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Point Out CSR Initiatives NTPC Powering with Care NTPC’s first community intervention starts with planning of a project and initial development activities, aimed at gaining confidence with the local population. National Revised Tuberculosis Control Program for which NTPC signed an MOU with the Ministry of Health is one of its success stories in its CSR initiative. The association helped in rural areas near NTPC’s project sites through 12 local centres to register about 25,000 people. Of these, about 3400 were found infected for which treatment has been started and more than 2600 have completed treatment. Another initiative has been adoption of 17 ITIs across the country as well as building of 9 new ITIs. The adoption has given a new lease of life to the ITIs with new subject streams as well as capacity building. At its Simhadri project site, NTPC is associating with a drinking water availability project along with the district administration and drinking water has been made available to 27 villages. Besides this, NTPC Foundation, set up in 2004 , is doing commendable work. It has opened special ICT centres for visually impaired and physically handicapped in four blind schools as well as at three national Universities (Delhi, Gauhati and Devi Ahilya Vishwavidhyalaya) where computer education is given through specially designed software and hardware to improve employability. NTPC Foundation has also opened five Disability Rehabilitation Centres through an MoU with the National Institute of Orthopedically Handicapped at project sites of Rihand, Tanda, Korba, Dadri and Bongaigaon. At these centres, surgeries have been conducted and artificially limbs put and about 14,000 people have been benefitted so far. Distributed generation projects have been put up in 15 villages close NTPC projects to provide electricity as well as encourage the cause of renewables. NTPC follows its own CSR policy conceptualized and approved by the Board in 2004 and subsequently revised in 2010. NTPC spends 1 per cent of its previous year’s PAT on activities related to CSR and Sustainable Development . NTPC’s first community intervention starts with planning of a project and initial development activities, aimed at gaining confidence with the local population. In the next stage comes community interventions under the R&R policy which is a combination of individual benefits to project affected families (besides land compensation) such as resettlement & rehabilitation as well as community development. This phase begins once the project investment approval is through and till when the project is fully commissioned. Corporate Social Responsibility Policy targets areas such as education, health, sanitation, hygiene, women empowerment as well as vocational skill development and drinking water. 42 <strong>MARCH</strong> 2014
IN FOCUS PSUs United Bank of India Archana Bhargava quits »» point out bureau Clean-up act at state-run United Bank of India (UBI) had its first casualty. Chairman and Managing Director, Archana Bhargava quit after the mess over NPAs. Barely a year into her term, Bhargava had sought voluntary retirement on health grounds. Her resignation was also accepted by Finance Ministry 43 UBI, which was in the black till the first quarter of 2013-14, reported a Rs.489.5-crore loss in the second quarter, which ballooned to Rs.1,238.1 crore by the December quarter. immediately, and two Executive Directors of the bank have been asked to take care as Chairman, till a new incumbent is named. She paid the price for being overzealous and forcing the bank to report NPAs. UBI, which was in the black till the first quarter of 2013- 14, reported a Rs.489.5-crore loss in the second quarter, which ballooned to Rs.1,238.1 crore by the December quarter. Problems in the bank started when its bad loans, that were largely unreported soared and an adamant Bhargava ordered a probe into it by the RBI. United bank is lead bank in north eastern states and is among the biggest lenders to the tea industry. It also has exposure in some big industries in the iron and steel sector. It is learnt that Bhargava, ever she took over as Chairman and Managing Director (CMD) rubbed most of its senior management, especially on the lending wing after she insisted on reporting the unreported NPAs. Officials deferred with her on the issue and blamed Finacle, a software developed by Infosys and used by most banks for the problem stating that there were technical glitches with the software. They insisted a minor restructuring could have very well reduced the NPAs. On the other hand Infosys said its software was foolproof. Sources in banking sector informed that Archana Bhargava had the right intentions and started off well. However, she seemed to have overstepped in her zeal to clean up the mess and fix things—a mandate which possibly the ministry did not vest her with.
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