SUMMER TRAINING

ON
PERFORMANCE APPRAISAL SYSTEM
AND
IT’S IMPACT ON EMPLOYEES OF ONGC

SUBMITTED TO:

MR. DEEPAK NAROLIA

C.M. (HR) – CORP. – PAR
ONGC, TEL BHAVAN, DEHRADUN

SUBMITTED BY:
LEICHOMBAM JAMES SINGH
MBA – 3 SEMESTER, MIMS, M.U.,IMPHAL
RD
 Acknowledgment

At the successful completion of my summer training, I

would like to forward my heart-felt gratitude towards all
the members of this esteemed organization.

My special thanks to BenuPhukon, Chief Manager

(HR) Summer Training Coordinatorfor recruiting me
as a trainee and providing me this lifetime opportunity
to be a part of the organization for 6 w e e k s where I
learned the ‘ N u a n c e s o f B u s i n e s s ’ in a
practical way.

It is my profound pleasure to acknowledge to all those

for their valuable guidance, sincere help, support and
encouragement in conducting my mini project.

I am highly indebted to Mr. Deepak Narolia, C.M.

(HR) – Corp. – PAR for rendering all necessary
guidance, valuable suggestion and all the requirement
assistant in the need of my summer training project.

I would like to extend my heartiest thanks to all the

respondents who furnished me the necessary data and
information by sparing their valuable time. I owe a
profound sense of gratitude for their highly valuable
contribution in making this summer training project a
success.

Leichombam james
Singh
MBA 3rd
Semester
MIMS, Manipur
University
 EXECUTIVE SUMMARY
Oil and Natural Gas Corporation Limited (ONGC) is
engaged in the business of exploration and drilling of crude oil
and natural gas and is the world’s second biggest exploration
and production company ONGC owns and operates more than
11000 kilometers of pipelines in India, including nearly 3200
kilometers of sub-sea pipelines. The company contributes more
than 78% of India’s oil and gas production.

Today, ONGC is the flagship company of India; and making this

possible is a dedicated team of nearly 40,000 professionals who
toil round the clock. It is this toil which amply reflects in the
performance figures and aspirations of ONGC. The company has
adapted progressive policies in scientific planning, acquisition,
utilization, training and motivation of the team. At ONGC
everybody matters, every soul counts.

ONGC has a unique distinction of being a company with in-

house service capabilities in all the activity areas of exploration
and production of oil & gas and related oil field services.

Needless to emphasize, this was made possible by the men &

women behind the machine. Over 18,000 experienced and
technically competent executives mostly scientists and
engineers from distinguished Universities / Institutions of India
and abroad form the core of our manpower. They include
geologists, geophysicists, geochemists, drilling engineers,
reservoir engineers, petroleum engineers, production
engineers, engineering & technical service providers, financial
and human resource experts, IT professionals and so on.

This report concentrates on the study of the performance

appraisal system being practiced in ONGC and to check its
effectiveness and further to suggest and recommend any
possible ways to improve and strengthen its PMS.

INTRODUCTION

TODAY, ONGC IS THE FLAGSHIP COMPANY OF INDIA; AND

MAKING THIS POSSIBLE IS A DEDICATED TEAM OF NEARLY
33,000 PROFESSIONALS WHO TOIL ROUND THE CLOCK. IT IS
THIS TOIL WHICH AMPLY REFLECTS IN THE ASPIRATIONS AND
PERFORMANCE FIGURES OF ONGC. THE COMPANY HAS
ADOPTED PROGRESSIVE POLICIES IN SCIENTIFIC PLANNING,
ACQUISITION, UTILIZATION, TRAINING AND MOTIVATION OF THE
TEAM. AT ONGC, EVERYBODY MATTERS, EVERY SOUL COUNTS.

ONGC HAS A UNIQUE DISTINCTION OF BEING A COMPANY WITH

IN-HOUSE SERVICE CAPABILITIES IN ALL THE ACTIVITY AREAS
OF EXPLORATION AND PRODUCTION OF OIL & GAS AND
RELATED OIL-FIELD SERVICES.

NEEDLESS TO EMPHASIZE, THIS WAS MADE POSSIBLE BY THE

MEN & WOMEN BEHIND THE MACHINE. OVER 18,000
TECHNICALLY-COMPETENT EXPERIENCED SCIENTISTS AND
ENGINEERS, MOSTLY FROM DISTINGUISHED UNIVERSITIES /
INSTITUTIONS OF INDIA AND ABROAD FORM THE CORE OF OUR
EXECUTIVE PROFILE. THEY INCLUDE GEOLOGISTS,
GEOPHYSICISTS, GEOCHEMISTS, DRILLING ENGINEERS,
RESERVOIR ENGINEERS, PETROLEUM ENGINEERS, PRODUCTION
ENGINEERS, ENGINEERING & TECHNICAL SERVICE PROVIDERS,
FINANCIAL AND HUMAN RESOURCE EXPERTS AND IT
PROFESSIONALS.
TODAY’S MODERN MANAGERS USE PERFORMANCE APPRAISAL
TO BUILD A BETTER WORKFORCE THAT IS HIGHLY MOTIVATED
AND BETTER PREPARED TO A QUALITY WORK . PERFORMANCE
APPRAISAL IS IMPORTANT. IT IS THE BEST CHANCE OF THE
MANAGER TO REWARD THE EMPLOYEES FOR THEIR
ACCOMPLISHMENT AND MOTIVATE THEM TO NEW JEWELS OF
PRODUCTIVITY.

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 1956, THE GOVERNMENT OF INDIA ADOPTED THE INDUSTRIAL POLICY

APRIL
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 PROGRAMMES 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
10
THIS THE GOVERNMENT SOLD OFF 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, ONGCVIDESH LTD. (OVL). ONGC HAS MADE MAJOR INVESTMENTS IN VIETNAM,
SAKHALIN AND SUDAN AND EARNED ITS FIRST HYDROCARBON REVENUE FROM ITS
INVESTMENT IN VIETNAM

I. PARTICULARS OF ORGANISATION

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, SHASTRIBHAWAN DR. R.P. MARG, NEW DELHI-
110001

E)SHARE CAPITAL
I) AUTHORISED : 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 16 TH MARCH

2007 IS AS FOLLOWS:

NAME (%)

A) PRESIDENT OF INDIA - 74.13

B) BODY CORPORATES - 10.49
C) FI IS / NRI/ FR/RESIDENT INDIVS - 10.59
D) IFIS /MUTUAL FUND/BANKS - 4.59
E) RESIDENT INDIVIDUALS. - 1.84
F) 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. KESHAVADEVMALAVIYA 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 &GEOTECTONICS 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

II 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 PROGRAMS 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 PROGRAMS 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 ONGC TO DO ITS BUSINESS OPERATION WITHIN THE OBJECTIVES

IS A DUTY OF
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:

OUR VISION

TO BE A WORLD-CLASS OIL AND GAS COMPANY INTEGRATED IN ENERGY BUSINESS WITH

DOMINANT INDIAN LEADERSHIP AND GLOBAL PRESENCE.

OUR 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 :

• DOUBLING RESERVES (I.E. ACCRETING 6 O+OEG) BY 2020;

BILLION TONNES OF
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
ASSETISE THE MONEY.

OUR 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.

ONGC OBJECTIVES
1. OPTIMIZE PRODUCTION OF HYDROCARBONS.
2. SELF RELIANCE IN TECHNOLOGY.
3. PROMOTING INDIGENOUS EFFORTS IN OIL AND GAS RELATED EQUIPMENTS, MATERIAL
AND SERVICE.
4. ASSIST IN CONVERSION OF HYDROCARBONS, MORE EFFICIENT USE OF ENERGY AND
DEVELOPMENT OF ALTERNATE SOURCE OF ENERGY.
5. ENVIRONMENT PROTECTION.
6. GENERATE ADEQUATE RESOURCES FOR REINVESTMENT.
 7. DEVELOP SCIENTIFICALLY ORIENTED AND TECHNICALLY ORIENTED HUMAN RESOURCE
THROUGH MOTIVATION AND TRAINING.

ONGC GROUP COMPANIES

THE ONGC GROUP OF COMPANIES COMPRISES OF –

1. ONGC VIDESH LIMITED (OVL) : OVL IS THE WHOLLY OWN SUBSIDIARY OF

ONGC WHICH HAS BEEN MANDATED TO CARRY OUT INTERNATIONAL E&P BUSINESS
OPERATIONS OF THE PARENT COMPANY.

2. MANGALORE REFINERY AND PETROCHEMICALS LIMITED (MRPL) : THIS IS

A 71.60% SUBSIDIARY OF ONGC. IT IS THE ONLY OTHER LISTED COMPANY BESIDES
PARENT ONGC WITHIN THE ONGC GROUP.

3. ONGC NILE GANGA BV (ONG BV) : THIS IS THE WHOLLY OWNED

SUBSIDIARY OF ONGC VIDESH LIMITED WHICH, IN TURN, IS 100% OWNED BY
ONGC. THE COMPANY WAS INCORPORATED IN NETHERLANDS AND HAS 25%
PARTICIPATING INTEREST IN THE GREATER NILE OIL PROJECT IN SUDAN PRODUCING
CRUDE OIL FROM ON-SHORE BLOCKS EARMARKED FOR THE PURPOSE.

4. ONGC MITTAL ENERGY LIMTED (OMEL) : THIS IS THE JOINT VENTURE

BETWEEN ONGC VIDESH LIMITED AND MITTAL INVESTMENTS SARL IN THE RATIO OF
49.98% : 48.02% WITH SBI CAPITAL HOLDING THE REMAINING 2%. THIS JOINT
VENTURE AIMS TO SOURCE EQUITY OIL AND GAS FROM ABROAD FOR SECURING INDIA’S
ENERGY INDEPENDENCE.

5. ONGC MITTAL ENERGY SERVICES LIMITED (OMESL) : THIS IS THE JOINT

VENTURE BETWEEN ONGC VIDESH LIMITED AND MITTAL INVESTMENTS SARL WITH THE
SAME OWNERSHIP STRUCTURE AS THAT OF OMEL. THIS JOINT VENTURE WILL BE
INVOLVED IN TRADING AND SHIPPING OF OIL AND GAS (INCLUDING LNG) SOURCED BY
OMEL FROM ABROAD.

6. ONGC TRIPURA POWER COMPANY PVT.LTD. (OTPCL) : ONGC HAS

EMBARKED UPON A PROJECT FOR GENERATION OF POWER WITH 750 MW GAS BASED
CLOSED-CYCLE POWER PLANT. THE PROJECT IS BEING DEVELOPED BY A SPV BETWEEN
IL&FS, GOVERNMENT OF TRIPURA AND ONGC WITH AN EQUITY SHARE OF 50%,
24% AND 26% RESPECTIVELY. THE PROJECT IS ESTIMATED TO COST AROUND RS
3800 CRORES AND IS EXPECTED TO BE COMMISSIONED DURING THE FIRST QUARTER OF
2008.

7. KAKINADA REFINERY & PETROCHEMICALS LIMITED (KRPL) : THIS IS A

PUBLIC PRIVATE JOINT VENTURE COMPANY FORMED PURSUANT TO AN MOU BETWEEN
MRPL, KAKINADA SEAPORT LIMITED(KSPL), IL&FS AND AP GOVERNMENT, TO SET
UP AN EXPORT-ORIENTED REFINERY OF 7.5 MMTPA CAPACITY AT KAKINADA IN
COASTAL ANDHRA PRADESH WHICH IS ENVISAGED TO BE INTEGRATED WITH BIO-DIESEL
FACILITY.

8. KAKINADA SEZ LIMITED : IN TUNE WITH THE RECENT INITIATIVES OF MINISTRY

OF COMMERCE AND INDUSTRY, GOVT.OF INDIA, FOR DECLARING SPECIAL ECONOMIC
ZONES (SEZS) TO BOOS INDUSTRIAL GROWTH IN THE COUNTRY, ONGC/MRPL HAS
BECOME CO-PROMOTOR UNDER PUBLIC-PRIVATE PARTNERSHIP TO FORM THIS JOINT
VENTURE COMPANY AND IT IS ENVISTAGED THAT KRPL AND OTHER GAS INFRASTRUCTURE
UNITS WILL BE LOCATED WITHIN THE KAKINADA SEZ TO LIVERAGE FINANCIAL INITIATIVES
AND TO BOLSTER ECONOMIC GROWTH.

9. MANGALORE SEZ LIMITED : WITH A VIEW TO PROVIDING SYNERGY WITH

MRPL, LARGE PETROLEUM AND PETROCHEMICALS BASED PROJECTS ARE ENVISAGED TO BE
DEVELOPED AT MANGALORE. WITH VIEW TO OPTIMIZING THE CAPITAL COST DURING THE
CONSTRUCTION OF THE PROJECT AND SUBSEQUENTLY PROMOTING SALE OF PETROCHEMICAL
INTERMEDIATES, A DECISION WAS TAKEN TO ASSOCIATE WITH A SPECIAL ECONOMIC ZONE
(SEZ) CONTEMPLATED FOR DEVELOPMENT AT MANGALORE. THE SEZ WILL BE AN
SPV WITH KARNATAKA INDUSTRIAL AREAS DEVELOPMENT BOARD (KIEDB),
KARNATAKA CHAMBERS OF COMMERCE AND INDUSTRY (KCCL) AND ONGC BETWEEN
THEM BRINGING IN 49% EQUITY WITH ONGC CONTRIBUTING 26%. IL & FS HAS
OFFERED TO TAKE THE REMAINING 51% EQUITY. THIS SPV IS IN THE PROCESS OF
BEING INCORPORATED.

10. DAHEJ SEZ LIMITED :ONGC PARTICIPATING IN THE INITIATIVE OF GOVT. OF

GUJARAT HAS FORMED A JOINT VENTURE COMPANY UNDER PUBLIC PRIVATE PARTNERSHIP
TO ESTABLISH AND DEVELOP NECESSARY INFRASTRUCTURE FACILITIES WITHIN A LAND OF
1740 HECTARES IN COOPERATION WITH GUJARAT INDUSTRIAL DEVELOPMENT
CORPORATION. ONGC IS CURRENTLY ENGAGED IN IMPLEMENTING ITS C2-C3
EXTRACTION PROJECT, WHICH WILL BE LOCATED WITHIN THIS SEZ.

11. RAJASTHAN REFINERY LIMITED (RRL) : WITH THE RECENT DISCOVERY OF

WAXY OIL IN MANGLA AND OTHER ADJOINING STRUCTURE BY CAIRN ENERGY INDIA, ITS
PSC PARTNER IN RAJASHTAN BLOCK, MRPL HAS BEEN NOMINATED BY GOVT. OF INDIA
AS ITS NOMINEE FOR BUYING THE CRUDE OIL TO BE PRODUCED FROM THIS BLOCK.
MRPL, IN COORDINATION WITH CAIRN ENERGY, AND AS PER DUE FACILITATION BY
RAJASTHAN GOVT., HAS PROPOSED TO FORM A JOINT VENTURE COMPANY NAMED
RAJASTHAN REFINERY LIMITED (RRL), WHICH WILL EXAMINE THE TECHNO-ECONOMIC
VIABILITY OF ESTABLISHING A WELL-HEAD REFINERY OF 7.5 MMPPA CAPACITY AND IF
FOUND FEASIBLE WILL IMPLEMENT THE SAME AT A SUITABLE LOCATION IN RAJASTHAN.

ONGC SPECIALIZES IN
 1. GEOLOGICAL AND GEOPHYSICAL SURVEYS.
2. GEOCHEMICAL STUDIES BIO-STRATIGRAPHIC ANALYSIS.
3. BASIN EVALUATION, TECHNO-ECONOMIC ANALYSIS AND PROSPECT ANALYSIS.
4. FORMATION EVALUATION AND RESERVOIR MODELING.
5. ESTIMATION OF RESOURCE AND RESERVES.
6. APPLICATION OF SECONDARY RECOVERY AND EOR TECHNIQUES.
7. DRILLING OF WILD CAT, EXPLORATORY AND DEVELOPMENT WELLS.
8. OPEN HOLE, CASED HOLE AND PRODUCTION LOGGING.
9. BOTTOM HOLE RESERVOIR STUDIES.
10. DESIGN ERECTION AND MAINTENANCE OF OIL AND GAS PRODUCTION
INSTALLATIONS.
11. ARTIFICIAL LIFT DESIGN, DOWN WHOLE COMPLETION SYSTEMS.
12. REPAIR AND REHABILITATION OF SICK WELLS.
13. STIMULATION TECHNIQUES.
14. LONG DISTANCE TRANSPORTATION OF OIL AND GAS.
15. GAS PROCESSING FOR PRODUCTION OF LPG AND C2/C3.
16. ERECTION AND MAINTENANCE OF GAS SWEETENING PLANTS.
17. CORROSION STUDIES IN OFFSHORE STRUCTURE.
18. TRAINING OF MANPOWER.
19. COMPUTER APPLICATION IN OIL INDUSTRY.
20. ENGINEERING AND CONSTRUCTION OF OFFSHORE PLATFORMS AND PIPELINES.
21. EQUIPMENT MANAGEMENT AND QUALITY ASSURANCE.
22. MATERIALS MANAGEMENT AND LOGISTICS: ONLAND, MARINE AND AIR.
23. CONSTRUCTION AND MAINTENANCE: ONLAND AND OFFSHORE.
24. SAFETY AUDITS AND ENVIRONMENTAL STUDIES.

CORPORATE RECOGNITIONS AND AWARDS

GLOBAL

RANKED NO. 1 E&P COMPANY IN WORLD AS PER ‘PLATTS 250 GLOBAL ENERGY
COMPANIES LIST FOR 2008’.
THE FIRST AND ONLY INDIAN COMPANY TO FEATURE IN THE WORLD’S MOST ADMIRED
COMPANIES 2007 LIST BY FORTUNE MAGAZINE (2007).
RANKED 21ST AMONG TOP 50 PUBLICLY TRADED COMPANIES IN THE OIL AND GAS
INDUSTRY, BASED ON YEAR-END MARKET CAPITALIZATION BY PFC ENERGY (JANUARY
2007)
RANKED 335TH IN FORTUNE GLOBAL 500 LIST FOR 2007, UP FROM 402ND IN
2006 BASED ON REVENUES.
RANKED 20TH AMONG THE GLOBAL PUBLICLY- LISTED ENERGY COMPANIES, AS PER “PC
ENERGY 50”(JANUARY 2008).
LEADS THE LIST OF INDIAN CORPORATE WITH 239TH RANK IN THE FORBES GLOBAL
2000 LIST OF ELITE COMPANIES ACROSS THE WORLD (WITH 34 INDIAN FIRMS) BASED
ON SALES, PROFITS, ASSETS AND MARKET CAPITALIZATION
RECEIVED GOLDEN PEACOCK GLOBAL AWARD FOR EXCELLENCE IN CORPORATE
GOVERNANCE IN 2007, A 3RD TIME

NATIONAL
‘BIGGEST WEALTH CREATOR’ FOR THE PERIOD 2001-06, INSTITUTED BY M/S
MOTILALOSWAL SECURITIES LTD. , 3RD TIME IN A ROW
BESTOWED WITH “AMITY AWARD FOR EXCELLENCE” IN COST MANAGEMENT.
RECEIVED 8 NATIONAL SAFETY AWARDS (MINES) FOR 2002 AND 2003,
ANNOUNCED IN FEBRUARY 2007
TOPPED THE VISIBILITY METRICS IN INDIAN OIL AND GAS SECTOR; THE ONLY PSU IN THE
TOP 10 OF THE LIST OF INDIAN CORPORATE NEWSMAKERS.
BAGGED THE COVETED WINNER’S TROPHY OF THE MAIDEN “EARTH CARE AWARD FOR
EXCELLENCE IN CLIMATE CHANGE MITIGATION AND ADAPTATION” UNDER THE CATEGORY OF
GHG MITIGATION IN THE SMALL/MEDIUM AND LARGE ENTERPRISES.
CONFERRED WITH “PARTNERS IN PROGRESS AWARD”, INSTITUTED BY THE “LEGENDS OF
INDIA”, AN INDEPENDENT ENDEAVOR TO PROMOTE INDIAN ART AND CULTURE WITHIN THE
COUNTY AND ABROAD, FOR ITS SUPPORT AND CONTRIBUTION IN THE FIELD OF ART AND
CULTURE.
CONFERRED WITH “INFRALINE ENERGY EXCELLENCE AWARD” FOR ITS SERVICES TO THE
NATION IN OIL & GAS EXPLORATION AND PRODUCTION CATEGORY.

SWOT ANALYSIS OF ONGC

STRENGTHS
1. HUMAN RESOURCES/ TECHNOLOGY/ FINANCE
2. GOVT. SUPPORT
3. TRAINING & DEVELOPMENT INTERVENTIONS
4. KNOWLEDGE REPOSITORY
5. COMPETENCY MAPPING
6. IT ENABLED INITIATIVES – ICE, SAMPARC, ARCUBE, SCADA.
7. DE-LAYERING IN CORE FUNCTIONS / ACTIVITIES.
8. ALIGNMENT OF POLICIES WITH CHANGING BUSINESS ENVIRONMENT.

WEAKNESSES
1. NO LEVEL PLAYING FIELD IN HIRING, RETENTION & FIRING
2. HIGH EXPECTATION VS. LESS EMPOWERMENT
3. EQUAL OPPORTUNITY EMPLOYER – ACCOUNTABILITY TO STATUTORY AUTHORITIES
4. RESTRICTIVE POLICIES IN COMPENSATION
5. PERIODICITY – TO LONG AND NON-DYNAMIC.
6. PAY - LOW / NARROW BANDS / RESTRICTED INCREMENTS.
7. CEILING ON PERKS & ALLOWANCES/ DISTRIBUTABLE PROFITS/ BONUSES
 8. RETIREMENT BENEFITS /ESOP / VRS
9. SHORTAGE OF TRAINED / COMPETENT PROFESSIONALS.
10. DEARTH OF EDUCATIONAL INSTITUTIONS

OPPORTUNITIES
1. OPENING OF OIL SECTOR
2. DISMANTLING OF APM
3. STRATEGIC ALLIANCES
4. GLOBAL FORAYS

THREATS
1. FROM A MAJOR TO A MARGINAL PLAYER
2. FROM KNOWLEDGE REPOSITORY TO KNOWLEDGE BANKRUPTCY
3. REDUCTION TO A TRAINING AGENT – HIRE / TRAIN / GROOM / GET POACHED.
4. ATTRITION – SENIOR LEVEL ALSO.
HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT IS THE PROCESS OF PROCURING, DEVELOPING AND
MAINTAINING COMPETENT HUMAN RESOURCES IN THE ORGANIZATION SO THAT THE GOALS
OF THE ORGANIZATION ARE ACHIEVED IN AN EFFECTIVE AND EFFICIENT MANNER. IN SHORT,
HRM IS AN ART OF MANAGING PEOPLE AT WORK IN SUCH A MANNER THAT THEY GIVE
THEIR BEST TO THE ORGANIZATION.
ACCORDING TO FLIPPO,” PERSONAL MANAGEMENT OR HUMAN RESOURCE MANAGEMENT IS
THE PLANNING, ORGANIZING, DIRECTING, AND CONTROLLING OF THE PROCUREMENT,
DEVELOPMENT, COMPENSATION, INTEGRATION, MAINTENANCE, AND SEPARATION OF HUMAN
RESOURCES TO THE END THAT INDIVIDUAL, ORGANIZATIONAL AND SOCIAL OBJECTIVES ARE
ACCOMPLISHED”.
THE NATIONAL INSTITUTE OF PERSONAL MANAGEMENT (NIPM) OF INDIA HAS DEFINED
HUMAN RESOURCE MANAGEMENT/PERSONAL MANAGEMENT AS “THAT PART OF THE
MANAGEMENT WHICH IS CONCERNED WITH PEOPLE AT WORK PLACE AND WITH THEIR
RELATIONSHIP WITHIN AN ENTERPRISE. ITS AIM IS TO BRING TOGETHER AND DEVELOP INTO
AN EFFECTIVE ORGANIZATION OF MEN AND WOMEN WHO MAKE UP AN ENTERPRISE AND
HAVING REGARD FOR THE WELL BEING OF THE INDIVIDUALS AND OF THE WORKING
GROUPS, TO ENABLE THEM TO MAKE THEIR BEST CONTRIBUTION TO ITS SUCCESS”

OBJECTIVES:

THE PRIMARY OBJECTIVE OF HRM IS TO ENSURE THE AVAILABILITY OF RIGHT PEOPLE FOR
RIGHTS JOBS AS THE ORGANIZATION GOALS ARE ACHIEVED EFFECTIVELY. THIS PRIMARY
OBJECTIVE CAN FURTHER BE DIVIDED INTO THE FOLLOWING SUB-OBJECTIVES:
1. TO HELP THE ORGANIZATION TO ATTAIN ITS GOALS EFFECTIVELY AND EFFICIENTLY
BY PROVIDING COMPETENT AND MOTIVATED EMPLOYEES.
2. TO UTILIZE THE AVAILABLE HUMAN RESOURCES EFFECTIVELY.
 3. TO INCREASE TO THE FULLEST THE EMPLOYEE’S JOB SATISFACTION AND SELF-
ACTUALIZATION.
4. TO DEVELOP AND MAINTAIN THE QUALITY OF WORK LIFE (QWL) WHICH MAKES
EMPLOYMENT IN THE ORGANIZATION A DESIRABLE PERSONAL AND SOCIAL
SITUATION.
5. TO HELP MAINTAIN ETHICAL POLICIES AND BEHAVIOR INSIDE AND OUTSIDE THE
ORGANIZATION.
6. TO ESTABLISH AND MAINTAIN CORDIAL RELATIONS BETWEEN EMPLOYEES AND
MANAGEMENT.
7. TO RECONCILE INDIVIDUAL/GROUP GOALS WITH ORGANIZATIONAL GOALS.

FUNCTIONS:

THE HUMAN RESOURCES MANAGEMENT (HRM) FUNCTION INCLUDES A VARIETY OF

ACTIVITIES, AND KEY AMONG THEM IS DECIDING WHAT STAFFING NEEDS WE HAVE AND
WHETHER TO USE INDEPENDENT CONTRACTORS OR HIRE EMPLOYEES TO FILL THESE NEEDS,
RECRUITING AND TRAINING THE BEST EMPLOYEES, ENSURING THEY ARE HIGH PERFORMERS,
DEALING WITH PERFORMANCE ISSUES, AND ENSURING YOUR PERSONNEL AND MANAGEMENT
PRACTICES CONFORM TO VARIOUS REGULATIONS. ACTIVITIES ALSO INCLUDE MANAGING OUR
APPROACH TO EMPLOYEE BENEFITS AND COMPENSATION, EMPLOYEE RECORDS AND
PERSONNEL POLICIES. USUALLY (FOR-PROFIT OR NONPROFIT) HAVE TO
SMALL BUSINESSES
CARRY OUT THESE ACTIVITIES THEMSELVES BECAUSE THEY CAN'T YET AFFORD PART-TIME
OR FULL-TIME HELP. HOWEVER, THEY SHOULD ALWAYS ENSURE THAT EMPLOYEES HAVE --
AND ARE AWARE OF -- PERSONNEL POLICIES WHICH CONFORM TO CURRENT REGULATIONS.
THESE POLICIES ARE OFTEN IN THE FORM OF EMPLOYEE MANUALS, WHICH ALL EMPLOYEES
HAVE.
THERE IS A LONG-STANDING ARGUMENT ABOUT WHERE HR-RELATED FUNCTIONS SHOULD
BE ORGANIZED INTO LARGE ORGANIZATIONS, E.G., "SHOULD HR BE IN THE
ORGANIZATION DEVELOPMENT DEPARTMENT OR THE OTHER WAY AROUND?"
THE HRM FUNCTION AND HRD PROFESSION HAVE UNDERGONE TREMENDOUS CHANGE
OVER THE PAST 20-30 YEARS. MANY YEARS AGO, LARGE ORGANIZATIONS LOOKED TO
THE "PERSONNEL DEPARTMENT," MOSTLY TO MANAGE THE PAPERWORK AROUND HIRING
AND PAYING PEOPLE. MORE RECENTLY, ORGANIZATIONS CONSIDER THE "HR
DEPARTMENT" AS PLAYING A MAJOR ROLE IN STAFFING, TRAINING AND HELPING TO
MANAGE PEOPLE SO THAT PEOPLE AND THE ORGANIZATION ARE PERFORMING AT MAXIMUM
CAPABILITY IN A HIGHLY FULFILLING MANNER.
 HR VISION, MISSION & OBJECTIVES
HR VISION

"TO BUILD AND NURTURE A WORLD CLASS HUMAN CAPITAL FOR LEADERSHIP IN ENERGY
BUSINESS".

HR MISSION

"TO ADOPT AND CONTINUOUSLY INNOVATE BEST-IN-CLASS HR PRACTICES TO SUPPORT

BUSINESS LEADERS THROUGH ENGAGED, EMPOWERED AND ENTHUSED EMPLOYEES".

HR OBJECTIVES

ENRICH AND SUSTAIN THE CULTURE OF INTEGRITY, BELONGINGNESS, TEAMWORK,

ACCOUNTABILITY AND INNOVATION.
ATTRACT, NURTURE, ENGAGE AND RETAIN TALENT FOR COMPETITIVE ADVANTAGE.
ENHANCE EMPLOYEE COMPETENCIES CONTINUOUSLY.
BUILD A JOYOUS WORK PLACE.
PROMOTE HIGH PERFORMANCE WORK SYSTEMS.
UPGRADE AND INNOVATE HR PRACTICES, SYSTEMS AND PROCEDURES TO GLOBAL
BENCHMARKS.
PROMOTE WORK LIFE BALANCE.
MEASURE AND AUDIT HR PERFORMANCE.
PROMOTE WORK LIFE BALANCE.INTEGRATE THE EMPLOYEE FAMILY INTO THE
ORGANISATIONALFABRIC.
INCULCATE A SENSE OF CORPORATE SOCIAL RESPONSIBILITIES AMONG EMPLOYEES.

MEASURING HR PERFORMANCE

HR PARAMETERS HAVE BEEN INCORPORATED IN THE MOU BY ONGC SINCE 1994-

95, TO SYSTEMATICALLY AND SCIENTIFICALLY EVALUATE EFFECTIVENESS OF HR SYSTEMS,
WHICH ENABLES AND FACILITATES TIME BOUND INITIATIVES.

HR PARAMETERS OF MOU FOR 2009-2010

MENTORING AND COACHING
HR AUDIT
ENGAGEMENT SURVEY
CONTINUOUS PROFESSIONAL EDUCATION CREDIT COURSE FOR FINANCE EXECUTIVES OF
ONGC.

A MOTIVATED TEAM

HR POLICIES ATONGC REVOLVE AROUND THE BASIC TENET OF CREATING A HIGHLY

MOTIVATED, VIBRANT & SELF-DRIVEN TEAM. THE COMPANY CARES FOR EACH & EVERY
EMPLOYEE AND HAS IN-BUILT SYSTEMS TO RECOGNISE& REWARD THEM PERIODICALLY.
MOTIVATION PLAYS AN IMPORTANT ROLE IN HR DEVELOPMENT. IN ORDER TO KEEP ITS
EMPLOYEES MOTIVATED THE COMPANY HAS INCORPORATED SCHEMES SUCH AS REWARD
AND RECOGNITION SCHEME, GRIEVANCE HANDLING SCHEME AND SUGGESTION SCHEME.

INCENTIVE SCHEMES TO ENHANCE PRODUCTIVITY

PRODUCTIVITY HONORARIUM SCHEME

JOB INCENTIVE
QUARTERLY INCENTIVE
RESERVE ESTABLISHMENT HONORARIUM
ROLL OUT OF SUCCESSION PLANNING MODEL FOR IDENTIFIED KEY POSITIONS
GROUP INCENTIVES FOR COHESIVE TEAM WORKING, WITH A VIEW TO ENHANCE
PRODUCTIVITY

TRAINING & DEVELOPMENT

AN INTEGRAL PART OF ONGC’S EMPLOYEE-CENTRED POLICIES IS IT’S THRUST ON THEIR

KNOWLEDGE UPGRADATION AND DEVELOPMENT. ONGC ACADEMY, PREVIOUSLY KNOWN
AS INSTITUTE OF MANAGEMENT DEVELOPMENT (IMD), WHICH HAS AN ISO 9001
CERTIFICATION, ALONG WITH 7 OTHER TRAINING INSTITUTES, PLAY A KEY ROLE IN KEEPING
OUR WORKFORCE AT PACE WITH GLOBAL STANDARDS.

ONGC ACADEMY, IS THE PREMIER NODAL AGENCY RESPONSIBLE FOR DEVELOPING THE
HUMAN RESOURCE OF ONGC. IT ALSO FOCUSES ON MARKETING ITS HRD EXPERTISE IN
THE FIELD OF EXPLORATION & PRODUCTION OF HYDROCARBONS. ONGC’S SPORTS
PROMOTION BOARD, THE APEX BODY, HAS A COMPREHENSIVE SPORTS POLICY THROUGH
WHICH TOP HONOURS IN SPORTS AT NATIONAL AND INTERNATIONAL LEVELS HAVE BEEN
ACHIEVED.

TRANSFORMING THE ORGANIZATION

ONGC HAS UNDERTAKEN AN ORGANIZATION TRANSFORMATION EXERCISE IN WHICH HR
HAS TAKEN A LEAD ROLE AS A CHANGE AGENT BY EVOLVING A COMMUNICATION STRATEGY
TO ENSURE INVOLVEMENT AND PARTICIPATION AMONG EMPLOYEES IN VARIOUS WORK
CENTERS. EXCLUSIVE WORKSHOPS AND INTERACTIONS/BRAINSTORMING SESSIONS ARE
ORGANIZED TO FACILITATE INVOLVEMENT OF EMPLOYEES IN THIS PROJECT.

PARTICIPATIVE CULTURE

POLICIES AND POLICY MAKERS AT ONGC HAVE ALWAYS HAD THE INTERESTS OF THE
LARGE AND MULTI-DISCIPLINED WORKFORCE AT HEART AND HAVE BEEN AWARE OF THE
NUANCES AND SIGNIFICANCE OF CORDIAL INDUSTRIAL RELATIONS. BY ENABLING WORKERS
TO PARTICIPATE IN MANAGEMENT, THEY ARE PROVIDED WITH AN INFORMATIVE,
CONSULTATIVE, ASSOCIATIVE AND ADMINISTRATIVE FORUM FOR INTERACTIVE
PARTICIPATION AND FOR FOSTERING AN INNOVATIVE CULTURE.

IN FACT, ONGC HAS BEEN ONE OF THE FEW ORGANIZATIONS WHERE THIS METHOD HAS
BEEN IMPLEMENTED. IT HAS HAD A POSITIVE IMPACT ON THE OVERALL OPERATIONS SINCE
IT HAS LED TO ENHANCED EFFICIENCY AND PRODUCTIVITY AND REDUCED WASTAGES AND
COSTS.

A MODEL CORPORATE CITIZEN

RESPECT AND DIGNITY ARE THE KEY VALUES THAT UNDERLINE THE RELATIONSHIP ONGC
HAS WITH ITS HUMAN ASSETS. CONSCIOUS ABOUT ITS RESPONSIBILITY TO SOCIETY
ONGC HAS EVOLVED GUIDELINES FOR SOCIO-ECONOMIC DEVELOPMENT PROGRAMMES
IN AREAS AROUND ITS OPERATIONS ALL OVER THE COUNTRY.

EDUCATION
HEALTH CARE AND FAMILY WELFARE
COMMUNITY DEVELOPMENT
PROMOTION OF SPORTS AND CULTURE
CALAMITY RELIEF
DEVELOPMENT OF INFRASTRUCTURAL FACILITIES
DEVELOPMENT OF THE SOCIALLY & ECONOMICALLY WEAKER SECTIONS OF SOCIETY
BENEFIT AND WELFARE

SPORTS

AROUND 150 SPORTSPERSONS INCLUDING 95 INTERNATIONAL LEVEL PERFORMERS ARE

ON THE ROLLS OF ONGC REPRESENTING YOUR COMPANY IN 15 DIFFERENT GAMES.
 ONGC HOSTED THE ONGC NEHRU CUP INTERNATIONAL INVITATIONAL TOURNAMENT
DURING 2007-08.
CHESS QUEEN KONERU HUMPY WAS CONFERRED WITH PADMASHRI AND BADMINTON
ACE CHETANANAND RECEIVED THE ARJUNA AWARD.
REIGNING WORLD BILLIARDS CHAMPION PANKAJADVANI RETAINED HIS TITLE AFTER AN
'ALL ONGC FINAL' IN WHICH DHRUVSITWALA WAS THE RUNNER-UP
ARJUNA AWARDEE VIRENDERSEHWAG BECAME THE FIRST INDIAN AND THIRD CRICKETER
TO SCORE TWO TRIPLE TEST CENTURIES.
ONGC WON THE PETROLEUM MINISTER'S PSPB TROPHY FOR OVERALL BEST
PERFORMANCE IN 2007-08 FOR THE FIFTH YEAR IN SUCCESSION

CORPORATE SOCIAL RESPONSIBILITY

ONGC IS SPEARHEADING THE UNITED NATIONS GLOBAL COMPACT - WORLD'S

BIGGEST CORPORATE CITIZENSHIP INITIATIVE TO BRING INDUSTRY, UN BODIES, NGOS,
CIVIL SOCIETIES AND CORPORATE ON THE SAME PLATFORM.

DURING THE YEAR, YOUR COMPANY HAS UNDERTAKEN VARIOUS CSR PROJECTS AT ITS
WORK CENTRES AND CORPORATE LEVEL.

WOMEN EMPOWERMENT
WOMEN EMPLOYEES CONSTITUTE ABOUT 5%ONGC'S WORKFORCE. VARIOUS
OF
PROGRAMMES FOR EMPOWERMENT AND DEVELOPMENT, INCLUDING PROGRAMME ON
GENDER SENSITIZATION ARE ORGANIZED REGULARLY.

ORGANISATION CHART
 PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL IS A PROCESS OF ASSESSING, SUMMARIZING AND DEVELOPING
THE WORK PERFORMANCE OF AN EMPLOYEE DURING ASSESSMENT PERIOD.
IT IS THE SYSTEMATIC EVALUATION OF THE INDIVIDUAL WITH RESPECT TO HIS
PERFORMANCE ON THE JOB, HIS POTENTIAL FOR DEVELOPMENT AND ASSESSMENT OF HIS
DEVELOPMENT NEEDS.PERFORMANCE APPRAISAL
PERFORMANCE APPRAISAL CAN BE DEFINED AS THE PROCESS OF EVALUATING THE
PERFORMANCE OF AN EMPLOYEE & COMMUNICATING THE RESULT OF THE EVALUATION TO
HIM FOR THE PURPOSE OF REWARDING & DEVELOPING THE EMPLOYEE. ACCORDING TO
MICHAEL ARMSTRONG “PERFORMANCE APPRAISAL IS A FORMAL ASSESSMENT & RATING
OF INDIVIDUAL BY THEIR MANAGERS AT USUALLY AT ANNUAL REVIEW MEETING.”
PERFORMANCE CAN BE DEFINED AS THE DEGREE OF ACCOMPLISHMENT OF TASKS BY AN
EMPLOYEE IN HIS JOB. IN SOME ORGANIZATIONS IT IS MEASURE OF THE RESULT ACHIEVED
& TARGET ACCOMPLISHED WHEREAS IN OTHERS, IT IS A MEASURE OF EMPLOYEE EFFORTS
& BEHAVIOR. HOWEVER MOST ORGANIZATIONS USE A COMBINATION OF BOTH EFFORTS &
RESULTS. PERFORMANCE APPRAISAL IS ALSO TERMED AS PERFORMANCE REVIEW, ANNUAL
REVIEW & ANNUAL APPRAISAL.

THE APPRAISAL PROCESS

1. THE FIRST STEP IN THE APPRAISAL PERFORMANCE PROCESS IS THE DETERMINATION

OF STANDARD OF PERFORMANCE BASED ON THE ORGANIZATIONAL OBJECTIVES
&JOB DESCRIPTIONS.
2. THE NEXT STEP OF PERFORMANCE APPRAISAL IS THE MEASUREMENT OF
EMPLOYEE’S PERFORMANCE AGAINST THE PRE-DETERMINED GOAL &
STANDARDS.
3. THE NEXT STEP IS THE ACTUAL PROCESS OF MEASUREMENT. PERFORMANCE
APPRAISAL HAS TO BE A CONTINUOUS PROCESS & FEEDBACK SHOULD BE GIVEN TO
THE EMPLOYEE AT REGULAR INTERVALS.
4. THE NEXT STEP IS THE VERY CRITICAL STEP & INVOLVES COMMUNICATING THE
RESULT OF THE APPRAISAL TO THE EMPLOYEE CONCERNED.
5. ONCE APPRAISAL IS FINALIZED AFTER DISCUSSING IT WITH THE EMPLOYEES, IT
HAS TO BE PUT EFFECTIVE USE.

IMPORTANCE OF PERFORMANCE APPRAISAL

PARS ARE REQUIRED FOR MANPOWER RESOURCE DEVELOPMENT ACTIVITIES LIKE:-

1. QUANTIFICATION OF WORK PLAN AND PERFORMANCE

2. POTENTIAL ASSESSMENT FOR CAREER GROWTH AND PROMOTIONS
3. PLACEMENTS AND LATERAL SHIFTING ETC.
4. STRATEGIC ASSIGNMENTS /BOARD LEVEL SELECTION IN RESPECT OF SENIOR
OFFICERS
5. DEPUTATION
6. MAPPING DEVELOPMENTAL NEEDS
 7. TALENT MANAGEMENT INITIATIVES
8. GROOMING AND SUCCESSION PLANNING
9. RECOGNITION & AWARDS
10. MOTIVATING PRODUCTIVITY AND IDENTIFICATION OF TRUE PERFORMERS.

THE APPRAISER

THE APPRAISER IS THOSE PEOPLE WHO ACCESS THE PERFORMANCE OF A PERSON OR AN

EMPLOYEE. IN MORE RECENT CONCEPT 360
LIKE DEGREE FEEDBACK, THE
PEER/COLLEAGUES OF THE EMPLOYEE, HIS SUPPLIER, HIS CUSTOMER, & EVEN HIS
SUBORDINATE PLAY A ROLE IN ASSESSING HIS PERFORMANCE.

SELF-APPRAISAL

AS HAS BEEN DISCUSSED EARLIER SELF-APPRAISAL IS THE COMMON PRACTICE TODAY,

WITH THE EMPLOYEE BEING GIVEN A ROLE IN EVALUATING THEIR OWN PERFORMANCE. THE
EMPLOYEE HIMSELF IS BEST EQUIPPED TO EVALUATE HIS PERFORMANCE BECAUSE HE
UNDERSTANDS HIS STRENGTHS & WEAKNESSES THE BEST.

SUPERVISOR

IT IS THE RESPONSIBILITY OF THE SUPERVISOR TO ENSURE THAT HIS SUBORDINATE

PERFORM THEIR JOBS WELL. HENCE THE AUTHORITY TO EVALUATE THE EMPLOYEES’
PERFORMANCE HAS TRADITIONALLY BEEN WITH THE SUPERVISOR.
PEERS

PEER EVALUATION IS VERY SENSITIVE AREA AS IT MAY LEAD TO FALSE & UNHEALTHY
APPRAISAL BECAUSE OF COMPETITION AMONG PEERS. THE ORGANIZATION HAS TO REACH
AN ADVANCED STAGE OF DEVELOPMENT BEFORE IT CAN HANDLE PEER APPRAISAL.

CUSTOMERS

THE PERFORMANCE OF AN EMPLOYEE HAS A DIRECT & IMMEDIATE IMPACT ON HIS

CUSTOMER EITHER INTERNAL OR EXTERNAL. IN SERVICE ORGANIZATION LIKE BANKS &
HOTELS CUSTOMER FEEDBACK HAS BECOME THE MOST IMPORTANT TOOL IN EVALUATING
THE EMPLOYEE’S PERFORMANCE.

SUBORDINATES

THE CONCEPT OF SUBORDINATE EVALUATING THE PERFORMANCE OF HIS SUPERVISOR YET

TO GAIN ACCEPTANCE IN MOST INDIAN COMPANIES. THE INDIAN CULTURE DOES NOT
ENCOURAGE THE IDEA OF SUBORDINATE APPRAISAL.
PERFORMANCE APPRAISAL METHODS
1. MANAGEMENT BY OBJECTIVE OR GOAL SETTING.
2. GRAPHIC RATING SCALE.
3. WORK STANDARD APPROACH.
4. ESSAY APPRAISAL.
5. CRITICAL INCIDENCE METHOD.
6. FORCED CHOICE RATING METHOD.
7. POINT ALLOCATION METHOD.
8. RANKING METHOD.
9. CHECK LIST.
10. BEHAVIORAL ANCHORED RATING SCALE.(BARS)
11. 360 DEGREE PERFORMANCE APPRAISAL.
12. TEAM APPRAISAL.
13. BALANCED SCORECARD METHOD.
PERFORMANCE APPRAISAL SYSTEM AT
ONGC

PERFORMANCE APPRAISAL REPORT IS AN INDEX OF AN EMPLOYEE’S WORK PERFORMANCE

OVER A GIVENPERIOD OF TIME. IT IS CRUCIAL FOR HIS OR HER CAREER GROWTH AS IT
INDICATES THE STRENGTHS, WEAKNESSES, TRAINING NEEDS, NATURE OF JOB BEING
PERFORMED AND PROBLEMS FACED IN WORK SITUATION.

THE OBJECTIVES OF THE PERFORMANCE APPRAISAL SYSTEM AT ONGC ARE:

• TO SET NORMS AND TARGETS OF WORK PERFORMANCE, AS WELL AS, TO MONITOR
THE WORK PROGRESS OF EMPLOYEES.
• TO FACILITATE PLACEMENT OF EMPLOYEES IN ACCORDANCE WITH THEIR SUITABILITY
FOR DIFFERENTTYPES OF ASSIGNMENTS.
• TO PROVIDE AN OBJECTIVE BASIS FOR DETERMINATION OF MERIT, EFFICIENCY AND
SUITABILITY FORTHE PURPOSE OF PROMOTION.
• TO IDENTIFY AREAS REQUIRING EXPOSURE FOR TRAINING AND DEVELOPMENT.
THE PERFORMANCE APPRAISAL SYSTEM SEEKS TO EVALUATE:
• THE WORK PERFORMANCE OF AN EMPLOYEE ON THE PRESENT JOB IN RELATION TO
THE EXPECTEDLEVELS OF PERFORMANCE, BOTH QUALITATIVE AND QUANTITATIVE.
THE EXTENT OF DEVELOPMENT ACHIEVED BY THE EMPLOYEE DURING THE PERIOD
UNDER REVIEW.
• EVALUATION OF BEHAVIORAL ATTRIBUTES, ATTITUDES AND ABILITIES.
• EVALUATION OF POTENTIALS FOR ASSUMING HIGHER RESPONSIBILITY.
THE APPRAISAL COVERS:
• PERFORMANCE DURING THE PERIOD FROM 1ST APRIL TO 31ST MARCH OF EVERY
YEAR.
• ALL REGULAR EMPLOYEES OF THE COMPANY.
A) NON EXECUTIVES.
B) EXECUTIVES
THE APPRAISAL FORM PAR/ACR IS FILLED IN RESPECT OF ALL SUCH EMPLOYEES WHO
HAVE SERVED FOR APERIOD OF AT LEAST FOUR MONTHS IN THE ORGANIZATION DURING
THE RELEVANT YEAR.

PROCEDURE

PAR/ACR IN RESPECT OF AN EMPLOYEE IS REQUIRED TO BE ASSESSED BY LEVELS

INDICATED BELOW:
➢ BY THE REPORTING OFFICER UNDER WHOM EMPLOYEE IS WORKING.
➢ BY THE REVIEWING OFFICER.
➢ THE REPORTING OFFICER FOR WRITING PAR OF AN EMPLOYEE OF CLASS III/IV
AND E-0 LEVELCATEGORY WILL BE THE EXECUTIVE UNDER WHOSE CONTROL THE
EMPLOYEE IS WORKING. THEREVIEWING OFFICER WILL BE OF ONE GRADE ABOVE THE
GRADE OF REPORTING OFFICER. THE PAR’SIN RESPECT OF CLASS III/IV EMPLOYEES
DULY REVIEWED IS MAINTAINED ATREGION/INSTITUTE/HEADQUARTERS GROUP WISE IN
THE CONCERNED ESTABLISHMENT SECTION/PAR SECTIONS.
➢ THE PAR IN RESPECT OF E-0 TO E-6 LEVEL EXECUTIVES IS BEING MAINTAINED
IN PAR
DEPARTMENTS AT HEADQUARTERS OF R&P DIVISION.
➢ AS REGARDS E-7 AND ABOVE ALL SUCH REPORTS WHICH ARE RECEIVED FROM
REGIONS/INSTITUTES/HEADQUARTERS ARE MAINTAINED AT CHAIRMAN-CUM-
MANAGING DIRECTOR’S OFFICE. THE REVIEWING OFFICER WILL BE THE OFFICER
TO WHOM THE EXECUTIVE REPORTS FOR HIS DAY TO DAY WORK. REVIEW OF
THE PAR WILL BE DONE BY THE EXECUTIVES TO WHOM THE REPORTING OFFICER
IS RESPONSIBLE FOR HIS FUNCTIONS. ACCEPTING AUTHORITY WILL BE THE
EXECUTIVE HIGHER THAN THE REVIEWING OFFICER AT DIFFERENT LEVELS
DEPENDING UPON THE NATURE OF THE GRADES AS PER DELEGATION OF POWERS IN
PAR RULES.

THE PERFORMANCE APPRAISAL REPORTS OF EXECUTIVES OF E-6 LEVEL I.E. DEPUTY

GENERAL
MANAGER AND ABOVE WILL BE SUBMITTED TO CONCERN FUNCTIONAL DIRECTOR FOR FINAL
REVIEWAND ACCEPTANCE.

• THE PERFORMANCE APPRAISAL REPORTS OF EXECUTIVES OF E-5 LEVEL I.E. CHIEF

MANAGER AND
EQUIVALENT WILL BE REVIEWED BY THE RD/ED/NOMINEE OF THE DIRECTOR
CONCERNED.
• THE PERFORMANCE APPRAISAL OF THE EXECUTIVE UPTO E-4 LEVEL I.E. MANAGER AND
EQUIVALENTWOULD BE REVIEWED BY THE FUNCTIONAL HEAD/GM/CGM NOT LESS THAN
E-7.

EMPLOYEES LEVEL AND ITS

DESIGNATION

LEVEL DESIGNATION
1. E – 9 EXECUTIVE DIRECTORS
2. E – 8 GROUP GENERAL MANAGERS
3. E – 7 GENERAL MANAGERS
4. E – 6 DEPUTY GENERAL MANAGERS
5. E – 5 CHIEF MANAGER/CHIEF GEOPHYSICIST/
CHIEF GEOLOGIST/CHIEF CHEMIST/CHIEF ENGINEER
6. E–4 MANAGER/SUPERINTENDING GEOPHYSICIST/
SUPERINTENDING GEOLOGIST/SUPERINTENDING/
CHEMIST SUPERINTENDING ENGINEER
7. E–3 DEPUTY MANAGER/ DEPUTY SUPERINTENDING GEOPHYSICIST/
DEPUTY SUPERINTENDING GEOLOGIST/ DEPUTY SUPERINTENDING
CHEMIST/ DEPUTY SUPERINTENDING ENGINEER
8. E–2 SENIOR (**) OFFICER/ASSISTANT EXECUTIVE ENGINEER/
SENIOR GEOLOGIST/SENIOR CHEMIST
9. E–1 (**) OFFICER/ ASSISTANT EXECUTIVE ENGINEER/
GEOPHYSICIST/GEOLOGIST/CHEMIST
10. E–0 ASSISTANT (**) OFFICER/ASSISTANT ENGINEER/
PERSONAL SECRETARY
11. S – IV CHIEF SUPERINTENDENT/SENIOR FOREMAN
12. S – III SENIOR SUPERINTENDENT/SENIOR FOREMAN
13. S – II SUPERINTENDENT/ FOREMAN
14. S–I ASSISTANT SUPERINTENDENT/ASSISTANT FOREMAN
15. A–V JUNIOR ENGINEER/JUNIOR SUPERINTENDENT/
JUNIOR ACCOUNTANT
16. A – IV TOP MAN/CHARGE MAN/ASSISTANT GRADE I
17. A – III JUNIOR TECHNICIAN/RIG MAN/ASSISTANT GRADE II
18. A – II ASSISTANT JUNIOR TECHNICIAN/ASSISTANT RIG MAN/
ASSISTANT GRADE III
19. A–1 JUNIOR ASSISTANT TECHNICIAN/JUNIOR ASSISTANT
20. W – VII HEAD WORKER
21. W – VI DEPUTY HEAD WORKER
22. W–V SENIOR WORKER
23. W – IV ATTENDANT GRADE -I
24. W – III ATTENDANT GRADE -II
25. W – II ATTENDANT GRADE -III
26. W–I JUNIOR ATTENDANT

PERFORMANCE APPRAISAL REPORT

INTRODUCTION

WITH A VIEW TO ESTABLISH A TRANSPARENT, OBJECTIVE AND MULTIDIMENSIONAL

PERFORMANCE EVALUATION SYSTEM AND TO INTRODUCE PERFORMANCE CONTRACTING
PROCESS IN ALIGNMENT WITH INDUSTRY BEST PRACTICES, A NEED WAS FELT TO IMPLEMENT
ONLINE PERFORMANCE APPRAISAL SYSTEM IN ONGC. EC IN ITS 321ST MEETING
HELD ON 23.04.08 AT DELHI APPROVED THE INTRODUCTION OF THE ONLINE PAR
SYSTEM (E-PAR), W.E.F THE APPRAISAL YEAR 2008-09.

FOLLOWING ARE THE SALIENT FEATURES OF THE E-PAR SYSTEM:

1. AS IN THE EXISTING SYSTEM, THE NEW PAR SYSTEM ALSO HAS TWO
COMPONENTS, I.E., THE PERFORMANCE APPRAISAL COMPONENT AND POTENTIAL
APPRAISAL COMPONENT. THE TOTAL MARKS FOR BOTH REMAIN THE SAME AS BEFORE,
I.E., 100 FOR PERFORMANCE AND 50 FOR POTENTIAL, AND SO ALSO THE MECHANISM
FOR ARRIVING AT THE OVERALL WEIGHTED SCORE, FOR DIFFERENT LEVELS. HOWEVER IN
THE E- PAR SYSTEM, IN ADDITION TO MAKING THE PROCESS FULLY ONLINE, CERTAIN
STRUCTURAL CHANGES IN ASSESSMENT OF PERFORMANCE HAVE BEEN INCORPORATED.
2. PERFORMANCE ASSESSMENT HAS BEEN MADE MORE OBJECTIVE THROUGH
KEY RESULT AREAS (KRAS) WITH KEY PERFORMANCE INDICATORS (KPIS) AS
APPLICABLE SPECIFIC TO ANY POSITION/ASSIGNMENT, WHICH ARE TO BE DEFINED JOINTLY
BY APPRAISEE AND APPRAISER, AT THE BEGINNING OF THE YEAR. THE EVALUATION
METHODOLOGY ENVISAGED IN THE E-PAR SYSTEM FOR PERFORMANCE AND POTENTIAL
SHALL BE AS FOLLOWS:-

PERFORMANCE APPRAISAL:

THE PERFORMANCE APPRAISAL HAS BEEN DIVIDED IN 4 KRAS I.E., (1) QUANTITATIVE
& TIMELINESS, (2) SYSTEM IMPROVEMENT (3) HSE/OFFICE MANAGEMENT AND
(4) QUALITATIVE ASPECTS. THE FIRST KRA CAN HAVE A MINIMUM OF 1 KPI AND A
MAXIMUM OF 5 KPIS AND THEIR RELATIVE WEIGHTAGE WITHIN THE ALLOTTED MARKS
NEED TO BE JOINTLY SET AT THE BEGINNING OF THE ASSESSMENT PERIOD, WITH AFACILITY
FOR MID-TERM REVIEW TO ACCOMMODATE SITUATIONS WHERE MODIFICATION MIGHT BE
REQUIRED. THE OTHER KRAS ARE ENVISAGED FOR ASSESSMENT BY THE APPRAISER
ONLY.
POTENTIAL APPRAISAL:
THE POTENTIAL ASSESSMENT COMPONENT HAS BEEN RETAINED LARGELY THE SAME WITH
MINOR ENHANCEMENT BY INCLUSION OF “PUNCTUALITY” AS A PART OF ONE OF THE
ATTRIBUTES.

ANNEXURE- I(A) AND I(B) GIVE DETAILED ILLUSTRATION OF THE ABOVE ASSESSMENT
MECHANISM FOR PERFORMANCE & POTENTIAL RESPECTIVELY.

ANOTHER CHANGE IS THE INCORPORATION OF A FACILITY TO RECORD RECEIPT OF ANY

MERITORIOUS AWARD, DURING THE ASSESSMENT PERIOD.

3. IN THE INITIAL PHASE, THE

PAR OF E1-E6 LEVELS SHALL BE E-ENABLED W.E.F
ASSESSMENT YEAR 2008-09 TO BE FOLLOWED BY THE REMAINING CATEGORIES
IN SUBSEQUENT PHASES.

4. THE SYSTEM HAS BEEN CONFIGURED ON SAP PLATFORM AND EMPLOYEE WILL HAVE
ACCESS
THROUGH SAMPARC (ESS PORTAL).

5. A FLOW-CHART INDICATING THE TOTAL ONLINE PROCESS, TOGETHER WITH TIME

SCHEDULES FOR DIFFERENT SUB ACTIVITIES FOR THE PRESENT YEAR ARE AS FOLLOWS:

TIME SCHEDULE FOR E-PAR PROCESS (2008-

09)
 Inputs from Heads/COs (L-III) PAR officers
Maintenance of ID No. 31st May
based reporting table

PAR officers 3rd June

Generation of e-PAR in system

15th Jul-15th
Transfer/Backlog Cases Appraisee/Appraiser Aug (Transfer
4th – 16th June
Joint setting of KRAs cases)

Extend date
Appraisee/Appraiser
for late
Mid tern Review of KRAs 1st -31st Oct. joining

Appraisee/Appraise
r 1st -30th April
Final assessment of
pre previous year

Reviewing Officer 15th May

Co-Review of L-III under

functional control of Corp. Moderation 30th June
Chiefs (by 15th June)

Acceptance 31st July

Acceptance E6 LIII/LII Acceptance

Admin Director Mentoring Director

Acceptance In case of CMD

Mentor Director difference

End

6. IN ADDITION TO SETTING KRAS/KPIS, ANOTHER VERY IMPORTANT STEP IS

CAPTURING THE
REPORTING CHAIN FOR EVERY INDIVIDUAL EMPLOYEE. THESE DATA WOULD BE
UPLOADED BY
RESPECTIVE PAR OFFICERS, IN CONSULTATION WITH CONTROLLING OFFICERS/KEY
EXECUTIVES.
THE REQUIREMENTS OF JOINT APPRAISAL/ REVIEW/ ACCEPTANCE AS PER
ADMINISTRATIVE
DIRECTIVES HAVE ALSO BEEN MAPPED IN THE PROCESS.

7. A EXTRACT OF THE PRESENTATION ON THE ONLINE PAR PROCESS – E-PAR, AS

MADE TO EC IS
BEING UPLOADED IN THE OR.NET, WHICH MAY BE REFERRED FOR FURTHER CLARITY ON
THE PROCESS?
 8. INITIAL TRAINING OF ALL PAR OFFICERS FAMILIARIZING THEM ON THE NEW
PROCESS, AND ITS
MAPPING ON THE ICE SYSTEM HAS BEEN IMPARTED DURING MARCH 10 AND MAY
23-24, 2008.

9. A JOINT TEAM OF HRD AND ICE WOULD BE VISITING DIFFERENT WORK CENTERS
FOR
FAMILIARIZATION WORKSHOPS AND HANDHOLDING. LOCATION PAR OFFICERS AND I/CS
HR-ER WOULD FACILITATE THESE ACTIVITIES.

10. FOR SYSTEM RELATED QUERIES, ICE HELPDESK AT DELHI AND FOR PROCESS RELATED
MATTERS;CORPORATE PAR OFFICE MAY BE APPROACHED.

THE IMPLEMENTATION OF THE ONLINE PAR SYSTEM IS A MAJOR INNOVATION IN HR THAT

WILL HAVE STRATEGIC BEARINGS IN MANY HR PROCESSES IN FUTURE. TO ENSURE
SMOOTH AND SYSTEMATIC IMPLEMENTATION OF THIS HR INITIATIVE, PROACTIVE SUPPORT
AND CO-OPERATION OF ALL CONCERNED ARE EARNESTLY SOLICITED. FURTHER, KEY
EXECUTIVES ARE REQUESTED TO FACILITATE AND TO ENSURE ADHERENCE TO THE
TIMELINES IN THEIR RESPECTIVE WORK CENTERS.
 KRA Description Weight Appraiser Reviewing
age Officer
KRA-1: Quantitative & KPI-1 a)
Timeliness Quantitative
(Quantitative -(e. g. output b) Timeliness
in terms in production / KPI-2 a)
work over jobs / meterage / Quantitative
equipment availability / oil b) Timeliness
gain / LKMs / interpretation
volume / %age completion KPI-3 a)
of project / achievement of Quantitative
project milestones / targets / b) Timeliness
achievement of MOU KPI-4 a)
parameters/ marks in case of Quantitative
trainees/UPS/SUPS schemes b) Timeliness
etc.)
KPI-5 a)
AND
Quantitative
Timeliness- (e.g. response
b) Timeliness
time / turn around time /
adherence to schedules / Total a) 40
time optimization etc.) KPIs Quantitative
Note: No. of KPIs may b) Timeliness 20
depend on assignments &
level of executive (maximum
5 and minimum 1).
Weightages against each
KPI may also vary as per
importance of KPI in each
case. The total allocation
against quantitative and
timeliness may be
aproportioned against the
chosen KPIs.
PERFORMANCE APPRAISALAnnexure-I(a)
 KRA Description Weigh- Appr- Reviewing
tage aiser
KRA-2: System Improvement 10
(e.g. efficient work procedures /
adoption of technology /
optimizing processes / cost
optimization/ dissemination
new knowledge etc.)
KRA-3: HSE (for field duty)/ 10
(e.g. safe work practices/
environment protection/
adherence to safety guidelines /
availability of safety equipment/
compliance of statutory
requirements etc. &
achievements/innovation in
these areas)
Office Management (for
Office Duty)
(e.g. adherence to correct
systems and procedures/
maintenance of records/ IT
systems usage /optimizing
processes /proactive peer
support /workplace upkeep etc.)
KRA-4: Qualitative – (e.g. Attribute Range 20
depth of analysis/ research Excellent 17-20
done/ reliability of data Very Good 13-16
provided / reliability of end Good 9-12
product/service / end user Average 5-8
feedback etc.) Below 0-4
Overall Quality of Performance Avg.
of all KRAs as per criteria given
in next column:

GRAND TOTAL (Performance – P) 100

POTENTIAL APPRAISALAnnexure-I(b)

III.B. Potential Appraisal

Scale for Potential Appraisal is from 1 to 5 (1-Poor, 2-Fair, 3-Good, 4-Very Good,
5-Excellent) keeping the existing role as well as future positions in perspective.

Attribute / Trait Rating

Appraiser Reviewing
officer
1. Result oriented approach : Focuses on given targets to
achieve them, willingness and ability to come up with ideas
and alternatives for solving job related problems
2. Willingness to accept challenges: willing and able to
handle challenges based on understanding of upcoming
changes.
3. Diligence and reliability: Reliability to perform and
complete assigned tasks well within schedules of time, cost
and quality. Dependability.
4. Initiative : willingness and ability to start and complete
tasks independently, self starter
5. Professional competence : awareness and understanding of
the fundamentals and developments relating to one’s own job
and demonstrating high level of performance
6. Communication skills : Ability in verbal and written
communication, clarity of thought and expression
7. Commitment and dedication: towards organizational
(departmental and corporate) goals.
8. Personal conduct, discipline and punctuality: behavioral
pattern repeatedly demonstrated, shows regard to Rules of
the Corporation
9. Leadership : Demonstrates ability to lead to accomplish
the given task and also inspire others to do it, Mentor
10. Inter-personal relationship/ team member:
Willingness and ability to work harmoniously within the
team, extends cooperation and is respected and trusted.
TOTAL (Q)

GUIDELINES OF E-PAR PROCESS

SOME OF THE GUIDELINES WITH REGARD TO E-PAR PROCESS ARE GIVEN
HERE UNDER:

1. DISTRIBUTION OF E-PAR FORMAT TO APPRAISEE THROUGH

REPORTING OFFICER/ APPRAISER. PAR FORM NUMBER ISSUED AGAINST
EACH EMPLOYEE TO BE KEPT ON RECORD.

2. ALL COLUMNS ARE TO BE FILLED IN COMPLETELY AND PROPERLY.

3. TO INDICATE NAME AND LEVEL OF CRC POSITION FOR THOSE

HOLDING SUCH POSITIONS FOR PROPER FLOW OF PARS.

4. CORRECTION, IF ANY, TO BE DONE BY CUTTING AND

AUTHENTICATING. USE OF CORRECTING FLUID AND OVERWRITING
SHOULD BE AVOIDED.

5. ‘A+’ AND ‘D’ GRADES MUST BE ENDORSED WITH SUPPORTING

REMARKS.

6. PARS OF E-6 & ABOVE LEVEL EXECUTIVES AND ALSO LEVEL-III

EXECUTIVES TO BE SENT TO CORPORATE PAR OFFICE FOR
ACCEPTANCE OF DIRECTOR/CMD, AS THE CASE MAY BE.

7. AT LEAST TWO DISTINCT TIERS OF EXECUTIVES ARE TO REPORT /

REVIEW / ACCEPT, EXCEPT IN CASE OF DIRECTORS AND CMD, I.E. NO
EXECUTIVE BELOW DIRECTOR AND CMD WILL BE THE REPORTING,
REVIEWING AND ACCEPTING AUTHORITY FOR AN EXECUTIVE.

FITNESS CRITERIA OF PARs

Level PAR Gradings FIT/UNFIT Criteria

E1 to E6 A+ (95 and above) FIT

A (85-95) FIT
A- (75-85) FIT
B+ (65-75) UNFIT
B (55-65) UNFIT
C (45-55) UNFIT
D (Less than 45) UNFIT

Old format of E7 & above level OS FIT

VG FIT
Good UNFIT
Performance Appraisal
PESB Format 75 & above marks FIT
PAR- Disclosure, Appeal and Counselling

COMPARISON OF PAR SYSTEM

POTENTIAL ASSESSMENT

Minor change made by inclusion of Punctuality

SCORE: Overall PAR score shall be Weighted sum of Performance and Potential scores.

SECURITY AND CONFIDENTIALITY ASPECTS:

• NO ACCESS OF PERFORMANCE APPRAISAL EVALUATION DATA TO ANY OF

THE END USER OR CORE TEAM IN SAP SYSTEM.
• PAR OFFICERS ACCESS RESTRICTED ONLY TO STATUS MONITORING
• ACCESS OF SAP ALL AUTHORIZATIONS ONLY TO SYSTEM
ADMINISTRATORS AND THE LOG OF USE OF THIS ID TO BE MAINTAINED AND
MONITORED.
• ACCESS OF PERFORMANCE APPRAISAL EVALUATION DATA ONLY THROUGH
TRANSACTION CODES/PROGRAMS WITH ACTIVE TRACKING SYSTEM FOR
AUTHORIZED EXECUTIVES AS PER APPROVALS
• SENSITIVE DATA TO BE ENCRYPTED

DEVELOPMENT OF E-PAR

STAGE –I (SETTING OF KRAS)

• MAINTENANCE OF WORKFLOW TABLE BY PAR OFFICERS
• GENERATION OF E-PAR BY PAR OFFICER
 • TO CAPTURE THROUGH SAMPARC, THE KRAS/KPIS AT THE BEGINNING OF
YEAR JOINTLY BY BOTH APPRAISEE / APPRAISER
• ACCEPTANCE OF KRAS / KPIS BY APPRAISER (REPORTING OFFICER)
• EMPLOYEE - TO DOWNLOAD THE KRAS/KPIS SET JOINTLY WITH REPORTING
OFFICERS
• REPORTS FOR PAR STATUS
STAGE-II (MID TERM REVIEW)
• REVIEW OF KPIS AND RELATIVE WEIGHTAGES JOINTLY BY APPRISEE AND
APPRAISER
STAGE –III( FINAL EVALUATION)
PROCESS MOVEMENT REMAINS SAME AS THAT OF PHYSICAL PAR

COMMUNICATION OF PAR
FOR BRINGING TRANSPARENT ASSESSMENT IN PAR
• INDIVIDUAL IS MADE AWARE OF THE FINAL PAR GRADES AND
MARKS ALONGWITH REMARKS, IF ANY, RECORDED BY THE
ACCEPTING OFFICER
• THE COMMUNICATION THROUGH SAP MAIL W.E.F. ASSESSMENT
YEAR 2008-09.
• EMPLOYEE MAY APPEAL FOR REVIEW OF PAR

REVIEW AND APPEAL

 APPEAL CAN BE PREFERRED BY AGGRIEVED EMPLOYEE.

 MAY REPRESENT ONCE PER ASSESSMENT YEAR DIRECTLY TO THE APPELLATE
AUTHORITY (AA), THROUGH LOCAL PAR OFFICER.
 THE LOCAL PAR OFFICER TO KEEP RECORD AND FORWARD TO CONCERNED AA
WITH INTIMATION TO CORP. PAR OFFICE.
 FOR 2008-09, EMPLOYEE MAY REPRESENT WITHIN 30 DAYS OF ISSUE OF THE
INSTRUCTIONS.
 EACH AA TO CONSTITUTE APPEAL REVIEW COMMITTEE (ARC) OF 3 MEMBERS
(NOT BELOW E7) WITH REPRESENTATIVE OF FUNCTIONAL AREAS
 MEETING OF ARC TO BE CONVENED ONCE IN A YEAR PREFERABLY IN THE MONTH
OF SEPTEMBER/OCTOBER.
 FOR 2008-09, MAY CONVENE ARC MEETING AS PER CONVENIENCE BUT NOT
BEYOND 3 MONTHS OF ISSUE OF INSTRUCTIONS.
 THE ARC MAY SEEK PAR RECORD AND MAY ALSO OBTAIN VIEWS/
RECOMMENDATIONS OF THE AUTHORITIES INVOLVE IN PAR.
 AA TO FINALLY DECIDE ON APPEAL. IN CASE OF APPELLATE AUTHORITY
COMPRISES OF TWO DIRECTORS, THEY MAY JOINTLY DECIDE.
 REVISION TO BE ONE STEP HIGHER OR LOWER FOR ALL CATEGORIES.
 UNLIMITED UPWARD/DOWNWARD REVISION OF PAR WILL BE DONE BY
CMD/EC.
  THE DECISION TO BE CONVEYED TOCORPORATE/ LOCATION PAR OFFICE, WHICH
IN TURN SHALL COMMUNICATE TO THE EMPLOYEE.
 THE DECISION OF THE APPELLATE AUTHORITY SHALL BE BINDING FOREVER.

THE DESIGNATED APPELLATE AUTHORITIES:

1.NORMAL REPORTING

2.FOR CRC POSITIONS ROUTE

WHILE THE HIERARCHY IN THE ROUTE HAS BEEN DEFINED IN THE TWO TABLES, APPELLATE
AUTHORITY MUST BE MINIMUM ONE RANK HIGHER THAN THE ACCEPTING AUTHORITY.
TIME SCHEDULE FOR DISPOSAL OF APPEAL
THE PAR OFFICER SHOULD COMMUNICATE WITHIN 15 DAYS OF RECEIPT OF
COMPLETED PAR .

COUNSELLING
TO COUNSEL EMPLOYEES WITH “B”, “C” & “D” GRADES AND THOSE CASES HAVING
RECOMMENDATIONS FOR COUNSELING FROM A.Y. 2008-09.

SCOPE OF COUNSELING GROUP:

1 . THE COUNSELLING TO BE CONTINUED AS AN INTEGRAL PART OF PAR PROCESS
FOR WIDENING EMPLOYEES’ DEVELOPMENT OPPORTUNITY.
2. THE COUNSELLING GROUP WILL NOT REVIEW THE FINAL GRADING.
3. THE COUNSELLORS DURING THE INTERVIEW OF THE EMPLOYEES WILL ASCERTAIN
THE REASONS (SPECIALLY SITUATIONAL), SYSTEM CONSTRAINTS AND THE
BEHAVIORAL DIMENSIONS OF THE EMPLOYEES AND EFFORTS WILL BE MADE TO
DEVELOP SELF AWARENESS FOR CORRECTING PERSONALITY TRAITS.

4. THE COUNSELLING GROUP WILL SEND A REPORT ON EACH CASE TO DIRECTOR

(HR) FOR INFORMATION.
COUNSELLING COMMITTEES
 Apraisee Work-Centre Constitution of Committee
Level
Employees All Work Centres 1. Key Executive of the Work
upto E5 except Corp. Centre(Asset/ Basin/ Institutes/
offices at Dehradun Plant/Services etc.)
& Delhi 2. Head/In-Charge HR/ER not
less than E6 level.
3. Senior most Officer of the
respective discipline/cadre at
the Work-Centre

Corp. Offices at 1. Key Executive/Senior most

Dehradun and officer of the Group
Delhi 2. Chief HRD
3. Senior most Officer of the
respective discipline/cadre

E6 All Work Centres 1. Director (HR)

2. Concerned Functional
Director (Director(F) may be
co-opted for HR and Allied
Discipline)
3. Chief HRD

E7 to E9 All Work Centres 1. CMD

2. Director(HR)
3. Concerned Director
(Director(F) may be co-opted
Levels Reporting Level/ Reviewing
for HRlevel/
& Allied Accepting level/
disciplines)
Position positions positions

REPORTING,
W-I to W-II REVIEWING
Not below E-0 AND
Not below E-1 ACCEPTING
Not below E-2
OFFICERS IN DIFFERENT DEPARTMENTS
Class III, S & Not below E-1 Not below E-2 Not below E-4
Upgraded
(I)E-0THE REVIEWINGNot
AND ACCEPTING
below E-2 OFFICERS WILL BE BASED ON THE ORGANIZATION
Not below E-3 Not below E-4
HIERARCHY IN
E-1 THE CHAIN:Officer
Controlling
REPORTING Next higher Position Level-III officers not
Not below E-3 below E-5 or above

E-2 Controlling officer Next higher Position Level-III officers not

Not below E-3 below E-5 or above
E-3 Controlling Officer Next higher Position Level-II officers not
Below E-6 or above
E-4 Controlling Officer Next higher postion Level-II officers not
Not below level-IV/E5 below E-7 or above

E-5 Controlling Officer Level-II not below E-6 Level-I officers

Or above

E-6 Controlling Officer Level-I not below Director (Adminis-

E-7 trative& Functional)
(II) FOR THE POSITIONS VIZ., DICS, AREA INCHARGES IN SERVICES, AREA
MANAGERS, LOCATION
MANAGERS, ETC., THE THREE-TIER ARRANGEMENT BASED ON THE POSITIONS
WILL BE AS
FOLLOWS:

Position Reporting LIST) Reviewing

(INDICATIVE Co-Review Accepting
Level/position Level/position level/position

DIC, Party Location Head, Services at None Asset Manager/

Chief, area Manager of Asset/Basin level Basin Manager
Incharge Service

Area Manager Surface/Sub- Asset Manager/ None CMD (in case

In surface/ surface/block Basin Manager of E7 &
Sub-surface/ Manager above
Block
Location Head, Services Asset Manager Chief of Services OR/
Manager of at Asset/Basin Basin Manager
Service Level Directors
Concerned
Incharges Support Asset Manager/ Respective Chief of (as per CRC)
Under Manager Basin Manager/ Corp. Functions
Support Plant Manager . HR/ER-Chief HR
Manager . Finance-E8
. Nominated by D(F)
. Medical-CMS
. Legal-Chief Legal
. HSE-Chief HSE
. MM- Chief MM
.Infocom- CIO etc.

Head, Asset Manager/ Chief of None

Services at Basin Manager Services
Asset/Basin
Level
(III) EA/MIS TO L-I/DIRECTORS

LEVEL/ REPORTING REVIEWING ACCEPTING

GRADE OFFICER AUTHORITY AUTHORITY

Officers working Senior most officer L-I/ Director L-I/ Director

As EA/MIS to in the group
L-I/ Directors

Senior most L-I L-I Director

Officer in the
EA/MIS Group
Of L-I

(IV) VIGILANCE

SL. APPRAISEE REPORTING REVIEWING ACCEPTING

NO. OFFICER/FIRST AUTHORITY AUTHORITY
APPRAISER
1. Executives of Controlling Next Higher CVO
Vigilance Discipline Officer Position
(Up to E-3 level)

2. Executives of Controlling Next Higher CVO

Vigilance Discipline Officer Position
Of E4 to E6 level in
Hqrs./Asset/Basin
Etc.

3. Any officer of E7 Next Higher CVO CMD

And above position/CVD

• The Reporting Officer/ First appraiser should be an officer in the hierarchy of

Vigilance set up.
• The “next higher position” will be based on the reporting structure existing
within Vigilance et up from time to time and can be any officer in the
hierarchy of reporting pattern viz. controlling officer/head of Vigilance Unit/
Head Vigilance (Hqrs)/GM (Vig)/GGM (Vig)/CVO based on nature of
assignments and place of posting as per the orders of CVO.
(V) PARS OF SPORTS DEPARTMENT

APPRAISEE FIRST APPRAISER REVIEWING ACCEPTING

/ REPORTING

Active Sportsmen Games co-ordinator Head-Sports Head-Sports

Games co-ordinator Head-Sports Head-Sports Chief/Head HRD

Below E-5, Sports Head-Sports Head-Sports Chief/Head HRD

Section, Delhi

E-5, Sports section, Head-Sports Head/Chief HRD Chief/Head HRD

Delhi

Head Sports Head/Chief HRD Head/Chief HRD Director (HR)

• In case the level of Appraisee is higher than the Appraiser and Reviewing
Officer respectively as outlined above, the normal PAR rule to be followed.

SL. APPRAISEE INITIATING REVIEWING CO-REVIEW ACCEPTING

NO. OFFICER AUTHORITY AUTHORITY
(VI) SECURITY
1. Security Controlling Head/Incharge ….. Asset/Basin
Executive up to officer Security Managers/Head
E-3 (immediate RO/Plant Heads/
Superior in FB Heads not
Security) below E-6 etc.

2. Security Officers Immediate Head/In charge Asset/Basin ED Security

at E-4 level in Superior in Regional Managers/
Asset/Basin/ location not Security Plant Heads
Plant etc.Below E-5 etc.

3. Incharge Respective Asset/Basin …… ED Security

Security in Heads/ Managers/
Asset/Basin/ Incharge Plant Heads
Plant etc. and Regional etc.
Officers of E-5 Security
Level
4. Security Head/Incharge Asset/Basin ED Security Director (HR)
Executives of Regional Managers/
E-6 & above Security not HRO/Plant
Below E-7 Heads etc.
5. Head/Incharge Asset/Basin ED-Security …….. Director(HR)
Regional Managers/
Security Head HRO
(Non IPS)
6. Head/Incharge ED-Security Director (HR) …… CMD
Regional
Security (IPS)
(VII) INTENAL AUDIT

SL. APPRAISEE INITIATING REVIEWING ACCEPTING AUTHORITY

NO. OFFICER AUTHORITY

1. Executives of IA Controlling Head-IA, Chief-IA

Discipline (below Officer Region/Sector
In-charge up to (Immediate
E-3 level) Superior in IA)
2. E4 to E6 level Head- Internal Chief-IA not Chief-IA (E-7 for E-4 level,
Executives in IA Audit, below E-7 E8/9 for E-5 level,
At hqrs./Region Region/Sector Director (F) for E-6 level
(Except Head-IA,
Region/Sector)

3. Head-IA, Region/ Chief-IA Director (F) Director (F)

Sector below E7

4. GM-IA Chief-IA Director (F) CMD

• In case any E-1 to E-3 level Executive is sectional Head of Internal Audit in any
Work Centre, Head-IA will initiative and review his performance and such PARs
will be submitted to Chief-IA for acceptance.
APPRAISAL IN SPECIAL CASES:-

(I) IN CASE AN EXECUTIVE WHO HAS WORKED IN A NUMBER IN A NUMBER OF

POSITIONS FOR
SHORT DURATION DURING 12 MONTHS PERIOD, THE ASSESSMENT WILL BE
MADE BY THE
REVIEWING AUTHORITY/ACCEPTING AUTHORITY CURRENTLY ASSOCIATED WITH
THE
APPRAISEE. IN CASE NONE OF THE ABOVE MENTIONED PERSONALITIES HAD THE
BENEFIT OF ASSESSING THE PERFORMANCE FOR THE PRESCRIBED MINIMUM PERIOD OF
4 MONTHS, THIS MAY BE DULY RECORDED, AND THE ACCEPTING AUTHORITY
SHOULD COMPLETE THE PAR.

(II) EMPLOYEE ON STUDY LEAVE

THE REPORTING OFFICER/PAR OFFICER IS TO INITIATE ACTION TO SECURE A REPORT
FROM THE HEAD OF INSTITUTE WHERE THE APPRAISEE HAS BEEN PLACED FOR
ADVANCEDLEARNING/TRAINING WITHOUT WAITING FOR THE APPRAISEE TO FILL THE
PERSONAL DETAILS ETC. THE APPRAISER WOULD PREPARE SUMMARY REPORT ABOUT HIS
PERFORMANCE ON THE BASIS OF THE REPORT RECEIVED FROM THE INSTITUTIONAL HEAD.
IN THE EVENT OF THE NON- COMPLIANCE ON THE PART OF THE INSTITUTION TO SEND
A REPORT, APPRAISEE BE ADVISED TO SEND A REPORT OF HIS STUDIES TO THE APPRAISER
THROUGH THE INSTITUTIONAL HEAD.

(III) EMPLOYEES ON LONG LEAVE

IN CASE AN APPRAISEE IS ON MEDICAL LEAVE (FOR 4 MONTHS OR MORE),
THE REPORTING OFFICER IN THIS CASE WOULD RECORD THE NATURE OF MEDICAL
PROBLEM/ REASONS FOR LONGMEDICAL LEAVE. THE MEDICAL REPORT, IF AVAILABLE, BE
ATTACHED WITH THE PAR.
 (IV) EMPLOYEES ON SUSPENSION FOR ALLEGED MISCONDUCT:-
THE REPORTING OFFICER WILL INITIATE ACTION WITHOUT WAITING FOR THE
APPRAISEE TO FILL THE PERSONAL DATA ETC. HE WILL RECORD HIS OBSERVATIONS ABOUT
THE APPRAISEE WHICHMAY NOT DEAL WITH HIS PERFORMANCE AS AN EMPLOYEE BUT MAKE
REFERENCE OF HISCONDUCT, IF DESIRED, OTHERWISE DURING THE PERIOD OF SUSPENSION.

(V) ERRING APPRAISEE:-

IN CASES WHERE AN APPRAISEE DELIBERATELY DOES NOT FILL IN THE PERSONAL
DATA ORRECORD JOB PARAMETERS/ ACHIEVEMENTS WITHIN THE PRESCRIBED TIME LIMIT,
THIS DELIBERATE DELINQUENCY MAY BE RECORDED BY THE REPORTING OFFICER. THE
APPRAISER WOULD INITIATE ACTION ON OTHER ASPECTS OF PERFORMANCE APPRAISAL AS
PER RULES.

THE GRADING SYSTEM

THE BLOCK NUMERICAL VALUES HAVE BEEN ASSIGNED TO ASSIST THE 1 APPRAISER
ST
IN
MAKING AN OVERALL ASSESSMENT. THE OVERALL TOTAL SCORE FOR DETERMINING A
GRADE IS MERELY A GUIDE AND THE FINAL GRADE MAY BE AT VARIANCE WITH THE TOTAL
SCORE. THE SECOND APPRAISER I.E. THE REVIEWING AUTHORITY AND THE ACCEPTING
AUTHORITY, HAVE TO TAKE AN OVERALL VIEW, BOTH OF THE PERFORMANCE AND THE
PERSONALITY OF THE APPRAISEE, WHILE DETERMINING THE “FINAL GRADING”. THE
ACCEPTING AUTHORITY WILL ARRIVE AT THE FINAL GRADING BY JUDICIOUSLY WEIGHING THE
ASSESSMENT OF REVIEWING AUTHORITY, WHO MAY BELONG TO FUNCTIONAL DISCIPLINE OF
THE APPRAISEE, ALONG WITH THE DETAILED ASSESSMENT OF THE REPORTING AUTHORITY.

* THE OVERALL RATING IN GRADE IN RESPECT OF APPRAISALS WOULD BE AS UNDER:

E-1 TO E-3E-4 TOE-6

A+ - EXCEPTIONAL (RARE OCCASIONS) (95 AND ABOVE)
(95 AND ABOVE)

A - TOP PERFORMER (80 TO 94)

(81-94)

B - VERY GOOD (65 TO 79)

(70-80)

C - ADEQUATE (51 TO 64)

(56-69)

D - I N- ADEQUATE (UP TO 50)

(UP TO 55)
THE FINAL GRADE GIVEN BY THE ACCEPTING AUTHORITY, AFTER DETAILED AND DUE
CONSIDERATION TO THE RATING BY THE 1ST
AND 2 ND
APPRAISERS, WILL BE THE
DECISIVE GRADE OF THE APPRAISEE EXECUTIVE. IN CASE THIS FINAL RATING IS
DIFFERENT FROM THOSE OF THE 1 ST
AND 2 ND
APPRAISER, ADEQUATE JUSTIFICATION
MUST BE MENTIONED BY THE ACCEPTING AUTHORITY. THERE MUST BE ADEQUATE
EXPLANATION THE REPORT WILL BE CONSIDERED INCOMPLETE AND RETURNED BACK TO THE
APPRAISERS FOR CONFORMING TO THE DIRECTIVES CONTAINED IN THE INSTRUCTIONS.

THE GRADE

I) THE PERFORMANCE CATEGORIES ARE DEFINED AS FOLLOWS:

EXCEPTIONAL (A+)

THIS IS A PERSON WHOSE JOB PERFORMANCE AND PERSONALITY ATTRIBUTES ARE CLEARLY
REMARKABLE. THIS PERSON MEETS OR EXCEEDS COMPANY’S HIGHEST STANDARDS AND
ACHIEVES EXTRA- ORDINARY RESULTS IN EXTRA- ORDINARY CIRCUMSTANCES. A RARE
INDIVIDUAL WHO ACHIEVES THIS ONCE IN A WHILE.

TOP PERFORMER (A)

THIS IS SOME ONE WHOSE PERFORMANCE IS NOTEWORTHY AND HE MAKES VALUABLE

CONTRIBUTION TO THE ORGANIZATION. HE DOES NOT HAVE ANY NEGATIVE PERSONALITY
ATTRIBUTES. HE IS ONE OF THE TOP PERFORMER.

VERY GOOD (B)

THIS IS AN INDIVIDUAL WHOSE PERFORMANCE CONSISTENTLY MEETS COMPANY’S

EXPECTATIONS.
THIS IS A PERSON WHO IS UNQUESTIONABLY ABOVE AVERAGE.

ADEQUATE (C)

THIS IS A PERSON WHOSE OVERALL PERFORMANCE MEETS THE BASIC REQUIREMENTS OF

THE JOB, AND THE BASIC TARGETS.

IN-ADEQUATE (D)

THIS IS AN INDIVIDUAL WHO NEEDS TO IMPROVE HIS OR HER PERFORMANCE AND HAS NOT
ACHIEVED RESULTS INSPITE OF GUIDANCE AND COUNSELING BY APPRAISERS. THIS ASPECT
MUST BE SPECIFICALLY STATED IN THE COMMENTS/ REMARKS COLUMN OF THE PAR
FORMAT BY THE APPRAISERS.

SALIENT FEATURES OF PRESENT E-PAR SYSTEM FOR APPRAISAL OF

EC

1. CURRENT SYSTEM

I) THE E-PAR SYSTEM FOR E1 TO E6 LEVEL OF EXECUTIVES CONFIGURED IN

EXISTING
SERVERS AND SAP LANDSCAPE, USING THE ESS PORTAL SAMPARC
THROUGH
WEBICE.

II) ACCESS TO APPRAISEE AND APPRAISER (REPORTING OFFICER) THRICE A YEAR

DURING INITIAL REPORT (INR), MID-TERM REVIEW (MTR) AND FINAL
APPRAISAL
REPORT (FAR).

III) ASSESSMENT HAS TWO COMPONENTS, I.E. THE PERFORMANCE AND POTENTIAL
COMPONENT.

A) PERFORMANCE APPRAISAL (P): THE PERFORMANCE APPRAISAL

IS DIVIDED
INTO 4 KRAS:
I) KRA1: QUANTITATIVE & TIMELINESS – HAS OPTION OF JOINT
SETTING
OF 5 KPIS.
II) KRA2: SYSTEM IMPROVEMENT
III) KRA3: HSE/OFFICE MANAGEMENT AND
IV) KRA4: QUALITATIVE ASPECTS.

B) POTENTIAL APPRAISAL (Q): THE POTENTIAL ASSESSMENT

COMPONENT IS
FOR ASSESSMENT BY THE APPRAISERS AT THE END OF
APPRAISAL YEAR.

IV)PAR OF DEPUTATIONISTS: THE PHYSICAL PAR FORMAT TO BE USED FOR

ONGCIANS WORKING ELSEWHERE AS OUTSIDE AUTHORITY DOES NOT HAVE
AUTHORIZATION.

V) ANY PAR ASSESSMENT IN PHYSICAL FORM CAN ONLY BE UPLOADED BY I/C

 CORP PAR. DEPUTATIONIST TO ONGC SHOULD USE PAR FORMAT OF THE
PARENT
DEPARTMENT. HOWEVER, THEY MAY USE ONGC’S FORMAT IN CASE THE SAME IS
NOT RECEIVED FROM THE PARENT ORGANIZATION.

VI) TRAINING NEED IDENTIFICATION SHEET HAS BEEN DE-LINKED FROM THE E-PAR
PROCESS.

VII) REPORTING CHAIN: PAR OFFICERS AT LOCATIONS WOULD MAINTAIN

ID NO.
OFPAR REPORTING CHAIN ON THE RECOMMENDATION OF SECTIONAL
HEADS/KEY EXECUTIVES. SUBSEQUENT CHANGES IN REPORTING CHAIN DUE TO
TRANSFER/DISLOCATION/ SEPARATION FROM SERVICE OF ANY AUTHORITY IN
THE CHAIN SHOULD BE REPORTED BY CONTROLLING OFFICES/ SECTIONS TO THE
LOCATION PAR OFFICER FOR RECTIFICATION/ CORRECTION.

VII) GENERATION OF PAR: PAR OFFICERS AT RESPECTIVE LOCATIONS TO GENERATE

E-
PAR FORMAT MAINTAINING REPORTING CHAIN.

IX) REPORT: THE 5 KPIS DEFINED AT THE BEGINNING OF APPRAISAL

YEAR HAVE
MID-TEM REVIEW TO ACCOMMODATE SITUATIONS WHERE
PROVISION FOR
MODIFICATION TO THE KPIS MIGHT BE REQUIRED DUE TO CHANGE IN
ASSIGNMENTS /CAREER PATH ETC. FINAL EVALUATION WOULD BE
DONE BASED ON THE PERFORMANCE ON THE KPIS AND VIEWS/COMMENTS OF THE
APPRAISEE. THE OTHER KRAS AND POTENTIAL ARE FOR ASSESSMENT BY THE
APPRAISERS AT THE END OF THE APPRAISAL YEAR.

X) THE KPI SCREEN WILL REMAIN IN NON-EDITABLE MODE DURING

FAR. HOWEVER,THE SCREEN WILL OPEN IN EDITABLE MODE FOR
APPRAISER, IN CASE APPRAISEE HAD NOT SUBMITTED KPIS EITHER AT INR OR
MTR STAGE.
 TIME SCHEDULE

A) THE TIME SCHEDULE, IN GENERAL, FOR VARIOUS STAGES SHALL BE AS

UNDER:

SL. E-PAR ACTIVITY TIME PERIOD

NO
.
REPORTING CHAIN FROM CONTROLLING OFFICERS MAR. 16 – MAR.
1.
MAINTENANCE OF ID NO. BASED REPORTING TABLE 25
MAR. 26 – MAR.
2. GENERATION OF E-PAR BY PAR OFFICERS
31
INITIAL PHASE OF JOINT SETTING OF KRA/ KPIS BY APR. 01 – MAY
3.
APPRAISEE AND APPRAISER 15
INITIAL PHASE OF JOINT SETTING OF KRA/ KPIS BY JUL. 01 – JUL.
4.
TRANSFEREE 31
MID TERN REVIEW (MTR) OF KPIS BY APPRAISEE AND OCT. 01 – OCT.
5.
APPRAISER 31
MTR OF JOINT SETTING OF KRA/ KPIS BY TRANSFEREE WITHIN 15 DAYS
6.
FOR LATE JOINING ON JOINING
APR. 01 – MAY
7. FINAL ASSESSMENT OF PREVIOUS YEAR BY APPRAISEE
15
APR. 16 – MAY
8. FINAL ASSESSMENT OF PREVIOUS YEAR BY APPRAISER
31
MAY 01 – JUN.
9. ASSESSMENT OF PREVIOUS YEAR BY REVIEWING OFFICER
15
MAY 16 – JUN.
10. CO-REVIEW OF PREVIOUS YEAR
30
JUN. 16 – JUL.
11. MODERATION OF PREVIOUS YEAR
15
JUN. 16 – JUL.
12. ACCEPTANCE OF PREVIOUS YEAR AT WORK CENTRE
31
JUL. 01 – AUG.
13. ACCEPTANCE OF PREVIOUS YEAR BY DIRECTOR/CMD
15
DATA ANALYSIS
AND
INTERPRETATIO
N
 Q 1. DO YOU THINK THAT THE PRESENT SYSTEM OF KPI – GOAL SETTING IS
EFFECTIVE?

ANS. 1. YES ------ 78%

2. NO ------ 19%
3. CAN’T SAY ------ 3%

INTERPRETATION : -

ACCORDING TO THE RESPONSE FROM THE100 RESPONDENTS , IT IS FOUND

OUT THAT MAXIMUM OF THE RESPONDENT I.E 78 % THINKS THAT THE PRESENT
SYSTEM OF KPI - GOAL SETTING IS EFFECTIVE AND 19% OF THEM DOESN’T
THINK THAT THE KPI – GOAL SETTING IS EFFECTIVE AND ONLY 3% OF THE
RESPONDENT CANNOT ANSWER TO THIS QUESTION.

Q 2. DO YOU THINK THAT THE GOAL SETTING SHOULD BE TEAM BASED?

ANS. 1. YES ------ 56%

2. NO ------ 32%
3. CAN’T SAY ------ 12%

INTERPRETATION : -

OUT OF THE 100 56% OF THEM FEELS THAT THE GOAL SETTING
RESPONDENTS
SHOULD BE TEAM BASED WHILE 32% OF THEM SAYS THAT IT SHOULD BE
INDIVIDUAL BASED AND 12% OF THE RESPONDENT CAN’T SAY ANYTHING ABOUT
IT.
Q 3. MY SUPERIOR APPRECIATES ME WHEN I DO A GOOD JOB.

ANS.
Degree Assigned No of Total
Score (a) respondent Score
s (b) (a) * (b)
Strongly 5 7 35
Agree
Agree 4 44 176
Undecided 3 12 36
Disagree 2 32 64
Strongly 1 5 5
Disagree
Total 100 316

100 200 300

400 500

316

INTERPRETATION : -

OF THE TOTAL 100 RESPONDENT, MORE THAN HALF OF THEM AGREE WITH THE
STATEMENT “ MY SUPERIOR APPRECIATES ME WHEN I DO A GOOD JOB” . OUT
OF THE 500 TOTAL SCORE , THE RESPONSE COLLECTED WAS SCORED 316.
THIS SHOWS THAT MANY OF THE SUPERIOR IN THE COMPANY APPRECIATES THEIR
JUNIOR WHEN THEY DO SOMETHING GOOD.

Q 4. MY APPRAISER KNOWS MY PERSONALITY, TALENTS AND POTENTIALS.

ANS.
Degree Assigned No of Total
Score (a) respondent Score
s (b) (a) * (b)
Strongly 5 2 10
Agree
Agree 4 57 228
Undecided 3 23 69
Disagree 2 18 36
Strongly 1 - -
Disagree
Total 100 343

100 200 300

400 500

343

INTERPRETATION : -

ACCORDING TO THIS FINDING IT IS FOUND THAT 57% OF THE RESPONDENT

AGREE WITH THE STATEMENT “ MY APPRAISER KNOWS MY PERSONALITY,
TALENTS AND POTENTIALS.” OF THE TOTAL SCORE OF 500 IN THE LIKERT
SCALE, THE RESPONDENTS SCORE WERE 343 WHICH SHOW
THAT MANY OF THEM AGREE WITH THE GIVEN STATEMENT.

Q 5. DO YOU THINK THAT THE PRESENT 7 GRADE (A+, A, A -, B+, B,

AND C, D) SYSTEM IN PAR IS ADEQUATE?

ANS. 1. YES ------ 72%

2. NO ------ 22%
 3. CAN’T SAY ------ 6%

INTERPRETATION : -

MOST OF THE EMPLOYEES 72% FEELS THAT THE 7 GRADE SYSTEM IN PAR
IS QUITE ADEQUATE AND EFFECTIVE, WHILE 22% OF THE RESPONDENT THINKS
IT IS NOT QUITE GOOD ENOUGH AND 6% OF THEM CAN’T JUDGE ABOUT IT.

Q 6. THE EMPLOYEES ARE PROVIDED WITH THE OPPORTUNITY TO RESPOND TO

THE FEEDBACK OF THE APPRAISAL.

ANS.
Degree Assigned No of Total
Score (a) respondent Score
s (b) (a) * (b)
Strongly 5 7 35
Agree
Agree 4 65 260
Undecided 3 15 45
Disagree 2 13 26
Strongly 1 - -
Disagree
Total 100 366

100 200 300

400 500

366

INTERPRETATION : -

IT IS FOUND FROM THE RESPONSE THAT 65% OF THE RESPONDENT AGREE WITH
THE STATEMENT. HERE ALSO OUT OF THE TOTAL SCORE OF 500 IN THE LIKERT
SCALE THE RESPONSE TOTAL SCORE WAS 260 WHICH AGAIN SHOWS THAT
MAXIMUM OF THE RESPONDENT AGREE WITH THE STATEMENT.

Q 7. IS THE PAR SYSTEM HELPFUL TO YOU IN ANY DEVELOPMENT?

ANS. 1. YES ------ 56%

2. NO ------ 39%
3. CAN’T SAY ------ 5%
INTERPRETATION : -

MORE THAN HALF OF THE RESPONDENT I.E 56% PAR

THINKS THAT THE
SYSTEM IS HELPFUL IN DEVELOPMENT OF THE INDIVIDUAL WHILE 39% THINKS IT
DOESN’T HELP THEM IN ANY WAY AND 5% OF THEM CAN’T SAY ANYTHING.

Q 8. IS THE PAR SYSTEM BEING ABLE TO MOTIVATE YOU IN ANY STEPS?

ANS. 1. YES ------ 65%

2. NO ------ 31%
3. CAN’T SAY ------ 4%
INTERPRETATION : -

ACCORDING TO THE RESEARCH IT IS FOUND THAT 65% OF THE RESPONDENT

AGREE THAT THE PAR SYSTEM IS ABLE TO MOTIVATE THEM WHILE 31% OF
THEM FEELS IT DOESN’T HELP THEM IN MOTIVATING AND 6% OF THEM DOESN’T
KNOW WHETHER IT MOTIVATE OR IT DOESN’T MOTIVATE.

Q 9. IS THE PAR SYSTEM AND ITS PARAMETER SUFFICIENT FOR SATISFYING

THE EMPLOYEE?

ANS. 1. YES ------ 58%

2. NO ------ 36%
3. CAN’T SAY ------ 6%
INTERPRETATION : -
ACCORDING TO THE RESPONSE MORE THAN HALF OF THEM THINK THAT THE
PARAMETERS OF THE PAR SYSTEM ARE SUFFICIENT FOR SATISFACTION. OF THE
TOTAL RESPONDENT 58% AGREE WITH IT AND 36% OF THEM DISAGREE WITH
IT WHILE 6% DOESN’T COMMENT ON THIS.

Q 10. DO YOU THINK THAT DISCLOSURE OF PAR GRADE PROMOTES

GREATER TRANSPARENCY & OBJECTIVE ASSESSMENT OF PERFORMANCE?

ANS. 1. YES ------ 78%

2. NO ------ 20%
3. CAN’T SAY ------ 2%
INTERPRETATION : -

MANY OF THE RESPONDENTS, MORE THAN 78% AGREE THAT THE DISCLOSURE
OF PAR GRADE HAS PROMOTES GREATER TRANSPARENCY AND OBJECTIVE
ASSESSMENT OF PERFORMANCE. FROM THE WHOLE RESPONDENT ONLY 20%
THINKS DISCLOSURE OF GRADE DOESN’T CHANGE ANYTHING WHILE 2% CAN’T
SAY ANYTHING ABOUT IT.

Q 11. DO YOU THINK THAT INTRODUCTION OF E-PAR HAS REDUCED THE

PENDENCY OF PAR?

ANS. 1. YES ------ 87%

2. NO ------ 11%
3. CAN’T SAY ------ 2%
INTERPRETATION : -

IT WAS FOUND THAT THE INTRODUCTION OF E-PAR HAS REDUCED THE PENDENCY
OF PAR. MORE THAN87% OF THE RESPONDENTS FEELS THAT E-PAR HAS
REDUCED THE PENDENCY OF PAR WHILE ONLY 11% THINKS IT HASN’T
REDUCED THE PENDENCY AND 2% CAN’T COMMENT ON THIS.

Q 12. ARE YOU PROVIDED WITH THE GENUINE FEEDBACK?

ANS. 1. YES ------ 27%

2. NO ------ 68%
3. CAN’T SAY ------ 5%
INTERPRETATION : -

THE CHART CLEARLY SHOWS THE RESPONSE OF THE RESPONDENTS. MAJORITY

FEELS THAT THEY ARE NOT GIVENGENUINE FEEDBACKS. 68% OF THE EMPLOYEES
ARE NOT SATISFIEDWITH THE KIND OF FEEDBACKS THEY GET. THEY SAY THAT
THE APPRAISAL RESULT IS CONFIDENTIAL BUT APARTFROM THE APPRAISAL
FEEDBACK, THEY ARE NOT PROVIDED WITH THE ROUTINE FEEDBACK ONTHEIR
PERFORMANCE. THEY ARE OF THE OPINION THAT IF THEY ARE PROVIDED WITH
THE GENUINE FEEDBACKTHEN THEY CAN IMPROVE THEIR PERFORMANCE.
BUT THERE ARE 27% PEOPLE WHO THINK THEY ARE PROVIDED WITH THE
GENUINE FEEDBACK.

Q 13. DO YOU FIND APPRAISAL COUNSELLING BENEFICIAL FOR FURTHER

DEVELOPMENT?

ANS. 1. YES ------ 62%

2. NO ------ 35%
3. CAN’T SAY ------ 3%
INTERPRETATION : -

FROM THE RESPONSE IT WAS FOUND THAT THE APPRAISAL COUNSELLING WAS
BENEFICIAL FOR FURTHER DEVELOPMENT IN THEIR PERFORMANCE. 62% OF THE
RESPONDENT FEELS IT DOES HELP IN DEVELOPING THEIR PERFORMANCE WHILE
35% FEELS IT DOESN’T AT ALL HAVE ANY IMPACT ON THEIR PERFORMANCE AND
3% OF THEM CAN’T COMMENT ON THIS.

Q 14. DO YOU WANT THE SYSTEM OF 360 DEGREE APPRAISAL IN WHICH

YOU CAN APPRAISE YOUR SUPERIOR?

ANS. 1. YES ------ 68%

2. NO ------ 28%
3. CAN’T SAY ------ 4%
INTERPRETATION: -

MAJORITY OF THE RESPONDENTS, 68% WANTS THE 360 DEGREE APPRAISAL

SYSTEM TO BE INTRODUCED INSTEAD OF THE 90 DEGREE APPRAISAL USED IN
ONGC. INTHEIR OPINION THIS SYSTEM WILL REVEAL THE TRUTH ABOUT THE
MANAGERS. HOWEVER 28% RESPONDENTSDON’T WANT THIS SYSTEM TO BE
ADOPTED. THEY THINK THAT THIS SYSTEM WILL GIVE RISE TO
DISAGREEMENTSAND ONE MAY CRITICIZE THE BOSS FREELY WITHOUT ANY BASIS.
ONLY 4% CAN’T COMMENT ON THIS.

Q 15. THE PRESENT PERFORMANCE APPRAISAL SYSTEM OF ONGC IS

SATISFACTORY AS A WHOLE.

ANS.
Degree Assigned No of Total
Score (a) respondent Score
s (b) (a) * (b)
Strongly 5 45 225
Agree
Agree 4 32 64
Undecided 3 5 15
Disagree 2 14 28
Strongly 1 4 4
Disagree
Total 100 336

100 200 300

400 500

336

INTERPRETATION : -

ACCORDING TO THE RESPONDENTS MANY OF THEM CONSIDER THAT THE PRESENT

PERFORMANCE APPRAISAL SYSTEM IS SATISFACTORY AS A WHOLE AND IT WAS
FOUND FROM THE QUESTIONNAIRE THAT 70% OF THE RESPONDENT AGREE TO
THE STATEMENT THOUGH THERE ARE FEW SMALL RESPONDENTS WHO FEEL THAT
THE PRESENT PERFORMANCE SYSTEM IS NOT AT ALL SATISFACTORY AND NEEDS
TO BE CHANGE ACCORDING TO THE CHANGING STRUCTURE OF THE COMPANY.

CONCLUSION
CERTAIN CONCLUSIONS WERE REACHED UPON AFTER HAVING
RESEARCH WHICH ARE AS FOLLOWS.

ONGC IS A BIG ORGANISATION THEREFORE VARIED VIEWS

WERE ACHIEVED OF DIFFERENT LEVELS OF EMPLOYEES (E-0 TO
E-9). SOME OF THE EMPLOYEES WERE SATISFIED WITH THE
PRESENT PERFORMANCE SYSTEM WHILE SOME OF THEM
SUGGESTED THAT THERE SHOULD BE SOME MODIFICATIONS IN
THE SYSTEM.

IN THE NEW PAR FORMAT, COMPETENCE, VALUES, POTENTIAL

AND SOME OTHER ELEMENTS WERE INCLUDED WHICH ARE
REALLY APPRECIABLE. THE EMPLOYEES CAN BE EVALUATED
ACCORDING TO HIS/ HER POTENTIALITY. COMPETENCE AND
VALUES PLAYS A DETERMINING ROLE WHILE IN THE PROCESS OF
AN INDIVIDUAL. FURTHER, MULTIPLE EVALUATORS WHICH IS
VISIBLE IN THE FORM OF REVIEWING, REPORTING AND
ACCEPTING AUTHORITY IS ALSO HELPFUL IN ELIMINATING THE
ERRORS LIKE PERSONAL BIAS AND FAVOURITISM.

TO MAXIMISE THE MOTIVATIONAL LEVEL OF THE EMPLOYEES

PERFORMANCE APPRAISAL SYSTEM SHOULD BE LINKED TO
REWARD SYSTEM LIKE PROVIDING INCENTIVES AND MONETARY
BENEFITS TO THE EMPLOYEES WHO ACHIEVE THE TARGETS
AND MOST IMPORTANTLY, THE TARGET SHOULD BE SET FIRST
OF ALL.

THE EMPLOYEES SHOULD BE EVALUATED ON THE BASIS OF 360

DEGREE APPRAISAL METHOD, BUT THIS IS NOT AN EASY TASK
TO BE IMPLEMENTED SO COUNSELLING IS A BETTER STEP FOR
ITS PROPER AND SUCCESSFUL IMPLEMENTATION.

FINALLY, BUT NOT LESS IMPORTANTLY TRANSPARENCY SHOULD

BE IN THE SYSTEM AND THE PERFORMANCE BEHAVIOURS
SHOULD BE DOCUMENTED IN THE JOURNAL OF THE
ORGANISATION AND REGULAR FEEDBACK SHOULD BE GIVEN TO
THE EMPLOYEES TO ACHIEVE THE GOALS AND OBJECTIVES OF
THE ORGANISATION.
SUGGESTION

THE EXECUTIVES THE ORGANIZATION DESIRE THAT THERE IS A

NEED FOR MORE TRANSPARENCY IN THE PAR PROCESS, IN THE
EXISTING SYSTEM BY INTIMATING ABOUT HIS FINAL GRADING
FOR THE YEAR, IN ORDER TO MAKE THE OPPORTUNITY FOR
FUTURE IMPROVEMENT.

THE PRESENT SYSTEM IS FELT LACKING IN THE POTENTIAL

EVALUATION OF THE EMPLOYEES. HENCE THE REPORTING
OFFICER/ SENIOR OFFICER SHOULD GIVE SUGGESTIONS FOR
POTENTIAL DEVELOPMENT OF THE INDIVIDUAL.

THE SYSTEM OF IDENTIFYING THE INDIVIDUAL FOR

MERITORIOUS AWARDS MAY BE SOLELY BASED ON HIS
PERFORMANCE IN THE PAST. IT IS FELT BY THE EMPLOYEES OF
THE ORGANIZATION THAT THE RULES AND REGULATION OF THE
PERFORMANCE APPRAISAL SYSTEM ARE TO BE FOLLOWED
STRICTLY AND HONESTLY.
THE EMPLOYEES FEEL THAT THE REPORTING OFFICER MUST BE
FULLY AWARE OF THE APPRAISAL SYSTEM, ITS PROCESS, and
RULES& REGULATIONS. FOR THAT AWARENESS PROGRAMS
MUST BE ORGANIZED BY THE PAR DEPARTMENT FROM TIME TO
TIME.

A FEEDBACK MECHANISM NEEDS TO BE INCORPORATED IN THE

PAR FOR MAKING THE INDIVIDUAL INFORMED WELL IN TIME
ABOUT THE RECEIPT OF HIS PAR IN THE CONCERNED
DEPARTMENT.

WHILE ASSESSING THE PERFORMANCE OF THE SENIOR

OFFICERS, DUE CONSIDERATION SHOULD ALSO BE GIVEN TO
THE VIEWS OF THE IMMEDIATE SUBORDINATE.

EACH EMPLOYEE SHOULD BE GIVEN A COPY OF THE EXISTING

PERFORMANCE APPRAISAL SYSTEM TO HELP THEM KNOWING
AND UNDERSTANDING THE SCHEME OF THE SYSTEM IN LONG
RUN.

INSTEAD OF ANNUAL APPRAISAL, APPRAISAL SHOULD BE DONE

AFTER SIX MONTHS.

LIMITATIONS OF THE PROJECT

THE SAMPLE SIZE WAS 100 WHICH CANNOT BE TRUE
RESPECTIVE OF THE COMPANY HAVING MORE THAN 33000
EMPLOYEES. MAXIMUM OF THE RESPONSE WAS COLLECTED
FROM THE EXECUTIVES IN OFFICE.

THE EFFORTS HAS BEEN MADE TO DISTRIBUTE THE

QUESTIONNAIRE IN PROPORTION OF THE EMPLOYEE IN
DIFFERENT BUSINESS GROUPS TO HAVE A TRUE
REPRESENTATIVE OF ALL THE BUSINESS GROUP. THE
RESPONSE RECEIVED ARE NOT IN SIMILAR PROPORTION.

IT WAS OBSERVED THAT UPON A CERTAIN EXTENT EXECUTIVES

WERE TRYING TO GET AN IDEALISTIC REPONSE THEREAFTER A
CORRECTION FACTOR HAS TO BE DONE.

FEEDBACK IS NOT COMMUNICATED IN GENERAL.

 QUESTIONNAIRE

Dear Sir/ Madam

I am a student of MBA from Manipur Institute of Management Studies, Manipur
University. As a partial completion of my summer training project, I am doing a
project title “PAR SYSTEMS AND ITS IMPACT ON THE EMPLOYEES OF
ONGC “under the guidance of Mr. Deepak Narolia C.M. (HR) – Corp. - PAR. So, I
need some information from you. Your kind co – operation will be of great help to me
in completing my project.
Thanking You.
Leichombam James Singh
MBA 3RD Semester

Respondent Profile
1. Age………………………………….…………………….
2. Sex…………………………………..…………………….
3. Years of Experience………………………………..
4. Grade Level………………………………………….… (E1-E6)

Q 1. Do you think that the present system of KPI – goal setting is effective?
Ans. 1. Yes 2. No 3. Can’t Say

Q 2. Do you think that the goal setting should be team based?

Ans. 1. Yes 2. No 3. Can’t Say

Q 3. My superior appreciates me when I do a good job.

Ans. 1. Strongly Agree 2. Agree 3. Undecided
 4. Disagree 5. Strongly Disagree

Q 4. My appraiser knows my personality, talents and potentials.

Ans. 1. Strongly Agree 2. Agree 3. Undecided
4. Disagree 5. Strongly Disagree

Q 5. Do you think that the present 7 grade(A+, A, A -, B+, B, and C, D) system in

PAR is adequate?
Ans. 1.Yes 2.No 3.Can’t Say

Q 6. The employees are provided with the opportunity to respond to the feedback of
the appraisal.
Ans. 1. Strongly Agree 2. Agree 3. Undecided
4. Disagree 5. Strongly Disagree

Q 7. Is the PAR system helpful to you in any development?

Ans. 1.Yes 2.No 3.Can’t Say

Q 8. Is the PAR system being able to motivate you in any steps?

Ans. 1.Yes 2.No 3.Can’t Say

Q 9. Is the PAR system and its parameter are sufficient for satisfying the employee?
Ans. 1.Yes 2.No 3.Can’t Say

Q 10. Do you think that disclosure of PAR grade promotes greater transparency &
objective assessment of performance?
Ans. 1.Yes 2.No 3.Can’t Say

Q 11. Do you think that introduction of e-PAR has reduced the pendency of PAR?
Ans. 1.Yes 2.No 3.Can’t Say

Q 12. Are you provided with the genuine feedback?

Ans. 1.Yes 2.No 3.Can’t Say

Q 13. Do you find appraisal counselling beneficial for further development?

Ans. 1.Yes 2.No 3.Can’t Say

Q 14. Do you want the system of 360 degree appraisal in which you can appraise
your superior?
Ans. 1.Yes 2.No 3.Can’t Say

Q 15. The present performance Appraisal System of ONGC is satisfactory as a

whole.
Ans. 1. Strongly Agree 2. Agree 3. Undecided
4. Disagree 5. Strongly Disagree
 BIBLIOGRAPHY
Naresh K Malhotra, Marketing Research – An Applied Orientation, 5thEdition ,
New Delhi: Prentice Hall of India Pvt. Ltd, 2007

Kothari C. R, Research Methodology : Methods and Techniques, Reprint of 2nd

Edition. New Delhi :WishwaPrakashan, 1990

ONGC Annual Reports 2008 -2009

ONGc Journals and Articles available in the ONGC Academy Library

INTERNET REFERENCE

www.ongcreports.net

www.ongcindia.com

www.scribd.com

www.google.com