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A Report on Organisational study at Indian Oil Corporation

Limited (AOD), Digboi

Submitted in partial fulfilment of the requirement For 3rd

semester of Master of Business Administration Of Krishna

Kanta Handiqui State Open University

Submitted by

Abhijit Debnath

Registration No.: 15025401

Under the guidance Of :

Mr. Naveen Mugadur, DM(ER), IOCL (AOD)

Mrs. Indrani Banerjee, Faculty of Humanities, LSS (DIGBOI)


A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

DECLARATION

I, Abhijit Debnath, Registration No.: 15025401, hereby declare that the Report titled

“An Organisational Study at Indian Oil Corporation Limited (AOD), Digboi”

submitted in the partial fulfilment of the requirement for the 3 rd Semester of Master

of Business Administration offered by Krishna Kanta Handique State Open

University during the academic year 2016-17 is an original work carried out by me

under the guidance of Mr. Naveen Mugadur, DM (ER), IOCL (AOD) and Mrs.

Indrani Banerjee of The Little Stars Senior Secondary School, Digboi and this

work is not submitted for award of any Degree, Diploma, Fellowship or other similar

title or awards.

Date: Signature of the Student

Place: DIGBOI Name: Abhijit Debnath

Reg no.: 15025401


A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

CERTIFICATE FROM THE GUIDE

Certified that the Report titled “An Organisational Study at Indian Oil Corporation

Limited (AOD), Digboi” submitted in the partial fulfilment of the requirement for the

3rd Semester of Master of Business Administration offered by Krishna Kanta

Handique State Open University during the academic year 2016-17 is an original

work carried out by the student under my guidance and this work is not submitted for

award of any Degree, Diploma, Fellowship or other similar title or awards.

Date: Signature of the Guide

Name of the Guide: Indrani Banerjee

Designation: Subject Teacher, Faculty of Humanities

Institution Name and Address:

The Little Stars Senior Secondary School,

Borbil, Digboi, Assam


A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

CERTIFICATE FROM THE ORGANISATION

I, Naveen Mugadur, DM(HR), IOCL (AOD), hereby certify that the Report titled “An

Organisational Study at Indian Oil Corporation Limited (AOD), Digboi”

submitted in the partial fulfilment of the requirement for the 3rd Semester of Master

of Business Administration offered by Krishna Kanta Handique State Open

University for the academic year 2016-17 has been carried out by him in

IOCL(AOD) for a duration of One month from February 2017 – March 20017.

The information submitted is true, original and authentic to the best of my

knowledge.

Date: Signature

Name: Naveen Mugadur

Designation: Deputy Manager(ER)


A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

ACKNOWLEDGEMENT

On completion of my Organizational Study Report, I feel deeply indebted to

many. Let me avail this opportunity to express my deep sense of gratitude to

Mrs. Indrani Banerjee, Dept. of Economics, The little stars senior secondary

School, for her kind guidance and encouragement given to me during the

preparation of this report.

Thankfully I express my gratitude to Mr. Naveen Mugadur, DM(ER), IOCL

(AOD), for his help in collecting the data and valuable suggestions required for

the study.

My special thanks to Mr. Pranshul Garg, ISO (IS), IOCL (AOD), for his valuable

inputs. I am thankful to all the officials of IOCL (AOD), Digboi for providing a

good environment that helped me to complete this study within the specified

time.

I take this opportunity to extend my gratitude to my parents and other family

members for their encouragement on completing this work. My sincere thanks

to the God Almighty for having showered all the blessing to complete this

work.

Abhijit Debnath,
A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

CONTENTS

1. INDUSTRY PROFILE................................................................................................................. 1

1.1. INTRODUCTION ...................................................................................................................... 1


1.2. MARKET SIZE .......................................................................................................................... 1
1.3. INVESTMENT ........................................................................................................................... 2
1.4. GOVERNMENT INITIATIVES ................................................................................................. 5
1.5. ROAD AHEAD ........................................................................................................................... 7

2. COMPANY PROFILE ................................................................................................................. 8

2.1. OBJECTIVES OF IOCL............................................................................................................ 9


2.2 OBLIGATIONS ......................................................................................................................... 10
2.3. IOCL – DIGBOI REFINERY (ASSAM OIL DIVISION) ........................................................ 11
2.3.1. OTHER REFINERIES OF IOCL ................................................................................... 11
2.3.2. A BRIEF HISTORY OF DIGBOI REFINERY .............................................................. 13
2.3.3. DIGBOI REFINERY AT PRESENT .............................................................................. 14
2.3.4. DEPARTMENTS OF IOCL (AOD), DIGBOI ............................................................... 16

3. ORGANISATIIONAL HIERARCHY ........................................................................................ 18

3.1. ORGANISATIONAL CHART AND STRUCTURE .............................................................. 18


3.1.1. REFINERIES DIVISION................................................................................................. 19
3.2. VISION WITH VALUES .......................................................................................................... 20
3.2.1. THE SIGNIFICANCE OF IOCL LOGO: ....................................................................... 21
3.3. PRODUCTS AND SERVICES OF IOCL .............................................................................. 22

4. STUDY OF FUNCTIONAL DEPARTMENTS ......................................................................... 27

4.1. PRODUCTION DEPARTMENT ............................................................................................ 27


4.1.1. INTRODUCTION ............................................................................................................ 27
4.1.2. OBJECTIVES AND FUNCTIONS OF THE PRODUCTION DEPARTMENT......... 28
.4.2. FINANCE DEPARTMENT .................................................................................................... 34
4.2.1. INTRODUCTION ............................................................................................................ 34
4.2.2. OBJECTIVES AND FUNCTIONS OF FINANCE DEPARTMENT ........................... 35
4.3. MARKETING DEPARTMENT ............................................................................................... 40
4.3.1. INTRODUCTION ............................................................................................................ 40
4.3.2. OBJECTIVES AND FUNCTION OF THE MARKETING DEPARTMENT .............. 41
4.4. HUMAN RESOURCE DEPARTMENT ................................................................................. 48
4.4.1. INTRODUCTION ............................................................................................................ 48
4.4.2. OBJECTIVES AND FUNCTIONS OF HR DEPARTMENT....................................... 48
4.5. IT DEPARTMENT ................................................................................................................... 52
4.5.1 INTRODUCTION .............................................................................................................. 52
4.5.2. FUNCTIONS OF THE IT DEPARTMENT ................................................................... 52

5. SWOT ANALYSIS .................................................................................................................... 54

SWOT ANALYSIS OF THE ORGANIZATION............................................................ 54


6. SUMMARY OF FINDINGS ...................................................................................................... 55

7. SUGGESTIONS AND RECOMMENDATIONS ...................................................................... 57

8. CONCLUSION .......................................................................................................................... 58
A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

BIBLIOGRAPHY(IN APA STYLE) .............................................................................................. 59


A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

1. INDUSTRY PROFILE
1.1. INTRODUCTION

The oil and gas sector is among the six core industries in India and plays a major role

in influencing decision making for all the other important sections of the economy.

In 1997–98, the New Exploration Licensing Policy (NELP) was envisaged to fill the

ever-increasing gap between India’s gas demand and supply. India’s economic

growth is closely related to energy demand; therefore the need for oil and gas is

projected to grow more, thereby making the sector quite conducive for investment.

The Government of India has adopted several policies to fulfil the increasing

demand. The government has allowed 100 per cent Foreign Direct Investment (FDI)

in many segments of the sector, including natural gas, petroleum products, and

refineries, among others. Today, it attracts both domestic and foreign investment, as

attested by the presence of Reliance Industries Ltd (RIL) and Cairn India.

1.2. MARKET SIZE

India is expected to be one of the largest contributors to non-OECD petroleum

consumption growth globally. Domestic refiners’ import of crude oil increased 9.1 per

cent year-on-year to around 18.81 million metric tons during August 2016.11

Total fuel consumption is expected to grow around 5-6 per cent in FY 2016-17 and

thereafter, while consumption of gasoline is expected to grow around 9-10 per cent

1
According to data from the Petroleum Planning & Analysis Cell, Ministry of Petroleum and
Natural Gas

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A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

over the medium term, supported by robust passenger vehicle sales amid low crude

oil prices.22

India is the fourth-largest Liquefied Natural Gas (LNG) importer after Japan, South

Korea and China, and accounts for 5.8 per cent of the total global trade.33Domestic

LNG demand is expected to grow at a CAGR of 16.89 per cent to 306.54 MMSCMD

by 2021 from 64 MMSCMD in 2015.

The country's gas production is expected to touch 90 Billion Cubic Metres (BCM) in

2040 from 35 BCM in 2013. Gas pipeline infrastructure in the country stood at 15,808

km in December 2015.

State-owned Oil and Natural Gas Corporation (ONGC) dominates the upstream

segment (exploration and production), producing around 22.37 MT of crude oil, which

is approximately 60.5 per cent of the country’s 36.95 MT oil output, as of March

2016.

1.3. INVESTMENT

According to data released by the Department of Industrial Policy and Promotion

(DIPP), the petroleum and natural gas sector attracted FDI worth US$ 6.67 billion

between April 2000 and March 2016.

Following are some of the major investments and developments in the oil and gas

sector:

Investments in India's oil and gas sector will likely touch Rs 2.5-3 trillion (US$ 37.28-

44.73 billion) over the next few years, which will help raise the share of gas in the

2
According to a report by Fitch
3
IGU World Gas LNG Report 2016 Edition

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A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

country’s primary energy mix to 15 per cent by 2030, as per British multinational oil

and gas company BP Group.

The Oil and Natural Gas Corporation (ONGC) has launched a start-up fund of Rs 100

crore (US$ 14.91 million) on its Diamond Jubilee year to encourage and promote

new ideas related to oil and gas sector, thereby giving a fillip to Government's Startup

India initiative.

Yara International ASA, a Norwegian chemical company, plans to acquire Tata

Chemicals Limited’s Babrala urea plant and distribution business in Uttar Pradesh for

about Rs 2,670 crore (US$ 398.13 million), on a debt and cash free basis.

Heraeus, one of the world’s largest recyclers of reforming catalyst, has opened a new

facility at Udaipur which will allow companies to benefit from less transport costs,

easier file processing, faster recycling times, better transparency and overall

improved costing for catalyst recycling in the country.

Honeywell International Inc, the US-based technology and manufacturing solutions

provider, has unveiled a new refining technology in Gurgaon, which will be dedicated

to helping Indian refiners get more clean transportation fuel, reduce imports of crude

oil and produce environmentally preferable diesel fuels.

Royal Dutch Shell Plc, which has already invested US$ 1 billion in India, has planned

further investments in upstream and downstream segments of oil and gas sector, and

is also doubling its employee base at its Shell Technology Centre Bangalore (STCB).

India and Iran have signed agreements related to crude oil imports, petrochemical

complexes and gas field development, in addition to India committing to invest US$

20 billion in the port of Chabahar in Southeastern Iran.

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A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

Kolkata-based Dhunseri Petrochem Limited and Thailand's Indorama Ventures

Public Company Limited have agreed to enter into an equal joint venture to

manufacture and sell polyethylene terephthalate (PET) resins for Indian market.

State-run Indian Oil Corporation Ltd (IOCL) plans to invest Rs 34,000 crore (US$

5.07 billion) on a petrochemical complex at Paradeep in the state of Odisha, which is

expected to be commissioned by 2021.

Petrogas Pvt Ltd, a joint venture of Isomeric Holdings bhd of Malaysia and LEPL

Venture Pvt Ltd of India, will collaborate with Krishnapatnam Port Co Ltd and the

Government of Andhra Pradesh, to set up a Liquefied Natural Gas (LNG)

regassification and floating storage terminal at Krishnapatnam Port in Nellore district

with an investment of around Rs 3,000 crore (US$ 447.34 million).

India's consumption of petroleum products which include domestic and industrial

fuels like petrol, diesel, cooking gas, kerosene, naphtha, etc., rose 17.7 per cent to

15.2 million tonne (MT) in October 2015 from 12.9 MT in October 2014, as per

Petroleum Planning and Analysis Cell (PPAC) data. The increase in consumption

can be mainly attributed to India's high economic growth, low fuel prices, festival

season demand.

Essar Projects, the engineering, procurement & construction (EPC) arm of Essar

Group, in a joint venture with Italy’s Saipem has won a US$ 1.57 billion contract from

Kuwait National Petroleum Company (KNPC) for setting up part of the Al-Zour

Refinery Project in Kuwait.

ONGC Videsh Ltd (OVL), the foreign arm of state-owned petroleum explorer Oil and

Natural Gas Corporation (ONGC), has planned to acquire up to 15 per cent stake in

CSJC Vankorneft, which owns Russia's second-largest oil and gas field.

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A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

Kirloskar Oil Engines Ltd (KOEL) and MTU Friedrichshafen, GmbH signed a

memorandum of understanding (MoU) towards exclusive cooperation on the building

and commissioning of emergency diesel gensets (EDG).

CDP Bharat Forge GmbH acquired 100 per cent equity shares of

MécaniqueGénéraleLangroise (MGL) for € 11.8 million (US$ 12.91 million) to

consolidate Bharat Forge’s position in the oil and gas sector by enhancing service

offerings and geographical reach.

Technip won a € 100 million (US$ 109.37 million) contract from ONGC to build an

onshore oil and gas terminal in Andhra Pradesh.

1.4. GOVERNMENT INITIATIVES

Some of the major initiatives taken by the Government of India to promote oil and

gas sector are:

The Ministry of Mines plans to restart operations in several hundred mines across the

country in order to raise the share of mining and quarrying industry in India’s Gross

Value Addition (GVA) by one percentage point from 2.4 per cent at present, over the

next two-to-three years.

The Union Cabinet has approved the National Mineral Exploration Policy (NMEP),

which will pave the way for auction of 100 prospective mineral blocks to attract

private sector in exploration, besides involving state-run agencies.

Mr Dharmendra Pradhan, Minister of State for Petroleum and Natural Gas and Mr

Prakash Javadekar, Minister of State for Environment, Forests and Climate Change

have launched a pilot programme, aimed at introducing compressed natural gas

(CNG) as fuel for two-wheelers.

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A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

The Ministry of Petroleum and Natural Gas is seeking to enhance India's crude oil

refining capacity through 2040 by setting up a high-level panel, which will work

towards aligning India's energy portfolio with changing trends and transition towards

cleaner sources of energy generation.

The Ministry of New and Renewable Energy (MNRE) plans to launch an integrated

bio energy mission with an investment of Rs 10,000 crore (US$ 1.49 billion) from FY

2017-18 to FY 2021-22, aimed at enhancing the use of bio-fuels like ethanol and

biogas and reducing consumption of fossil fuels.

The Hydrocarbon Sector Skill Council (HSSC), which was set up by the Government

of India under its Skill India initiative, plans to train over 1.9 million people in the oil

and gas sector over the next 10 years, to cater to the rising skill needs of the

industry.

The Union Cabinet has allowed state-owned oil firms to evolve their own crude oil

import policies which involve freedom to choose source companies as well as pricing

for their crude oil imports, thus allowing them to compete in the market effectively.

In a major drive to enhance the petroleum and hydrocarbon sector, Government of

India has introduced initiatives like the Hydrocarbon Exploration Licensing Policy

(HELP), Marketing and Pricing freedom for new gas production, grant of extension to

the Production Sharing Contracts and assigning the Ratna offshore field award to Oil

and Natural Gas Corporation (ONGC) for development.

Mr Dharmendra Pradhan, Minister of State (Independent Charge) for Petroleum and

Natural Gas has released the Hydrocarbon Vision 2030 for North East India, with the

objective of leveraging the north-eastern region’s hydrocarbon potential; enhance

access to clean fuels, improve availability of petroleum products, and facilitate

economic development and to involve local population in the economic activities in

this sector.

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The Government of India plans to incentivise gas production from deep-water, ultra

deep-water and high pressure-high temperature areas which are presently not

exploited on account of higher cost and risk, and also to augment the investment in

nuclear power generation in the next 15 to 20 years.

The Government of India is in the process of identifying at least 50 potential blocks of

100 sq km and above to be given to companies for bringing private investment in the

mineral exploration sector. The Ministry of Petroleum and Natural Gas has put up for

comments a draft policy, to opt for revenue-sharing model while auctioning future oil

and gas blocks for exploration to private companies, compared to production-sharing

mode earlier, in order to make the process more transparent and market-oriented.

The Ministry of Petroleum and Natural Gas has announced a new 'Marginal Fields

Policy', which aims to bring into production 69 marginal oil and gas fields with 89

million tonnes or Rs 75,000 crore (US$ 11.18 billion) worth of reserves, by offering

various incentives to oil and gas explorers such as exemption from payment of oil

cess and customs duty on machinery and equipment.

Government of India entered into bilateral discussion with Norway to extend co-

operation between the two countries in the field of oil and natural gas and

hydrocarbon exploration.

To strengthen the country`s energy security, oil diplomacy initiatives have been

intensified through meaningful engagements with hydrocarbon rich countries.

1.5. ROAD AHEAD

India’s oil demand is expected to grow at a CAGR of 3.6 per cent to 458 Million

Tonnes of Oil Equivalent (MTOE) by 2040, while demand for energy will more than

double by 2040 as economy will grow to more than five times its current size, as

stated by Mr Dharmendra Pradhan, Minister of State for Petroleum and Natural Gas.

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Gas production will likely touch 90 Billion Cubic Metres (BCM) by 2040, subject to

adjustment to the current formula that determines the price paid to domestic

producers, while demand for natural gas will grow at a CAGR of 4.6 per cent to touch

149 MTOE.

Exchange Rate Used: INR 1 = US$ 0.0149 as on September 21, 2016

2. COMPANY PROFILE

 Indian Oil Corporation Limited, or Indian Oil, is an Indian state-owned oil and

gas corporation with its headquarters in New Delhi, India.

 Indian Oil began operations in 1959 as Indian Oil Company Ltd. The Indian

Oil Corporation was formed in 1964, with the merger of Indian Refineries Ltd.

 Ranked at 88th position in the year 2013, it is the highest ranked Indian

corporate in the prestigious Fortune ‘Global 500’ listing.

 The company is mainly controlled by Government of India which owns

approx. 79% shares in the company.

 Indian Oil owns 10 of India’s 22 Refineries. The group refining capacity is

nearly 65.7 million metric tonnes per annum (MMTPA). It accounts for 31%

share of national refining capacity, 49% petroleum products market share and

71% downstream sector pipelines capacity in India.

 Indian Oil operates a network of 11,214 km with a capacity of 77.258 MMTPA

of crude oil and petroleum products and 10 MMSCMD of gas.

 Indian Oil has one of the largest petroleum marketing and distribution

networks in Asia with over 37,000 marketing touch point.

 Indian Oil Corporation Ltd. is India's largest company by sales with a turnover

of Rs. 4, 73, 210 crore and profit of Rs 7,019 crore for the year 2013-14.

 Indian Oil refineries process all major indigenous crude oil plus over 36 types

of imported crude oil, from which it produces more than 60 types of petroleum

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products, ranging from light distillates, such as LPG, naphtha and motor spirit,

to heavy ends, such as furnace oil and low sulphur heavy stock.

2.1. OBJECTIVES OF IOCL

 To serve the national interests in oil and related sectors in accordance and

consistent with Government policies.

 To ensure maintenance of continuous and smooth supplies of petroleum

products by way of crude oil refining, transportation and marketing activities

and to provide appropriate 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 optimise utilisation of refining capacity and maximize distillate yield and

gross refining margin.

 To maximise utilisation of the existing facilities for improving efficiency and

increasing productivity.

 To minimise 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 liberalisation and reforms.

 To achieve higher growth through mergers, acquisitions, integration and

diversification by harnessing new business opportunities in oil exploration &

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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.

2.2 OBLIGATIONS

Towards customers and dealers

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

recognised representatives of employees in pursuance of healthy industrial

relations practices and sound personnel policies.

Towards community

To develop techno-economically viable and environment-friendly products.

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Towards Defence Services

To maintain adequate supplies to Defence and other para-military services

during normal as well as emergency situations.

2.3. IOCL – DIGBOI REFINERY (ASSAM OIL DIVISION)

The Digboi Refinery in North Eastern India is India's oldest refinery and was

commissioned in 1901. Originally a part of Assam Oil Company, it became part of

Indian Oil in 1981. The Digboi refinery produces distillates, heavy ends and excellent

quality wax from indigenous crude oil produced at the Assam oil fields. The refinery

presently produces MS and HSD complying BS-IV grade. After modernisation the

capacity of the refinery has been enhanced to 0.65 MMTPA.

The refinery is ISO-9001, ISO-14001 and OHSAS accredited, its laboratory is NABL

accredited and follows TPM.

2.3.1. OTHER REFINERIES OF IOCL

Guwahati Refinery - Guwahati Refinery is the country’s first Public Sector Refinery

as well as Indian Oil’s first Refinery serving the nation since 1962. Quality LPG,

Motor Spirit, Aviation Turbine Fuel, Superior Kerosene Oil, High Speed Diesel, Light

Diesel Oil and Raw Petroleum Coke are the products of this Refinery. Its current

capacity is 1.0 MMTPA.

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Bongaigaon Refinery – It was formed upon the amalgamation of Bongaigaon

Refinery & Petrochemicals Limited (BRPL) with Indian Oil on March 25, 2009. Its

current capacity is 1.35 MMTPA.

Barauni Refinery - Barauni Refinery, in Bihar was commissioned in 1964 and built in

collaboration with Russia and Romania with a capacity of 1 MMTPA. Its capacity

today is 6 MMTPA. It processes high-sulphur crude oil.

Gujarat Refinery - The Gujarat Refinery at Koyali in Western India is Indian Oil’s

second largest refinery. The refinery was commissioned in 1965-1966. The product

slate includes besides fuels, petrochemical products such as Linear Alkyl Benzene

(LAB), Polypropylene Feed Stock, Food & Polymer Grade Hexane. Its capacity is

13.7 MMTPA.

Haldia Refinery - Haldia Refinery was commissioned in January 1975. Its current

capacity is 7.5 MMTPA. Its products are MS, HSD and Bitumen, Jute Batching Oil.

Mathura Refinery - Mathura Refinery was commissioned in 1982. Its current

capacity is 8.0 MMTPA.

Panipat Refinery - 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 in 1998 at a cost of Rs.

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3868 crore (which includes Marketing & Pipelines installations). Its current capacity is

15 MMTPA.

2.3.2. A BRIEF HISTORY OF DIGBOI REFINERY

Digboi in Assam is an oil town that can be traced to the early 18th century, when oil

was first discovered here. Digboi can proudly boast of two unique features: a 113-

year-old extant oilfield and the world's oldest operating oil

refinery.

It is said that in 1867, a large group of men were engaged in

laying railway tracks for the Assam Railway and Trading Co. Ltd. in an area very

close to what is now the town of Digboi. They had to work in the dense forest where

the only visitors were animals, birds and insects. The place is said to have smelt of

the rain: soaked forest mingled with a heavy odour of something that smelt like oil.

Legend has it that an elephant hauling logs from the forest returned with distinct

traces of oil on its feet and trail. The excited owners of the elephant followed its

footprints and found seepage of oil bubbling to the surface. ‘Dig, boy, dig!’ probably

this is what the Englishman cried out to his men, hence the name Digboi. From that

day, this tiny habitat, among the rolling hills of Assam found a place in the map of the

world’s petroleum industry.

The first commercial discovery of crude oil in the country was, however, made in

1889 at Digboi when a group of men erected a 20 meter high thatch covered wooden

structure, marking the establishment of the first well at Digboi (Well No. 1 or the

Discovery well). Thereafter, systematic drilling began in 1891, and in 1901, Asia's

first oil refinery was set. In the meantime the AOC (Assam Oil Company) was formed

in 1899 to look after the running of the oil business in this area.

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Today, though the production is very low, Digboi still has the distinction of being the

world’s oldest continuously producing oilfield. Digboi oilfield is not another oilfield, but

an oil museum with a history to be proud of.

2.3.3. DIGBOI REFINERY AT PRESENT

Digboi Refinery Today, with its vastly modernized operations and facilities, Digboi

Refinery is an ISO - 9002, ISO 14001 and OHSMS 1997 accredited Refinery,

manufacturing major petroleum products and a wide range of specialty products.

The marketing network has also been modernized and strengthened and today,

Assam Oil Division is proud that the Charging Red Rhino has made its presence felt

in other states like West Bengal, Orissa, Bihar, Haryana and Rajasthan.

Today IndianOil’s Assam Oil Divison prides in having some flagship CSR projects

namely IOCL (AOD) Hospital, Assam Oil School of Nursing, Shikshak Dakshta Vikas

Abhiyan, Sarve Santu Niramaya among many other regular socially committed

initiatives. The oil heritage of Digboi has been carefully preserved at the Digboi

Centenary Museum suitably located around India’s first Oil Well (drilled in year 1889).

This caring for heritage project tells the over 100 years old story of Digboi through

unique exhibits, equipments, plants and knick-knacks.

Digboi Refinery In the first phase of the Digboi Refinery Modernisation Project

(DRMP), a new crude distillation unit, captive power plant and associated offsite

facilities were installed and commissioned. This was followed by the installation of a

Catalytic Reformer Unit (CRU) in 1997 and a New Delayed Coking Unit (NDCU) in

1999. Digboi Refinery has thus made major investments in incorporating

technologies such as catalytic reforming for the production of “green” fuels and

eliminated use of harmful lead compounds in the production of motor spirit. It has

adopted the use of the eco-friendly hydrofinishing technology for treatment of wax by

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installing a Wax Hydrofininshing Unit (WHFU) in 2001 and thereby eliminated the use

of acid/earth finishing process. Two more major units will are under commissioned –

these are the Solvent Dewaxing Unit (SDU) and Hydrotreater Unit (HDT). On

commissioning of these two units, the refinery would be in a position to produce a

larger quantity of wax through the SDU and also produce environmentally friendly

“green” fuels such as ultra low sulphur diesel. Besides enabling the refinery to

produce Aviation Turbine Fuel (ATF), the hydrotreater unit will also enable the

refinery to phase out the use of toxic sulphur dioxide for refining kerosene. The MSQ

Upgradation unit has been commissioned. A new terminal with state of the art facility

is under construction and expected to be completed by 2016.

Digboi Refinery With an original capacity of 0.50 million tonnes, the Refinery can

now process a 0.65 million tons of crude oil. The refinery is accredited with ISO 9002

and ISO-14001 certification, which implies that it uses all possible means to promote

environment protection through adoption of proactive pollution control measures.

Besides efforts within the refinery, Assam Oil actively promotes environment

protection, tree plantation and conservation efforts in and around Digboi and in all

other areas where it operates by interacting with local schools, colleges and various

social and non-governmental organizations. Digboi refinery is also accredited with

BS-8800, a standard testifying to its commitment to occupational health and safety of

its employees in its operations.

The refinery presently processes mainly high wax crude (HWC) and a small quantity

of medium and low wax crude (LWC). It turns out the conventional products such as

LPG, Motor Spirit, Mineral Turpentine Oil, Superior Kerosine, High Speed Diesel,

Light Diesel Oil, Furnace Oil, Bitumen, and Raw Petroleum Coke besides producing

some speciality products such as Solar Oil, Jute Batching Oil and most importantly

Paraffin Wax. In view of its low refining capacity of 0.65 million metric tonnes per

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annum, Digboi refinery is endeavouring to maximise production of high value

speciality products.

2.3.4. DEPARTMENTS OF IOCL (AOD), DIGBOI

1) Admin & Welfare Department

2) Civil township

3) Contract Department

4) Corporate Communication Department

5) Employee Relations Department

6) Engineering Services Department

7) Finance Department

8) Health, Safety and Environment

9) Human Resource Department

10) Information Systems Department

11) Inspection Department

12) Internal Audit Department

13) Instrument Department

14) Maintenance Department

15) Materials Department

16) Management Services Department

17) Medical Department

18) Power & Utility Department

19) Production Department

20) Project Department

21) Quality Control

22) Security Department

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23) Technical Services Department

24) Training and Development Department

25) TPM

26) Vigilance Department

27) Workshop

28) Zonal Office

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3. ORGANISATIIONAL HIERARCHY
3.1. ORGANISATIONAL CHART AND STRUCTURE

Indian Oil being a Government Company under the administrative control of the

Ministry of Petroleum & Natural Gas, the Directors are nominated by the

Government. The corporation is managed by Board of Directors appointed by the

President of India. Besides the Chairman, the board has the following whole time

Directors:

SSV
Ramakumar
Director
(R & D)

Verghese
Cherian
Director (HR)

A.K.
B. Ashok Sharma
Chairman Director
Indian Oil (Finance)

Sanjiv Singh
Director
(Refineries)

B.S. Canth
Director
(Marketing)

Anish
Aggarwal
Director
(Pipelines)

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The working of Corporation’s five divisions, namely

 Refineries Division

 Marketing Division

 Pipelines Division

 R & D Centre and

 Assam Oil Division

They are co-ordinated by a full-time Chairman. These four Divisions are headed by

Director (Refineries), Director (Marketing), Director (Pipelines) and Director (R & D)

respectively. Director (Refineries) is also the Director incharge of Assam Oil Division.

3.1.1. REFINERIES DIVISION

With the Head Office at New Delhi, the Refineries Division is the successor to the

erstwhile Indian Refineries Limited which was incorporated on 22.8.1958 as Private

Limited Company and subsequently amalgamated with the Indian Oil Company Ltd.

On 1.9.1964 to form the Indian Oil Corporation Limited having two Divisions, i.e.

Refineries and Pipelines Division and Marketing Division.

The Refineries Division is mainly concerned with the setting up and operations of

Refineries and Petrochemicals in India. It owns and operates eight Refineries at –

Guwahati (Assam), Bongaigaon (Assam), Barauni (Bihar), Vadodara (Gujarat),

Haldia (West Bengal), Mathura (Uttar Pradesh), Panipat (Haryana).

The Assam Oil Division has one Refinery at Digboi and has a network of marketing

set-up. There are two liaison Offices, one each at Kolkata and Mumbai.

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Each Refinery unit is headed by ED/ GM who reports directly to Director (Refineries)

and the liaison office at Kolkata and Mumbai is headed by DGM, who reports to ED

(HR).

3.2. VISION WITH VALUES

Indian Oil nurtures the core values of Care, Innovation, Passion and Trust across the

organization in order to deliver value to its stakeholders.

Care Stands for

 Concern

 Empathy

 Understanding

 Co-operation

 Empowerment

Innovation Stands for

 Creativity

 Ability to learn

 Flexibility

 Change

Passion Stands for

 Commitment

 Dedication

 Pride

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 Inspiration

 Ownership

 Zeal & Zest

Trust Stands for

 Delivered promises

 Reliability

 Dependability

 Integrity

 Truthfulness

 Transparency

As management students we also need to learn about the significance of the IOCL

logo:

3.2.1. THE SIGNIFICANCE OF IOCL LOGO:

The Indian Oil logo essentially has the following elements:

A saffron coloured circle/globe

Enclosed by a dark blue coloured outer ring and a dark blue coloured band across on

which is written the name Indian Oil in Devanagri script.

The saffron circle represents energy as a derivative of the

Sun, connoting life and the future. The dark blue outer ring

and the horizontal band symbolize technology for harnessing this energy.

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3.3. PRODUCTS AND SERVICES OF IOCL

1) Indane Gas - Indane is today one of the largest packed-LPG brands in the

world and has been conferred the coveted ‘Consumer Superbrand’ status by

the Superbrands Council of India. Indian Oil the second largest marketer of

LPG globally, after SHV Gas of The Netherlands. The Indane network

delivers 1.2 million cylinders a day to the

doorsteps of over 53 million households.

Indane is available in compact 5 kg cylinders

for rural, hilly and inaccessible areas, 14.2 kg

cylinders for domestic use, and 19 kg and 47.5 kg for commercial and

industrial use.

2) Auto Gas - AutoGas (LPG) is a clean,

high octane, abundant and eco-friendly

automotive fuel. Indian Oil has setup 350

Auto LPG Dispensing Stations (ALDS)

covering 192 cities across India.

3) Natural Gas – Indian Oil entered the Natural Gas business in 2004. In the

year 2013-14, it clocked total Natural Gas sales of 3.219 MMTPA.

4) Petrol/Gasoline - Automotive gasoline and

gasoline-oxygenate blends are used in

internal combustion spark-ignition engines like passenger cars, off-highway

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utility vans, farm machinery etc. Indian Oil’s XTRAPREMIUM petrol is the

largest selling branded petrol in India and is a much sought-after fuel among

discerning motorists who are in many ways emotionally attached to their

wheels.

5) Diesel/ Gas Oil - Diesel is used in diesel

engines, a type of internal combustion

engine. Indian Oil’s XTRAMILE Super

Diesel, the leader in the branded diesel

segment, is blended with world-class multi-functional fuel additives.

6) ATF/ Jet Fuel – Indian Oil Aviation Service is a leading aviation fuel solution

provider in India and the most-preferred supplier of jet fuel to major

international and domestic airlines. Indian Oil is India's first ISO-9002 certified

oil company conforming to stringent global

quality requirements of aviation fuel storage &

handling. Indian Oil is the only oil company in

India to market the widest possible range of

fuels used by the aviation industry in India- JP-5, Avgas 100LL, Methanol

Water Mixture, Jet A-1 and aviation lubricants, etc. Indian Oil Aviation Service

refuels over 1500 flights.

7) SERVO lubricants and greases -

SERVO brand, from Indian Oil, is the

brand leader among lubricants and

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greases in India and has been conferred the “Consumer Superbrand” status

by the Superbrands Council of India. In the retailing segment, besides Indian

Oil petrol stations, SERVO range of lubricants is available through a network

of a unique SERVO Stockist Management System (SSMS) across the

country.

8) Marine Fuels & Lubricants – Indian Oil caters to all types of bunker fuels

and lubricants required by various types of vessels operating throughout the

world in the shipping industry as well as to Indian Navy. Supplies are made

through pipelines, barges and tank-trucks.

9) Kerosene

10) Bulk/ Industrial Fuels - In the large volume consumer segment, Indian Oil's

provides complete Fuel Management Solutions to customers who require

fuels in bulk and have dedicated facilities for storage and handling.

11) Bitumen – Indian Oil produces bitumen from its refineries at Panipat,

Mathura, Koyali, Haldia and Chennai and markets it in bulk as well as packed

in steel drums. Bitumen is used for constructions of roads, runways and

platforms, Tank foundation etc.

12) Petrochemicals – These include products like Glycols, Linear Alkyl Benzene

(LAB), Polymers, and Purified Terepthalic Acid (PTA).

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13) Special Products – Indian Oil refineries also manufacture petroleum

products for specific applications. These specific applications could be feed

stock for chemical industry, raw material for specific industries and solid fuels.

The petroleum products, produced for specific applications are called,

'Petrochemicals and Specialties (P&S) Products'.

P & S Products and their basic end uses:

 Benzene: Chemical industry

 CBFS: Carbon black manufacturers

 JBO: Jute industry

 LABFS: LAB manufacturers

 Micro Crystalline Wax (MCW): Pharmaceutical industry

 MTO: Paint industry

 Paraffin wax: Candle manufacturers

 Petcoke: Cement industry

 Propylene: Chemical industry

 RPC: CPC manufacturers

 Sulphur: Sulphuric Acid manufacturers and sugar industry

 Toluene: Explosives manufacturers

Digboi Refinery produces Paraffin Wax & Guwahati Refinery produces Raw

Petroleum Coke (RPC).

14) Crude oil - Crude oil - as petroleum directly out of the ground is called - is a

remarkably varied substance, both in its use and composition. Indian Oil

sources its crude oil requirement from Far East, Gulf region, Mediterranean,

West Africa and Latin American sources.

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Among the Services of IOCL are:-

1) Refining

2) Pipelines

3) Marketing

4) Research & Development

5) Training

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4. STUDY OF FUNCTIONAL DEPARTMENTS


4.1. PRODUCTION DEPARTMENT

4.1.1. INTRODUCTION

Petroleum refining processes are the chemical engineering processes and other

facilities used in petroleum refineries (also referred to as oil refineries) to transform

crude oil into useful products such as liquefied petroleum gas (LPG), gasoline or

petrol, kerosene, jet fuel, diesel oil and fuel oils.

Petroleum refineries are very large industrial complexes that involve many different

processing units and auxiliary facilities such as utility units and storage tanks.

An oil refinery or petroleum refinery is an industrial process plant where crude oil is

processed and refined into more useful products such as petroleum naphtha,

gasoline, diesel fuel, asphalt base, heating oil, kerosene, and liquefied petroleum

gas. Oil refineries are typically large, sprawling industrial complexes with extensive

piping running throughout, carrying streams of fluids between large chemical

processing units. In many ways, oil refineries use much of the technology of, and can

be thought of, as types of chemical plants. The crude oil feedstock has typically been

processed by an oil production plant. There is usually an oil depot (tank farm) at or

near an oil refinery for the storage of incoming crude oil feedstock as well as bulk

liquid products.

An oil refinery is considered an essential part of the downstream side of the

petroleum industry.

The Production Department of IOCL (AOD) is broadly categorised under three

heads, namely, HDTB & OMS,FS and WS.

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4.1.2. OBJECTIVES AND FUNCTIONS OF THE PRODUCTION


DEPARTMENT

Oil refining is the process whereby crude oil is split — refined — into commercially

useful products. Distillation is the primary means of separating the constituents,

which may be sold directly, or be used as feedstock for further processes. These

secondary processes may involve separation by extraction or may use catalysts to

change the chemical species such that a further range of products are produced.

The objective of refining crude oil is to meet the marked demand in the most

economical manner. The nature of the market (for example, whether there is strong

demand for motor gasoline or for kerosene) and the relative values of the individual

products (their marginal values) largely dictate the mix of refinery processes that are

used. The relative values of products differ, with the high value materials typically

occurring in the mid-boiling range materials such as motor gasoline, kerosene and

diesel fuel. Values are influenced by geographical location, market profile and by the

seasons.

Whereas a few refineries process a single source crude, most process a range of

crude oils, the choice being dependent partly on the price of the crude cargo, and

partly on the ability to most economically meet the product range demand.

Crude oil entering the refinery is first distilled in the crude distillation unit, operating at

nominally atmospheric pressure with a crude preheat furnace temperature in the

range 370-380°C, any higher temperature causing excessive thermal cracking. The

residue from the atmospheric distillation stage is then redistilled under a vacuum of

typically 10–50 mb absolute to recover heavier distillates using a heater temperature

up to approximately 400–440°C depending on crude type and distillate demand.

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Liquid petroleum gases (LPG) are either sold directly, or converted to heavier high

octane products for motor gasoline. Propane is converted by catalytic polymerization,

and butane by isomeration or alkylation, to produce high octane liquid products for

motor gasoline blending. Naphtha is catalytically converted (reformed) to convert

naphthenes into higher octane aromatic components, also for motor gasoline (see

also Hydrocarbons). Gas oil is used, after sulfur removal, for diesel fuel and heating

oil.

Distillates from the vacuum distillation unit are used variously as hydrocracker or

catalytic cracker feedstock, both these units giving products ranging from LPG gases

to heavy gas oils. Heavy distillates from vacuum distillation are also used as direct

feed for the manufacture of lubricating oils in which case the distillates are further

processed to /remove aromatic components and wax. The residue from vacuum

distillation is normally used as fuel, road bitumen or petroleum coke.

Additional processes are used to remove sulfur compounds from both liquid and

gaseous streams. Between approximately 2–8% of the feed on an energy basis,

depending on refinery complexity, is used to provide fuel to the refinery

Units in IOCL (AOD) under Production Department.

Atomospheric and Vacuum Distillation Unit

Distills the incoming crude oil into various fractions for further processing in

other units. Further distills the residue oil from the bottom of the crude oil

distillation unit. The vacuum distillation is performed at a pressure well below

atmospheric pressure. It is designed to process 0.65 MMTPA of High Wax

Content(HWC) crude oil blend comprising Duliajan, Digboi and Kharsang

crude Oils.

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Naphtha Hydrotreater and Hydrocracking Unit:

Uses hydrogen to desulfurize the naphtha fraction from the crude oil

distillation or other units within the refinery.

Uses hydrogen to upgrade heavier fractions from the crude oil distillation and

the vacuum distillation units into lighter, more valuable products.

Catalytic reforming unit (CRU):

Catalytic Reforming is a major conversion process that transforms low octane

Naphtha feed stock to high octane reformate (RON : 95) for use as a

gasoline blending component to make lead free petrol (MS). A rich

hydrogen gas (about 85-90% purity) and LPG rich off gas are obtained as

valuable by products. The reformer can also be run for the production of

reformate rich in benzene, toluene, and xylenes (BTX).

Converts the desulfurized naphtha molecules into higher-octane molecules to

produce reformate, which is a component of the end-product gasoline or

petrol.

MSQU (Isomerization) unit:

Converts linear molecules such as normal pentane into higher-octane

branched molecules for blending into the end-product gasoline. Also used to

convert linear normal butane into isobutane for use in the alkylation unit.

Delayed coking unit (DCU):

The Delayed Coker Unit (DCU) of Digboi Refinery has been designed for a

throughput of 1,70,000 Metric Tonnes per Year of blend feed consisting of

following streams:

Pressable Waxy Distillate (370-480C)

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Heavy Waxy Distillate (480-530C)

Short Residue ex. VDU (530C+)

LWC Bottoms ex. HPS Unit

Foots Oil ex. SDU

The unit is also designed to process long residue (370 C+) if necessary.

Further, about 1500 Kl per month of recovered slop oil from ETP, Terminal

Separators & Process Units after drying at Bench 'G' is also processed at DCU.

The unit upgrades the feed into Fuel Gas, LPG, Naphtha, Kero, LDO, CFO,

Coker residue and Coke. The unit mainly consists of a two pass coker furnace,

two coke chambers, quench column, coker fractionator, blow down system and

LPG recovery system.

Sulphur Recovery Unit (SRU) and Sour Water Stripping Unit (SWSU) :

SWSU is used to remove H2S and NH3 from the sour water streams. The sour

gases generated from this unit is sent to SRU for sulphur recovery or to Acid

Gas Relief header; the stripped water is sent to HDTU or to the ETP

Convert very heavy residual oils into end-product petroleum coke as well as

naphtha and diesel oil by-products.

Hydrogen Generation Unit:

The Hydrogen Generation Unit (HGU) consists of Desulphurisation,

Reforming and process gas cooling with High temperature shift conversion to

increase the hydrogen content of the process gas. Purification is done with

PSA Unit. The feedstock to the Hydrogen unit is Natural Gas.

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High Purity Nitrogen Unit:

In the petroleum industry, nitrogen is an indispensable component in a

number of processes. Most commonly, nitrogen is used to create an inert

environment for preventing explosions and for fire safety and to support

transportation and transfer of hydrocarbons. Additionally, nitrogen is used for

pipeline testing and purging, cleaning technological vessels and cleaning

liquefied gas carriers and hydrocarbon storage facilities.

Nitrogen is extracted from atmospheric air using the principle of Critical

Temperature of its constituents.

Solvent Dewaxing (SDU) and Wax Hydrofinishing Unit (WHFU):

SDU has been installed to remove oil from Wax Distillates by adding solvent

(MIBK) after being cooled in Feed Scraper Chiller in a Rotary Vaccum Filter.

WHFU has been installed to improve colour of the Deoiled wax by removing

impurities i.e., Sulphur, nitrogen, aromatics, etc with the help of Hydrogen in

presence of Nickel-Molybdenum.

Wax Rundown Shed(WRDS) and Wax Pelletization Unit:

The objective of WRDS is to mould White Wax into Slabs in Moulding

Presses

Wax Pelletization, converts the wax into pellets for sale.

Effluent Treatment Plant (ETP) :

The ETP is situated at a distance of about half a kilometre outside the

Refinery premises and is designed to treat the oily effluent from the Refinery.

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LPG Despatch Unit (LDU) :

LDU is located at a distance of about half a kilometre away from the Refinery

premises. LDU receives LPG from LPG Recovery Unit (LRU) of the Refinery

from where bulk despatch of LPG through Tank Truck is made.

Oil Movement and Storage:

Receiving, Storing and Pumping of Crude Oil and Petroleum Products.

Product Pump House (PPH): Intermediate products from different units are

pumped to PPH for storage where blending of some of the done to make

finished product and finally pumped to NTF. Some finished products are also

directly despatched from PPH.

New Tank Farm (NTF) : NTF is a storage area of finished products viz, MS ,

SK , HSD, LDO & FO which are received from Product Pump House and then

pumped to their respective storage tanks at Tinsukia Terminal Depot located

at a distance of 35 Km through two product pipelines.

Cooperage: The function of the cooperage section is to facilitate despatch of

Foots Oil, Indmax Feed and Reformate to Guwahati Refinery and also receipt

of Heavy Naptha ex Guwahati Refinery.

It is also responsible for supply of Speciality products like JBO, MTO, Solar

Oil, WDM, Spl. Hy. Kero etc. to AOD’s Marketing Wing’s customers through a

tank lorry filling shed known as North End Filling Shed as per demand. It also

engages in despatch to HSD through tank lorries.

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.4.2. FINANCE DEPARTMENT


4.2.1. INTRODUCTION

Every organization irrespective of its size relies on its financial health for its survival.

The analysis of financial data is carried out by the finance department. The process

of financial analysis is employed to evaluate past, present and likely future

performance of the organization. The financial strength and weakness of the

organization is established based on the balance sheet and P&L account prepared

by the finance department.

Finance department manages the fund available for the operations of the business,

by making a balance between the fund inflow and fund outflow. The management of

all activities related to finance requires considerable expertise and specialized

knowledge of banks, financial institutions, the different sources of finance and ways

to profitability utilize these funds. Finance Manager directly does the planning,

organizing, directing and controlling financial activities in the society.

This department keeps account of all the financial transactions of the company. The

accounting period of IOCL (AOD) is from April 1st of one year to March 31st of the

next year. IOCL (AOD) has a fully computerized accounting system that facilitates

fast operations of its various functions. All the transactions of production unit starting

from the issue of goods received to the final documentation is computerized. The

strategy that the company has adopted is to go for credit transaction and payment

will be made in one month of time.

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4.2.2. OBJECTIVES AND FUNCTIONS OF FINANCE DEPARTMENT

OBJECTIVES OF FINANCE DEPARTMENT:

To ensure regular and adequate supply of funds to the concern. To ensure adequate

returns to the shareholders which will depend upon the earning capacity, market

price of the share, expectations of the shareholders. To ensure optimum funds

utilization. Once the funds are procured, they should be utilized in maximum possible

way at least cost. To ensure safety on investment. Maximization of profit of the firm

Wage disbursement. Budget preparation

RESPONSIBILITIES OF FINANCE MANAGER:

Utilization and control of funds planning the quantum and pattern of fund requirement

procuring the required amount of funds and allocating the funds Verification of

accounts Preparation of budget financial planning

The major functions of financial department are:-

 Accounting the transactions carried out by the company and to prepare

monthly and annual financial statement.

 Arrange finance for working capital management requirement, capital

addition, and other day to day needs.

 Working capital management.

 Liaison with financial institutions and banks.

 Dealing in all taxation matters

 Budgetary control and MIS

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FUNCTIONS OF FINANCE DEPARTMENT:

To prepare Cash Flow and Fund Flow Statements To prepare quarterly financial

reports Supervise internal audit costing, budgeting and other internal control System

To analyze and evaluate various trends such as net worth ratio, debt equity ratio and

current ratio To estimate the value of fixed assets, current assets and liabilities To

prepare final accounts and this should be submitted to top management for approval

The Functions of accounts department at the plant level has been divided into:

1. Financial account

2. Cost account

3. Wages and Salaries

4. Sales tax and other taxation

Financial Accounts

This branch deals with all types of cash payments and receipts. This will include

payment for engineering and raw materials purchase, petty cash payments,

operation and reconciliation of bank accounts ,payment to the government in the

form of taxes and levies ,payment of PF ,deduction from salary and payment of loan

outstanding and insurance premium of employees ,fright payments, payment in lieu

of travel allowance ,medical re imbursement etc. Cash receipts in the case of scrap

sales and any other cash receipt will also come under this branch of accounts.

Cost Accounts

This branch deals with forecasting ,budgeting, analyzing and reporting the income

and expenditure of the company .The budget for expenditure is prepared using

standard costing principles and it is compared with the actual expenditure .Any

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variation from the budget is analyzed to find the exact reason and it is reported to the

top management.

Wages & Salary

Computation of wages and salary is done by this section of accounts department.

Wages of workmen are fixed in the long term agreement and are calculated on a

daily basis depending on various factors like grade, working hours, output achieved

etc.

Sales Tax and other taxation

All matters related to sales tax are handled by this section. Monthly returns for sales

tax are filed on behalf of sales depots. VAT (Value Added Tax) system has been

introduced and all matters related to this are also looked after by this branch of

accounts. “C” forms for purchases from outside the stare and “F” forms are issued for

receipt of goods from depots. Other statutory taxes such as Excise Duty, Service

Tax, Entry Tax, TDS etc. are dealt in this section.

SOME SECTIONS OF FINANCE DEPARTMENT

FINANCIAL CONCURRENCE SECTION

Purchase of raw material and incurring of any other expenditure can be done by only

with the concurrence of finance department.

PROVIDENT FUND SECTION

This department takes care of the employee’s provident fund and pension funds.

This section arranges the recovery of provident fund from the employee salary. The

present statutory minimum recovery is 12 percent. The employees are allowed to

contribute higher quantum voluntarily. The company also contributes 12 percent of

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each employee’s salary into the provident fund account. The amount contributed by

the employee and employer along with the interest is paid to the employee at the

time of retirement or resignation or separation of employee.

WAGE SECTION

This section deals with salaries and wages of all personnel. The wages section

prepares the pay roll every month on the basis of muster roll given by time office.

The pay roll preparation process is computerized. This section also deals with the

advances to employees.

CASH SECTION

This section is concerned with all receipts and payments. This section keeps the

cash day book and bank day book. The payment vouchers prepared by inward bill

section, wages section and other section are sent to the cash section for final

payment. The salary to the workers and supplementary payroll for all employees are

prepared by cash section. When the payments or advance cheques are received

from

the customer against invoice, the same is presented to bank by the cash section.

Cash section is responsible for ensuring that the cash credit does not exceed the

limit.

MAIN ACCOUNTS SECTION

This section records the various transactions accounted by other sections. This

section prepares the final account. Main account section prepares the balance sheet

of the unit every year.

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COST AND MATERIAL SECTION

This section deals with the keeping of cost data. Price fixation is also done by this

section by making use of costing technique. This section estimates the standard and

actual cost of the machine manufactured by the company. This section prepares the

data for selling price of the machine, special accessories and spares. The cost data

for the cost fixation of spare parts is furnished by this section. This section maintains

computerized store ledger and stock statements. It also prepare annual budget on

the basis of production programmes, sale programmes and capital budgets. This

section is responsible for all MIS and section also prepares cost monitoring report.

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4.3. MARKETING DEPARTMENT

4.3.1. INTRODUCTION

The marketing department of IOCL (AOD) is completely controlled by Guwahati State

Office, which is under the Marketing Division of IOCL. AOD has a setup which is

known as Zonal Office and it manages few jobs under the Marketing head.

No interface with Pipelines as crude is delivered to Digboi Refinery (DR) through

Pipeline owned & operated by Oil India Limited. Products from DR is transferred to

Tinsukia Terminal of Mktg Division through Digboi Tinsukia Product Pipeline (DTPL).

DTPL is owned , operated and maintained by Digboi Refinery . No set up from

Pipeline Division is existing here. Zonal Office , Digboi plays the role of Pipeline

Division and certifies the dips & Qty outurns from DTPL jointly with DR. Zonal Office

raises the SAP indents for transfer of product to DTPL from DR.

Movement of some products takes place directly from dispatch Unit located inside

the Refinery . All such transactions are booked under Mktg Division.

Such products are:

RPC – Sale through E-auction route to within state & outside state customers.

Paraffin Wax- Direct sale to customers/stock transfer to up country stock points of

IOCL. Bijwasan, Sangrur, Kolkata are major stock points. From stock points , product

is sold to retailers/distributors or any other customers.

HSD- Sale of some quantity to local ROs/ Bridging Stock transfer to Doimukh Depot

(as per requirement).

LPG- Bulk stock transfer through LPG Bullet trucks to Bottling plants of IOCL

Primarily to Gopanari BP.

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Specialty Products like MTO, WDM , Binder Oil, Sulphur-Direct sale from Digboi.

For stock transfer , STOs are raised by respective locations on plan.

For direct sale of Paraffin Wax & specialty products Ex Digboi, contracts are raised

in SAP by concerned Divisional Offices of Mktg Division .

Some customers are issued products through direct processing of their requirement

by Zonal Office, Digboi.

Products are released only after generating SAP invoices against the customer

/Plant /vehicle in isolation or combination.

Zonal Office, Digboi plays the role of Supply & Distribution Office for Paraffin Wax &

Specialty Products . Further , it co-ordinates with Mktg Division & DR for evacuation

of any product of DR.

4.3.2. OBJECTIVES AND FUNCTION OF THE MARKETING DEPARTMENT

Zonal Office is divided into the following sections, they are listed below with their

functions and responsibilities.

Various sections in IOCL (AOD) under Zonal Office.

1. Health Safety and Environment (HS & E):

 Team mobilization and Inspection of 34 plants, Retail Outlets, RO under

construction, Re-inspection of vulnerable locations, Inspection of Land as part

of State Level Committee member, Surprise safety Inspection of location in

NE and outside NE.

 Data collection from 31 locations, Retail etc. for Monthly MIS Report, Part-1,

Part-2, RESD (Renewable Energy Sustainable Development) Data.[ Sludge,

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Rain Water Harvesting, Plantation, Environment Friendly Lights & Energy

Saving, Use of Renewable Energy]

 Monitoring of Near miss reporting, uploading & analysis.

 Communication of HSE Policies, Guidelines, Materials Specification etc

 Behaviour Base Safety: BBS Implementation & monitoring in plants.

 Monitoring of Action Points of Special Safety Audit, Multi-Disciplinary Team,

MB Lal Committee, External safety Audit, OISD Audit Action Points, Surprise

Safety Inspection, GM/Eds Inspection.

 Monitoring and execution of Action points of Monthly Safety Committee

Meeting, Quarterly State Safety Council Meeting, Apex Safety Committee

Meeting.

 Monitoring of Training (as per OISD-154) data, location wise for various

category(Officer, BCW, Security staff, Contractor staff, TT Crew

 Monitoring of Disaster Management Plan (DMP), HAZOP, QRA, ERD.

 Monitoring of data of Training to Drivers of Hazardous Material Carrying

Vehicles as per CMV Rule.

 Monitoring and maintaining accident reporting & investigation and approval

online.

 Organising Designated Safety Officer’s(DSO) Conference-cum-Training,

SSOT Training, trainings to Retail Outlet staff & Officers, Construction Safety

Trainings to Engg. Personnel.

 Extending faculty service for various trainings, Safety Awareness survey,

Annual Safety Award jobs, Scrutiny & Approval of Layout Drawings,

Coordination with AOD, Occupational health service for periodic health

checkup of employees.

 Providing electrical relay testing services from AOD Electrical Test Lab.

 Extending Faculty service for various trainings.

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 Monitoring & celebration of activities of National Safety Day, Fire & Safety

Week, ENCON Week, World Environment day, Safe Driving campaign etc.

2. Speciality Products and Supply & Despatch (SP and S&D)

 To co-ordinate for supply of wax & other speciality products Ex

products(through stock transfer & sale as applicable) .

 To co-ordinate for stock transfer of LPG & HSD Ex Digboi.

 Contract management of wax transportation , handling /shifting of wax bags ,

Sundry Jobs in Zonal Office & LDU .

 Contract management of stream sharing of SRN , Reformate , Foots Oil

between Digboi Refinery & Guwahati Refinery .

 Replying to RTI /Audit queries.

 To co-ordinate with transporters, vendors , Customers, various Marketing

Locations & setups of IOCL , departments of DR as required.

 Generating various type of MIS & reporting.

 Processing of payments for wax transportation , handling /shifting of wax

bags , Sundry Jobs in Zonal Office & LDU.

 Co-ordinating with Digboi Refinery & Guwahati Refinery for payment of

transportation bills of stream sharing contracts.

 Refinery Co-ordination jobs for Digboi Tinsukia product pipeline.

 Vendor /customer management in SAP.

 To co-ordinate with COIS for any SAP related problem pertaining to S & D

module and anything of general nature.

 Supervision of works of sub ordinate officers & staff of Speciality Products, S

& D section , Wax Dispatch Unit, Sales section , S & RC .

 Any other job as per situational needs.

 To co-ordinate for supply of wax & other speciality products Ex products

(through stock transfer & sale as applicable).

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 To co-ordinate for stock transfer of LPG & HSD Ex Digboi.

 Contract management of wax transportation, handling /shifting of wax bags ,

Sundry Jobs in Zonal Office & LDU .

 Contract management of stream sharing of SRN , Reformate , Foots Oil

between Digboi Refinery & Guwahati Refinery .

 Replying to RTI /Audit queries.

 To co-ordinate with transporters,vendors , Customers, various Marketing

Locations & setups of IOCL , departments of DR as required.

 Generating various type of MIS & reporting.

 Processing of payments for wax transportation , handling /shifting of wax

bags , Sundry Jobs in Zonal Office & LDU.

 Co-ordinating with Digboi Refinery & Guwahati Refinery for payment of

transportation bills of stream sharing contracts.

 Refinery Co-ordination jobs for Digboi Tinsukia product pipeline(Plant 7L05).

 Vendor /customer management in SAP.

 To co-ordinate with COIS for any SAP related problem pertaining to S & D

module and anything of general nature.

 Supervision of works of sub ordinate officers & staff of S & D section , Wax

Dispatch Unit, Sales section , S & RC .

3. Maintenance and Inspection (M & I)

 Finalization of Business Plan on annual basis for Zonal Office, Digboi for HO

MOU target.

 Unscheduled Inspections of tanks arising out of exigencies in any locations.

 Scheduled Inspections of Railway Siding Pipelines.

 Scheduled Inspections of Other Pipelines ( Other than railway siding) and

Hydrant pipelines

 Scheduled Inspection of Pumps and Vibration monitoring and analysis

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 Maintenance Indexing of Locations on Annual basis.

 Finalization of Maintenance Indexing for All India and Zonal best maintained

locations.

 Conducting 3 Days (1 no.) and 2 days (1 no.) M&I Training cum Workshops.

 Pre-commissioning Inspection and Indexing of newly commissioned

Terminals / Depots.

 Inspection of Ongoing Depot / Terminal / Engineering projects as and when

advised by HO.

 All India Selection of Best Maintained locations as and when advised by HO.

 Finalization of Monthly MIS every month and submission to HO

 Finalization of Qrty MIS every quarter and submission to HO.

 Conducting Quarterly Review Meeting at IO-AOD State Office, Guwahati

every Quarter with State Head, Ops. SO head and Engg. SO head and

submission of M&I Review Meeting Minutes to HO.

 Attending Quarterly HO M&I Conference Meeting and presentation of M&I

ZOD performance at HO involving HO Ops., HO Engg. And HO M&I.

 Failure Case Study Presentation at HO as and when required during

Conference.

 Providing M&I Training Faculty support to Other regions as per advise from

HO.

 Follow up actions involving regular close co-ordination and communication

with State Ops. and Engg. for liquidating Major / Critical Recommendations.

 Providing technical guidance and assistance to Locations for effective

improvement in Maintenance activities, PM/PDM and improvement in

Indexing.

 Proving Technical Guidance and support to locations for prepartions of

Correct P&ID, Isometric, Pipeline layout, as Built Drawings , earthing Layout

Drawings etc.

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 Providing Technical Guidance and Support to State Engg. & Ops. for

finalization of rate Contracts for MFL/ LFET and execution and monitoring of

the same Jobs at locations.

 Proving Technical knowledge as In house Faculty to Location designated

M&I officers.

 Conducting One Day In House Training Programmes to Locations.

3. Quality Control

 To submit MIS/MPR to CQCM (HO) Mumbai on or before the 5th of every

month.

 To give failure report of any Marketing samples (Divisional Office, Terminal,

Retail Outlet and Govt agencies) to CQCM,HO,Mumbai.

 Product failure investigation whenever is necessary.

 To visit and carry out the QC Inspection of all Non-Aviation Depots &

Terminals in the North East at least once in a year. Audit to be done online

but presently which are carrying out manually.

 To prepare Capital & Revenue Budget under guidance of DGM (ZS).

 To provide Faculty Assistance to Marketing location for enriching QC related

knowledge.

 Constant monitoring to the department at Digboi Finance & Material for

getting the status of PR/POs for Lab, instruments of NERL.

 Constant monitoring to the Finance department for release of contractors

payment.

 Carryout QC Inspections of Retail outlet for five (5) district of North east

region including Nagaland, Manipur, Barak Valley and part of Arunachal

Pradesh.

 Target for Digboi base Mobile van is 600 Ros.

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 To arrange Regional QC conference once in a year at Guwahati in

consultation with DGM (ZS).

 To participate in Head Office QC conference organizes by HO, Mumbai.

5. North East Regional Library (NERL) , Betkutchi TOP

 HOD & Overall responsibility to managing NERL activities of Testing &

Certification of products, Quality Assurance.

 Setting up of Testing infrastructure, upgradation , maintenance.

 Management of NABL Quality System, continuous development, continuation

of accreditation

 Overall coordination / liaison with AOD/IOAOD, Mktg HQ and other internal &

external service providers/Customers

 Training & Development of manpower

 Planning & Budgeting & implementation of projects

 Cost Management

 Quality Certification in SAP, Purchase, AMC, Housekeeping, Payment

related, Testing & Certification of Products, Coordination with Internal &

External Agencies, Budgeting,

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A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

4.4. HUMAN RESOURCE DEPARTMENT

4.4.1. INTRODUCTION

The Corporation recognises the importance of human capital for the success of its

business. The Corporation acquires the best talent in the country from leading

institutes and universities and has been working towards nurturing and retaining

talent. Job rotation and inter-location transfers throughout the organisation facilitates

planned development of careers and broaden outlook. In view of the rising

competition in the domestic market, acquiring and retaining manpower is a challenge.

Indian Oil continues to align its HR strategies with organisational strategies. The

employee strength of Indian Oil as on 31st March, 2016 was 32,803 including 15,722

officers.

4.4.2. OBJECTIVES AND FUNCTIONS OF HR DEPARTMENT

OBJECTIVES

1. Design and develop an organizational structure with well defined relationships

commensurate with the business plans and corporate strategies

2. Promote and develop co-operative attitude amongst employees by fostering

harmonious relations at all levels and inculcate sense of belonging

3. Evolve progressive and pragmatic personnel policies, procedures and

practices and ensure its uniform interpretation and judicious implementation

4. Promote and inculcate the culture of employees’ participation in management

5. Inculcate productivity consciousness amongst employees.

6. Administration of Electronic Performance Management System and

Productivity Incentive scheme

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7. Changed agent to new interventions.

The HR Department directs its activities through three channels:

1. Service to workers – To inculcate sense of ‘ownership’ amongst workers

towards work and work place as also the Corporation at large in order to

develop sense of responsibility, discipline, goodwill and commitment towards

the organization and promote good relations among employees.

2. Service to the supervisory personnel – To assist this group to understand

personnel practices in order to provide leadership and to maintain and

develop good relations with the workers.

3. Service to Management – To assist the Management in the development

and formulation of sound policies relating to personnel matters in the

organisation as a whole, to interpret the organisation’s personnel policies, to

ensure uniform application of personnel practices by all departments and to

co-ordinate the practices of different sections.

FUNCTIONS

1. Staffing

 Manpower planning

 Determine the organizational structure and optimize manpower to

effectively meet Company’s objective

 Job description

 Recruitment

 Personnel records

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 Promotion

 Transfer

2. Personnel Maintenance

 Motivation

 Performance Appraisal

 Recreation

 Communication

 Employee amenities – canteen, clubs etc.

 Safety

 Medical Services

 Security

3. Developing the Human Resource

 Induction and apprentice training’

 Training and development of employees

4. Industrial Relations

 Productivity Bargaining

 Grievance Handling

 Discipline Administration

 Providing joint consultative machinery – Joint Management Councils

5. Compensation

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 Wage & salary surveys and controls

 Negotiations

 Incentives/ bonus

6. Personnel Policy & Planning

 Defining organizational goals, policy guidelines and strategies

 Formulating & implementing personnel policies

7. Time Keeping

The office time is also come under the HR Department. The office time

carries out the following function.

 Attendance detail

 Leave details

 Daily reports.

Working hours (24 hours)

 Morning Shift : 6am-2pm

 Evening shift : 2pm-10pm

 Night shift : 10pm-6am

 General shift : 8am-5pm

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4.5. IT DEPARTMENT

4.5.1 INTRODUCTION

Information System Department (I.S. Dept.) comes under the HR Department in

AOD.

Till 2005 it included the Payroll and other Management function but now only unit

level role is being played by the department.

Corporate IS (COIS) handles the Email(Exchange server), Internet and other SAP

related function like Material Management, Payroll, Personal Data of Employees and

Production data.

The IS Department in AOD works at the unit level and is broadly classified under the

following Heads, which is taken care by each assigned executives.

 Network / Server Maintenance

 Asset Management

 Event Management

 Software Development

 Website Maintenance

 Procurement

The various associated functions are discussed below.

4.5.2. FUNCTIONS OF THE IT DEPARTMENT

The various functions and roles of the IT Department is divided among three division.

They work in coordination with each other and finally give the complete IT solution as

required by the organisation.

1. Network/ Server, Asset and Event Management

Sharing of I.T Knowledge for ensuring betterment of the conscious level of

users, I.T. Training, Knowledge sharing,

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Maintenance of Antivirus Server – MacAfee, Windows Update Server - MS

SCCM Server, Indian Oil Internet, Indian oil Domain, Indian oil Exchange

Mail, Exchange Administration.

Digboi Refinery LAN Maintenance, LAN links and MPLS links and WAN

Maintenance.

Annual Maintenance related to Network, Network/Desktop, LAN AMC

Handling of various Event Management using Webcast and Video

Conferencing and other IT support for the same

Taking Project Assignment and Network Projects and handling them

accordingly

Some procurement related to Networking i.e., Manpower and Hardware.

2. Software and Website

Development of In-House Software for ease of operation for end users.

Facilitating Data maintenance and Data backup

Developing and maintaining the Attendence Monitoring System

Website Maintenance

3. Procurement

Various Hardware and Software procurement for the Department

Manpower planning and procurement

SAP related issues (Plant/Unit Level)

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5. SWOT ANALYSIS

SWOT ANALYSIS OF THE ORGANIZATION

STRENGTHS WEAKNESSES
 Part of India's largest
 Legal issues
commercial enterprise
 Employee
with a strong brand
management
name
 Bureaucracy
 Has maximum market
 Volatility in the crude
share in sale of
market & subsidy
petroleum products in
burden
Northeast
 Govt. Regulations
 Huge distribution
 Manpower planning
network through
and Training
retailing
 Huge skilled Manpower
and other resources
 GPW rank 34 in the
year 2016
OPPORTUNITIES THREATS
 Increasing fuel/oil  Government
prices regulations
 Increasing natural gas  High Competition
market
 More oil well
discoveries in Northeast
India
 Expansion of export
market
 Interdepartmental
Coordination

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A Report on Organisational study at Indian Oil Corporation (AOD), Digboi Registration No.: 15025401

6. SUMMARY OF FINDINGS

IOCL (AOD) gives an insight about the functioning of the different departments. Each

department is headed by the General Manager or the Deputy General Manager who

possesses expertise, knowledge in the area under his supervision. There always

exists an ergonomic atmosphere which is often made possible by the close

interaction between all members in each department. The top management moulds

the strategies and policies that make sure that the middle management implements

them. Weekly interdepartmental meeting aims at bringing coordination between the

different departments.

All the different activities that go on in a business are interdependent and work

together to create value for the customer and wealth for the business. The different

departments of the business are interdependent; that is, they rely on each other and

work together to achieve the objectives of the business. Within a business, it is the

role of management to coordinate all the organizational departments and ensure that

they work together for the overall success of the business. These departments

support the main goals of the business. They are very dependent on each other, and

it is very important to understand the interrelationships between them. The way that

one functions might decide to achieve its goals could affect the whole business, so

considerable cross-functional coordination is required.

In IOCL (AOD) there is a functional interdependence between different departments

as different functions communicate with each other in order to meet the business

aims and objectives.

The heads of the material department and purchase department are accountable

for effective discharge of purchase functions within the framework of purchase

policy of the company.

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The production planning department is the most vital link between product design

and the production department. The production planning department provides the

necessary facilities and technical know- how for the manufacture of the product.

Human Resource department is directly related to all the other departments as it

controls all the manpower requirements in the organization.

Production is the functional area where the raw materials are converted into finished

products through a series of production process. It is done by keeping quality

conscious in mind. The quality control department ensures the quality right from the

procurement of crude, at each stage of production and also before dispatching to

Tank farm for storage. Production department also functions by collecting information

both from materials as well as marketing department.

The interdependence of quality control department with the production, finance,

quality control and HR department is necessary as it deals with products, its quality,

payments and man power.

The interrelation of finance department is between materials, production, marketing,

quality control and HR departments. In addition to the major functions of budgeting,

raising funds internally and from financial institutions and utilization of funds for

growth of performance, it deals with all the internal and external cash and payment

transactions.

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7. SUGGESTIONS AND RECOMMENDATIONS

Based on my experience at the humongous oil company of India, the following

suggestions are humbly put forward:

1. Knowledge Transfer

It’s an area which requires the attention of IOCL (AOD). When an employee

joins an organization He/ She learn a lot on the job along with other trainings

and other imparted to Him/ Her. This immense knowledge stays with the

employee, which needs to be properly channelized and transferred to his/ her

counterparts or colleague.

2. Succession Planning

When an employee retires or gets transferred to different location, the new

employee joining in that vacant post should be properly trained and this whole

process should be planned as best as possible.

3. Improve Employee Utilization and Productivity

Implement some form of time recording by capturing timesheets we can

understand the current utilization and productivity

Manage Customer Expectations – communicate to the entire team the

importance of managing the customer’s expectation from initial enquiry all the

way through to delivery.

Encourage Collaboration – boost the productivity by creating an environment

where your team members can easily share knowledge, ideas and lessons

learned. This will not only improve individual productivity it will help improve

project standards and service delivery.

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4. Interdepartmental Coordination

The coordination between all the departments can be made better, although
the corporation does have many provisions for that but this is one aspect
which can be worked on. Incorporating new ways to efficiently manage this
aspect can be developed.

5. Assessment tools

The training department engages the employees in various forms of training


but the learning in the same needs to be quantified. Tools needs to be
developed to help in gauging the knowledge gained and things learned.

8. CONCLUSION

It has been an extremely vigorous and knowledge-driven training with Indian Oil

Corporation Limited (AOD). Being an employee at the Maharatna Award winner has

been an honour as well as a journey in which I embarked upon with a strong desire

to be acquainted with the actual working environment in a Public Sector in its various

Unit.

Any organization requires a clear & well-defined organization structure for the many

arms and legs of the organization to function in harmony. There are different types of

organization structures, each having its own advantages and disadvantages. A

company may choose one of those structures or customize one for itself. But even a

customized one will fall into one of the broad categories.

The organization structure at Indian Oil is a good example of unity in diversity. All the

division of Indian Oil have a common agenda, vision and mission but their way of

approaching them slightly differs from each other. The organization structure of

Indian Oil is a dynamic one which is revised at regular intervals to increase efficiency

of the organization.

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The hierarchy followed in Indian Oil is almost similar in every department across all

divisions. A few engineering departments have some special posts for technical jobs.

The Board of Directors are above the hierarchy order and are nominated to the

posts, not promoted.

Indian Oil hires the best talent who can be trusted upon to keep the historical pioneer

in the areas of petroleum & natural gas functioning efficiently and smoothly. It

believes in a two-way process. It takes care of its employees and empathizes with

them on both happy and unfortunate occasions. Indian Oil is acclaimed to be one of

the best PSU in India in terms of employee benefits and job security.

To conclude, Indian Oil is a mini state, an entity in its own in which hard work is the

key to innovation.

BIBLIOGRAPHY(IN APA STYLE)

1. Application for 6th Annual Greentech Award for Training Excellence

2. https:www.iocl.com/

3. http://www.ibef.org/industry/oil-gas-india.aspx

4. Organizational Designs for Excellence - Pradip N Khandwalla, Director, IIMA

5. Office manuals – HR, Finance, Zonal Services, IS and Production

6. Project Report on IOCL: Functions of Training & Development Department –

Shubhi Mittal

7. Research Methodology: Methods and Techniques, C. R. Kothari

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