutikaran ;o0ana, N !" &lectric 4upply "ompany 3td (N&4"3) completed electrification of ,*1/ villa$es and provided ,'55 3akhs ?!3 connections, thereby e9ceedin$ 6o% tar$et of electrification of /5** villa$es and ,'5 3akhs ?!3 connections'

The Ambitions he $rowth ambitions of your business will in hi$h de$ree determine the strate$ic directions and strate$ic approaches' 6rowth ambitions can be described in many different ways, such as internal $rowth ambitions (particularly profit, shareholders value, capital and assets accumulation, etc) and e9ternal $rowth ambitions, (such as turnover, market penetration, internationalisation, width of products and services, e9tension in the value chain, etc)' Describe your business $rowth ambitions: N !" has formulated a lon$ term "orporate !lan to become a 1,(,,*** -. company up to (*+(' N !" envisa$es /5,*** -. plus installed capacity by (*1/ which includes a si$nificant addition of hydro capacity and forays into non-conventional and nuclear power $eneration' A (,***-m. nuclear power plant will come up in the middle of the 11th 7ive-;ear !lan and another (,*** -. at the end of the plan'

he public sector company has si$ned a memorandum of a$reement with the 6overnment of 4ri 3anka and "eylon &lectricity ?oard for settin$ up a 5**-m. ((9(5* -.) coal-based thermal power plant in the island nation' he company is also in the process of finalisin$ an -o@ with Ni$eria for settin$ up power plants a$ainst allocation of 3N6 on lon$-term basis for N !" plants in %ndia'

Strategic Approaches:4imple !roduct -arket !enetration Approach:Existing Markets 1 Existing Products 3 New Products 4 2 New Markets

The Value Chain Approach (M. Porter)

Strategic Considerations

Position of the Business in the Value Chain

Extending

Withdrawing

Value added by the Business in the Value Chain

Adding

Reducing

Costs of Value Added by the Business in the Value Chain

Substituting

Outsourcing

Strategic Objecti es
N !" focus on all-round sustainability of $rowth and performance, N !" takes up well laid down initiatives in the areas of &nvironment, "4C and "orporate $overnance &fficiency improvement, climate chan$e and un-conventional ener$y sources are amon$ the key priorities behind the CED efforts of N !" 4ocial inclusion is a $uidin$ feature of N !"s $rowth strate$y with specific initiatives in areas of infrastructure development, healthcare, education, water supply, sanitation, women empowerment etc'

Strategic !esources
"apacity Fuality and !roduct Development %nvestments: he total installed capacity of the company is )1,/G) -. (includin$ HDs) with 1/ coal-based and seven $as-based stations'

he capacity will have a diversified fuel mi9 comprisin$ 55I coal, 15I 6as, 11I Nuclear and 1/I Cenewable &ner$y 4ources (C&4) includin$ hydro' ?y (*+(, non-fossil fuel based $eneration capacity shall make up nearly (,I of N !"#s portfolio'

N !" has been operatin$ its plants at hi$h efficiency levels' Althou$h the company has 15I of the total national capacity, it contributes (5'5I of total power $eneration due to its focus on hi$h efficiency'

"uman !esources Management:-

!ecruitment#

$e elopment#

an%

"! Vision: - < o enable our people to be a family of committed world class professionals, makin$ N !" a learnin$ or$ani8ation=' BC4 (Buman Cesource 4ervices) contributes its e9pertise in handlin$ and e9ecutin$ the &9istin$ and Developin$ BC trends and innovations' 7ollowin$ are the areas of operation' : &mployee .elfare &mployee ?enefits &mployee Celations (%ndustrial Celations) &mployee 4ervices (Jffice Admin')And !ensions &mployee 4ervices ( own Admin') rainin$ and Development (&D")

 !erformance -ana$ement Development Ca0bhasha (Bindi) 3aw

4ystem

and

Buman

Cesource

"orporate 4ocial Cesponsibility

!eoplesoft K BC-4 (&C! 4oftware) !ublic Celations he BC strate$y of N !" has been desi$ned around the four buildin$ blocks of competence buildin$, commitment buildin$, culture buildin$ and system buildin$'

&mployee Development "enters (&D") have been set up to cater to the need of appropriate rainin$ and Development of employees 3eadership Assessment and Development 4ystem (3&AD4): .ith a view to developin$ a pipeline of leaders for key leadership positions in the company'

&inancial Conse'uences ( )ee% *or an% Access to Capital

6overnment of %ndia held around /5I eLuity shares in N !"' Jver /)*,*** individual shareholders hold appro9' 1'G+I of its shares'

 3ife %nsurance "orporation of %ndia is the lar$est non-promoter shareholder in the company with /'55I shareholdin$' 4hareholders !romoters- 6ovt' of %ndia 7%%s 7%s and ?anks %ndividual shareholders -utual 7undsM@ % Jthers otal 4hareholdin$s /5I 1*'()I ,'5,I 1'G+I 1'++I ('G(I 1**I