Summer training project

On

“EMPLOYEE satisfaction”

IN

PANIPAT REFINERY

SUBMITTED TO:- SUBMITTED BY:-

Training & Development Department SAVITA KIRTH

Panipat Refinery MBA (HR)

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DECLARATION

I SAVITA KIRTH, a student of MBA of R.N. COLLEGE OF ENGINEERING &

TECGHNOLOGY, hereby declare that the summer training project report titled

“EMPLOYEE SATISFACTION” in “PANIPAT REFINERY IOCL” is my original

work and the same has not been submitted for the award of any other diploma or

degree.

Place: PANIPAT (SAVITA KIRTH)

Date:

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ACKNOWLEDGEMENT

I hereby express my deep gratitude to Mr. N. R. Choudhary, Manager (T & D), for giving me

an opportunity to do my Summer Internship at IOCL Refinery, Panipat.  I am greatly indebted to my

Industry guide Mr. UJJWAL MISHRA, EMPLOYEE RELATIONS OFFICER who inspired,

encouraged and guided me throughout my summer training.

I also thank all HR Officers especially Mr. Vineet Narayan, Manager (ER) and other Officers

from different Departments of Company for their cooperation during training.

Thanking You,

(SAVITA KIRTH)

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PREFACE

No professional curriculum is considered complete without work experience. Each individual who under takes management education has to pass this phase before he/ she considers him/ herself fully qualified managers.

Entering the industry is like stepping in a new world at first, everything seems strange but with passage of time one starts understanding all that is happening around him. All the fundamental concepts are applicable in organization but leave the individual to work at its application. It is just a matter of applying the theory you know to give a practical situation and there is no better place to learn than the organization itself.

The detailed study of the HR Processes have benefited me a lot in terms of the practicality & understanding the concept of existence of a Human Resource Department every organization.

This project report is a humble effort put in the study of HR Process.

I hope that the company would find the study ef6fective and utilize the results for their benefit.

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TABLE OF CONTENTS

Chapter-1

INTRODUCTION

Chapter-2

REVIEW OF LITERATURE

Chapter-3

RESEARCH METHODOLOGY

Chapter-4

ORGANIZATION PROFILE

Chapter-5

JOB SATISFACTION

Chapter-6

HR POLICIES

Chapter-7

OBJECTIVE WISE ANALYSIS AND FINDINGS

Chapter-8

SUMMARY

Chapter-9

SUGGESTIONS AND CONCLUSION

BIBLIOGRAPHY

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EXECUTIVE SUMMARY

PROJECT TITLE:-

Job satisfaction of Employees in IOCL Refinery Panipat.

OBJECTIVE

1. To study the HR policies of IOCL Refinery, Panipat.

2. To determine the Job Satisfaction level of the employees at IOCL, Panipat.

METHODOLOGY 

Review of literature:-

The HR policies of IOCL concerning recruitment, training, leave, promotions, career planning, salaries, and other benefits were studied. The problem areas were studied after discussion with senior managers of the HR department.

Questionnaire was developed. 

Sampling technique and sample size:- 

*Departments were identified for carrying out the survey.

*Sampling technique – Quota sampling.

*The sample size – 100

Collection of data:-

Primary data:    Questionnaire response.

Secondary data: HR manual, Internet.

Analysis of data:-

 

Data was compiled and then analyzed and interpreted with the help of graphs.

“Analysis showed that overall employees were satisfied with HR Policies of IOCL”.

Recommendations:-

 

The following recommendations were made after interpretation of the results of the survey. 

More transparent communication system.

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Promotion and transfer policies should be revised to improve growth path.

  Equal pay packages among employees of same grade.

  Single window system should be more effective.

  

Clarify the rules and regulation to employees time to time.

  By rewarding even at non- monetary level.

  

By recognizing personal efforts

  New policy for promotions. Canteen requires more checking the quality of food and services.

  

                                                

                                               Chapter-1

                                            INTRODUCTION

                              CONCEPTUALISATION

Human resources are the unique assets of any organization.  An organization can ill afford to have dissatisfied employees these days.  HR poaching has already shown up.

Job satisfaction has behavioral implications, particularly on such aspects as accidents, productivity, turnover and unionization.  A clear understanding of the causes and consequences of job satisfaction can help management/ managers better diagnose and solve employee problems.

                           SIGNIFICANCE OF THE STUDY

Job satisfaction surveys give management an indication of general levels of satisfaction in an organization.  Surveys also indicate specific areas of satisfaction and dissatisfaction (as with employees services) and particular groups of employees (as among those above the age of fifty).

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In other words survey tells us how employees feel about their jobs, which departments are particularly affected, and whose feelings are involved.  The survey is a powerful diagnostic tool for assessing employee problem.

                                     FOCUS OF THE STUDY/SURVEY

The main focus of the survey was the study the HR issues and practices in IOCL, Panipat which is one of the biggest refineries in INDIA.

IOCL has been ranked as 105 in the ‘GLOBAL’ in 2009 by ‘FORTUNE’ magazine. In the year 2006-2007. Panipat Refinery achieved the highest ever through throughput of 84,85000 tones. The total capacity of the Panipat refinery is about 6 million tones p.a. (as on 1 April 2008).

This project report is focused on finding the level of job-satisfaction of employees of IOCL Panipat, which would in turn help the senior management and the HR Department of Panipat Refinery to carry out corrective measures accordingly.

                            OBJECTIVE OF THE STUDY

To study the HR policies of IOCL Refinery Panipat.

To determine the level of job satisfaction among the employees of Panipat Refinery.

            

 

                                                      Chapter-2.

                              

                           LITERATURE REVIEW

There is ample material available on the HR issues and practices being followed at IOCL, Panipat Refinery, and Panipat in the in-house magazines and journals, the Panipat Refinery’s intranet site and the HR manual.

By reviewing the literature and discussions with the employees and Senior HR                                                                                                                      Managers, I came to know about the HR issues and practices being followed at IOCL Panipat.

HR INITIATIVES:

During 2007-2008, the HR group initiated an ambitious project on upgrading the leadership bench-strength.  This involved competency mapping of officers in senior management positions besides competency assessment to identify areas of individual and organizational gaps.

To establish a linkage between individual contribution and incentive payable to individuals, a project on designing an individual performance incentive scheme and e-enabling the goal setting and appraisal process has been initiated on Corporation wide basis, initially for the officers. 

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www.indianoilexpress.com - an internet based portal – was launched by Corporate communications, Corporate office, in February 2003 to strengthen internal communication. This portal was made available via intranet through a mirror site since January 2005, and become the preferred medium for Indian Oil people to source infotainment. Total number of registered users has crossed 5000.In 2008 the facility of ‘e-suvidha’ was launched; employees can make use of it through intranet and can interact online in all branches of IOCL. They have also introduced SAP. The challenge of SAP implementation was to ensure that all the integrated elements (of the complex multi-modular integrated solutions that impact the entire workflow of the organization) work seamlessly across the length and breadth of the country,   

                                                  CHAPTER-3

                           RESEARCH METHODOLOGY

Research in common parlance means search for knowledge.  Research is defined as a scientific and systematic search for pertinent information on specific topic.

It is an act of scientific investigation.  The advanced learner’s dictionary of current English lays down the meaning of research as “a careful investigation or enquiry specifically through search, for new facts in any branch of knowledge”.  Every research must have a particular methodology, through which it is easy to define what the problem actually is and how it can be resolved.

The research methodology is a way to systematically solve the research problem.

Research methodology involves the following steps:-

Defining the research problem. Review of related literature. Research design. Collection of data. Analysis of data. Interpretation and report

                                                 RESEARCH DESIGN

A research designs the overall plan or program of research.  It is the blueprint for the collection, measurement and analysis of the data.  It acts as a standard and a guidepost.  A design is used to structure the research to show how all of the major part of the research project-

The samples or groups. Measures. Treatments or programs. Methods of assignment.

Work together to try to address the central research problem.

It is the framework, which determines the course of action towards the collection, allocation and analysis of required data, accurately in an economic manner.  It is a set of instructions outlined rightly at the beginning of the research.

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The research design of my study is exploratory as it involves the opinion survey of the employees of IOCL Refinery, Panipat.

                               UNIVERSE AND SURVEY POPULATION

All items in any field of enquiry constitute a ‘Universe’ or ‘Population’.  The required information in any scientific enquiry may be collected by following either the census method or sampling method.  A complete enumeration of all the items in the population is known as a census enquiry.

It can be presumed in such an enquiry that when all the items are covered highest degree of accuracy is obtained, but this is not true in practice.  Even the slightest element of bias in such an enquiry will get larger and larger as the number of observations increases. Besides, this type of enquiry involves a great deal of time, money and energy.  This method is beyond the research of ordinary researchers. Further many a time it is not possible to examine every item in the population.

Under sampling method information is collected about only a part of the population and on the basis of this information conclusions are drawn for the whole population.

THE BASIS OF ALL SAMPLING IS THE PRINCIPLE OF STATISTICAL REGULARITY, which tells us that if a sample is selected at random, it is likely to process all the characteristics of the universe.

The universe can be finite or infinite.  If the number of items is certain it is finite and in case of infinite universe the numbers of items are infinite.

In my research work the universe is finite, i.e., THE Employees of PANIPAT REFINERY.

                       SAMPLE  SIZE AND TECHNIQUE

Researchers usually cannot make direct observations of every individual in the population they are studying.  Hence quite often they select only a few items, which represent the characteristics of the entire cross section of the population.  The items so selected constitute what is called a Sample.

                                                        

                                                   SAMPLE SIZE:-

The use of appropriate sampling methods and an adequate response rate are necessary for a representative sample but not sufficient, in addition, the sample size must be evaluated. Sample size depends upon:-

1. Methodology selected.

2. Degree of accuracy required for the study.

3. Extent to which there is variation in the population with regard to key characteristics of the study.

4. Likely response rate.

5. Time and money available.

Moreover in this sample the employees from grade ‘A’ to grade ’F’  among officers are included. Thus after looking at all factors on which the sample size depends, for this project, I have chosen the following departments at Panipat Refinery:

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Time Office. Finance Department. Purchase and Maintenance Department. Engineering Service Department. Quality Control Department. Fire and Safety Department. H.R. Department. Training Department. Project Department. Main Control Rooms. Porta Cabins. Workshop..

“In my survey sample size was 100”.  

                                SAMPLING TECHNIQUE:-

Quota sampling has been used for the purpose of selecting the sample.

Firstly quotas are set up according to the grade and respondents are then selected within the quota on the basis of availability and willingness to participate.

                                        DATA COLLECTION

The data collected for the research is undertaken through the primary as well as secondary data method.  This can be illustrated in the following way:-

                                          

                                           1. PRIMARY DATA-

The primary data has been collected from various mediums like:

Questionnaire. Personal interview. Observation.

 

                                                     2. SECONDARY DATA-

The secondary data has been collected from various mediums like:

Information acquiring through Intranet HR manual-  P& A manual. www.iocl.com

 

                                   

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                                  ANALYSIS PATTERN

Analyzing the data is the most important decision. It is very important to use the appropriate methods of data analysis so that the maximum amount of information can be extracted from the data.  The purpose of all the work that has gone into designing, collecting and finally using is to obtain data, that, when properly analyzed should determine to a great degree the objectives of the project.  Thus, in my project data has been analyzed with the help of tables and charts.

             The scale has been grouped as follows:-

 1. Strongly disagree 2. Disagree somewhat 3. Neutral. 4. Agree somewhat 5. Strongly agree.

   

                                                   LIMITATIONS 

Sample chosen may not be representing the characteristics of the entire population

  Secondary data was considered while undertaking studies, so all the shortcomings of secondary

data are inherent.

 

                                        

                                          CHAPTER-4.

                            ORGANIZATION PROFILE 

India has different Petroleum and Natural Gas Companies. These include IBP, Bharat Petroleum, IOCL, Reliance Petrochemicals Ltd., ONGC etc..

My study comprises the detailed study of IOCL. i.e. Indian Oil Corporation Limited. It is a PSU, although ONGC, IBP, Bharat Petroleum are also PSU’s.  Reliance Petrochemicals is the only private sector firm competing successfully with these PSU’s.

Reliance Petrochemicals Limited founded by Reliance Industries Limited, is India’s largest private sector enterprise with business in energy and material value chain.  The flagship company, Reliance Industries is a “Fortune Global 500” company.  The group activities span exploration and production of Oil and Natural Gas, Petrochemicals, Petroleum refining and Marketing, polyesters, fibers and Textiles.  Reliance Industries is India’s largest private sector company on all major financial parameters with turnover Rs. 89,124 crore.

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Reliance Petroleum Limited was set up to harness an emerging value creation opportunities in global refining sector by RIL.  Currently, RPL is a subsidiary of RIL.  RPL also benefits from a strategic alliance with Chevron India holding Pte Ltd, Singapore, which currently hold 5% equity stake in company.

RPL was formed to set up in special Greenfield Economic Zone at Jamnagar Distt. in Gujrat.  With an annual crude processing capacity 580,000 barrels per stream per day. RPL will set up the sixth largest refinery in the world. Refinery project is being implemented at a capital cost of 27,000 crore. RPL appears for the low capital cost due to “intelligent repeat”  of engineering and design of RIL’s existing refinery, proactive procurement strategy and faster implementation of refinery project.

OIL AND NATURAL GAS COMPANY (ONGC) is repositioning itself to foster the principle of relational enterprise through partnership/ strategic alliances/ joint ventures with preferred partners and adopts a business strategy, which relies on company skills and positional assets with focus on core business.  The corporation will: - 

• Continue to access business both in domestic and international sectors.

• Strive to reach out to opportunities specific related business of downstream sector, core competence service business, energy and other sectors.

A joint venture company, PETRONET LNG LIMITED is place in with ONGC with an equity interest of 12.5% on marketing and import of LNG in India.  Other partners are IOCL, BPCL, GAIL each with 12.5% equity.  Remaining 50% will be offered to strategic partners, financial institutions and public.  The company is planning to install two LNG terminals (Dabej in Gujarat and Cochin in Kerela).

ONGC is engaged in E&P activities both in onshore and offshore.   Engagement in these areas will require best-in technology, use of R&D assets to their fullest advantage. 

ONGC is fully equipped Petroleum company in India,which:-

•Holds largest share of hydrocarbon acreages in India.

•Contributes 78% of India’s oil and gas production.

•About one-tenth of Indian refining capacity. 

Its main  competitive strength  are:

• All crude’s are sweet and light with sulphur content of 0.02-0.10.

• Maximum no. of exploration Licenses.

• ONGC operates more than 15000 km Pipelines in India. No other company in India  operates more than 50% of its total length. 

Its vision  are :

• Doubling reserves.

• Improving average recovery from 28% to 40%.

• Tie up 20MMTP of equity hydrocarbon from abroad. 

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Its  ranking  are:

• ONGC ranks as Numero Uno Oil and Gas Exploration Production Company in Asia, as per Platts 250 global energy companies list for the year 2007.

• ONGC ranks 23rd leading Global Energy Major amongst the top 250 Energy majors of the- 

world in Platt’s List.

• ONGC ranks 9th in position in Industry of Mining and crude oil production.

• ONGC ranks 369 in FORUNE GLOBAL 500 list for the year 2006 based on revenue.

• It is ranked as most respected PSU of India in the year 2006.

• It won the “BIGGEST WEALTH CREATOR” award for the year 2000-2006.

BHARAT PETROLEUM CORPORATION LIMITED (BPCL) also occupies a good position:- • In Nov 2006, BPCL has been voted as one of the leading brands in India by Media, a  leading International magazine. The company stands first among Indian Petroleum  Companies, 17 among Indian Brands and 204 among Asia’s 1000 brands based on survey  of Asian Integration Media.

• Bharat Petroleum has been ranked 32 according to Fortune Magazine.

• In September 2006 BPCL was ranked 110 in Platts, with HP at 122 and IOCL at 41 in list.

• In 2006, BPCL ranks 5th among top 28 Oil and Gas Company in Asia surveyed by ‘Institutinal Investor’, a US journal which serves the global investors.  The next Indian company ranked in the list was Indian Oil Corporation Limited in the 12th position.

• In April 2006 BPCL has been ranked third at Rs.134673 million after IOCL and SBI as India’s most valuable brand, in a survey conducted by “Brand Finance”.

• In October 2005, BPCL was awarded ‘ Business Superbrands Award’ 2005-2006.

Vision of BPCL

Apply the Best Technology

Be an Ethical company

Strong and Dynamic system

Sound Business performance and operational efficiency. 

Bharat Petroleum produces a diverse range of products, from petrochemicals and solvents to aircraft fuel and speciality lubricants and markets them through its wide network of Petrol Stations, Kerosene Dealers, LPG Distributors, Lube Shoppes, besides supplying fuel directly to hundreds of industries, and several international and domestic airlines.

Today, Bharat Petroleum is restructured into a Corporate Centre, Strategic Business Units (SBUs) and Shared Services and Entities

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Bharat Petroleum is the first Public Sector Oil Company to implement Enterprisewide Resource Planning (ERP) solutions - SAP. The implementation project known as ENTRANS (Enterprisewide Transformation) has been awarded the 'SAP Star Implementation Award'. With SAP as the IT backbone, Bharat Petroleum plans to take advantage of the Internet based capabilities along the entire value chain with a Customer Relationship Management solution. 

HINDUSTAN PETROLEUM LIMITED (HPCL) is a Fortune 500 company, with an annual turnover of over Rs 1,03,837 Crores ($ 25,142 Millions) during FY 2007-08, 16% Refining & Marketing share in India and a strong market infrastructure. Corresponding figures for FY 2006-07 are: Rs 91,448 crore ($20,892 Million).

The Corporation operates 2 major refineries producing a wide variety of petroleum fuels & specialties, one in Mumbai (West Coast) of 5.5 MMTPA capacity and the other in Vishakapatnam, (East Coast) with a capacity of 7.5 MMTPA. HPCL holds an equity stake of 16.95% in Mangalore Refinery & Petrochemicals Limited

HPCL also owns and operates the largest Lube Refinery in the country producing Lube Base Oils of international standards. With a capacity of 335 TMT. This Lube Refinery accounts for over 40% of the India's total Lube Base Oil production.

Awards

HPCL Bags Readers Digest- "Trusted Brand - Asia" Platinum Award, 2008

HPCL Wins Petro fed Oil & Gas Award - 2007

 

                                     

                                 IOCL ORG PROFILE  

a) Date of incorporation:

30th June, 1959 as Indian Oil Company Ltd. upon merger with Indian Refineries Ltd. on 1.9.1964, name of the company was changed to Indian Oil Corporation Ltd.

b) Type of Company

Government Company under Section 617 of the Companies Act, 1956.

c) Administrative Ministry

Ministry of Petroleum & Natural Gas, Government of India

d) Shareholding Pattern

The shareholding pattern of the company under major shareholder categories is as under :

a)  Govt. of India 80.35%

b)  Governor of Gujarat 0.11%

c)  ONGC Ltd 8.93%

d)  Banks, Financial institutions, Insurance  companies and Mutual Funds

4.23%

e)  Foreign Institutional Investors and NRIs 2.15%

f)   Public 4.23%

Total 100.00%

 

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e) Listing with Stock Exchanges

The equity shares of the Company are presently listed with the following stock exchanges    i) The Stock Exchange, Mumbai     ii) The National Stock Exchange of India Ltd.

f) Products Auto LPG, ATF, Bitumen, High Speed Diesel, Industrial Fuels, LPG, Lubricants and Greases, Marine Fuels, Petrochemicals, Gasoline, Superior kerosene Oil, Special products Like Benzene, Paraffin Wax, Propylene, Sulphur etc.

g) Services Refining, Pipelines, Marketing, Research and Development, Gas, Training and Development, Petrochemicals, Exploration and Production etc.

 

   

                                             

Functions & duties:- 

Indian Oil Corporation Ltd. has been established to carry out the objectives specified in the Memorandum & Articles of Association of the Company.  The main activities of Indian Oil are refining, transporting and marketing of petroleum products.

                                            

Vision:-

A major diversified, transnational, integrated energy company, with national leadership and a strong environment conscience, playing a national role in oil security & public distribution                                                         

Mission:- 

To achieve international standards of excellence in all aspects of energy and diversified business with focus on customer delight through value of products and services, and cost reduction.

To maximize creation of wealth, value and satisfaction for the stakeholders. To attain leadership in developing, adopting and assimilating state-of- the-art technology for

competitive advantage. To provide technology and services through sustained Research and Development. To foster a culture of participation and innovation for employee growth and contribution. To cultivate high standards of business ethics and Total Quality Management for a strong

corporate identity and brand equity. To help enrich the quality of life of the community and preserve ecological balance and heritage

through a strong environment conscience.

     

                                           Objectives:- 16

To serve the national interests in oil and related sectors in accordance and consistent with Government policies.

T by way of crude oil refining, transportation and marketing activities and to provide appropriate o ensure maintenance of continuous and smooth supplies of petroleum products assistance to consumers to conserve and use petroleum products efficiently.

To enhance the country’s self-sufficiency in crude oil refining and build expertise in laying of crude oil and petroleum product pipelines.

To further enhance marketing infrastructure and reseller network for providing assured service to customers throughout the country.

To create a strong research & development base in refinery processes, product formulations, pipeline transportation and alternative fuels with a view to minimizing/eliminating imports and to have next generation products.

To optimize utilization of refining capacity and maximize distillate yield and gross refining margin.

To maximize utilization of the existing facilities for improving efficiency and increasing productivity.

To minimize fuel consumption and hydrocarbon loss in refineries and stock loss in marketing operations to effect energy conservation.

To earn a reasonable rate of return on investment. To avail of all viable opportunities, both national and global, arising out of the Government of

India’s policy of liberalization and reforms. To achieve higher growth through mergers, acquisitions, integration and diversification by

harnessing new business opportunities in oil exploration & production, petrochemicals, natural gas and downstream opportunities overseas.

To inculcate strong ‘core values’ among the employees and continuously update skill sets for full exploitation of the new business opportunities.To develop operational synergies with subsidiaries and joint ventures and continuously engage across the hydrocarbon value chain for the benefit of society at large.

                                               

Obligations

To provide prompt courteous and efficient service and quality products at competitive prices. 

                                                Towards suppliers-

To ensure prompt dealings with integrity, impartiality and courtesy and help promote ancillary industries

.

                                              Towards employees

-

To develop their capabilities and facilitate their advancement through appropriate training and career planning.

To have fair dealings with recognized representatives of employees in pursuance of healthy industrial relations practices and sound personnel policies.

                                             

Towards community

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-

To develop techno-economically viable and environment-friendly products. To maintain the highest standards in respect of safety, environment protection and occupational

health at all production unit

                                         

Towards

Defense

Services-

To maintain adequate supplies to Defense and other Para-military services during normal as well as emergency situations.

VAST EXPANSION OF IOCL

IOCL is running with different units at Barauni, Gujarat, Guwahati, Haldia, Mathura, Panipat.  IOCL has its head-quarter at Delhi.

IOCL has also started 11 new projects for further expansion and to implement advanced technology.  These plants will help them to prepare by-products from different products.

Their gross total turnover for the year 2008 moved up by 38.7%, to Rs. 80,735 crore from Rs. 58,205 crore.

IOCL with highest sales turnover in 2004-2005 in ‘Business India’s Super 100’ list of top private and public sector.

                                                   EMPLOYEE PROFILE

The human resource in corporation is 31,675 of which 9,728 are in the officer cadre and 21947 are in the staff cadre .  There are 5,672 employees from SC category and 2097 from ST category.  The SC and ST employees constitute 24.53% of the total employee strength.  There are 2,387 women employee, out of whom 692 are in the officer cadre and 1695 in staff cadre.  The women employees

constitute 7.54% of total employee strength 

                                                    Welfare of Employees

Indian Oil Corporation Ltd. Has continued to upgrade facilities and promote the welfare of the employees.  With a view to promote employees welfare the corporation is bringing improvement in policies.  Apart from attractive scales and perks, Indian Oil provides its employees many facilities and welfare measures, which are continuously upgraded.  The medical facilities extended to the employees are rated amongst the best in the country. Apart from fully equipped hospitals at refinery townships, the corporation also has nominated hospitals at various locations to meet employee needs.  Holiday homes at selected locations throughout the country help employees and

their families unwind. 

                                             Career Growth Opportunities

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Indian Oil Officers at the junior most level of the management hierarchy.  First division professional degree holders and post graduates from relevant disciplines are recruited as management/engineer trainees, accounts officer, medical officers, lab officers, system officers, communication officers, scientists etc..

Job rotation and inter location transfers throughout the country facilitate planned development of careers and broaden outlook.   Career growth opportunities are based on the individual’s performance and contribution to the common goal of sustained growth. Indian Oil’s top executives have grown from within a testimony to the unlimited opportunities for growth available to the

meritorious.   

                                                         A Bond Forever

Indian Oil builds lifetime bonds with its people.  Even after retirement, employees continue to enjoy some of the basic facilities they have availed of while in service.   The company offers a contributory superannuation benefit fund scheme, post-retirement medical facilities and even the use of holiday homes to retired employees.

                                              Welfare of weaker Section

IOCL has been diligently following the presidential directives and various instructions/guidelines by the Govt. of India regarding reservation in services SC’s/ST’s/OBC’s/Physically Handicapped/Ex-serviceman etc. sincere efforts has been made to recruit reserved category candidates as per the govt. instructions.

                                                    Industrial Relations

Industrial relations are harmonious and peaceful.  The main area of concern remains the right sizing of the manpower.  Most of the new locations are by and large manned through internal manpower generations and redeployment.  This is possible mainly due to better employee relation’s management and the constructive approach of the employees union.

                                                 Entrepreneurial Culture

In addition, Indian Oil has three subsidiary companies- Chennai Petroleum Corporation Ltd., Bongaigoan Refinery and Petrochemicals Ltd. and IBP Co. Ltd.

The Corporation is managed by Board of Directors.  Besides the Chairman, the Board has the following full time directors-

1.Director(Refining) 2.  Director (Marketing)

3.  Director (Pipelines)

4.  Director (R&D)

5.  Director (Finance)

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6.  Director (HR)

7.  Director(Planning and Business Development.

                IOCL REFINERY, PANIPAT – A PROFILE

“Panipat Refinery has doubled its refining capacity from 6 MMT/yr to 12 MMT/yr with the commissioning of its Expansion Project.”

Indian Oil is the country’s largest commercial enterprise and the leading Indian corporate in the prestigious Global ‘Fortune 500’ listing of the world’s largest companies. It nurtures a vision to become a major, diversified, transnational, integrated energy company, with national leadership and a strong environment conscience, playing national role in oil security and public distribution.

IOCL Refinery, Panipat is the seventh refinery of Indian Oil.  It is located in the historic district of Panipat in the state of Haryana and is about 23 km from Panipat City.  The original refinery with 6 MMTPA capacity was built and commissioned in 1998 at a cost of Rs. 3868 crore (which includes Marketing & Pipelines installations). The major secondary processing units of the Refinery include Catalytic Reforming Unit, Once through Hydrocracker unit, Resid Fluidised Catalytic Cracking unit, Visbreaker unit, Bitumen blowing unit, Sulphur block and associated Auxiliary facilities.  In order to improve diesel quality, a Diesel Hydro Desulphurisation Unit (DHDS) was subsequently commissioned in 1999.

Referred as one of India’s most modern refineries, Panipat Refinery was built using global technologies from IFP France; Haldor-Topsoe, Denmark; UNOCAL/UOP, USA; and Stone & Webster, USA.  It processes indigenous and wide range of imported grades of crude oil.  It receives crude from Vadinar through the 1370 km long Salaya-Mathura Pipeline.

Petroleum products are transported through various modes like rail, road as well as environment-friendly pipelines.  The Refinery caters to the high-consumption demand centres in North-Western India including the States of Haryana, Punjab, J&K, Himachal, Chandigarh, Uttarakhand, as well

as parts of Rajasthan and Delhi. 

The LPG produced from the refinery is pumped through a dedicated pipeline to Indian Oil’s Kohand Bottling plant where bottling and bulk despatches are done.

                         PANIPAT REFINERY EXPANSION -

“Due to a growing deficit of petroleum products in the high demand centres of North India, it was decided to expand the capacity of Panipat Refinery from 6 million tonnes to 12 million tonnes with matching secondary processing facilities.   M/s ElL was chosen as the Project Management Consultant.”

Built at a cost of Rs. 4300 crore, the Refinery expansion units have been designed to process 100% high sulphur crude.  This has enhanced the processing of high sulphur crude to 75% of the total refinery processing.  The technologies have been supplied by M/s Axens; France, Haldor-Topsoe; Denmark, UOP USA, Black & Veatch, USA and ABB Lummus. Diesel hydrotreating unit, Hydrocracking unit and Hydrogen unit of the plant are largest in the country.  For supply of crude oil for the expansion units, the Kandla-Panipat product pipeline has been converted to crude oil service.  The crude oil is received from Mundra Port in Gujarat coast and supplied to the Refinery through Kandla-Panipat Pipeline.

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SALIENT FEATURES OF EXPANSION UNITS:-

The expansion of the refinery has been done for doubling the crude processing capacity

from 6 MMT/yr to 12 MMT/yr. Total facilities are located inside the existing refinery complex.

The expansion refinery has been designed to process 100% high sulphur crude.

Process technologies have been selected to maximize the production of LPG, and HSD.

A Delayed Coking unit has been installed to process Short residue from the HS crude for

maximizing distillate yield and for reducing the black oil generation.

Condensate collection and polishing facilities have been incorporated to process surplus

condensate to optimize water consumption.

The total effluent generated will be reused inside the refinery including green belt and no

trade effluent will be discharged to any outside water body.

Treated effluent would be further treated in Reverse Osmosis plant to reuse the same as

DM water and to reduce water consumption.

Very high efficiency (99.9%) Sulphur Recovery has been installed to reduce SO2 emissions.

To enhance efficiency of power generation and to reduce SO2 emission, Naphtha fired Gas

Turbines have been installed in place of conventional Steam Turbo Generators.

SO2 emission from the refinery will be restricted to the stipulated limit of 1000 kg/hr by

fuel management.

Mounded bullets have been considered for storage of LPG.

 

                                 NAPHTHA CRACKER COMPLEX

Making a committed foray into the petrochemicals, Indian Oil has already set up a world class PX/PTA plant in the Panipat Refinery.  Further, it is setting up a Naphtha cracker & downstream polymer units (Naphtha Cracker complex) in the Refinery, thereby making it an integrated refinery-cum-petrochemicals complex.

The Naphtha Cracker Complex will see an estimated capital investment of about Rs. 14000 crore and is scheduled for commissioning by 2009.   This project aims to utilize the surplus Naphtha available from Indian Oil refineries and create valuable polymer products and other key intermediates.

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The Naphtha Cracker complex along with the PX-PTA units will have synergistic impact in the growth of downstream industries for the production of Polyester Staple Fibre (PSF), Polyester Filament Yarn (PFY) and Textiles. Based on the above raw material availability, there will be steady growth of related industries in this region and Panipat will develop into a world scale petrochemical hub of the country.  The Hub will push Haryana to one of the top states in petrochemicals productions in the country.

In addition to this, the capacity of Panipat Refinery is currently being expanded from 12 to 15 million tonnes.  Work on this project has already been started and project is expected to be

commissioned in 2009.    

                   PANIPAT REFINERY - The Eco-Friendly Refinery 

Only Desulphurised Fuel Gas and Low Sulfur Fuel Oil with sulphur content below 0.5% is

used in Refinery furnaces. Sulfur Recovery Plant helps in reduction of Sulfur Dioxide emission. There are 4 Sulphur

recovery unit.2 no. Of 115 TPD and 2 no. Of 225 TPD. Two Sulphur Recovery Unit always

remain in operation to keep the environment clean.

Two state-of-the art Effluent treatment plant.

On line stack analyzers provided to monitor and control emissions.

Treated effluent meeting Minimal National Standards (MINAS) totally reused within

Refinery making Panipat.

Refinery a Zero Effluent Discharge Refinery.

500 acres of land around Refinery has been developed as Green Belt and Ecological Park.

Around five lakh trees already planted.

                         

                        Community Development Programme

The Refinery is committed to the improvement of life of the people in its vicinity with the objective of making them self-reliant.  Such social responsibility includes support community initiatives in the field of health, water management, vocational training, education and literacy etc.  Panipat Refinery encourages the villagers to develop social accounting systems to carry out social audit of their operations.  It has been the endeavor of the Refinery to utilize 25% of its Community

Development funds towards Special Component Plan. 

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.       

                         CHAPTER-5.

                  

                      JOB SATISFACTION

Job satisfaction is often determined by how well outcomes meet or exceed expectations.

Satisfaction in ones job means increased commitment in the fulfillment of formal requirements. There is greater willingness to invest personal time and energy in job performance.

Job satisfaction and job attitude are typically used interchangeably, but there are differences between the two.  Attitude reflects one’s feeling towards individuals, organization and objects.  But satisfaction refers to one’s job. It can only be inferred but not seen.

Attitudes endure generally, but job satisfaction is dynamic, it can decline even more quickly than it developed.  Managers, therefore, cannot establish the conditions leading to high satisfaction now and then neglect it, for employee needs may change suddenly. Managers need to pay attention to

job satisfaction constantly. 

Job satisfaction is defined as - “A pleasurable or positive emotional state resulting from

appraisal of one’s job or job experience.”

 

“Job satisfaction is a set of favorable and unfavorable feeling with which employees view

their work.”

                           

                        

                          SOURCES OF JOB SATISFACTION

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Several job elements contribute to job satisfaction.  The most common amongst them are wage structure, nature of work, promotion chances, quality of supervision, work groups and working conditions.

1. SALARY 2. WORK

3. PROMOTION CHANCES

4. WORKING CONDITIONS

5. SUPERVISION

                                                     SALARY

Salary plays an important role in influencing job satisfaction. This is because of two reasons:-

1. Money is an important instrument in fulfilling one’s needs. 2. Employees often see pay as a reflection of management’s concern

For them.

Employees want a pay system, which is simple, fair and in line with their expectations.  When pay is seen as fair, based on job demands, individual skill level, and community pay standards, satisfaction is likely to result.  What needs emphasis is that it is not the absolute that matters, rather it is one’s perception of fairness.

                                        

                                                NATURE OF WORK

 

Most employees crave intellectual challenges on jobs.  They tend to prefer being given opportunities to use their skills abilities and being offered a variety of tasks, freedom, and feedback on how well they are doing.  These characteristics make jobs mentally challenging. Jobs that have too little challenge create boredom.  But too much challenge creates frustration and a feeling of failure.  Under conditions of moderate challenge, employees experience pleasure and satisfaction.

                                                  PROMOTIONS

Promotional opportunities affect job-satisfaction considerably. The desire for promotion is generally strong among employees as it involves change in job content, pay, responsibility, independence, status and the like.  An average in a government organization or PSU can get promotions according to the services rules and seniority. The chances of promotion based on performance are better in the private sector.  It is no surprise that employee take promotion as the ultimate achievement in his career and when it is realized, he feels extremely satisfied.

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                                                 SUPERVISION

There is a positive relationship between the quality of supervision and job satisfaction.  Supervisor who establish a supportive personal relationship with the subordinates and take a personal interest in them contribute to their employee satisfaction.  Realizing the role of supervision in creating satisfaction the following actions are suggested:

SUPER VISORY ACTIONS FOR MAINTAINING SATISFACTION-

o Maintain open lines of communication. o Create a good physical environment.

o Remedy sub standard conditions.

o Transfer discontented employees.

o Change the perception of dissatisfied employees.

o Display concern for employees.

o Give ample recognition.

o Allow for participative management.

o Practice good management.

o Conduct moral building programmes.

                                       WORK GROUP

The work does serve as a source of satisfaction to individual employees.  It does so, primarily by providing group members, by providing opportunities for interaction, with each other.  It is well

known that, for employees, work fills the need for social interaction 

The work group is an even stronger source of satisfaction when members have similar attitudes and values.  Having people around with similar attitudes causes less friction on a day-to-day basis.  Co-workers with similar attitude and values can also provide some confirmation of person’s self -

concept: “We are OK and you are OK”.      

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                               WORKING CONDITIONS

Working conditions, which are compatible with an employee’s physical comfort and facilitate doing a good job, contribute to job satisfaction.  Temperature, humidity, Ventilation, lighting and noise, hours of work, cleanliness of work place, and adequate tools and equipment are the feature

which affect the job satisfaction 

The assumption that working conditions and satisfaction are interrelated contradicts the two-factor theory of motivation.  According to this theory, working conditions are a part of maintenance factors, which, when provided, help remove dissatisfaction.  This does not mean that they are satisfied now; it only implies that now they are not dissatisfied now i.e. Opposite of

dissatisfaction is non-dissatisfaction but not satisfaction. 

Thus while working conditions constitute a source of job-satisfaction, they are a relatively minor source.  Generally, unless working conditions are either extremely good or bad, they are taken for granted by most employees.  Only when employees themselves change job or when working conditions change dramatically over time (e.g. moving into new facilities) do working conditions assume more relevance.  In other words, all workers are not satisfied or dissatisfied with favorable or non –favorable conditions.

                CONSEQUENCES OF JOB SATISFACTION

High job-satisfaction may lead to improved productivity, reduces turnover, improved attendance, reduced accidents, less job-stress, and lower unionization.

                                          Productivity

 

The relationship between satisfaction and productivity is not definitely established.  The consensus however is that, in the long run job satisfaction leads to increased productivity.

There is more evidence to suggest that job performance leads to job satisfaction and not the other way round (Lawler and Porter, 1967) the following figure developed  by these two illustrates the similarity between performance and satisfaction.  An employee who performs well in his job gets both intrinsic and extrinsic rewards, which will lead to his satisfaction.  A poor performer will feel worse about his incompetence and will receive fewer rewards. He will be less satisfied with his

work experiences.    

EXTRINSIC

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ORMANCE                                                                                      SATISFACTION

REWARD                                         EQUITY OF

REWARD  

                               

                             Job Satisfaction and Employee Turnover

High employee turnover is of considerable concern for employers because it disrupts normal operations, causes moral problems for those who stick on, and increases the cost involved in selecting and training replacements.  The employer does whatever possible to minimize turnover, making the employees feel satisfied on their jobs.

Though a certain degree of turnover is good for organization health, it should not be from the side of newly recruited ones, because they are the fresh blood of the organization. Every possible effort should be made to retain them, as a lot of organizational resources are spent on recruitment,

selection and training of these employees. 

Unlike the relationship between satisfaction and productivity, the connection between job-satisfaction to employee turnover is established beyond doubt.  It has been found by researchers that workers with relatively low levels of job-satisfaction are most likely to quit their jobs and that organizational units with the lowest average satisfaction levels tend to have the highest turnover rates.

However, the withdrawal behavior of employees is modified by certain factors.  Loyalty to the organization is one such thing.  Some people cannot imagine themselves working somewhere else, however dissatisfied they are in their present jobs.

Availability of other places of employment also influences turnover.  With the changing economic scenario, more and more Multinational Companies coming to India.  With their excellent pay - packages and highly challenging and competitive work culture these companies are attracting competent professionals from other organizations also.  Thus if greener pasture are available, an employee does not mind going in search of them, notwithstanding the present level of job-

satisfaction he enjoys. 

                                              Satisfaction and Absences

Correlation of satisfaction with absenteeism is also proves conclusively.  Workers who are dissatisfied are more likely to take “mental health” days, i.e. days off not due to illness or personal business.

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Simply stated absenteeism is high when satisfaction is low.  As in turnover, absenteeism is subject to modification by certain factors.  The degree to which people feel that their jobs are important has a moderating influence on their absences and ultimately turnover.

Employees who feel that their work is important tend to clock in regular attendance.

Besides it is important to remember that while high job-satisfaction will not necessarily result in low absenteeism, low satisfaction is likely to bring about high absenteeism.

                                         Satisfaction and Safety

Poor safety practices are a negative consequence of low satisfaction level.  When people are discouraged about their work, organization and supervisors, they are more liable to commit mistakes that result in accidents.  An underlying reason for such accidents is that discouragement may take one’s attention away from the task at hand.  Inattention leads

directly to accidents.  For example:- many hand injuries from power tools can be attributed to the operator not paying careful attention.

                                       Satisfaction and Job Stress

Job stress is the body’s response to the job related factor threatens to disturb the person’s equilibrium.  In the process of experiencing stress, the employee’s inner state changes. Prolonged stress can cause the employee serious ailments such as heart disease, ulcer, blurred vision, lower back pain, dermatitis and muscle aches.

Chronic job-satisfaction is a powerful source of job stress.  The employee may see no satisfactory short-term solution to escape this type of stress.  An employee trapped in a dissatisfying job may withdraw by such means as high absenteeism and tardiness, or employee may quit.

Employee under prolonged stress stemming from job dissatisfaction often consumes too much alcohol, tobacco and drugs.  These employees are costly to the organization in terms of the time lost due to frequent absences and increased payments towards medical reimbursement.

                                             Unionization

It is proved that job-dissatisfaction is a major cause for unionization (Allen and Keaveny, 1981).  Dissatisfaction with wages, job security, fringe benefits, chances for promotion and treatment by supervisors and superiors are reasons, which make employees, join unions.  Another dimension is that job-dissatisfaction can have an impact on the tendency to take action within the union, such as

filing grievances or striking.        

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                                                     CHAPTER-6.

                                           HR POLICIES AT IOCL

                      RECRUITMENT

                                            Preliminary

1. Recruitment action will be initiated by Personnel Department. 2. Recruitment for all posts in grade ‘A’ and above is made centrally on All –India basis.

3. Total recruitment of officers in grade ‘A’ is met by recruitment from open market and by

promotion from staff on the basis of 50:50 formula.

4. Existing employees may apply for any of the posts advertised by corporation from any of the units and will be considered along with others provided they have the prescribed

educational qualifications and experience.

                                Principles governing the Recruitment:

1. Educational specifications, merit and experience of the right type will be the Primary

considerations governing recruitment. 2. Trade test, I.Q. Test or Proficiency test will be given to candidates, wherever necessary.

3. For recruitment to posts carrying pay scales the maximum of which does not exceed Rs.1250 p.m., the “IOCL” as registered in and sponsored by local Employment Exchange will, other things being equal, get preference over others, with priority being given to

outers/ land losers.

4. While selecting candidates for various posts, the respective Selection Committees will keep in view the corporation’s policies based on the Presidential Directive in the matter of reservation of posts as well as certain Relaxations allowed to SC/ST candidates / ex-

servicemen / physically handicapped.

5. Preference to candidates possessing NCC Training / National Apprenticeship Certificates.

  

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                                                TRAINING 

Training is the process which is used for increasing the knowledge and skills of a person. It is a milestone in overall development of a person.

IOCL provides training because of the following reasons: - 

1. As per job requirements. 2. Due to technological reasons.

3. To increase productivity.

4. To increase quality of work.

5. To reduce accident rate.

6. To increase morale.

7. For personal growth of employees.

                              

                          IOCL provides following type of training :-

1. Orientation training. 2. Job training.

3. Safety training.

4. Remedial training.

5. Personality development training

                             

                              PAY AND ALLOWANCES

The employees are placed in one of the scales of pay.  The scales of pay with some typical

designations of the employees in Refineries Division are as follows :-  

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                               OFFICERS (w.e.f. 1.1.2007)

GRADE SCALE OF PAY

I Rs.62000-80000

H Rs.51300-73000

G Rs.51300-73000

F Rs.51300-73000

E Rs.43200-66000

D Rs.36600-62000

C Rs.32900-58000

B Rs.29100-54500

A Rs.24900-50500

  

                                                     AVAILING OF LTC

1. LTC is admissible to all employees (and their families as defined in the LTC rules) in the

approved scales of pay on completion of one-year continuous service on the date of journey.

2. LTC is allowed once in a period of two calendar years (viz. two yearly blocks) from headquarters to hometown and back.  The two yearly blocks are 1993-1994, 2001-2002, 2003-2004 and so on.  In the case of Gujarat Refinery and Mumbai office, the block year ends with odd number in the case of those employees who joined at these places prior to 1.9.1975.  The concession that is not availed during that block may be availed in the first

year of next block.

3. Employees and their families in any given block period of two years have the option of

availing of LTC of any place in India in lieu of hometown.

4. Employees while availing LTC are also reimbursed for local travels, actual taxi fare or twice the entitled rate of local conveyance under TA rules at the stations of commencement

and termination of outward and inward journeys, whichever is less.

 

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5. Four /Fifths of the estimated fare and expenses for hiring accommodation (as per entitlement) may be drawn as an advance towards cost of the journey by the shortest route

to the destination and back.

 

6. Employees posted to Assam and other northeastern states, but whose declared hometown is

outside any of these states are entitled to the liberalized LTC/ home travel facility.

 

7. LTC is admissible to an employee during regular or casual leave without any minimum

limit on the leave to be taken.

 

8. Employees while availing LTC are entitled to drawn an amount equivalent to 10% of the amount of DA (as per applicable rate under TA rules) for self, spouse, and two dependent

children above five years of age 4 and dependent parents towards expenses.

 

On hiring accommodation at places of visit in the country which should be other than the employees home town for actual number of nights spent at such a place4, up to ceiling of 10 days.  This is subject to the condition that holiday home/ guest house/ transit accommodation facility, if existing at places of visit is not availed by employee/family.  Further, transit DA for the period of journey @75% DA admissible (at the rates applicable

for other cities) shall be reimbursed within the overall existing ceiling of 10 days.  

9. Employees who are entitled to travel by rail by first class and entitled members of their families for availing LTC either to Port- Blair or to Agatti can travel by –air. However, travel entitlement from the place of posting up Chennai or Calcutta (for journey to Port-Blair) and up to Trivendrum (from journey to Aggati will be regulated within the to and fro ceiling by the shortest route as per the existing entitled class of travel.  In case of

workmen this facility will be available only once during the entire service.

  

10. While availing LTC, such workmen who are current entitled to          llnd - class   rail travel, will be allowed reimbursement of three - tier AC fare for rail travel actually undertaken by the shortest route.  Their basic entitlement however, will not undergo any change.

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                                        LTC ENCASHMENT:-

The existing rates of LTC encashment (w.e.f.  1.04.2002) in respect of employees are asunder:-                                               OFFICERS:

                         ENCASHMENT OF LTC

The existing rates of LTC encashment in respect of employees who wish to encash their LTC are as under: -

Officers Amount entitled per member (Rs.)

Gr. ‘D’ & above 8368Gr. ‘A’, ‘B’ & ‘C’ 4792Workmen  For those entitled to travel by 1st Class

3882

For those entitled to travel by IInd Class

1010

 

                              HOUSE BUILIDING ADVANCES 

With a view to own a residential accommodation for his/her self occupation, HBA may be granted to an employee provided the employee has completed a minimum of 5 years of service in one of the regular scales of pay of the corporation including the service in Government/Public sector undertaking.

The maximum ceiling of HBA entitlement of an employee is 100 months Basic pay +DA ( as on the date of sanction) or Rs. 10 lacks( Gr. A to C)/ Rs. 14 lacks (Gr. D to F) /Rs. 12 lacs (Gr. G & above) or the cost of the house/flat, whichever is lowest.  The employee if he so wishes, may adjust the gratuity amount against HBA, which would be computed on the basis of maximum stage of salary scale at the time of sanction and subject to the ceiling applicable.

For the purpose of extension, enlargement and/or modification of a house/flat already owned by an employee, the HBA entitlement would be restricted to 50% of the above entitlement.

The HBA entitlement as mentioned above includes actual amount of expenses to be incurred on stamp fee/registration charges limited to Rs. 1 lacs may be granted for the purpose of registration of the piece of land/house/flat in the name of the employee.

The present rate of interest on HBA amount disbursed is 5% p.a. simple interest calculated on the balance HBA amount outstanding on the last day of each month.  An additional interest @0.5% is payable by the borrower employee towards premium against the outstanding HBA under Mortgage Redemption Scheme.

The grant of HBA to an employee is subject to submission of various documents and fulfillment of laid down condition

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The recovery of the principal amount of HBA together with interest shall be affected within a maximum period of 25 years or the period left for the employee for superannuation, whichever is earlier.

The lones employee shall be required to mortgage the property thus purchased with HBA by deposit of original title deed in favour of the Corporation.

The employee who has a house purchased/ constructed/ extended/ enlarged/ modified with HBA and which is located at the station of posting shall be required to occupy the same for his own residence.  Alternatively, he may be allowed to rent out the house with the permission of the Corporation subject to the condition that 50% of the gross rent received is repaid to the Corporation towards repayment of HBA.

House Building loan for acquiring alternate property upon scale of the property purchased with HBA with due permission from the competent authority or for extension of the previous advance.

                                  CONVEYANCE ADVANCE

A permanent employee of the corporation may be sanctioned interest bearing loan/ advance for purchase of conveyance upon satisfaction of the competent authority that the possession of the vehicle by the employee will be in the interest of the corporation.

The mode of the conveyance and the amount of advance admissible is as under:

                                                     Officers

4.3.1 Conveyance advance for purchase of vehicles is admissible to officers as under: 

                                                            For Cars: 

Grade Maximum entitlement

A Rs.2.65 lakhs

B & C Rs. 4.50 lakhs

D, E, & F Rs. 5.0 lakhs

G & H Rs. 6.50 lakhs

I Rs. 7.50 lakh

 

In addition expenses incurred on account of comprehensive insurance, registration & road tax limited to maximum advance of Rs. 10,000/- shall also be admissible.  However, they will be

entitled to the maintenance allowance as applicable to the two wheeler vehicle. 

The loan/advance bears simple interest as may be fixed from time to time (present rate being 2.5%).  The loan/advance bears simple interest as may be fixed for different categories.

                                                            LEAVE

                                        

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                                            Earned Leave

Employees are allowed earned leave with full pay and allowances at the rate of 8 days for each completed quarter, 3/4 of the leave earned is credited into encashable portion and ¼ into non-encashable portion.  Earned leave credit in the encashable portion can be encashed at any time either fully or partly in multiples of five subject to a minimum of five days and a maximum of 90 days at a time without necessarily availing any earned leave.  Earned leave in the non-encashable portion as well as in the encashable portion can be availed by an employee by taking leave, if he so desires and the same is sanctioned by a competent authority.  Earned leave can be accumulated up to a maximum of 300 days.  The leave beyond the combined ceiling of 300 days shall automatically stand encashed from the encashable side and the encashment amount shall be paid along with the salary of the month succeeding quarter.

                                       Special Earned Leave

Teaching and non teaching vacation staff of departmentally run and managed schools are entitled to special earned leave @ 5 days per year which can be accumulated up to 40 days and is not encashable.  Credit is given at the rate of 1.25 days ay the end of each quarter.  It cannot be availed in periods of less than one whole day.

                                                  Maternity Leave

Female employees are allowed maternity leave for a period of 135 days (only for 2 children) & 3 months (for subsequent occasions) from the date the employees desires to proceed on leave or from the date of actual confinement, whichever is earlier, and for 6 weeks in case of miscarriage or abortion on the basis of Medical certificate.

                                                  

                                           Child-Care Leave

Female employees are allowed to avail CCL for a period not exceeding two years during entire service career, in spells of 6 months or more subject to fulfillment of stipulated conditions.

                                            Sick Leave  

Employees are entitled to sick leave on half pay @ 5 days for completed quarter of service.  The leave can be commuted on full pay by debiting twice on half pay standing to the credit of the

employee. 

Medical as well as fitness certificates are required to be submitted if the leave applied is for more than 2 days in respect of workmen and more than one day in respect of officers. However the grant of sick leave shall not exceed 10 days on full pay (without submission of medical certificate) which is earned during a year.

                                                      Casual Leave

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Admissible for 10 days in a calender year.  It cannot be combined with other kinds of leave, shall lapse at the end of the year.  Sundays, holidays and weekly off days falling before, after or within the period of casual leave are not counted as part of the casual leave.   I can be availed to a maximum of six days at a stretch.

The facility of availing of availing half day CL is not admissible to officers and workmen working in rotating shifts as well as the workmen working in other than rotating shifts i.e. administrative offices.

                                              Casual Special Leave

1. Employees participating in a representative capacity in PSCB, Inter Refinery or Inter Division Sports Meet which are sponsored by the company may be allowed special casual

leave not exceeding 10 days in a calendar year. 2. Special casual leave for six working days may be granted to male employees undergoing

vasectomy operation.

3. Special Casual leave not exceeding 14 days is admissible to female employees undergoing

non-puerperal sterilization operation.

4. A male employee may be granted special casual leave up to 7 days if his wife undergoes

puerperal/ non-puerperal tubectomy operation.

5. Employees joining Territorial Army are granted special casual leave for period spent in training camps, attending celebrations, attending a course of instructions, period speny in medical examination/ interview, and preparatory time of 6 days (excluding Sundays and

holidays) at the time of embodiment (for training as well as service) or on its termination.

6. For a maximum period of 15 days including transit period both ways to such of the ex-servicemen who are required to appear before the Medical Re-Survey Boards for

reassessment of their disability.

7. Employees who donate blood on a working day may be granted on request a special casual

for that day.

                                   Special Leave for Serious Sickness

Up to 1 year on full pay in case of serious and chronic/ contagious diseases like TB, Cancer etc. before grant of special leave the employee is first required to avail sick leave as due to him leaving balance of 20 days on half pay in his leave account.  In case of death of the employee due to any illness during hospitalization, the period of hospitalization till the date of death is treated as special leave.

                                     Extraordinary Leave without Pay

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Ordinary not exceeding one month in a year when no other leave in due and up to 18 months in case of serious ailments.  As the title suggests, this leave is granted without pay.

                                                 

Leave not due 

When no other leave is due, a regular employee who has completed a                    continuous-service of not less than four years may be allowed leave not      due up to 80 days on half pay during the period of entire service on medical grounds under exceptional circumstances.  This leave is debitable to future earning of sick leave and is sanctioned subject to there being reasonable prospect of the employee earning sufficient leave after resumption of duty.

                                                        

                                                           Study Leave 

Employees who have put in a minimum period of five year’s service in the company may be granted study leave for two years extendable by one or more year during the entire period of service, whether in one spell or more.  The employees have to first avail of earned leaves due to them and only the balance period will be treated as study leave which is without pay.  No benefits are admissible to the employees during the period of study leave.

Special Leave without Pay for Female Employees to join their husband at Outstations/ Abroad

A female employee whose husband has been transferred/ posted to another location in India or Abroad may be granted Extraordinary leave without pay for a period not exceeding three years in all during the entire service career provided she has put in a minimum of three year’s service subject to fulfillment of laid down conditions. The period of such leave is not counted for any purpose whatsoever.

                                  Special Compensatory Off to Officers

Officers, who are on field duty and working in 48 hours per week work schedule, are granted Special - Compensatory Off (SCO) to the extent of 36 SCOs per year.  The SCOs are automatically encashed on a quarterly basis in the beginning of the succeeding quarter.

                                                Disability Leave

Disability leave is granted to an officer disabled by injury caused by accident while on duty.  The leave is granted on full pay to the extent as certified by the Corporation’s Medical Officer or nominated Doctor.  The leave up to 120 days can be granted locally and beyond 120 days the

approval of Director is required. 

                                              OTHER BENEFITS

                                CANTEEN SERVICE

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Canteen services for employees are available at the Refinery units.  Where subsidized canteen facilities are available, employees are entitled to receive cash in lieu of subsidized canteen/lunch subsidy.

                                             MEDICAL FACILITIES

The Corporation maintains its own hospitals at the township attached to each refinery. Employees along with their eligible dependents residing with them in township are entitled to get medical attendance from the Corporation’s hospitals.

A patient may be referred to an outside hospital/specialist by the CMO only in cases where treatment cannot be had in the refinery hospitals.

Employees at other locations may receive medical attendance from an authorized medical attendant, as defined under the medical rules, either under allopathic or homeopathic system.

Some reputed hospitals/ nursing homes have been nominated at these locations where the employees and their dependents can have both outdoor and indoor treatment.  The reimbursement of expenses incurred on hospitalization except diet charges is made limited to the charges for such treatment related to the entitlement of the employee. Medical rules may be referred to for details on the consultation fee, room entitlement, list of nominated hospitals, etc.

 

                                            HOUSING FACILITIES

Township is being maintained in all refineries.  Employees are allotted quarters in the township for which house rent recovery is made from them at prescribed rates.  In other places, the facility of leased accommodation and self-lease is available to employees within the prescribed ceilings.

                               

                       RECREATIONAL CLUBS AND CENTRES

Each refinery unit has adequate facilities for the recreation of the employees and their family members in the township through clubs and community centres.  These include library, indoor &

outdoor games, cultural activities and regular film shows. 

Offices such as at Head - Quarters, Calcutta, Mumbai, R&D centre, Pipelines H.Q. etc. where club facilities are not available employees are entitled to an excursion trip with an option to go anywhere in India once in a year and they are entitled to claim reimbursement of a fixed amount which is decided every year for the excursion.  The amount for the year 2002-2003 is Rs. 615/-.

                SUPERANNUATION BENEFIT FUND SCHEME

                                          GENERAL-

As a measure of social security in the post retirement period, a scheme known as superannuation benefit fund scheme has been introduced in the corporation.  The scheme is applicable to all the officers and workmen in the refinery division.  The scheme is also extended to the officers of AOD who are not covered by AOD pension scheme and all non-officers.

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                                                  CONTRIBUTION-

The rate of direct monthly contribution is as per the following table and is determined by the age - group to which an employee belongs at the time of joining the scheme.  The rate once determined remains unchanged.

Following rates of contribution calculated on BP + DA + Protected Pay + NPA (wherever applicable) are payable by employees depending upon their age group:-

Age Groups               Rate of Contribution

38 years or less

2%

Above 38 years but less than

           48 years

                    3%    

48 years but less than 53 years

4%

53 years and above

                     5%

 

   

   INDIAN OIL EMPLOYEES WELFARE CO-OPERATIVE SCHEME

An Employee who is confirmed or has completed one year of service in the corporation may become a member under this scheme.  He is required to pay an entrance fee of Rs. 1/- and should pay for one share of Rs. 10/-, which is refundable on cessation of membership.  Effective July 1988, the rate of contribution is Rs. 10/-p.m. In the event of death of an employee while in service, the society shall pay to the legal family members of the deceased employee a sum of Rs.750/- per

month for a period of 5 years. 

 SCHEME FOR MAKING EX-GRATIA LUMPSUM PAYMENT TO AN EMPLOTEE SUFFERING DEATH OR PERMANENT TOTAL DISABLEMENT DUE TO AN ACCIDENT ARISING OUT OF AND IN THE COURSE OF EMPLOYMENT

Upon an employee suffering death or permanent total disability due to an accident arising out of and in the course of employment, a compensation equivalent to 100 months pay (BP+DA) is payable.  The compensation payable under the scheme is exclusive of any other legally admissible benefits.

 

39

        GROUP SAVINGS LINKED INSURANCE SCHEME (GSLIS)

A group savings linked insurance scheme under the aegis of LIC, which provides for twin benefit of risk coverage and savings is in operation. Initially, the scheme was optional for officers and workmen on roll as on 20.07.86 and 20.05.87 respectively, where after it is compulsory for all new entrant employee

The amount of monthly contribution, risk coverage provided for different groups under the scheme is as per following table:- 

Group Category Monthly Contribution

I Grade `C’ and above Rs.100

II Grade `A’ and `B’ Rs. 75

III Grade IV to VIII Rs. 50

IV Grade I to III Rs.  25

 

The scheme is intended to provide the member employees insurance cover along with accumulated savings to help their families in the event of death in service and a lump sum payment to augment their resources after attaining the age of superannuation.  About 1/3 amount the monthly contribution is paid towards risk coverage and balance goes into saving account, on which currently 11% compound interest is paid by LIC.

In addition to the above, w.e.f. July 1993 all employees are covered under the Oriental Insurance Company’s Group Personal Accident Insurance Policy.

The Insurance Coverage is provided as under: 

Group Insured amount

I Rs.1,00,000

II Rs.75,000

III Rs.50,000

IV Rs.25,000

 

                          

                           COMPUTER ADVANCE TO EMPLOYEES 

Max. of Rs. 29000/- (interest free) and an additional loan of Rs. 6000/-@ 2.5% p.a. interest.  Principal recoverable in 96 equal monthly installments and interest on interest bearing advance to

be recoverable in 4 monthly installments thereafter.  

40

  

                                           LONG SERVICE AWARD 

The corporation gives a long service award to its regular employee on rendering good and satisfactory service in the following manner 

Period of Service Award

15 yrs An item of value of 5 gm Gold Coin (24 ct)

25 yrs An item of value of 10 gm Gold Coin (24 ct)

30 yrs An item of value of 20 gm Gold Coin (24 ct)

35 yrs An item of value of 20 gm Gold Coin (24 ct)

 

                                            

                                 PRODUCTIVITY INCENTIVE SCHEME 

Employees are paid productivity linked incentive on the basis of the respective performance of unit/ office where posted, in accordance with laid down parameters and subject to the provisions of the scheme.  The benefit under the scheme will not exceed 155 of the actual basic pay plus DA

drawn by the employee in the relevant financial year.  

PROMOTION POLICY OF OFFICERS GRADE ‘A’  TO ‘B’&  GRADE ‘B’  TO ‘C’:-

                                          GENERAL:-

1.There shall be only one channel of promotion. 

2. The marking system will be as follows:

PDA(Performance) Report            -   45

Seniority                                         -   50

41

Educational Qualification              -   30

DPC                                                 -  05

Total                                             -   130

    

2.1) The manner of calculating marks for  PDA(Performance)      for the last 3 years   shall be as under :

Outstanding   45 

Very Good                      

                                                                                                             40

Satisfactory                                                                             30

 

2.2) The marks for educational qualifications shall be assigned as per Annexure.

3.0)  To be eligible for consideration for promotion, the   following two conditions shall apply :

i)      The concerned officer must have completed at least three calendar years of service in the present grade.

ii)    The performance ratings for the last three years should be ‘Satisfactory’ or higher.

4.0)  For calculation of seniority marks, service upto 31st       December of the calendar year previous to which the promotions are being made, shall only be counted.

5.0)   The Officer :

a) should have clean record of service in the previous year;

b) should not be undergoing any punishment awarded under disciplinary action; and

c) should not have any vigilance case and/or disciplinary proceedings pending against him.

6.0) In all other matters pertaining to promotions, the existing procedure and practices will continue.

         

         SPECIFIC FOR PROMOTION FROM GRADE ‘A’ TO ’B’

42

7.1  The seniority marks will be assigned @ 1-1/4 marks for every full calendar quarter of service and also for the part calendar quarter with a minimum of 45 days of service in that quarter.

7.2   An officer shall be promoted to Grade ‘B’ on acquiring 85 (Eighty Five) or more marks based on the above factors.

7.3   Officers with minimum Matriculation Qualification or above who are   otherwise not able to achieve the promotion as per the cut-off marks shall be  considered for promotion:

·  after completion of 7 (seven) calendar years of satisfactory service provided such officers have at least one "VERY GOOD" rating in grade "A" in the previous 5 (Five) Years.

·  after completion of 6 (six) calendar years of satisfactory service provided such officers have at least TWO "VERY GOOD" ratings in grade "A" in the previous 5 (Five) Years.

7.4   For the purpose of promotion and career planning of officers, there will be flexibility of job responsibilities between Grade ‘A’ and Grade ‘B’ in all respects.

7.5  The total strength of vacancies/sanctions will be considered as one cluster.

An officer in Grade ‘A’ who is promoted to Grade ‘B’ may be required to continue with

present/similar assignment  

               SPECIFIC FOR PROMOTION FROM GRADE ‘B’ TO’C’.

1. Five marks for every completed calendar year of service in the present scale shall be assigned for seniority. For this purpose, the seniority shall be reckoned from 1st January of the year in which the officer is promoted to Grade ‘B’ subject, however, to his/her having joined in Grade ‘B’ within 3 months of issue of promotion order. For every full-completed calendar quarter of a year and also for the part calendar quarter with a minimum of 45 days of service in that quarter, 1.25 marks will be

added. The maximum marks for seniority will be 50.

8.2     An officer shall be promoted to Grade ‘C’ on acquiring 87 (Eighty Seven)    or more marks based on the above factors.

8.3   Officers with minimum Matriculation Qualification or above who are otherwise not able to achieve the promotion as per the cut-off marks shall be considered for promotion:-

·     after completion of 7 (seven) calendar years of satisfactory service provided such officers have at least one "OUTSTANDING" rating in grade "B" in the previous 5 (Five)     Years.

·   after completion of 6 (six) calendar years of satisfactory service provided such officers have at least one "VERY GOOD" and one "OUTSTANDING" rating in grade "B" in the

previous 5 (Five) Years.   

43

  

MARKS FOR EDUCATIONAL QUALIFICATIONS FOR PROMOTION FROM GRADE ‘A’ TO ‘B’ AND GRADE ‘B’ TO ‘C’:- 

                        1. TECHNICAL DEPARTMENT

 Degree in Engineering                                                                                               

30

M.Sc. from recognised University                                                                               24

Diploma in Engg./B.Sc. from a recognised University                                                18Intermediate in Science or its equivalent 12                   

Matriculation with ITI Certificate                                      

12

     

Matriculation/Higher Secondary                                                                                  

06

BelowMetric                                                                                   

0 

                                    

                                           *Refinery Laboratory

- Degree in Engg./M.Sc. Tech/Ph.D in Chemistry                                                       30

- M.Sc/AIC (By examination)                                                                                       24

- B.Sc.                                                                                                                         18

- I.Sc.                                                                                                                           12

- Matriculation/Higher Secondary                                                                                06

- Below Matric                                                                                                               0

                                           2. FINANCE DEPARTMENT.

 - Chartered Accountancy/Cost Accountancy/MBA with                                            30

44

   Specialisation in Financial Management                                                                 30

- M.Com                                                                                                                    24

- Bachelor’s Degree in Commerce or in any other faculty                                        18

- Intermediate in Commerce or its equivalent                                                           12

      3. PERSONAL AND ADMINISTRATION DEPARTMENT.  

  

30

- MBA with specialisation in Personnel Management &

Industrial Relations /Master's Degree in Social Welfare or its equivalent/Graduate with Company secretary/Ph.D in Management/Graduate with LL B.                                             

- Master’s Degree in any subject other than Personnel 

Management & Industrial Relations/Graduate in any   faculty with Diploma in Personnel Management and/ or Industrial Relations or its equivalent.                                                                  

  

24

- Graduate                                                                                                            18 18

- Intermediate                                                                                                       12

- Matriculation/Higher Secondary                                                                           06

- Below Matric                                                                                                         0

 

 

CODE OF DISCIPLINE AND RIGHTS TO RECOGNIZED UNIONS

                                    Code of Discipline-

The code of discipline in Industry, both in public and private sectors, was ratified the Central Employers and Workers organizations at the 16 session of the Indian Lab our Conference held at Nainital in May, 1958 and came into force with effect from July1, 1958.  Its salient features are given below:

                                 There has to be

i. A just recognition by employers and workers of the rights and

responsibilities of either party, as defined by the laws and agreements.

45

ii. A proper and willing discharge by either party of its obligations consequent

on such recognition.

  

             Both the Management and Unions agree that: 

i. No unilateral action be taken in connection with   industrial matter and the disputes

should be settled at appropriate level.

The existing machinery for settlement of disputes should be utilized with the utmost expedition.

iii. There should be no strike or lock- out without notice. iv. Affirming their faith in democratic principles, they bind themselves to settle

all future differences, disputes and grievances by mutual negotiation,

conciliation and voluntary arbitration.

v. Neither party will have resources to coercion, intimidation, victimization or

go slow.

vi. They will avoid litigation, sit-down and stay- in strikes or lockouts.

vii. They will promote constructive cooperation between their representatives at all levels and between workers themselves and abide by the spirit of

arrangements mutually entered into.

viii. They will establish, upon a mutually agreed basis, a grievance procedure,

which will ensure a speedy and full investigation leading to settlement.

ix. They will abide by various stages in the grievance procedure and take no

arbitrary action, which would by-pass, this procedure.

x. They will educate the Management personnel and workers regarding their

obligations to each other

                      The Management agrees

1.Not to increase workload unless agreed upon or settled otherwise.

                 2. Not to support or encourage any unfair labor practice.

46

                 3. To take prompt action for settlement of grievances

              4.To display in conspicuous places in the undertaking the provision of this code in the local language.

            5.To distinguish between actions justifying immediate discharge and those where warning must precede discharge.

iii. To take appropriate disciplinary action against its officers and members in cases where enquires reveal that they were responsible for

precipitate action by workers leading to indiscipline. iv. To recognize the union in accordance with the criteria evolved at the

16 session of the Indian Labour Conference held in May, 1958

                                       The Unions agree

I.     Not to engage in any form of physical duress.

ii. Not to permit demonstrations, which are not peaceful, and not to

permit rowdyism in demonstation.

iii. Not to engage or cause other employees to engage in any union.

iv. To discourage unfair labour practices such as negligence of duty, careless operation, damage to property, interference with or

disturbance to normal work and insubordination

v. To take prompt action to implement awards, agreements, settlements

and decisions.

vi. To display in conspicuous places in the union offices, the provisions of

thi code in the local languages.

vii. To express disapproval and to take appropriate action against office bearers and members for indulging in action against the spirit of this

code.

                                       Rights To Recognized Union

 

1)   To raise issues and enter into collective agreements with employers on general questions concerning the terms of employment and conditions of services of workers in an establishment or

in the case of a representative union, in an industry in a local area. 47

2) To collect membership fees/ subscription payable by members to the union within the premises

of the undertaking. 

3)  To put or cause to put up a notice board on the premises of the undertaking in which its members are employed and affix or cause to be affixed notice relating to meetings, statements of accounts or its income and expenditure and other announcements which are not abusive, indecent

or inflammatory or subversive of discipline or otherwise contrary to the code. 

4)  For the purpose of prevention or settlement of an industrial dispute: a)  to hold discussion with the employees who are members of the union at a suitable place or

places with in the premises of office/ factory establishment as mutually agreed upon. 

b)  to met and discuss with an employer or any person appointed by him for the purpose, the

grievances of its members employed in the undertaking. 

c)  to inspect prior arrangements, in an undertaking, any place where any member of the union is

employed  

5)  To nominate its representative on the:- 

a)   Grievance committee constituted under the grievance procedure in an establishment

b)   Joint management councils

c)   Non-statutory bipartite committees, e.g. production committee, welfare committee, canteen

committees, house allotment committees etc. set up by the management.   

 

  

CHAPTER 7  

OBJECTIVE WISE ANALYSIS 

AND 

48

FINDINGS 

                                                                                                                                 

    1. IOCL's leadership and planning      

     

Leadership and planning

1. Half of the employees are satisfied with the leadership planning in the IOCL ie.49% 2. Nearly 22% say that IOCL lacks leadership planning among the employees.

     

49

  

 

   

2.  Corporate Culture    

    

Corporate culture.

Corporate culture generally represents the norms, assumptions and shared values within the firm.

In IOCL, 65% of the employees say that the company has good corporate culture.

While 20% are not satisfied with the culture in the organization.    

 

   

3. Communications

    

50

 

Communications

For the organization to function successfully, effective communication is the basic requisite.

Inter-personal, intra-group, inter-group communications are essential for information to flow, to generate ideas and feelings to be exchanged.

Communications can be upward, downward or lateral. It plays an important role in changing the

people’s attitude.           

 

4. Career Development    

  

Opportunities to learn and grow, establishing a clear path and performance appraisal constitute for the career development of an employee in an organization.

Here, studies reveal that ,

1. Approximately half of the employees are find career development at IOCL. 2. And 30% are not happy.

    

51

   

 

  

5. Your Role    

  

Roles and responsibilities alloted to different departments and individual play an important role in the progress of an organization.

Majority of the employees are satisfied with the roles and responsibilities 61%                    

52

  

6.   Recognition and Rewards 

    

   

Recognition and rewards helps in motivating the employees.

1. 52% employees are satisfied with the rewards given at IOCL.

     

 

     

7. Teamwork and Cooperation

    

53

   

A quality of teamwork is measured by analyzing the effectiveness of the collabration of

Communication, co-ordination, balance of contribution, mutual support and efforts.

52%  employees are satisfied with the teamwork in IOCL.               

8. Working Conditions

     

   

Working conditions include the surrounding in which somebody works taking into account

Office, space, lighting, furniture and other equipments.

54

Majority of the employees are satisfied with the working conditions in the IOCL ie.58%        

 

9. Your Immediate Supervisor 

    

 

The satisfaction of the employees are much concerned with the behaviour and co-ordination with the immediate supervisor.

In IOCL,

Many of the people are satisfied with the behaviour of the immediate supervisor 68%.        

 

  

10. IOCL's Training Program 55

    

     

Training is the next step after recruitment and selection. Training is also necessary to keep the employees update with the changing technology. With each promotion employees are send to the training programmes. It is not only restricted to promotion but at many stages during job.

1. 44% of the employees are satisfied by training given to them.

              

11. Benefits 

  

56

Overall, satisfaction of employees with IOCL 's benefits package   

 

Satisfaction and dissatisfaction by the benefits given to employees effects the retention level of the employees in the organization. It also effects the performance of the employees. Here benefits include LTC, Housing loan, Furniture loan, Medical facility, etc.

Overall, more than half of the employees ie. 58% are satisfied with the benefits given to them in

IOCL.                  

Leave policy 

 

62% of the employees are satisfied with the leave policy at IOCL.     

57

        

 

    LTC                

 

60% of the employees are satisfied with the leave travelling concession policy provided at IOCL.             

 

 

Salary     

   

58

  

Salary

Remuneration is what an employee receives in exchange for their contribution to the organization.

Generally wage and salary helps an organization obtain, retain and maintain a productive workforce.

From the analysis of the pie chart the following inferences can be drawn:

1. Majority of the people are satisfied with their pay packages offered by the organization- 64%

2. less of the employees are not very satisfied from the salary 24%         

 

    Medical Facilities    

 

Studies reveal that most of the employees 74% are happy with the medical facilities policy in

IOCL.       

59

      

 

 

Housing Loan   

  

52% employees are satisfied with the house building allowances policy at IOCL

Where there are also 30%employees who are not saisfied with this policy and ask for the revision.               

 

60

 

Car Loan   

  

58% of employees are satisfied with the personal vehicle allowances given to them              

 

 

Furniture loan   

   

60% of the employees are satisfied with the furniture loan policy at IOCL.

61

While 30% are not satisfied with it.         

 

  

Canteen    

 

There are 46% of the employees are satisfied with the cafeteria allowances and canteen facilities.

But theres a big number of the people who are not satisfied ie.34%              

62

 

Bus transport   

   

50% employees are satisfied  with the transportation facilities given to them.         

 

   

How much employees are satisfied with the services provided by Employee care centre?    

 

Employee care centre deal with the problem like grievances, leaves, other official issues.

42% employees are satisfied with the employee care centre.

63

34% are dissatisfied with that        

 

 

11.  Overall, how satisfied are you with IOCL as an employee?    

 

Employees rate their overall satisfaction level in the IOCL

Among which 34% are satisfied

And 34% are not satisfied while 32% are ok in IOCL             

64

  

 

  

How long do employees plan to continue  career with IOCL?      

               

 

  

                           FINDINGS & CONCLUSION:-

65

1. People are satisfied with the pay and perks given to them. 

2. Employees agree that they can fully utilize their knowledge and skills in their job profile. 

3. Employees are satisfied with the working conditions. 

4. People are satisfied with the Promotion policies of IOCL but some improvement is required

after Grade ‘C’ 

5. Employees are satisfied with other facilities like LTC, Loans etc. 

6. Officers are reluctant to accept transfers 

7. Employees are not much satisfied with the welfare facilities like Canteen, Transportation, and

Security facility at township. 

8. Officers need an improvement in their Performance Appraisal system.          

        CHAPTER-8.

                           

                            SUMMARY

                             

                                   SUMMARY OF OBSERVATIONS

“The HR policies of Panipat Refinery (IOCL) are the best”- opinion of most of the employees. The HR deptt takes utmost care of its employees.

                                          

66

                                              1.Recruitment

•Recruitment for officer grades is made on centrally on all India basis.

•Total recruitment of officers in grade  ‘A’ is met by recruitment from open market and promotions from staff on 50:50 formula.

                                         

                                                 2.Training

•Orientation training

•Job training

•Safety training

•Remedial training

•Personality development training

                                 

                                        3. Pay and Allowances

•Entry level (grade A) pay scale in officers is Rs. 24900 - 50500.

•Rate of annual increment-3% of the basic pay.

•Increment granted as benefits on promotion- 3% of the basic pay.

                                        

 

                                            

                                                    4. Loan facility

•House building advance

•Conveyance advance

                                          

                                                        5.Leave

•Earned leave

•Special earned leave

67

•Maternity leave

•Childcare leave

•Sick leave

•Casual leave

•Study leave  

                                       6. Other benefits 

•Canteen service

•Medical facilities

•Housing facilities

•Superannuation benefit fund scheme        

                                     CHAPTER-9.

              SUGGESTIONS AND CONCLUSION

                                  SUGGESTIONS 

1. Employees want to improve their performance appraisal system as they don’t want to bound themselves under their bosses but also want their performance appraisal system through peers

and subordinates. 

2. Transfer policy should be formed in a way, which suits the requirement of the Employees and

should be after a definite fixed period. 

3. Areas of promotion need to be improved, as it should be like in Private sectors where

promotions are based only on the performance and not on no. of years. 

68

4. The supervisors should hold more number of meetings/ get-together towards inculcating the

team spirit and sense of belonging amongst employees. 

5. People are not satisfied with canteen facilities as quality of food, service etc. needs an improvement and separation should be made in the sitting arrangement between staff and

officers. 

6. People are satisfied with security system at work place by CISF but are dissatisfied at township,

so a tight security system is required at township.     

                                                 

 

  CONCLUSION:-  

As it may be seen from the analysis from previous pages of the report, the overall rating about the job satisfaction amongst employees at Panipat Refinery is quite good. However certain perception

of the people has been noted down while administering the questionnaire to employees.  

1.  The employees have shown concern over the financial loss incurred recently. 

2. With the employment opportunities opened up in the oil sector, it will be a challenge for the management to retain highly skilled people, as much more attractive pay packages and perks are

available to highly skilled professionals. 

3. The young professionals have joined IOCL with very high expectations, both in terms of

emoluments and professionalism. Some of the engineers might be finding their job monotonous.         

69

   

               

 

IOCL Employee Satisfaction Survey

        Dear Sir/Ma’am,

   I am doing my vocational training in IOCL as a part of my MBA course.  Under this, I have been given “Employee Satisfaction” as my project topic. Therefore, I am doing the survey on Employee Satisfaction. You are requested to kindly fill this questionnaire so that it can help me in completing my project. It will also help in further improvement of the employees’ welfare. This information would be kept confidential.

   

   What is your age?

 

Under 21 

21 to 34 

35 to 44 

45 to 54 

55 or older 

 

   What is your sex?

 

Male 

Female 

70

 

   Which of the following best describes your role in the organization?

 

First-level supervisor 

Manager/supervisor higher than first level

   (including senior management positions) 

Not a manager or supervisor 

 

   What is your grade?

 

Officer  (A to I)                              _____

Staff      (I to VIII)                          _____

 

 

1. IOCL's leadership and planning  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

            Strongly Somewhat Neutral Somewhat Strongly

   I have confidence in the leadership of IOCL 1 2 3 4 5

   Management does not play favorites 1 2 3 4 5

   Management does not “say one thing and do another” 1 2 3 4 5

 

2. Corporate Culture  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

71

            Strongly Somewhat Neutral Somewhat Strongly

   Quality is a top priority with IOCL 1 2 3 4 5

   Individual initiative is encouraged at IOCL  1 2 3 4 5

   Nothing at IOCL  keeps me from doing my best every day 1 2 3 4 5

 

3. Communications  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

            Strongly Somewhat Neutral Somewhat Strongly

   IOCL 's corporate communications are frequent enough 1 2 3 4 5

   I feel I can trust what IOCL tells me 1 2 3 4 5

   There is adequate communication between departments 1 2 3 4 5

4. Career Development  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

            Strongly Somewhat Neutral Somewhat Strongly

   I have a clearly established career path at IOCL 1 2 3 4 5

   I have opportunities to learn and grow 1 2 3 4 5

 

     The performance appraisal system is fair 1 2 3 4 5

 

\5. Your Role  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

            Strongly Somewhat Neutral Somewhat Strongly

72

   I am given enough authority to make decisions I need to make 1 2 3 4 5

   I feel I am contributing to IOCL 's mission 1 2 3 4 5

   I have the materials and equipment I need to do my job well 1 2 3 4 5

 

6. Recognition and Rewards  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

            Strongly Somewhat Neutral Somewhat Strongly

   If I do good work I can count on being promoted 1 2 3 4 5

   I feel I am valued at IOCL 1 2 3 4 5

   IOCL gives enough recognition for work that's well done 1 2 3 4 5

   My salary is fair for my responsibilities 1 2 3 4 5

  

7. Teamwork and Cooperation  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

            Strongly Somewhat Neutral Strongly Strongly

   I feel part of a team working toward a shared goal 1 2 3 4 5

   “Politics” at this company are kept to a minimum 1 2 3 4 5

   

8. Working Conditions (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

73

            Strongly Somewhat Neutral Somewhat Strongly

   My physical working conditions are good 1 2 3 4 5

   Deadlines at IOCL are realistic 1 2 3 4 5

   My workload is reasonable 1 2 3 4 5

   I can keep a reasonable balance between work and personal life 1 2 3 4 5

   

9. Your Immediate Supervisor  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

            Strongly Somewhat Neutral Somewhat Strongly

   My supervisor treats me fairly 1 2 3 4 5

   My supervisor treats me with respect 1 2 3 4 5

   My supervisor handles my work-related issues satisfactorily 1 2 3 4 5

   My supervisor asks me for my input to help make decisions 1 2 3 4 5

   My supervisor is an effective manager 1 2 3 4 5

 

10. IOCL's Training Program  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

            Strongly Somewhat Neutral Somewhat Strongly

   IOCL provided as much initial training as I needed 1 2 3 4 5

                                                                                                                        Poor      Average    Good        Very Good   Excellent

74

        Please rate the in-house training provided by IOCL …………………………1…………2………..3…………..4………..5

 

11. Benefits  (Please circle one number for each statement)

      Disagree Disagree  Agree Agree

            Strongly Somewhat Neutral Somewhat Strongly

   Overall, I'm satisfied with IOCL 's benefits package 1 2 3 4 5

 

Specifically, I'm satisfied with the:

    Leave policy 1 2 3 4 5

    LTC                1 2 3 4 5

    Salary              1 2 3 4 5

    Medical Facilities 1 2 3 4 5

    Housing Loan 1 2 3 4 5

    Car Loan 1 2 3 4 5

    Furniture Loan 1 2 3 4 5

 

    Canteen 1 2 3 4 5

    Bus Transport 1 2 3 4 5

 

     Any suggestions for the improvement specifically in Canteen and Bus Transport?

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

75

    

     

 

       How much satisfied you are with the services provided by Employee care centre?

                  Very      Very

            Dissatisfied      Satisfied

      1 2 3 4 5 6 7

  

      What, if any, changes would you like made to IOCL's compensation package?

____________________________________________________________________________________________________

____________________________________________________________________________________________________

____________________________________________________________________________________________________

12. How long do you plan to continue your career with IOCL?

 

      Less than a year 1 to 5 years 6 to 10 years More than 10 years Don't Know

          

  

13. Would you recommend employment at IOCL to a friend?

 

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      Definitely not Probably not Maybe Probably would Definitely would

          

 

14. What can IOCL do to increase your satisfaction as an employee?

 

____________________________________________________________________________________________________

____________________________________________________________________________________________________

___________________________________________________________________________________________________

15. How long have you worked for IOCL?

 

Less than 1 year 

1 year to less than 5 years 

5 years to less than 10 years 

10 years to less than 20 years 

20 years or more 

  

16. Overall, how satisfied are you with IOCL as an employee? (Please circle one number)

      Very      Very

      Dissatisfied      Satisfied

      1 2 3 4 5 6 7

  

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                                                BIBLIOGRAPHY

                                                                                                               1.www.iocl.com (Home Page, Profile)

2.Kothari C.R.( Research methodology, New age International Publications, New Delhi,

Pg no.-1-2, 24-29, 31-52, 55-67, 95-117, 122-147)

3.Robbins Stephen,(Organizational  Behaviour,Prentice Hall of India, New Delhi,August 2001, Pg.  No.76-80 )

4.www.bharatpetroleum.com  ( Home Page, corporate vision)

5.www.hindustanpetroleum.com  (Home Page, Profile

6.www.ongc.com (Home page, Profile)

7.www.google.com

8.IOCL Intranet.(HR Deptt., Organogram, Manual)

9.IOCL HR- Manual(Personnel manual, 1.6.07, Chapter 3, 5, 10, 12, 13, 15, 24, 25)

                                                      ۞۞۞

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