Corporate Social Responsibility (ONGC) : Acknowledgement

Corporate social responsibility (ONGC) 2010
ACKNOWLEDGEMENT
I would like to extend my gratitude to my Project guide and mentor, Mrs.Alka

Mittal, DGM (HRM), and Ms Arti Judson (HR Executive) ONGC for his
appreciable support and valuable time and guidance with providence of resources in
terms of knowledge, theoretical gains and practical experience.
A successful project can never be prepared by the singular effort of the person to
whom project is assigned, but it also demands the help and guardianship of some
conversant persons who undersigned actively or passively in the completion of a
successful project. I would like to extend my thankfulness to him for providing me
with excellent guidance and co-operation, which has been of immense help for the
successful completion of this project. I would also thanks to all staff members of
ONGC for guidance and co-operation.
JKBUSINESS SCHOOL GURGAON Page 1

Aim and objective of the study

I had taken up this project on corporate social responsibility to actually study
a) Whether this is being practiced by the companies or whether this is just a

Sham.
b) Whether CSR is actually required for brand making of an organization
The present day customer is educated and well aware about his social and
environmental responsibilities. As a result, he appreciates companies which are
socially responsible and prefers their products. This is an emerging concept which
has become an important aspect in the governance of a corporate organization.
ONGC, the largest capitalization company in India is one of the pioneers in this
field and is undertaking its corporate social responsibility zealously and intently. I
undertook this for the following reasons:
 To study CSR as a part of corporate Governance

 To know about the corporate social responsibility (CSR) which is emerging
as an important aspect on the present day business scenario
 How is it important for business to fulfil CSR and report the CSR activities
 How does it help in brand making of an organization
 What is ONGC doing in context of CSR
 How can CSR help both the society and the business

METHODOLOGY
Data put in the report has been collected by the top management and all employees
of the ONGC
According to the objective of the study the collection of the data was mostly
secondary data
Primary Data
 The policy of the ONGC regarding corporate social responsibility which has
been provided by the ONGC in the ONGC reports
 Documents regarding corporate social activities being done at ONGC
 ONGC profile and about the working at ONGC
Secondary Data
 Sites telling in depth about corporate social responsibility and its other
aspect
 Sites talk about the vies of the
 Website of the various companies regarding their CSR activities

Corporate social responsibility

“CSR is the continuing commitment by business to behave ethically and contribute
to economic development while improving the quality of the workforce and their
families as well as the local community and society at large.”-World Business
Council for Sustainable Development (WBCSD)
Corporate social responsibility is a term describing a company’s obligation to be

accountable to its all stakeholders in its all operations and activities. Socially
responsible companies consider their fill scope of their impact on the communities
and their environment when making decisions, balancing the needs of the
stakeholders with their need to make profit.
Defining CSR in more detailed way as, “the alignment of business operations with
social values”. CSR consist of integrity the interest of stakeholders all those
affected by the company’s conduct into the company’s business policies and
action. CSR focus on the social environment and the financial or economical
success of a company the so called TRIPLE BOTTTOM LINE with the gaol being
to positively impact society while achieving business success,”.
CSR is concerned with treating the stakeholders of the firm ethically or in a

responsible manner. Ethically or responsible means treating stakeholders in a
manner deemed acceptable in civilised society. Social includes economic
responsibility. Stakeholder exist both within a firm an outside. The natural
environment in stakeholder. The wider aim of social responsibility is to create
higher and higher standard of living, while preserving the profitability of the
corporation, for people’s b within and outside the corporation.
Triple Bottom Line is also implicit, since the third part of the triple is the
environment, and we have t o consider the environment to be a stakeholder of the
company. Nevertheless, many prefer the term corporate responsibility.
Using the term corporate responsibility instead of corporate social responsibility

changes the nature of what the concept is all about. The term Social is included by
many practitioner to encourage corporations to look at their social responsibility as
well as their usual responsibility. To date the main responsibility of a corporation
has to make profits for its shareholders. Corporate responsibility describes this
very well. However including social emphasizes the inclusion of the other aspects
such as the wider economy stakeholders other then shareholders and the
environment. The reason for companies becoming interested in social
responsibility are diverse .like risk protection, market positioning, recruitment,
political social relationships each displaying an inverse relationship between
immediate economic impact and degree of commitment. For example – many
companies may only engaged in short term socially responsible practise to guard
against risk reaping the short term economic benefit say in an environmentally
pressured project but the companies should also do some project for the long term
and do incorporate it in their companies core values .

CSR THE NEED OF THE HOUR
Why are companies engaged in CSR?
Companies that are socially responsible in making profit also contribute to some,
although obviously not all, aspect of social development. That would be ludicrous
and unnecessarily restrictive. But for a firm to be involved in some aspect , both
within the firm and on the outside will make its product and services more
attractive to consumer as a whole , therefore making the company more profitable .
There will be increased cost to implement CSR, but the benefits are likely too far
outweighing the costs.
Corporate social responsibility is not a new issue. The social responsibility of

business was not widely considered to be a significant problem from Adam smith’s
time to the great depression. But since the 1930 and increasingly since the 1960,
social responsibility has been an important issue not only for business but in the
theory and practice of law, politics and economics. the concern for the social
responsibility of business has even accelerated since the fall of the Berlin wall
which symbolised the collapse of communism and ( more importantly) the onset of
turbo charged globalisation. Further acceleration has occurred in the past few years
.Global concerns have been given an additional edge by the awful events of 11
September. The collapse of Enron and WorldCom, and their editor author,
Anderson due to dubious accounting practise has raised the level of scrutinized of
large companies, as well as their editors.
The need to address question of low living standards exploitations, poverty,

unemployment and how to promote social development in general , has to date
been almost entirely the preserve of goverment’s clearly they will continue to have
, if not the , major role to play in this area but , increasingly in the future, the
promotion of social development issues must also be one of partnership between
government and private non governmental actors and in particular the corporate
sector.
Until the 1970’s despite regulation and legislation business continued largely along
an autonomous path, ignoring it’s critic’s and listening only to its shareholders to
whom it felt somewhat responsible. But the decade of the 1960 was to be a period
of enlighten for many.
Consumers had grown suspicious of adulterant in their food and dangerous defect
in the product they bought. People were becoming aware of fragile nature of the
earth ecology while simultaneously becoming more cognizant of human right.
We are now seeing consumer socially avoiding what they see ( rightly or wrongly)
as socially irresponsible product or the product of companies that have allegedly
not acted in society’s intrest.Enterprises have noted that social responsibility is
good for business for , and from each of the seven main azimuths within which
they trade and operate . These are , their shareholders and potential investors,
managers, employees, customers, business partners and contractors or suppliers,
the natural environment and the communities within which they operate including
national govt., such azimuths are now commonly known as an enterprises
stakeholders.
Financial vehicle have billion of dollars available and speak with a loud voice as
their members become increasingly concerned about where and how there money
is invested.
Indeed, appalled at being implicated in anti-social practise s, thousands of investors

are placing ethics on a par with a personal gain in choosing where to place their
money. In response a number of money managers are tailoring portfolio’s to allay
their client qualms. The manager of billion of dollars of investment funds therefore
now channels their cash into companies that pass one test or another for ethical or
social responsibility.

Why we need CSR?

Today’s heightened interest in the proper role of business in society has been
promoted by increased sensitivity to ethical issues. Government regulation
regarding environmental and social issue has increased has increased. Investors
and investment fund manager have begun to make investment decision based on
social sustainability as well as pure economics. Consumers have become sensitive
to the social performance of the companies from which they have bought their
good and services. This accumulation of industry forces pressure firms to operate
in an economically, socially and environmentally sustainable way.
Once this was done by spending money on communities, improving project,

endowing scholarship and encouraging workers to volunteer. For many
corporations, communities outreach programs create goodwill in the community.
This can indirectly increase revenue.

1. INTRODUCTION
In the last 25 years, driven by rapid development and higher use of machines, world
energy consumption has increased by 70 percent at a world CAGR of 2.1%. More
demand from developing countries over developed countries has led to a shift in
energy consumption centre from West to East (Energy consumption increased at a
CAGR of 4.8% in Asia-Pacific compared to a mere 0.2% in Europe & America).
While the demand side is strong, long term supply seems to be crippled due to the
continuous decline in production from existing oil- fields. Moreover, as the economy
revives and recovers from the present slowdown, the demand for energy will further
strain the demand-supply dynamics.
It thus becomes obvious that sustaining oil supplies to fulfill rapidly growing energy
needs would require continued investment in E&P ventures. E&P sector, however,
differs from other industrial sectors in that the output depends on the processing
efficiency of available hydrocarbon reserves and sustainability initiatives undertaken
to maintain and grow those reserves. For this purpose, it is very important that the
efforts be expended with some performance objectives in mind. Availability of
performance objectives and a performance measurement system would enable to
make focused efforts, reduce waste efforts in non-fruit bearing initiatives, assess
performance, notice deviation between expectations and results and ultimately,
undertake corrective actions and implement them. With this purpose, ONGC has
adopted the approach of a balanced scorecard which incorporates Key Performance
Indicators (KPIs) (linked to the SBU‘s vision) in 4 important areas: Output/Result,
Process, Cost (Financial) and Learning & Growth. Identification of Key Performance
Indicators related to 58 Strategic Business Units, developing them and assimilating
them to form Balance Scorecards for the purpose of performance assessment,
benchmarking and review forms the basis for which this project has been performed.

HISTORY OF ONGC
1947-1960
During the pre-independence period, the Assam Oil Company in the northeastern
and Attock Oil Company in northwestern part of the undivided India were the only
oil companies producing oil in the country, with minimal exploration input. The
major part of Indian sedimentary basins was deemed to be unfit for development of
oil and gas resources.
After independence, the national Government realized the importance oil and gas
for rapid industrial development and its strategic role in defense. Consequently,
while framing the Industrial Policy Statement of 1948, the development of
petroleum industry in the country was considered to be of utmost necessity.
Until 1955, private oil companies mainly carried out exploration of hydrocarbon
resources of India. In Assam, the Assam Oil Company was producing oil at Digboi
(discovered in 1889) and the Oil India Ltd. (a 50% joint venture between
Government of India and Burmah Oil Company) was engaged in developing two
newly discovered large fields Naharkatiya and Moran in Assam. In West Bengal,
the Indo-Stanvac Petroleum project (a joint venture between Government of India
and Standard Vacuum Oil Company of USA) was engaged in exploration work.
The vast sedimentary tract in other parts of India and adjoining offshore remained
largely unexplored.
In 1955, Government of India decided to develop the oil and natural gas resources
in the various regions of the country as part of the Public Sector development.
With this objective, an Oil and Natural Gas Directorate was set up towards the end
of 1955, as a subordinate office under the then Ministry of Natural Resources and
Scientific Research. The department was constituted with a nucleus of
geoscientists from the Geological survey of India.
A delegation under the leadership of Mr. K D Malviya, the then Minister of

Natural Resources, visited several European countries to study the status of oil
industry in those countries and to facilitate the training of Indian professionals for
exploring potential oil and gas reserves. Foreign experts from USA, West
Germany, Romania and erstwhile U.S.S.R visited India and helped the government
with their expertise. Finally, the visiting Soviet experts drew up a detailed plan for
geological and geophysical surveys and drilling operations to be carried out in the
2nd Five Year Plan (1956-57 to 1960-61).
In April 1956, the Government of India adopted the Industrial Policy Resolution,
which placed mineral oil industry among the schedule 'A' industries, the future
development of which was to be the sole and exclusive responsibility of the state.
Soon, after the formation of the Oil and Natural Gas Directorate, it became
apparent that it would not be possible for the Directorate with its limited financial
and administrative powers as subordinate office of the Government, to function
efficiently. So in August, 1956, the Directorate was raised to the status of a
commission with enhanced powers, although it continued to be under the
government. In October 1959,
the Commission was converted into a statutory body by an act of the Indian
Parliament, which enhanced powers of the commission further. The main functions
of the Oil and Natural Gas Commission subject to the provisions of the Act, were
"to plan, promote, organize and implement programmed for development of
Petroleum Resources and the production and sale of petroleum and petroleum
products produced by it, and to perform such other functions as the Central
Government may, from time to time, assign to it ". The act further outlined the
activities and steps to be taken by ONGC in fulfilling its mandate.
1961 - 1990
Since its inception, ONGC has been instrumental in transforming the country's
limited upstream sector into a large viable playing field, with its activities spread
throughout India and significantly in overseas territories. In the inland areas,
ONGC not only found new resources in Assam but also established new oil
province in Cambay basin (Gujarat), while adding new petroliferous areas in the
Assam-Arakan Fold Belt and East coast basins (both inland and offshore).

ONGC went offshore in early 70's and discovered a giant oil field in the form of
Bombay High, now known as Mumbai High. This discovery, along with
subsequent discoveries of huge oil and gas fields in Western offshore changed the
oil scenario of the country. Subsequently, over 5 billion tonnes of hydrocarbons,
which were present in the country, were discovered. The most important
contribution of ONGC, however, is its self-reliance and development of core
competence in E&P activities at a globally competitive level.
After 1990
The liberalized economic policy, adopted by the Government of India in July 1991,
sought to deregulate and de-license the core sectors (including petroleum sector)
with partial disinvestments of government equity in Public Sector Undertakings
and other measures. As a consequence thereof, ONGC was re-organized as a
limited Company under the Company's Act, 1956 in February 1994.
After the conversion of business of the erstwhile Oil & Natural Gas Commission to
that of Oil & Natural Gas Corporation Limited in 1993, the Government
disinvested 2 per cent of its shares through competitive bidding. Subsequently,
ONGC expanded its equity by another 2 per cent by offering shares to its
employees.
During March 1999, ONGC, Indian Oil Corporation (IOC) - a downstream giant
and Gas Authority of India Limited (GAIL) - the only gas marketing company,
agreed to have cross holding in each other's stock. This paved the way for long-
term strategic alliances both for the domestic and overseas business opportunities
in the energy value chain, amongst themselves. Consequent to this the Government
sold off 10 per cent of its share holding in ONGC to IOC and 2.5 per cent to GAIL.
With this, the Government holding in ONGC came down to 84.11 per cent.
In the year 2002-03, after taking over MRPL from the A V Birla Group, ONGC
diversified into the downstream sector. ONGC will soon be entering into the
retailing business. ONGC has also entered the global field through its subsidiary,
ONGC Videsh Ltd. (OVL). ONGC has made major investments in Vietnam,
Sakhalin and Sudan and earned its first hydrocarbon revenue from its investment in
Vietnam.

Organization Chart
Particulars of Organization
a) Date of incorporation: 23.06.1993
b) Mode of incorporation: Oil & Natural Gas Commission (“Commission) was set
up in pursuance of the resolution bearing number 22/29/55-ONG dated August 14,
1956 issued by the Ministry of Natural Resources and Scientific Research,
Government of India. In October 1959, the Commission was converted into a
Statutory Body pursuant to the Oil & Natural Gas Commission Act, 1959. Pursuant
to the Oil & Natural Gas Commission Act (Transfer of Undertaking and Repeal)
Act, 1993 (Notified on September 4, 1993), the undertaking of the Commission
together with all its assets, movable and immovable properties, contracts, licenses
and privileges stood vested in a Company registered under the Companies Act,
1956. The Company was incorporated on June 23, 1993 in order to facilitate the
vesting of the undertaking of the statutory body to the Company pursuant to the
enactment of the said Oil & Natural Gas Commission Act
(Transfer of Undertaking and Repeal) Act, 1993. The Certificate of

Commencement of Business was granted on August 10, 1993.
c) Present Status A Government Company within the meaning of Section 617 of

the Companies Act, 1956.
d) Administrative Ministry: Ministry of Petroleum & Natural Gas, Government of

India 2nd Floor, Shastri Bhawan Dr. R.P. Marg, New Delhi-110001
e) Share Capital
i) Authorized: Rs. 15000.00 crore

ii) Issued and Subscribed: Rs. 2138.87 crore
iii) Paid Up: Rs. 2138.87 crore
f) Present Shareholding: The shareholding pattern as on 16th March 2007 is as

follows:
Name %
i) President of India - 74.13

ii) Body Corporates - 10.49
iii) FII’s / NRI/ FR/Resident Indians - 10.59
iv) IFI’s /Mutual Fund/Banks - 4.59
v) Resident Individuals. - 1.84
vi) Others - 0.14
NOTE: Status of shareholding pattern changes every fortnight
g) Listing with Stock: The Securities of the Company are presently Exchanges
listed with the following stock exchanges:
i) Bombay Stock Exchange, Mumbai

ii) The National Stock Exchange of India Ltd, Mumbai the Company has the
following ASSETS /PLANTS/ BASINS/ REGIONS/ INSTITUTES/ SERVICES:

A. ASSETS & PLANTS

1.Mumbai High Asset, Mumbai
2.Neelam & Heera Asset, Mumbai
3.Bassein & Satellite Asset, Mumbai
4.Uran Plant, Uran
5.Hazira Plant, Hazira
6.Ahmedabad Asset, Ahmedabad
7.Ankleshwar Asset, Mehsana
8.Mehsana Asset, Mehsana
9.Rajamundry Asset, Rajamundry
10. Karaikal Asset, Karaikal
11. Assam Asset, Nazira
12. Tripura Asset, Agartala
B. BASINS
1. Western Offshore Basin, Mumbai
2.Western Onshore Basin Vadodara
3.KG Basin, Rajamundry
4.Cauvery Basin, Chennai
5.Assam & Assam-Arakan Basin, Jorhat
6.CBM- BPM Basin, Kolkata
7.Frontier Basin, Dehradun
C. REGIONS
1.Mumbai Region, Mumbai
2. Western Region, Baroda
3. Eastern Region, Nazira
4. Southern Region, Chennai
5. Central Region, Kolkata
D. INSTITUTES
1. Keshava Dev Malaviya Institute of Petroleum Exploration (KDMIPE),
Dehradun
2. Institute of Drilling Technology (IDT), Dehradun

3. Institute of Reservoir Studies, Ahmedabad
4. Institute of Oil & Gas Production Technology, Navi Mumbai
5. Institute of Engineering & Ocean Technology, Navi Mumbai

6. Geo- data Processing & Interpretation Center (GEOPIC), Dehradun
7. ONGC Academy, Dehradun
8. Institute of Petroleum Safety, Health & Environment Management, Goa.
9. Institute of Biotechnology & Geotectonic Studies, Jorhat
10. School of Maintenance Practices, Vadodara
11. Regional Training Institutes, Navi Mumbai, Chennai, Sivasagar &
Vadodara.
E. SERVICES
1. Chief Drilling Services, Mumbai
2. Chief Well Services, Mumbai
3. Chief Geo-Physical Services, Dehradun
4. Chief Logging Services, Baroda
5. Chief Engineering Services, Mumbai
6. Chief Offshore Logistics, Mumbai
7. Chief Technical Services, Mumbai
8. Chief Info-com Services, New Delhi
9. Chief Corporate Planning, New Delhi
10. Chief Human Resource Development, Dehradun
11. Chief Employee Relations, Dehradun
12. Chief Security, Dehradun
13. Company Secretary, New Delhi
14. Chief Marketing, New Delhi
15. Chief Corporate Affairs &Co-ordination, New Delhi
16. Chief Corporate Communication, New Delhi
17. Chief Material Management, Dehradun
18. Chief Technical Services, Dehradun
19. Chief Health, Safety & Environment, Mumbai
20. Chief Legal, New Delhi
21. Chief Medical, Dehradun
22. Chief Internal audit, New Delhi

23. Chief Commercial, New Delhi
24. Chief Exploration & Development, Dehradun
Functions & Duties
Oil And Natural Gas Corporation has been established to carry out the objectives
specified in the Memorandum & Articles of Association of the Company. The
main objectives are:
1. To acquire whole or any part of the undertaking, business, the

assets/liabilities, rights, obligations, power, goodwill, privileges, functions
and associated establishment of whatever nature of the Oil & Natural Gas
Commission [Established under the Oil & Natural Gas Commission Act
(No. 43 of 1959)] and for that purpose carry into and carry into effect such
agreements, contracts, arrangements as may become necessary.
2. To plan, promote, organize and implement programmes for the

development of Petroleum Resources and the Production and Sale of
Petroleum and Petroleum Products produced by it and for all matters
connected therewith.
3. To plan, promote, organize exploit and implement programmes for the

efficient development of petroleum and petroleum products and alternate
resources of energy, and the production, distribution, conservation and sale
of Petroleum and other products/services produced by it and for all the
matters connected therewith.
4. To carry out exploration and to develop and optimize production of

hydrocarbons and to maximize the contribution to the economy of the
country. To carry out geological, geophysical or any other kind of surveys
for exploration of petroleum resources; to carry out drilling and other
prospecting operations; to probe and estimate the reserve of petroleum

resources; to undertake, encourage and promote such other activities as may

lead to the establishment of such reserves including geological, chemical,
scientific and other investigations.
5. To search for, purchase, take on lease or license, obtain concession or

otherwise acquire any estate or interest in, develop the resources of work,
dispose off or otherwise turn to account, land or sea or any other place in
whole of India or in any other part of the world containing or likely to
contain, petroleum, petroleum resources or alternative sources of energy or
other oils in any form, asphalt, bitumen or similar substances or natural gas,
chemicals or any substances used, or which is thought likely to be useful for
any purpose for which petroleum or any oils in any form, asphalt, bitumen or
similar substances or natural gas is, or could be used or to that end to
organize, equip or employ expeditions, commissions, experts and other
agents and to sink wells, to make boring and otherwise to search for, obtain,
exploit, develop, render suitable for trade, petroleum, other mineral oils,
natural gas, asphalt, or other similar substances or product thereof
6. To undertake, assist, encourage or swap or promote the production of

petroleum resources and to carry on in all their respective branches all or any
of the business of producing, treating, (including the redefining of crude oil)
storing, transportation, importing, exporting, swapping and generally dealing
in or with, petroleum or other crude oils, asphalt, bitumen, natural gas,
refinery gasses, liquefied petroleum gas and all other kind of petroleum
products, chemicals and any such substances aforesaid.
7. To carry on all marketing and distribution of all kinds of petroleum products

and to purchase or otherwise acquire manufacture, refine, treat, reduce,
distil, blend purify and pump, store, hold transport, use, experiment with
market distribute, exchange, supply, sell or otherwise dispose of, import,
export and trade and generally deal in any and all kinds of petroleum
products, oil, gas and other volatile substances.

8. To carry on all or any of the businesses of the sale and purchase of

petroleum and other crude oil, asphalt, bitumen, natural gas, liquefied
petroleum gas, chemicals and all kinds of petroleum products, treat and turn
to account in any manner whatsoever petroleum and other crude oils,
asphalt, bitumen, natural gas, liquefied petroleum gas and all kinds of
petroleum products, chemicals and any such substance as aforesaid.
9. To establish, provide, maintain and perform scientific, technical,

engineering, project management, consulting/contacting services including
but without limiting to technical studies, design, construction, maintenance,
repair all kinds of works and buildings, procurement, inspection expediting,
management of construction and related services for petroleum reservoir,
storage and transportation of oil, gas and other minerals by pipeline in or
otherwise, seismic data acquisition, interpretation, logging, drilling,
cementing, other oil fields related equipment.
10. To promote, organize, or carry on the business of consultancy services in

any field of activity in which the Company is engaged in or connected
therewith.
It is a duty of ONGC to do its business operation within the objectives specified in

the Memorandum & Articles of Association in a most fair and transparent manner.
It is also a duty of ONGC to protect interest of its stakeholders as well as to
maximize the wealth of the shareholders. ONGC is committed to achieve its goals
as enshrined in the Vision & Mission Statement of the Company, which is
enumerated below:
ONGC’S VISION
To be a world-class Oil and Gas Company integrated in energy business with
dominant Indian leadership and global presence.

ONGC’S NEW VISION

GIVEN BY HON'BLE PRESIDENT OF INDIA DR. APJ ABDUL KALAM
“I would suggest ONGC to give world leadership in management of energy source,
exploration of energy sources, diversification of energy sources, technology in
Underground Coal Gasification, and above all, finding new ways of tapping energy
wherever it is, to meet the ever-growing demand of the country.”
STRATEGIC VISION: 2001-2020

Focusing on core business of E&P, ONGC has set strategic objectives of:
Focusing on core business of E&P, ONGC has set strategic objectives of:
Focusing on core business of E&P, ONGC has set the following strategic
objectives:
 Doubling reserves (i.e. accreting 6 billion tonnes of O+OEG) by 2020;
out of this 4 billion tonnes are targeted from the Deep-waters.
 Improving average recovery from 28 per cent to 40 per cent.
 Tie-up 20 MMTPA of equity Hydrocarbon from abroad.
 The focus of management will be to monetize the assets as well as to
assetize the money.
ONGC’S MISSION
World Class
• Dedicated to excellence by leveraging competitive advantages in R&D and
technology with involved people.

• Imbibe high standards of business ethics and organizational values.

• Abiding commitment to safety, health and environment to enrich quality of
community life.
• Foster a culture of trust, openness and mutual concern to make working a
stimulating and challenging experience for our people.
• Strive for customer delight through quality products and services.
Integrated In Energy Business

• Focus on domestic and international oil and gas exploration and production
business opportunities.
• Provide value linkages in other sectors of energy business.
• Create growth opportunities and maximize shareholder value.
Dominant Indian Leadership

• Retain dominant position in Indian petroleum sector and enhance India's energy
availability.
Corporate Citizenship Policy
ONGC Group companies, as responsible Corporate Citizens shall promote

 Education
 Healthcare
 Entrepreneurship in the Community
 Support Water Management and Disaster Relief
More Focus Areas have been added.
CSR- A NEW APPROACH
Stakeholder Participation model
 CSR activities to be undertaken based on the “Project” concept.

 Identification of stakeholders (society) and intended beneficiaries.
 Impact measurement
 Benefit / impact for ONGC -leading to increased social bottom line and thus
to Corporate Social Performance.
CSR Focus areas
12 identified focus areas:
 Education including vocational courses
 Health Care
 Entrepreneurship (self help & livelihood generation) schemes
 Infrastructure support roads, bridges, schools, hospitals in around our

operational areas.
 Environment protection, ecological conservation, promotion.
 Protection of heritage sites, UNESCO heritage monuments etc.
 Promotion of artisans, craftsman, musicians, artists etc. for preservation of

heritage, art & culture.
 Women’s empowerment, girl child development, gender sensitive projects.

CSR Focus areas
 Water management including ground water recharge.

 Initiatives for physically and mentally challenged.
 Sponsorship of seminars, conferences, workshops etc.
 Promoting sports/sports persons; supporting agencies promoting sports /

sports persons.
CSR Expenditure

% of total expenditure

Key CSR initiatives so far
 Chaupal: Revival of primary health centre in Bayanpurvillage, Sonipat,

Haryana utilizing voluntary services of doctors
 Establishment of MRI / CT scan centers in government hospital-GT

Hospital, Mumbai.
 Public Libraries in various towns of Assam.
 Brick making machine at Karaikalto facilitate poor villagers to make their

own houses
 Him Jyoti Foundation, Dehradun for development of infrastructure and

support for 50 under privileged girls every year for eight years
 Sundar Pukhuri Milk Co-operative Society with State Veterinary

Department for supplying milk to consumers at Nazira & Sivasagar, Assam.
 Bunkar Vikas Sansthan, Chanderi, MP to restore the dying heritage of

Chanderi Sarees and dress material.
Entrepreneurship
Creation of self help groups
 weaving
 sewing
 handicrafts
 dairy
 goatrearing
 pigger
 poultry

Co-operatives for
 rickshaws
 fishery
 Employment to handicapped
Entrepreneurship (Self Help Group)
Rickshaw Bank project
 Transfers the ownership of the rickshaws to the under privileged people.
 In association with Centre for Rural Development
 Successful in Guwahati and launched at Sivasagar &Nazira
Education
 Creation and operation pre nursery schools(Shishu Vihars), Anganwadis,

Kendriya Vidyalayas, Mahila Polytechnic and other vocational centres
-both for ONGCians and community .
 Creation&improvementofinfrastructureforGovt.aidedschools,facilitationofst
udentsforuniforms,transportation,middaymeals,drinkingwater,scholarshipset
cforcommunity
 Support for differently-abled children

Healthcare
Creation of
 Primary Health Centre, Hospitals, Dedicated departments of Super Specialty

Hospitals
 Medical camps ,Eye camps, Trauma Relief ,Burns Ward
 IT Linkages with Healthcare
 Naturopathy
Distribution of
Medicines and Spectacles, Equipments, Ambulances, Mobile Medical
Units, Artificial Limbs.
Support to NGOs
Environment
 MangrovePlantationclosetomouthofriverDhadarinGandharwithBombayNatu
ralHistorySociety.
 Large scale Ringal bamboo plantation in upper region of Himalyan for

providing natural habitat of musk deer, increased water retentation, arresting
soil erosion and providing raw material for handicrafts.
 Development of microbes for enhanced oil
 Recovery & Bio-remediation with TERI.
 Book on Old Magnificent Trees of Mumbai–“Sentrees of Mumbai”.

Infrastructure

 Construction of a no. of roads, bridges, culverts, flyovers, community halls,

high mast light, school buildings, hospital buildings etc.
 Electrification Project for Arnala fort, near Murud Janzira, south of Mumbai,
on an island.
 Beneficiaries: 350 families of poor fishermen
 Outcome: Boost to local cottage industry and promotion of tourism in the

island village and adjoining area.
Water Management
Project Saraswati
 Inspiration from Libyan Great Manmade River project
 Launched in 2005 at Jaisalmer, one successful water well completed.
 Solving fresh water scarcity in arid regions
CSR Areas
Projects other than identified focus areas:
 Strengthening of ONGC PURA trust and activities accordingly.
 Disaster relief in the face of natural calamities faced by the society, around
work centres.

PURA
Background:
 Concept of PURA–Providing Urban Amenities in Rural Areas-Envisioned

and Announced by the Ex-President of India-Dr Kalam.
 Aimsat providing amenities similar to Urban Areas to the Rural people
 Cluster based approach to achieve uniform development for the rural poor
The Concept:
 To provide gas-based power from isolated & idle gas wells to initiate the
PURA process
Promoter-Partners:
–ONGC : gas from isolated & idling wells
–NABARD : soft loans & entrepreneurial development
–TERI : project study & development
–WARTSILA : power generation
–THERMAX : cold chain

 One ONGCpura in each state where ONGC produces Oil & Gas and has the
availability of idle/isolated gas
–Tripura(Already launched)
–Assam
–Andhra Pradesh
–Tamilnadu
–Gujarat
 ONGCpura Trust was formed on 15th July 2004 with a corpus fund of Rs.10
crores from ONGC(scope being extended)
Disaster Management
 Relief and rehabilitation of Gujarat Earthquake victims.
 Rehabilitation of Kargil War Victims-ONGC extended employment to 50

war disabled soldiers and employment to 20 war widows.
 Post Orissa Cyclone Relief and rehabilitation work for providing temporary
shelters i.e. polythene sheets, tarpaulins, food, medicines, clothing, blankets
and drinking water, reconstruction of 500 houses for people below poverty
line.
 Post Tsunami Relief Measures in the affected areas of Karaikal,

Nagapattinam, Tharangambadi under taken by Karaikal Asset, contribution
to Prime Minister Relief fund and contribution of one day salary of
employees.

Education including vocational courses (2009-10)
CSR Project 1: Skill based vocational computer training

Focus Area: Vocational education
Beneficiary: Children of economically weaker sections around work centres:
Dehradun, Sibsagar, Mehsana, Kariakal, & Rajahmundry
(Seats reserved for children of ONGC secondary work force).
Financial implication: Rs 10 crores
Partner: Bhartiya Vidya Bhavan
Project status: Commenced
Supporting girl children education (2009-10)
CSR Project 2: Supporting education and medical

Focus Area: Girl children education
Beneficiary: 597 students of economically weaker sections around 25 work
centres. 2 medical camps around work centres for all the students (10943 students
approx).
Financial implication: Rs 46 lakhs
Partner: ONGC Mahila Samiti
Greening initiative for the Southern Ridge, Delhi (2009-10)

CSR Project 3: Greening of 1.5 sq. kmsarea in Vasant Kunj institutional area,
Delhi. 5000 trees (species native to agro ecology of Delhi) and creation of 7000 sq.
mtsof green patches
Focus Area: Environment
Beneficiary: Habitats of southern ridge and nearby residents
Partner: TERI university

Soldiers of the Earth (2009-10)

CSR Project 4:A global developmental and environmental awareness program for
future green leaders
Focus Area: Education on environment protection
Beneficiary: School children of 3 schools.
Information to be sent to 100 schools.
Financial implication: Rs 95.96 Lakhs
Partner: TERI
Pride in India’s heritage (2009-10)

CSR Project 5: Asmita–Educating youth, rediscovering
pride in India’s heritage.Series of unique films on India’s cultural heritage.
Document and disseminate cultural heritage knowledge –telecast and outreach on
National Geographic channel.
Focus Area: Heritage protection and promotion
Beneficiary: Pan India (particularly Youth)
Partner: Surabhi Foundation & TERI
Age Care-Poor & destitute elderly (2009-10)

CSR Project 6: Mobile Medicare unit operations in ONGC’s 20 locations in India.
Focus Area: Healthcare
Beneficiary: 4 lakhs per annum (20 lakhs/5 yrs)
Financial implication: Rs 15 Crores (5 yrs)
Partner: Help Age India
Project status: Under consideration
Hemophilia affected children education (2009-10)
CSR Project 7: Support for the education of Hemophilia affected children across
India
Focus Area: Initiatives for mentally and physically challenged
Beneficiary: 1000 children
Financial implication: Rs33 lakhs
Project partner: Haemophilia Federation (I)
Empowerment through energy independence & quality of life (2009-2010)
CSR Project 8: Providing Lighting & Water to poor households in Gujarat &
Tamilnadu
Target: 2000 Solar lighting units & 50 Solar water pumps
Focus Area: Environment Protection (CC mitigation thro’ renewable energy–8080
tons of CO2reduction/10 yrs)
Beneficiary:2000 Families
Financial implication: Rs 3.98 Crores
Partner: Auroville Renewable Energy
Project status: Under consideration (2009-10)
Renewable energy (2009-10)

CSR Project 9: Pongamia seed provides superior Biofuels compared to Jatropha.
Biofuels replace HSD consumption and the emissions. Final product to be supplied
to Karnataka State Transport Corp.,
Focus Area: Energy and environment
Beneficiary: Self help groups and livelihood generation
Financial implication: 28 lakhs(3 yr period)
Partner: Maharani College, Bangalore
Life policy CSR Project (2009-10): Personal insurance of people below poverty
line
a) JanshreeBimaYojna(JBY)
b) RastraSawasthyaBimaYojna(RSBY)
Focus Area: Life coverage (Head of family)
Beneficiary: 37 lakhs people below poverty line
Financial implication: Rs 100 Crores plus
Partner: LIC and other institutions
Project status: Under consideration(2009-10)
Healthcare (2009-10)
CSR Project 11: Setting up multi speciality 500 bedded hospital, Sibsagar, Assam
Focus area: Healthcare
Beneficiary: Local community of Sibsagar district
Financial implication: 100 Crores plus
Partner: PPP Mode -to be decided

Entrepreneurship (2009-10)
CSR Project 12: Sericulture based handloom weaving in Assam

Focus area: Self-Help Groups
Beneficiary: Sustainable livelihoods for poor women
Financial implication: 50 lakhs (tentative)
Partner: Technical assistance from-Assam Agricultural University
Water Management (2009-10)
CSR Project 13: Recharging of water aquifers near Mehsana as part of OIDB-
DRT project Provision to maintain ground water level
Focus area: Water management
Beneficiary: Local community of Mehsana
Financial implication: Initial study cost Rs 10 lakhs approx.
Partner: To be decided
CSR initiatives towards maturity
Organizational approach
 Stakeholder Participation Model with project approach
Documented policy, guidelines
 Guidelines distributed to work centers in the light of model & approach
adopted
Resource allocation
 2% of net profits of previous years
Geographical reach of projects
 Around ONGC work centers and pan India
Use of domain expertise
 Association with TISS being pursued

Adopting best practices
 Standardized reporting
 Monitoring evaluation
 Stakeholder engagement


A partial list of CSR Success Stories of ONGC
Sahara-A helping hand to the destitutes
Background
Shraddha Rehabilitation Foundation, is an NGO dealing with the problem of the

mentally ill Road side destitutes. Shraddha is a humane experiment, perhaps the
only one of its kind in India, providing treatment, custodial care and rehabilitation
to a neglected group of mentally-ill roadside destitute and reuniting them with their
lost families. It is a combination approach that marries medication, innovative
psychosocial intervention and occupational engagement.
ONGC.s Support
ONGC has supported this project by providing 100 beds to the mentally ill road-
side destitutes so as to provide some comfort to these destitutes along with a Diesel
Generator for use during power cuts.
Beneficiaries
At present there are about 60-65 destitutes in the rehabilitation centre, it is

understood that in the city of Mumbai there are around 500 such road-side
destitutes aimlessly roaming in the metropolis of Mumbai. Such a project can help
the society and the nation at large.

Swalvavlamban: Reach where needed
Background of the Project
The ONGC Cauvery Asset, Karaikal in Southern part of India organized Artificial
Limb Camp in the year 2006 in association with Rotary Club, Karaikal.
Need Analysis
The Base Office of Cauvery Asset is situated in Karaikal, which falls in the Union
Territory of Puducherry. The nearest well-equipped Hospital is 300 km away from
Karaikal. Due to poverty, the polio affected persons and accident victims are not
able to get artificial limbs. Many NGOs/Voluntary Organisations conduct regular
Health Camps and Eye Camps. However, it was noticed by the Asset that no
NGOs/ Voluntary Organisations came forward to conduct the Artificial Limb
camp, as it requires professional expertise from places like Jaipur and the project
involves huge expenditure. Hence, ONGC took up the challenges of organising a
specific camp to distributed artificial limbs. Beneficiaries of the Camp were mostly
from the operational districts of Cauvery Asset, Karaikal. The list of beneficiaries
was screened and finalized by Rotary Club in association with ONGC.
Beneficiaries
The Camp provided 175 calipers/Jaipur foot to 115 nos. of needy and downtrodden
people in and around Karaikal, who could not afford to spend money for the same.
The Asset organized another Camp with the association of Rotary Club wherein
167 calipers/Jaipur foot and crutches were provided to 97 nos. of persons from 12
to 17th February 2008.
Support from ONGC
During last two years, the Rotary Club has carried out project named Rotaplast for
corrective surgery for cleft lip palates. More than 100 patients per year are getting
benefits. Medical professionals and paramedical staff from United States and other
countries attend the project. ONGC has supported this initiative during last year,
ONGC Mahila Samiti, the Wives Association of ONGC employees, in association
with Rotary Club of Karaikal conducted free Hearing Aid Camp in the premises of
ONGC. Hundreds of patients benefitted out of this camp.


ONGC.s fight against Child Mortality: ALISA WASHER
Background
The Thalassemia Society of India, Kolkata, approached ONGC with a Project for
providing an equipment called Alisa Washer., which is used for carrying out
various pathological tests which are crucial for treatment of thalassemia patients.
The Thalassemia Society of India is one of the few reputed institutes in the field of
Treatment of a disease like thalassemia in this part of the country and is in
operation since 1884. This NGO is providing dual benefits to the society. One for
prevention of the disease through rigorous awareness campaign and allied things
and the other is actual treatment and cure of the disease. In about a century of its
existence, the NGO has done commendable job and large number of Thalassemia
patients particularly from poor and disadvantaged group of the society, immensely
benefited.
Need Analysis
The project was taken up because Thalassemia, as we all know, is a dreaded

genetic blood disorder and is truly a social concern. As per 1995 W.H.O. report,
250 million persons or 4.5% of world.s population are affected by Thalassemia and
allied disorder. In India, the picture is equally gloomy; nearly 35 million people are
carrier of Thalassemia, which constitutes 3.5% of our population.
Beneficiaries
Thalassemia affected patients, particularly children, were the beneficiaries. The

Thalassemia Society of India purchased and installed the Alisa Washer. Instrument
in the last week of January, 2008 and up to 20.03.2008, as per report received from
them, about 300 blood samples of Thalassemia affected patients mainly children
have been tested. So on an average about 1800 Thalassemia affected patients will
be benefited every year out of this one Alisa Washer equipment provided by
ONGC.

Monitoring and Impact
The Thalassemia Society of India is located at Kolkata where all ONGC

installations are presently located including the Hqrs. of CBMDP & MBA Basin.
Doctors and experts from the Society have made number of presentations and
awareness campaign for the employees of ONGC and their wards which is
considered to be very helpful and appreciated by one and all. CSR team also
visited the Institute number of times and found that the beneficiaries are mainly
from the families of have-nots who cannot afford expensive treatment of
Thalassemia from private health institutions. For poor people and slum dwellers of
Kolkata, this Society is doing yeoman.s service in the field of eradication of a
disease, which is affecting large number of people of the society. Working of this
particular organization and also that of some other similar organizations are being
closely monitored by ONGC so that the maximum benefit reaches the
marginalized.
Life Care Society: Reach Poorest of Poor
Background for undertaking the project-
ONGC as an organization has partnered this initiative with its retired employees at
Dehradun to render service to the poorest of poor and needy. The retired
employees formed the Life Care Society an NGO meant for serving the under-
privileged by reaching out to the people in the hinterland of Uttarakhand. The
Society owes its birth to ONGC and weekly medical camps organized for the
needy. Every village has been given a Doctor, who is playing a very significant
role by treating patients with different kinds of ailments pertaining to eye, dental
and other chronic ailments.
Scope of the project:
Pondha, Bansiwala, Karbari and Sherpur are some of the villages where the
Society is working pro-actively. Objective of the project: To provide weekly
medical camps to the needy in the interiors of Dehradun. The Society does not get
any financial aid, help from the Central Government and State Government and is
fully dependent upon donations from friends, relatives and well wishers. It is here
that it has been making a difference by treating patients and giving them medical
treatment free of cost. Details of selection of target population: In all 11247
patients were treated in 2006 and 5663 patients were treated in the year 2004.

Implementation of the project: All the medical centres operate from respective
Village Panchayat Bhawans / Milan Kendras which have been made available for
this purpose by the Gram Pardhans. First of these medical centres was established
on 20.10.2003 and other centres came up subsequently from November 2003
onwards. The programme in 2006 included 2 more medical centres, one being in
the tribal area of Jaunsar Babar. Society had also organized mega medical camps
earlier. The first such camp was at village Bansiwala during the year 2003-04, in
which the Society alongwith the Panchayat Ghar and ONGC examined 286
patients with eye, dental and other chronic ailments. About 60 of the eye patients
were further operated upon for cataract at ONGC Hospital, Dehradun. Another
medical camp was organized in January 2004 in Nayagaon. In all 15 well-qualified
doctors and specialists attended to 1705 patients and general medical check-up of
1200 school children was also undertaken.
Long-term sustainability of the project: Medical check-up of as many school
children as possible will be undertaken. Arrangements will also be made for indoor
patients at City Hospitals. Scholarships will be provided to brilliant students who
would be able to seek admission into the IITs, Polytechnic and Vocational
Courses. Assistance will be provided to Physically Challenged individuals for eye
and artificial limbs related matters. Counseling service with regard to higher
education, placement and social behavior are other initiatives which are planned.
Support from ONGC: ONGC has been very supportive to Life Care Society since
its inception. Not only does ONGC provide financial aids but also the entire
infrastructure of ONGC is made available to Life Care Society to facilitate its
effective functioning. In the year 2006, ONGC provided financial support for
organizing medical camps and for Ambulance. This Ambulance in times of
bereavement in the family would be available to the family free of cost within
municipal limits of Dehradun and on special occasions for outstation use.
Leanings from the project: Only after conducting mega camps, in the year 2003-
04, it was felt that such medical camps are of limited use to the general public as
patients do not get sustained medical care. It was, therefore, decided to organize
weekly medical camps for more focused attention and sustained results.
Improvements are being added to the existing line of treatment by including the
facility of checking blood sugar level with the help of Gluco meter and strip test at
the camp itself. Through this facility, further line of treatment and disease
management is indicated to the patient immediately. This facilitates progress and
further monitoring of the patients.

Cachar Cancer Hospital & Research Centre.
Background for undertaking the project- ONGC is always focused upon

providing the best of amenities and facilities in and around our areas of operation.
Health care being one of our areas of concern, we have supported a major initiative
taken to fight cancer. Silchar, located in Southern part of Assam state and
surrounded by Mizoram, Tripura, Parts of Manipur and Meghalaya in the North
Eastern Region of India has been also on the World map for its inhabitants being
susceptible to the dreaded disease cancer. The incidence of cancer in this area is so
high that it is disturbing for the medical experts to pin point the exact reason for
this vulnerability. The region is very remote and economically backward being
dominated by the working class who are engaged in maintaining the industries
which are the mainstay of economy like tea, agriculture etc. The unfortunate
people of this region who get afflicted by cancer can hardly afford to avail the
treatment at Delhi, Mumbai, Vellore and other metro cities of the country. In the
light of above problems, a group of social activists drawn from diverse professions
formed the Cachar Cancer Hospital Society in 1992, and approached ONGC for
financial assistance for procurement and installations of CT Scan Machine in the
hospital.
Objective of the project: ONGC has been working in North East for last many
years. As per the ONGC CCP, health care is an important issue where ONGC as a
responsible corporate citizen has contributed to the Corporate Society.
Supporting an NGO by providing financial assistance to Cachar Cancer Hospital
Society, Silchar for procurement and installation of CT Scan Machine would have
been an ideal way to give back to the Society. Implementation of the project:
Society had acquired a plot of land and raised an initial fund of Rs.1 Crore for
construction of the hospital. This was followed by some generous contribution by
the people of Barak Valley, Tea Association of India, many PSUs and others.
Hospital complex was equipped with diagnostic wing, 38 bedded chemotherapy
indoor unit within operation theatre. A cobalt building was also constructed and a
CT guided treatment planning system was also installed in the Hospital. A CT
Scan Machine which was a necessity was provided by ONGC.

Long-term sustainability of the project: The Cachar Cancer Hospital Society is a

voluntary organization and its objectives are
(a) creating awareness among people about symptoms of cancer and preventive
measure,
(b) establishing a full-fledged cancer hospital for providing facilities for
detection as well as treatment, and
(c) setting up a research centre on cancer. This Society would be engaged in the
up-keep and maintenance of the Hospital for its sustainable and effective output.
Methodology used for monitoring progress on the project and feedback:
The Cachar Cancer Hospital Society publishes its annual report with balance sheet
and budget and a copy of the same is sent to ONGC for feedback. In this annual
report, entire activities undertaken by the Society are updated which facilitates
ONGC to monitor progress on the contribution extended to them. Learning’s from
the project: There was a delay in the installation of the CT Scan Machine despite
the aid provided by ONGC due to certain problems in getting power connection on
higher load in remote area. This problem could, however, be sorted out only in
October 2007 whereas the aid was given in the year 2006. Thus, it was a learning
experience for ONGC to ensureavailability of supportive infrastructure prior to
providing an aid.
Anugraha Drishtidaan
Dedicated to the mission of the restoring eye sight for the poor and the
marginalized, Anugraha Drishtidaan has been offering its services regularly for the
last many years. The NGO is being generously supported by ONGC at all its work
centres and nationally. In the year 2007-08 08 number of camps have been
organized with a cumulative reach of 37565 OPD patients, distribution of
medicines to 23032 patients; distribution of spectacles, dark glasses to 12083
patients; identification of 5072 patients with cataract and cataract operations (IOL)
performed on 4152 patients. These eye camps have been organized in the year
2007-08 at various work centres of ONGC as per the details below:

Mobile Blood Donation Van
Support from ONGC have been sought for a fully equipped mobile blood donation
Van with the purpose of the blood bank reaching the donors rather than donors
coming the them. Rotary Club in Delhi has set up a state-of-the-art voluntary blood
bank at a cost of Rs. 6.0 crores to provide safe blood to the needy people at a
meager processing charge. The blood bank is housed in a five story centrally air
conditioned building providing nearly 55000 units of blood every year. The Rotary
Club earlier had a mobile van for blood donation and has been utilizing the
existing van extensively by organizing a number of blood donation camps.
Till date more than 320 blood donation camps in and around Delhi have been
organised. The present vehicle, which was acquired six years ago has been
rendered unserviceable, hence, the request for a new vehicle has been received by
ONGC. As ONGC focuses on healthcare under its CSR, it has been supporting a
number of hospitals, mobile vans, primary health centres and medical camps.
ONGC decided to collaborate with Rotary, which is a reputed organization and
they are rendering yeomen services to the marginalized by providing the blood to
the poor and needy at a meager processing charge. Hence, ONGC felt it
appropriate to provide this equipped vehicle for helping them to collect blood from
various donees by reaching them directly at their place of their stay.


Swajaldhara: Water Management in Andhra Pradesh
Background
Water is the life line and is also the main source of disease and destruction in the
Society. The Coastal India is always infested with contaminated water with water
borne diseases because of water logging in these areas. It is no different situation in
Andhra Coastal area particularly Konaseema, where we operate. A source of clean
water is quite a need for these villages.
Beneficiaries and the Need-Analysis
There is a village called Turpupalem (Konaseema), Malkipuram Mandal, East

Godavari District, Andhra Pradesh nearer to sea-coast. This village has a
population of 3,000 people belonging to lower castes. Ninety percent (90%) of the
people are below poverty line. They are drinking the water from dug water wells.
The people of the village collect water from these wells for the drinking purpose
and also feed to milch animals, wash clothes etc. near these wells, thereby the
hygiene near these wells has been at stake. The water taken out from the wells goes
inside and continuously contaminates the water. This leads to diseases and illness
to the villagers. Village Sarpanch, who is aware of the CSR activities undertaken
by ONGC, approached the Head-HR/ER for providing Hand Pumps. So that the
villagers will not only get a protected water but also to get the water for cluster of
houses nearer their hamlets which saves time in fetching the water.
ONGC.s Support
ONGC provided support to the village by extending support to 20 Hand Pumps in

the village. The hand bore wells have already been inaugurated on 10th February,
2008. Now the water is protected to a large extent since the hand operated pumps
hardly allow the water to go back unlike open wells. The villagers are so much
grateful to the ONGC for the health conscious Projects undertaken by ONGC,
Rajahmundry. Providing protected water is always a priority under CSR of ONGC.


Establishing a Coir Industry
Background
ONGC, Chennai invited a proposal for supporting an Entrepreneurship project

from District Collector, Tiruvarur. He proposed that ONGC can provide support to
the Kurinji Women Self Help Group, Panayur Panchayat, Kottur Block, Tiruvarur
District, TamilNadu. This SHG produces Coir from the locally available coconut
Fibres and marketing.
Need Assessment and Feasibility Study
Need Assessment for this initiative was done. The area in which the project was to
be undertaken was a remote backward rural area. Most of the people were living
below the poverty line. ONGC analyzed the feasibility of the project. It was
observed that the raw materials required for the coir industry were available from
coconut trees in and around this area, and also, 60% of the products manufactured
through this industry could be consumed locally since there are good number of
huts and cattle in this area. The women of this area were unstintingly industrious to
improve their standard of living; this was evident from their objective of forming
Self Helf Group.
ONGC.s Support
ONGC supported 15 Women Self Helf Group Members and 55 Rural family
members through this initiative. ONGC provided job opportunities to Rural local
people in Panayur panchayat and other adjoining villages. By improving the
institution through modernization, ONGC indirectly provided employment to the
rural youths in producing and marketing the coir materials. The objective of the
project was
 to provide regular employment to the rural woman folk
 to improve the socio economic status of rural men and women
 to mobilize the industry in rural area
 to provide financial rotation in the remote village
This project has enabled them to purchase the above machineries to modernise and
increase their daily production, generate more income and provided employment to
the rural poor.

Re-creating a lost heritage: Chanderi (Handloom Industry)
Background for undertaking the project- In the year 2004, ONGC came across
a proposal from Commissioner, Handloom, Madhya Pradesh seeking financial
support for preserving the dying art of Chanderi handloom, at Chanderi.
Scope of the project: Chanderi is a small town bordering Madhya Pradesh and
Uttar Pradesh on the banks of Betwa river. Chanderi has a population of around
30,000. With about 3,500 looms actively working, almost 60% of this population is
directly or indirectly dependent on the handloom business. Others make beedis
(local cigrettes using tobacco leaf) and earn dismally low wages. Chanderi textiles
were patronized initially by the Mughals in the 7th century AD. The elegance of
the soft Chanderi colours lies in their constant reference to nature. The magic is in
warp and weft - taana and baana. The silk yarn is largely imported Chinese or
Korean; the cottons procured from Coimbatore and Jaipur. Weaving is performed
by one or two skilled workers of the same family. The looms are traditional pit
looms with throw shuttle. Chanderi brocades have been the pride of Indian craft
and are much appreciated within India and the world over. The delicate fabric with
intricate ethnic motifs, hand woven into the material are available in a variety of
items like sarees, dress material, ladies. stoles, table cloths, cushion covers and
table napkins.
Objective of the project: Invasion of the business by exploitative traders created a

huge economic gap between the weavers and traders. The weavers lacked the
resources to buy and store raw material, create and circulate samples of products
besides lacking know-how about designing and market opportunities. Few
contemporary designers worked on the fabric and Chanderi lost out as a fabric for
the fashion conscious buyer. The weaving community also began to suffer as the
traders and moneylenders cornered all profits and paid very little wages. At their
mercy, the weavers were resigned to bondage.
Details of selection of target population: Weavers faced following constraints:

 Diminishing demand of the handloom products- Due to
 Lack of designs which were not very appealing and were very stereotyped.
 Lack of marketing support
 Lack of guidance
 Lack of infrastructure
 Illiterate, innocent beneficiaries.
 Lack of institutional buyers

 Lack of new designs for the product

 Lack of product innovations
 Lack of modern manufacturing processes
 Quality of the product going down
 Lack of credit facilities(productive and consumptive)
 Seasonal nature of work
In this vulnerable time, 30 odd weavers came together to form Bunkar Vikas
Sanstha, a SHG under the aegis of United Nations Industrial Development
Organisation. Weavers now had their own organisation to address their problems
on long term basis in self sustainable manner. BVS was established in 2004 as an
apex body of 13 Self Help Groups of 119 weavers of Chanderi handloom with an
objective of economic and social empowerment of the weaver community.
Implementation of the project: Considering the request from BVS appeared

doubtful for acceptance by ONGC, as the village Chanderi does not come under
ONGC.s operational area. However, on careful scrutiny, it was observed that
assisting a project focused on preserving Indian heritage and mainstreaming the
poor weavers (comprising of mainly poor women from minority community)
towards sustainable development would be an ideal CSR Initiative. This was
followed by market survey and other correspondences to ascertain the
sustainability of the project. It was learnt that the hand woven fabric was
gradually a dying art as mill woven textiles had swamped the market and needed
support to become self-sustainable. ONGC joined this fledgling movement with a
corpus fund. The weavers used this much needed money to buy raw material. The
weavers were exposed to exhibitions and traditional fairs. They were the new
entrepreneurs. Armed with expertise, they created modern elegant designs and
marketed the heritage art innovatively. Pranpur, another village in neighbourhood,
with about 250 functional looms approached BVS to recreate the success story of
Chanderi.
To take this initiative further, ONGC supported BVS once again with seed money
for the micro-finance activities. Today 60 Self Help Groups are engaged in
microfinance activities by practicing regular savings and interlending to members.
This was followed up with an support to BVS for purchasing a land to establish an
Dying and R&D Centre.

Extent and role of the communities: Presently there are 3000 active looms in
Chanderi and women play a substantial role in the production process. This
heritage craft provides employment to 18,000 inhabitants. The traditional
woodworker still makes the looms and repairs them. Preparatory work is carried
out in the narrowest lanes with the family members pitching in. Various
Government agencies both at State and Central Level are actively involved in
protection of the trade at Chanderi.
 With ONGC as their guide, BVS has begun its journey towards total
empowerment. ONGC has endeavourer to strengthen BVS as an institution
and was also initiated a brilliant concept of bulk purchasing of their produce
as souvenir, gifts etc. for internal use in ONGC.


Nanhi Kali
Background for undertaking the project- Teaching an individual to make bread

and not giving him bread, is part of our CSR policy. In line with this, ONGC very
pro-actively is associated with Nanhi Kali which was incepted in 1996 by the KC
Mahindra Education Trust and has been successful in reaching out to 28000
beneficiaries so far. Recently, KC Mahindra Education Trust has partner with
Naandi Foundation to jointly manage Nanhi Kali. Nanhi Kali was incepted to
empower women by educating them. The realization that girls constitute more than
3/5th of total out of school, primary school age population in the world has got the
issue of girl’s education to the fore at national and international front. Female
children are generally neglected and exploited at an early age. It is only through
education that the girl child can arm herself to the independent and self-reliant.
Scope of the project: Naandi is working with communities in the following states
in India: Andhra Pradesh, Karnataka, Andaman & Nicobar, Madhya Pradesh,
Chhatisgarh, Rajasthan and Maharashtra.
Objective of the project: Empowerment of women is possible only by focusing on

participation of boys and girls in the educational process. Since education of girls
has not been emphasized due to cultural and social stereotypes girls which restrict
girls from attending the school and initiative has been taken up through Nanhi Kali
to provide education to female children.
Details of selection of target population: Following criteria is adopted to

identify the beneficiary:
(a) Girl children who are enrolled in any Government school. Out of
school children are also encouraged to enroll in school through bridge courses.
(b) Girl children belonging to the poorest section of the society
(family income being below Rs.18,000/- per annum).
(c) Girl child who is a first generation learner
(d) Girl children belonging to dalit, tribal and migrant communities.
(e) Eldest girl child and girl children with many siblings
(f) Girl children from communities where stereotypes high-ups
(g) Girl children from female house-holds
(h) Disabled girl children

Implementation of the project: In stage I, beneficiaries are identified. In stage II,

the value of education to the child, parents and the community is affirmed. Regular
contact with the school is maintained to track the child’s attendance, academic
progress, health status and social skills. Direct support in the form of note books,
stationery, uniforms, examination fees and learning material is provided. Capacity
building of children is done.
Extent and role of the communities: Teaches are sensitized to address the
community on general disparities and assert the dire necessity of educating the girl
child.
Long-term sustainability of the project: ONGC has partnered with Nanhi Kali to
sponsor 50 students from Class I to VII and another 50 students Class VIII to X.

Progress is monitored monthly, quarterly and yearly by Nanhi Kali. ONGC has
monitored the progress of the girl child by retaining the profile of the students and
their living environment of the beneficiaries which are sponsored by ONGC.
Learnings from the project: Empowerment of women can come only by making
an effort towards making them and supporting all the initiatives to promote
education among girl child. The only can ensure development of an economy.
However, the entire community needs to be sensitized towards this issue.
Nature Study cum Adventure Camp for Special Children and Youth
Background for undertaking the project- Mainstreaming the physically or

mentally challenged has been our endeavour. With this in view, Nature Study cum
Adventure camp for the Physically Challenged Children and Youth-2008 is being
supported by ONGC since 2003. The main objective of this camp is to bring these
challenged children and youth close to nature and thereby help them to rediscover
their hidden talents and capabilities so as to make them self-confident at the end of
the course. The participants despite their disabilities get motivated to surpass their
limitations. Himalayan Nature & Adventure Foundation has been carrying on this
event since the beginning of the Foundation. The joint movement between ONGC
& HNAF has given this event a major success. The mission of HNAF has achieved
a great deal of help having been supported by ONGC.

Scope of the project: In the year 2006, this camp was organized at Upeer Kopish
Forest village Darjling and this was organized by Himalayan Nature & Adventure
Foundation, Siliguri. The camp and physical training, trekking, providing
knowledge of trees watching birds, getting accustomed to the surrounding hills and
rivers, knowing about equipments of adventurous sports and camp manners. The
wheel chair bound participants were taken for a day out. Nature gains were
emphasized. Participants also performed songs, dance, drama, etc.
Objective of the project: The main object of the Camp was to bring these
challenged children and youth close to the nature.
Details of selection of target population: Total 95 participants alongwith 26

escorts participating in the camp.
Implementation of the project: It was a 5 days camp with activities varying from
nature gains, rock climbing, fire making, knots, drawing, quiz, camp fire and other
cultural activities.
Extent and role of the communities:Campers from various parts of the country
participated at this camp. Long-term sustainability of the project: ONGC has been
associated with this initiative since the year 2003 and considers it an opportunity to
enable the disabled to enjoy the resources of nature.
Methodology used for monitoring progress on the project and feedback: the
photographs and the CDs of the programme are sent to ONGC to observe the
desired results of associating with this initiative.
Learnings from the project: ONGC.s association with such initiatives provides
opportunity to serve humanity in its real sense. Effort was made to make such
persons overcome their disabilities and enjoy the resources of nature i.e flora,
fauna and other wealth of nature. With the help of their so called sixth sense, which
is a gift of God, they were able to perform the activities very well. The visually
impaired, with their feelings, knew about the trees and leaves, with the sound of
birds whistle, they knew the kind of birds, with the sound, they had an idea of
natural objects like mountain, fountain, rivers etc. The orthopaedically /
wheelchair- bound campers were taken high in the hill, which is an absurd activity
in their thinking. They enjoyed nature sitting in the laps of mountains. The
mentally retarded and hearing handicapped, with the help of specialized persons
were given the best of the natural and adventure activities.

All these campers were all out disciplined and they overwhelmingly enjoyed the
nature. The escorts and the guides from the concerned institutions were remarkably
happy seeing the changes of these campers at the end of this five days camp. At the
closing day the campers, their guides and escorts performed cultural programmes
at the Campfire Ceremony.
Roorkee School for the Deaf
Roorkee School for the Deaf is the first school for the deaf in India located on the
campus of a hi-tech institute. IIT Roorkee and managed by its faculty and experts.
The school has an excellent tam of highly qualified, trained and dedicated teachers.
Some of whom have been trained in the best of the training institutes in India and
abroad. The school for the Deaf is run and managed by IIT Roorkee. Mostly the
faculties members of IIT Roorkee are the members of the management committee
and at the same time are rendering their services voluntarily to run the school as a
Community Supported. Model wherein donations from individuals and
organizations in both cash and kind mainly to meet the expanses of the school.
ONGC impressed and inspired by the voluntary services of the faculty members
decided to support this noble initiative of IIT Roorkee by extending a grant. The
school is trying to educate and trained the deaf children of Roorkee and several
other villages / town around Roorkee. They are trying to train them in all the
independent living skills which they require to lead a normal health life. The
school undertakes the following activities for the deaf:
 Modern equipment scientific approach . OHP, LCD projector, computers,
internet, TV/VCR, camera and associated software
 Speech therapy in addition to the normal speech and auditory training
equipment, the school also has the latest computer aided speech
development system.
 Vocational training . along with academic education the school students get
vocational training in the areas of typing, work processing, reprography, arts
and craft, photography, gardening cooking and catering, carpentry, screen
printing and tailoring etc.
 Research based model . students and faculty of IIT actively undertake R&D
activities for the benefit of the deaf children such as development of
assistive devices educational technology, teaching aids and software etc.
ONGC extended the support to create the infrastructure for a more useful
learning environment on scientific lines like installation of modern
computers and accessories with the requisite software.

Educational Programme with Kashmiri Migrant ChildrenIn Migrant Camps
Kashmiri migrants are living in different camps for the last 16 years in Jammu and
Udhampur in (J&K) and other parts of the country. They were forced to flee their
ancestral homes and hearths leaving behind everything because of the terrorism in
Kashmiri valley.
As a result these are compelled to live in claustrophobic ambience of camps
without being able of enjoy the basic rights and carefree childhood. Some of these
children have lost their parents to the bullets of terrorists.
In this context an organization called Socio-Service Art Group approached ONGC
for conducting programmes on educational, developmental and rehabilitative
nature for the Kashmiri migrant children and youths. ONGC readily agreed to
support the programme to wipe off the socio-economic deprivation and
vulnerability of these children because of the tragic phenomenon known as
.Migration.. It was proposed to hold 4 educational workshops in four different
camps of 15 days duration each benefiting around 800 Kashmiri migrant children
and youth. The programme included: educational dramatic/performing games;
Interaction with musicians; Drawing. Post the workshop it was found that the
children were a lot less stressful, showcase their talent and connected with their
nostalgic moments.
India Corruption Study 2007
ONGC has supported a project by Transparency International India, New Delhi,

titled .India Corruption Study 2007, which has covered all 31 states and union
territories and the focus has been on rural India.
The aim of this study is to sensitize the people of India against all pervasive
corruption faced on day to day basis by the common man and recognize the good
work being done in particular department/states where corruption levels have
decreased and to share those success stories with other departments. ONGC was
the first to incorporate the integrity pact which is now being followed by other
PSUs. This augurs well for the country and its image in the world community,
apart from impacting positively on the bottom lines of the concern PSUs. The
report is expected to be out shortly.


ONGC PURA Trust
Background for undertaking the project- ONGC, being a pro-active national oil
company is aware of the social obligations and commitment to safety, health and
environment to enrich quality of community life. ONGC.s made an effort to
integrate its CSR which aims towards vocational education, hygiene and
development of self-employment mechanism through PURA. A multi agency
initiative comprising of the non-Government organization, banks and the industry
was formed under ONGC PURA Trust.
Objective of the project: Providing urban amenities in rural areas (PURA) is the
vision of His Excellency, the then President of India, which he outlined his speech
to the Parliament on the eve of Budget Session on 17th February, 2003. PURA
envisages bridging the rural . urban gap and achieving a balance socio-economic
development. PURA involves identification of rural clusters with growth potential
and creating 4 types of connectivity for them
(i) Physical connectivity in the form road, transportation and power connectivity
(ii) Electronic connectivity in the form of reliable telecom, internet and IT services
(iii) Knowledge connectivity in the form of good educational and training
institutions
(iv) Economic connectivity to enable farmers and others to get the best price for
their produce.
Scope of the project: The PURA Enterprises will undertake management of

schools, health care units, vocational training centres, chilling plants, silos. They
will also be responsible for building a market, the banking system as well as
regional business or industrial units. PURA, as the then President envisioned had
to be a business proposition i.e. economically viable and self-sustaining in the long
run.
Details of selection of target population: PURA scheme aims to set-up 50000

PURA centres across 6 lacs villages that dot the Indian landscape.
Implementation of the project: ONGC launched PURA project on 18.04.2005

at Maichara of East Kalabaria Panchayat in Belonia Sub-Division of South Tripura
District. This project was formally launched in the august presence of Hon.ble
Chief Minister of Tripura, C&MD and Directors of ONGC.

The Project involved following 4 components:

a) Bijli Ghar Power Generation
b) Randhan Seva Community Kitchen
c) Gyan Kendra Library & Computer Centre
d) Samaj Shibir Community Hall
In the course of implementation including identification of location, ONGC has

provided 2 bunk houses for library and computer education, and 1 bunk house for
community kitchen, school uniform, books and sports materials for a total
expenditure of Rs.9,50,000/- approximately.
Long-term sustainability of the project: .PURA. Project has been conceptualized

to facilitate creation of self-help group in local and rural populace, especially in
poor and socially backward people dominated areas with emphasis on improving
health, education, drinking, water, vocational training and market accessibility
needs. This was conceptualized as an integral component of ONGC.s Corporate
Social Responsibility (CSR) component. However, the second Phase of the above
project which aimed at utilizing idle gas to develop agro-based industries could not
take off due to coming up of a gas cracker plant at Tripura for tapping the idle-gas.
However, in view of our commitment towards PURA at Tripura, an NGO from
North-East has been associated to re-structure this project and make it functional in
keeping with the local needs and the environment by associating the local
population and authorities in this process.
Methodology used for monitoring progress on the project and feedback: A

preliminary assessment was got done by IISWBM for ONGC.s PURA Trust to
monitor progress and receive feedback of ONGC PURA Project. It was suggested
by them that local youth at Maichara require motivation/sensitization to take
various skill improvement programmes and set-up selfemployment ventures
specially in the field of latex / rubber industry, food processing industry,
handicraft, etc. A training in IT may also be provided to them. In addition to that,
critical problems viz. drinking water need to be addressed on priority. Presently,
ONGC has invited a North East based NGO RGVN to study in detail the projects
and initiatives that further be taken up to enable ONGC to fulfill its commitment
towards PURA at Tripura.
Expenditure incurred on the project: ONGC had formed PURA Trust with seed
capital of Rs.10 Crores. Apart from that, ONGC has spent approximately
Rs.10 lacs in the area of Maichara.

Learnings from the project: An initiative can achieve its desired result only if
it has entire support from the community. Only after the thorough need
exercise should a project be initiated in a community.


Burns cum Emergency Ward at Kumbakonam
Background for undertaking the project- Disaster management is one of the

focus areas of CSR in ONGC. In line with this, ONGC provided its supports in
establishing an Burns-cum-Emergency Ward at Kumbakonam. A tragic fire
accident took place in one of the school. In one of the schools at Kumbakonam in
Thanjavur Distt. on 15.07.2004 which left 94 children charred to death and several
children injured. After visiting the victims, the Hon.ble Minister for Petroleum &
Natural Gas and Panchayati Raj desired that a burns ward is to be set up in the
Kumbakonam, Mayiladuthurai and Sirkajha Govt. General Hospitals by Oil PSUs.
After deliberations with the respective District Collectors of Thanjavur and
Nagapatinam alongwith representatives of PSUs on 07.08.2004 and 18.12.2004, it
was decided that a burns ward is to be established in Kombakunam Government
General Hospital by ONGC. Accordingly, ONGC sanctioned an amount of Rs.15
lacs for establishment of the burns ward.
Scope of the project: All the communities in and around the Kumbakonam Distt.
Objective of the project: To establish a burns ward in Kumbakonam Distt.

Headquarters Hospital.
Implementation of the project: The estimate for construction of 30 bedded

emergency ward in the hospital included cost of the building, cots, mattresses, cop-
boards, etc. In the year 2007, construction of the building was completed and the
beds, cots and other material for the ward were provided by the District
Administration. In phase I, it was decided to establish a burns ward at the cost of
Rs.15 lacs and the same was provided by ONGC. However, it was informed by the
Hospital authorities that fire accident cases are not on regular nature, apart of the
word may be used for emergency patients. Accordingly, Air Conditioners for an
amount of Rs.6,40,235/- was provided by ONGC.
Long-term sustainability of the project: The completion of the construction of

the burns ward was received and further construction of the emergency ward has
been initiated. The construction, up-keep and maintenance is carried out by PWD,
Tamil Nadu.


ONGC office in Chennai has been monitoring the construction and completion of
this project.
Expenditure incurred on the project: Total expenditure incurred in two phases is
Rs.21,40,235/-.
Learnings from the project: Although infrastructure development is not cover

under Corporate Citizenship Policy, however, proposal for construction of burns-
cum-emergency ward would provide treatment to accident victims was considered
as a gesture by ONGC to return back to the community.
Highway Rescue Project
Highway Rescue and EMS is in a nascent stage in India. So when an NGO,

Lifeline Foundation approached ONGC to network all the resources like hospitals,
ambulances, police stations, repair garages, it approved of a highway rescue and
EMS concept on the Delhi-Dehradun highway. The reason for choosing this
highway was two fold, one Delhi- Dehradun highway is becoming overcrowded
because of caters to that tourist as well as religious circuits. As a result accidents
are very common on this highway and most of them are fatal. Two Dehradun also
happens to cradle the headquarters of ONGC and Delhi is the Corporate office.
The approach of the foundation is very simple as it believes in utilizing the already
available infrastructure like health centres, ambulances, hospitals etc. by imparting
training and networking them so as to prepare them to handle disaster in the
shortest possible time. It believes that creating a new infrastructure may be easier
but to maintain them is not that simple. ONGC plans to roll out this initiative in
phases, which begins with mapping up of highways; identification of the hospitals,
fire stations, hospitals etc. along the highway; generation and use of a single rescue
telephone number; training of the local NGOs and handing over the project to the
local stakeholders. In this case shortly the rolling out of the services are expected.

Community Halls after Tsunami in Southern India
After Tsunami in December 2002 Govt. of India initiated an ambitious plan of

constructing 100 number of community halls in the coastal villages and towns
vulnerable to this disaster. ONGC has a work centre close to the coastal area and
decided to extend support for 58 of these community halls, which would not only
serve as a shelter in case of a disaster but will also act as the common point for
exchanging ideas, networking, community functions, school functions, vocational
training and for panchayat use. The community halls were to be made of different
sizes depending upon the population of the town / village and need assessment.
Right from the beginning the panchayats (Local Self Government) were involved
and made the most important stakeholder requesting them to approve the site,
provide the land and undertake the construction activities. Most of the panchayats
have responded very well and on their request a number of community halls are
coming up, which we hope will serve for the needs mentioned above.
Asha Deep Charitable Organization
The organization based in Muzaffarnagar in rural India is catering to the welfare of

the needy including arrangements of training to mentally impaired children and
helping the aged person, widows etc. They were facing a very simple problem of
safe transportation of differently abled children from their residences to the
institute. ONGC intervened to provide a van for the safe transportation and to help
them tide over their problems.

CRC Old Aged Home
ONGC extended support to CRC Old Age Home at Ravulapalem, which is a small
town situated 35 kms from Rajahmundry on the Kolkata, Chennai National
highway. The Home started functioning in February 2005. Initially, the Old Age
Home can cater to about 100 old people for their needs of shelter, food, medical
facilities and other requirements. The Home boasts of unique facilities like purified
drinking water, nutritious food, devotional activities, library facilities, gym,
recreation room and 24 hour medical facilities with ambulance. With a very good
response by the old people, it was planned that the home may be expanded so that
it can provide shelter to another 100 people and also to construct hospital for the
inmates. The Old Age Home is located in East Godavari District of Andhra
Pradesh, the major activity area of ONGC under Rajahmundry Asset and KG
Basin. Hence, ONGC thought that it will be a good gesture by ONGC to help CRC
Old Age Home for its expansion to accommodate 200 people. The home is shaping
up well and will be shortly completed.


Suggestion
ONGC should allocate funds in certain focus areas instead of investing in
diversified projects. This will facilitate in realizing the impact of the contribution
made in a specific project. For e.g. in the following:
a. Providing training support to youths & women of the ST/SC communities in

the area of handloom, sericulture, rubber cultivation, etc for self employment
opportunities.
b. Providing financial assistance to unemployed youths for rubber plantation,
banana cultivation, etc to promote self employment and a forestation.
c. Can teach organic farming at par with Dr. Reddy’s.
d. Could give Micro Entrepreneurships at par with Dr. Reddy
 Can set up rain water harvestmen plans in the needed areas, as done
by Transport Corporation of India ltd (TCI).
 Can set up environment friendly energy generation scheme like
BIOGAS projects and providing village people with solar lanterns as
done by TATA chemical society.
 Could also help in improving and development of infrastructure of the
villages as dine by TCI.
 Steps should be taken to preserve the art and culture of the tribal like
engorging children to do play on traditional stories, dances traditional
music, words, costumes etc. as dine by INFOSYS.
 Can organize an art exhibitions of the bidding art talent in them
(where ONGC is doing CSR activities) as dine by INFOSYS.
 Could organize programs like puppet shows and other cultural events
to encourage artistes and performers in rural areas as dine by
INFOSYS.
 Can do some more work in other area as ONGC has done in
preserving CHANDERI as in retrieving the art of the weavers in other
states and provinces also.

 Should indentifying under privileged artists from different walks of

like, be it writer, painters, poets or musicians, who do not have access
to contacts or help. It assists them on a “need” basis, offering
financial assistance, promoting their art, or helping them receive much
deserved recognition as done by INFOSYS.
 Should also do some activities to bring sports up in the tribal areas as
it is being done by TATA STEEL.
 More documentation and projection of the initiatives taken in CSR is
required by ONGC to achieve visibility of the company.

CONCLUSION
After working in this project with ONGC and also gathering information
from various other companies, I learnt that a great amount of emphasis is
being given to CSR by ONGC. When I gathered information on other
company I came to know that other are also doing CSR activities, as they
have all learnt that they can not afford not to give emphasis to CSR.
CSR is seen as a dynamic process by which a business manages its

relationships with a variety of influential stakeholder including employees,
customers, business partners, shareholders, local communities, policy
makers and the environment. CSR is about building strong connections with
customers, attracting and retaining talented staff, managing risk and ensuring
reputation.
Other terms for social responsibility include sustainability, corporate

citizenship, community relations, business ethics, and cause marketing
though each focuses in a slightly different part of the business stakeholder
relationship model. Industry leaders, pundits, policy makers and consumers
each may have their own definition and opinion but CSR is in the company
for forever. The business’s can not afford to Avoid CSR.
CSR provide various benefit to the business/organization like Enhancing

corporate brand image, trust, and reputation; new customer acquisition and
development of strong and enduring relationships with consumers; increased
ability to attract, motivate and retain the most talented workforce (plus
benefit from lower turnover rates and associated costs) ; improved financial
performance and the ability to attract new resource and / or influence key
stakeholders – such as investors, business partners and policy makers.
As a coin has two sites same applies to the business world as well that if a
business does not have comprehensive CSR strategy and ethical business
practices in place there are certain risk attached to it like Exposure to (often
widespread) unfavorable public opinion and increased reputation risk;

Increased litigation and related legal costs; Decreased shareholder value and
diminished stock price; Decreased customer loyalty, loss of customers
and/or stakeholders support.
Developing (and communicating) a comprehensive CSR takes time,

commitment, focus, and designated people and financial resources. And, it
requires commitment from the executive offices on down to every individual
department and staff position. To be truly effective, your CSR strategy must
permeate all you do – from hiring to branding to manufacturing to sales –
and it must become part of your “corporate DNA”.
“Getting there is not an easy process, doing it well can be resource-
intensive, and it doesn’t happen overnight. But can you afford not to get
started?”
“Hence, it is high time for every company to adopt the CSR strategies I
order to survive in the competitive environment.”

BIBLIOGRAPHY
 www.ongcindia.com
 tenders.ongc.co.in
 wikipedia.org/wiki/Oil_and_Natural_Gas_Corporation
 tenders.ongc.co.in
 www.ongcvidesh.com
 www.thehindubusinessline.com
 www.ongcreports.net
 www.globalcompactasiapacific.org

Corporate Social Responsibility (ONGC) : Acknowledgement

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Corporate social responsibility (ONGC) 2010

I would like to extend my gratitude to my Project guide and mentor, Mrs.Alka

JKBUSINESS SCHOOL GURGAON Page 1

Aim and objective of the study

a) Whether this is being practiced by the companies or whether this is just a

 To study CSR as a part of corporate Governance

JKBUSINESS SCHOOL GURGAON Page 2

been provided by the ONGC in the ONGC reports

 Documents regarding corporate social activities being done at ONGC

 ONGC profile and about the working at ONGC

 Sites talk about the vies of the

 Website of the various companies regarding their CSR activities

JKBUSINESS SCHOOL GURGAON Page 3

Corporate social responsibility

Corporate social responsibility is a term describing a company’s obligation to be

CSR is concerned with treating the stakeholders of the firm ethically or in a

Using the term corporate responsibility instead of corporate social responsibility

JKBUSINESS SCHOOL GURGAON Page 5

CSR THE NEED OF THE HOUR

Why are companies engaged in CSR?

Corporate social responsibility is not a new issue. The social responsibility of

The need to address question of low living standards exploitations, poverty,

Indeed, appalled at being implicated in anti-social practise s, thousands of investors

JKBUSINESS SCHOOL GURGAON Page 7

Why we need CSR?

Once this was done by spending money on communities, improving project,

JKBUSINESS SCHOOL GURGAON Page 8

JKBUSINESS SCHOOL GURGAON Page 9

A delegation under the leadership of Mr. K D Malviya, the then Minister of

JKBUSINESS SCHOOL GURGAON Page 11

JKBUSINESS SCHOOL GURGAON Page 12

a) Date of incorporation: 23.06.1993

(Transfer of Undertaking and Repeal) Act, 1993. The Certificate of

c) Present Status A Government Company within the meaning of Section 617 of

d) Administrative Ministry: Ministry of Petroleum & Natural Gas, Government of

i) Authorized: Rs. 15000.00 crore

f) Present Shareholding: The shareholding pattern as on 16th March 2007 is as

i) President of India - 74.13

i) Bombay Stock Exchange, Mumbai

JKBUSINESS SCHOOL GURGAON Page 14

A. ASSETS & PLANTS

2. Institute of Drilling Technology (IDT), Dehradun

5. Institute of Engineering & Ocean Technology, Navi Mumbai

22. Chief Internal audit, New Delhi

Functions & Duties

1. To acquire whole or any part of the undertaking, business, the

2. To plan, promote, organize and implement programmes for the

3. To plan, promote, organize exploit and implement programmes for the

4. To carry out exploration and to develop and optimize production of

JKBUSINESS SCHOOL GURGAON Page 17

resources; to undertake, encourage and promote such other activities as may

5. To search for, purchase, take on lease or license, obtain concession or

6. To undertake, assist, encourage or swap or promote the production of

7. To carry on all marketing and distribution of all kinds of petroleum products

JKBUSINESS SCHOOL GURGAON Page 18

8. To carry on all or any of the businesses of the sale and purchase of

9. To establish, provide, maintain and perform scientific, technical,

10. To promote, organize, or carry on the business of consultancy services in

It is a duty of ONGC to do its business operation within the objectives specified in

JKBUSINESS SCHOOL GURGAON Page 19

ONGC’S NEW VISION

STRATEGIC VISION: 2001-2020