SUBMITTED BY: GROUP-1 ABHIJEET KUMAR SINGH ADARSH SHARMA ALOK KUMAR SINGH ANURAG BASANT MOHOTA SIRISH

KRISHNA P SUBMITTED TO: PROF. RANJEET NAMBUDIRI SUBMITTED ON 22.03.10

INTRODUCTION
Indian Oil was incorporated on June 30, 1959 under the name and style of Indian Oil Company Ltd. Upon merger with Indian Refineries Ltd. on September 1, 1964, the name of the company was changed to Indian Oil Corporation Limited (IOCL). Guwahati Refinery, the first public sector refinery of the country, was built with Romanian collaboration and was inaugurated by the first Prime Minister of India, Pandit Jawahar Lal Nehru, on 1st January 1962. As on date IOCL operates the country's largest network of 10000 km of crude and product pipeline with a total capacity of 60.2 million metric tonnes per annum. The Govt. of India was holding the entire Paid- up Share Capital of the Company till 1994-95. The Govt. of India disinvested about 9% of its holding in the company in favour of Banks, Mutual funds, Financial Institutions and Employees of the Company during 1994-95. In the year 1999, the Govt. of India further disinvested 10% of its holding in the Company in favour of ONGC Ltd. which is a Govt. Company. The Corporation is managed by Board of Directors appointed by the President of India. Besides the Chairman, the board has the following whole time Directors: 1. Director (Refineries) 2. Director (Pipelines) 3. Director (Marketing) 4. Director (Finance) 5. Director (HR) 6. Director (R & D) 7. Director (P&BD) The vision of the company can be seen in Exibit-1. It is clear from the vision that the company cares for the employees as well as customers. There is equal emphasis on ethics, innovation, environment and technology. of the key features of IOCL are as follows: 1. It is the first Indian company to launch Graduate Aptitude Test for recruitment. 2. There are opportunities for all round development in the company. 3. It is the first PSU to launch online performance management system. 4. It is the first PSU which has clear KPAs and KPIs. IOCL has been ranked 18th on the basis of job content like job security and work life balance. Some

RECRUITMENT AND SELECTION

IOCL offers a world of opportunities across more than 600 locations In India including refineries, pipeline, terminals, marketing units such as LPG bottling plants, bulk storage terminals, Aviation Fuel Stations, Retail/Consumer/Lubricants sales, and at the R&D Centre at the entry level. It recruits bright and professionally qualified people for its executive cadre. It follows a mix of open and campus recruitment. For open recruitment advertisements are published in leading national dailies. Interested candidates meeting IOCL's requirements can apply online. Applications are then scrutinised and checked for eligibility. The candidates meeting the criteria set by IOCL are then called for a written test. Based on their performance in the written test, they are further called for group discussion/ group task and interview. The minimum requirements are as: The prescribed qualifications are a minimum of 65% marks in Engineering or Business Management from recognised institutes Pass class as declared by the respective Institute for SC/ST/PH candidates in the qualifying Degree examination Only full-time regular courses from recognised Indian universities/ institutes are considered For Boiler Operation Engineers (BOEs), the requirement of minimum 65% marks in the qualifying Engineering Degree examination is not applicable The engineering field that are considered in IOCL are chemical (including petrochemical and polymer), Mechanical (excluding Production/Industrial) Engineering, Electrical, Civil (Excluding Construction/ Structural), Instrumentation & Control, Metallurgy, Computer Science, Fire Engineering. The age limit is 26 years for Engineers/Graduate Apprentice Engineers (GAEs)/ Management Graduates (HR) and 28 years for BOEs as on 30th June of the year of joining. However there is relaxation of 5 years for SC/ST candidates. For campus recruitment, IOCL visits the IITs, NITs and other reputed technical institutes of the country for recruiting final year engineering students, and prominent business management institutes for final year MBA students. It also recruits Chartered Accountants from various centres of the Institute of Chartered

Accountants of India (ICAI). From last few years they are recruiting Graduate engineer trainees via GATE exam also. IOCL inducts officers at the junior-most level of the management hierarchy (A Grade). First division professional degree holders and post-graduates from relevant disciplines are recruited as management / engineer trainees, accounts officers, medical officers, lab officers, systems officers, communications officers, scientists, etc. Job rotation and inter-location transfers throughout the country facilitate planned development of careers and broaden outlook. Career growth opportunities are based on the individual's performance and contribution to the common goal of sustained growth. Most of IOCL's top executives have grown from within (a testimony to the unlimited opportunities for growth available to the meritorious). After the written and other test, the candidates are subjected for a medical test. The purpose of the test is to select, for a particular post a person who must have good physical and mental health and must be free from any physical defect or disability that is likely to interface with efficient performance of the duties and or safety of the plants, machinery or co-workers. Some of the medical certificates required by candidate can be seen in Exibit-3. All the selected candidates, irrespective of open or campus recruitment, will have to execute a bond of Rs.1 Lakh (Rs.25, 000/- for SC/ST/OBC & PH candidates) giving a commitment to serve the Corporation for a minimum period of three years from the date of joining. If we compare the policies of IOCL with the best practices in industry for recruitment (See Exibit-2), it is clear that IOCL is following the best practices. The recruitment process includes line managers for proper selection of candidates. Also the advertisements for recruitment are not only published in almost all the dailies at national level but it is also given via internet. This is to get a pool of candidates who are suitable for the posts advertised. Also going to various IITs and NITs give them a lot more good talents from all across the country. These are the policies that make IOCL best among the industry in HR front.

COMPENSATION AND BENEFITS

Apart from attractive scales and perks, IOCL provides its employees many facilities and welfare measures, which are continuously upgraded (See Exibit-4). It is clear from the exhibit that the engineer who joins IOCL gets almost a CTC of 7.6 Lakhs. If we compare it with any industry, it is above average (having basic qualification as

B.tech/B.E.). The medical facilities extended to the employees are rated amongst the best in the country. Apart from fully equipped hospitals at refinery townships, the Corporation has also nominated hospitals at various locations to meet employee needs. Holiday homes at select locations throughout the country help employees and their families unwind. The employees are also provided with various other perks and perquisites as described in next chapter.

PERKS AND PERQUISITES

Apart from regular salaries IOCL provides a lot of perks and perquisites to its employees. Though some of them depend on the hierarchal structure, but most of them are available for all the employees. Some of them are as: 1. Car purchase advance immediately after induction training - Rs. 2.65 lakh (@ nominal interest of 2.5%) 2. Computer and furniture at home (provided by Company) 3. House-building advance after 5 years of service - Rs. 12 lakh (@ nominal 5% interest). Insurance coverage for house is also provided at nominal 0.5% 4. Almost unlimited medical benefits and nomination facility at best of the hospitals across the country for self and dependents 5. Opportunity to avail of full fee reimbursement (up to Rs. 3 lakh) for part-time MBA programme at best of the institutes in India 6. Individual performance-based incentives 7. Life-time medical care: Post-retirement medical benefits 8. Holiday Homes facility during service & after retirement

9. Nominated hotels facility on tours / leave.

10.Equal contribution in provident fund account and facility of taking loan from the PF account. 11.Free electricity usage at home. 12.Local travel allowance based on hierarchy. It is clear from the payment structure that IOCL is one of the best payers among the industry. This also leads to satisfaction among the employees. Apart from job security, the type of perk and perquisites make it one of the best employers.

Training and development in IOCL

Training & Development is a way of work life in Indian Oil -Administrative Staff College of India, after Corporate Training Evaluation Study.

Indian Oil has a network of 20 Learning & Development Centres. To achieve the technology mission, Refineries Division, created network of seven unit training centres facilitated by the training department and supported by Indian oil Management Academy (IMA) to impart general management skills to select managerial levels. For group training, IOCL collaborated with leading Technical and Management Institutions. Some of the internal Heads along with Training coordinators play a critical role in every form of training, be it formal or informal in the Division. Internal faculty facilitates many training programs. External faculty support is taken for specialized training programs. Faculty development is a continuous process in refineries division through specialized formal and informal training. Effectiveness of Training and Development is dependent on ensuring that an employees knowledge and skill gap is filled by deputing him to a suitable program. In this regard, the role of Training Co-ordinator and HOD is critical. The task of identifying employee, motivating and encouraging him/her to fill this gap by attending a suitable program is the first part. Most important part is to ensure transfer of learning onto the job for individual and organizational excellence.

Role of Training and Development

1. 2. 3. 4. 5. 6. Convert corporate vision into Divisional T&D interventions. Align Divisional T&D strategies with technology mission. Review T&D policy facilitating Divisional excellence. Design, develop and implement Divisional training plans and initiatives. Budget for T&D initiatives and review thereof. Deploy state-of-the-art tools and techniques for enhancing training

effectiveness. 7. Enable employees to acquire global competencies and skills by facilitating,

participation in select programmes abroad.

8.

Liaise with training cells of Marketing, Pipelines, R&D, IIPM, IMA, Refinery

units, Training institutions in India and abroad besides Service providers. Unit Training Advisory Committee at each refinery consisting of all HODs, chaired by Unit head, facilitated by T&D Head will define the training objectives, adopt initiatives, draft the training plans, budget, and review and evaluate training initiatives. At the Head Office (HO), Divisional HR head will approve all T&D initiatives and will review in the Unit Heads meet. Divisional T&D workshops will review the plan implementation status and align all initiatives with divisional strategies.

Key functions of the department include:

1. Identifying the training needs. 2. Induction Training of Engineers, Officers and workmen joining the division. 3. Training of Graduate and non-graduate Apprentices under the Act. 4. Designing, developing and delivering focused training programs to fill the knowledge and skill gaps of employees 5. Facilitate divisional participation in conferences, seminars and training programs catering to developmental needs of employees and functions. (Academic participation be making presentations, learning participation by nominating participants and financial participation by sponsoring) 6. Deputing employees to select long duration Education programs 7. Promote use of e-learning, particularly for Technology training 8. Periodically undertake evaluation of T&D activities in the division 9. Review entitlements and facilities related to training

Process of T & D
Divisional T&D Plans are drawn using bottom-up as well as top down Approach. Each employees training needs (TNI) are identified by the employee in consultation with Supervisor and reviewed by the HOD once every two years. Divisional competencies and skills for managing the current and future business environment is given due consideration along with individual TNI.

Training Need Identification (TNI)

Every T&D initiative has to target an articulated or felt need of an employee or function. Therefore the process of Training Need Identification (TNI) process is initiated by the employee and supervisor, which is reviewed by HOD considering employees strengths & weakness, immediate as well as the future role. Copy of the TNI form and guidelines for filling the Training Need Identification Format is placed as Exhibit 5.

Induction Training
Induction training schedule for officers and engineers consists of Common Corporate Training Module followed by the divisional module, Functional module and on the job training. (See induction training schedule for officers and engineers in Exhibit 6) Induction training focusing on Safety, Security, Corporate & Divisional overview, Functional inputs and procedural requirements in respect of each unit for workmen joining that unit is given to the workmen. Irrespective of TNI, employees of different grades need to attend the select programs designed for them. These select programs are given in Exhibit 7.

Conferences, seminars and training programs

IOCL also encourages employee participation in conferences, seminars and training programs (Academic, learning and Financial) in India and abroad. Unit heads and functional heads may consider appropriate Trainings programs, Conferences and Seminars which are to be leveraged by the division for individual and organizational excellence either by participating in all the three areas viz. Academic, Learning, Financial partnering or select areas as they deem fit.

Long duration education, Certification programs and Diplomas

Apart from Training, select employees are sponsored to long duration education, Certification programs and Diplomas at leading institutions in India and abroad.

(MDP at IIM-A, Executive MBA at MDI/SPJIMT, advanced course on Petroleum at IFP, France etc)

Promote use of e-learning, particularly for Technology training

This is to introduce e-enabled learning (e-Learning) initiatives in the Division. This should deliver effective training at control rooms, workplace and desktops particularly focusing on Technology, Safety, Security, maintenance and other functional areas.

Evaluation of T&D activities

Corporate studies to evaluate effectiveness of training are initiated periodically. Focused studies reviewing the impact in the division are to be undertaken either with the help of an external facilitator or by the T&D functionaries at least once in five years. (The latest study was conducted by IIM-A during 2006). Further, every program conducted in the division and each faculty who delivered a session will be evaluated by the participant to identify gaps in training. Evaluation formats are annexed as Exhibit 8 and Exhibit 9. Fundamental objective of training which is the elimination of the performance problems is rightly addressed by the T & D department of the IOCL. Training in IOCL is aligned with the companys strategy and they are promoting e-learning which reduces the costs and particularly reduces lost work hours. The process in IOCL is first identifying the needs and responding to those needs by filling the gaps. As we can see from the above description of the process, it is quite clear that IOCL has practices in its training and development activities for all round development of its employees. Not only it helps the employees to develop their skills but it also results in organisation excellence. Maintaining best practices in IOCL makes it best among the industry.

Performance Management System

Reporting System

There will be a Reporting Officer, a Reviewing officer and a Countersigning Officer for each level of posts. Reporting officer will be the person who has supervised the work of the officer being appraised. The reviewing and countersigning authorities for various grades of officers are given in Exhibit 10. PMS of officers deputed to outside organisations: The PMS Reports of the seconded officers for the relevant period are initiated by the Divisional HO and sent to the organisations concerned for further necessary action. Those organisations will arrange to get the forms filled up by the concerned Officers, at the locations where they are posted to work and return the same to the Divisional HO for further action. If the assessee has been awarded any punishment in the consideration period as a result of disciplinary proceedings, the same is recorded. Any other adverse information that has come to the knowledge of the Management against the assessee officer will also be mentioned for the purpose of record.

Adverse remarks in e-PMS/CRs

Communication of adverse remarks To enable employees to develop themselves and overcome their

shortcomings, adverse assessment (adverse remarks or a critical remark or a remark which indicates a significant fall in the standard of performance) given in the confidential reports is communicated to employees. Adverse assessment is communicated to the person concerned by the Reviewing officer. Minor shortcomings are communicated orally and major ones in writing to the employee concerned. But in the case of non-officers, all entries considered adverse by the Reviewing Officer are communicated in writing irrespective of whether they relate to major shortcomings or minor ones. Representation against adverse remarks One can also, through proper channel, represent to the Management against the remark(s) communicated to him within three months of the date of its receipt by him/her. The Management considers it if necessary, in consultation

with

the

Reporting

Officer

or

the

Reviewing

officer,

consider

the

representation made by the employee and pass orders of submission of the representation, rejecting the representation, or toning down the remarks, or expunging the remarks.

E-PMS/CONFIDENTIAL REPORTS
Forms/period for assessment of performance With a view to appraising each employee, helping the Management in placement, transfer and promotion, e-PMS/confidential reports are recorded annually for assessment of performance which is different for respective category of employees, i) e-PMS for all executives CR Form P-3 for employees in Grade VIII and below (except those in CR Form P-4 for employees in Grade I, II, III and other unskilled

ii) iii)

Grade I,II, III and other unskilled employees). employees. The assessment period for recording the performance of officers is financial year, i.e., April to March. For all non-officer employees, the assessment will be made on calendar year basis. e-PMS/CRs are to be recorded in respect of periods of service exceeding 3 months unless the employee having rendered more than 3 months service in a particular year has been separated before the end of assessment year. Performance management system in IOCL identifies measures and communicates to the employee about their performance. The performance of an employee is obtained from their bosses. Firstly the employee gives their appraisal based on the KPAs given to them. The reporting officer writes his comments based on the performance of the employee. The same is counter checked by the reviewing officer who is normally the HOD of the concerned department. There is intervention of HR department while analysing the appraisal. In this kind of system the KPAs and KPIs are defined at the starting of the year. Hence the employee knows in which area he has to work hard and he can also plan how to manage the activities to achieve the targets given by

the management. The two tier system that is reporting and reviewing ensures transparency in PMS.

Career Management
Promotions in IOCL are effected based on the following criteria: i) Performance as reflected in Performance Appraisal/Confidential Reports

ii) Qualifications iii) Seniority iv) Discipline viz. Clearance from vigilance and disciplinary angle.

Departmental Promotion Committee

A Departmental Promotion Committee in respect of a post will be constituted by the competent authority. In its deliberations, the DPC will be guided by merit based on confidential reports, seniority, experience, educational qualifications, potential for higher responsibility and any other special requirements of the post. Promotional policy has different components such as seniority, performance Education qualification and DPC. There will be different criteria for respective promotions. See Exhibit 11 for promotional policy for officers. In the later part of the service if a person feels that he is more comfortable in other divisions he may apply for the post through internal advertisements. After getting approval from the parent department and getting cleared from the interview panel of the other division the person can join the other division in which he is interested in. Thus IOCL provides an opportunity for the employees to get into the fields in which they are interested in. This kind of policy removes boredom in the activities and provides new platforms for the employees for achieving success in their career.

EXHIBIT-1

EXHIBIT-2 BEST PRACTICES IN RECRUITMENT Manage and measure recruitment & selection as an ongoing core process to foster continuous improvement. growth. Top companies believe recruitment is a value-added process that is critical to the company's future These companies make recruitment a year-round priority and develop systems that ensure that candidates are smoothly identified and screened, receive offers targeted for success, and measure for continuous improvement. Among the key components of managing recruitment and selection as an ongoing core process are designing an automated front end to screen candidates, accurate corporate forecasting of recruitment needs, tracking key recruitment measures, and implementing strategies to deal with advancements and trends in the recruitment process. Identify and target multiple, rich sources of candidates and actively market to them. Many companies note that proactive targeting of Traditional corporate recruiting has candidate sources leads to a richer pool of applicants and enables companies to reach better candidates faster. stressed standard recruiting sources: on-campus recruiting, use of head hunters, and massive executive search processes. While each of these sources still plays a key role in the recruitment process, less traditional sources, most notably the Internet, now play enormous parts. Marketing to each source is an increasingly important facet of the recruitment process. Among the other sources that have been identified as important are: sourcing key candidates away from other companies, the importance of Internet marketing (both through corporate websites and through online searches such as monster.com and hotjobs.com), sources designed to appeal to flexitime candidates, and employee referral programs. Key practices for recruiting internal candidates and increasing the diversity of

the candidate pool have were also identified. Also included in this report are key techniques for marketing to these candidates. Staff the ongoing recruitment process with business-focused line managers who are coached and informed by recruiting experts. Companies with excellent recruitment systems emphasized the critical roles of both full-time recruitment staff and line personnel. In organizations with a commitment to recruiting excellence, line management is deeply involved at each stage of the recruitment process, including selection; after all, they will work closest with the new hires. Corporate recruitment personnel also take on key responsibilities: most notably serving as consultants and training the line personnel who are involved in the recruitment process. These roles free up corporate recruiting experts to perform more specialized roles and help streamline the HR function. Develop strong Internet recruiting capabilities to drive recruitment process efficiency and effectiveness. The Internet is particularly important in three areas of the recruitment process: identification of a larger number of candidates than previously was possible, automation of the screening process, and advertisement to potential targets. The Internet has considerable appeal, particularly to new college graduates and younger workers and executives. The web accelerates resume capture and processing, removing most of the steps from the old process. It also allows for faster review of the information and standardized applicant data, ultimately leading to greater productivity and effectiveness. Manage recruitment promotions as an integrated marketing

campaign to attract and appeal to top candidates.

Top companies

view marketing to recruits as similar to customer-focused marketing. Recruiting marketers must pay attention to the same factors: reaching the right candidates with the right message in the right place for them to apply.

With this concept in mind, it is critical to identify the "win themes" that will attract top talent and align all recruitment messages with their needs.

EXHIBIT-3 INDIAN OIL CORPORATION LIMITED REFINERIES DIVISION

UNIT________________

PRE-EMPLOYMENT EXAMINATION FORM PART- I

Ref. No. Name in full: ( in Block Letters) Date of Birth Sex Father / Husband's Name Address Identification Mark: (I)___________________________________________________ _____________________________________________________ (II)__________________________________________________ _____________________________________________________ Post considered for:

Date: Signature of Employee Relations Officer

EXHIBIT-3 (CONTD.)

PRE-EMPLOYMENT EXAMINATION PART II(To be filled by the Doctor)

GENERAL EXAMINATION: HEIGHT: _____________CM WEIGHT: ______________KG BMI__________________ CHEST: INSPIRATION _______CM. EXPIRATION: _______CM. BUILT AVERAGE/ STRONG/ POOR THROAT __________TONGUE __________ TONSILS _______________ TEETH________ GUMS _________THYROID______________________ LYMPH NODES ______________________________________________ ADDITIONAL FINDINGS _______________________________________ CARDIO-VASCULAR SYSTEM: PULSE: ___ / MIN. REGULAR/ IRREGULAR PERIPHERAL PULSE FELT/ NOT FELT B.P. ___________ mm of Hg. HEART SOUND: _____________________________________________ MURMUR, IF ANY: ____________________________________________ ADDITIONAL FINDING (S), IF ANY-_______________________________ RESPIRATORY SYSTEM: SHAPE OF CHEST: __________________________________________ CHEST MOVEMENTS: _______________________________________ TRACHEA: _________________________________________________ BREATH SOUNDS: ___________________________________________ GASTRO-INTESTINAL SYSTEM: LIVER: ____________________ SPLEEN: ______________________ ANY ABDOMINAL LUMPS: ________________________________________ EXAMINATION OF EYES: EXTERNAL EXAM. _______________ SQUINT: _________________ NYSTAGMUS: ____________________________________________

COLOUR VISION NORMAL/ DEFECTIVE FUNDUS (L) (R) INDIVIDUAL COLOUR IDENTIFICATION NORMAL/ DEFECTIVE DISTANT VISION (WITHOUT GLASSES) RIGHT ____________________ LEFT _________________________ (WITH GLASSES) RIGHT ______________ LEFT ________________

EXHIBIT-4

Statement Of Monthly Remuneration Of Officers And Workmen Including The System Of Compensation

The remuneration of the Officers of the Company is governed by the guidelines of the Department of Public Enterprises, Government of India. The pay scales of officers are of Industrial DA pattern. Grade Designation Pay Scale A B C D E Officers F G H I Director (Schedule A) Chairman (Schedule A) Officer Sr. Officer / Asst. Manager Deputy Manager Manager Senior Manager Chief Manager Dy. General Manager General Manager Executive Director Director Chairman Rs. 24900-50500/Rs. 29100-54500/Rs. 32900-58000/Rs. 36600-62000/Rs. 43200-66000/Rs. 51300-73000/Rs. 51300-73000/Rs. 51300-73000/Rs. 62000-80000/Rs. 75000-100000/Rs. 80000-125000/-

The remunerations of workmen are fixed through negotiations with Workmens Union subject to the overall guidelines of Department of Public Enterprises, Government of India. Grades (Refineries, Pipelines, R&D and AOD) I II Workmen III IV V VI VII VIII Pay Scale Grades (Marketing/IBP) I II III IV V VI Pay Scale

**
4600-8400 4800-8900 5000-9800 5400-10850 5800-11800 6300-13000 6700-13700 7400-14750

**
4600-8400 5000-9400 5400-10500 5800-11500 6300-13200 7400-14750

** Pay scales are due for revision

Note: In addition to the above, Dearness Allowance, House Rent Allowance, Medical Reimbursement, Leave Travel concessions, Provident Fund, Gratuity, Superannuation Benefits, etc. are provided as per the Companys rules from time to time.

EXHIBIT-4( CONTD.)

Sr. No.

Remuneration Components

Unit / %

Rs.

Basic Pay *

p.m. p.a.

23000 276000 51060 138000 82800 98118

2 3 4 5

Dearness Allowance (IDA) (as on 1.7.09) Perks & Allowances (Max. admissible upto 50% of BP) House Rent Allowance (HRA) - for Metro Superannuation benefits (upto max. of 30% of BP+DA) (includes PF, Gratuity, Postretiral Medical & Pension) Total CTC (in Rs.) - Metro city (Excluding Performance Related Pay)

18.5% 50% 30% 30%

645978 Rs. in lac 6.50 40% 110400 756378 Rs. in lac 7.60

Performance Related Payments Supera(Max. admissible subject to conditions) **

% age of BP

Total (in Rs.) - Metro city (6+7) (Including Performance Related Pay)

* Basic pay is provisional and under finalisation ** As per DPE guidelines of 26.11.08, Performance related pay (PRP) is to be linked to MOU rating, profit of the current year, incremental profit (i.e. increase in profit as compared to previous year), grade & individual performance of the officer. Upto 60% of the PRP will be given within the ceiling of 3% of Profit Before Tax (PBT) of current year, and 40% of PRP will come from 10% of incremental profit. The total PRP will however be limited to 5% of the year's PBT. The performance payment shown above has been computed on notional basis in the revised Pay assuming that Corporation has achieved 'Excellent' rating, the officer's performance is 'Outstanding', and profit of the year and incremental profit are sufficient to give full performance incentive.

EXHIBIT 5
TRAINING NEED IDENTIFICATION FORMAT Name : Designation Grade SC/ST Gen. Discipline / Qualification Employee No. Dept.

DOB

Training Programmes Attended in Last Please Five Years

State

Major

Areas

of

Work

Related to your Current Assignment

Name Employee

Signature of the

Training Needs Identified for the years 2007-2009 (E=Essential, D=Desirable) Functional Input 1. 2. Developmental Input 1. 2. Benefits Envisaged E E D D Input Areas where input shall improve performance of the employee (keeping in view strengths / areas where employee needs help)

Name Recommendation (Review inputs) of Authority HOD Review/Comments of

Signature of Reviewing

Essential/Desirable

Unit Training Head Name Signature

EXHIBIT 6 Induction training schedule for officers and engineers joining the IOCL
Sl . Module Duration Focus

Common Corporate Module Divisional module Plant familiarizat ion Functional module

3 weeks

Overview of petroleum industry, Indian Oil, Marketing, Refinery & Pipeline operations and different corporate functions Detailed functioning of departments in the refinery units. Visit to functional locations and interaction with site-in-charges.

2 3

3 weeks 1 week

to

10 Specialised inputs in phases for various disciplines to be delivered at related industry experts plants/factories after familiarizing with operations and plants after a period of 8 to 10 months on the job. Understand intricacy of jobs, they shall be supervising in near future by performing jobs side by side along with work teams.

weeks

On-the-jobtraining

Need based

EXHIBIT 7
Select programs designed for the employees of different grades. (a) For Officers in Grades 'A' & B 1. Fire & Safety

2. 3. 4. 5. 6.

First Aid Junior Executive Development program (I, II, III, IV modules) for promotee MS Office Material for non-Material personnel Finance for non-Finance personnel

officers ONLY.

(b) For Officers in Gr. C 'D 'E' & 'F' 1. 2. 3. Advance Management programs viz. The Cutting Edge, The Threshold Stress Management Communication and Presentation Skills

(c) For Officers in Gr. G H & I 1. 2. 3. 4. 5. Senior Management programs Advanced Management programs Strategic Management Financial Management Stress Management

EXHIBIT 8 INDIAN OIL CORPORATION LIMITED Program Name during Date/Period_at Venue

PARAMETERS OF FACULTY EVALUATION [ PLEASE CIRCLE THE APPROPRIATE RATING] (Please indicate your frank opinion by a Circle [ ] in the appropriate column [ 1- Average, 2 Satisfactory, 3 Good, 4 Excellent] Parameters Faculty Coverage of 4 the topic 1

2 4 1

2 4 3 4 3 2 4 3 2 1 2 1 1

4 3 2 1

Ability to 4 share/impart 1 knowledge Use of training method & aids Clarifications to your queries (if any) Suggestions for improving the session 4 1 4 1

2 4 1 2 4 1 2 4 1

2 4 3 4 3 2 4 3 2 1 2 1 1 2 4 3 4 3 2 4 3 2 1 2 1 1 2 4 3 4 3 2 4 3 2 1 2 1 1

4 3 2 1

4 3 2 1

4 3 2 1

EXHIBIT 9
PROGRAMME FEEDBACK FORM

Programme Title Date:

________________________ Location :

Your assessment will be essential not only in evaluating the effectiveness of this programme, but also for planning the future programmes. Please feel free to answer questions frankly and to make any additional comments or suggestions for improving the effectiveness. Please tick [] appropriate column. Fully Mostl Partly To a y little Extent 4 3 1. 2. 3. 4. 5 6. 7. 8. 9. Were the programme objectives met? Did you find the programme sufficiently demanding and stimulating? Did you benefit from this programme? Will the learning help you in enhancing your job effectiveness? To what extent will you be able to transfer learning on to your job? Were usages of methods [like cases, role plays, group work and other aids] effective? Was the programme conducted in a professional manner? Was the course material current, relevant & adequate? Topics to be Added Expanded / 2 1

10

Dropped/ Shortened Suggestions / Comments about any other aspect of the program :

EXHIBIT 10
Reviewing and countersigning authorities for various grade employees.

Grade A, B, C &D E&F G, H I

Reviewing Authority HoD in Grade F or G Unit Head/Functional Head Director Chairman

Countersigning Authority Unit Head/Functional Head at Hqrs Director(R ) Chairman --

EXHIBIT 11
PROMOTION POLICY OF OFFICERS (Gr.A to B & Gr.B to C) GENERAL: 1. There shall be only one channel of promotion. 2. The marking system will be as follows: PDA(Performance) Report Seniority Educational Qualification DPC Total - 45 - 50 - 30 - 05 - 130

2.1 The manner of calculating marks for PDA(Performance) for the last 3 years shall be as under : Outstanding Very Good Satisfactory - 45 - 40 - 30

2.2 The marks for educational qualifications shall be assigned as per Annexure. 3.0 To be eligible for consideration for promotion, the following two conditions shall apply : i) The concerned officer must have completed at least three calendar years of service in the present grade.

ii)

The performance ratings for the last three years should be Satisfactory or higher.

4.0 For calculation of seniority marks, service upto 31st December of the calendar year previous to which the promotions are being made, shall only be counted. 5.0 The Officer : a) should have clean record of service in the previous year; b) should not be undergoing any punishment awarded under disciplinary action; and c) should not have any vigilance case and/or disciplinary proceedings pending against him. 6. In all other matters pertaining to promotions, the existing procedures and

practices will continue.