Summer Training Project Report On
“PERFORMANCE APPRAISAL” At Indian Oil Corporation Limited (Mathura Refinery)
Submitted In Partial Fulfillment of the requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION
Of Mahamaya Technical University,Noida (2011) By PRADEEP KUMAR SHARMA Roll no-1021270024
UNITED INSTITUTE OF MANAGEMENT GREATER NOIDA
(Affiliated to mtu. University noida) 1
DECLARATION
I, Pradeep kumar Sharma a bonafide student of UNITED INSTITUTE OF
MANAGEMENT GREATER NOIDA would like to declare that the project
“PERFORMANCE APPRAISAL SYSTEM IN INDIAN OIL
CORPORATION LIMITED (MATHURA REFINERY)
LIMITED submitted a partial fulfillment of MASTER OF BUSINESS
ADMINISTRATION.
PLACE:DATE :-
PRADEEP SHARMA
2
ACKNOWLEDGEMENT
I would like to express my gratitude & add some heart full words for the people who were part of this project in numerous ways……people who gave unending support from the
stage of the project was conceived. In particular I wish to thank Mr. JAGANNAATH BILWARA (Training manager IOCL)
to whom I am highly obliged, for providing me with necessary facilities &
opportunity to complete this project on “A STUDY OF PERFORMANCE APPRAISAL AT IOCL, MATHURA REFINERY ”
I would also like to express my sincere thanks to Mr MANISH SINHA for his kind attention, help and guidance at every stage of Project Work. I also elicit my deep regards to various Other Officers & Staff members of Mathura Refinery for continuous encouragement & help in finding out relevant information‟s
without which this project would not be possible. I would also like to show my gratitude towards Dr.RAJEEV SIJARIA (PRINCIPAL), United Institute of Management, Gr.Noida for providing me the opportunity to conduct co nduct such a useful research.
PRADEEP KUMAR SHARMA
3
Table Of Contents Page no
Cover Page Certificate (by the Head of the Institute/College) Training Completion Certificate Declaration Acknowledgement Preface Table of Contents
Chapter 1. Chapter 2. Chapter 3. Chapter 2. Chapter 3. Chapter 4.
Introduction of the Topic Scope & Objectives Literature Review Company Profile Research Methodology
-
Theory to the Topic Data Analysis & Interpretation List of Findings
-
Conclusion
Chapter 5.
-
Limitations
-
Suggestions/ Recommendations
Bibliography/ List of References Annexure (s)
4
.
PERFORMANCE APPRAISAL
INTRODUCTION:
A “Performance Appraisal” is a process of evalua ting an employee‟s performance on jobs
in terms of its requirements or we may call it a postmortem of a subordinate performance
by his superior during a predetermined period of time, often the proceeding year.
According to Hegel-“ It is the process of evaluating the performance and qualification of
the employee‟s in terms of the requirements of the job for which he is employed , for the
purpose of administration including placement, selection for promotion, providing
financial reward and other actions which requires differential treatment among the member
of a groups as distinguished from action all members equall y.”
5
Performance Appraisal is the systematic evaluation of the individual with respect to his/her
performance on the job and his potential for development.
Job Analysis sets out requirement, which are translated into performance standards, which
in turn form the basis for performance appraisal.
6
MULTIPLE USES OF PERFORMANCE ASSESSMENT
GENERAL APPLICATIONS Developmental Uses:
SPECIFIC PURPOSES
1. Identification of individual Needs 2. Performance feedback 3. Fixing transfers and job Assignments 4. Identification of strength & Weakness
Administrative uses:
1. Salaries 2. Promotion 3. Retention, Termination 4. Layoffs
Organizational: Maintenance Objectives
1. H.R. Planning 2 . Determining Org. training needs 3. Evaluation of Org. goal Achievement 4. Evaluation of H.R. systems
7
Documentation:
1. Helping meet legal Requirement 2. Useful for future research
GENERAL VIEWS ABOUT PERFORMANCE APPRAISAL
It is an important topic nowadays in every organization because it can play a substantial role in influencing motivation and moral of the emplo yee in every respect.
It encourages employees to set up his own objectives for the next period following the review of his past performance, in order to improve his performance on the job.
Good performance appraisal systems may help the employees to overcome the weakness and improve on his strength, contribute to the growth and development of the
self through helping himself in realistic goal setting, provide inputs to system of
rewards administration.
According to the performance appraisal system, training may be arranged for those employees who have lack of skill. The manager can identify those persons who have
8
lack of skills in particular fields and set up training to them. It is an effective
instrument for helping people to grow and develop people in an organizational setting.
A Performance appraisal method developed through an objective study by the participation of his employees and in consultation with the expert can serve the various
purposes
It helps an employee to overcome his weakness and to strengthen strong points generates feedback for employees and their superiors, helps in setting realistic goals for
employees provide inputs for the change oversee and promotion, identify the training
needs, create desirable work culture and climate, helps employees to identify the key
performance areas.
It helps in giving feedback to the employees on their performance. It also helps in counseling done in an open atmosphere with positive strokes; it can yield very good
result.
9
Performance appraisal system attempts to collect data through Performance appraisals of the employees in different sales and also their potentiality for occupying higher
positions.
Performance appraisal helps to develop self-renewing capability in the organization. On the basis of performance appraisal, self-correcting system be introduced which
could keep on suggesting changes so that purposeful system may operate in the
organization.
Several assumptions bring reality and give clear cut directions for the employees to put in his efforts.
Participating planning and review increases job satisfaction on the part of appraiser Participating process also develop appraise by providing an opportunity to learn from his boss and vice-versa while the appraise may learn more about himself his work, the
expectations of the boss, the company‟s
requirements and
future plans, the appraiser support
development need to perform his job effectively. In other words, it
improves communication in the organization.
10
It brings about more objectivity in appraisal data and consequently in the promotion
decision. It increases accountability.
PERFORMANCE APPRAISAL PROCESS UNDER STUDY To study the performance appraisal method of IOCL, I have personally interacted various
pertinent personnel especially of personnel department of Mathura Refinery and also
interacted secretary of officer association of Mathura Refinery because I felt necessary to
know the different view on the subject matter.
To know the awareness of performance appraisal system, its periodicity, and performance
appraisal factor and whether feedback is provided then what sort of feedback gave by the
immediate supervisor, yearly assessment beside performance appraisal system, the
awareness for promotion policy and factory governing the promotion policy.
I met personally 120 officers of different grades along with set of structured
questionnaires, which were served to all to them to know their views on the subject, and in
11
turn their response was favorable.
PERFORMANCE APPRAISAL PROCESS UNDER STUDY
ESTABL I SH PERFORMAN CE STANDARD
I I COM M UNI CATE PERFORMANCE EXPECTATI ONS
I I M EASURE ACTUAL PERF ORM ANCE
I I COM PARE ACTUAL PERF ORM ANCE WI TH STANDARD
I I 12
DI SCUSS APPRAISAL WI TH TH E E M PLOYEE
I I I N I T I A T E C OR RE CT I V E P L A N
STEP 1- ESTABLISH PERFORMANCE STANDARD The process of evaluation begins with the establishment of performance standard. At the
time of designing a job and formulating a job description performance standard are usually
developed for the position. This standard should be clear and not vague; and objective
enough to be understood and measured. This standard should be discussed to the
supervisor to find out which different factors are to be incorporated. Weights and points to
be given to each factor and these then should be indicated in the appraisal form.
STEP 2- COMMUNICATE PERFORMANCE EXPECTATIONS Next step is to communicate these standard to the employees lift to them, would find it
difficult to guess what is expected of them. They make communication effective and
feedback is necessary from the subordinate to the manager. Satisfactory feedback insures 13
that information communicated by the manager has been received and understood and in
the way it was intended.
STEP 3- MEASURE ACTUAL PERFORMANCE The third step is the management of performance to determine what actual performance is
necessary to acquire information about it. We should be concerned with how we measure
and what we measures.
Our sources of information are frequently used to measure actual performance- personal
observation reports, oral reports, written reports.
STEP 4- COMPARE ACTUAL PERFORMANCE WITH STANDARD Fourth step is the comparison of actual performance with standard and giving grade against
the skills. The employee is appraised and judgment of his potential for growth and
advancement is done.
STEP 5- DISCUSS APPRAISAL WITH THE EMPLOYEE The result appraisals are discussed periodically with the employees, where good points,
week points and difficulties are indicate and discussed, so that performance is improved.
14
The information the subordinate receive about his assessment has a great impact on his
self-esteem and on his subsequent performance.
STEP 6- INITIATE CORRECTIVE PLAN This step is the initiation of corrective action when necessary. Immediate action can be of
two types- one is immediate and deals predominantly with symptoms; the other is basic
and deals in causes.
Coaching and counseling may be done or special assignment and projects may be set;
person may be deputed for formal training courses and decision making responsibility and
authority may be delegated to subordinates.
STEP 7- REWARD FOR GOOD PERFORMANCE The final step is the reward for their good performance and the reward can be in the
following forms(i)
Promotions
(ii)
Lateral Moves
(iii)
Tack Force assignments
(iv)
Over seas Assignments
15
(v)
Non-monetary reward
(vi)
Cash reward (increment, incentive lump sum, stock option)
LIMITATIONS OF PERFORMANCE APPRAISAL The ideal approach to performance appraisal is that in which the evaluator is free from
personal biases, prejudices and idiosyncrasies. Inequalities in evaluations destroy the
usefulness of the performance system- resulting inaccurate, invalid appraisals, which are
unfair too. The limitations are as follows-
a) HALO EFFECT It is a tendency to let the assessment of an individual. One trait influences the evaluation
of the person; on other specific traits the Halo effect refers to the tendency to rate an
individual. Consistently high/ low/average on the various traits, depending upon whether
the rater‟s overall impression of the individual is favorable or not. This means the Halo
effect allows one character is lies; observation or occurrence or either good or bad to
16
influence the rating of all performance factors. When the employee is more friendly
towards appraises, a very high rate may be given to unfriendly employee.
b) LENIENCY OR
STRICTNESS
TENDENCY OR CONSTANT
ERROR Every evaluator has its own value system, which acts as a standard against which he makes
his appraisal. Some managers have a tendency to be liberal in their ratings i.e. they
consistently assign high values to their employee while at other times they may have a
tendency to assign consistently two ratings. The former tendenc y is known as positive
leniency error while later as negative
Leniency error The positively lenient evaluate an individual performance higher than it
actually should. Similarly in negative tendency performance is underscored than what it
should be.
c) INDIVIDUAL DIFFERENCES Some people are more distinct while some are very liberation assigning the factors points.
They are unable to maintain a fair distinction between two individuals.
17
d) MISCELLANEOUS
BIASES
Bias against employee‟s ground of sex, religion or cast is a common error in appraisal. For
e.g. a higher rating may be assigned employee who belong to some cast or community or
belong to some geographical area.
e) SOCIAL DIFFERENTIATION Rating is some time embedded by the evaluator style over rating behavior. Social
differentiation makes evaluation using traits criteria unreliable.
18
LITERATURE REVIEW
A performance appraisal interview is a primary and important co ntext for the supervisor
and employee to work together to achieve superior performance. A survey of the research
literature reveals that the appraisal interview functions to provide feedback on
performance, to counsel and provide help, to discover what the employee is thinking, to
teach the employee to problem solve, to help the employee discover ways to improve, to
set performance goals, and to discuss compensation. In addition, the literature reveals three
reasons that determine frequency of interview: the nature of the goal of the interview, the
kind of position the employee has in the organization, and the characteristics of the
employee's performance. Research on climate is centered on praise, criticism and the
superior-subordinate relationship, while that on employee involvement in the performance
appraisal process is divided into preparation and actual participation in the interview,
19
including goal setting. Future research in this area should investigate employee
development, credibility and interviewer style, evaluation and climate, and rhetorical
strategies.
COMPANY PROFILE Indian Oil Corporation Ltd. is the largest commercial enterprise in India, the 17th largest
petroleum company in the world and the only Indian presence in Fortune magazine‟s
„Global 500‟ listing of the world‟s largest corpor ations, with a ranking of 189 in fiscal
2003. In the Forbes International 500 list of largest companies outside US, Indian Oil is
ranked 112 and tops the four Indian companies appearing in the listing. Indian Oil has also
been ranked the first in Petroleum Trading amongst the 15 National Oil Companies in the
region in the 2003 Industry Perception Survey conducted by Applied Trading Systems,
Singapore.
A company, Indian Refineries Ltd., was set up in the year 1958 to refined crude oil.
Another company, namely, Indian Oil Company Ltd., was incorporated in the year 1959 to
market the products. In 1964, the refining company and the marketing company were
20
merged and Indian Oil Corporation was born. In 1981 Assam Oil Company, a private
sector oil company was nationalized and merged with Indian Oil Corporation Ltd.
As India‟s flagship national oil company, Indian Oil alone accounts for 51.2% petroleum
products market share among PSU companies, 42% national refining capacity and 67%
downstream pipeline throughput capacity. For the year 2003-04, Indian Oil sold 47.264
million tones of petroleum products (1.7% growth), its seven own refineries achiev ed a
throughput of 37.6 million tones (6.5% increase), and the pipeline network transported
44.50 million tones (9.5% increases) of crude oil and petroleum products.
Indian Oil reaches Indane cooking gas to the doorsteps of about 38 million household in
over 2,000 markets through the country‟s largest network of over 4,337 distributors. The
country‟s leading SERVO brand lubricants from Indian Oil, with over 42% market share
and 450 grades are sold through 9,000 retail outlets, besides a countrywide network of
bazaar traders.
Indian Oil world-class R&D Center has won recognition for its pioneering work in
lubricants formulation, refinery processes, pipeline transportation and bio-fuels. It has
21
developed over 2,100 formulations of SERVO brand lubricants and greases for virtually all
conceivable applications-automotive, railroads, industrial and marine-meeting stringent
international standards and bearing the stamp of approval of all major original equipment
manufacturers.
Indian Oil Corporation Ltd. Has Five Divisions-
1. Refineries Division
2. Pipelines Division
3. Marketing Division
4. Research & Development Center
5. Assam Oil division Indian Oil Blending Ltd. is a wholly owned subsidiary of Indian Oil Corporation and is engaged in the manufacture of lubricants and greases. In addition, Indian Oil has three
subsidiary companies-
Chennai Petroleum Corporation Ltd. (CPCL),
22
Bongaigoan Refinery & Petrochemicals Ltd.(BRPL),
IBP Co. Ltd.
Indian Oil controls 10 of India‟s 18 refineries with a current c ombined rated capacity of
49.30 million metric tones per annum (MMTPA=20,000 barrels per day). Indian Oil
refineries registered a record throughput of 37.63 million tones during the year 2003-04,
surpassing the previous best of 35.3 million tones in 2002-03. Indian Oil refineries also
achieved record overall production of LPG, MS, SKO, HSD and Bitumen.
All refineries units are accredited with ISO 9002 and ISO 14001 certifications.
12 joint ventures are now operational in partnership with some of the leading
International and leading companies.
Indian Oil and ONGC, in a strategic alliance, is pooling their knowledge and resource base to exploit opportunities across the hydrocarbon value chain.
Indian Oil, in a strategic alliance with CMC Ltd., is p ursuing opportunities for
applications of IT in its business.
23
Indian Oil has entered into memoranda of understandings/collaboration with
reputed companies in India and abroad to take up projects of mutual interest.
A MOU has been signed between the Govt. of Andhra Pradesh and Kakinada
Indian Oil, Petronas- Malaysia and Cocanada Port Co. Ltd., for setting up an LNG
project at Kakinada in Andhra Pradesh.
Indian Oil is marketing diesel fuel additive for automobiles in collaboration with Elf Antar, France.
Indian Oil and Air BP are collaborating in aviation fuelling business.
For the past two decades, Indian Oil has been lending its expertise to several countries in
areas of Refining, Marketing, Transportation, Training and Research and Development.
These include Srilanka, Kuwait, Bahrain, Iraq, Abu Dhabi, Tanzania, Ethiopia, Algeria,
Nigeria, Nepal, Bhutan, Maldives, Malaysia and Zambia.
Indian Oil commitment to quality, safety, health and environment is reflected in the series
of national & international certifications and awards earned over the years.
From the icy slopes of Leh in the Himalayas to Kanya Kumari where the Bay of Bengal &
24
Arabian Sea join the Indian Ocean, and from the single Buoy Mooring at Salaya in the
West to the Monasteries at Tawang in the East, Indian Oil lives in every heart and in every
part of India.
Major units Marketing Division
Registered Office
Head Office
Indian Oil Bhavan,
Indian Oil Bhavan,
G-9, Ali Yavar Jung Marg,
G-9, Ali Yavar Jung Marg,
Bandra (East), Mumbai – 400051.
Bandra (East), Mumbai-400051
Corporate Office
Northern Region
3079/3, Sadiq Nagar,
Indian Oil Bhavan,
J.B. Tito Marg, New Delhi – 110049.
1, Aurbindo Marg, Yusuf Sarai, New Delhi – 110016
Refineries Division
Eastern Region
Indian Oil Bhavan, Head Office
2, Gariahat Road (South), Dhakuria,
SCOPE Complex, Core – 2,
Kolkata – 700068
7, Institutional Area, Lodhi road, New Delhi – 110003
Southern Region
Indian Oil Bhavan, Barauni Refinery
139, Nungambakkam High Road,
P.O. Barauni refinery,
Chennai – 600034
Dist. Begusarai – 861114 (Bihar) Western Region
25
Gujarat Refinery
254 – C, Dr. Annie Besant Road,
P.O. Jawahar Nagar,
Worli Colony,
Dist. Vadodara – 391320 (Gujarat)
Mumbai – 400030
Haldia Refinery
R&D Center
P.O. Haldia Refinery,
Sector 13, Faridabad – 121007
Dist. Midnapur – 721606 (West Bengal) Assam Oil Division
P.O. Digboi – 768171 (Assam)
Mathura Refinery
P.O. Mathura Refinery, Mathura – 281005 (Uttar Pradesh)
Panipat refinery
Subsidiaries
P.O. Panipat Refinery, Panipat – 132140 (Haryana) Bongaigaon refinery & Petrochemicals ltd. P.O. Dhaligaon, Dist. Chirang, Assam - 783385
Pipelines Division Chennai Petroleum Corporation ltd. Head Office
536, Anna Salai, Teynampet, Chennai – 600018
A-1, Udyog Marg, Sector – 1, NOIDA – 201301 IBP Co. Ltd. IBP House, 34 – A, Nirmal Chandra Street, Northern Region
Kolkata – 700013
P.O. Panipat Refinery, Panipat – 132140 (Haryana)
Indian Oil Technologies Ltd.
SCOPE Complex, Core – 2,7, Institutional Area Eastern Region
Lodhi Road, New Delhi – 110003
14, Lee Road, Kolkata – 700020
Indian Oil (Mauritius) Ltd.
Mer Rouge, Port Louis, Mauritius. Western Region
26
P.O. Box 1007, Bedipara,
IOC Middle East FZE
Morvi Road, Gauridad,
LOB 14209, Jebel Ali Free Zone,
Rajkot – 360003
P.O. Box: 261338. Lanka IOC Ltd.
20th Floor, West Tower, World Trade Center, Colombo, Srilanka.
Awards, accreditations and recognitions earned by IOCL Corporate
Moved up 17 places in the latest FORTUNE GLOBAL 500 listing of the world‟s
largest corporations, from 170 in the year 2005 to 153 in 2006 and now it is 135 in 2007; it is also the 2o st largest petroleum company in the world.
Moved up 5 places in the plats‟ TOP 250 GLOBAL ENERGY COMPANY
rankings- from 26th in 2004 to 21st in2005. It is the only Indian company to be
featured among the top 25 energy companies worldwide and is also among the top
3 energy companies in the Asia in the listing.
Adjudged India‟s No.1 brand by UK -based Brand Finance, an independent
consultancy that deals with valuation of branded businesses.
Conferred the prestigious SCOPE Gold Trophy for Excellence and Outstanding
Contribution to Public Sector Management – Institutional Category, for the year
27
2003-04 by the Standing Conference of Public Enterprise, the apex body of public
sector undertakings.
Emerged as India‟s # 1 corporate in the annual listing of Business world (BW
Real500), Business India (BI Super 100), Business Today (BT 500), The Economic
Times (ET-500) and The Financial Express (FE-500), for the year 2005.
IndianOil, India‟s flagship oil company with net sales worth Rs 1,87,224 crores
has maintained its enviable top position by net sales in the ET500 listing released
by Economic Times recently.
IndianOil has been ranked as India's No 1 Company by Business Standard 1000
listing of country's leading industrial companies. With this ranking, it is slotted as
India’s biggest company with consolidated net sales of Rs. 162,418 crore.
In this year's study of Business India's Super 100 (sales in excess of Rs 500 crore),
IndianOil
has
been
ranked
4th
in
Top
10
Performers
of
2006 .
Moved up steeply in The Economic Times Brand Equity annual survey of India‟s
28
Most Trusted Brands, breaking into the top 100 (at 97 in 2005 from 142 in 2004),
and maintained its position as India‟s No.1 brand in the Fuel Pump rankings. Indian
Oil also emerged as one of the top 10 service brands in the country in the survey, climbing to the 8th position this year from 28th position in the previous year.
Listed as India‟s Most Trusted Brand in the Gasoline category in the Readers‟
Digest – AC Nielsen survey during the year.
Won the Golden Peacock Award for Innovation in Training for the year 2004-05
from the Institute of Directors.
Bagged a record haul of 13 awards in major categories at the 45th Annual Award of the Association of Business Communicators of India, Mumbai, in November 2005 ,
in recognition of its excellence in business communication among the leading
corporate of India.
Won 5 National Petroleum Management Programme (NPMP) awards for
Excellence in various categories, including Human Resource Management, Women
Development and Creativity & Innovation.
Mr. Sarthak Behuria, Chairman, IndianOil, was conferred the Udyog Ratna award
29
by the PHD Chamber of Commerce & Industry.
Three IndianOil sportstars received the coverted Arjuna Award – Deepak Thakur
(Hockey), Abhinn Shyam Gupta (Badminton) and A.Sharath Kamal (Table Tennis).
Awards for Energy Conservation & Environment Protection
Mathura and Haldia refinery won the National Energy Conservation Award-
2005
Panipat Refinery bagged the Jawaharlal Nehru Centenary Award-2005 and the
Energy Conservation Award instituted by the Centre for High Technology and
Petroleum Conservation Research Association respectively
Digboi Refinery bagged the Shri Anil Raj Trophy for the year 2004-05 for
achieving the maximum reduction in energy consumption.
Barauni Refinery won the TERI Corporate Environmental Award of The
Energy and Resources Institute for 2002-03 (Category3) for a case study on
30
Installation and commissioning of flue gas scrubbing RFCCU to remove
particular matter and SO2.
Safety Awards
Digboi Refinery earned Level-8 of the International Safety Rating System (ISRS)
by DN, The Netherlands.
Barauni Refinery bagged the Oil Industry Safety Directorate (OISD) Award for the
years 2003-04 and 2004-05 and Salaya-Mathura Pipeline won the OISD award for
2003-04.
Gujarat Refinery and Kandla- Bhatinda Pipeline (KBPL) bagged the British Safety
Council Award – 2004.
Haldia – Mourigram – Rajbandh-Barauni Pipeline and Haldia-Barauni Crude Oil
Pipeline won the Commendation Certificate from the National Safety council of
India for the years 2004 and 2005 respectively.
Six units of Marketing Division won the National Safety Awards instituted b y the
Ministry of Labour, Government of India.
31
Indian Oil won the Safety Innovation Award for the year 2005 in the category OIL
SECTOR instituted by the Safety and Quality Forum, Institution of Engineers
Quality Award
Panipat Refinery and R&D Centre won the Rajiv Gandhi National Quality
Award.
WHERE WE ARE TODAY
The first Indian Company in Fortune 500 list (Present Ranking: 135)
18th Largest petroleum company in the world
Ranked 279th on Forbes 1000 largest corporations of the world
Asia-pacific # 1 National Petroleum Trader (by Applied Trading S ystems,
Singapore – 2004)
Largest R&D Center in petroleum sector in Asia – holds 140 patent
Largest SAP implementation in Asia-Pacific
Indian Oil created history this year when it became the first corporate to breach the Rs.
Two lakh crore turnover mark, clocking revenues pegged at Rs. 220,779 crore (US $51
32
Billion) and profit after tax of Rs. 7499 crore (US $1.73 billion) for fiscal 2006-07.
DEVELOPMENTAL OVERVIEW OF IOCL
1958
Indian Refineries Ltd. was formed with Mr Feroze Gandhi as Chairman.
1959
Indian Oil Company Ltd. was established on 30th June 1959 with Mr S. Nijalingappa as
the first Chairman. 1960
Agreement for supply of SKO and HSD was signed with the then USSR. M.V: "Uzhgorod" carrying the first parcel of 11,390 tonnes of HSD docked at Pir Pau Jetty in Mumbai on 17th August 1960.
1962
Guwahati Refinery was inaugurated by Pt. Jawaharlal Nehru.
Construction of Barauni Refinery commenced.
33
1963
Foundation was laid for Gujarat Refinery Indian Oil Blending Ltd. (a 50:50 Joint Venture between IndianOil and Mobil) was formed.
1964
Indian Oil Corporation Ltd. was born on 1st September, 1964 with the merger of Indian Refineries Ltd. with Indian Oil Company Ltd. Barauni Refinery was commissioned. The first petroleum product pipeline from Guwahati to Siliguri (GSPL) was commissioned. 1965
Gujarat Refinery was inaugurated by Dr. S.Radhakrishnan, the then President of India.
Barauni-Kanpur Pipeline (BKPL) and Koyali- Ahmedabad product Pipeline (KAPL) commissioned. IndianOilPeople maintained the vital supply of Petroleum products to Defence in 1965
34
War.
1966
The first long-term agreement was signed for harmonious employee relations.
1967
Haldia Baraurii Pipeline (HBPL) was commissioned. Bitumen and Marine Bunker business began.
1968
Techno-economic studies for Haldia-Calcutta, Bombay-Pune and Bombay-Manmad Pipelines submitted to the Government.
1969
IndianOil undertook the marketing of Madras Refinery products.
1970
IndianOil acquired 60% majority shares of IBP. The same was offloaded in favour of the President of India under a Directive in 1972. 1971
Dealership/reservation was extended to war widows, disabled Defence personnel, Freedom Fighters, etc. after 1971 War.
1972
R&D Centre was established at Faridabad.
35
, the SERVO
first indigenous lubricant was launched.
1973
Foundation-stone of Mathura Refinery was laid by Mrs Indira Gandhi, the then Prime Minister of India.
1974
Indian Oil Blending Ltd. (IOBL) became the wholly owned subsidiary of IndianOil. Marketing Division attained a new watershed with a market participation of 64.2%.
1975
Haldia Refinery was commissioned. Multipurpose Distribution Centres were introduced at 132 Retail Outlets pioneering rural convenience.
1976
Private petroleum companies nationalised. Burmah Shell became BPC.
1977
R&D Centre launched Nutan wick stove.
1978
Phase-wise commissioning of Salaya-Mathura Crude Oil Pipeline (SMPL) began.
36
1979
Barauni Refinery and Bongaigaon Refinery and Petrochemicals Ltd. (BRPL) affected by Assam agitation.
1980
The second Oil Shock was witnessed as a result of Iranian Revolution. Crude Oil price flared to a new high of $32 per barrel.
1981
Digboi Refmery and Assam Oil Company's (AOC) marketing operations were vested in IndianOil. It became Assam Oil Division (AOD) of IndianOil.
1982
Mathura Refinery was commissioned. Mathura-Jalandhar Pipeline (MJPL) was commissioned.
1983
Massive augmentation of LPG storage and distribution facilities was undertaken. Proposal for the 6 MMTPA Refinery at Karnal was submitted at an estimated cost of Rs l,181 Crore.
37
ALL MAJOR PARTY IN OIL SECTORS…
THE MAJOR PLAYERS IN UPSTREAM PART OF OIL &GAS
INDUSTRY ARE:OIL (Oil India limited) and ONGC (Oil and Natural Gas Corporation).
ONGC
IOTL
GAIL
PETRONET.
THE MAJOR PLAYERS IN DOWNSTREAM SECTOR ARE:IOCL (Indian oil corporation limited),
HPCL (Hindustan petroleum corporation limited),
BPCL (Bharat petroleum corporation limited),
RIL (Reliance industries limited),
38
IBP (Indian bharat petroleum)
ASSAM OIL
ESSAR OIL etc…
Oil industry is perhaps the most exiting industry in the history of civilization. Although the
history of oil traces back to seepages of oil as early as 3000 B.C., the real thrill of it started
with the oil boom in the USA. Oil business has been responsible for prosperity, war
intrigues and adventure. Search of oil and gas leads us to some of the most exotic forests,
deserts, and ocean. Perhaps some of the most beautiful man made sights in the world are
offshore platform in Deep Ocean, array of offshore rigs in remote desert or jungle or an
illuminated petrochemical complex at night. Let us understand the importance of oil and
gas industry by looking at its share in the energy supply to the world is provided by oil and
gas. More than 60% of the energy needed in the world is provided by oil and gas.
To understand oil and gas business, one needs to understand a whole spectrum of activities
from oil well to petrochemicals. It‟s also important to understand the trend and future of
the industry in terms of technology, economics and pricing of energy resources. Energy
39
price is very important for the economy of any country. Oil prices have been controlled
from time to time to a high level by the petroleum is that now natural gas is overtaking oil.
During the year 2000, the increase in the energy consumption of the world was 180 million tons of oil. Out this, share of oil was 20%, share of gas was 55% and that of coal was
15%. It is expected that gas will replace oil as dominant energy provider in near future. Its
cleaner, cheaper and new discoveries and reserves of gas field are coming up in many parts
of the including India.
Very often the question comes up how long the hydrocarbon resources (Oil and gas) will
last. Many predict oil and gas will start depleting in another 20 to 30 years. It‟s a fact that
although the oil and gas industry will continue to dominate for
several decades from now, at some point of time other forms of energy will take over. So
its just the oil industry but its energy industry.
BIG ACHIEVEMENT IN OIL INDUSTRY
.First To Set Up In India:
Hydrocracker
Riser FCC
40
Soaker in Visbreaker
Inferential Control Systems
Diesel Hydro de-sulphuri station Units
Microcrystalline Wax production facilities
IOCL BRANDS
SERVO
With over 42% market share and 470 grades,
The SERVO range of lubricants is used in
Almost every application covering automotive,
industrial and marine sectors.
INDANE LPG GAS
Indian Oil Indane LPGas is used in 40 Million homes as cooking fuel and commands
over 48% market share in India.
INDIAN OIL AVIATION SERVICE
Indian Oil Aviation Services has a market share of 65% with a network of 95 Aviation
Fuel Stations (AFS) Meets complete Aviation Fuel requirements of the Defence
41
services.
AUTO GAS
Auto gas (LPG) has been introduced in Hyderabad, Bangalore and Mumbai markets.
PREMIUM FUELS
XtraPremium is, in fact, the only
Petrol in India with 91 Octane‟s
And doped with Multifunctional Additives. XtraMile, Indian Oil‟s new generation High Speed Diesel with world-class
additives has taken a leadership position in the market.
XTRA POWER Indian Oil‟s XtraPower Fleet Card Program is a complete fleet
management
solution for Fleet Owners / Operators and Corporate which facilitates cashless purchase of fuel & lubes from designated retail outlets of Indian Oil through flexible prepaid and credit facilities. . „Swagat‟ HIGHWAY FLAGSHIP RETAIL OUTLETS
42
There are 111 such „Swagat‟ Flagship ROs planned across the country of which 45 „Swagat‟ Flagships have already been commissioned with a complement of fuel and non-
fuel. Non-fueling offering through „Best-in-class‟ alliance on exclusive basis wherever possible (communication, food/rest, healthcare, parking, vehicle care).
XTRA CARE
The launch of XtraCare was the Culmination of a series of plans in retail design, product and service up gradation, capability training, automation, loyalty programmed retail site management techniques all benchmarked to global standards. While the industry standard is to take samples on a quarterly basis, Indian Oil has moved several steps ahead by introducing fortnightly random sampling with specific importance given to RON (Research Octane Number) sampling which is truly the definitive test for q uality and quantity. So far over 400 XtraCare ROs have been set up; around 1500 XtraCare ROs will be ready by end 2006.
Financial Performance Indian Oil‟s Sales Turnover (inclusive of excise duty) for the year 2005-2006 reached a
new high at Rs. 1,83,204 crore, up by 21.55% as compared to Rs. 1,50,729 crore in the previous year. However, the Profit After Tax at Rs. 4,915 remained more or less at the previous years level of Rs. 4895 crore, mainly on account of under-realization on sale of 43
four main products.
The Indian Oil Board, recommended a Final Dividend of 125% (Rs. 140 crore) for the year 2005-2006. IndianOil has made the highest ever contribution of Rs. 43,662 crore to the exchequer during the year in the form of excise and customs duties as well as through various State-level levies. For the year 2005-06, the Company's Earnings Per Share (EPS) stand at Rs. 42.08
Fiscal Performance Indian Oil sold 49.61million tonnes of petroleum products, including exports, during the year 2005-06 as against 50.1million tonnes in the previous year, an increase of 3.1%. Domestic sales were up by 2.9% to 48.17 million tones while exports soared by almost 8% to 1.96 million tonnes. The Corporation's Gross Refinery Margin (GRM) rose by about a dollar per barrel during 2004-05, at USD 6.2/bbl, as compared to 2003-04. Its seven refineries registered a crude oil throughput of 36.63 million tonnes with a capacity utilisation of 88.6%. The pipelines network posted a combined throughput of 43.03 million tonnes during the year.
Customer Service "Customer Delight" continued to be the ke y driver of Indian Oil‟s marketing operations in
2005-06. Despite increased competition, IndianOil maintained its leadership in
44
downstream marketing during the year 2005-06. Besides retaining large volume consumers, IndianOil consolidated its position in retail marketing, opening over 1,5 00 new petrol & diesel stations during the year. Of these, over 550 were small format Kisan Seva Kendras in the largely untapped rural sector. IndianOil has also unveiled 94 large-format Swagat brand petrol and diesel stations on major highways, aimed at providing the highest economic value to fleet owners besides vehicle care and comfort to drivers. At the end of fiscal 2005, the IndianOil Group, including IBP Co. Ltd., accounted for an unassailable 15,226 petrol & diesel stations in the country.
During the year, availability of IndianOils branded fuels, XTRAPREMIUM petrol and XTRAMILE diesel, was extended to many petrol & diesel stations, including those of group companies. The XTRAPOWER fleet card, which rewards customer loyalty with incentives, crossed the one million mark during the year.
With IndianOils initiatives in petroleum retail gaining momentum, brand-building is being given a major thrust. The Corporations branding efforts that started with XTRAPREMIUM petrol and XTRAMILE diesel have now been extended to a special retail offering named XTRACARE that primarily targets urban customers, offering them much more than fuels in terms of quality and quantity. Besides personalised services and top class facilities like convenience stores, cashless transactions and sanitised washrooms, XTRACARE retail 45
stations will have a distinct identity that will differentiate them from the rest.
The major thrust of IndianOils brand-building efforts has been an optimum mix of thematic and schematic spends. This, in addition to drivers like cricket and well-timed moves to forge lasting relationships with all stake-holders, including the media, led to IndianOil being rated as Indias Most Trusted Fuel Pump brand in the latest Economic Times Brand Equity survey.
Indane LPG cooking gas customer base grew to 433.8 lakhs at the end of 2005-06. AutoGas, IndianOils auto LPG brand, is now available from 71 outlets in 22 cities, and it is proposed to raise the number of Autogas outlets to 200 in 2006-07.
In aviation fuel business, which had registered a double-digit growth during the year, IndianOil maintained a dominant 64% market share.
Investments For Growth Indian Oil nurtures the vision of growing from a US $ 35 billion turnover company today to US $ 60 billion by the year 2011-12 with well-coordinated strategic plans, including clear blueprints for US$ 15.5 billion (Rs 70,000 crore) investments.
During the X Plan period (2002-07), Indian Oil has planned capital investments to the tune
46
of Rs. 24,400 crore. For the year 2004-05, the Corporation's capital expenditure at Rs. 6,460 crore was 63% more than that of the previous year. Among the major projects commissioned was the world's largest single-train Kerosene-to-LAB (Linear Alkyl Benzene) plant at Koyali Refinery in Gujarat at a cost of Rs. 1,202 crore. For production of green fuels, a diesel hydro-treater was commissioned at Mathura Refinery at a cost of Rs. 1,046 crore.
REFINING Indian Oil controls 10 of India's 18 refineries - at Digboi, Guwahati, Barauni Koyali, Haldia, Mathura, Panipat, Chennai, Narimanam and Bongaigaon - with a current combined rated capacity of 54.20 million metric tonnes per annum (MMTPA) or one million barrels per day (bpd).
< IndianOil accounts for 42% of India's total refining capacity.
PIPELINES IndianOil owns and operates India's largest network of cross-country crude oil and product pipelines of nearly 7,7300 km, with a combined capacity of 56.85 MMTPA. < IndianOil owns & operates 69% of India's downstream pipeline throughput capacity.
MARKETING IndianOil's countrywide network of over 23,000 retail sales points is backed for supplies 47
by its extensive, well spread out marketing infrastructure comprising 165 bulk storage terminals, installations and depots, 95 aviation fuel stations and 87 LPG bottling plants. Its subsidiary, IBP Co. Ltd, is a stand-alone marketing company with a nationwide retail network of over 3000 sales points. < IndianOil caters to over 56% of India's petroleum consumption.
IMPROVEMENT IN SPECIFICATIONS
HIGH SPEED DIESEL High Speed Diesel (HSD) of 0.5% sulphur was introduced in Metros from April 1996. Low sulphur HSD of 0.25% sulphur was introduced in Taj Trapezium area in September 1996 and in Delhi from 15th August 1997.
Diesel Hydro desulphurization units (DHDS) at Gujarat, Panipat & Mathura have already been commissioned for the production of diesel with 0.25% max (by wt.).
MOTOR SPIRIT (MS)/PETROL Low lead MS was introduced all over India w.e.f. December 1996. Prior to that it was introduced in all metros in June 1994.
UNLEADED MOTOR SPIRIT (MS)/PETROL Unleaded MS was introduced in all metros and radial routes in April 1995. ULP (Unleaded Petrol) has been available throughout India from 1st February 2000.
BENZENE IN MS 48
MS with 1% v/v benzene content is being supplied in NCT, Delhi / NCR from 1st November 2000 and 28th February 2001 respectively. MS with 3% v/v benzene content is being supplied to Kolkata and Chennai from 1st October 2000 and 1st July 2001 respectively.
POLLUTION CONTROL It is the duty of humanity to preserve the earth for future generations, and to make it safe for the present generation. Universal concern in this respect is shared by Indian Oil as a responsible Corporate Citizen.
All refineries have been provided with elaborate facilities to control pollution from different sources like: liquid effluents, gaseous emissions and hazardous wastes.
GASEOUS EMISSIONS The refineries of Indian Oil have adopted various measures for control of gaseous
emissions. These include:
Use of low sulphur fuel oil Desulphurization of refinery fuel gas Taller stacks for better dispersion Advanced process control system Energy conservation measures to reduce fuel consumption
49
The sulphur dioxide emissions are well below the limits prescribed b y the Ministry of Environment & Forests and State Pollution Control
Boards. In particular, Mathura Refinery has established three ambient air q ualitymonitoring stations between the refinery and the city of A gra and a fourth one at Bharatpur. Utmost care is taken to keep the impact of refinery operations on the air quality of the surrounding areas at levels, which are well within the stipulated limits prescribed for sensitive areas
HAZARDOUS WASTES (OILY SLUDGE) Regarding Hazardous Wastes (Oily sludge), Indian Oil refineries have adopted required
measures to minimise the deposition of oily sludge in crude oil tanks & recover oil from
the sludge generated prior to and during tank cleaning.
Use of chemical surfactants has been practiced at Gujarat Refinery of Indian Oil for in-situ
recovery of oil from tank sludge. Haldia Refinery has successfully tried Mechanical
Liquidation Process to recover the oil from the sludge. Impervious lined pits/secured
landfills have been provided at Mathura, Gujarat, Barauni, Haldia, Panipat and Digboi
refineries. Bioremediation technology has also been tried at Mathura, Barauni, Guwahati &
Digboi 50
ECOLOGICAL PARKS
Scientifically designed green belts have been developed at Gujarat Panipat refineries, to serve as a pollution sink and to enhance the aesthetic look of the refinery area. Extensive tree plantation has been undertaken by Gujarat, Digboi, Mathura, Haldia & Barauni Refineries in order to develop green cover in the vicinity of refinery and townships. Mathura Refinery has planted about 115,000 trees in Taj Reserve Forest near Taj Mahal under 10 Point Initiative of MoP&NG for environmental improvement Taj Trapezium.
In the midst of the Mathura Refinery, a sprawling area of 18,000 sq. mt. around
the polishing pond has been developed into an ecological park. A large number of
migratory birds have made the ecological park as their habitat. Experts from the Bombay
Natural History Society (BNHS), during their recent visit, identified about 96 varieties of
birds in the ecological park. Similar parks have also beendeveloped at Barauni and Gujarat
51
Refineries.
The existence of rich flora and fauna in these parks is a clear testimony of the Clean and eco-friendly environment in in and around the refineries. refineries. The other refineries are in the process of developing such ecological parks.
CRUDE OIL PIPELINES
SALAYA-MATHURA PIPELINE
(SMPL)
Indian Oil operates the 1870 km long Salaya -Mathura Pipeline from Salaya (near Vadinar) in Jamnagar
district on the coast of Gujarat to bring crude oil to Indian Oil's
refineries at Koyali (Gujarat), Mathura (Uttar Pradesh) and Panipat (Haryana). Two Single Point Mooring (SPM) systems are operated at Vadinar to unload the crude oil received from tankers including Very Large crude oil Carriers (VLCCs) with offshore pipelines. At Vadinar, Indian Oil has a vast crude oil tank farm of 13 tanks with a total capacity of 0.773 MMT. Indian Indian Oil also has crude oil storage storage tank farm at Viramgam with a total capacity of 0.331 MMT. Another storage tank farm @ Chaksu has six tanks with a total capacity of 0.219
MMT.After traversing 435 km from Vadinar, the
Salaya-Mathura Pipeline branches off at Viramgam in Gujarat through through a 148 km pipeline to Koyali (Baroda).Further, after 716 km, the pipeline branches off at Chaksu to Mathura and Panipat.
MATHURA-JALANDHAR MATHURA-JALANDH AR PIPELINE (MJPL): The Mathura-Jalandhar Pipeline was commissioned in 1984. It was designed by IndianOil with in-house construction supervision. The 763 km long pipeline transports petroleum products from Mathura Refinery to Jalandhar in Punjab with delivery enroute at Bijwasan in Delhi and Ambala in Haryana. During 1997, the pipeline was connected to Panipat Refinery, enabling transport of petroleum products from Panipat Refinery. Th e pipeline has a branch line from Sonepat to Meerut and from Kurukshetra to Najibabad via Roorkee.
52
MATHURA-TUNDLA PIPELINE (MTPL): A 55 km long separate pipeline pi peline was also laid from Mathura to Tundla to transport petroleum products from Mathura Refinery.
CRUDE OIL COMES FROM THREE PLACES AT MATHURA REFINERY: 1. Bombay High - Indigenous crude, API = 38-40, Sulphur content is 0.2%. 2. Nigeria- Bonny light light crude ( sweet crude), 3. Middle East High sulphur crude,
API = 35.7, Sulphur content is 0.1%.
API= 31, Sulphur content is 2.5%.
MATHURA REFINERY FOUNDATION
MATHURA REFINERY was established on 2nd OCTOBER 1973 but was commissioned
in the year 1982 as the sixth Indian Oil Refinery to meet the ever-growing demand of
petroleum products in northwest region of the country. Nestled between the historic cities
of Delhi and Agra, the Refinery R efinery at Mathura is situated in the mythical & mystical land o f
Lord Krishna. It was set up to meet the growing product demand of north no rth and northwestern parts of the country including the national capital Delhi & its adjoining are
The first lady Prime minister of India Mrs. Indira Gandhi lays foundation o f Mathura
Refinery. It was commissioned on 19th Jan 1982 and Mr. P. Shivshankar Sh ivshankar did its
53
inauguration in July 1982 who was petroleum Minister at that time.
The first distillation process was started on 19th Jan 1982 and Russian Experts and Mr. P. Shivshankar did its inauguration on 14th May 1983.
Mathura refinery, which is operating at a capacity c apacity of 8 MMTPA, receives crude oil through
the 1077km long Salaya Mathura Pipeline (SMPL). The cross-country pipeline, which
starts from Salaya on the west coast of Gujarat, traverses through four states - Gujarat,
Rajasthan, Haryana and Uttar Pradesh.
Besides the crude oil pipeline their two product pipelines through which the refinery
dispatches its products namely- Mathura Jalandhar Pipeline (MJPL) and Mathura Tund la
Pipeline (MTPL). Mainly the refinery processes the three different types of crude oils of
Middle East, Nigerian and Bombay High origin
Over the years the refinery has systematically synchronized synchroniz ed technological advances with
care for the environment. Its close proximity to the majestic wonder Taj Mahal adds to the
responsibility towards a cleaner environment
Much before the refinery was commissioned, Varadarajan committee carried out an
54
Environmental Impact Assessment study. Based on its recommendations , the refinery
setup four continuous ambient air monitoring stations to ensure that sulphur concentration
levels are below the prescribed limit. These stations, working round -the-clock, are situated
in Farah, Keetham, Sikandra (towards Agra) and also at Bharatpur Bird Sanctuary
55
ENVIRONMENTAL MANAGEMENT SYSTEMISO-14001 Oil was the first in Asia and the third in the world to receive ISO-14001 accreditation in
the year 1996 for its environmental management systems. All the seven refineries of Indian
Oil now have the distinction of receiving ISO-14001 certification, including the recently
commissioned Panipat Refinery.
M A T H U R A R E F I N E RY I S T H E F I RST T O -
To have started with two Sulphur Recovery Units along with a stand-by-Unit in India.
To have installed single largest crude oil distillation column in India in a 67 – meter high engineering marvel.
To have achieved a continuous accident free spell of 14 million man hour, a
unique distinction by any refinery in India.
To hare confirmed to minimum national standards for its effluent treatment ever
since it was commissioned.
To have setup a bird sanctuary within the refinery premises
To have achieved ISO -14001 certification for its environmental management
56
system. First refinery in Asia and third in the World.
Government so as to have uniform price in all IOCL units, because of all these
regulations individual performance of each unit is difficult to arise, regulates prices of the petroleum products.
Set up in India Hydrocracker, Microcystalline wax production facilities
For which a scientific Environmental Impact Assessment (EIA) study was carried out.
To achieve ISO-18001 for Occupational Health and Safety Management in 1998.
The Refinery bagged the prestigious 5 stars Safety Rating from British Safety Council, UK in 2002.
57
MATHURA REFINERY HAS ALL MAJOR PROCESS UNITS OF A COMPLEX FUEL OIL PROCESS UNIT
Atmospheric 8.0MMTPA
REFINERY:
TECHNOLOGY
YEAR OF
SUPPLIER
COMMISSION
Neftech
CAPACITY
1982
impromerox port, USSR
Vacuum unit
VisBreaker unit
UPO, USA
1982
1.0MMTPA
Fluidized
UOP, USA
1983
1.0MMTPA
Catalytic Cracking unit
Propylene
EIL, India
1996
24000TPA
IFP, France
1998
0.46MMTPA
IFP, France
1999
1.1MMTPA
Recovery unit
Catalytic Reforming Unit
Diesel Hydro Desulphurization Unit
Hydrogen
HTAS
1999
Germany Generation Unit
58
34000TPA
Sulphur recovery
STORK
1999
3*60MTPD Unit Netherlands
Once through
Chevron
USA Hydro cracker Unit
59
2000
1.2MMTPA
NEW INNOVATIONS IN MATHURA REFINERY
Adopting a pragmatic and progressive approach, Mathura Refinery has recently
implemented some innovative and dynamic concepts.
Some of this include-
Launching of the dynamic concept of TPM (Total Productive Maintenance) in Vis
Breaker Unit (as pilot model). This unique concept aims to bring about a change in
the mindset and work culture of employees, thereby improving productivity in the
long run.
The Refinery has also implemented state-of-the-art decision support system by way
of Linear Programming model RPMS (Refinery & Petrochemical Modeling
Software) for optimum production, planning and Utilization of available resources
for maximum profitability.
VISION
60
“A major, diversified, transnational, integrated energetic Company, with national
leadership and a strong Environment conscience, playing a national Role in oil security &
public distribution”.
61
MISSION
o
To achieve international standard of excellence in all aspects of energy and
diversified business with focus on customer delight through value of products and
services, and cost reduction.
o
To maximize creation of wealth, value and satisfaction for the shareholders.
o
To attain leadership in developing, adopting and assimilating state-of-the-art technology for competitive advantage.
o
To provide technology and services through sustained R&D.
o
To foster a culture of participation and innovation for employees growth and contribution.
o
To cultivate high standards of Business Ethics and Total Quality Management for
a strong corporate identity and brand equity.
o
To help enrich the quality of life of the community and preserve ecological
balance and heritage through a strong environment conscience
62
OBJECTIVES & OBLIGATIONS
OBJECTIVES
o
To serve the national interest in the oil and related sectors in accordance and
consistent with government policies.
o
To ensure and maintain continuous and smooth supplies of petroleum product by way
of crude refining, transportation and marketing activities and to provide appropriate
assistance to the consumer to conserve and use petroleum product efficiently.
o
To earn a reasonable rate of interest on investment.
o
To work towards the achievement of self-sufficiency in the field of oil refining and by setting up adequate capacity and to build up expertise in lying of crude
oil/petroleum product pipeline.
o
To create a strong R&D base in the field of oil refining and stimulate the
development of new products formulations with a minimize/eliminate their import
and to have next generation products.
o
To maximize utilization of the existing facilities in order to improve efficiency and
increase productivity.
63
o
To optimize utilization of its existing capacity and maximize distillate yield from
refining of crude oil to minimize foreign exchange outgo.
o
To minimize fuel consumption in refineries and stock losses in marketing operations
to effect energy conservation.
o
To further enhance distribution network for providing assured service to c ustomers
throughout the country through expansion of reseller network as per Marketing
Plan/Government Approval.
o
To avail of viable opportunities, both national and global, arising out of the
Liberalization policies being pursued by the Government.
o
To achieve higher growth through integration, mergers, acquisitions and
diversification by harnessing new business opportunities like petrochemicals, Power,
lube business, consultancy abroad and exploration production.
OBLIGATIONS
o
Towards Customers and Dealers
64
To provide prompt, courteous and efficient service and quality
product at fair and reasonable prices.
o
Towards Suppliers
To ensure prompt dealings with integrity, impartiality and &
courtesy and promote ancillary industries.
o
Towards Employees
Develop their capability and advancement through appropriate
training and career planning. Expeditious redressal of grievances.
Fair dealing with recognized representatives of employees in
pursuance of healthy trade union practice and sound personnel
policies.
o
Towards Defense Services
To maintain adequate supplies to defense services during normal and emergency situation as per their requirement at different locations.
o
Towards Community
65
To develop techno-economically viable and environment friendly
product for the benefit of the people.
To encourage progressive indigenous manufacture of products and
material so as to substitute imports.
To ensure safety in operations and highest standard of environment
protection in its manufacturing plants and townships by taking
suitable and effective measures.
To improve the condition of Scheduled Castes/Scheduled Tribes in pursuance of
national policies.
PRODUCT AT A GLANCE
PRODUCT
NAME
Liquefied Petroleum Gas
LPG
Naphtha
Naphtha
TONES (in 000’s)
215 50
66
Solvent Naphtha
Sol. Naphtha
10
Aviation Turbine Fuel
ATF
600
Superior Kerosene Oil
SKO
460
High Speed Diesel
HSD
2800
Motor Spirit
MS
Light Diesel Oil
LDO
Furnace Oil
FO
700
Heavy Petroleum Stock
HPS
450
Bitumen
Bitumen
500
Sulphur(By product)
Sulphur
3
Propylene
Propylene
600 75
10
HUMAN RESOURCES EMPLOYEE PROFILE
The human resource in Indian Oil was 31,675 strong as on 31.03.2002, of which 9,728 are
in the Officers cadre and 21,947 are in the Staff cadre. There are a re 5,672 employees from SC
category and 2,097 from ST category. The SC and ST employees constitute 24.53% of the
67
total employees‟ strength. There are 2,387 women employees, out of who 692 are in the
Officers cadre and 1,695 in Staff cadre. The women employees constitute 7.54% of total employees‟ strength.
WELFARE OF EMPLOYEES
Indian Oil continued its endeavor to upgrade facilities and promote the welfare of employees. With a view to promote employees‟ emplo yees‟ welfare, Indian Oil brought about
improvements in policies concerning medical facilities, allowances at remote locations, Productivity Incentive Scheme and Post-retirement Post -retirement medical facilities.
LOAN & ADVANCE
The rules and regulations as set out here under are framed and laid down entirely as a welfare measures and do not confer any claim, right or benefit to any employee, nor impose any liability, responsibility or obligation on the corporation and shall not be a deemed to be a condition of service between the corporation and any such employee-
Loan & Advance includes
House Building Advance
Festival Advance
Emergency Advance
Conveyance Advance
INDUSTRIAL RELATIONS
Industrial Relations in general during the year 2001-2002 2001 -2002 in all establishments remained
68
harmonious and peaceful. The main area of concern remained the right sizing of
manpower. Most of the new locations were by and large manner through internal
man power generation. This was possible mainly due to better employees‟ relations‟
management and the constructive approach of the employees unions.
The recognized union of Eastern Region (Marketing Division) had not signed the Long
Term Settlement (LTS) on wage revision along with other 20 recognized unions, but raised
a dispute which was under conciliation with Dy. Central Labour Commissioner
(Central)
Union during conciliation held in July 2001, based on LTS signed with other union on
04.01.2001, the revision of pay and pay scales of workmen has been effected. Some o the
issues of the union are still under consideration of Central Labour Machinery. Indian Oil in
confident of getting continuous support from its collectives in meting the challenges posed
by competition in the deregulated scenario.
PUBLIC RELATIONS
Public Relation is an image-building department of an industry; it acts as a bridge between
69
the general public and the refinery. Information related to organization is conveyed to th e
public through media. PR is entrusted in the job of
Public relation job
Community Development
Education
Hindi Implementation
LAND MATTERS
Land is needed for the establishment or extension of the organization. Keeping some
aspects in mind like-availability of resources, transportation, environmental factors etc
does site selection or the establishment of the factory. A committee is formed for site
selection, which comprises of engineers, civil engineers and HR managers.
Total area-
Refinery site-1081 acres
Township (residence)-229 acres
Water pipeline-162 acres
Some villages are adopted by IOC and look after the welfare and development of village
with a limited budget of each year.
70
HRD & TRAINING
With reforms and economic liberalization ushering in free market conditions, Indian Oil
continued building sustainable competitive advantage through it human resource. Indian
oil facilitated learning and development process in a focused manner during the year.
Special emphasis was laid on IT-related training.
To prepare executives to function effectively in a cross-functional and multi-unit
environment in the deregulated scenario, career progression of executives at the middle
level has been linked to their career path.
Indian Oil apex learning centre, the Indian Oil institute of Petroleum management (IIPM) completed the 6th International MBA (IMBA) Programme. 30 officers attended the
programme from Indian Oil and one each from the Army, the Air Force, and ONGC. So
far, 192 executives comprising 184 executives from the hydrocarbon sector and eight
officers from the Defense forces have successfully completed in IMBA programme.
Indian Oil has set up the Indian Oil Management Centre for Learning (IMCL) in Mumbai on 3rd October 2001. IMCL symbolizes the importance Indian Oil places on developing
71
human resources with world-class excellence through learning and development. IMCL
will facilitate in upgrading the functional knowledge and skills of the employees and also
impart behavioral training.
Advanced management Programme for senior executives titled „The Threshold‟ was held
at IIPM during the year in collaboration with Indian Institute of Management, Ahmedabad
for building comprehensive strategic perspective, preparing for Board positions, creating mindset of stretched targets and quick response, and leading the organization effectively.
Likewise for middle and junior level executives, a Management Development Programme titles „Cutting Edge – Strategies to Stay Ahead of Competition‟ was conducted for building
cross-functional skills, preparing for senior management positions, creating integrated outlook on organizational issues/situations and learning to perform with high vigor and intensity.
SECURITY
During the year, the Security Department conducted Security Sensitization Programmes at various locations of Indian Oil throughout the country. Security Inspection Audits of installations not only generated security awareness but also created a conducive and secure work environment.
Instructions were issued to units in case of any threat perceptions received from the Intelligence Bureau to beef up security arrangements. The efforts resulted in no major security related incident throughout the year in any of the Division.
MEDICAL FACILITIES
72
The corporation maintains its own hospitals at the township attached to each Refinery. Employees along with their eligible dependents residing with them in township are entitled to get medical attendance from the Corporations hospital. A patient may be referred to an outside hospital/ specialist by the CMO only in cases where treatment cannot be had in the Refinery Hospital. Employees at other locations may receive medical attendance from an authorized medical attendant, as defined under the medical rules, either under Allopathic or Homoeopathic system.
HOUSING FACILITY
Townships are being maintained in all the Refineries. Employees are allotted quarters in the townships for which house rent recovery is made from them at prescribed rates. In other places the facility of leased accommodation and self-lease is available to employees within the prescribed ceilings.
OBJECTIVE OF PERFORMACE APPRAISAL
73
The aim of performance appraisal is to encourage employees to set his objectives for the next time period following his past performance in order to improve his performance on the job. These objectives should be mutually agreed, for next twelve months, as far as possible every employee should be aware of transaction objectives, since they provide a basis for individual‟s performance objectives. The other basis is the appraise and the wishes of the
employee himself. In order to set worthwhile defectives, it is necessary.
Objectives of Appraisal includes; ● Effective promotions and transfers, ● assess training needs etc. ● These objectives are appropriate as long as the approach in individual is individual. ● Appraisal in future would assume system orientation. In system approach appraisal aims at
improving the performance instead of merely assessing it. ● Emphasize is not on individual assessment rewards or punishment but it is on how the
work system affects the individual performance.
SCOPE OF PERFORMANCE APPRAISAL
Performance Appraisal replaces casual expert with formal, systematic procedures. Employee‟s know they are being evaluated and are told the criteria that will be used in the
course of arrival, indeed knowledge that an appraisal occur co-motivate an employee is to increased efforts aimed at enhancing outcome of the assessment. Manager and subordinate are come to meet and discuss common work related problem.
MBO method is helpful in identification of training needs. Employees set their own goals and hence are internally motivated to accomplish goals.
74
In BARS method employee‟s behavior and not their traits are measured. This method aims at specific dimensions of job performance. People involved in the job participate in finding job dimensions and the creation of scale. In this method objectivity improves, as basis is specific behavior.
360-Degree method provides a broader perspective about an employee‟s performance. It facilitates greater self-development of the employees. It provides communication links between an employee and his customer.
IMPORTANCE AND PURPOSE Performance Appraisal has been considered as a most significant and indispensable tools for an organization, for the information it is highly useful in making decisions regarding various personal aspects such as promotions and merit increases. Accurate information plays a vital role in organization as a whole. They help pinpoint weak areas in the primary system (e.g. Marketing, Finance and Production). It is easier for manager to see which employee need training or counseling because jobs are grouped by categories (e.g. Production Engineer, Sales Manager, and Financial Analyst). These categories can be broken into smaller and smaller group, if necessary. If valid performance data are
75
available, timely, accurate, objective, standardization and relevant management can maintain consistent promotion and compensation policies throughout the t otal system
To effect promotions based on competence & performance.
To confirm the services of probationary employees upon they‟re completing the
probationary period satisfactorily.
Assess the training & development needs of employees.
To decide upon a pay raise.
To let the employees know where they stand in so far as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development.
To improve communication.
To evaluate whether H.R. programs such as selection, training, transfers are being effective or not.
To discriminate between efficient and inefficient workers.
To assign the individual work for which the y are best suited.
To prevent employee grievances.
76
PERFORMANCE APPRAISAL METHODS IN INDIAN OIL CORPORATION LTD. In IOCL the performance appraisal system is divided into 2 parts
OFFICERS:
Executive, Senior Executive
STAFF:
Non-Supervisory personnel, Un-Skilled Personnel
77
A) Guidelines for filling up Sr. Executive (PDA) This document will be used in assessment of performance for the period April to September and October to March. PDA forms consist of 6 parts. Guidelines for filling various parts are given below –
(1)
Key Performance Areas
If there are various 100 areas, only for which those are very critical are to be selected to achieve their main targets or Goals. It is very important to complete the goal within the limited time. (a) Direct Critical Output (b) Team – work and boundary management (c) Self –assessment and appraiser’s comment (d) Activity
(2)
Forward planning
InfoTech
Customer Delight
Sub – ordinate & Self development
Counseling Counseling to be done after counter signing of the appraisal(a) Strengths (b) Areas of improvement (c) Appraiser‟s response
(3)
Career Profile & Plan
78
(a)
PDA is based on his career profile & career analysis; Appraise will give his
own preference assignments in his own discipline or outside the discipline.
(b)
Appraiser
will
give
his
own
observations
/comment
on the career plan preferences given by appraises.
(c) Appraiser will give his mobility constraints due to personal Reasons, if any, with time limit.
(d)
The
duplicate
portion
of
this
part
will
be
taken
out
from
PDA format of necessary action of H.R. Dept.
(4)
Overall Appraisal Appraiser, Reviewing officer & countersigning officer will assess the overall potential and performance of appraisee in this part.
(5)
General
o
Drive & self – motivation
o
Team Membership
o
Inspiring Trust
o
Concern for sub-ordinate development
o
Commitment to total organization
o
Entrepreneurial
o
Managing change
o
Strategic thinking
o
Boundary management
79
Customer orientation
o
B) Guidelines for filling up executive (PDA)
1. Annual Performance Appraisal In this part appraiser will assess the performance of the appraise against various attributes like –
a. Volume of work b. Quantity of work c. Cost consciousness d. Job knowledge e. Time schedule f. Planning and Organization g. Control h. Leadership i.
Communication
j.
Initiative
k. Dependability l.
Problem analysis and decision making
m. Training and development of subordinates n. Team orientation o. Willingness to accept responsibility p. Adaptability to change to new ideas q. People awareness r. Ability to withstand pressure s. Courage of conviction t.
Integrity
80
2 . Performance Highlights And Additional Information About Appraise In this part appraiser will write performance highlights of
appraisee in two head within
the areas of working covered under achievement where as other contribution by appraisee (other than routine assignment) will be covered under contribution and at the last he will write the additional information about the appraisee on various inters.
u. Award or any punishment or pending of any disciplinary. v. Any adverse report or other information w. Any instance of the office conversing to the outside influence to bear upon the co-operation. x. Record of long/ unauthorized absence if any y. Specific physical/ mental deficiency of disability, if any. z. Membership of the office in Territorial army
aa. Effectiveness in the development, and protection of SC/ST and the liaison office if the officer works in that capacity.
bb. Whether the officer retired from service in the current year, otherwise not in service at the time of writing the
cc. Annual Performance appraisal.
3.
Overall Appraisal
In this part the appraiser reviewing officer and counter signing officer will assess the overall potential and performance of appraisal
81
4. Career Profile & Plan In this part the appraisee will write the career profiles and plan. The appraisee will give his own performance for future assignment in his own discipline or outside the discipline.
METHODOLOGY PROPOSED FOR RESEARCH STUDY Research methodology may be understood as a science of studying how research is done scientifically. In it we study the various steps that are generally adopted by a researcher in studying the research problem along with the logic behind them.
Following are the steps and techniques, which were used by the investigator for methodology: -
6.1 Universe of Study 82
Universe covers the whole defined field on which the study is based. The present study was carried in Mathura Refinery located on the outskirts of Mathura city when one travel from Delhi to Agra. The environment of this area is very peaceful with green atmosphere. Various products including petrol and diesel are manufactured from crude oil. The working staff of Mathura Refinery is 1586. The universe of the study was all working members included both workers and officers.
6.2 Sample Size Sample size depends on the nature of the universe so it should represent the whole universe without any bias. As there was huge manpower in Mathura refinery, so it was very difficult to study each and every individual. The limitation of time and money has not permitted the researcher to study the whole universe. So the researcher has studied only 120 individuals of Mathura Refinery i.e. Indian Oil
division
and
covered
nine
departments
that
were -Personnel and administration, Finance, Production, Fire and safety, Mechanical, Planning and Maintenance, Power and utilities, Instrumentation and material department which represent the whole staff of the organization.
6.3 Sampling Method Out of various types of sampling methods the researcher had used Random Sampling, as it was both time saving as well as easy method of picking up the sample. As random sampling is also of many types so the researcher had used stratified random sampling for study because it was more reliable. In this method whole population that is required for study is divided into different groups and sample were selected from them.
Researcher Design
83
Designing is preliminary step in every activity. It provides a picture for the whole before starting of the work. The researcher had used exploratory researcher for gaining experience. For this relevant literature related with the subject had been carried out. It also includes experience survey, selection of respondents, proper questioning etc.
6.4 TOOLS OF DATA COLLECTION Data had been collected through industrial visits. For this following methods were used:
1. OBSERVATION METHOD: It is a direct method of study and also has
cause effect relationship, the investigator observed working condition, environment condition, nature of job etc.
84
2. INTERVIEW METHOD: From this inner feelings of respondents will come
out and it becomes easy to collect information about qualitative facts. As it is faceto-face contact between the interviewer and interviewee. This technique had used by researcher to known some feelings of the respondent from gestures, glances and facial expression, to observe things from very close.
3. SCHEDULE METHOD: Schedule is a list of questions, which are asked and
filled in by the researcher in a face-to-face situation. It helps in recording those things, which cannot be memorized. Since all the information is available in a written manner therefore tabulation and analysis of the data collected will become easy. In present study interview schedule was used to collect the relevant data, which comprised the set of 14 questions related with the topic of study.
4. OTHER SOURCES: Secondary data has been used from reports, studies prior
conducted, records, magazines like Indian Oil annual magazines, weekly and newspaper known as „Darpan‟, which is published by the organization.
All business undertaking operate in the world of uncertainty, Research methodology can minimize the degree of uncertainty. It may reduce the probability of making a wrong choice amongst alternative course of action, research in purposeful investigation; it provides a structure for decision-making. Systematic approach is essential in good research and may involve the following step:
Problem definition i.e., we should be very clear about the problem.
Research design i.e., analysis of different data in order to summarize the result.
Interpretation of result.
85
DATA ANALYSIS After studying the responses of structured questionnaires of 120 officers and interview with different personnel as explained in methodology following assumption have been made regarding awareness of PA, priority of PA, awareness and factors of promotion policies. All these things based on
Officer grade,
Age, qualification, and
86
Department wise.
Chart No. 1 GRADE WISE
GRADE
PERCENTAGE OF OFFICERS
A
22%
B
27%
C
21%
87
D
17%
E
8%
F
5%
GRAPHICAL REPRESENTATION OF ABOVE COLLECTED INFORMATION
E, 8%
F, 5% A
A, 22%
B C
D, 17% B, 27% C, 21%
D E F
After collecting the data we got the officers from different grades of pay. But maximum officers belong from „B‟ and „C‟ grades and ver y few from „F‟ Grade of pay.
Chart No. - 2 Age wise
TIME INTERVAL
PERCENTAGE OF OFFICERS
20-30 yrs
17%
30-40 yrs
18%
40-50 yrs
50%
88
50 above
15%
GRAPHICAL REPRESENTATION OF ABOVE COLLECTED INFORMATION
50 above, 15%
20-30 yrs, 17% 20-30 yrs
30-40 yrs, 18%
30-40 yrs 40-50 yrs 50 above
40-50 yrs, 50% It is clear by the graph that most of the respondent from the age of 40-50 yrs and the other age group. The percentages of officers are experience personnel. Chart No. -3
Qualification wise QUALIFICATION
PERCENTAGE OF OFFICERS
GRADUATES
32%
POST GRADUATES
24%
DIPLOMA ENGG.
34%
ITI
4%
OTHERS
6%
89
GRAPHICAL REPRESENTATION OF ABOVE COLLECTED INFORMATION
OTHERS, ITI, 4% 6% DIPLOMA, 34% GRADUAT ES, 32% P. G., 24%
Above table shows that mostly officers are graduate and other have different qualification shows in graph
Chart No. - 4 Periodicity of PA
PERIODICITY
PERCENTAGE OF OFFICERS
Quarterly
18%
Half-yearly
28%
Annual
64%
GRAPHICAL REPRESENTATION OF ABOVE COLLECTED INFORMATION
90
According to the above data mostly officers opined that PA periodicity should be annually but some of them are not satisfied. PA according to them should be half-yearly and quarterly.
Chart No. - 5 FEEDBACK
70% 60% 50% 40% 30% 20% 91
10%
The result shows that more than 50% officers are getting feedback by their immediate supervisors. Less than 50% are not getting feedback by their bosses
Chart No. - 6 AWARENESS OF PERFORMANCE APPRAISAL FACTORS
100% 90% 80% 70% 60% 50% 40% 30% 20%
92
The results clearly shows that overall 90% officers are aware about the PA factors, only 10% are not aware.
Chart No. - 7 AWARENESS OF PROMOTION POLICIES
120% 100% 80% 60% 93
40%
According to the above data, we got only 4% officers who are not aware about promotion policies and about 96% were aware. Promotion policy is fixed for the Officers of Grade A to B and B to C.
Chart No. - 8 CRITERIA FOR PROMOTION POLICIES
80% 70% 60% 50% 40% 30% 20%
94
According to above data mostly officers say that the promotion policy should be based on merit cum seniority basis and some of them favor that it should be based on merit and others suggests seniority as the basis.
Chart No. - 9 FACTORS RESPONSIBLE FOR THE PROMOTION
45% 40% 35% 30% 25% 20%
95
POLICIES
Above graph shows that 70% officers are in favour of the promotional factors i.e. Seniority, Qualification and annual confidential, some of them separately in favour of each factor.
The data for the subject study is based upon:
1- Personnel visit to the various concerned personnel particularly the Personnel dept.
2- Serving of structured questionnaires.
3- Interview with the management personnel involved in personnel matter.
96
4- Interview with the officers of different grades.
Findings ●After collecting the data we got the officers from different grades of pa y. But maximum officers belong from „B‟ and „C‟ grades and very few from „F‟ Grade of
pay.
●Above table shows that mostly officers are graduate and other have different qualification
shows in graph
97
● According to the above data mostly officers opined that PA periodicity should be
annually but some of them are not satisfied. PA according to them should be half-yearly and quarterly.
● The result shows that more than 50% officers are getting feedback by their immediate
supervisors. Less than 50% are not getting feedback by their bosses
● The results clearly shows that overall 90% officers are aware about the PA factors, only
10% are not aware.
● According to the above data, we got only 4% officers who are not aware about
promotion policies and about 96% were aware. Promotion policy is fixed for the Officers of Grade A to B and B to C.
● According to above data mostly officers say that the promotion policy should be based
on merit cum seniority basis and some of them favor that it should be based on merit and others suggests seniority as the basis.
● Above graph shows that 70% officers are in favour of the promotional factors i.e.
Seniority, Qualification and annual confidential, some of them separately in favour of each factor.
SUGGESTIONS:
During the interview of the officers, we have realized about the critical factors of PA these interviews with officers were conducted during the working hour. All officers have given some critical ideas of PA.
These critical factors are-
98
1- Some officers do not have quality of problem analysis and decision-making, Job knowledge, planning and organizing, willingness to accept responsibility, quality of work.
2- All employees should be aware of promotion policies of IOCL.
3- Personal grievances should not be considered.
4- The most important critical factors are willingness to take new challenges and teamwork. When the individual takes new challenges, the corporate should give them some incentives.
5- Biases and personnel reasons occur in measuring performances.
RECOMMENDATIONS:
Besides the above points, following things should also be consider-
1.
Career plans should be made known to all employees.
2.
Performance Appraisal methods should be result oriented and IOC should move away from the present practice of assessing performance appraisal through personality traits.
99
3.
Performance meets to corporation goal.
4.
Any weakness and strength should be informed to the officer and areas of improvement also be indicated by the immediate supervisor.
5.
The officer should be given whether performance is Satisfactory/Good/Outstanding & why
6.
For individual whose performance adverse should be informed so that improvement can be made in successive year.
7.
All employees should be aware of the factors that govern the P.A. system.
8.
Performance Appraisal should be written in the presence of employee after discussion with them. The employee may be agreeable to the appraisal made, but it should be in his knowledge with sufficiently explained to him.
9.
There should be open appraisal system in IOC. However, in this open appraisal system, there may be some problems which may be tackled suitably. Many officers/workman may get outstanding report and there is limited scope for promotion. As per IOC policy, a confidential grading of all outstanding personnel may be prepared and on the basis of that confidential grading promotion may be given.
10.
Frankly tell subordinate about his work performance & output.
11.
Employees should know P.A. system and periodicity of P.A..
CONCLUSION After completing the research study on 120 employees of Mathura Refinery regarding effectiveness of Performance Appraisal System my suggestions would be that in future the research on IOC should be as such that-
The subordinates are encouraged to accept more responsibilities and challenges.
100
The subordinate to become aware of their positive contribution.
Subordinates are helpful to acquire new capabilities and to assume more responsibilities.
The strength and weakness of the subordinate should be realized in which the difficulties of the subordinates are taken in a systematic way, and in which the supervisor attempts to understand the difficulties of the subordinates.
To identify his developmental needs in which the employee is prepare for discussion through self-assessment.
Identifying factors that are contributed to his performance and factors that hinder it.
Understanding & communication between supervisor and subordinates.
LIMITATIONS
•The sample was 55 which are small and on random basis because the aim of the study was
to look into the responses of employees.
•As the questionnaire was distributed amongst various employees few of the employees
feels
hesitant
in
answering
101
the
questionnaire.
•Higher grade employees are not approachable and if they are approachable they don‟t
have time to fill the questionnaire.
•Some of the employees were given enough time to answer to questionnaire but still they
were not able to do the required.
•Some employees did not respond few questions because they were not sure about the
answer as the questionnaire was in the objective form.
•Employees feel hesitant or wastage of time in filling the questions in which their
suggestions have been asked as they think its useless giving any suggestions because they are never considered nor discussed.
•A very busy as well as hectic schedule was prevalent which was an obstruction.
SCOPE FOR FURTHER RESEARCH Mathura Refinery is happening to be a top performer among the other refineries of IOCL. The study will provide the potential for motivating the employees performance appraisal factors, which is so effective that these in turn delivered such high performance and also try to identify the areas where further improvement could be made in consistence to the high performance trend if any. 102
BIBLOGRAPHY Page No.
HUMAN RESOURCE MGMT.
(89-96)
(By L. M. Prasad)
HUMAN RESOURCE MGMT. & PERSONAL MGMT. (By Ashwathapa) (77-82)
103
RESEARCH METHODOLOGY
(55-65)
(By C. S. Kothari)
INDIAN OIL ANNUAL REPORT
IOC MATHURA REFINERY “DARPAN”
{hyperlink http://www.indianoil.com/ }
QUESTIONNAIRE
Personal Information –
1- Name (Optional)
104
2- Grade of pay
A
B
C
D
E
3- Age-
20-30 yrs
30-40 yrs
40-50 yrs
50& Above
4- Qualification-
a) Graduate b) Non Graduate c) ITI d) Diploma (Engineering) e) Others (Specification)……………………
5- Department
……………………………………………………………………………….
6- Discipline
……………………………………………………………………………......
Part - A
1- Are you aware of the performance appraisal system of your organization? a) YES
b) NO
2- Are you aware of periodicity of performance appraisal of others?
105
F
a) YES
b) NO
3- Whether feedback is provided to you by your immediate supervisor regarding your assessment? a) YES
b) NO
4- Are you aware of the factors that govern the performance appraisal system? a) YES
b) NO
5- Are you aware of the promotion policy of the IOCL? a) YES
b) NO
6- whether it is –
(a) Seniority based a) YES
b) NO
(b) Merit based a) YES
b) NO
(C) Merit cum seniority a) YES
b) NO
7- What are the factors that govern the promotion policy?
(a) Seniority a) YES
b) NO
(B) Qualification a) YES
b) NO
106
