A Study of Promotion Policy of Oil and Natural Gas Corporation Limited (ONGC)

ACKNOWLEDGEMENT

Apart from the efforts, the success of any project depends largely on the encouragement and

guidelines of many others. I take this opportunity to express my gratitude to the people who

have been instrumental in the successful completion of this project.

I would like to show my greatest appreciation to Dr. Himani Joshi, Assistant Professor & IIP

Coordinator of Stevens Business School, Gandhinagar. I feel obliged to be under her

guidance throughout the project. I feel motivated and encouraged every time. Without her

encouragement and guidance this project would not have materialized.

To begin with, I am extremely thankful to Mr. S. K. Sharma & Mr. I. D. Malik, Regional

Training Institute, ONGC, Vadodara for providing an opportunity of undergoing training in

ONGC.

My sincere thanks go to Ms. R S Narayani, Chief Manager (HR), ONGC, Vadodara who has

been all along enthusiastic and liberal in extending every support.

I am obliged to my project guide, Mr. K.K.Soni, Sr. HR Executive for his appropriate support

and valuable suggestion and feedback.

At the last but not the least I am deeply indebted to Mr. Raju Pawar and Ms. Ranjana Tandon

who has supported me in data collection and encourage me to do this project.

And, I would like offer my gratitude to the personnel associated with ONGC Library for

extending their support to me while completing the project report.

To me, making this report is like building a platform through my first actual Corporate

Interface which is thought-provoking challenging and hopefully will be tremendously helpful

in future professional career.

STEVENS BUSINESS SCHOOL (2009-11) Page 1

EXECUTIVE SUMMMERY

The following Project work complies the exploratory overview of Human Resource

Departments of Oil and Natural Gas Corporation Ltd. at Vadodara. Where, I be trained the

overview of HR Departments like, Industrial Relation (IR), Establishment, Recruitment and

Promotion (R&P), General Administration (welfare), Performance Appraisal Review (PAR),

Loans & Advances (L&A), Estate, Discipline & Appeals (D&A), Industrial Engineering (I.E)

and Hospitality.

The Survey includes “A Study of Promotion Policy of ONGC at Vadodara”. To study this

promotion policy is effective or not. I’ll pertain the likert Scale for primary source. I pertain

this likert scale because we can simply examine whether respondents are more or less

favorable to a topic.

The principle of research is to find that employees are satisfied and effectiveness of the

existing promotion policy. For this analysis Workers, Technicians, Supervisory and

Executive level of employees were selected and data was collected from them.

It is observed that all employees to know of the existing promotion policy whereas only some

no. of respondents are not satisfied to existing promotion policy. Mostly 78% of the

respondents satisfied of this existing promotion policy. And some of the respondents are

neutral point of view of existing promotion policy.

After the study I come to know, Organization is not only concentrating on career growth of

new entrants joining but also updating knowledge of existing employees in term of better

career growth through giving incentives for higher education and training and development

programmed.

A promotion may be defined as an upward advancement of an employee in an

organization to another job which commands better wages, better prestige, responsibility

and authority in ONGC.

The purpose of the Promotion Policy is to provide greater opportunities for promotion

and to improve the upward mobility potential for qualified as well as functional

experience employees.


Index

Sr.no. TOPIC Page No.

1. Acknowledgement 01

2. Executive Summery 02

3. Introduction

3.1 -Industry analysis 04

3.2 -Company detail 22

4 Internship Project Detail 47

4.1 -HR Departments of ONGC at Vadodara 50

4.2 -A Study of the Promotion Policy of ONGC at Vadodara 64

4.3 -Objective of the Project 66

4.4 -Research Methodology 69

4.5 - Data Analysis 70

4.6 -Finding 92

4.7 -Recommendation 94

5. Reflective Note on Internship 95

6. Conclusion 96

7. Bibliography 97

8. Annexure 98


“The Industry Analysis”

An Introduction of Oil Exploration at Globally

Today’s Petroleum Industry

Consumption

Oil Exploration : The Process

NELP

An Introduction of Oil Industry In India

Future Aspect of Oil

Industry Analysis


An Introduction of Oil Exploration at Globally

Here's a way to make millions of dollars from the oil boom with little money down (and in

the economics of oil exploration).

Step 1: Start an independent exploration company. Raise $10 million with a listing on the

Toronto Stock Exchange or London's Alternative Investment Market (AIM).

Step 2: Negotiate an exploration license with a national government to drill wells off the Gulf

of Mexico, in Papua New Guinea, or in another far-off locale. Governments are keen to cash

in on the high price of oil and lack the expertise to develop their reserves themselves, so they

are fond of royalty agreements or production-sharing agreements, which require them to put

no capital down, and encourage investment in exploration, in exchange for a share of

revenues once production is underway.

Step 3: Drill four wells at a cost of $2.5 million each (the average cost of drilling a well in

2006).

Step 4: Suppose a 50% success rate for prospective well-drilling, which means you've got

two successful wells on your hands. In 2006, the average successful well drilled by

"independents" contained 160 mobs (million barrels of oil equivalent), so you've now got 320

mobs in reserves. These reserves are under the ground, without any equipment to extract

them or pipelines to distribute them.

Step 5: Sell your wells to a "major" (e.g., Exxon Mobil (XOM), and Royal Dutch Shell). The

typical selling price, depending on location and degree of certainty in reserves, is roughly $10

per boe of proven reserves. At 320 mboe, your two successful wells are worth $3.20 billion.

You've turned $10 million into $3.20 billion in as little as a year!


http://www.wikinvest.com/wiki/Royal_Dutch_Shell

http://www.wikinvest.com/wiki/Alternative_Investment_Market?action=edit

http://www.wikinvest.com/wiki/Toronto_Stock_Exchange

The example above, though stylized, typifies the economics, and unique dynamics of oil

exploration and production. The major oil firms require large, established operating oil fields

in order to meet the tremendous demand for production. High oil prices and a seeming

decline in the number of "major" oil discoveries has created a market for much smaller

"independents," who independently scour the planet for oil, but typically are not involved in

refining and distributing the finished product. Some, such as Anadarko Petroleum (APC) or

XTO Energy (XTO), have a history of success in the U.S. and are therefore subject to more

predictable cash flows. Others base their entire asset value on investing in, for example,

Papua New Guinea, such as Inter oil (IOC) has done.

Oil exploration represents the very first piece of the long petroleum value chain that

ultimately brings gasoline to the gas station at which you fill your Ford Explorer. Exploration

and production are often referred to as the "upstream" pieces of the value chain, as compared

to refining, distribution, and marketing, which are typically considered downstream activities.

The process of oil exploration looks a lot like the stylized example above. A company

identifies a potentially attractive area to drill, either onshore (i.e., on land) or offshore (i.e., in

the ocean). This area could be attractive because it’s near another major discovery, or

because it used to be an operating well that has now dried up, or because government has

released some data that suggest the presence of hydrocarbons (i.e., gas and oil).

Next, the company and/or the government conducts initial surveys, such as seismic mapping

(see photo) to better understand the presence and availability of hydrocarbons under the

surface. (A seismic map is created by exploding dynamite or by stamping the ground with a

large pillar and measuring the way in which the resulting seismic waves travel through the

underground formations) At this point, the company considers a number of factors in its

decision about whether to drill a well: How deep are the hydrocarbons? What rock

formations are beneath the rock and above it? Is there porous rock which might serve as a

"sponge", soaking up oil? How big might a potential hydrocarbon discovery be?


http://www.wikinvest.com/wiki/Oil_refining_(downstream)

Example of a seismic map (BP)

Drill rig rental rates and utilization have skyrocketed (Newgate Capital)

As would be expected, oil exploration companies prospect for oil in the lowest risk / highest

return environments first. These are typically onshore sites in politically stable countries.

Riskier exploration prospects are offered in off-shore facilities -- exploring off-shore is also

more expensive, requiring a larger discovery in order to break-even. The riskiest of all

exploration plays involves "non-conventional" sources of oil, such as oil shale or the oil

sands.


http://www.wikinvest.com/image/BPSeismic.jpg

Key drivers of oil exploration

Price of oil - The backdrop to all conversations about oil exploration is both the price, and

the current worldwide proven reserves, of oil. Taken together, these determine whether a

specific exploration project will be economically attractive. In particular, the higher the price

of oil, the more expensive it can be to draw oil out of the ground and still make a profit. This

makes smaller fields, more remote fields, and oil that require more processing all the more

viable.

Technology - As one might imagine, the availability of computers and advances in seismic

technology have drastically improved the process of oil exploration, which was once little

more than drilling a well and crossing your fingers. Advances have pushed the envelope of

what is feasible, both in terms of finding where oil is and figuring out how to extract it once a

company has identified where it is. General Electric Company (GE), for example, offers

"Intelligent Drilling" technology, while a variety of engineering and seismic services firms

offer the latest in technology to find oil (e.g., 3D seismic mapping).

Availability of oil field services - The availability of equipment and qualified professionals

to service it represents a genuine bottleneck in oil exploration. The price of "oilfield

services," which includes all the ancillary requirements for drilling and operating a well, rose

20% in 2006. Lack of availability of drill rigs (for drilling oil), skilled petroleum services

professionals, seismic trucks, etc., can be a constraint in oil exploration. Note especially the

increase in drill rig rental rates experienced around the world (chart on left).

In its Q4/2007 Earnings Call, Andrew Gould of Schlumberger pointed out that, worldwide,

93% of jackups, 97% of semi-submersibles, and 100% of drill ships are currently being

utilized, with very few new offshore rigs coming online in 2008. This makes significant

offshore growth in 2008 relatively unlikely, as capital is already being used almost to

capacity. This lack of capital to meet demand will probably drive up oilfield services rates

significantly.

Weather - Difficult weather, especially hurricanes and tropical storms, can create a

challenging environment offer a double whammy for oil & gas companies. Not only do they

disrupt current supply chains (making tanker deliveries difficult, for example, or disrupting

refining processes), but also they may disrupt or disable offshore drill rigs. This disruption

ultimately feeds through to the oil field services pricing, as discussed above. And, of course,


http://www.wikinvest.com/wiki/Oilfield_services

http://www.wikinvest.com/wiki/Schlumberger

http://www.wikinvest.com/industry/Oil_&_Gas_Drilling_&_Exploration?action=edit&section=2

leads to further difficult conversations about the impact of climate change on extreme

weather patterns.

OPEC and Political Instability - The majority of current oil reserves are controlled by a

handful of politically unstable countries, especially those in the international energy

oligopoly, OPEC. OPEC's control over the market allows it to control how much oil enters

the market, and the fact that the majority of OPEC countries constantly contend with

terrorism adds an added element of unpredictability to the international oil price mechanism.

Oil companies have a major incentive to explore in order to diversify their reserve holdings

and hedge against unforeseen issues in any one unstable part of the world. Furthermore, there

is a growing focus by governments around the world on achieving energy independence by

helping non-OPEC corporations find new reserves through investment in new technology.

This manifests itself in a number of ways, from tax cuts and subsidies to the loosening of

environmental regulations.


http://www.wikinvest.com/wiki/Oil_Exploration_and_Production

http://www.wikinvest.com/wiki/Terrorism

http://www.wikinvest.com/wiki/OPEC

http://www.wikinvest.com/wiki/Oil's_Nationalization_%26_Geo-Political_Turbulence

http://www.wikinvest.com/wiki/Oil's_Nationalization_%26_Geo-Political_Turbulence

http://www.wikinvest.com/wiki/OPEC

http://www.wikinvest.com/wiki/Global_Climate_Change

http://www.wikinvest.com/image/Enlarged_liquidssupply.jpg

Today’s Petroleum Industry

Saudi Arabia, the United States of America and Russia are the top three oil producing

countries in the world.

Eighty percent of the world’s readily accessible oil reserves are located in the Middle East.

Consumption

The sales/consumption of petroleum products during 2008-09 were 133.40 MT (including

sales through private imports), an increase of 3.45 per cent over sales of 128.94 MT during

2007-08, according to the Ministry of Petroleum.

India's domestic demand for oil and gas is on the rise. As per the Ministry of Petroleum,

demand for oil and gas is likely to increase from 186.54 million tones of oil equivalent

(mmtoe) in 2009-10 to 233.58 mmtoe in 2011-12.

The refining capacity in the country increased to 177.97 million tones per annum (MTPA) as

on April 1, 2009 as compared to 148.968 MTPA as on April 1, 2008.


Oil Exploration: The process

Oil is found in geological formation at variable depths in the earth’s crust. The presence of

oil is usually identified by visible features such as gas oozes, oil seeps and crater formations

due to leakage. Typically, oil is found trapped within layers of porous sandstone, which lies

in the bed of non-porous sediments. Natural gas is present below the non-porous layer and

just above the oil surface. Also, at times oil tends to break the layer crust to reveal its

presence.

Once the initial geological studies confirm the presence of oil, sophisticated technology is

employed to determine the quantity and depth. The branch of science that deals with the

study of oil exploration is called ‘exploration geophysics’. The possible location of oil

exploration is subjected to various geology surveys such as magnetic survey, seismic

reflection survey and gravity survey. At a higher stage, elaborate seismic surveys are

conducted to measure the time taken by sound waves to travel through matter. If the presence

of oil is confirmed, the site is transferred to an oil exploration company.

Oil extraction requires the deployment of heavy machines and the drilling of oil wells. First,

natural gas is extracted through pipes and later crude oil.


New Exploration licensing Policy (NELP)

The New Exploration Licensing Policy (NELP) was launched by the Government for

accelerating the pace of hydrocarbon exploration in the country. So far two rounds of NELP

have been announced. In order to operationalise the NELP-I, consultations were held with the

State Governments on NELP terms and their concurrence was sought before offering any

block in their respective States. Based on the concurrence received from the State

Governments, the Centre invited bids under NELP-I in January 1999 and a total of 48 blocks

(10 onshore + 26 shallow water offshore + 12 deepwater offshore blocks) were put on offer.

The 45 bids received on August 18, 1999 for 27 blocks were evaluated, production-sharing

contracts (PSCs) concluded and signed for 22 blocks in about 7 ½ months time on February

14, 2000. In India, for the first time the PSCs have been signed in such a short time after the

bid closing date. Production sharing contracts for two more blocks were subsequently signed

on October 3, 2000 and February 8, 2001. The total sedimentary area covering these 24

NELP-I blocks is about 0.232 million sq.km. This is the first instance in the country’s

hydrocarbon exploration history that deep-water acreages were offered for competitive

bidding. The NELP – I demonstrated the positive response by NOC sand medium to small

private companies, both Indian and foreign.

Implementation of works in the NELP-I blocks has begun in right earnest immediately

after issuance of the petroleum exploration license. The tempo of works in some of these

blocks has already set a unique record in the exploration activity in the country as 7 seismic

ships were working at a time in the offshore blocks awarded by the government of India.

Never before more than two seismic ships had operated in the country simultaneously. In

addition to the seismic campaigns undertaken in the NELP blocks, an exploratory drilling

activity, which usually takes up to 2 years after completion of seismic surveys, have also

been carried out in one of the offshore blocks. Encouragingly enough, results of these initial

exploratory efforts have already led to the discovery of a "gas strike" in offshore deepwater

areas of the Krishna-Godavari (KG) basin. While this discovery in the KG deepwater area,

Annapurna, is yet to be fully assessed, efforts would be continued in future to properly

develop and make the discovery productive. All these efforts reflect the great boost received

so far in the exploration activities of the country through the NELP route.


With the favorable "industry-response" in NELP-I, the Government of India announced

NELP-II in December 2000 offering 25 exploration blocks spreading over 11 basins and

covering 9 on land blocks, 8 shallow water offshore blocks (up to 400 meter bathymetry) and

8 deepwater blocks (beyond 400 meter bathymetry). The Government has since improved

upon NELP-I and introduced certain new aspects in NELP-II like making the information or

data package available in CD ROMs, bringing in more transparency in bidding process by

making public the broad parameters for bid evaluation, introducing few modifications in the

model production sharing contract and creating a special interactive web site for promotion

the Nelp-II Blocks. The promotional programmed of the NELP blocks organized through

road shows in Delhi and a different international venue was also aimed. They achieved the

objective of sensitizing the investors and the technology providers about the availability of

the potentials of the blocks and the market. The NELP-II offer has received encouraging

response as bids for 23 of the 25 blocks offered were received on March 31, 2001. Production

Sharing Contracts of these 23 blocks were signed in a record time of about three and a half

months on July 17, 2001.

Two more rounds of NELP may possibly be announced by the Government with each

round consisting of 20 to 30 blocks. Of these two expected rounds, the first would in all

probability be floated before March 2002. The work programmed of both these rounds for

Phase-I & II is likely to be implemented during the X Plan period. Thereafter, the available

acreages would be considered for offer under a new open acreage system in which the

exploration blocks would be on offer for bidding on a round-the-year basis.


EXPLORATION BLOCKS ON OFFER UNDER

NEW EXPLORATION LICENSING POLICY - EIGHTH ROUND (NELP-VIII)


An Introduction to Oil Industry in India

The oil and gas industry has been instrumental in fuelling the rapid growth of the Indian

economy. India has total reserves of 775 million metric tonnes (MT) of crude oil and 1074

billion cubic metres (BCM) of natural gas as on April 1, 2009, according to the Ministry of

Petroleum.

Petroleum exports during 2008-09 were US$ 26.2 billion according to the Ministry of

Petroleum.

Under New Exploration Licensing Policy (NELP VIII), 1.62 sq km of area comprising 70

blocks was put up for bidding.

The Cabinet Committee on Economic Affairs (CCEA) has approved award of 33 out of 36

oil and gas blocks that were bid for in New Exploration Licensing Policy (NELP-VIII), for

which bidding closed on October 12, 2009.


20 Oil and Gas Companies of India

Sr.No. Site

1. Indian Oil Corporation

2. ONGC

3. Bharat Petroleum

4. Reliance Petroleum Limited

5. Essar Oil Limited

6. Gas Authority of India

7. Hindustan Petroleum Corporation

8. Aban

9. Oil India Limited

10. Tata Petrodyne

11. Bongaigaon Refinery

12. Gas Projects (India) Private Limited

13. Hindustan Oil Exploration Company Limited

14. India LPG

15. IBP Co. Limited

16. Lubricants India

17. Oil Gas India

18. Petrosil Group

19. Shiv-Vani Universal

20. Kochi Refineries Limited


http://www.bestindiansites.com/top-companies/oil-gas/%20%20%20%20%20%20%20http:/www.kochirefineries.com/

http://www.shiv-vani.com/

http://www.petrosil.com/

http://www.oilgasindia.com/

http://www.lubricantsindia.com/

http://www.ibpoil.com/

http://www.indialpg.com/

http://www.hoec.com/

http://www.gasequipindia.com/

http://www.brplindia.com/

http://tata.com/tata_petrodyne/index.htm

http://oilindia.nic.in/ourcomp_spread_assam.htm

http://www.abanindia.com/

http://www.hindpetro.com/

http://www.gailonline.com/

http://www.essar.com/

http://www.relpetro.com/

http://www.bharatpetroleum.com/

http://www.ongcindia.com/

http://www.indianoilcorp.com/

Future aspect of oil

What is Peak Oil?

The term "peak oil" is used to describe the point at which the earth's supply of oil will no

longer be able to meet our energy needs. Oil is not a renewable energy source, and therefore

can and will be exhausted at some point in the future. There is still a lot of debate about the

projected date of peak oil due to our inability to accurately take stock of current world oil

supplies. As early as the 1950's geologists have been warning of oil supply collapse. M. King

Hubbert noticed a logistics curve in oil discoveries and based on these findings he predicted

that there would be a global oil peak between the year 1995 and 2000.

Oil shortage a myth, says industry insider

There is more than twice as much oil in the ground as major producers say, according to a

former industry adviser who claims there is widespread misunderstanding of the way proven

reserves are calculated.

Although it is widely assumed that the world has reached a point where oil production has

peaked and proven reserves have sunk to roughly half of original amounts, this idea is based

on flawed thinking, said Richard Pike, a former oil industry man who is now chief executive

of the Royal Society of Chemistry.

Current estimates suggest there are 1,200 billion barrels of proven global reserves, but the

industry's internal figures suggest these amounts to less than half of what actually exists.


The Challenges Ahead

42 years of oil left?

According to the 2009 BP Statistical Review, the world has precisely 42 years of oil left.

Those numbers come from a very simple formula, the R/P ratio, which consists of dividing

the official number of global oil reserves by the level of today’s production. Nevertheless,

this methodology is dangerously defective on several key points as it ignores geological

realities. Oil production does not consist of a plan level of production that brutally ends one

day; it follows a bell-shaped curve.

Indeed, the important day occurs when production starts to decline, not when it ends. As it is

a non-flexible commodity, even a small deficit in oil production can lead to a major price

surge. Finally, the R/P ratio does not acknowledge that production costs increase over the

time; the first oil fields to be developed were logically the easy ones and so the most

profitable. It is well recognized that remaining oil fields consist of either poor quality oil or

remotely located fields which need high technologies and expensive investments. Therefore,

relying on the R/P ratio gives a false impression of security while the actual situation is

critical


Global oil reserves: lies and manipulations

Oil is a strategic resource; therefore having oil is a key political and economic advantage for

a state. This is why politics interfere in the evaluation of oil reserves, especially in countries

with poor accountability records; that is, the majority of OPEC countries. In fact, OPEC oil

reserves dramatically increased during the 1980s and 1990s. However, they have not

discovered major oil fields after the 1970s. At this juncture, the question of what lays behind

these fluctuations needs to be asked.

The geologist Dr. Colin Campbell, founder of ASPO, explains the hidden reasons that led to

these changes: “In 1985, Kuwait, added 50% to its reserve. At that time, the OPEC quota was

based on the reported reserves; the more you reported, the more you could produce”. Fellow

OPEC members who were unwilling to see the influence of Kuwait growing, simply raised

their reserves soon after. Moreover, OPEC countries continue to present their reserves as flat

despite having extracted huge amounts of oil during the past twenty years. At this point, we

should not forget that oil reserves reported by these countries are not audited by independent

experts.

In 2006, Petroleum Intelligence Weekly said it had access to confidential Kuwaiti reports

which stated that reserves were half the official numbers7. In reaction, the Kuwaiti Oil

Minister stated, “The Kuwait people are not concerned with numbers. This is related to

national security”. In 2006, Dr. Samsam Bakhtiari, a senior energy expert from the National

Iranian Oil Company, declared that oil reserves in the Middle-East were “about half, or even

less than what the respective national governments claim” and added “as for Iran, the usually

accepted official 132 billion barrels is almost 100 billion barrels over any realistic assay”.

In fact, importing countries are simply asked to trust OPEC nations. Strangely, but surely,

this is done by importing countries who assume these numbers are true and use them in their

projections. On a report to the US Congress on Peak Oil, the US Government Accountability

Office justly noted these problematic estimations.

The question of oil reserves is most relevant. As oil exporting countries have less oil in their

ground, Peak Oil will arrive faster. Oil optimists who argue Peak Oil is still decades away

rely on these same erroneous data. In addition, if importing countries assume oil reserves are


abundant as they do, the crisis will be unexpected, unprepared and misunderstood; in one

word: overwhelming. Similarly, once oil shortages occur, oil importing countries may

assume that exporting countries are deliberately reducing their oil exports to harm their

national interests. Such a flawed assumption from oil importing countries is likely to have

serious repercussions, and eventually lead to new oil wars.


Industry Analysis

I learn from this Industry and from ONGC, that where we talk about the year 2008-09

Industry scenario the economic meltdowns, oil prices nose-dived from the peak of USD 147

per barrel in July'2008 to USD 33 per barrel in December' 2008. The prices crashed down not

because of any supply glut, but due to sudden slump in demand which increased the spare

capacity and in turn sentiments got depressed in the oil markets.

But in this kind of situation OVL invested Rs. 16,105 Crore, again the highest-ever, towards

overseas projects during FY’09. We must realize that this spare capacity cushion is bound to

erode once the economies recover which seems to be happening faster than expected. The

crude prices have already moved up steadily, and are currently balanced around USD 70 per

barrel. These investment guided by the strategic pursuits of ONGC and the listed priorities

which have been mapped for sustained growth.

Where, During FY'09, the ONGC accreted 284.81 million metric tonnes of oil equivalent of

in-place volume of hydrocarbons; the highest in the last two decades. Ultimate reserve

accretion of 68.90 MToE from domestic operated fields is again the highest in 18 years. This

is the result of the first strategic pursuit of the Company i.e., 'intensified exploration' which

aims to create new oil and gas assets on continuous basis.

The strategic pursuit of the Company has been 'improving recovery factor'. The Company has

systematically been implementing Improved Oil Recovery (IOR) and Enhanced Oil Recovery

(EOR) schemes in 15 major fields. These schemes have helped in improving recovery factor

in these fields from 28% in 2000-01 to 33% in 2008-09. During this period Company

invested over Rs. 14,000 Crore in fourteen IOR/EOR schemes, which have already been

completed. Seven schemes are under implementation with envisaged investment of over Rs.

16,000 Crore. The Company maintained production levels at 61.23 MToE of O+OEG during

FY'09, from its domestic and overseas assets; marginally lower than the highest-ever

production of 61.85 MToE during FY’08.

ONGC do this all things but they achieved their financials profits that are, 1) ONGC posted a

net profit of Rs. 161.26 billion despite volatile oil and crude prices. 2) Net worth Rs. 781

billion, 3) Practically Zero Debt Corporate, 4) Contributed over Rs. 280 billion to the

exchequer.


“Company detail”

Board of Directors

Vision and Mission

Objectives

HR Strategy

ONGC- Down the memory lane

ONGC- Discoveries in India

The Petroleum Industry

ONGC- Location Map

Present Profile

ONGC Group of Companies

Organ gram of ONGC

Products of ONGC

SWOT Analysis


Board of Directors

CHAIRMAN & MANAGING DIRECTOR

R S Sharma

Chairman & Managing Director

FUNCTIONAL DIRECTORS

A K Hazarika D K Pande

Director (Onshore) Director (Exploration)

U N Bose D K Sarraf Sudhir Vasudeva

Director (Technology & Director (Finance) Director (Offshore)

Field Services)


SPECIAL INVITEE GOVERNMENT NOMINEES

R S Butola S Sundareshan Smt. Anita Das L M Vas

Managing Director Addl.Secy. MOP&NG Govt. of India Addl. Secy. DEA

OVL Govt. of India Ministry of Finance

Govt. of India

I NDEPENDENT DIRECTORS

Dr. Bakul H Dholakia V P Singh Dr. R K Pachauri

P K Choudhury Chanda Kochhar, S S Rajsekar

S Balachandran Santosh Nautiyal


Vision

“To be Global Leader in integrated energy business through sustainable growth, knowledge

excellence and exemplary governance practices”.

Mission

Dedicated to excellence by leveraging competitive advantages in R&D and

technology with involved people.

Imbibe high standard of business ethics and organizational values.

Abiding commitment to health, safety and enrolment to enrich quality of community

life.

Foster a culture of trust, openness and mutual concern to make working a stimulating

and challenging experience for our people.

Strive for customer delight through quality products & service.

Integrated in Energy Business

Focus domestic and international oil and gas exploration and production business

opportunities.

Provide value linkages in other sectors of energy business.

Create growth opportunities and maximizes shareholder values.


Dominant Indian Leadership

Retain dominant position in Indian petroleum sector and enhance India’s energy availability.

ONGC is bestowed with the honors of “Navaratna” status by Govt. of India. The Govt. has

announced for providing enhanced function and financial autonomy for the Navaratna

companies to enable them to enhance their competitive edge and attain accelerated growth.

Objective

To develop and sustain core values.

To develop business leaders for tomorrow.

To provide job contentment through empowerment, accountability and

responsibility.

To build and upgrade competencies through virtual learning, opportunities for

growth and providing challenges to the job.

To foster a climate of creativity, innovation and enthusiasm.

To enhance the quality of life of employees and their family.


Strategic Vision: 2001 - 2020

To focus on core business of E&P, ONGC has set strategic objectives of:

Doubling Reserves

Improving average recovery from 28% to 40%

Tie-up 20 MMTPA of equity Hydrocarbon from abroad.

The Focus of management will be to monetize the assets as well as to assetize the money.

HR Strategy

To meet challenging demand of the business environment, focus of the HR Strategy is

on change of the employees “mindset”.

Building quality culture and resources.

Re-engineering and redeployment for maximizing Utilization of HR potential.

To build and upgrade competencies through virtual learning opportunities for growth

and providing challenges in the job.

Including a spirit of learning and enjoying challenges.

Re-strengthening mutual faith, trust and respect.

Developing Human Resource through virtual learning, providing opportunities for

growth, inculcating involvement and exposure to benchmarking in performance.


Measuring HR Performance

HR Parameters have been incorporated in the MOU by ONGC since 1994-95, to

systematically and scientifically evaluate effectiveness of HR Systems, which enables and

facilitates.

HR parameters of MOU for 2009-2020 are:

Mentoring and coaching

HR audit

Engagement survey

Continuous professional education credit course for finance executives of ONGC.

A motivated team

HR policies at ONGC revolve around the basic tenet of creating a highly motivated, vibrant and self-

driven team. The Company cares for each and every employee and has inbuilt system to recognize

and reward them periodically. Motivation plays an important role in HR Development. In order to

keep its employee motivated the company has incorporated schemes such as reward and Recognition

Scheme, Grievance Handling Scheme and Suggestion Scheme.

Incentive Schemes to enhance productivity

Productivity honorarium scheme

Job incentive

Reserve establishment honorarium

Roll out of succession planning model for identified key positions

Group incentives for cohesive team working, with a view to enhance productivity


ONGC- down the Memory lane

During the pre-independence period, the Assam Oil Company in the northeastern and Attock

Oil Company in northwestern part of the undivided India were the only oil companies

producing oil in the country, with minimal exploration input. The major part of Indian

sedimentary basins was deemed to be unfit for development of oil and gas resources.

After independence, the national Government realized the importance of oil and gas for rapid

industrial development and its strategic role in defense. Consequently, while framing the

Policy Statement of 1948, the development of petroleum industry in the country was

considered to be of utmost necessity.

Genesis of ONGC

Until 1955, private oil companies mainly carried out exploration of hydrocarbon resources of

India. In Assam, the Assam Oil Company was producing oil at Digboi (discovered in 1889)

and the Oil India Ltd. (a 50% joint venture between Government of India and Burmah Oil

Company) was engaged in developing two nearly discovered large fields Naharkatiya and

Moran in Assam. In West Bengal, the Indo-Stanvac Petroleum project (a joint venture

between Government of India and Standard Vacuum Oil Company of USA) was engaged in

exploration work. The vast sedimentary tract in other parts of India and adjoining offshore

remained largely unexplored.


Industrial Policy Resolution, 1956

In 1955, Government of India decided to develop the oil and natural gas resources in the

various regions of the country as part of the Public Sector development. With this objective,

an Oil and Natural Gas Directorate was set up towards the end of 1955, as a subordinate

office under the then Ministry of Natural Resources and Scientific Research. The department

was constituted with a nucleus of geoscientists from the Geological survey of India. A

delegation under the leadership of Mr. K D Malviya, The then Minister of Natural Resources,

visited several European countries to study the status of oil industry in those countries and to

facilitate the training of Indian professionals for exploring potential oil and gas reserves.

Foreign experts from USA, West Germany, Romania and erstwhile U.S.S.R visited India and

helped the government with their expertise.

Finally, the visiting Soviet experts drew up a detailed plan for geological and geophysical

surveys and drilling operations to be carried out in the 2nd Five Year Plan (1956-57 to 1960-

61).

Early Days

In April 1956, the Government of India adopted the Industrial Policy Resolution, which

passed mineral oil industry among the schedule ‘A’ industries, the future development of

which was to be the sole and exclusive responsibility of the state.

Soon, after the formation of the Oil and Natural Gas Directorate, it became apparent that it

would not be possible for the Directorate with its limited financial and administrative powers

as subordinate office of the Government, to function efficiently. So in August 1956, the

Directorate was raised to the status of a commission which enhanced powers, although it

continued to be under the Government. In October 1959, the Commission was converted into

a statutory body by an act of the Indian Parliament, which enhanced powers of the

commission further. The main functions of the Oil and Natural Gas Commission subject to

the provisions of the Act, were “to plan, promote, organize and implement programs for

development of Petroleum Resources and the production and sale of petroleum and

petroleum products produced by it, and to perform such other functions as the Central

Government may, from time to time, assign to it”. The act further outlined the activities and

steps to be taken by ONGC in fulfilling its mandate.


Phenomenal Growth (1961-1990)

Since its inception, ONGC has been instrumental in transforming the country’s limited

upstream sector into a large viable playing field, with its activities spread throughout India

and significantly in overseas territories. In the inland areas, ONGC not only found new

resources in Assam but also established new oil province in Cambay basin (Gujarat), while

adding new petroliferous areas in the Assam-Arakan Fold Belt and East coast basins (both

inland and offshore).

ONGC went offshore in early 70’s and discovered a giant oil field in the form of Bombay

High, now known as Mumbai High. The discovery, along with subsequent discoveries of

huge oil and gas fields in Western Offshore changed the oil scenario of the country.

Subsequently, over 5 billion tones of hydrocarbons, which were present in the country, were

discovered. The most important contribution of ONGC, however, it is self-reliance and

development of core competence in E&P activities at a globally competitive level.

ONGC Post liberalization (1990 till Date)

The liberalized economic policy, adopted by the Government of India in July 1991, sought to

deregulate and de-license the core sectors (including petroleum sector) with partial

disinvestments of government equity in Public Sector Undertakings and other measures. As a

consequence thereof, ONGC was re-organized as a limited company under the Company’s

Act 1956 in February 1994.

After the conversion of business of the erstwhile Oil & Natural Gas Commission to that of

Oil & Natural Gas Corporation Limited in 1993, the Government disinvested 2 percent of its

shares through competitive bidding. Subsequently, ONGC expanded its equity by another 2

percent by offering shares to its employees.


During March 1999, ONGC, Indian Oil Corporation (IOC) – a downstream giant and Gas

Authority of India Limited (GAIL) – the only gas marketing company, agreed to have cross

holding in each other’s stock. This paved the way for long-term strategic alliances both for

the domestic and overseas business opportunities in the energy value chain, amongst

themselves. Consequent to this the Government sold off 10 per cent of its share holding in

ONGC to IOC and 2.5 per cent to GAIL. With this, the Government holding in ONGC came

down to 84.11 per cent.

In the year 2002-03, after taking over MRPL from the A V Birla Group, ONGC diversified

into the downstream sector. ONGC will soon be entering into the relating business. ONGC

has also entered the global field through its subsidiary, ONGC Videsh Ltd. (OVL). ONGC

has made major investments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbon

revenue from its investment in Vietnam.


ONGC Discoveries in India


1973: Assam & Assam Arakand

Basin

1980: Krishna Godavari Basin

1985: Cauvery Basin

1967: Rajasthan

Basin

1958 : Cambay Basin

1974: Mumbai Offshore

ONGC: Milestones

1955 Oil and Gas Directorate, Govt. Of India

1956 Oil and Natural Gas Commission

1959 Autonomous statutory Body

1993 Public Limited Company

1997 A Navratana PSU

2000 A “Flagship” Oil PSU

2004 Fortune Global 500

2007 Most Admired Indian Company among Fortune Global 500

2008 ONGC retained its top position among Indian companies with a Forbes

tag of 198th.

2009 Leading Oil & Gas Corporate of the Year

2009 Maharatna status to help emerge as global giants.


THE PETROLEUM INDUSTRY

The seeking and production of the crude oil and natural gas are generally referred to as

exploration and production phase of the total grant of function of the petroleum industry. A

divide has thus been made in the petroleum industry between the function relating to

exploration and production of crude oil and natural gas which is referred to as “up-stream”,

and refining transportation and marketing to the end consumer which are referred to as

“down-stream”.

COMPETITIVE SCENARIO

ONGC’s main business is oil and exploration. It has monopoly in its field. Thus it faces less

competition.



PRESENT PROFILE

Global Ranking

ONGC ranks as the Numerous Oil & Gas Exploration & Production (E&P)

Company in the world, as per Plats 250 Global Energy Companies List for the year

2008 based on assets, revenues, profits and return on invested capital (ROIC).

ONGC ranks 20th among the Global publicly-listed Energy companies as per ‘PFC

Energy 50” (Jan 2008)

ONGC is the only Company from India in the Fortune Magazine’s list of the World’s

Most Admired Companies 2007.

Occupies 152nd rank in “Forbes Global 2000” 2009 list (up 46 notches than last year)

of the elite companies across the world; based on sales, profits, assets and market

valuation during the last fiscal. In terms of profits, ONGC maintains its top rank from

India.

ONGC ranked 335th position as per Fortune Global 500 - 2008 list; up from 369th

rank last year, based on revenues, profits, assets and shareholder’s equity. ONGC

maintains top rank in terms of profits among seven companies from India in the list.


Competitive Strength

All crudes are sweet and most (76%) are light, with sulphur percentage ranging from

0.02-0.10, API gravity range 26°-46° and hence attract a premium in the market.

Strong intellectual property base, information, knowledge, skills and experience.

Maximum number of Exploration Licenses, including competitive NELP rounds.

ONGC has bagged 85 of the 162 Blocks (more than 50%) awarded in the 6 rounds of

bidding, under the New Exploration Licensing Policy (NELP) of the Indian

Government.

ONGC owns and operates more than 15000 kilometers of pipelines in India, including

nearly 3800 kilometers of sub-sea pipelines. No other company in India operates even

50 per cent of this route length.


ONGC group of Companies


Business Areas of ONGC


ORGANOGRAM OF ONGC


Products of ONGC


ONGC

SKONAPHTHA

SULPHUR

NATURAL GAS

C2 C3

Feed Stock

CRUDE OIL LPG

HSD

ATF

HEAVY CUT

PRODUCT PROFILE

Main business of ONGC - Survey, Exploration, Development and Exploitation of

proven fields.

The main products being produced and sold :

Crude oil, Natural Gas, Liquefied Petroleum Gas(LPG), Natural Gas Liquids(NGL),

Ethane Propane( C2-C3), Aromatic Rich Naphtha (ARN), Superior Kerosene Oil

(SKO ) and Heavy Cut.

ONGC publishing the Quarterly, Half Yearly and Annual Results as per the

requirements of clause 41 of Listing Agreement.

ONGC has two subsidiaries :

ONGC Videsh Limited (100 %)

Mangalore Refinery and Petrochemicals Ltd. (71.62%)


SWOT Analysis

STRENGTHS

Fully integrated company in all the sectors of Oil and Gas business –Exploration and

Production, Refining, Sales of crude Oil and Gas and Entry in retailing sector.

Market Leader in Oil and Gas Sector in India.

Strong Infrastructure.

Strong and Visionary Leadership.

Strong financial position of the company with huge Oil and Gas Reserves.

Existing Product of value added products like Kerosene, Naptha, Diesel, Petrol etc.

International and National Credibility as a firm of repute.

Owns equity of Oil and Gas abroad.

Subsidiaries as MRPL which has highest capacity utilization among all PSU refiners.

ONGC has ISO-9001 & ISO 14001 registration.

One of the company of ‘Maharatna’

Strives to be environmentally friendly - The Company has in its guiding principles to

cut down emission and become nature friendly in due course of time.

Growing demographics - ONGC Videsh Ltd. (OVL). ONGC has made major

investments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbon revenue

from it investment in Vietnam.


WEAKNESS

Constraints of a PSU wherein many decisions to enter downstream energy sector are

adversely affected.

No major exploration except Bombay High. It needs to find out more sources like

Bombay high.

No experience in retail marketing of Petroleum Products.

ONGC has to bear the 1/3 of the loss which occurs due to the subsidy provided by

Government for Petrol.

OPPORTUNITY

The progressive removal of price controls in the Oil and Gas sectors are enabling the

company to generate financial surpluses for investment.

The control in the Oil and Gas sector enables forward integration for ONGC and also

for direct marketing of petroleum products.

Entry into CBM, Gas hydrates, Underground Coal Gasification, etc to improve the

availability the availability of Gas for sale.

Increase in Oil and Gas equity abroad through its overseas subsidiary, OVL.

Entry into Energy sector through power generation.

Possible Mergers with Smaller Companies.

Finding Alternative Fuels before competitor.

Expanding into more areas.

Grow their hold in the energy market.


THREATS

Increased competitor activity in the Oil and Gas business in India and emergence of

other integrated like RIL, Cairn India.

Backward integration by Oil refining companies like ICOL, Gas and Power

generating companies like GAIL and NTPC.

Chances of disinvestment in order to reduce the fiscal deficit of Country.

Government policies affect long term planning.

The company may be facing some real threat from alternative fuels in the next decade

or so.

The ever changing laws pose a big threat to the company. The Company is bleeding

due to the rising crude oil prices in the international market but the government has

its own priorities.


“Internship Project Detail”

HR Departments in ONGC at Vadodara

Organ gram of HR-ER Group, WOB, Vadodara

Industrial Relation

Establishment

Recruitment and Promotion

General Administration (Welfare)

Performance Appraisal Review

Land and Acquisition

Estate

Discipline and Appeals

Industrial Engineering

Hospitality


Organizational set up at Vadodara

Vadodara office is divided into three CRC (Corporate Rejuvenation Campaign -an

organizational structure) units-

1. Basin – undertakes the activity of acquisition, processing and interpretation (survey)

for following three blocks:

Block 1 – Ankleshwar, Bharuch

Block 2 – Ahmedabad, Tarapur and Cambay

Block 3 – Mehsana and Patan

Now consequent upon the merger of erstwhile “Regional Office” activities of maintenance,

Procurement, Quality Assurance, Security and vigilance functions, overall co-ordination of

finance functions, safety, Health and Environment management and general administration

are also coming under the purview of Basin (Western Onshore Basin)

2. Services – Undertakes co-ordination activities related to drilling (both developmental

and exploratory), Cementing, Mud, Well and Work over services of following:

Ankleshwar asset

Ahmedabad asset

Mehsana asset

Cambay and Jodhpur Project

3. Workshop – Undertakes activities relating to repairing and fabrication of

equipments.

Role of Human Resource Department in Vadodara

Alignment of HR vision with corporate vision.

Enhance productivity and performance by developing employee competency and

potential.

Developing professional attitude and approach.

Shift from support group to strategic partner in business operations .

Developing ‘Global Manager’ for tomorrow to ensure the role of global players.


Organ gram of HR-ER Group, WOB, Vadodara


V.K.Verma

SM – DGM (HR)

V.K.Verma

DGM (HR)

D.K.Kalra

DGM (IE) I/C HR-ER

R&P

Brij Mohan CM (HR)

Eiect. Maint

L.Jena DGM (E)

Civil Maint

N.P.Pandey CE (C)

I.E., PAR

R.K.Sharma CE (IE)

Est., D&A, L&A &HRD Mrs.R.S.NarayaniCM (HR)

Hospitality

J.V.Soni DM (HR)

Retired Employee

N.K.R.B.Gndhi

DM (HR)

Official Language

Mrs.M.Aserkar Sr.OL Officer

(I.R)M.Hazarika

Sr. HR. Executive

Estate

C.P.Biniwale

Industrial Relation (IR)

In this department I learn from 01-04th July, 2010

Introduction to I.R. (Industrial relationships) & Overview of ONGC Co.

Rules & Regulation of I.R.

Rules & Regulation of Grievance for Contractual Worker & Regular Employees.

Collecting & analyzing information for Parliament for last 10 years.

“Industrial relations” refer to a dynamic and developing concept which is not limited to “the

complex of relations between employers and employees – a web much more complex than

the simple concept of labour-capital conflict.”

Grievance Management System

The objective of grievance management system is to provide easily accessible machinery to

the employees of the corporation for redressal of their grievance so as to have increased

satisfaction on the job which may result in improved productivity and efficiency of the

ONGC.

Grievance may be raised by employees under GMS within 90 working days from the date

such grievance was caused.


Establishment

In this Department I learn from 05-07th July, 2010

The Establishment department looks after general administration of the employees in the

organization like maintaining the personal files, service information, leave records,

transfer/posting information, pay increment record settlement of personal grievance, claims –

Arguments.

There are 2 Establishment departments in the organization at Vadodara.

i) Establishment I

ii) Establishment II

The total strength of manpower at Baroda work-centre is about 1065. It is divided into two

divisions and both establishment departments handle personal files and service records of

employees.

The primary aim of HR is to guide the organization to become a dynamic one in order to

achieve organizational effectiveness enthusing with high degree of morale and satisfaction of

the employees. It is concerned with getting results through people at work. It is also

concerned with employees as well as group and helping the employers to maximize their

capacities and responsibilities to the possible extent.


Recruitment and Promotion (R&P)

This Department I learn from 08-11th July, 2010

In this department 5 steps are there.

Roster

Recruitment

Selection

Seniority

Promotion.

R& P Deals with above activity. Roster includes qualification, age, written test, personal

interview. Also there are some categories with 7% SC, 15% ST, and 27% OBC.

Than, Recruitment is only depends upon the vacancies of each department which have

fulfillment by advertisement. Vacancies are also here for handicapped criteria, visual

handicapped, hearing handicapped, and orthopedic handicapped.

Than, Selection is totally based on written exam, personal interview, medical test.

Than, In Seniority is based on marks or rate system & in the basis of given priority for the

vacancies. There are 45 days joining time is essential.

Than, in Promotion is based on PAR. They have A+ to +D Categories. These categories are

also applicable for contractual workers promotion period is 6 year in this company.

Committee of Board Member proceeding for promotion on the basis of master chart.

There are also other duties that is medical & paramedic’s recruitment contract basis. (Region

wise). It includes Doctors, Psyotheorapist, Nurse, Dressing and Hospital department. For

Doctor and Psyotheorapist they pass with walking interview. And for Nurse and Hospital

department they pass with written exam, personal interview.


Release order also concerned with R & P Department. It works release order for the post of

vacancy. Tenure is 4 years contract job. Payment scale is fixed for them. No promotion

policy in this. Qualification, age is required by vacancy. General /SC/ST/OBC are divided for

tenure.

Scales of pay Age limit:

1. Rs.4300/-(Bottom of Class IV) Below 27 years

2. Rs.4700/-(Bottom of Class III) Below 30 years

3. Rs.7000/-(Top of Class III) Below 32 years

4. Rs.12000-17500/-(E-1 Level) Below 30 years

5. Rs.17500-22300/-(E-4 Level) Below 44 years

Recruitment for all posts up to the level of posts in the pay scale of Rs. 7000/- is de-centralized.


General Administration (Welfare)


There are different jobs undertaken in General Administration section that are:

I. Contract Management

II. Material Management

III. Budgeting Job

IV. CSR

V. Central Register Department Section

VI. Managing Event

Details of the aforesaid jobs are:

I. Contract Management:

This section has the duty of looking into the paper work of the finalized contracts and

maintaining the record relating of PR and PO contract also.

The cases were also moved for sanctions of the following bills.

1. Report Generation

2. General Xeroxing

3. Water Bills

4. Speed Post Bills

5. Environment Management Bills

6. Charging of Franking Machine

7. Hiring of Xeroxing Machine (08 Nos.)


II. Material Management:

The Material Management job looks after the procurement of all the material required

in WOB, Baroda. It takes care of all type of Capital and Store Items. It gets the list of

required Items from respective departments and on basis of that they place order of

the products. Members are being approach for the finalization and procurement of

preparing PR (purchase release) and PO (purchase order).

III. Budgeting Job:

Budgeting Job do the Allocation of the budget of WOB.

IV. Central Register Department Section:

Central Register Section does the job of sending and receiving the posts, vise

Ordinary Post, Registered Post, Registered AD Post.

V. Managing the Events:

Every year this Department organizes the events such as:

15th August “Independence Day”

26th January “Republic Day”

14th August, ”ONGC Day”

Farewell meeting for superannuating employee even month

Blood Donation Camp on Martyrs Day

Welcome Program for incoming transferee and fresh joined during 2009

Organized Pledge for Sadbhavna Divas

Business Game

Productivity Week


Performance Appraisal Review (PAR)


A Performance Appraisal, Employee appraisal, Performance Review, or (career)

development discussion is a method by which the job performance of an employee is

evaluated (generally in terms of quality, quantity, cost, and time) typically by the

corresponding manager or supervisor. A performance appraisal is a part of guiding and

managing career development. It is the process of obtaining, analyzing, and recording

information about the relative worth of an employee to the organization. Performance

appraisal is an analysis of an employee's recent successes and failures, personal strengths and

weaknesses, and suitability for promotion or further training. It is also the judgment of an

employee's performance in a job based on considerations other than productivity alone.

It is the systematic evaluation of the individual with respect to his or her performance on the

job and his or her potential for development. In the Western Sector of ONGC, each work-

centre has its own PAR office. All PAR offices of various Assets in Western Sector are

accountable to Vadodara PAR Office since the PARs of all unionized category of employees

are maintained at Vadodara.

Corporate PAR office is in head-quarters, Dehradun. PARs belonging to Executives are

maintained centrally at headquarters.

Employees are divided into five different categories. PAR forms also differ in respect of such

categories. PAR forms are given to the Appraises. The Appraises fill in the required

information and submit those PAR Forms to the Appraisers.

These PAR reports are dealt by three levels of officers:

1. Reporting officer

2. Reviewing Officer

3. Accepting Officer


The Most Significant Reasons of Using Performance Appraisal are:

Making payroll and compensation decisions – 80%

Training and development needs – 71%

Identifying the gaps in desired and actual performance and its cause – 76%

Deciding future goals and course of action – 42%

Promotions, demotions and transfers – 49%

Other purposes – 6% (including job analysis and providing superior support,

assistance and counseling)


http://appraisals.naukrihub.com/

Loans and Advances (L&A)

This Department I learn from 02-04th August, 2010

Applicability:

Various kinds of loans and advances extended to the regular employees of the organization

are shown below:

House building advance

ready built flat house,

purchase of plot and construction of house

flat house from housing development authorities

construction on own land

purchase of flat house from private builder

House building advance

Enlargement of existing house

In lieu of existing house

Computer advance

CPF non refundable advance

Interest free lump sum advance

Lap top computer advance

Car advance

Two wheeler advance

Entitlement, admissible amount, recovery are different for the different level of employee.


Estate

This Department I learn from 21st-25th July, 2010

Organization provides the facility of quarters to its employees. Estate section looks after the

allotment of quarters. The allotment of quarter is done through Issuance of Circular in the

month of April till 15th June in office only. Allotment takes place in the month of August.

There are four types of quarter:

A type

B type

C type

D type

- An employee with basic pays of Rs. 6999/- can apply for a type Qtrs.

- 7000 and above can apply for B type.

- E3-E5 can apply for C type.

- DGM-GM can apply for D type. Basic pay is not mentioned for D type accommodation.

This department is also made in order to take care of all the estates of ONGC

and even the allotting of houses to the transferees.

Maintaining Estates.

Making New Constructions.

Managing/Handling of Estates.

Allotting Quarters to Employees.

Paper Work and Maintaining Records.

Budgeting.

Predictions of Requirements in Future.

Looking Into All Civil Work.


Discipline and Appeals (D&A)

In This Department I learn from 26-27th July, 2010

In disciplinary proceedings for an alleged fault of an employee, punishment is imposed not in

wrath. The main purpose of a punishment is to correct the fault of the employees concerned

by making him more alert in the future and to send a message to the other employees to be

careful in the discharge of their duties so that they do not expose themselves to similar

punishment and the approach to be made is the approach parents makes toward an earring or

misguided child. Punitive action should appear to be fully justified so that it does not create

an atmosphere of distrust among the employees.

It is the duty of every appointing, disciplinary and appellate authority, the head of the

department and office, one who has to act as enquiry officer and all those who have to deal

with the cases of employees to have to deal with the cases of employees to have thorough

knowledge of rules and latest important case law on the subject.

Conduct rules not only provides a code of conduct but also contains, what are the

rules/procedures to be followed by employers to take disciplinary action, who should issue a

charge sheet and award a punishment, who should conduct enquiry, the duties of enquiry

officer, rights of the charge – sheeted employees and like matter. The very important purpose

of the conduct rules is to safeguard the interest of the employees. However, the erring

employee also gets punished under the rules.

An employee can be booked under the conduct Rules (ONGC (CDA) Rules, 1994) only on

the receipt of some information and evidence about the alleged misconduct committed by the

delinquent employee.


Source of Information:

a. Complaints received by an administrative authority.

b. Complaints received in the Central Vigilance Commission

c. Complaints received or intelligence gathered by the Central Bureau of Investigation

and by police authorities

d. Departmental inspection reports and Stock Verification Survey

e. Report of any irregularities in accounts revealed in the routine audit of account e.g.

tampering with records, over – payments, misappropriation of money and materials

f. Audit reports on government account and on the accounts of public undertaking and

other corporate bodies etc.

g. Complaints and allegations appearing in the press

h. Surprise check carried by the vigilance department


Industrial Engineering (IE)

This Department I learn from 28-1st August, 2010

Industrial Engineering approach to the detailed analysis of the use and cost of the resources

of ONGC. i.e. Man, Money, Materials, Equipment and Machinery.

In this Department in Organization like ONGC, Man Power is very essential factor which

affect the performance of organization. Man power planning in general term is a process of

fulfilling the requirement of work group or organization according to the necessity of work to

be performed.

Advantage of Manpower Planning:

Manpower planning ensures optimum use of available human resource.

It is useful both for organization and nation.

It is generates facilities to educate people in the ONGC.

It brings about fast economic developments.

It boosts the geographical mobility of labour.

It provides smooth working even after expansion of the organization.

It opens possibility for workers for future promotions, thus providing incentive

It creates healthy atmosphere of encouragement and motivation in organization.

Training becomes effective.

It provides help for career development of the employees.


Hospitality


Hospitality section mainly deals with following activities:

Main Functions

1. To arrange accommodation for all incoming persons on official tour to this work

centre.

2. To book hotel/guest house accommodation and confirm the same for all outgoing

persons on official tour to other places e.g. Delhi, Mumbai, Kolkata, Dehrdun,

Ahmedabad, Mehsana, Hazira, Assam etc..(Through SAP system).

3. To empanel hotel for accommodation of touring officials.

4. To maintain guest house through contractual services.

5. Make contract with hotels and guest house contractor.

6. To arrange meeting/conferences.

7. To arrange official lunch/dinner/tea & snacks in meetings.

8. To arrange reception of VIP – provide accommodation, transportation and all other

necessary services.

9. To arrange air/rail tickets for all out going official on tour to other places from this

work centre.

10. To verify and pass all bills from all parties concerned with above activities.

In this department I learn this all functions and in ONGC for employee for 15 day on and off

duty and 1 month on and off duty. So, that arrangement of tickets to look out this department.


“A study of the Promotion Policy of

Oil and Natural Gas Corporation Limited at Vadodara”

Objective of the Project

Methodology

Analysis

Finding

Recommendation

Conclusion


PROMOTION

Promoting from within is good business practice and has been shown to be a powerful

employee motivator. Internal promotion policies can generate loyalty through the

recognition of individual merit and improved morale by fulfilling employees’ need for

increased status.

A promotion may be defined as an upward advancement of an employee in an

organization to another job which commands better wages, better prestige, responsibility

and authority etc.

Appointment to a position requiring higher qualifications such as greater skill or longer

experience and involving a higher level of responsibility, a higher rate of pay, and a title

change is considered a promotion and will be classified as such in all personnel

documents. Promotions will be made without regard to the race, color, sex, religion,

reign or disability of the employee.

The purpose of the Promotion Policy is to provide greater opportunities for promotion

and to improve the upward mobility potential for qualified employees.


Objective of the Project

There are two of objectives:

I. Organization Objective:

The Organization has to keep a check on the efficiency of the Performance of the

Individual, to find out that whether it is giving the Right Promotion / Career growth

for which the Organization had created it and for motivating employee as well as

create good leaders and leadership path for long term of employee and succession

planning.

II. Career Growth of Employee and Developmental Objectives:

It refers to the career growth of individual and employees contribution to

accomplishment of team, departmental and corporate objectives.

It is concerned with individual’s motivation and ability to improve his/her

performance or knowledge, skills and competencies through promotion, training and

personal development plans.

Research Objective

To Study the opinion of employee (workers/supervisors/executives) regarding the

existing promotion and reward policy in the organization.

To Study the participation of employee in his/her career growth through the existing

promotion and reward policy in the organization.

To Study about the satisfaction and effectiveness of the existing promotion policy.


Scope

Promotion policy is very important and vital for any organization so it is very necessary to

study effectiveness of the policy. The study would be helping the organization in terms of

any suggestion. As we all know that each and every individual is unique they all have

different needs and aspiration from the organization. So it is a challenge for HR professional

to make successful promotion and reward policy, which would cater to need of all. The

organization has ti keep a check on the efficiency of the performance of the individual, to

find out that whether it is giving the right promotion /career growth for which the

organization had created it.

The following are the scope of a successful promotion policy:

1) For the Organization:

Recognition of ideas for improvement.

Increased motivation and job satisfaction.

Enhanced working relationships with the superior.

Communication to people that they are valued.

Improved of task performed by each member of group.

Increased sense of cohesiveness and loyalty. Managers are better equipped to

use their leadership skills and to develop their staff.

Creation and maintenance of a culture of continuous improvement.

Increased sense of career growth and personal value for employee.

Opportunity to overcome the weakness by way of counseling and guidance

from the superior.


2) For the employee:

Opportunity to identify strengths and weakness of individual.

Opportunity to re-prioritize targets.

Enlarged job satisfaction.

Opportunity to develop an overview of individual jobs.

Opportunity to link team and individual objective with department and

organizational objectives.


Research Methodology

The Sampling unit for the study was “Oil and Natural Gas Corporation Ltd”. The study was

undertaken at Vadodara.

Primary data:

To situate an 18 Questions were that 9 is satisfaction and other is effectiveness of Promotion

policy and filled by 40 (sample size-40) employees in ONGC Vadodara. (Workers,

Technicians, Supervisors and Executives)

Secondary data:

Modify Recruitment and Promotion policy- 1980, HR Manual, Books, Research Papers and

Websites.


Data Analysis

1) Promotion is the motivational factor for me.

Scale No. of respondents Percentage (%)

Strongly Agree 22 55

Agree 15 37.5

Neutral or Undecided 00 00

Disagree 03 7.5

Strongly Disagree 00 00

Total 40 100

55.00%37.50%

7.50%

1

Strongly AgreeAgreeNeutral or UndecidedDisagreeStomgly Disagree

Inferences:

The above table and Pie chart shows that 55% of the respondents strongly agree, 37.5% of

the respondents agree and 7.5% of the respondents are disagree to the above statement.

Whereas, there are nil respondents who neutral and strongly disagree with the motivational

factor to their life.

Therefore, from this we can conclude that majority of the employees are feel content with the

present promotion policy.


2) After getting Promotion my responsibility and accountability towards my work

is supplementary.


Strongly Agree 07 17.5

Agree 24 60


Disagree 05 12.5


Total 40 100

18%

60%

13% 10%

2

Strongly AgreeAgreeNeutral or UndecidedDisagreeStrongly Disagree

Inferences:

The above table and Pie chart shows that 60% of the respondents agree, 17.5% of the

respondents strongly agree and 12.5% of the respondents are disagree to the above statement.

Therefore, from this we can conclude that majority of the employees are good thoughts

towards their work after getting promotion but some of the employees are not getting so

much different work after getting promotion in organization and they are doing same work

only the name of the position and pay scale is amplify but work is identical after getting

promotion.


3) Promotion is to a great extent vital and beneficiary level in my service.



Agree 13 32.5


Disagree 03 7.5


Total 40 100

55.00%32.50%

5.00%

7.50%

3


Inferences:

The above table and Pie chart shows that overall 55% of the respondents strongly agree,

32.5% of the respondents agree and 7.5% of the respondents are disagree to the above

statement. While only 5% of respondents neutral.

Therefore, from this we can conclude that majority of the employees consider promotion is

vital and beneficiary level in service but so fewer no. of employees consider that it’s not vital

and beneficiary in service life.


4) Promotion is elevation in organization, which increase the job liability/

creditability.



Agree 28 70

Neutral or Undecided 03 7.5

Disagree 03 7.5

Strongly Disagree 01 2.5

Total 40 100

13%

70%

8% 8%3%

4


Inferences:

The above table and Pie chart shows that 70% of the respondents agree, 12.5% of the

respondents strongly agree to the above statement. While only 2.5% of respondent is strongly

disagree.

Therefore, from this we can conclude that all most all employees concur that promotion is

elevation in organization, which increase the job liability. smaller no. of employees are not

agree that promotion is not altitude in organization. They consider that work is most

important not position.


5) Performance appraisal review grading process is pretentious to my promotion in ONGC.



Agree 19 47.5


Disagree 01 2.5


Total 40 100

32.50%

47.50%

17.50%2.50%

5


Inferences:

The above table and Pie chart shows that overall 32.5% of the respondents strongly agree,

47.5% of the respondents agree to the above statement. While 0% of the respondent is

strongly disagree and only 2.5% of the respondents is disagree.

Therefore, from this we can conclude that majority of the employees known to PAR grading

and how that exaggerated in promotion policy in the organization.


6) I believe that all Promotion are Released in time.



Agree 16 40


Disagree 05 12.5


Total 40 100

38%

40%

8%13%

3%

6

Strongly AgreeAgreeNeutral or UndecideDisagreeStrongly Disagree

Inferences:

The above table and Pie chart shows that overall 37.5% of the respondents strongly agree,

40% of the respondents agree, 12.5% of the respondents are disagree to the above statement.

While only 2.5% of the respondents is strongly disagree.

Therefore, from this we can assume that all promotion released at the right time at right place

for the right person.


7) I am contented with the amendments made in the Modified Recruitment and

Promotion Regulation 1980 (MRPR-80) read with MOU 2004.



Agree 18 45


Disagree 03 7.5


Total 40 100

10%

45%

35%

8%3%

7


Inferences:

The above table and pie chart shows that 45% of the respondents agree, 35% of the

respondents are undecided to above statement. While only 2.5% of the respondent is strongly

disagree.

Therefore, from this we can assume that the organization putting their efforts towards the

evaluation of progress in the future growth of employees and effectiveness of the policy as

well as each and every employee should know the existing promotion policy. There are only

10% employees who are not satisfied of updating made in policy.


8) Delay of Promotion De-motivate the employee.



Agree 13 32.5


Disagree 05 12.5


Total 40 100

52.50%

32.50%

12.50% 2.50%

8


Inferences:

The above table and pie chart shows that 52.5% of the respondents strongly agree, 32.5% of

respondents agree to the above statement. While only 2.5% of the respondent is strongly

disagree.

Therefore, from this we can find that organization could discover a category of individuals

with satisfactory knowledge of the releasing of promotions. The organization should take

care that such individuals are given proper justice so as to avoid the real life encounters

during current assignment and hence ensure the completion and success of the current

assignment to a reliable and a greater extent.


9) Existing Promotion Policy of ONGC needs to be modified.



Agree 18 45


Disagree 01 2.5


Total 40 100

23%

45%

30%

3%

9


Inferences:

The above table and pie chart shows that 22.5% of the respondents strongly agree, 45% of the

respondents agree to the above statement. While only 2.5% of the respondents disagree and

30% of the respondents are neutral to this statement.

Therefore, from this we can assume that already organization modifies promotion policy of

MRPR-80. So, mostly employees are satisfied to existing promotion policy but other than

this some of the employees are still say that existing promotion policy needs to be modified.


10) I am aware of Promotion Policy in ONGC.



Agree 24 60


Disagree 03 7.5


Total 40 100

30%

60%

3% 8%

10


Inferences:

The above table and pie chart shows that 30% of the respondents strongly agree, 60% of the

respondents agree to the above statement. While only 2.5% of the respondent’s neutral and

7.5% of the respondents are disagree.

Therefore, from this we can conclude that employees are known to promotion policy of

organization and organization also passes through some changes that made in promotion

policy. So, that employee also knows about those changes. That’s why all employees to

aware of promotion policy.


11) ONGC’s Promotion Policy is suitable and quite adequate.



Agree 19 47.5


Disagree 07 17.5


Total 40 100

10.00%

47.50%22.50%

17.50%2.50%

11


Inferences:

The above table and Pie chart shows that 47.5% of respondents agree, 22.5% of the

respondents neutral and 10% of respondents are strongly agree. Where as only 2.5% of

respondents who are strongly disagree with the existing promotion policy.

Therefore, we can conclude that organization making efforts to a large extent to make

acquainted you their employee’s career growth.


12) The Promotion Policy in ONGC is transparent to all employees.



Agree 18 45


Disagree 11 27.5


Total 40 100

13%

45%13%

28%3%

12


Inferences:

The above table and pie chart shows that 12.5% of the respondents strongly agree, 45% of the

respondents agree and 12.5% of respondents are neutral to above statement. While only 2.5%

of the respondent strongly disagree and 27.5% of respondents are disagree.

Therefore, from this we can assume that mostly employees reflect promotion policy is clear

to all employees. So, this kind of employee’s attitude affects organization effectiveness.


13) I concur that the span of functional experience required for next promotion is

proper.



Agree 21 52.5


Disagree 06 15


Total 40 100

10.00%

52.50%

17.50%

15.00%5.00%

13


Inferences:

The above table and pie chart shows that 52.5% of the respondents agree, 17.55 of the

respondent’s neutral to above statement. But also 15% of the respondents disagree and 5% of

the respondents are strongly disagreeing.

Therefore, from this we can say that they are the opinion for manners and etiquette of the

span period for the next promotion is acceptable as majority because the guidelines for

considering next promotion should be with simplicity, approach and self-assurance.


14) I feel that Promotion Policy under Seniority Cum Fitness (SCF) is better than

skill based Promotion.



Agree 14 35


Disagree 05 12.5


Total 40 100

10%

35%

35%

13% 8%

14


Inferences:

The above table and pie chart shows that 35% of the respondents agree, 35% of the

respondents are neutral and 10% of respondents are strongly agree and feel that the

promotion policy should be on base of SCF. While 12.5% of the respondents disagree and

7.5% of the respondents are strongly disagree.

Therefore, from this we can say that SCF promotion policy is more acceptable than skill base

whereas some of them feel that in the present globalized business scenario, promotion policy

on the basis of SCF is not vigorous.


15) Qualification is the main factor that affects the promotion / elevation of the

employee.



Agree 25 62.5


Disagree 03 7.5


Total 40 100

15.00%

62.50%

12.50%

7.50% 2.50%

15


Inferences:

The above table and pie chart shows that 15% of the respondents strongly agree, 62.5% of the

respondents agree and state that qualification is important factor to get promoted. While

12.5% or the respondents neutral, 7.5% of the respondents disagree and only 2.5% of

respondent strongly disagree.

Therefore, from this we can speak that large amount of employees believe qualification is

vital factor to get promoted and for career growth. But the other elevation some of the

employees thinks that academic and also realistic knowledge, experience do matter to get

promotion.



16) Functional experience is exaggerated to Promotion Policy in ONGC.



Agree 21 52.5


Disagree 06 15


Total 40 100

12.50%

52.50%

20.00%

15.00%

16


Inferences:


the respondents agree and declare that function experience is pretentious to promotion. While

20% of the respondents neutral, 15% of the respondents are disagree.

Therefore, from this we can state that employees are consider qualification is matter and

functional experience is also matter to obtain promotion in organization. So, exceptional of

employees inform that functional experience is not pretentious in promotion.


17) I think that a Promotion Policy under Seniority Cum Fitness is better than

vacancy bases.



Agree 11 27.5


Disagree 04 10


Total 40 100

40.00%

27.50%

22.50%

10.00%

17


Inferences:

The above table and pie chart shows that 40% of the respondents strongly agree, 27.5% of the

respondents agree and believe that promotion policy should be on base of SCF instead of

vacancy base. While 22.55 of the respondents neutral and only 10% of the respondents

disagree to the above statement.

Therefore, from this we can conclude that SCF promotion policy is more acceptable than

vacancy base whereas some of them feel that to current market scenario it should be vacancy

based.


18) After getting Promotion, I’ll try to acquire the most of my skills and knowledge.



Agree 11 27.5


Disagree 02 5


Total 40 100

47.50%

27.50%

20.00%

5.00%

18


Inferences:


the respondents agree and tell that they try to acquire the most of their skills and knowledge.

While 20% of the respondents neutral and only 5% of the respondents disagree to the

statement.

Therefore, from this we can state that most of the employees try to obtain most of their

acquaintance to their field. So, they can improve their effort knowledge and understanding.

So fewer amount of employees not interested to acquire more knowledge in organization.


Analysis of Satisfactions Level with Statements:

Stat.

No.

Strongly

Agree

Agree Neutral or

Undecided

Disagree Strongly

Disagree

Total Mean Standard

deviation

1. 22 15 00 03 00 40 4.42 0.78

2. 07 24 00 05 04 40 3.75 1.08

3. 22 13 02 03 00 40 4.35 0.89

4. 05 28 03 03 01 40 3.83 0.84

5. 13 19 07 01 00 40 4.08 0.85

6. 15 16 03 05 01 40 3.98 1.09

7. 04 18 14 03 01 40 3.53 0.88

8. 21 13 00 05 01 40 4.2 1.11

9. 9 18 12 01 00 40 3.88 0.79

Total 118

(32.78%)

164

(45.56%)

41

(11.38%)

29

(8.06%)

08

(2.22%)

360

(100%)

36.02 8.31

32.78%

45.56%

11.39%8.06% 2.22%

19



Inferences:

The above table and pie chart shows that overall total satisfaction level of this existing

promotion policy of per statement wise calculated Mean and Standard Deviation to know

each statement how much satisfied the respondents of this existing promotion policy. Where

as, 32.78% of the respondents strongly agree, 45.56% of the respondents agree, and 11.38%

of the respondents are neutral view of promotion policy. Which only 08% of the respondents

are strongly disagree of this promotion policy.

Therefore, from this data we can say that, mostly 78.34% of the respondents are state existing

promotion policy is satisfied to employees.


Analysis of Effectiveness Level with Statements:

Stat.

No.

Strongly

Agree

Agree Neutral or

Undecide

d

Disagree Strongly

Disagree

Total Mean Standard

deviation

10. 12 24 01 02 01 40 4.1 0.87

11. 04 19 09 07 01 40 3.5 0.98

12. 05 18 05 11 01 40 3.38 1.10

13. 04 21 07 06 02 40 3.48 1.04

14. 04 14 14 05 03 40 3.28 1.06

15. 06 25 05 03 01 40 3.8 0.88

16. 05 21 08 06 00 40 3.63 0.89

17. 16 11 09 04 00 40 3.98 1.03

18. 19 11 07 02 01 40 4.12 1.04

Total 75

(20.83%)

164

(45.56%)

66

(18.33%)

46

(12.78%)

10

(2.78%)

360

(100%)

33.27 8.89

20.83%

45.56%

18.33%

12.77%

2.79%

20



Inferences:

The above table and pie chart shows that overall total effectiveness of existing promotion

policy of the organization, which 20.83% of the respondents strongly agree, 45.56% of the

respondents agree and 66% of the respondents are neutral point of view in existing promotion

policy. Where as only 2.795 of the respondents are strongly disagree. So, as per statement

wise calculated Mean and Standard Deviation and check whether promotion policy is

effective or not.

Therefore we can find as per the declaration that, 66.39% of the respondents are state

promotion policy effective to the organization.


Findings

Based on Mean and Standard Deviation it was found that the Promotion Policy is

Effective as well as employees are satisfied with the Promotion Policy.

Based on pie charts results found are as follow:

A. Employees Strongly Agreed with following statements:

Promotion is the motivational factor for me.

Promotion is to a great extent vital and beneficiary level in my service.

Delay of Promotion De-motivate the employee.

After getting Promotion, I’ll try to acquire make the most of my skills and

knowledge.

B. Employees Agreed with following statements:

Promotion is elevation in organization, which increase the job liability.

I am aware of Promotion Policy in ONGC.

I concur that the span of functional experience required for next promotion is

proper.

Qualification is the main factor that affects the promotion / elevation of the

employee.

Functional experience is exaggerated to promotion policy in ONGC.

C. Employees Neutral or Undecided with following statements:

I am contented with the amendments made in the Modified Recruitment and

Promotion Regulation 1980 (MRPR-80).

I feel that Promotion Policy under Seniority Cum Fitness (SCF) is better than

skill based Promotion.


D. Employees Disagreed with following statements:

The Promotional Policy in ONGC is transparent to all employees.

Functional experience is exaggerated to promotion policy in ONGC.

E. Employees Strongly Disagreed with following statements:

After getting Promotion my responsibility and accountability towards my

work is supplementary.


RECOMMENDATIONS

Based on the study findings I am recommend that Organization should also introduce

new skills based Promotion Policy to motivate the Employees.

To find out talented employees and involve in continuous learning process as well as

to give them environment for continuous learning process so that they can update

their knowledge and extra skills.

Provide opportunity within the organization for cross-training and career succession.

People like to know that they have scope for career movement.

To Study once in 6 months a satisfaction level to all employees that is for Workers,

Technician, Supervisory and Executive employees. So, organization will know their

employees are satisfied with their job or not.

To give opportunity for higher studies. So, they can hike their salary, career growth,

span of control and promotion also.

Mentoring and handholding all fresh entrants from day one are important tasks;

during this period, they should be familiarized with the culture, vision and mission of

the company. It is at this time that new entrants experiment with different options.

Hence they should be exposed to the best values the organization.


Reflective Note on Internship

This Industrial Internship Program offers me experience in various departments and units

within the Human Resource Departments. I have the opportunity to strengthen my

qualification and gain my knowledge in practical works.

Internship provides me learning and work experience in organization of ONGC that directly

related to my career goal emphasis.

In Internship learning increase my understanding of my chosen field of Human Resource

Management.

For me, this Industrial Internship Program is beneficial to build relationships of corporate

world. This whole learning experience is offering me a valuable resource for my project and

myself.

Internship provides an opportunity for me to apply my theoretical knowledge in a structured

environment, improve career prospects, take understanding of HR departments and develop

other skills such as communication and problem solving.

In ONGC get chance that uses my theoretical knowledge to apply in practical works of HR

field. And this internship period to fill the bridge between theoretical knowledge and

practical knowledge. How I communicate in formally, how human nature is different from

others and how that handle it, this all thing to learn in internship of ONGC.

This Internship gives a unique opportunity from which I can learn about the nature of

particular job, career, organization or industry and most importantly, myself.

The reflection has long been acknowledged for its credence in learning from ONGC in the

professional practice of globalized world.


CONCLUSION

As per the analysis and findings, it can be concluding that the Promotion Policy of the

organization is effective. The employees are overall satisfied with the Promotion

Policy.

Organization is not only concentrating on career growth of new entrants joining but

also updating knowledge of existing employees in term of better career growth

through giving incentives for higher education and training and development

programmed as well as through higher education under Unnati Prayas Scheme and

Super Unnati Prayas Scheme.

Organization is taking the initiative to enhance better skills and output for its

employees by lunching Gyandhara and e-learning through 24x7 Learning, India's

premier talent lifecycle management company. 24x7 Learning has entered into a

strategic alliance with Scotland-based Atlas Interactive Ltd, an oil and gas industry

eLearning content specialist, and Option, a renowned oil and gas academy that

provides certifications to the sector. The partnership deal is worth around Rs 30 crore.

24x7 Learning has built, implemented and managed Gyandhara for ONGC. It

provides employees with opportunities for self-development and a range of oil and

gas related e-learning products.

Organization is also applying effectively, changes in promotion policy time to time to

compete in current global scenario.


BIBLIOGRAPHY

SITES:

www.googlebooks.com

www.ongcindia.com

www.ongcreports.net

www.wikipedia.com

www.citeHR.com

`www.mendeley.com

www.socialresearchmethods.net

BOOKS:

Recruitment & Promotion Regulations.

Reach Methodology by C.R Kothari,Second Edition.

Business Research Method by Alan Bryman and Emma Bell, Second Edition.


http://www.socialresearchmethods.net/

http://www.citeHR.com/

http://www.wikipedia.com/

http://www.ongcreports.net/

http://www.ongcindia.com/

http://www.googlebooks.com/

ANNEXURE

Questionnaire

Dear respondents, my self Krishna Rajput, student of Master of Business Administration (MBA) of

Stevens Business School, Ahmedabad. At present I am doing my Internship at Oil and Natural Gas

Corporation Ltd. The topic of the project allotted to me is “A Study of Promotion Policy of

ONGC”. I would be honored to know the Promotion Policy of your organization. The information

provided by you is for project purpose and will be kept confidential.

For each of the statement below, please indicate the extent of your agreement and

disagreement by placing a tick in the appropriate box.

The response scale is as follows:

1. Strongly Agree

2. Agree

3. Neutral or Undecided

4. Disagree

5. Strongly Disagree

Statements Scale

1-Strongly Agree, 2-Agree, 3-Neutral,

4-Disagree, 5-Strongly Disagree.

1. Promotion is the motivational factor for me.

2. After getting Promotion my responsibility and

accountability towards my work is supplementary.

3. Promotion is to a great extent vital and beneficiary

level in my service.


1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

4. Promotion is elevation in organization, which

increase the job liability.

5. Performance appraisal review grading process is

pretentious to my promotion in ONGC.

6. I believe that all Promotions are released in time.

7. I am contented with the amendments made in the

Modified Recruitment and Promotion Regulation

1980 (MRPR-80).

8. Delay of Promotion De-motivate the employee.

9. Existing Promotion Policy of ONGC needs to be

modified.

10. I am aware of Promotion Policy in ONGC.

11. ONGC’s Promotion Policy is suitable and quite

adequate.

12. The Promotional Policy in ONGC is transparent to

all employees.


1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

13. I concur that the span of functional experience

required for next promotion is proper.

14. I feel that Promotion Policy under Seniority Cum

Fitness (SCF) is better than skill based Promotion.

15. Qualification is the main factor that affects the

promotion / elevation of the employee.

16. Functional experience is exaggerated to promotion

policy in ONGC.

17. I think that a Promotion policy under Seniority Cum

Fitness is better than vacancy bases.

18. After getting Promotion, I’ll try to acquire make the

most of my skills and knowledge.

Personal information:

Your name: __________________

Designation: __________________

No. of years in organization: __________________

No. of Promotion received (till date): __________________

Last time Promoted: __________________

Signature : ____________________

Thank You for your cooperation.


1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

Modified Recruitment & Promotion Regulations, 1980 (MRPR 80)

Filling up of vacancies by promotion.

1) All promotions to posts shall be considered by a Promotion Committee duly

constituted by the Appointing Authority in accordance with the orders issued by the

Corporation from time to time and it shall consist of not less than three members.

2) All employees of the corporation, who fulfill the criteria as laid down for promotion

to the posts in Schedule I appended to these regulation shall be eligible for

consideration for promotion :

Provided that where vacancies to be filled by promotion are limited and the numbers

of the employees who fulfill the said criteria are more, the Promotion Committee shall

decide the number of the employees to be considered for such vacancies.

Provided further that the number of the employees to be considered for such vacancies

shall not be less than twice the number of vacancies sought to be filled.

3) Where an employee of the Corporation who fulfils the said criteria is not considered

by the Promotion Committee, it shall record in writing the reasons for not considering

such employee.

4) In cases where the criterion for promotion is merit, the Promotion Committee, before

selecting the employees :

a) Shall consider the service records and annual confidential reports;

b) May hold a written examination or practical test or interview or any combination of these;

c) Shall follow the procedure for determining merit as laid down by the Corporation at least

two months in advance of the date of the said selection.

5) In case where the criterion for Promotion is “Seniority-cum-fitness”, the promotion

Committee, before selecting employees, shall consider the past service records and

annual Confidential Reports of such employees.


Provided that wherever test is provided for such selection I in Schedule I appended to

these regulations such tests shall be conducted by the promotion Committee.

Provided further that where any doubt arises about the fitness of such employees, the

Promotion Committee may, if it considers necessary, interview any such employees to

assess their fitness.

6) The Promotion Committee shall submit its recommendation to the appointing authority after

arranging the names in order of merit in cases where merit is the criterion and in order of

seniority in cases where seniority-cum-fitness is the criterion.

7) The appointing authority shall consider the recommendation of the Promotion Committee

and pass such orders as it thinks fir;

Provided that where the appointing authority does not accept any recommendation of the

Promotion Committee, it shall record the reasons therefore in writing.

8) After issue of promotion order according to the availability of vacancies, the names of

remaining candidates shall be kept in the list for further use to fill up vacancies which may

arise in future:

Provided that the period of validity of the said list shall be six months from the date of its

acceptance by the appointing provided further that the said period may be extended by a

further period of six months by the appointing authority for reasons to be recorded in

writing.

9) An employee shall be informed of his non-selection in the cases of promotion.

10) All promotion in the Corporation shall be effective fro the 1st January every year.


11) The promotion will be carried out under following three criteria :-

i) Seniority-Cum-Fitness :

Under ‘Seniority-Cum-Fitness’ criteria all employees who fulfill the specified

requirement of experience and qualification as specified in Schedule – I appended to

these Regulation are considered for promotion by duly constituted Departmental

Promotion Committee according to seniority subject to their fitness based on

performance appraisal reports of relevant period and trade test and interview,

wherever required.

ii) Quantification Scheme :

(a) Under the quantification scheme, the executive will be assessed by a selection

committee on the basis of qualification, experience and performance Appraisal

Reports of the relevant period. Maximum marks allocated to each of these

criteria would be as follows :

a) Qualification 20 marks

b) Experience 32 marks

c) Performance Appraisal Reports (PAR) 60 marks

Total 112 marks

x) Educational qualification - (Maximum 20 marks)

Q1 - 20 marks

Q2 - 15 marks

Q3 - 11 marks

Below Q3 - 07 marks


y) Experience - (maximum 32 marks)

1) E-1 to E-2

4 years - 16 marks

5 years - 20 marks

6 years - 24 marks

7 years - 28 marks

8 years & above - 32 marks

2) E-2 to E-3

5 years - 16 marks

6 years - 20 marks

7 years - 24 marks

8 years - 28 marks


3) E-3 to E-4

5 years - 16 marks

6 years - 20 marks

7 years - 24 marks

8 years - 28 marks



z) PARs (ACRs) - (Maximum 60 Marks)

A+ 60 marks

A 50 marks

A- 40 marks

B+ 35 marks

B 30 marks

C+ 25 marks

C 20 marks

D+ 15 marks

D 10 marks

(b) In view of revision of format w.e.f. 1995, PARs in more than one format would

be considered for promotion effective from 1.1.1997 onwards for few years.

Therefore, the following equivalency would be adopted for the purpose of

awarding marks for PARs :

Assessment under the new PAR system Equivalent to

Earlier Alpha

Grading

Exceptional 95 to 100 A+

Top performer 80 to 94 A

Very Good 65 to 79 A-

60 to 64 B+

Adequate 55 to 56 B

51 to 54 C+

Inadequate 40 to 50 C/D+ / D

(c) For consideration for promotion within executive levels (E-2 to E-3 and E-3 to

E-4) it is necessary to secure a minimum of 74 marks out of a total of 112

marks.


(d) The period (months/years) for which an executive is rated “Below Average” (up

to 31.12.91) or “Inadequate” (1.1.95 and after) will be completed taken out of the

purpose of giving weight age of marks for experience for making assessment for

promotion under the Quantification Scheme.

(e) All PARs of an executive at the existing level would be considered for

assessment for the purpose of promotion to the next higher grade.


iii) a) Merit Promotion by Selection at E-3 and E-4

level :

1) Executives at E-3 and E-4 level securing 86 and above marks in the first attempt

(i.e. first year of consideration) under quantification scheme will be considered for

predating of promotion by one year on the basis of interviews by the Selection

committee for merit promotion.

2) The number of merit promotion to be carried out in an year not exceed

10% of executive who have secured 74 or more marks in quantification

Scheme and have been empanelled discipline wise at each level (E3 and E4).

However, the minimum of posts generated shall be one in case even a single person

has been promoted.

3) The number of post of merit promotions i.e. 10% of executives Empanelled shall

be rounded up to nearest full figure (0.5 and more will be counted as one)

4) The member of post thus created shall not be carried forward.

5) All the executives securing 86 or more marks in a particular discipline and level

shall be called for interview.

6) The marking system shall be as under.

Maximum marks under quantification scheme – 112

Maximum marks for performance in interview - 28

Total maximum marks - 140


7) Qualifying marks for interview shall be 16.8% (60%) for General / OBC and

11.2(40%) for SC/ST candidates.


iii) b) Merit Promotion by Selection – Corporate Promotion ( E-5 level and above) :

1) The promotion at Corporate level (E-5 level and above) are Based on Merit and

quantification scheme.

2) The marks are awarded for quantification, experience, PARs and performance in

the interview.

3) The qualifying marks are 60% in the interview as well as over all for general

candidates and 40% for SC/ST candidates.

12) All promotions except E-8 and above shall be effective from the 1 st if January of a

particular year. For E-8 and above, promotion will be with effect from the date of

taking charge of the promoted post.

13) All promotion is subject to the Rules / Instruction with regard to the clearances on

discipline & vigilance and services rules.

14) EOL (Extra Ordinary Leave) granted for regularization of period of

unauthorized absence or suspension will not be counted towards experience.

15) Executives recruited under Recruitment & Promotion, 1980 treating them as Q1

qualification holders, will continue to be treated as Q-1 qualification in future and

exiting executives already possessing or acquiring higher educational qualification of


Q-1 on or before 31.12.1996 will also be given similar treatment. However, all

existing executives being treated as Q-1 qualification holders will continue to be

treated accordingly. Executives joining subsequent to 31.12.1996 shall be governed

by MRPR-80 (Modify Recruitment & Promotion Regulations

16) Existing unionized category employees recruited under R&P Regulations, 1980

having Q-1/Q-2/Q-3 qualification or those persons who have already acquired these

qualifications later on but before 31.12.96 will continue to be treated as such for

promotion up to E0 level only. However, persons joining subsequent to 31.12.1996

shall be governed by MRPR-80.

17) The qualification prescribed for recruitment and promotion should be recognized by

the Government of India or U.G.C. or AICTE or State Board of Technical Education

or NCTVT.

18) For the ‘Existing Employees’ of EBG discipline where induction level qualification

at the top of class III is Post Graduate in the relevant subject as per R&P Regulations,

1980, the same shall be treated as Q-1 qualification and educational of Graduation in

relevant subject shall be treated as Q-2 qualification.

19) For the ‘Existing Employees’ in Material Management discipline, any graduation i.e.

B.A., B.Com, B.Sc will be treaded as Q-2 qualification, if the employee has joined

prior to 13.03.1985.

For ‘Existing Employees’ in Material Management discipline, B.Sc. will be

treated as Q-2 qualification if the employees has joined subsequent to 13.03.1985.

If ‘Existing Employees’ in Material Management discipline have acquired B.A., B.Com.

Qualification prior to 13.03.1985, the same will be treated as Q-2 qualification. However, in

case, they have acquired B.A/B.com after 13.3.1985, the same will be treated as Q-3

qualification.

20) For ‘Existing Employees’ in Drilling and Production disciplines possessing

qualification equivalent to Graduation shall continue to be treated as Q-2 qualified, as

per the provisions of R&P Regulation, 1980 provided they have acquired the said

qualification prior to 25.04.1980.


21) The ‘Existing Employees’ in Instrumentation discipline possessing qualification of

B.Sc. with Physics shall continue to be treated as Q-2 qualified, as per the provision

of R&P Regulations, 1980, provided they have acquired the said qualification prior to

25.4.1980.

22) For the ‘Existing Employees’ Diploma or P.G. Diploma, where minimum educational

requirement for admission is Graduation and where duration is minimum tow years

full time or three years part time will be considered as Q-1 in P&A, F&A and MM

discipline subject to the condition that it is recognized as Post Graduate Diploma by

the AICTE as equivalent to qualification prescribed for E-1 level.

23) The eligibility criteria for promotion to different levels are as follows:-

I. Executive Cadre:

LEVEL EXPERIENCE

MERIT SCF/QUANTIFICATION

E-0 TO E-1 2 years for Q-1 qualified

4 years for Q-2 Qualified

6 years for Q-3 qualified

7 years below Q-3

E-1 TO E-2 - 4 years

E-2 To E-3 4 years 5 years

E-3 To E-4 3 years 4 years

E-5 & above 3 years -


Note:

1. Up to E-4 level there will be growth oriented promotion (after specified years of service)

based on SCF and Quantification.

2. For E-5 level and above, the promotions would be on merit only based on performance in

interview, depending upon requirement and vacancies.

3. When an eligible employee is not considered fro empanelment by the Departmental

Promotion Committee, it shall record in writing the reasons for not empanelling such an

employee.

II Class III (‘S’ Category) :

Promotion Mode Experience prescribed

From To Q-3 and above Below Q-3

S-I S-II SCF 5 years 6 years

S-II S-III SCF 5 years 6 years

S-III S-IV SCF 5 years 6 years

No trade test is applicable for promotion within ‘S’ category.

III Class-III (Other than ‘S’ Category) :


From To

A-I A-II SCF 6 years

A-II A-III SCF 6 years

A-III A-IV SCF 6 years

A-IV S-I/E0* SCF 6 years


A) ‘Existing Employees’ with Q-1 and Q-2 qualification will be considered for

promotion to executive cadre, without appearing in Job Linked Test. However, they may opt

for career progression in ‘S’ – category, if they so desire.

B) “Existing Q-3 qualified employees shall exercise the option, indicating their choice

for career progression in executive cadre or ‘S’ category.

C) ‘Existing Employees’ with below Q-3 qualification will have growth in ‘S’

category only.

D) Wherever trade test is prescribed in R&P Regulation. 1980, for promotion to E-0

level, the same shall be applicable for promotion to S-I category.

E) Before consideration for promotion to S-I level, ‘Existing Employees ‘ with Q-3

and above qualification will exercise in option (as per preformed given at Annexure I) for

growing to executive cadre/’S’ category, subject to fulfilling the qualification requirement as

per the R&P Regulation.

The existing employees with Q-1 and Q-2 qualification in A-IV level will be eligible for

promotion to E-0 level after 6 years of service, subject to trade/proficiency test etc. as

prescribed in Schedule-I under SCF criteria.

The employees with Q-3 qualification will be given two consecutive opportunities to appear

in the Job Linked Test and in the event of their qualifying the same; such personnel will be

considered for executive cadre through assessment by interview. However, those who qualify

the test in the first attempt but fail to be selected in the interview shall not be given another

opportunity to appear in the interview. Persons who are not found suitable will be considered

for growth in the Class-III channel only. Those who do not opt for shifting to executive cadre

or those employees having less than Q-3 qualification will continue to be in Class-III.

F) Trade test for promotion wherever applicable will be held once every year and therefore

only one attempt in a year will be permitted to qualify the trade test in all categories.


IV. Class - IV:


From To Qualified under qualified

W-I W-II SCF 3 years 3 years

W-II W-III SCF 6 years 6 years

W-III W-IV SCF 6 years 6 years

W-IV W-V SCF 6 years 6 years

W-V W-VI SCF 6 years 7 years

W-VI W-VII SCF 6 years 7 years

a) The ‘Existing Employees’ with qualification below standard VIII will be treated as under

qualified including Sanitary Cleaner & Mali recruited under MRPR -80.

b) Promotions would be subject to suitability under the Seniority-cum-fitness (SCF) criteria

and qualifying trade test (wherever applicable).

i) Twenty five percent of the eligible employees in W-IV and higher level may be

considered for shifting to the bottom of class-III scale (Rs. 4700/- open ended – bottom of

class III of MRPR-80). The eligible employee mean ‘Existing Employees’ possessing Q-3

qualification as per R&P 1980 and having worked for a minimum of 3 years in W-IV level.

ii) Eligible employees so shifted to bottom of class-III will not be required to give an

irrevocable undertaking for their willingness to shift t bottom of class-III in the prescribed

format.

iii) The employees so shifted t bottom of class-III will not be entitled to scale protection or

rate of increment protection. However their pay shall be protected.

iv) The shift from class IV to class III shall be done in accordance with the procedure

prescribed for induction at bottom of class-III.

v) The organizational requirement relating to class III posts shall be assessed by the HRG at

Headquarters on request fro the respective Regions.


vi) The number of posts would be consolidated at the regional level and interviews selection

would be carried out at regional level. However, the distribution with the regional Industrial

Engineering Group.

vii) No resultant vacancies in class-IV would be filled in.

viii) Employees recruited in class IV under MRPR-80 would not be considered for shifting to

bottom of class-III even if they possess Q-3 qualification as per R&P Regs. 1980.

24) PAR Criteria for promotion of Non-Executives:

A) Promotion within class IV and from A-I to A-IV level in Class III will be on the basis of

SCF criteria wherein PAR criteria for relevant three year (e.g. for promotion w.e.f. 1.1.1999

PAR for 97-98, 96-97 and 95-96 will be considered.) shall be as under :

1) If all three PAR rating are ‘GOOD’ (or higher rating) candidate may be

cleared straight away.

2) If all three PAR grading less than ‘GOOD’ and other two rating ‘GOOD’ (or better

ratings) the candidate will be interviewed by the Departmental ( Promotion Committee).

3) If any two PAR grading less than ‘GOOD’ the candidate may be rejected straight away.


B) Promotion from top of class III (A-IV) to S-1 level and further promotion within S cadre

will be on the basis of SCF criteria wherein PAR criteria for relevant three years (e.g. for

promotion w.e.f. class III 1.1.99 PAR for 97-98, 96-97 and 95-96 will be considered).

1) Candidate with two ‘GOOD’ and one ‘VERY GOOD’ PAR ratings (or any higher

combination of PAR rating) may be cleared straight away.

2) If all three PAR rating are ‘GOOD’, the candidate will be interviewed by the

Departmental Promotion Committee.

3) If any of the three PARS rating is less than ‘GOOD’ the candidate shall rejected

straight way.

C) For promotion from top of class III to E0 level Q-1/Q-2 qualified employees. PAR

criteria as per B) above shall apply, however they must pass trade test wherever applicable.

DPC shall interview Q-3 qualified employees after they clear job oriented / Professional test

and trade test wherever applicable irrespective of PAR grading. However if any of the three

PAR ratings is less than ‘GOOD’, the candidate shall not be eligible for appearing in JLT-

(Job Link Test).

25) General:

a) Inter-se seniority shall be maintained in the SCF / quantification scheme promotion

amongst the select list of persons.

b) In Cementing and Drilling discipline the cadres will be merged at E-5 level and designated

as Chief Engineer (Drilling).

c) In Electronics & Telecommunication discipline the cadres will be merged at E-4 level and

designated as Superintending Engineer (E&T).

d) The Marine Officer Foreign Going will grow interdependently upto E-4 level thereafter

the cadre will be merged into Logistics discipline at E-5 level as chief manger (Logistics).

e) In Map & Drawing discipline the cadres will be merged at E-2 level and designated a

senior.


f) The statutory requirement for possessing the requisite certificate issued by the competent

authority such as “Certificate of Competency’ as Electrical Supervisor, Boiler Attendant

certificate and Driving License etc. in relevant discipline for the purpose of recruitment and

promotion will continue to be in operation.

g) The employee on promotion without transfer shall be given a joining time of maximum 45

days fro the date of issue of order. The employees on promotion linked with transfer shall be

given a joining time of maximum 90 days from the date of issue of order. Where an

employees fails t join within the specified period, the promotion order shall suomoto become

invalid and shall be treated as cancelled and withdrawn.

26. These Regulation will apply to all the posts in the executive cadre and non-executive

category of employees.

Review:

Where the Corporation is the Appointing Authority, an employee who is aggrieved, by the

order of promotion on the ground that he has not been selected by such Appointing Authority

may make an application to the corporation for review of its decision within 30 days of the

date of receipt of an information by an employee under sub-regulation 9 of these Regulations.

Provided that the corporation may for sufficient reasons entertain an application for review

within a period of sixty days from the said date.

Special Representation to certain specified categories of persons:

1) In making appointments to posts, either by direct recruitment or promotion, the

corporation shall provide reservation and other Backward Classes. The physically challenged

handicapped, the Ex-Servicemen and other special categories of persons in accordance with

the orders issued by the orders issued by the Central Government from time to time in this

regards with respect to reservation of posts under the control of that Government to

candidates belonging to the Scheduled Castes, Scheduled Tribes and other special categories

of persons.


2) The Corporation may also provide reservation to a person who is a dependent of a

deceased employee of the Corporation.

For the purpose of these Regulations the expression ‘dependent’ means and includes the

employee’s husband/wife/son/brother/unmarried daughter as the case

Interpretation and Modification :

If any question arises relating to the interpretation or modification of these regulations, the

same shall be referred to the Head of R&P at Dehradun who shall decide the same with

approval of the competent authority.

Repeal & Saving :

The Oil Natural Gas Commission (Recruitment & Promotion) Regulation. 1980 and all

orders or instructions there under are hereby repealed :

Provided that such repeal shall not affect anything done or any action taken there under

and shall continue if these regulations had not been made.


STANDARD DESIGNATIONS, LEVELS & SCALES OF PAY

Designation Level Scale of Pay

Upto 31.12.2006

Scale of Pay

revised wef 1.1.07

Executive Director E-9 Rs.23700-28550 Rs.62000-80000

Group General Manager E-8 Rs. 20500-26500 Rs.51300-73000

General Manager E-7 Rs. 20500-26500 Rs.51300-73000

Deputy General Manager E-6 Rs.19500-25500 Rs.48600-71000

Chief Manager ** E-5 Rs.18500-23900 Rs.43200-66000

Manager ** E-4 Rs.17500-23300 Rs.36600-62000

Deputy Manager ** E-3 Rs.16000-20800 Rs.32900-58000

Sr. ** Officer / ** Executive E-2 Rs.13750-18700 Rs.29100-54500

Officer **/ ** Executive E-1 Rs.12000-17500 Rs.24900-50500

Assistant Officer ** / ** Executive E-0 Rs.10750-17500 Rs.20600-46500

Chief Superintendent / Foreman ** S-IV Rs.15200 (OE) To be revised

Sr. Superintendent / Foreman ** S-III Rs.13750 (OE) To be revised

Superintendent / Foreman S-II Rs.11400 (OE) To be revised

Assistant Superintendent / Foreman S-I Rs.10220 (OE) To be revised

Topman / Chargeman **/

Assistant Grade I **

A-IV Rs.6500 (OE) To be revised

Rigman / Junior Technician **/ Assistant

Grade II **

A-III Rs.5800 (OE) To be revised

Assistant Rigman /

Assistant Technician **/

Assistant Grade III**

A-II Rs.5100 (OE) To be revised

Junior Assistant Technician **/

Junior Assistant **

A-I Rs.4700 (OE) To be revised

Head Worker ** W-VI Rs.10220 (OE) To be revised

Deputy Head Worker ** W-VI Rs.6500 (OE) To be revised

Senior Worker ** W-V Rs.5800 (OE) To be revised

** Grade I W-IV Rs.5100 (OE) To be revised

** Grade II W-III Rs.4700 (OE) To be revised


** Grade III W-II Rs.4500 (OE) To be revised

Junior ** W-I Rs.4300 (OE) To be revised

** Name of relevant discipline is inserted

Abbreviation in use

OE – Open Ended


SCHEDULE OF MRPR’ 80

There are 4 levels of employees:

1. W- level (Worker)

2. A- level (Assistant and Technicians)

3. S- level (Supervisors)

4. E- level (All Executives)

According to MRPR-80 the induction levels are as below :

LEVEL SCALE OF PAY (Rs.) AGE LIMIT

Earlier Enhanced

a) Executive Level

E-4 17500-22300 42 yrs. 44 yrs.

E-1 12000-17500 28 yrs. 30 yrs.

b) Class - III

A-II level 5100 (Open ended) 30 yrs. 30 yrs.

Bottom of Class 4700 (Open ended) 28 yrs. 30 yrs.

c) Class – IV

Bottom of Class-IV 4300 (Open ended) 25 yrs. 27 yrs.


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A Study of Promotion Policy of Oil and Natural Gas Corporation Limited (ONGC)

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