Project Report Edited

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE BACHELORS DEGREE IN BUSINESS ADMINISTRATION
OF H.N.B.G.U, SRINAGAR
2011
EMPLOYEE WELFARE MEASURES AT PWD &ONGC
Submitted By :-
Batch 2009-2012
Roshen Abrahamson Naveen Panwar Amit Markana Saurabh Kala Amandeep Singh Manish Panwar
BB09C24 BB09B44 BB09C55 BB09C11 BB09C48 BB09B48
A STUDY ON EMPLOYEE WELFARE MEASURES
ACKNOWLEDGEMENT
It is a great pleasure to express our sincere gratitude to all those who have helped us in completing this project work. Foremost, we thank the Almighty whose blessings helped us in the accomplishment of this work. We offer our sincere and humble thanks to our guide Dr. Swati Anand, Asst. Professor, Institute of Management Studies, Dehradun for her guidance, encouragement and continuous inspiration throughout this project work. We are indebted to Dr. A. K. Balyan , Director (HR) ONGC and
Ms. Alka Mittal, Dy.Gen.Mgr (HR) ONGC, Mr. M.K.Mehta (core member in PWD) whose guidance and support enabled us to develop an
understanding of the subject. We are very grateful to all the employees of both the companies for their co-operation. We also acknowledge our sincere thanks to all those people who have directly or indirectly assisted us in the completion of this project.
Place- Dehradun Date-
INTERNAL GUIDE CERTIFICATE

I have the pleasure in certifying that Mr. Roshen Abrahamson, Mr. Amit Markana, Mr. Saurabh Kala, Mr. Naveen Panwar, Mr. Amandeep singh, Mr. Manish Panwar are bonafide students of Vth semester of the Bachelors Degree in Business Administration (Batch 2009-2012), of Institute of Management Studies, Dehradun . They have completed their project work entitled Employee Welfare in ONGC & PWD under my guidance. I certify that this is their original effort & has not been copied from any other source. This project has also not been submitted in any other Institute / University for the purpose of award of any Degree. This project fulfils the requirement of the curriculum prescribed by this Institute for the said course. I recommend this project work for evaluation & consideration for the award of Degree to the student.
Signature
Name of the Guide : Dr. SWATI ANAND Designation Date : :
EXECUTIVE SUMMARY
Employee Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for the workers and their families. An industry is certainly not a place where workers and employers try to get the maximum each other. Both employee and management can be lot more if and when they work together as partners in an enterprise, and if they have sympathy of understanding of each other problems, which is the basic problem in employee welfare. It is sincerely hope that he welfare notion will help the industry community better, to maintain harmonious industrial relations and more lasting industrial peace to tackle effectively the social problems and attain human welfare. The industrial revolution began in the 18century and since it introduced the big machine it came to be known as the machine age. Industrialization is employment of labor accompanying of this welfare in as much as on their welfare depends the future progress of industrialization employee welfare is a direct sequel to industrialization Employee welfare has positive aspect to it. It has statutory measures, which lays down minimum standouts of facilities to be given to the employees. Retaining and motivation employees and minimizing socialize evils are most of the beneficiary outcomes of employee welfare.
PWD & ONGC has large strength of employees working at all levels, A study of the welfare measures being provided to its employees was done. This problems faced by the employees regarding these spheres were observed with the help of questionnaire and an analysis of the same was carried out. The survey at PWD & ONGC showed an average satisfaction level among the employees. If the company thinks it apt, it can provide its employees with certain more non-statutory welfare measure and benefits that they may help in increasing the satisfaction level of employees.
Labor welfare has the following objectives:

To provide better life and health to the workers To make the workers happy and satisfied To relieve workers from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers.
This project is a detailed report on the welfare activities of PWD & ONGC Ltd of employees in an organization. It is a comparative and critical analysis on employee welfare activities of PWD & ONGC Ltd. These organizations are the leading organization in the country, covering consumers from all the segments and age groups of the society.
COMPANY PROFILE
Oil and Natural Gas Corporation

Oil and Natural Gas Corporation Limited (ONGC) (NSE: ONGC,
BSE: 500312) is an Indian state-owned oil and gas company headquartered at New Delhi, India.
CORPORATION PROFILE
Oil & Natural Gas Corporation Limited properly known as ONGC , republic Indias number one company with significant company in industrial and economic growth of the country is a leading National Oil and Natural Gas producing company of India engaged mainly in exploration ,development and production of crude oil, Naturals gas and some value added products. It has gone through its life cycle and now reached to its maturity stage after overcoming birth & growth stage .The organization was born over about five decades ago on 14th August 1956 ND today ONGC is a fortune 500 company having more than 35000 employees as on date working in different in India and
abroad. The modest corporate house within serene Himalayan setting at Dehradun and Registered office at Delhi. ONGC has grown into a full fledge horizontally integrated upstream petroleum company with adequate in house capabilities and infrastructure in the entire range of oil and gas exploration and production activities and related oil fields engineering services .From a small directorate to a monolith today ONGC is circumpassing the entire public gamut of public sector organization. ONGC today is endeavoring to become a world class oil and gas producing company in pursuit of exploration and production business in the domestic and international area and related opportunity specific energy business. ONGC today is repositioning itself to fasten the principle of relational enterprise through partnership\strategic alliances \joint ventures with preferred partners and adopt a business strategy which relies on company skills and positional assets with focus on core business areas and opportunity specific diversification
INTRODUCTION OF ONGC
ONGC Group of Companies comprises of Oil and Natural Gas Corporation Limited (ONGC - The Parent Company); ONGC Videsh Limited (OVL a wholly owned subsidiary of ONGC); ONGC Nile Ganga BV (ONG BV - a wholly owned subsidiary of OVL) and Mangalore Refinery and Petrochemicals Limited (MRPL - a subsidiary of ONGC). Oil and Natural Gas Corporation Limited (ONGC) is India's Most Valuable Company, having a market share of above 80% in India's Crude Oil and Natural Gas Exploration and Production. ONGC registered the highest profit among all Indian companies at US $ 1.92 billion (Rs. 8664.4 Caror) in the year 2003-04. Its production of Crude Oil in 200304 was 26.7 MMT and of Natural Gas 25.70 Billion Cubic Meters. ONGC also produce Value- Added Products (VAP) like C2-C3; LPG; Naphtha and SKO.
ONGC Videsh Limited (OVL) is overseas arm of ONGC, engaged in Exploration & Production Activities. It trans-nationally operates E&P Business in 10 countries, making ONGC the biggest Indian Multinational Corporation. In recent years, it has laid footholds in hydrocarbon acreage in various countries including Ivory Cost and Australia. ONGC Nile Ganga BV is a wholly owned subsidiary of OVL and has equity in producing field in Sudan. ONGC envisages organizing Import/International Sale of Crude Oil and Export of Petroleum Products through Tendering Procedure for all the Group Companies. However, it would be restricted to the Companies/ Firms/ Vendors registered with ONGC on its approved Vendor Lists.
ONGC offices, plants, and other major buildings in INDIA
Subsidiaries of ONGC
1 ONGC Videsh Limited (OVL) 2 Mangalore Refinery & Petrochemicals Limited (MRPL
(I) ONGC Videsh Limited (OVL)

ONGC Videsh Limited (OVL), the wholly-owned subsidiary of your Company for overseas E&P activities, recorded impressive performance during the year 201011. OVLs share in production of oil and oil equivalent gas (O OEG) together with its wholly-owned subsidiaries ONGC Nile Ganga B.V ONGC Amazon Alaknanda Limited and Jarpeno Limited was the highest ever production with 9.45 MMTOE during 2010-11 up by 7% as compared to 8.87 MMTOE of O OEG during 2009-10. OVLs consolidated gross revenue increased by 21% from Rs.153,830 million during 2009-10 to Rs. 186,830 million during 2010-11 and consolidated net profit after tax increased by 29% from Rs. 20,900 million during 2009-10 to Rs.26,910 million during 2010-11.
OVL added one asset in its portfolio of exploratory assets by signing agreements with Kaz Munai Gas (KMG), the national oil company of Kazakhstan for acquisition of 25% participating interest in Satpayev exploration block on 16th April, 2011 at Astana, Kazakhstan in the presence of Honble Prime Minister of India and the President of Kazakhstan. This transaction marks the maiden entry of OVL in Kazakhstan hydrocarbon sector. Satpayev exploration block, located in the Kazakhstan sector of the Caspian Sea, covers an area of 1482 sq.km and is at a water depth of 6-8 mts. Satpayev is situated in close proximity to major discoveries in the North Caspian Sea. The block contains two prospective structures, namely Satpayev and Satpayev Vostochni East) with estimated hydrocarbon resources of about 256 MMT. OVL presently has participation in 33 projects in 14 countries. Out of 33 projects, OVL is operator in 11 projects and joint operator in 6 projects. OVL is currently producing oil and gas from 9 projects viz. Greater Nile Oil Project and Block 5A in Sudan, Block 06.1 in Vietnam, Al Furat Project in Syria, Sakhalin-I Project and Imperial Energy in Russia, Mansarovar Energy Project in Colombia, San Cristobal Project in Venezuela and Block BC-10 in Brazil. In addition to 9 producing projects, Exploration Block XXIV, Syria is on extended production
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testing. Blocks A-1 and A-3 in Myanmar, Carabobo-1 project Venezuela and Farsi Block, Iran have discoveries and further work is being carried out. One Pipeline Project was executed and completed by OVL and handed over to Government of Sudan in October, 2005 and is currently under lease. The remaining projects are in exploration phase.
Direct Subsidiaries of OVL:

a) ONGC Nile Ganga B.V. (ONGBV):
ONGBV, a subsidiary of OVL, is engaged in E&P activities in Sudan, Syria, Venezuela, Brazil and Myanmar. ONGBV holds 25% Participating Interest (PI) in Greater Nile Oil Project (GNOP), Sudan with its share of oil production of about 1.801 MMT during 2010-11. ONGBV holds 16.66% to 18.75% PI in four Production Sharing Contracts in Al Furat Project (AFPC), Syria with its share of oil and gas production of about 0.662 MMTOE during 2010-11. ONGBV holds 40% PI in San Cristobal Project in Venezuela with its share of oil production of about 0.757 MMT during 2010-11. ONGBV holds 15% PI in BC-10 Project in Brazil with its share of oil and gas production of about 0.586 MMTOE during 2010-11. ONGBV holds 43.5% PI and 100% PI as operator of exploratory blocks BM-S-73 and BM-ES-42 respectively and also holds 43.5% PI in exploratory block BM-S-74 and 25% PI each in exploratory blocks Block BM-SEAL-4 and Block BM-BAR-1 all located in Deepwater Offshore, Brazil. ONGBV holds 8.347% PI in South East Asia Gas Pipeline Co. Ltd., (SEAGP) for Pipeline project, Myanmar.
b) ONGC Narmada Limited (ONL):

ONL, a wholly-owned subsidiary of OVL held 13.5% PI in deep water exploration Block-2, Nigeria-So Tom & Principe, Joint Development Zone (JDZ). OVL has communicated its intention of not continuing the block to the
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Operator and Joint Development Authority (JDA) of Joint Development Zone Nigeria-So Tom & Principe as the development of the project is not commercially viable.
c) ONGC Amazon Alaknanda Limited (OAAL):

OAAL, a wholly-owned subsidiary of OVL, holds stake in E&P projects in Colombia, through Mansarovar Energy Colombia Limited (MECL), a 50:50 joint venture company with Sinopec of China. During 2010-11, OVL''s share of production in MECL was about 0.468 MMT of oil.
d) Jarpeno Limited:
Jarpeno Limited, a wholly-owned subsidiary of OVL incorporated in Cyprus, acquired Imperial Energy Corporation plc. a UK listed upstream oil exploration and production entity with its main activities in Tomsk region of Western Siberia in Russia, in January 2009. During 2010-11, Imperial Energys production was about 0.770 MMT of oil.
e) Carabobo One AB:

Carabobo One AB, a wholly-owned subsidiary of OVL incorporated in Sweden, holds 11% PI in Carabobo-1 Project, Venezuela. The Transfer Decree allowing the Mixed Company Petro Carabobo S.A to carry out primary activities in the designated areas was published in the Official Gazette of the Government of Venezuela on 29th July, 2010. Conceptual Engineering & Tendering for different activities related to development of the field are in progress.
Joint Ventures of OVL: f) ONGC Mittal Energy Limited (OMEL)

OVL along with Mittal Investments Sarl (MIS) promoted OMEL, a joint venture company incorporated in Cyprus. OVL and MIS hold 98% equity shares of OMEL in the ratio of 51(OVL): 49(MIS) with balance 2% shares held by SBI Capital Markets Ltd. OMEL holds 45.5% and 64.33% PI in exploration Blocks OPL 279 and OPL 285,Nigeria respectively. OMEL also holds 1.11% of the issued share capital of ONGBV by way of Class-C shares issued by ONGBV exclusively for AFPC Syrian Assets; such investment being financed by Class-C Preference Shares issued by OMEL in the ratio of 51:49 to OVL and MIS respectively.
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(II) Mangalore Refinery & Petrochemicals Limited (MRPL)

Highlights
Highest ever Refinery Crude Throughput at 12.64 MMT (up from 12.50MMT) Highest ever capacity utilization at 107%, up from 106%. Highest ever Turnover at Rs. 438,000 million, up 21% from Rs. 361,410 million. Profit after Tax of Rs. 11,770 million, up 6% fromRs. 11,120 million Hydrocracker the major secondary processing unit achieved highest ever processing of 2 88 MMT (Capacity 121%) Energy index of 58.13 MBN which is the lowest ever achieved Keeping in view its plans to make investments in various projects, a dividend of 12% has been recommended by its Board. In view of the continued under recoveries in retail marketing of Auto Fuel, the company has continued with its miniscule presence in retail Marketing thereby is not burdened with under recoveries. The direct marketing sales turnover covering Bitumen, CRMB, ATF, Furnace Oil, Mixed Xylene, Naphtha and Sulphur amounts to X 22,910 million registering a marginal increase overRs. 22,780 million of last year. A major growth is achieved in the area of marketing ATF and Mixed Xylene. The excellent standards maintained by the Refinery on the production, energy conservation, environment management and safety front have enabled MRPL to bag several awards: MRPL has bagged the Petrofed ''Refinery of the Year'' award on 10th May, 2011 for excellent performance during FY''10. This recognizes leading performance in production and operational efficiency in refining operations, while meeting the norms of health, safety and environmental protection. Oil Industry Safety directorate ranks MRPL as the 1st in ''Most consistent safety performer in Refineries'' for the year 2009-10 ICRA and CRISIL reaffirmed Issuer rating of ''Ir AAA'' and ''Cr AAA'' to MRPL for lowest credit risk. Best Exporter Award (Gold) - 2010 for exporting products through NMPT, by Federation of Karnataka Chamber of Commerce & Industries. The ''Oil & Gas Conservation Award-2010'' for Furnace/Boiler Efficiency instituted by CHT. Exemption in respect of Annual Report of Subsidiaries and Consolidated Financial Statement
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Ministry of Corporate Affairs (MCA) has vide circular dated 08.02.2011 and clarification dated 21.02.2011 decided to grant a general exemption from the applicability of Section 212 of the Companies Act, 1956 from attaching the Balance Sheet and Profit & Loss Account prepare regarding the financial year ending on or after 31.03.2011, in relation to subsidiaries of those companies which fulfill the various conditions including inter-alia approval of the Board of Directors for not attaching the balance sheet of the subsidiary concerned. Your Board has accorded necessary approval in this regard for not attaching the Balance Sheet and Profit & Loss Account of its subsidiaries (i) ONGC Videsh Limited (OVL) and (ii) Mangalore Refinery & Petrochemicals Ltd. (MRPL). All the conditions mentioned in the circular are being complied with by ONGC. Full Annual Report of ONGC including its subsidiaries will be made available to any shareholder, if he/she desires. Further, Annual Reports of MRPL and OVL are also available on website www.mrpl.co.in and wwwongcvidesh.com respectively. In accordance with the Accounting Standard (AS)-21 on Consolidated Financial Statements read with AS-23 on Accounting for Investments in Associates and AS-27 on Financial Reporting of Interests in Joint Ventures, audited Consolidated Financial Statements for the year ended 31st March, 2011 of the Company and its subsidiaries form part of the Annual Report.
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HISTORY
FOUNDATION
In August 1956, the oil and natural gas Commission was formed. Raised from mere Directorate status to Commission, it had enhanced powers. In 1959, these powers were further enhanced by converting the commission into a statutory body by an Act of Indian Parliament.
[ ] 1960-2007 Since its foundation stone was laid, ONGC is transforming Indias view towards Oil and Natural Gas by emulating the countrys limited upstream capabilities into a large viable playing field. ONGC, since 1959, has made its presence noted in most parts of India and in overseas territories. ONGC found new resources in Assam and established the new oil province in Cambay basin (Gujarat). In 1970 with the discovery of Bombay High (now known as Mumbai High), ONGC went offshore. With this discovery and subsequent discovery of huge oil fields in the Western offshore, a total of 5 billion tonnes of hydrocarbon present in the country was discovered. The most important contribution of ONGC, however, is its selfreliance and development of core competence in exploration and production activities at a globally competitive level.
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[ ] Post-1990
ONGC's HAL Dhruv helicopter operating off the coast of Mumbai. Post 1990, the liberalized economic policy was brought into effect; subsequently partial disinvestments of government equity in Public Sector Undertakings were sought. As a result, ONGC was re-organized as a limited company and after conversion of business of the erstwhile Oil & Natural Gas Commission to that of Oil and Natural Gas Corporation Ltd in 1993, 2 percent of shares through competitive bidding were disinvested. Further expansion of equity was done by 2 percent share offering to ONGC employees. Another big leap was taken in March 1999, when ONGC, Indian Oil Corporation (IOC) and Gas Authority of India Ltd.(GAIL) agreed to have cross holding in each others stock. Consequently the Government sold off 10 per cent of its share holding in ONGC to IOC and 2.5 per cent to GAIL. With this, the Government holding in ONGC came down to 84.11 per cent. In 2002-03 ONGC took over Mangalore Refinery and Petrochemicals Limited (MRPL) from Birla Group and announced its entrance into retailing business. ONGC also went to global fields through its subsidiary, ONGC Videsh Ltd. (OVL). Also ONGC is known for their interest in sports like football. The company has a football team which is doing well in the Indian league
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In 2009, ONGC discovered up to 1 billion barrel reserves of heavy crude, in the Persian Gulf off the coast of Iran. Additionally, ONGC also signed a deal with Iran to invest US$3 billion to extract 1.1 billion cubic feet of natural gas from the Farzad B gas field.
[ ] ONGC Videsh
ONGC Videsh is the international arm of ONGC. ONGC has made major investments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbon revenue from its investment in Vietnam.
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RECOGNITION AND AWARDS

Global ranking/Recognition
Ranking 402nd in the Fortune Global 500 list for 2006, up from 454th last
year, based on revenues; ONGC is ranked 115th in new list (based on profits). Leading all Indian corporate. Topped the list of sensex Indian companies figured in Business Weeks first annual ranking of Asias 50 best-performing listed companies drawn from a list of 625 Asian firms, ONGC was ranked third among the 50 best Asian firms. Ranked 158th amongst the worlds largest companies as per market capitalization on 31st March 2006 in the 10th annual Financial Times Global listing. Leads the list of Indian corporate titans, in the Forbes Global 2000, with 256th ranking in list of 2000 business entities (including 33indian firms) based on sales, profits Assets and Market Valuation. Sole Indian entry into the UNCTADs top 50, non financial Transnational Corporations from developing countries ranked by foreign assets. Ranked 18th amongst 50 publicly traded global companies in oil &Gas industry based on market capitalization and 15thy amongst 2 listed integrated Oil & Gas companies. Conferred the Golden Peacock Award for the Corporate Governance during the International Conference on Corporate Governance
Indian Ranking/Recognition
Bagged the prestigious NDTV Profits Business Leadership Award in the
Oil & Gas category.
Topped the Business Today list of Most Valuable companies in India for
the second year in a row. In the ranking, ONGC topped all the three categories viz. Market Capitalization, Net Profit and Net Worth. Topped Business Indias 100 listed of Indian companies, based on a weighted average of several parameters, including Market Capitalization, Profit After Tax (PA), Net Fixed and Net Sales. Ranked 11th in the Economic Times 500 Ranking with the highest Market Capitalization, and Net Profit k, mainly due to lower P/E ratio and Return on Net Worth. Ranked as the Most Respected Company in the PSU category in the 2011 Business World Survey released n Business World Magazine (June 2006).
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Exploration
ONGC has discovered 6 of the 7 commercially-producing Indian Basins, in the last 50 years, adding over 6.9 billion tonnes of In-place Oil & Gas volume of hydrocarbons. ONGC has bagged 104 of the 203 Blocks (more than 50%) awarded in the seven rounds of bidding, under the New Exploration Licensing Policy (NELP) of the Indian Government. In addition ONGC is expected to be awarded 17 out of 36 blocks in NELP-VIII round of bidding. ONGC has recoverable reserves of 1.5 billion tonnes of Oil and Gas and produces more than 1.2 million Barrels of Oil Equivalent (BOE) per day, meeting around 79% of Indias domestic production of Oil & Gas (during 2008-09). It has registered an RRR (Reserve Replacement Ratio) of more than 1 during the last five successive years. ONGC accreted ultimate reserve of 68.90 MMT during 2008-09 against production of 47.85 MMT of O+OEG thereby achieving an RRR of 1.44. During 2008-09 ONGC made 28 discoveries which include 15 New Prospects (2 Deep waters, 1 Shallow water, 12 Onshore) and 13 new pools. Initial In-place volume of hydrocarbons of 284.81 MTOE is highest.
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Oil & Gas Reserves

Your Company has made voluntary disclosures in respect of Oil & Gas Reserves, conforming to SPE classification 1994 and US Financial Accounting Standards Board (FASB-69). ONGC has added 236.92 MMTOE of oil and oil-equivalent gas (O OEG) initial in-place volume with 83.56 MMTOE of O OEG as the ultimate reserve component during FY 11 in domestic fields (operated by ONGC). The ultimate reserves accretion, including its share in joint ventures is 83.85 MMTOE of O OEG, which is the highest in last two decades.
Ultimate Reserve (3P) accretion O OEG year Domestic Assets ONGCs share in Domestic JVs 2.82 4.39 0.29
(in MMTOE) OVLs share in Foreign Assets Total
Total Domestic Reserve
2008- 09 2009- 10 2010- 11
68.90 82.98 83.56
71.72 87.37 83.85
135.08 0.35 33.49
206.80 87.72 117.34
Physical Performance: 2010-11

Exploration
During FY11, your Company has made 24 discoveries in domestic fields (operated by ONGC); 15 new prospects and 9 new pool discoveries. Out of the 15 new prospect discoveries, 5 are in NELP blocks. Some of the significant discoveries are Vadtal 1 & 3, Karnanagar-1 and Matar-12 in Western Onland, GK28-2 2 in Gulf of Cambay, C-1-6 & C-23-9 in Western Offshore, Laxminarasinmapuram, Vygreswaram SW and Malleswaram in KG onland, GSKV-1 & GS-29-6 in KG Offshore, Kuthanallur & North Kovilkallapal in Cauvery onland and Agartala Dome-30 in A&AA basin. Out of these discoveries Matar-12, Aliabet-2 assume significance because these have been made in the blocks where the other operators failed to make breakthrough earlier. Out of 15 onland discoveries, nine discoveries have already been put on production.
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Reserve Accretion and RRR

Your Company accreted 236.92 million metric tonnes of oil equivalent (MMTOE) of In-place volume of hydrocarbon in domestic basins (operated by ONGC). The ultimate reserves accretion has been 83.56 MMTOE which surpassed the record breaking performance of 82.98 MMTOE in FY''10 and is the highest in last two decades. Total reserve accretion in domestic basins has been 83.85 MMTOE [including 0.29 MMTOE from ONGCs share in Joint Ventures (JVs)]. This fiscal also your Company maintained Reserve Replacement Ratio (RRR) more than one with RRR of 1.76 (with 3P reserves).
Highest-ever production of oil and gas

The combined production of oil and oil equivalent gas (O OEG) production of ONGC, including OVL and ONGCs share in PSC- JVs, in FY11 has been 62.05 MMTOE; the highest-ever and 1.8% more compared to the production during FY10 i.e., 60.93 MMTOE.
Highest-ever production from overseas assets

During FY11, ONGC Videsh Limited (OVL), the wholly owned subsidiary of your Company, registered a production of 9.45 MMTOE O OEG (Crude oil: 676 MMT; Gas: 2.69 BCM); surpassing the earlier peak production of 8.87 MMTOE in FY10.Incremental production gains from BC-10 field in Brazil, Imperial Energy, Russia MECL, Colombia and Block 6.1A Vietnam helped OVL to achieve the feat.
New Projects
The Board of your Company approved development of four discovered fields i.e, SB-14, WO series fields, BHE and BH-35 fields in FY11 with an investment of Rs. 29,334 million. Besides that infrastructure renewal project for three western onshore assets i.e., Ankleshwar, Ahmedabad and Mehsana was also approved with an investment of Rs. 79,287 million. Oil and gas fields in these assets have been on stream for more than 30 years and as such the infrastructure required renewal.
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New Sources of Energy

Shale gas
Your company created a landmark in the history of India for exploration of unconventional hydrocarbons, when gas flowed out from the Barren Measure shale at a depth of around 1,700 m in its first Research & Development well RNSG-1 at Icchapur, near Durgapur, West Bengal on 25th Jan 2011. This breakthrough has encouraged your Company to venture into many shale sequences in well explored Cambay, KG, Cauvery and Assam-Arakan Basins for exploitation of Shale Gas.
Coal Bed Methane (CBM)

Your company is currently operating in five CBM blocks i.e., Jharia, Bokaro, North Karanpura and South Karanpura Blocks in Jharkhand and Raniganj block in West Bengal. Final Development Plan (FDP) for Parbatpur area measuring 18 Sq.Km in Jharia Block has been submitted to the Government of India (GoI) for approval. However at present incidentally produced gas during production testing is being sold to Calcutta Compression & Liquefaction Ltd. (CC&L) with the approval of GoI.
Underground Coal Gasification (UCG)

Your company has selected Vastan Mine block in Surat district, Gujarat for UCG Pilot project. Environmental clearance for the project has been obtained from Ministry of Environment and Forest, Government of India and request has been submitted to Ministry of Coal for award of mining lease which is awaited.
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Alternate sources of energy

The 51 MW Wind farms which has been set up near Bhuj in Gujarat is operating well and electricity generated is wheeled through the Gujarat State Electricity Grid for captive consumption by ONGC at Ankleshwar, Ahmedabad, Mehsana and Vadodara. Your Company is in the process of setting up one more Wind farm of 102 MW capacity in Rajasthan with an investment ofRs.8,000 million. ONGC Energy Centre set up by your Company for holistic research for new and alternate energy sources has been pursuing a number of new projects like Application of Solar Thermal Engine, Thermo-chemical generation of hydrogen, Bioconversion of coal/oil to methane gas, Uranium exploration, Solid state lighting, Solar PV Energy Farm, etc. ONGC Energy Centre (OEC), a dedicated centre towards alternate sources of energy is pursuing various alternate energy sources projects to establish lead and mass scale commercialization. OEC successfully installed the three state-of-the-art Solar Thermal Engines at the Solar Energy Centre (SEC), Ministry of New and Renewable Energy (MNRE) campus at Gurgaon. Some of the other significant projects which OEC is pursuing are Thermo-Chemical Reactor for Hydrogen generation, Bio Conversion of Coal to methane, exploration and exploitation of Uranium Reserves globally and LED Project.
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Production and Sales

Highlights of production and sales of Crude Oil, Natural Gas and Value- added products:
unit Production 2010-11 2009-10 *27.28 **25.32 388 1054 1570 116 19 *26.46 **25.59 535 1105 1592 165 08 Sales 2010-11 2009-10 22.94 20.29 387 1057 1600 118 14 22.33 20.60 533 1108 1598 166 02 Value (Rs. In million) 2010-11 2009-10 448,645 445,040 127,544 8,796 18,369 56,342 679 527 475 661,377 36 134 02 17 661,549 73,797 10,249 21,924 47,137 3,255 52 411 601,865 27 156 183 602,048
Direct Crude Oil Natural Gas Ethane/ Propane LPG Naphtha SKO ATF Other Sub Total Trading Motor Spirit HSD Others Sub total TOTAL
(MMT) (BCM) 000 MT 000MT 000MT 000MT 000NT
000KL
0.63 3.27
0.55 4.29
* includes 2.86 MMT (Previous year 1.79 MMT) from Joint Ventures. ** includes 2.23 BCM (Previous year 2.49 BCM) from Joint Ventures.
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Financial Results
Inspite of fluctuating crude prices and increased burden of its share of underrecovery on account of the losses suffered by the Oil Marketing Companies, your Company has earned a Profit After Tax of Rs. 189,240 million (Rs. 167,676 million in 2009-10), up 12.86 %, which is incidentally the highest-ever During the year under review, your Company registered Gross revenue ofRs. 695,322 million (Rs.619,832 million in 2009-10), up 12.18%.
Highlights:
Gross Revenue: X 695,322 million Profit After Tax (PAT): X 189,240 million Contribution to Exchequer: ^ 317,759 million* Return on Capital Employed 51.6 % Debt-Equity Ratio 0.00 Earning Per Share (Rs.) 22.12** Book Value Per Share (Rs.) 113** *OID Cess, Excise duty, Royalty, Corporate and Dividend Distribution Tax, Sales Tax / VAT and Dividend on Government shareholding.
**After considering split and bonus issue
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Financial Results
2010-11 Gross Revenue Gross Profit Less:Interest Exchange Variation Depreciation Amortisation Depletion Impairment Provision/Write Offs Provision for Taxation 86,950 251 14 20,006 83,698 54,374 1,352 6,114 252,759 2009-10 695,322 441,999
(Rs. in million)
619,832 396,054
686 (4,033) 12,312 89,407 45,302 (433) 2,974 82,163 228,378
(including deferred tax liability of Rs. 11,160 million) Profit After Tax Appropriations Interim Dividend Proposed Final Dividend Tax on Dividend Transfer to General Reserve Total 68,444 6,417 12,156 102,223 189,240 38,500 32,083 11,616 85,477 167,676 189,240 167,676
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Dividend
Your Company paid an interim dividend oR32 per share (320%), in December 2010. The Board of Directors have recommended a final dividend of Rs. 0.75 per share (15%) which is after considering split and bonus issue during the year. This makes the aggregate dividend at Rs. 35 per share (350% before considering split and bonus as compared to Rs. 33 per share (330%) paid in 2009-10. The total dividend will absorb Rs. 74,861 million, besides 112,156 million as tax on dividend, which is historically the highest dividend payout by the Company.
Internal Control System

The operations of your company have been structured to provide adequate support and controls. Standard procedures and guidelines issued to the business units from time to time to support best practices are followed in all facets of activities, Accounting and Financial Management, Personnel Management, Repairs and Maintenance, Materials Management and Project Implementations.
Human Resources
You are aware that your Company has vast pool of skilled and talented professionals-the most valuable asset for the company. Your Company continued to extend several welfare benefits to the employees and their families by way of comprehensive medical care, education, housing and social security. During the year 2010-11, your Company implemented various new and revised welfare policies for its employees. 86 employees were released under the Voluntary Retirement Scheme during the year. The Human Resource value of the employees based on Lev and Schwartz Model is enclosed at Annexure B.
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Employee Welfare Trusts

Your Company has established the following major Trusts for welfare of the employees:
Employees Contributory Provident Fund (ECPF) Trust, managing

Provident Fund accounts of employees of your Company. The Post Retirement Benefit Scheme (PRBS) Trust of your Company manages the pension scheme of the employees. The Composite Social Security Scheme (CSSS) formulated by your Company provides an assured ex-gratia payment in the event of unfortunate death or permanent disability of an employee in service. Families of deceased employees get a financial assistance under the scheme ranging betweenRs.15 million toRs.2.0 million.
ONGC Sahayog Trust has been created for welfare of secondary workforce
or their heirs, who are in financial distress. Gratuity Fund Trust has been created for payment of gratuity with provision of Gratuity Rules. Your Company implemented the Employees Pension Scheme (EPS-1995), retrospectively w.e.f. 16th November, 1995. Company implemented a single integrated seamless computerised accounting system for all welfare trusts pertaining to investments, accounts, settlement and contribution etc. Employee accounts are now maintained on the new system, duly reconciled and updated, and can be viewed by the employees themselves on Companys intranet. All payments are made to the members through e-payment gateway Implementation of Government Directives For Priority Section Your Company complies with the Government directives for Priority Section of the society. The percentage of Scheduled Caste (SC) and Scheduled Tribe (ST) employees was 15.76% and 8.74% respectively as on 31st March, 2011. Your Company is fully committed for the welfare of SC & ST communities. The following welfare activities are carried out by your Company for their upliftment in and around its operational areas:
Annual component plan: An amount of Rs. 31.00 million is distributed to

various work centres of ONGC for implementation of welfare schemes.
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This fund is especially meant for providing help and support in areas like Education and training, Community development, Health care, etc. Scholarship to SC and ST meritorious students : Your Company spent Rs. 4.77 million for supporting 96 students of the SC and ST community for pursuing higher professional courses at different recognized institutes and universities.
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Contract Management
Periodic training programs were conducted to sensitize the Principal Employers about their obligations, roles, responsibilities under the CLRA and other welfare legislations. Considering the competitive market situations, a concept of Fair wage for secondary work force is being devised for better working and living conditions. Periodic audits of Principal Employers were carried out to ensure near 100% compliances of Labour statutes. Contracts continued on nomination basis for several years have been replaced by new contracts, during the year 2010. Contracts were standardized and aligned to the Model Service Agreements to protect the interest of ONGC as well as the secondary work force.
Grievance Management System

Your Company provides an easily accessible mechanism to the employees for redressal of their grievances, either through informal or formal channels. All key executives of your Company have designated a publicized time slot, thrice a week, to meet public representatives for speedy redressal of their grievances. Your Company has also approved creation of a single window front office at all workcentres. An officer not below Chief Manager Level is responsible for ensuring accessibility and responsiveness to public grievances.
Human Resource Development

33,229 ONGCians (as on 31st March, 2011) dedicated themselves for the excellent performance of your company during the year. The workforce intake strategy pursued by ONGC caters to meeting the demands of maintaining a steady flow of talent, in a business which is characterized by high risks and uncertainties, enormous costs, fast changing level of technology, physically challenging work environment, fluctuating product prices and growing competition. ONGC has drawn up a scientific five-year manpower induction plan aligned to the business plans as well factoring the manpower profile of ONGC. During the year, HR ensured that adequate numbers with requisite skill-sets were inducted to meet the requirements of the Company as well as replenish the manpower loss on account of high superannuation. Your company believes that continuous development of its human resource fosters engagement and drives competitive advantage. Towards that end, during the year, ONGC conducted Business Games to hone the business acumen of its executives. Business Games in ONGC was introduced for executives in 2007. It has proved to be a very popular initiative and tests the ability of the executives through business
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quizzes, business simulations and case-study presentations. The winners of the Business Games are felicitated by the CMD at Republic Day Celebrations. For the first time, Fun Team Games (FTGs) were initiated for E0 and staff level employees to inculcate MDT (Multi-disciplinary Team) concept and spirit of camaraderie and belongingness to the organization, which was very well received by the participants. The winners are felicitated by the CMD at Republic Day Celebrations. ONGC also conducted the Assessment Development Centre (ADC) programs for 189 DGM level executives and provided them developmental inputs. An engagement survey was conducted across ONGC providing valuable inputs for the management to take follow-up action.
Performance Management System and Performance Related Pay

Your Company, in line with the DPE Guidelines is devising a robust performance management system which is effective in identifying and rewarding high performers. As part of the process, the performance appraisal system has been completely e- enabled. To strengthen transparency in the system performance ratings of the executives have been disclosed to them. Incentive payments for the year 2009-10 were made during the year to the executives of your Company based on the MoU rating of the Company and the individuals performance.
Training
Skill upgradation is a vital component for the Human Resource Development. In pursuance to the mandate of equipping the executives with latest knowledge in the specialized fields of upstream oil and gas sector, attempts were made to organise training programs with the best of faculties from India and abroad. During the year 2010-11, ONGC conducted various training programs for its executives and staff spanning 200,674 training man-days. A scheme titled Performance Support was launched as a pilot project on November 24th, 2010 which provides desired knowledge back-up to young executives working at various locations in their respective domains. A panel of 95 domain experts has been prepared for providing the knowledge support. Return on Investment on Training based on Donald Kirk Patrick Model was evaluated at Level I / Level II as planned during the year 20102011. To hone the managerial acumen of our officers, second batch of Leadership Development Program involving Overseas Learning Component was conducted through Indian School of Business, Hyderabad for executives of General Manager level. Five Advanced Management Programs involving Overseas Learning Component were conducted during the year for 125 executives of DGM level. Four Senior Management Programs involving Overseas Learning Component were also conducted during the year for 100 executives of E5 level.
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Women Empowerment
Women employees constitute 6.2% of ONGC''s workforce. During the year, programs for empowerment and development, including program on gender sensitization was organized. Your Company actively supported and nominated its lady employees for programs organised by Women in Public Sector (WIPS) and Women in Leadership Roles.
Improvement in Living/Working Conditions

Green Buildings: As part of its commitment to sustainable development, ONGC has taken up development of Green Buildings at Delhi, Mumbai, Kolkata & Dehradun. These buildings are expected to save 50 to 60% energy as compared to baseline buildings. Apart from savings in energy, they higher occupant comfort levels in terms of air quality and personalized controls for temperature and lighti occupants health and productivity. These Green Buildings shall also use renewable and clean energy sources like solar photovoltaic and Gas Gensets thereby reducing the Greenhouse Gas (GHG) emissions. These buildings shall also be redeveloped as Carbon Development Mechanism (CDM) projects. Renovation of existing offices/ colonies/guest houses was successfully completed at many work-centers to make the facilities more in sync with present day requirements as well as make our infrastructure energy efficient. Energy supply through alternate sources of energy viz. wind energy and solar panels has commenced in some of our colonies. Fleet Management: ONGC deployed 60 cars at Delhi & 245 cars at Mumbai operating on environment friendly greener & cleaner fuel (CNG) against a MoU with Maruti Suzuki India Limited (MSIL) to provide vehicles on lease to ONGC with fleet management services under N2N Scheme of MSIL. Work-Life Balance: Your Company continued in its endeavors to ensure work-life balance of its employees. The colonies at many work-centers were provided facilities like gymnasiums, music rooms, etc. Outbound programs with families were organized at various work-centers. Hindi dramas on the importance of ''Work-Life Balance'' were staged to create awareness amongst the employees. In addition, cultural programs involving employees and their families were also conducted. Involvement of Mahila Samitis in various CSR Projects and Resident Welfare Associations (RWAs) in cultural programs was achieved.
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ONGC not only complies with all statutory provisions but also extends more liberal health and welfare measures to its employees. Some of the major social security initiatives taken by ONGC are:
Composite Social Security Scheme (CSSS)

The scheme provides Cash Benefits to the beneficiaries in the event of death of an employee, while in service with ONGC. All Members of this scheme contribute on a monthly basis. The Benefits of Assured Sum under the scheme in the event of death, while in service or illness leading to permanent total disability of the employee causing cessation of employment shall be as under: Category of Employees Executives Non Executives other than S Level Amount of Assured Rs. 17,50,000/Rs. 15,00,000/-
In the event of survival of an employee at the time of separation of the employee from the services of ONGC, the member shall be entitled to get back only his portion of the contribution along with simple interest @ 5% per annum.
Post Retirement Benefit Scheme (PRBS)

The scheme is effective from 16.11.1995 for non-executives. The scheme is a self contributorypost retirement pension scheme in addition to EPS-1995.
Post Retirement Medical Benefit Scheme

Post retirement medical facility is provided to the employee and his/her spouse.
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Ongc Sahayog Yojna

The next of kin of employees who die while on duty or who suffer disability in the course of duty preventing their adequate gainful vocation and/or who have no other adequate means are provided financial assistance under this scheme.
Financial Assistance on Death/Permanent Disablement while on Duty

Financial assistance ranging from Rs.1 Lac to Rs.12 Lacs depending on the nature of accident and category of employees is provided in addition to statutory compensation. In addition, through the outreach programmes under the Component Plan, ONGC supports the self employment, educational and welfare activities of the scheduled castes and tribes in our areas of operations.
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PUBLIC WORK DEPARTMENT
Brief History of PWD

During the period of the British rule in this subcontinent, in 1786 a Military Board was set up to look after all public work matters at that time. Later on the Government decided to establish the Public Works Department in the year 1854. At that time PWD was responsible for the construction of roads, buildings, railways as well as flood control, irrigation and military works. With the partitioning of India and Pakistan in 1947, the responsibility of construction work for the Central Government of Pakistan was vested in the Central PWD. The Communication and Building Directorate (C&B), which existed at the time, was entrusted with all construction work for the Provincial Government of the then East Pakistan. After the liberation of Bangladesh in 1971, the country inherited two separate organizations for the construction and maintenance of Government Buildings: the Central PWD and the Buildings Directorate of the Provincial Government. These two entities were merged into one department in 1977 to form the present PWD.
The infrastructural growth of Bangladesh includes the development of urban and
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growth centers, housing, railways, highways, roads and road structures, ports and harbors, airports, drainage and navigational canals, gas pipelines, water supply and sanitation facilities. Beginning its journey in 1854 with the responsibility of forging an architectural framework for the sub-continent, the PWD has experience dating back two centuries. The organization's construction work is directly connected to the national programme of development and reconstruction. The Public Works Department is responsible for the construction of infrastructure along with providing service to 24 ministries. It is one of eight executing organs in the Ministry of Housing and Public Works. It is also the Government's biggest construction agency. The various work programmes of the Public Works Department and its span of work are not confined to the urban areas only. They reach into distant district headquarters, remote villages, near borderlands and even the largely inaccessible parts of the country. The result is that where life was once dull and monotonous it has now been boosted by unprecedented progress in the implementation of a diversity of projects. In many instances, communication was not as convenient as it is nowadays. Still, with the aid of thousands of working hands, the Department has left no stone unturned in giving a more than satisfactory service to the nation. Being an entity within a developing country, the Department has been performing its task with a high degree of innovation, minimal expense and maximum workmanship. The PWD has countless examples illustrating this work ethic. Its dedicated staff has contributed in no small measure in shaping what the PWD is today. The workers are to be considered both as partners and performers.
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Facts about PWD of INDIA

The Public Works Department is a government department that is responsible for buildings, roads, irrigation and railways.
What PWD Does? The contribution of the PWD encompasses the entire spectrum of physical and social infrastructure for national development, national security and international relations. Its activities span the length and breadth of the country including remote areas and difficult terrain. The main responsibilities of the PWD are shown in figure below. It may be mentioned here that the architectural plans and designs of almost all Government infrastructural projects are done by the Department of Architecture in close consultation with the PWD.
The Military Works branch detached from the PWD and became the Military Works Service under the Indian Army in 1899.
WORKING ARENA OF THE PWD It is the Government's biggest construction agency.
Construction of Buildings Maintenance of Public for Other Agencies on a Parks Deposit Work Basis Preparation of Book of Schedule of Rates and Analysis of Rates for Construction & Maintenance of Public Buildings Construction of National Monuments Preparation of Book of Specifications and Code of Practice Design and Construction of Public Buildings except those of RHD, T&T, Postal Department Repair and Maintenance of Public Buildings Acquisition and Requisition of Land for construction Work
After the liberation of Bangladesh in 1971, the country inherited two separate organizations for the construction and maintenance of Government Buildings: the Central PWD and the Buildings Directorate of the Provincial Government. These two entities were merged into one department in 1977 to form the present Public Works Department (PWD).
Procurement of Materials Valuation of Land and & Equipment Required Property and Fixing of for Construction Work Standard Rent
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QUALITY POLICY
PWD Limited aims at maximizing the customer satisfaction by supplying products of consistent quality with collective participation of Management and Employees.
TO ACHIEVE THE ABOVE, WE WILL Manufacture and supply products as per specifications and standards
agreed to with the customers.
Continuously strive to improve the quality of the products and process Maintain interaction with customers Train and motivate employees to achieve the companys goal.
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OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVE
To study the relationship between employee welfare schemes with

reference to employee performance.
To analyze the employee welfare activities of PWD & ONGC Ltd.
SECONDARY OBJECTIVE
To check the performance level of employee of PWD & ONGC Ltd.
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INTRODUCTION
INTRODUCTION TO THE STUDY
Safety and welfare measures are inevitable to any organization where workers are involved. An organizations responsibility to its employees extends beyond the payment of wages for their services. The employees safety and welfare on and off the job within the organization is a vital concern of the employer. Providing a safe and healthy environment is a pre-requisite for any productive effort. This research deals with the study on the welfare measures provided to the employees at PWD PVT LTD.
PROBLEM IDENTIFICATION
Unlike other industries, the time to concentrate on job employees of the PWD are often exposed to different and new which they may not have been familiar with earlier. The employees have to deal huge machinery. The unfamiliarity in the nature of materials they handle and the danger involved I handling them make the employees prone to higher degree of risk. Satisfying or performance. A voluntary approach on the part of the management to offer welfare programmes which are over and above what is laid down by the law would boost the morale of the employees and motivate them to perform better. A preliminary study conducted by us with respect to welfare showed that there was scope for improvement in certain areas. This formed the basis of the research problem.
fulfilling the safety and security needs of the workers, would give them a better motivation and more
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SCOPE OF THE STUDY

This study would give an overview of the welfare measures existing at PWD & ONGC. Since safety and welfare are two important elements essential for improving the throw light on the perception of the employees regarding safety and
welfare. PWD & ONGC can identify the areas where it can improve so as to improve the performance of the employees. This study would also help to analyze if there is dependence between
productivity of an organization, a study on the existing welfare
measures would help the organization perform better. This study would
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LIMITATION OF THE STUDY

The study was restricted to the class III and class IV non ministerial staff of
PWD & ONGC.
Due to time constraints the sample size had to be confirmed to 400
The respondents have replied to the queries recalling from their memory.
Therefore recall bias and personal bias are possible.
Since the data was collected using a schedule, the interviewers inability to
understand and record the responses correctly is possible.
The respondents were unable or unwilling to give a complete and accurate

response to certain questions.
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REVIEW OF LITERATURE
In 1998 a study was conducted on the welfare measures provided to the employees of Copt by Ms. N. Sangeetha of Bharathiyar University. This study was based on the Class I and Class II employees contrary to my project work which focuses only on the Class III, Class IV non-ministerial staff. This was helpful to me with regard to the selection of samples and using statistical tools. I have done my research work independently and both the studies are independent.
Definitions of safety The condition of being safe; freedom from danger, risk, or injury. The state of being certain that adverse effects will not be caused by
some agent under defined conditions.
Occupational safety is concerned with risks in areas where people work;

offices, manufacturing plants, farms, construction sites, and commercial and retail facilities. Public safety is concerned with hazards in the home, in travel and recreation, and in other situations that do not fall within the scope of occupational safety.
Definitions of welfare Anything done for the intellectual, physical, moral and economic
betterment of the workers, whether by employers, by government or by other agencies, over and above what is laid down by law or what is normally expected of the contractual benefits for which workers may have bargained.
Well-doing or well-being in any respect, the enjoyment of health and the

common blessings of life; exemption from any evil or calamity; prosperity; happiness.
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METHODOLY AND ANALYSIS OF DATA
RESEARCH METHODOLY
Research methodology is a way of systematically solving the research problem. Research methodology deals with the research design used and methods used to present the study.
RESEARCH DESIGN
A research design is a detailed blue print used to guide a research study toward its objective. The process of designing a research study involves many interrelated decisions. The most significant decision is the choice of research approach, because it determines how the information will be obtained. The choice of the research approach depends on the nature of the research that one wants to do. The research design adopted for this study is Descriptive Research. Descriptive method was adopted because it deals with description of the state of affairs as it exists at present.
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SAMPLING TECHNIQUES
The next step in research study after collecting data is the sampling process. When a decision is made to use the sample, a number of factors must be taken into consideration. The various steps involved in the sampling process are: Identifying target population. Determining sample frame. Selecting sampling procedure. Determine sample size. Execute sampling. Obtaining information from respondents. Generating information for decision making.
The target population in this study was the Class III and Class IV nonministerial staff of PWD & ONGC. The sampling technique had to be selected. There are two types of sampling techniques: Probability sampling Non-probability sampling Among the probability sampling, the sampling used in this study was Stratified sampling.
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STATIFIED SAMPLING
If the population from which a sample is to be drawn does not constitute a homogeneous group, then stratified technique is applied so as to obtain a representive sample. In this technique, the population is stratified into number of non-overlapping sub populations or strata and sample items are selected from each stratum. If the items selected from each stratum is based on simple random sampling, the entire procedure, first stratification and then simple random sampling is known as stratified sampling. The stratified sampling results in a more reliable and detailed information. The researcher uses simple random sampling for selection of items from each stratum.
SAMPLE SIZE
Among the staff of 4000 employees (PWD) & 35000 employees (ONGC) in the respective organizations, a sample of 400 employees was taken for the study. Using the method of proportional allocation, the numbers of samples are selected from each stratum.
TOOLS FOR THE DATA COLLECTION

There are several ways of colleting the appropriate data. While deciding about the method of data collection to be used for the study, the researcher should keep in mind, that there are 2 types of data. 1. Primary data 2. Secondary data
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The Primary data are those which are collected a fresh and for the first time and thus happen to be original in character. Primary data can be collected either through experiment or through survey. The secondary data on the other hand are those which have already been collected by someone else and which have already been passed through the statistical process. In this study, the data was collected from the primary source through interview schedule.
Statistical Techniques
This phase consists of the data analysis of the data collected based on the stratified simple random probabilistic sampling technique. The data collected were analyzed using the following methods.
Percentage analysis
The number of responses of each category is summarized to percentage format for the convenience to use other statistical tools namely pie chart and bar diagrams.
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STATISTICAL TOOLS
Chi-square test
This test allows us to determine whether two attributes are independent of each other. In this study chi-square has been used to test if there is an association between various variables and the overall level of satisfaction of safety and welfare measures.
X2 = {(Oi Ei) 2 / Ei }
Applying Yatess correction:

X2 = {(|Oi Ei |- 0.5) 2 / Ei }
Phi Coefficient
Chi-square test tells us about the significance of relation between variables; it provides no answer regarding the magnitude of the relation between the two variables. This can be achieved by computing the Phi coefficient which is a non-parametric measure of coefficient of correlation. It gives the magnitude of the relation or the degree of association between the two variables.
[ X2 / n ]
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DATA ANALYSIS AND INTERPRETATION

TABLE-1 TABLE SHOWING THE OPINION ABOUT WORK ENVIRONMENT IN ONGC & PWD. Grade Satisfied Highly Satisfied Average Dissatisfied Highly dissatisfied No. of Respondents/ 200 PWD ONGC 16 50 127 07 00 27 70 95 08 00 Percentage % PWD ONGC 08 25 63.5 3.5 00 13.5 35 47.5 04 00
OPINION ABOUT WORK ENVIRONMENT
200 180 160 140 120 100 80 60 40 20 0 PWD ONGC Highly Dissatisfied Dissatisfied Average Highly Satisfied Satisfied
INFERENCE:
From the above table it is inferred that 8% & 13.5% of people responded to satisfied, 25% & 35% of people responded to highly satisfied, 63.5% & 47.5% people to average, and 3.5% & 4% of people responded to dissatisfied and respectively. absolute 0% to highly dissatisfied in PWD & ONGC
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TABLE-2
TABLE SHOWING THE OPINION ABOUT VENTILATION & LIGHTING AT WORK PLACE IN PWD & ONGC.
Grade Excellent Good Average Bad Very Bad No. of Respondents/200 PWD ONGC 24 29 110 65 01 00 115 54 03 00 Percentage % PWD ONGC 12 14.5 55 32.5 0.5 00 57.5 27 1.5 00
OPINION ABOUT VENTILATION & LIGHTING AT WORK PLACE
250 200 150 100 50 0 PWD ONGC
Very Bad Bad Average Good Excellent
INFERENCE: From the above table it is inferred that 12% & 14.5% of people responded to excellent, 55% & 57.5% of people responded to good, 32.5% & 27% people to average, and 0.5% & 1.5% of people responded to bad and Absolute 0% people to very bad in PWD & ONGC respectively.
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TABLE-3
TABLE SHOWING THE OPINION ABOUT SALARIES/BENEFITS IN PWD & ONGC.

Grade Satisfied Highly Satisfied Average Dissatisfied Highly dissatisfied No. of Respondents/200 PWD ONGC 40 40 60 100 00 00 50 110 00 00 Percentage % PWD ONGC 20 20 30 50 00 00 25 55 00 00
OPINION ABOUT SALARIES/BENEFITS
INFERENCE: From the above table it is inferred that 20% of people responded to satisfied in both org.,30% & 25% of people responded to highly satisfied, 50% & 55% people to average, and 0% of people responded to dissatisfied and highly dissatisfied in PWD & ONGC respectively.
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TABLE-4 TABLE SHOWING THE OPINION ABOUT TIMINGS/SCHEDULES IN PWD & ONGC.
Grade Satisfied Highly Satisfied Average Dissatisfied Highly dissatisfied No. of Respondents/200 PWD ONGC 40 30 140 18 02 00 148 21 01 00 Percentage % PWD ONGC 20 15 70 09 01 00 74 10.5 0.5 00
OPINION ABOUT TIMINGS/SCHEDULE
INFERENCE: From the above table it is inferred that 20% & 15% of people responded to satisfied, 70% & 74% of people responded to highly satisfied, 9% & 10.5% people to average, and 01% & 0.5% of people responded to dissatisfied and absolute 0% people to highly dissatisfied in PWD & ONGC respectively..
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TABLE-5 TABLE SHOWING THE OPINION ABOUT SAFETY MEASURES AT WORK PLACE IN PWD & ONGC.
OPINIONS ABOUT SAFETY MEASURES AT WORK PLACE
INFERENCE: From the above table it is inferred that 64% & 60% of people responded to satisfied, 04% & 08% of people responded to highly satisfied, 19% & 15% people to average, 9% & 13% of people responded to dissatisfied and 4% of people in both org. responded to highly dissatisfied in PWD & ONGC respectively.
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TABLE-6 TABLE SHOWING THE OPINION ABOUT PRESENCE OF SAFETY COMMITTEE IN PWD & ONGC.
Grade Yes No No. of Respondents/200 PWD ONGC 160 140 40 60 Percentage % PWD ONGC 60 70 40 30
OPINION ABOUT PRESENCE OF SAFETY COMMITTEE
200 180 160 140 120 100 80 60 40 20 0 PWD ONGC NO YES
INFERENCE: From the above table it is inferred that 60% & 70% of people responded to Yes for the presence of safety committee and 40% & 60% of people said No in PWD & ONGC respectively.
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TABLE-7 TABLE SHOWING THE OPINION ABOUT SAFETY INSTRUCTIONS IN PWD & ONGC.
Grade Yes No No. of Respondents/200 PWD ONGC 140 125 60 75 Percentage % PWD ONGC 70 62.5 30 37.5
OPINION ABOUT PRESENCE OF SAFETY INSTRUCTIONS
200 180 160 140 120 100 80 60 40 20 0 PWD ONGC NO YES
INFERENCE: From the above table it is inferred that 70% & 62.5% of people responded to Yes for safety instructions and 30% & 37.5% of people said No in PWD & ONGC respectively.
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TABLE-8 TABLE SHOWING THE OPINION ABOUT ACCIDENT PREVENTION MEASURES IN PWD & ONGC.
Grade Good Very Good Average Bad Very Bad No. of Respondents/200 PWD ONGC 24 40 80 72 14 10 72 66 22 00 Percentage % PWD ONGC 12 20 40 36 07 05 36 33 11 00
OPINION ABOUT PRESENCE OF SAFETY INSTRUCTIONS
200 180 160 140 120 100 80 60 40 20 0 PWD ONGC Very Bad Bad Average Very Good Good
INFERENCE: From the above table it is inferred that 12% & 20% of people responded to good, 40% & 36% of people responded to very good, 36% & 33% people to average, 7% & 11% of people responded to bad and 5% & 00% of people responded to very bad in PWD & ONGC repectively.
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TABLE-9 TABLE SHOWING THE OPINION ABOUT FIRST AID FACILITY IN PWD & ONGC.
Grade Good Very Good Average Bad Very Bad No. of Respondents/200 PWD ONGC 90 102 44 28 30 08 18 60 19 01 Percentage % PWD ONGC 45 51 22 14 15 04 09 30 9.5 0.5
OPINION ABOUT FIRST AID FACILITY
200 180 160 140 120 100 80 60 40 20 0 PWD ONGC Very Bad Bad Average Very Good Good
INFERENCE: From the above table it is inferred that 45% & 51% of people responded to good, 22% & 09% of people responded to very good, 14% & 30% people to average, 15% & 9.5% of people responded to bad and 04% & 0.5% of people responded to very bad in PWD & ONGC respectively.
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TABLE-10
TABLE SHOWING THE OPINION ABOUT ORGANIZATION HEALTH CHECK UPS IN PWD & ONGC.
Grade Yearly Half Yearly Quarterly Monthly Not at all
No. of Respondents/200 PWD ONGC 130 36 20 20 20 10 46 98 15 05
Percentage % PWD ONGC 65 18 10 10 10 05 23 49 7.5 2.5
OPINION ABOUT ORGANIZATION HEALTH CHECK - UPS
200 180 160 140 120 100 80 60 40 20 0 PWD ONGC Not at all Monthly Quarterly Half Yearly Yearly
INFERENCE: From the above table it is inferred that 65% & 18% of people responded to yearly, 10% & 23% of people responded to half yearly, 10% & 49% people to quarterly, 10% & 7.5% of people responded to monthly and 05% & 2.5% of people responded to not at all in PWD & ONGC respectively.
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TABLE-11 TABLE SHOWING THE OPINION ABOUT CANTEEN FACILITIES WITHIN THE ORGANIZATION IN PWD & ONGC.
Grade Yes No
No. of Respondents/200 PWD ONGC 168 186 32 14
Percentage % PWD ONGC 84 94.5 16 07
OPINION ABOUT CANTEEN FACILITIES
200 195 190 185 180 175 170 165 160 155 150 PWD ONGC NO YES
INFERENCE: From the above table it is inferred that 84% & 94.5% of people responded to Yes to canteen facilities in organization and 16% & 07% of people said NO in PWD & ONGC respectively.
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TABLE-12 TABLE SHOWING THE OPINION ABOUT HOUSING FACILITIES TO EMPLOYEES IN PWD & ONGC.
Grade Yes No
Percentage % PWD ONGC 65.5 73.5 33.5 26.5
OPINION ABOUT HOUSING FACILITIES
200 180 160 140 120 100 80 60 40 20 0 PWD ONGC NO YES
INFERENCE: From the above table it is inferred that 65.5% & 73.5% of people responded to Yes for housing facilities in organization and 33.5% & 26.5% of people said No in PWD & ONGC respectively.
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TABLE13 TABLE SHOWING THE OPINION ABOUT P.F. BENEFITS IN PWD & ONGC.
Grade Satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied No. of Respondents/200 PWD ONGC 140 160 12 44 04 00 08 12 20 00 Percentage % PWD ONGC 70 80 06 22 02 00 04 06 10 00
OPINION ABOUT P.F. BENEFITS
INFERENCE:
From the above table it is inferred that 70% & 80% of people responded to satisfied, 06% & 04% of people responded to highly satisfied, 22% & 06% people to average, 02% & 10% of people responded to dissatisfied and absolute 0% responded to highly dissatisfied in PWD & ONGC respectively. people
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TABLE-14 TABLE SHOWING THE OPINION ABOUT TRANSPORTATION IN PWD & ONGC.
OPINION ABOUT TRANSPORTATION
INFERENCE:
From the above table it is inferred that 14% & 45% of people responded to satisfied, 16% & 05% of people responded to highly satisfied, 59% & 44% people to average, 10% & 05 % of people responded to dissatisfied and 01% of people
responded to highly dissatisfied in both PWD & ONGC respectively.
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TABLE-15 TABLE SHOWING THE OPINION ABOUT INSURANCE FACILITIESIN PWD & ONGC.
Grade Satisfied Highly Satisfied Average Dissatisfied Highly dissatisfied
No. of Respondents/200 PWD ONGC 140 135 40 20 00 00 55 10 00 00
Percentage % PWD ONGC 70 67.5 20 10 00 00 27.5 05 00 00
OPINION ABOUT INSURANCE FACILITIES
200 180 160 140 120 100 80 60 40 20 0 PWD ONGC Highly dissatisfied Dissatisfied Average Highly Satisfied Satisfied
INFERENCE:
From the above table it is inferred that 70% & 67.5% of people responded to satisfied20% & 27.5% of people responded to highly satisfied, 10% & 05% people to average, absolute 0% of people responded to dissatisfied & to highly dissatisfied in PWD & ONGC respectively..
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TABLE-16
TABLE SHOWING THE OPINION ABOUT RETIREMENT BENEFITS IN PWD & ONGC.
OPINION ABOUT RETIREMENT BENEFITS
INFERENCE:
From the above table it is inferred that 58% & 45% of people responded to satisfied, 10% & 18% of people responded to highly satisfied, 26% & 35% people to average, 06% & 02% of people responded to dissatisfied and absolute 0% of people responded to highly dissatisfied in PWD & ONGC respectivel
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TABLE-17 TABLE SHOWING THE OPINION ABOUT PRESENCE OF WELFARE OFFICER IN PWD & ONGC.
Grade Yes No
Percentage % PWD ONGC 90 95 10 05
OPINION ABOUT PRESENCE OF WELFARE OFFICER
200 195 190 185 180 175 170 PWD ONGC
NO YES
INFERENCE: From the above table it is inferred that 90% & 95% of people responded to Yes for presence of welfare officer in organization and 10% & 05% of people said No in PWD & ONGC respectively.
65
TABLE-18
TABLE SHOWING THE OPINION ABOUT WELFARE PROVISIONS IN PWD & ONGC.
OPINION ABOUT WELFARE PROVISIONS
INFERENCE:
From the above table it is inferred that 70% & 85% of people responded to satisfied, 06% & 10% of people responded to highly satisfied, 20% & 04% people to average, 02% & 01% of people responded to dissatisfied and 02% & 0% of people responded to highly dissatisfied in PWD & ONGC respectively.
66
TABLE-19 TABLE SHOWING THE OPINION ABOUT REST PERIODS IN PWD & ONGC.
OPINION ABOUT REST PERIODS
200 180 160 140 120 100 80 60 40 20 0 PWD ONGC Series 5 Dissatisfied Average Highly Satisfied Satisfied
INFERENCE:
From the above table it is inferred that 30% & 50% of people responded to satisfied, 24% & 20% of people responded to highly satisfied, 42% & 15% people to average, 04% & 15% of people responded to dissatisfied and absolute 0% of people responded to highly dissatisfied in PWD & ONGC respectively.
67
TABLE-20 TABLE SHOWING THE OPINION ABOUT RESPONDING IN CASE OF EMERGENCIES IN PWD & ONGC.
Grade Good Very Good Average Bad Very Bad No. of Respondents/200 PWD ONGC 40 56 10 96 24 00 20 80 44 00 Percentage % PWD ONGC 20 28 05 48 12 00 10 40 22 00
OPINION ABOUT RESPONDING IN CASE OF EMERGENCIES
9 8 7 6 5 4 3 2 1 0 Category 1 Category 2 Very Bad Bad Average Very GoodAverage Good
INFERENCE: From the above table it is inferred that 20% & 28% of people responded to good, 05% & 10% of people responded to Very good, 48% & 40% people to average, 12% & 22% of people responded to Bad and absolute 0% of people responded to Very Bad in PWD & ONGC respectively.
68
TABLE-21 TABLE SHOWING THE OPINION ABOUT FRINGE BENEFITS IN PWD & ONGC.
OPINION ABOUT FRINGE BENEFITS
Series 5 200 180 160 140 120 100 80 60 40 20 0 PWD ONGC Highly SatisfiedAverageDissatisfiedHighly dissatisfied Satisfied Series 3 Series 4
INFERENCE:
From the above table it is inferred that 40% & 60% of people responded to satisfied,12% & 10% of people responded to highly satisfied, 40% & 25% people to average, 08% & 05% of people responded to dissatisfied and absolute 0% of people responded to highly dissatisfied in PWD & ONGC respectively.
69
TABLE-22 TABLE SHOWING THE OPINION ABOUT ADEQUATE SAFETY TRAINING PROGRAMMES IN PWD & ONGC.
OPINION ABOUT ADEQUATE SAFETY TRAINING PROGRAMMES
200 180 160 140 120 100 80 60 40 20 0 pwd ongc Highly dissatisfied Dissatisfied Average Highly Satisfied Satisfied
INFERENCE:
From the above table it is inferred that 35% & 55% of people responded to satisfied,17% & 10% of people responded to highly satisfied, 45% & 30% people to average, 03% & 05% of people responded to dissatisfied and absolute 0% of people responded to highly dissatisfied in PWD & ONGC respectively
70
TABLE-23 TABLE SHOWING THE OPINION ABOUT ATTENDENCE IN SAFETY TRAINING PROGRAMMES IN PWD & ONGC.
Grade Attended Not Attended No. of Respondents/200 PWD ONGC 160 190 40 10 Percentage % PWD ONGC 80 95 20 05
OPINION ABOUT ATTENDENCE IN SAFETY TRAINING
PROGRAMMES
200 180 160 140 120 100 80 60 40 20 0 pwd ongc Not Attended Attended
INFERENCE:
From the above table it is inferred that 80% & 95% of people responded to attending the programmes and 20% & 05% people responded to not attending the training programmes in PWD & ONGC respectively.
71
TABLE-24
TABLE SHOWING THE OPINION ABOUT EFFECTIVENESS OF TRAINING PROGRAMMES IN PWD & ONGC.
Grade Effective Highly Effective No Opinion No. of Respondents/200 PWD ONGC 140 180 60 00 20 00 Percentage % PWD ONGC 70 90 30 00 10 00
OPINION ABOUT EFFECTIVE SAFETY TRAINING PROGRAMMES
200 180 160 140 120 100 80 60 40 20 0 pwd ongc No Opinion Highly Effective Effective
INFERENCE:
From the above table it is inferred that 70% & 90% of people responded to effective, 30% & 10% of people responded to highly effective and absolute 0% of people responded to No Opinion in PWD & ONGC respectively
72
STATISTICAL TOOL
CHI SQUARE TABLE AIM
To find out significant associates between relationship work environment and P.F. benefits.
NULL HYPOTHESIS
There is no significance relationship with work environment and P.F. benefits.
ATERNATIVE HYPOTHESIS
There is significance relationship with work environment and P.F.benefits.
OBSERVED FREQUENCY
P.F W.E satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied Total 8 28 64 0 0 100 4 2 0 10 0 0 30 2 0 0 0 0 0 0 0 44 4 0 2 0 Satisfied Highly Satisfied 14 4 24 8 0 0 Average Dissatisfied Highly Dissatisfied 0 0 40 12 Total
73
EXPECTED FREQUENCY
P.F W.E satisfied Highly Satisfied Average Dissatisfied Highly Dissatisfied
Satisfied
Highly Satisfied
Average
Dissatisfied
Highly Dissatisfied
3.2 0.96
11.2 3.36
25.6 7.68
0 0
0 0
3.52 0.32 0
12.32 1.12 0
28.16 2.56 0
0 0 0
0 0 0
74
CHI SQUARE TABLE
Oi 2 14 24 0 4 8 4 10 30 2 0 2
Ei 3.2 11.2 25.6 0.96 3.36 7.68 3.52 12.32 28.16 0.32 1.12 2.56
Oi-Ei -1.2 2.8 -1.6 -0.96 0.64 0.32 0.48 -2.32 1.84 1.68 -1.12 -0.56
(Oi-Ei) 1.44 7.84 2.56 0.92 0.40 0.10 0.23 5.38 3.38 2.82 1.25 0.31
(Oi-Ei) / Ei 0.45 0.7 0.1 0.95 0.11 0.01 0.06 0.43 0.137 8.81 1.11 0.12 12.897
75
Calculated value = 12.987
Degree of freedom (r-1) (c-1) (4-1) (5-1) = 12
Level of Significance is 5%
Table Value = 21.026
Conclusion Since, the calculated value of chi-square is lesser than the table value, so null hypothesis is accepted.
Inference There is no significant relationship between work environment and P.F.benefits.
76
FINDINGS, RECOMMENDATION AND CONCLUSION FINDINGS

Based on Percentage Analysis
The study shows that 53% people in PWD & 65% people in ONGC of the respondents opined adequate safety training programmes are conducted at PWD PVT LTD & ONGC are satisfactory. The study shows that 80% & 95% of the respondents have attended safety training programmes and 20% & 05% of them have not in PWD & ONGC respectively. The study shows that 70% & 90% of the respondents have rated the training programmes as highly effective, 30% & 10% have rated it as effective, 0% have no opinion in PWD & ONGC respectively. The study shows that 70% & 63% of the respondents opined that the management provides safety awareness and 30% & 37% opined that it does not. The study shows that 64% & 60% of the respondents feel that the safety measures provided are satisfied and 19% & 15% feel that the safety measures provided while working are average, while 13% & 17% are dissatisfied in PWD & ONGC respectively. The study shows that 45% of the respondents say that they always make use of the safety measures provided to them, 54% uses them sometimes and 1% never uses it in both PWD & ONGC
77
The study shows that 33% & 49% are overall satisfied with the working environment , 64% & 48% feels it average and the rest 04% people in both organizations are dissatisfied in PWD & ONGC respectively. The study shows that 50% & 45% people are satisfied with the salary structures, 50% & 55% are average while absolutely no one is dissatisfied with salary and other benefits provided in PWD & ONGC respectively. The study shows that 20% & 15% people are satisfied with the schedules while 70% & 74% are highly satisfied , approx. 01% of employees are dissatisfied with it in PWD & ONGC respectively. The study shows that people have different opinions about accident prevention measures in PWD & ONGC as about 52% & 56% rated good, 36% & 33% as average and 12% & 11% as bad & very bad in PWD & ONGC respectively. According to the study 67% & 60% people in PWD & ONGC opined first aid facility as good and very good while 19% & 09% opined bad in PWD & ONGC respectively. The study shows that people had mix response about the oraganisation health check ups status in both the organization. In PWD 95% are satisfied with it & near to 98% in ONGC. Study shows that people are satisfied with the canteen facilities provided to them in both the organizations. 85% & 95% opined YES about the available facility within the organization whilw only 16% & 07% seems dissatisfied & opined NO. The study shows that 64% & 74% people said yes to the housing facility provided to them while 34% & 27% people said no in PWD & ONGC respectively.
78
70% & 80% people are satisfied with the PF benefits in the organization, 22% & 06% opined average while 02% & 10% feels dissatisfied in PWD & ONGC respectively. The study shows that 30% & 50% people are satisfied overall with the transportation facilities , 60% & 45% average while 11% & 06% dissatisfied completely in PWD & ONGC respectively. The study shows that insurance facility in both the organization is satisfactory as only 10% & 05% people opined average and rest all are satisfied in PWD & ONGC respectively. According to the study people finds retirement benefits satisfactory as 58% & 45% opined satisfactory, 10% & 18% highly satisfied and rest all average in PWD & ONGC respectively. The study shows that people in PWD had mix opinions about the rest periods but maximum no. of people in ONGC opined it as satisfactory. IN case of responding to emergencies, the study shows that 25% & 38% opined good , 48% & 40% opined as average and 12% & 22% people are completely dissatisfied in PWD & ONGC respectively. The study shows that 40% & 60% people in respective organizations opined fringe benefits provided to them as satisfactory, 12% & 10% highly satisfied, 40% & 25% average while 08% & 05% are totally dissasfied in PWD & ONGC respectively.
79
Based on Statistical Analysis
There is no significant difference in the level of satisfaction of existing safety measures among the different category of workers. There is a significant association between the fact that the employees have attended safety training programmes and their level of satisfaction regarding the existing safety measures. There is a significant association between the perception of risk factor and the level of satisfaction of employees regarding the existing safety measures. There is a significant association between the level of satisfaction of welfare measures among the various category of employees. There is significant association between the level of satisfaction of transport facilities and the overall level of satisfaction of welfare measures. There is no significant association between the level of satisfaction of rest room facilities and the overall level of satisfaction of welfare measures.
80
CONCLUSION
A study was conducted on the safety and welfare measures provided to the employees of PWD& ONGC.
A majority of 64% & 60% of the respondents was found to be satisfied with the safety measures 04% & 08% were highly satisfied, 19% & 15% was neutral in their opinion and only 13% & 17% dissatisfied with the safety measures in PWD & ONGC respectively.
A majority of the respondents feel secure while working at PWD & ONGC and feel that the safety measures help to reduce the severity of actions. Even though 56% of them perceive a risk factor while working at PWD, a majority of 90% never avoid work due to this risk factor in either of the organizations.
The study again shows that there is a clustering of respondents opinion in the satisfactory region regarding the level of satisfaction of welfare measures. This reveals that a majority of respondents are satisfied with the existing welfare measures. The management may take up steps to convert these into highly satisfactory.
The few welfare measures which were dissatisfactory were transport facilities, rest room facilities and the time lapse in compassionate appointments. The management may concentrate on these areas to increase the satisfaction level of employees towards the welfare measures.
81
RECOMMENDATION
The company can ensure that safety training programmes are conducted for all the employees, since 15% & 20% of them opined that they have not undergone any safety training and the statistical analysis in PWD & ONGC, shows that there is an association between the overall level of satisfaction and the fact that the employees feel that the training that is being provided is not practical. So steps may be adopted to ensure that training is more practical in nature. The researcher feels that the awareness for the safety is quite low among the employees. Steps may be undertaken to increase the awareness and need for safety. The quality of shoes and mask provided may be improved as 59% of the respondents have thus opined. The management needs to pay attention to the fact that 45% of the respondents feel that the machines, equipments and tools are not well designed, 42% feel it is not well maintained, 43% feels it is not well guarded and ding out reasons for the same. The responses of the employees regarding the level of satisfaction of welfare measures are clustered in the satisfactory region. The management may take steps to convert these into highly satisfactory. Since 11% & 06% of the employees in PWD & ONGC respectively are not satisfied with the transport facilities provided by the company, steps may be taken to provide facilities especially for employees who have to work during night shifts.
82
The conditions of the rest rooms and shelters may be improved especially in the wharf and electrical sections. They may be provided with adequate fans and facilities to rest. The 60% people of both organisation said yes to the presence of safety committee while all rest said no, so both organization should take this into consideration and in future would setup a safety committee with the help of trade unions present. Since one third of employees in both the organizations feels that accidents prevention measures provided to them are average , so PWD & ONGC have to set high bench marks for their current preventive measures.
ONGC have to work on its first aid facility service being given to their employees as 40% rated it as below average as compare to 30% in PWD
83
QUESTIONNAIRE
PERSONAL DETAILS Name (Optional) Age 50 > 50 Category Designation Department Others Gender Marital Status : Male : Single Female Married 12th Diploma : Highly Skilled Skilled Unskilled : : Up to 20 21- 30 31- 40 41-
: . : Mechanical Traffic Marine
Educational Level : 10th Graduate Length of service : up to 5 yrs 16- 20 yrs
Post Graduate Others 6- 10 yrs > 20 yrs. 11-15 yrs
84
II SAFETY
1. Are adequate safety training programmes conducted for the employees
in the organization? Yes No
2. Have you attended any safety training programme conducted by the
organisation? Yes No
If yes, how was the safety training programme? Highly Effective Effective No Opinion Ineffective Highly Ineffective
3. Does the Management provide awareness programmes relating to
safety? Yes No
If yes, what are the measures undertaken by PWD to bring about awareness for safety needs? Observance of safety weeks Safety Competitions Talks on safety Bulletin Boards/ Slogans Pamphlets Booklets House Magazines
85
4. What is your opinion about the following?
Provision of safety measures No Opinion Safety helmets Safety outfits Safety goggles Leather gloves Safety shoes Safety boots Safety mask Life saving Appliances Safety measures provided for Cranes Forks lift Trucks Hatches Hazardous Cargo
Adequate
Inadequate
5. Do you make use of the above safety measures provided to you?
Always
Sometimes
Never
No Opinion
86
6. Are the machines, equipments and tools:
Yes Well Designed Well Maintained Well Guarded
No
7. Is the layout of the workplace properly designed to avoid accidents?
Yes
No
To an extent
No Opinion
8. Do the safety measures help in reducing the severity of accidents?
Yes
No
To an extent
No Opinion
9. Are immediate actions taken to investigate accidents?
Always Sometimes Never No Opinion

10. Do you perceive any risk factor while working at organisation?
Yes
No
To an extent
No Opinion
87
III WELFARE
1. Are you happy with the welfare provided at organization ?
Yes
No
To an extent
No Opinion
2. Welfare measures help to
Strongly Agree- SA D Strongly Disagree- SD
Agree- A
No Opinion- N
Disagree-
SA Create better industrial relations Build greater loyalty to the company Helps faster team spirit
SD
3. What is your opinion about the following welfare measures at
organisation? Highly Satisfactory- Hs Dissatisfactory- D Satisfactory- S Neutral- N
Highly Dissatisfactory- HD HS S N D HD
Medical facilities Canteen facilities Rest room facilities Recreational facilities Cultural facilities Family Planning Programmes Educational facilities Transport facilities
88
Co-operative Establishments Housing facilities Shopping facilities First Aid facilities Ex-gratia payments Compassionate Appointment
4. Do the welfare measures satisfy your needs?
Always
Sometimes
Never
No Opinion
5. Do the welfare measures help in solving the problems faced by
employees? Always Sometimes Never No Opinion
6. What is your level of satisfaction regarding welfare measures?
Highly Satisfied Dissatisfied
Satisfied
Neutral
Highly Dissatisfied
7. Have you ever been disappointed by any of the welfare measures?
Yes
No
If yes, (kindly specify)..

8. What are the welfare measures you feel should be improved? Kindly
specify.
..................................................................................................
89
IV MOTIVATIONAL FACTORS
1.
Are the sitting arrangements within the plant and canteen Satisfactory? Very much somewhat neutral not at all
2.
How often first aid box with prescribed contents is available? Every time mostly sometimes only
3. With how much time the injured worker is given treatment?
Immediately
4.
within 15 mints
within hr more than 1 hr
How nutritious is the food provided to you? Highly nutritive nutritive some what nutritive least nutritive
5.
How does the food affect your health? Very positively not really adversely
6.
Are you satisfied with the food/snacks/drinks provided to you at different intervals? To the highest to the lowest somewhat higher somewhat low
7. Is the hygienic conditions maintained in and around the canteen and
workplace areas? Always

8.
mostly
sometimes
never
How often you come across grievances regarding food and other facilities? Almost always often sometime rarely never
9. How frequently you take rest in between working hours?
After every.. 5----15mints 1/2hr-------1hr 2------3hrs 3-----4hrs
90
10. Do you move out of work place due to suffocation or other disturbance?
Yes /No
11. Are you satisfied with the drinking water facilities provided?
Yes/No
12. Are there sufficient number of latrines and urinals at convenient places?
Yes /No
13. How well hygienic conditions maintained in latrines and urinals?
Above average
average
below average
14. Which welfare activity is most important for u?
Training health and safety other welfare measures. If yes which

15. Are you satisfied with the welfare activities conducted by company?
Yes/ No
16. Which factor affects your efficiency other than technical aspects? 17. Are you happy with the trade union activity?
Yes /No
18. Is the HRA Allowance provided by the company satisfactory?
Yes /No
19. Is the educational allowances provided by the company is satisfactory?
Yes/ No
20. Are you satisfied with the functioning of the medical committee?
Yes/ No
21. Are the recreational activities arranged by the company is satisfactory?
Yes/ No
91
22. Whether workers think company is taking due care of them?
Yes/ No
23. Do the health and safety training provided by the company increases the
morale of the workers? Yes /No

24. Are workers satisfied with the activities at dassera and diwali?
Yes/ No
25. Do you think facilities provided by credit society are satisfactory?
Yes /No
26. Are the commodities available at the cooperative grain shop
satisfactory? Yes/No
27. Whether the workers are happy with the overall health and safety
facilities provided by the company? Yes /No

28. Whether the workers are happy with the overall welfare facilities
provided by the company? Yes/No

29. How actively workers participate in workers participation programs?
30. What according to you can be done to increase productivity?
31. How dedicated are you to your work?
Completely not completely
92
32. What type of grievances affects your performance?
33. Do welfare measures affect your performance? How?
34. Are your visionary met to the maximum possible level while working in
this company?
35. Are you happy with the facilities provided to your company on behalf of
you?
36. How much you rate yourself in regard of loyalty?
(ranks 1-5) (5 highest-----1st least)
37. How committed are you to achieve the company objective?
(ranks 1-5) (5 highest-----1st least)

38. How frequently do you leave your workplace for complains about the
working? Conditions in a day Always Often sometimes rarely

39. How well the supervisors handle the workers problems in routine? 40. Would you like to have a stress management committee to train
employees to cope up with stress?
Yes /No
93
BIBLIOGRAPHY
From PWD & ONGC m.p.nagar & mandideep SPSS 15.0 Command Syntax Reference 2006, SPSS Inc., Chicago
Ill.
Raynald Levesque, SPSS Programming and Data Management: A

Guide for SPSS and SAS Users, Fourth Edition (2007), SPSS Inc., Chicago Ill. PDF ISBN 1568273908
George Argyrous, Statistics for Research: With a Guide to SPSS,

Second Edition (2005), SAGE UK, London. ISBN 1412919487.
J. L. Rodgers and W. A. Nicewander. Thirteen ways to look at the

correlation coefficient. The American Statistician, 42(1):5966, Feb 1988.
Websites:
www.mahapwd.com www.cityhr.com www.wikipedia.com www.quickmba.com www.googe.co.in www.shiksha.com/Mba www.hrmguide.com www.Hrnext.com www.humanlinks.com www.hr.com. http://www.moneycontrol.com/annualreport/oilnaturalgascorporation/directors-report/ONG
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SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE BACHELORS DEGREE IN BUSINESS ADMINISTRATION

EMPLOYEE WELFARE MEASURES AT PWD &ONGC

BB09C24 BB09B44 BB09C55 BB09C11 BB09C48 BB09B48

A STUDY ON EMPLOYEE WELFARE MEASURES

Place- Dehradun Date-

A STUDY ON EMPLOYEE WELFARE MEASURES

INTERNAL GUIDE CERTIFICATE

Name of the Guide : Dr. SWATI ANAND Designation Date : :

A STUDY ON EMPLOYEE WELFARE MEASURES

A STUDY ON EMPLOYEE WELFARE MEASURES

Labor welfare has the following objectives:

A STUDY ON EMPLOYEE WELFARE MEASURES

Oil and Natural Gas Corporation

A STUDY ON EMPLOYEE WELFARE MEASURES

A STUDY ON EMPLOYEE WELFARE MEASURES

ONGC offices, plants, and other major buildings in INDIA

(I) ONGC Videsh Limited (OVL)

A STUDY ON EMPLOYEE WELFARE MEASURES

Direct Subsidiaries of OVL:

b) ONGC Narmada Limited (ONL):

A STUDY ON EMPLOYEE WELFARE MEASURES

c) ONGC Amazon Alaknanda Limited (OAAL):

e) Carabobo One AB:

Joint Ventures of OVL: f) ONGC Mittal Energy Limited (OMEL)

A STUDY ON EMPLOYEE WELFARE MEASURES

(II) Mangalore Refinery & Petrochemicals Limited (MRPL)

A STUDY ON EMPLOYEE WELFARE MEASURES

A STUDY ON EMPLOYEE WELFARE MEASURES

A STUDY ON EMPLOYEE WELFARE MEASURES

A STUDY ON EMPLOYEE WELFARE MEASURES

A STUDY ON EMPLOYEE WELFARE MEASURES

RECOGNITION AND AWARDS

A STUDY ON EMPLOYEE WELFARE MEASURES

A STUDY ON EMPLOYEE WELFARE MEASURES

Oil & Gas Reserves

(in MMTOE) OVLs share in Foreign Assets Total

Total Domestic Reserve

2008- 09 2009- 10 2010- 11

68.90 82.98 83.56

71.72 87.37 83.85

135.08 0.35 33.49

206.80 87.72 117.34

Physical Performance: 2010-11

A STUDY ON EMPLOYEE WELFARE MEASURES

Reserve Accretion and RRR

Highest-ever production of oil and gas

Highest-ever production from overseas assets

A STUDY ON EMPLOYEE WELFARE MEASURES

New Sources of Energy

Coal Bed Methane (CBM)

Underground Coal Gasification (UCG)

A STUDY ON EMPLOYEE WELFARE MEASURES

Alternate sources of energy

A STUDY ON EMPLOYEE WELFARE MEASURES

Production and Sales

(MMT) (BCM) 000 MT 000MT 000MT 000MT 000NT

A STUDY ON EMPLOYEE WELFARE MEASURES

A STUDY ON EMPLOYEE WELFARE MEASURES

686 (4,033) 12,312 89,407 45,302 (433) 2,974 82,163 228,378

A STUDY ON EMPLOYEE WELFARE MEASURES

Internal Control System

A STUDY ON EMPLOYEE WELFARE MEASURES