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Bharat Petroleum Corporation Ltd.
Group 5:Nalbha (31) | Leena (34) | Deepika (13) | Sunayana (27)
Company Profile – Bharat
Petroleum Incorporated as BSR in 1952
Renamed to Bharat Refineries Ltd
(BRL) in 1975 and later to Bharat
Petroleum Corporation Ltd (BPCL)
Became a 100 % GOI holding in 1976
Fortune 500 & Forbes 2000 company
Sales Turnover Rs 85,150 crores; PAT Rs 292
crores
2 Refineries at Mumbai & Kochi and 1
subsidiary Refinery at Numaligarh
Large distribution network across India – 425
locations
Network of 8400 Retail Outlets and 2,200 LPG
Distributors
14200 employees
Company Profile – Bharat
Petroleum Company Profile – Bharat
Petroleum
Triple Bottom Line Indicators
TBL Reporting and Association
TBL Triple Bottom Line Reporting 3BL – People, Profit, Planet
Voluntary reporting by organisations on their economic, social and environmental impacts
Development of reporting indicators
Examine their whole set of values, issues and processes
GRI - organisation involving a variety of global government and non-government stakeholders who have come together to standardise TBL reporting
Why is business interested in TBL?
Drivers for the reporting of non-financial performance :
• Licence to operate • Reputation • Regulatory Pressure • Supply Chain Pressure • Finance Sector • Corporate Governance • Enhancing External Communication• Benchmarking Performance• Risk Management
People
Employee and family well being
Employment opportunities
Procuring Goods and Services locally
Women Empowerment (Every village: Sakhi Shejarni )
Safety Ambassdors
Grooming Children As Caretakers Of Next Generation
Addiction-The Slow Poison
Grain Bank
Infrastructure development
Planet
Rain water harvesting
Energy management
Clean Development Mechanism (CDM)
NISARG Energising lives, in harmony with nature
Health, safety and environment policy
Renewable Energy
Greening in Refineries
Bioremediation for Oil-Contaminated Sites
PROFIT
Source: BPCL’s Sustainability Report
TBL- Challenges to it Planet- Business success depends on the adaptability to climate change
- Organic growth in technological infrastructure - M & A lead to increase in apparent GHG emissions
Profit- Strategic, Liquidity, Credit, Market and Operational Risks- Crisis like Subprime
People- Human Capital Development- Operational Risk
Stakeholder Management• Direct stakeholder involvement through
communication and dialogues (frequent meetings and consultations
– Stakeholder Analysis – Stakeholder Planning
• Techniques involved:
– Identifying the stakeholders– Prioritizing the stake holders– Understanding key stakeholders
StakeholdersYour boss Shareholders Government
Senior executives Alliance partnersTrades
associations
Your coworkers Suppliers The press
Your team Lenders Interest groups
Customers Analysts The public
Prospective customers
Future recruits The community
Your family
Power –Interest Grid
Holistic ApproachMarket Place
• Operational Optimization• Transparency in Vendor Dealings• Smartfill – branded fuel debit cards
Work Place
• Rewards & Recognition• Gender Diversity• Approachable Management• Safety Ambassadors
Community
• Newsletter – Petro Daily• Infrastructure development• Sustainable Development
Environment
• Check on GHG emission• Project BOOND• Initiatives like CDM, NISARG
BPCL’s CSR Methodology
• Integrated with Business Strategy and Context• Leverage our Core competency –
People and Technology• Three way Execution model for Community Projects• Develop deserving Communities through ‘Focused’ &
‘Need based’ interventions –No ‘Giveaways’• Create ‘Sustainable Models’ which are Replicable &
Scalable
BPCL’s CSR Methodology
Objective of BPCL towards CSR• Building Sustainable Communities • Health and Safety • Environment • Employees – future leaders • Running socially responsible
business
Measurement Indicators
Direct Energy Consumption
Corporate Governance• Company’s philosophy on Code of
Governance
• Ensure fairness to the Stakeholders through – transparency– full disclosures– empowerment of employees– collective decision making
• Regular compliance with the listing agreements of Stock Exchange and of Dept. Of public Enterprises , GOI
Corporate Governance
Proactive Vigilance Against Corruption
• “Vigilance for Corporate Excellence”• Vigilance Awareness Week and seminars• Anonymous ‘whistleblower’ policy• Corporate On-Line Complaint Handling
System• Transparency in Vendor Dealings• Stance on Anti-competitive Conduct• Compliance with regulations
Awards & Recognitions
Green business Leaders Award 2009-10
NDTV’s Business Leadership Award in CSR category
A+ rating for the last two years for publishing corporate sustainability report
Challenges & Issues
Challenge of Privatization
Fluctuating Interest Rates
Volatile Oil prices
Under-recovery
Inventory valuation
Future Plans
Strategic Initiatives
Expansion of Processing capacity
Distribution Infrastructure
Exploration and production of oil & gas , R&D
Customer responsiveness
Alternate sources of power
“Project Dream Plan”
Stakeholder Management
Environmental Matters
Health and Human Rights Improvement
Regional Development
Economic Prosperity by education, asset building and job creation
Following Corporate Governance Code in true spirit
RECOMMENDATIONS FOR
SUSTAINABILITY
Bibliography
• www.bharatpetroleum.com• www.karmayog.org• www.papercamp.com• www.vinayahs.com
• Special Thanks to Ms Neha Rastogi, Alumnus, NMIMS 2006; Asst Manager, BPCL
THANK YOU