ONGC Ahmedabad Asset Welcomes

2011

ONGC
An Exploration & Production (E&P) Company

ONGC evolving into an integrated Global Oil & Gas Corporate

Exploration

Production

Refining

Overseas

Historical Profile
1955 Oil and Gas Directorate, GOI 1956 Oil & Natural Gas Commission 1959 Autonomous Statutory Body 1994 Public Limited Company 1997 A Navaratna PSU

2006: offshore acquisitions 2008: Acquired Imperial Energy 2009: Maharatna Status 2010:Virtually state owned monopoly

ONGC Share Holding Pattern

Corporate Commitment
Quality, Health, Safety & Environment 100% accreditation of all operational installations and facilities obtained and maintained

HR FRAMEWORK IN ONGC

HR VISION


To build and nurture a world class Human capital for leadership in energy business.

HR MISSION
To adopt and continuously innovate best-in-class HR practices to support business leaders through engaged, empowered and enthused employees.

HR OBJECTIVES
Enrich and sustain the culture of integrity, belongingness, teamwork, accountability and innovation. Attract, nurture, engage and retain talent for competitive advantage. Enhance employee competencies continuously. Build a joyous work place. Promote high performance work systems. Upgrade and innovate HR practices, systems and procedures to global benchmarks. Measure and Audit HR performance. Promote work life [Link] the employee family into the organisational fabric. Inculcate a sense of Corporate Social responsibilities among employees

ORGANSIATIONAL STRUCTURE OF ONGC

C&MD
DIRECTOR (OFFSHORE) DIRECTOR (ONSHORE) DIRECTOR (EXPLORATION) DIRECTOR (HR) DIRECTOR (T&FS) DIRECTOR (FINANCE) DIRECTOR (Corporate Services)

HR STRUCTURE
DIRECTOR (HR)
ER HRD
FUNC. HR PLANNING

ONGC ACADEMY LEGAL CORP. COMM. MEDICAL SECURITY

FIRE

INTERNAL STRUCTURE & COMPOSITION - Asset, Basin & Services

Asset Manager Basin Manager

Sub Surface

Surface

Support

Block Geology

Specialist Pool

Support

P&A Area Geology Reservoir Geophysics Production Chemistry Drilling Civil xyz xyz Area Area Production Mechanical Electrical Instrumentn. Chemistry xyz xyz Operations Planning Location Mgr F&A MM Logistics xyz xyz

Geology Geophysics Logging Drilling Production Cementing xyz xyz

Geophysics Reservoir Chemistry xyz xyz

Support

Stabilizing output
Ahmedabad Asset

producing @ 35,000 bopd Highest in 39 years

P&A AND ALLIED DISCIPLINES

1. 2. 3. 4. 5. 6. 7. PERSONNEL AND ADMINISTRATION INDUSTRIAL RELATIONS HRG- INDUSTRIAL ENGG. GROUP MEDICAL CORPORATE COMMUNICATION VIGILANCE SECURITY

P&A AND ALLIED DISCIPLINES

8. FIRE 9. LEGAL 10. RAJBHASHA 11. LIBRARY SCIENCE 12. ECONOMICS AND STATISTICS 13. ORGANISATION & METHODS 14. HORTICULTURE

HR AS CORPORATE FUNCTION


Functions of HR:


Recruitment & Selection

  

Open recruitment Campus recruitment Referral Orientation Refresher Promotion Lateral shift

Training & Development

 

Career planning & Succession planning

 

HR AS CORPORATE FUNCTION


Compensation & Benefits  Wage/Salary  Perks Manpower planning  Business goal & business scenario  Nature of current manpower  Cost factor Separation  Superannuation  VR  Resignation  Death  Termination

SUB FUNCTIONS IN P&A

A. PERSONNEL MANAGEMENT 1. ESTABLISHMENT 2. POLICY & LEGAL 3. RECRUITMENT & PROMOTION ADMINISTRATION 4. LAND ACQUISTION 5. HOSPITALITY 6. ESTATE 7. LOANS, ADVANCES & CLAIMS MISC. 8. MINISTERIAL SUPPORT TO Sr. EXECUTIVES 9. WELFARE ACTIVITIES [Link]

B.

C.

MANPOWER PLANNING PROCEDURE IN ONGC

CORPORATE LEVEL GOAL CORPORATE PLAN IDENTIFICATION OF WORKLOAD ANALYSIS BY HRG CRITICAL REVIEW & ESTIMATION SCRUTINY BY KEY EXECUTIVE CHAIRMAN & MDS APPROVAL ISSUANCE OF SANCTION ORDER BY HRG ACTION FOR RECRUITMENT

INDUCTION LEVEL QUALIFICATIONS

Q-1 Class)

For induction at E-1 level -BE/MBA/[Link].-[Link] etc. (First

Q-2

For induction at A-V level, Top of Class-III, JE level-Diploma/Post Graduation For induction at A-I level, bottom of Class-III, -ITI /Graduate For induction at W-I level, bottom of Class-IV

 

Q-3 Matric

MANPOWER ACQUISITION


Infusion of fresh blood in Executive cadre through Campus Recruitment & GT Scheme. Tenure based appointments undertaken in certain areas such as Security, Medical etc. Also being extended to areas such as Drilling, Well Services and Maintenance. Several sportspersons of National and International repute were inducted in ONGC. Several International and National sports events were sponsored by ONGC as a part of its commitment to the National effort.

Manpower position of Ahmedabad Asset

as on 2011
Classs-I Classs-II Classs-III Classs-IV Total SC ST OBC Female

1405

520

615

315

2855

514

210

45

153

PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL IS A PROCESS OF ASSESSING, SUMMARISING AND DEVELOPING THE WORK PERFORMANCE OF AN EMPLOYEE IT IS THE SYSTEMATIC EVALUATION OF THE INDIVIDUAL WITH RESPECT TO HIS PERFORMANCE ON THE JOB, HIS POTENTIAL FOR DEVELOPMENT

FORMATS
SIMPLE 3 SHEETS DOCUMENT SEPARATE FORMATS FOR EXECUTIVES AT THE LEVEL E-1 TO E-3 AND E-4 TO E-6 AT E-1 TO E-3 LEVEL PERFORMANCE GIVEN HIGHER WEIGHTAGE AT E-4 TO E-6 LEVELS, MANAGERIAL TRAITS GIVEN HIGHER WEIGHTAGE DETAILED ASSESSMENT BY REPORTING OFFICERS OVERALL ASSESSMENT WITH DUE COMMENTS BY REVIEWING AND ACCEPTING AUTHORITIES

GUILDELINES FOR MODERATION:

A) DESIGNATED AUTHORITY: A) HEAD ASSET/BASIN/R.O./INSTITUTE - FOR EXECUTIVES UPTO E-3 LEVEL. DIRECTOR(HR)- FOR E-4 TO E-6 LEVEL EXECUTIVES OF ALL WORK-CENTERS/REGIONS. C&MD ONGC FOR E-7 AND ABOVE LEVEL EXECUTIVES.

B)

C)

JOB ROTATION    

To enable planned movement of employees from one job/station to another. To enable employees acquire multi-dimensional knowledge and skills for self-development. To enable employees to develop their own career path by opting for specific job placement/change. To provide flexibility in pursuing tasks.

GRIEVANCE MANAGEMENT SYSTEM



To provide an easily accessible machinery to the employees  for redressal of their grievances so as to have  increased satisfaction on the job which may result in  improved productivity & efficiency of the organization

DEFINITION & SCOPE



A complaint of an individual employee for not getting any benefit due to nonimplementation of policies, rules, regulations & management decisions. Includes:  Salary/ wages  Increment  Promotion  Seniority  Transfer  Work assignment , working conditions  Interpretation of service rules  Leave

GMS - OUTLINE


Informal channels
 

Open hearing day Counseling Stage I: Departmental Head Stage II: Local grievance committee Stage III: Appeals Committee

Formal channel:
  

Corporate Grievance Committee

WELFARE SCHEMES
 
  

    

Leave Fare Assistance Scheme-LFA Children Education Assistance Scheme-CEA Hostel Subsidy Special Awards for Achievements of Wards Merit Scholarship Medical Facilities Incentive for acquiring higher qualification Incentive for adoption of small family norms. Housing facilities Loans & Advances

WELFARE SCHEMES
   

Terminal Benefits Holiday Home CMRE Accident Compensation

HR INITIATIVES IN ONGC


SHRAMIK - SYSTEM OF HUMAN RESOURCE AUTOMATED MANAGEMENT INFORMATION FOR KAIZEN SWAN (SAP WEB ADD ON) ICE- Information consolidation for efficiency PAYROLL MODULE (Interface between P&A and Finance) for better coordination and efficient working. SAMPARC (System of Automated Management of Personal activities, reimbursements and claims)

 

THANK YOU

TOTAL MANPOWER OF AHMEDABAD ASSET, AS ON 2011, AS PER CRC STRUCTURE

CLASS I SUB-SURFACE WELLS SURFACE SUPPORT DRILLING ENGG-SERVICES TOTAL-105 151 383 221 254 079 1193

CLASS II 002 060 188 067 068 013 398

CLASS III 009 064

CLASS IV 014 022 067 171 012 013 299

TOTAL 130 297 918 622 563 133 2663

280
163 229 028 773

Pay Scales Unionised Employees

Pay scale Class-IV Class-III pay scale 4300 4500 4700 5100 5800 6500 10,220 W-I W-II W-III W-IV W-V W-VI W-VII 4700 5100 5800 6500 Semi-skilled pay scale A-I A-II A-III A-IV 7000 10220 11400 13070 15200 Highly skilled A-V S-I S-II S-III S-IV

ONGC INDIAN RANKING AND RECOGNITION

Bagged the prestigious NDTV Profits Business Leadership Award in the Oil & Gas category. Topped the Business Today list of Most Valuable companies in India for the second year in a row. In the ranking, ONGC topped all the three categories viz . Market Capitalization, Net Profit and Net Worth. Topped Business Indias 100 listed of Indian companies ,based on a weighted average of several parameters, including Market Capitalization, Profit After Tax(PA), Net Fixed and Net Sales. Ranked 11th in the Economic Times 500 Ranking with the highest Market Capitalization, and Net Profit k, mainly due to lower P/E ratio and Return on Net Worth.

ONGC GLOBAL RANKING OR RECOGNITION

ONGC is ranked 115th in new list (based on profits ). Leading all Indian corporate Topped the list of sensex Indian companies figured in Business Weeks first annual ranking of Asias 50 best-performing listed companies drawn from a list of 625Asian firms, ONGC was ranked third among the 50 best Asian firms. Ranked 18th amongst 50 publicly traded global companies in oil &Gas industry based on market capitalization and 15thy amongst 2 listed integrated Oil & Gas companies. Conferred the Golden Peacock Award for the Corporate Governance during the International Conference on Corporate Governance Sole Indian entry into the UNCTADs top 50, non financial Transnational Corporations from developing countries ranked by foreign assets.

ONGCians: Arjun Awardees

Anil Kumar, Discus throw

Alok Kumar, Snnoker

Pankaj Advani, Billiards

Virendra Sehwag, Cricket

[Link], Chess

Sandeep Dhillon, Badminton

Awards & Accolades

Golden Peacock Award 2005 for Corporate Governance Golden Peacock Global Award 2005 for Corporate Governance (May, 2006) Amity Corporate Excellence Award (Feb, 2006) TERI Award for Corporate Social Responsibility (May, 2005) National Award for Excellence in Cost Management (Dec 2005) Enterprise Excellence Award by Indian Institution of Industrial Engineers (May, 2006) All India Public Sector Sports Promotion Board: the best sports promoter among all PSUs (24.06.2006).

Awards & Accolades

Moitlal Oswal CNBC: Biggest Wealth Creator among Indian Companies (Nov, 2005) BT: Most Valuable Company in India (Nov, 2005)

ET 500: No.1 by Market Cap & Net Profit (Feb, 2006)

No.1 in Business Indias Super 100 list (Nov, 2005)

Businessworld-IMRB survey (June, 2006): Most respected PSU Best PSU: Peoples Award for Excellence in Business & Economy 2006, by Planman Media (June 2006)

Awards & Accolades

256th in Forbes Global 2000 list (Mar, 2006), Topper from India

454th in Fortune Global 500 & 95th in Fortune Global 100 (July, 2005)

PFC Energy 50: 18th among top 50 publicly traded Global Oil & Gas Companies (Jan, 2006)

Financial Times Global 500: 158th among the worlds largest companies (June, 2006), topper from India

Market Capitalization
Rs 25,000 Crore : 20.06.2001 Rs 50,000 Crore : 13.03.2002 Rs 75,000 Crore : 11.08.2003 Rs 1,00,000 Crore : 12.12.2003 Rs 1,25,000 Crore : 02.01.2004 Rs 2,05,327 Crore : 09.05.2006 Rs 49,279,100 : 06.06.2011 (BSE) Rs 397,138,400 : 06.06.2011 (NSE)

Onshore
Director (Onshore)

Focus Production

Assets

Ahmedabad Ankleshwar Mehsana

Assam

Karaikal

Tripura

Rajamundry

HR
Director (HR)

Focus HRD

Institutes
ONGC Academy

Functions
HRD ER Security Legal RTIs

Trusts
CSSS CPF PRBS Sahyog ONGC Pura

HRD Human Resource Development ER Employees Relation RTI Regional Training Institutes

GENERIC LIST OF SKILLS AND ATTITUDES FOR SELECTION OF CRITERIA FOR POTENTIAL APPRAISAL SELECT 5 SKILLS AND ATTITUDES EACH MOST SUITABLE FOR THE JOB AND FUTURE REQUIREMENTS FOR HIGHER RESPONSIBILITY

SKILLS

ATTITUDES

Decision making Logical thinking Coaching skills Communication- written, oral Analytical ability Conflict resolution Coordination, liaison, Resourcefulness Crisis management Monitoring Negotiation Organizing ability Planning ability Problem diagnosis and solving Strategic thinking Tactful

Target oriented Cost consciousness Leadership Potential Critical ability Ability to relate to wider context Service oriented Interest in lifelong learning (Curiosity) Sense of urgency Safety conscious Team work Persuasive Tolerance (cope with the pressure and stress) Enables and delegates Innovation and imagination Quality consciousness Business acumen Ability to conceptualize key issues Persistence Independent judgement Builds trust and recognizes contribution Systemic (structured way of working)

GENERIC LIST OF SKILLS AND ATTITUDES FOR SELECTION OF CRITERIA FOR POTENTIAL APPRAISAL SELECT 5 SKILLS AND ATTITUDES EACH MOST SUITABLE FOR THE JOB AND FUTURE REQUIREMENTS FOR HIGHER RESPONSIBILITY

SKILLS

ATTITUDES

Decision making Logical thinking Coaching skills Communication- written, oral Analytical ability Conflict resolution Coordination, liaison, Resourcefulness Crisis management Monitoring Negotiation Organizing ability Planning ability Problem diagnosis and solving Strategic thinking Tactful

Target oriented Cost consciousness Leadership Potential Critical ability Ability to relate to wider context Service oriented Interest in lifelong learning (Curiosity) Sense of urgency Safety conscious Team work Persuasive Tolerance (cope with the pressure and stress) Enables and delegates Innovation and imagination Quality consciousness Business acumen Ability to conceptualize key issues Persistence Independent judgement Builds trust and recognizes contribution Systemic (structured way of working)

GENERIC LIST OF SKILLS AND ATTITUDES FOR SELECTION OF CRITERIA FOR POTENTIAL APPRAISAL SELECT 5 SKILLS AND ATTITUDES EACH MOST SUITABLE FOR THE JOB AND FUTURE REQUIREMENTS FOR HIGHER RESPONSIBILITY

SKILLS

ATTITUDES

Decision making Logical thinking Coaching skills Communication- written, oral Analytical ability Conflict resolution Coordination, liaison, Resourcefulness Crisis management Monitoring Negotiation Organizing ability Planning ability Problem diagnosis and solving Strategic thinking Tactful

Target oriented Cost consciousness Leadership Potential Critical ability Ability to relate to wider context Service oriented Interest in lifelong learning (Curiosity) Sense of urgency Safety conscious Team work Persuasive Tolerance (cope with the pressure and stress) Enables and delegates Innovation and imagination Quality consciousness Business acumen Ability to conceptualize key issues Persistence Independent judgement Builds trust and recognizes contribution Systemic (structured way of working)