Hindustan Petroleum | Board Of Directors | Oil Refinery

NATIONAL INSTITUTE OF TECHNOLOGY

WARANGAL

FIELD STUDY REPORT ON

(Principles of management that are followed in HPCL)

C.SOWB HAGYA LAKSHMI ( 089535)

Hindustan Petroleum

PROFILE:
HPCL, a Fortune 500 company, is one of the major integrated refining and marketing oil company in India. It is a mega Public Sector Undertaking (PSU) with Navratna status. HPCL accounts for about 16% of the market share and 10.3% of the nation’s refining capacity with two coastal refineries, one at Mumbai (West Coast) having a capacity of 5.5 MMTPA and the other in Vishakapatnam (East Coast) with a capacity of 7.5 MMTPA. HPCL also holds an equity stake of 16.95% in Mangalore Refinery & Petrochemicals Limited (MRPL), a state-of-the-art refinery at Mangalore with a capacity of 9 MMTPA. HPCL is well on its way towards setting up another grassroot refinery in the state of Punjab, called Guru Gobind Singh Refineries Limited. HPCL also owns and operates the country’s largest Lube Refinery, producing Lube Base Oils of international standards. With a capacity of 335,000 Metric Tonnes. This refinery accounts for over 40% of the country’s total Lube Base Oil production. It has returned “Excellent” performance for fifteen Consecutive years upto 2005-06, since signing of the first MOU with the Ministry of Petroleum & Natural Gas. HPCL won the prestigious MOU Award for the year 2005-06 for Excellent Overall Performance and for being one of the Top Ten Public Sector Enterprises who fall under the ‘Excellent’ category. HPCL performance for the year 2006-07 also qualifies for “Excellent” rating. The Corporation over the years has moved from strength to strength on all fronts. Our refining thruput has increased three fold between 1984/85 to 2006/07, rising from 4.47 million tonnes in 1984/85 to 13.70 million tonnes currently. Consistent excellent performance has been made possible by highly motivated workforce of more than 10,891 employees working all over India at its various refining and marketing locations. To succeed in the competitive environment, the Corporation had taken up initiatives such as Business Process Reengineering exercise, creation of Strategic Business Units, ERP implementation, HR initiatives such as Organizational transformation, Balanced Score Card, Competency Mapping, bench marking of refineries and terminals for product specifications / safety, ISO certification of Refineries / marketing / pipeline operations, branding of fuels, Supply Chain Management for improving logistics, customer oriented approach, up-gradation and modernization of facilities. Information technology is being harnessed by the Company to improve productivity across the functions. The Enterprise Resource Planning (ERP) system is now operational on Oracle Software across the Company. Hindustan Petroleum Corporation Limited today is the second largest integrated oil Company in India-playing a significant role in the nation's economic development and growth. Against the background of economic liberalisation, HPCL is diversifying upstream and downstream into Exploration & Production and Power & Petrochemicals while at the same time strengthening infrastructural facilities ... the area of care competence being ENERGY MANAGEMENT. SERVING ALL SECTORS The Corporation produces the entire range of petroleum products and serves all sectors

of the economy... industry, agriculture, transport, domestic public utilities and also major consumers like the railways, power plants, steel plants, defence, fertiliser plants, etc. PRODUCTS AT A GLANCE • • • • • • • • PETROL DIESEL LIGHT DIESEL OIL LIQUEFIED PETROLEUM GAS KEROSENE AVIATION TURBINE FUEL NAPHTHA FURNACE OIL BITUMEN LOW SULPHUR HEAVY STOCK LUBES GREASES PROPYLENE

SOUND MARKETING INFRASTRUCTURE Hindustan Petroleum Corporation Limited has 20% market share which is backed by a.. VAST MARKETING NETWORK           4 Zonal Offices 34 Zonal Offices (including 10 LPG Regional Offices) 22 Terminals 31 LTG Bottling Plants 9 Aviation Service Stations 4 Lube blending plants & a lube pipeline for base oil evacuation from the refinery 90 Inland relay depots 4327 Retail outlets 1622 SKO/LDO dealerships 1463 LTG distributorships

In addition to the above, two pipelines i.e. the 161 kms long Mumbai-Pune Product Pipeline of 3.67 MMTPA capacity and the recently commissioned 350 kms long VisakhVijayawada pipeline of 4.1 MMTPA capacity, are used for transportation of MS. SKO, HSD and LDO

Refineries HPCL has two refineries. On the West Coast is the Mumbai Refinery with a capacity of 5.5 Million Metric Tonnes Per Annum, while the other at Visakhaptnam on the East Coast has a capacity of 7.5 Million Metric Tonnes Per Annum. The Lube Refinery at Mumbai is the largest in the country with a capacity of 335,000 Metric Tonnes Per Annum producing superior quality base oils. Both the refineries produce a number of value added products like petrol, high speed diesel oil, superior kerosene oil, liquefied petroleum gas, naphtha, aviation turbine fuel and others and over 300 grades of lubes, specialties and greases. Both the refineries have implemented and upgraded facilities to produce green fuels like unleaded petrol and low sulphur diesel. Marketing The marketing operations of HPCL are div ided into three strategic business units, Retail, Direct Sales comprising of Lubes and Industrial & Government Sales, and LPG.

Retail The Retail Business Unit is oriented towards delivering better and faster service to consumers. The retails network consists of a nationwide network of over 4700 retail outlets and over 1600 SKO/LDO resellers. The scope of the HP petrol pump has been redefined. The consumers’ larger interests are served by transforming the petrol pump into a one-stop convenience outle t where one can shop for anything from fuels to grocery and lubricants to gifts. A nationwide chain of convenience stores has been set up at HP petrol pumps. A number of outlets provide customers Internet access while instant access to cash through ATMs of leading banks is available at prominent locations. Lubricants • • • HPCL has a 31% market share of the lubricant market in the country. The HP Engine Oils product range covers over 300 brands of lubricants, greases and specialties catering to the automotive as well as the industrial sector. With years and

years of research and technical expertise, they are engineered to meet the rigours of modern automobiles and the extreme service conditions of highly sophisticated industrial machines. HPCL has six lube blending plants at Mumbai, Kolkata, Chennai and the recently commissioned 60 thousand metric tonnes per annum capacity plant at Silvassa. HP Engine Oils are today the second largest selling brand. HPCL’s market now extends to count ries like Nepal, Sri Lanka, Bangla Desh, Saudi Arabia and Malaysia.

• • • • • • •

Industrial & Government Sales

• •

HPCL’s petroleum products cover numerous applications from automobile, aviation, marine and power plant fuels to being used in the manufacture of products such as fertilizers, carbon black, jute, insecticides, cosmetics, edible oil, fabrics compact discs and medicines. HPCL is the second largest producer of bitumen in India with annual sales of more than 500 TMT. HPCL is the marine lube partner of Elf Lubricants, France, manufacturing and supplying the Elf brand of marine lubes. HPCL is one of the largest suppliers of fuel to state owned and Independent

• • • • • • •

Power Plants (IPPs). Ten Aviation Service Facilities (ASFs) cater to the refueling requirements of both domestic as well as international airlines. At Mumbai, both domestic and international airports are directly connected to the refinery through a dedicated pipeline. Liquefied Petroleum Gas (LPG) HPCL has over 24% of market share of LPG business in the country. HP Gas, the

HPCL brand of LPG, is bottled at 40 plants across the country with a total capacity of 1554 TMT per annum. The over 17 million LPG consumers of HPCL are serviced through a nationwide network of over 1865 dealers.

Principles of management followed in HPCL are :

1) Division of work : It is followed in HPCL. Where the work is divided among the members of the group based on th employee skills & talents .It provides on oppurtunity to specialise in different sectors.

2) Authority : The excercise of authority in HPCL has well documented Limits of Authority Manual, Purchase Manual, Chart of Accounts, etc, facilitating the decision making process at various levels within the organization. 3) Discipline : HPCL is well organized company .The key steps followed in HPCL are • • • • • • Strict compliance to attendance and reporting system Termination of illogical & un-justified practices Counseling & disciplinary measure for repeated insubordination Public admiration for disciplined and sincere workmen Disciplinary action for deliberate poor performance Discard of contractor’s deployment in workmen’s designated job

4) Unity of Command : It is commanded by head of the company and head of the department.

5) Unity of Direction : Since HPCL is having different objectives and different activities followed ,the unity of command is not supported. 6) Subordination of individual interests to group interests : In HPCL the organizational interests dominate rather than individual interests.since it is production sector ,individual interests are not preferred. 7) Renumeration : The wages & salaries must be and bring out the best possible commitment in the employees to achieve the organizational goals.HPCL is the company having very good in manpower and better facilities to their employees. 8) Centralisation of authority : The authority is centralized and when decision making powers are retained at the top level management.HPCL follows the centralisation of the authority.one man heads all kind of work.In a functional oragnisation,authority is centralised to a great extent. 9) Scalar Chain : It indicates the authority flows from top to bottom.HPCL is the organization where the authority flows from top to bottom approach. 10) Order : HPCL is very good in human resources ,hence it follows the order in their company to place right men to the right job. 11) Equity : The equity is followed in HPCL. 12) Stability of tenure of Personnel : people need time to learn jobs.since HPCL is a company has stability of tenure where peopleare concentrated to a particular function in the organization. 13) Initiative : The staff should be encouraged to show initiative with in the limits of authorithy and discipline.

14)Espirit decorps : This means team work; implying that unity is strength.the key features that the sucess lie in the teamwork believed by HPCL
• • • • • • • Effective Leadership Collaboration Transparency Sharing of responsibility Trust and appreciation Respect to each others views Free & fair sharing of information

• •

Cohesiveness Change Compatibility (Accept, adopt, assess change)

Planning
HPCL follows Strategic planning where it has long range plan and concerned with broad objectives of the organisation.It focus planning and forecasting.

VISION : Vision 2020
To be a World Class Energy Company known for caring and delighting the customers with high quality products and innovative services across domestic and international markets with aggressive growth and delivering superior financial performance. The Company will be a model of excellence in meeting social commitment, environment, health and safety norms and in employee welfare and relations

MISSION :
"HPCL, along with its joint ventures, will be a fully integrated company in the hydrocarbons sector of exploration and production, refining and marketing  Imbibe high standards of business ethics and organizational values.

Abiding commitment to safety, health and environment to enrich quality of community life.

Foster a culture of trust, openness and mutual concern to make working a stimulating and challenging experience for our people.

Strive for customer delight through quality products and services. Intergrated In Energy Business

Focus on domestic and international oil exploration and production business opportunities.

Provide value linkages in other sectors of energy business.

Create growth opportunities and maximize shareholder value. Dominant Indian Leadership

Retain dominant position in Indian petroleum sector and enhance India's energy availability

Goal setting key features S- Specific (Exact task & standard) M-Measurable (Quantifiable Gauge stick for success) A-Achievable (Realistic & Challenging) R-Relevant (Corroborative to business objectives) Time bound (Target time for completion) E- Enterprising (Developmental initiatives & creativity) R- Recorded (A self contract documented in specified format)

Goal setting Matrix

SBU Objectives Financial Customer Satisfaction Internal Process Improvement Learning & Growth

Enhance Value & Growth

Conscious Transform Domestic Market Corporate citizen Productivity: Reduce cost/ Improve asset utilization Product/Service Attributes: Price/Quality/Availability/Functionality

Growth: Increase Revenue/ Enhance customer value Relationship/ Image: Service/Partnership/Bran ds

Operations Customer Management: Management: Selection/Acquisition/Retention/ Supply/Distrib Growth ution/Producti on Human Capital: Aptitude/Skill/Knowledge/Training

Innovation: R&D/Design/ Launching Information Capital: IT System/Database /Networks

Regulation & Social: SHE/Employment/Community Welfare

Organization Capital: Culture/Teamwork/ Leadership/Alignment

Petroleum Planning & Analysis CELL

Functions
Administration of subsidy on PDS Kerosene and domestic LPG

• • • • •

Administration of Freight subsidy for far flung areas Maintenance of Information data bank and communication system to deal with emergencies and unforeseen situations Analyzing the trends in the international oil market and domestic prices Forecasting and evaluation of petroleum import and export trends

Operationalising the sector specific surcharge schemes, if any. The services of PPAC will also be utilized to wind up the Oil Pool Account

Decision making Process:
The apex level decision making authority is the Board of Directors of HPCL, except for matters which, as per the Companies Act 1956 are to be decided by the shareholders in

the Annual General Body Meeting. The Board has constituted several sub committees, such as Committee of Functional Directors (CFD), the Audit Committee, the Investment Committee, the HR Committee, the Investor Grievance Committee, etc. The meetings of these committees are convened on need basis and the minutes of these meetings are placed for information of the Board. Majority of the members of the Committees except the CFD are independent Non-Executive of Government nominated directors with the whole time directors playing a facilitating role. The Corporation has constituted an Executive Council comprising of C&MD, the Functional Directors and the Business Unit Heads. This Council discusses important issues concerning the organization, analyse the same and recommend the ‘way forward’ in respect of matters discussed. The emphasis laid by this council is on team approach, mutual support of functions and joint deliberations on issues which has enhanced further the decision making process. It has thus facilitated an integrated thinking process and an aligned approach across the Corporation for achieving the Corporate Vision. Exercise of Authority: The Corporation has well documented Limits of Authority Manual, Purchase Manual, Chart of Accounts, etc, facilitating the decision making process at various levels within the organization.

Limits of Authority Manual: LAM, as it is called, lays down the authorities that can be exercised at various levels, i.e. the Board, Committee of Functional Directors, the Executive Committee, the Contracts Committee, the Bids Committee and also the senior individual positions, etc. for different activities of the Corporation. The manual is divided into segments representing different functions like Sales, Crude & Shipping, Capital Projects, Operations & Distribution, Finance, HR etc., and provides for a decision making process through various committees as above, represented by inter-functional groups including Finance. This ensures a transparent and streamlined decision making process adhering to the laid down systems and procedures and thereby leaving no room for arbitrariness. The Committee of Functional Directors has delegated further powers to various subcommittees within the organization, viz., Contracts Committee, Bids Committee, Credit Committee etc.

Chairman

Board of Directors

General Managers

Deputy General Mangers

Departmental Heads

First Line Supervisors

workers

Facilitating Factors of decision making :
• • • • • • • • Uniform Objective perception Listening Honor others view Assertiveness Resource identification &usage modality Logical discussion Verification validation of consensus Unitized process orientation

The decision making process is hierarical model.where the decision are taken from top to bottom approach.Management Information system tries to handle the organizations’s information system through a computer.It offers vital information to managers so that they can carry out operational control,management control and strategic planning successfully. Usefulness of MIS at various levels

Long Term Needs

Strategic Planning Top Level

Short Term Needs Daily

Management control Information

Middle Level Operating Level

The norms set for discharge of functions
The entire organizational functioning is basis the down delegation of authority at appropriate levels and measures to the individual officers. Several documented manualised instructions have been developed and approved by the Board of Directors, for the discharge of functions by the officers of the organization.Further guidelines issued by the Government of India, through the applicable departments, and Central Vigilance Commission, Central Information Commission from time to time are also followed. The guidelines issued by SEBI, Central Vigilance Commission, Stock Exchange listing agreements also aid in the discharge of the functions.

Organizing
Hindustan Petroleum Corporation Limited (HPCL) is a Government Company within the meaning of Section 617 of the Companies Act 1956.HPCL is a Central Public Sector Undertaking, with a subscribed capital of Rs. 339.33 Crores. The President of India is presently holding 51.01 % of the paid share capital,the remaining shares being held by various Financial Institutions, FIIs, Banks, Mutual Funds, NRIs and general public including employees of the Corporation. The shares are listed on BSE / NSE and are actively traded. HPCL is one of the largest integrated Public Sector Undertaking, engaged in the business of refining Crude Oil and marketing of various petroleum products like Petrol, Diesel, LPG, Kersoene, Lube Oils, Asphalt, branded products like Power, Turbojet, naphtha, ATF (Aviation Turbine Fuel) throughout India and at select foreign countries. Some of these products are exported to other countries. HPCL has focused on its business throughout India by segmenting its business outlook into Retail (Petrol Pumps), LPG, Industries & Commercial (Bulk Fuels supplies to industries, ships), Lubes, Aviation, Refineries etc, with support from the shared services like Finance, Company Secretary, Human Resources, Public Relations, Legal etc. HPCL owns and operates two refineries situated at Mumbai and Visakhapatnam, which processed – 7.42 MMT & 9.24 MMT of crude respectively for the FY 2006-2007 . Capacity augmentation program is under execution. The 4 zonal offices at Mumbai, Delhi, Kolkata & Chennai, in addition to 91 Regional Offices, 37 major Terminals / Installations / Tap Off Points, 7 Lube Blending Plants, 71 Depots, 42 LPG Bottling Plants,

2 LPG Import Facilities, 8068 Petrol Pumps,77 CNG Pumps, 72 Auto LPG Pumps 2308 HP Gas LPG Distributors serving 2.44 Crores LPG Customers, 1648 SKO / LDO Distributors, 59 Lube CFA spread over in the various states of India, ensure that the customers can approach their nearest location for getting their requirements. In addition HPCL has 16 Aviation Service Stations spread over India, to cater to the Airline industry. HPCL is managed by a Board of Directors. Presently there are 11 Directors, with the Chairman and Managing Director as the head of the Corporation. The Board comprises of 4 Whole time Directors also called Functional Directors – Director Marketing, Director Refineries, Director Human Resources, Director Finance. In addition, 2 part time Directors representing Government of India, through Ministry of Petroleum & Natural Gas, 4 part time Independent Directors, also called Navratna Directors are on the Board. All these 6 Directors are nominated by the Government of India. The Board of Directors is assisted by Executive Directors, General Managers and other Officers / employees in carrying out the day-to-day functions of the Corporation.

Organizational structure of Hindustan Petroleum

Chairman & Managing Director

Director(Marketin g)

Director(Refinerie s)

Director(Financ e)

Director(Hum an resources)

Direct or

Director

Chief vigilance officer

Executive Director

Executive Director

Executive Director GM GM DGM

DGM

DGM

DGM

DGM

DGM

DG

DGM

GM (refineries)

GM(finan ce)

GM (marketti ngng)

GM

GM

GM(human resources)

R Regional manger

Operation Manager

Marketing manager

HR manager

Staff (clerk,supervi sor)

Production Team Workers,engine

Sales executive officers Distributors (different regions)

Recruitmen t team

Organizational structure of refinery sector

Director
Executive Director (crude &supplies) Executive Director(refin arycoordianti on) General Manager Direct sales Executive Director (Mumbai refinary) General Manager

General Manager crude

General Manager

Since HPCL is formal organization ,controlled by the government.In HPCL responsibility and accountability will be together. It is working with a specified organization policy.

HPCL follows the hierarical flow of authority.It has ethically sound policies and work always for the worth use of customers . In HPCL coordination ,communication, tradition culture values are taken very care . It has very good training in structure.

Departmentation : In HPCL departmentation is followed by function. The basic aim
of functionalisation is to simplify by grouping all the work to be done into major functional departments.It helps to orient towards a special activity and concentrate competence in particular ways . Functional relationship subjects manager to multiple supervision. The process of departmentation can take place with all the three types of authority: line , staff and functional .

Line and Staff Relationships : since HPCL is functional organisation where line authority, staff authority and functional authority exist together.Functional authority is a limited form of line authority givent to functional experts over certain specialised activities under the normal supervision of mangers belonging to other departments. Managers have right to issue directives on matters which they don’t have direct line authority. Matrix organisation structure : In HPCL organisation structure is matrix organization structure. since HPCL has different sectors and products which can be organized effectively.And sector is organized by the top authority to balance the power . In HPCL ,the roles projects and functional manager are clearly defined.since it is a big organization this matrix organization helps to achieve long term goals in an efficient manner.

STAFFING

Staffing is the process of matching the jobs with capable people.It is concerned with the .selection,placement ,growth and development of people in an organisation HR Vision To attain organizational excellence by developing and inspiring the true potential of company’s human capital and providing opportunities for growth, well being and enrichment. HR Mission "To create a value and knowledge based organization by inculcating a culture of learning, innovation & team working and aligning business priorities with aspiration of employees leading to development of an empowered, responsive and competent human capital".

HR Objectives

1. To develop and sustain core values 2. To develop business leaders for tomorrow. 3. To provide job contentment through empowerment, accountability and responsibility 4. To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job 5 To foster a climate of creativity, innovation and enthusiasm 6. To enhance the quality of life of employees and their family 7. To inculcate high understanding of 'Service' to a greater cause HR Vision, Mission & Objectives

HR Strategy
1. To meet challenging demands of the business environment, focus of the HR Strategy

is on change of the employees' ‘mindset’ 2. Building quality culture and resources 3 . Re-engineering and redeployment for maximizing utilisation of HR potential 4. To build and upgrade competencies through virtual learning, opportunities for growth and providing challenges in the job 5. Re-strengthening mutual faith, trust and respect Inculcating a spirit of learning & enjoying challenges 6. Developing Human Resource through virtual learning, providing opportunities for growth ,inculcating involvement and exposure to benchmarking in performance Role Of HR 1. Alignment of HR vision with corporate vision 2. Shift from support group to strategic partner in business operations 3. HR as a change agent 4. Enhance productivity and performance by developing employee competency and potential 5. Developing professional attitude and approach 6. Developing ‘Global Managers’ for tomorrow to ensure the role of global playe Human Resource Management : In HPCL HR department is ensuring focus in enhancing the capabilities of the employees of the corporation to rise up to the emerging challenges in the oil sector.Towards this training and development receives continuous attention to our endeavour to be a learning organization. HPCl is very good at human resources and has a total of 10891 employees as of 31.03.2007

Group A B C

Total # of employees 4074 Nil 6619

# of Women employees 277 Nil 422

D Total

198 10891

9 708

Human resource Panning is a forward looking function for HPCL where to assess manpower requirements in advance keeping the production schedules, market fluctuations,demand forecasts,etc in background. Recruitment : By and large, the recruitment in Management Cadre is made in entry level positions. Applications are invited from bright, result-oriented, young and energetic persons with good initiative through open advertisement Campus Recruitment: HPCL also visits Engineering & Management Institutes for campus recruitment of • • • Engineers – From IITs,NITs, etc. MBAs – Premier Management Institutions Chartered Accountants – Institute of Chartered Accountants of India (ICAI).

All Officers are entitled to other applicable benefits: • • • • Contributory Provident Fund Contributory Medical Insurance Scheme Group Savings Linked Insurance Scheme Group Personal Accident Insurance Scheme

• Gratuity and are members of the HPCL Employees Superannuation Benefit Fund Scheme • DA, HRA, Conveyance etc.

• Benefits like Furniture Loan, Vehicle Loan, Housing Loan, Medical, Home Lease etc. are also available to Officers satisfying minimum service criteria.

TRAINING AND DEVELOPMENT : The training programs offered in HPCl are • • • • • Strategic Brand Management Effective Negotiation skill Refinery Orientation Business Games : Strategy Simulation Certified Energy Manager

Motivation HR policies at HPCl revolve around the basic tenet of creating a highly motivated, vibrant & self-driven team. The Company cares for each & every employee and has in-built systems to recognise & reward them periodically. Motivation plays an important role in HR Development. In order to keep its employees motivated the company has incorporated schemes such as Reward and Recognition Scheme, Grievance Handling Scheme and Suggestion Scheme. It is a fact that human displays best performance under pressures, but that should be relevant and unidirectional and must be generated by humans own system. The technique of making human to act on self-generated pressure is called “Motivation” “Motivation is ignition to capability system, which has potential to earn huge benefit with almost no cost incur”. Features Guidance Present the assignment as prize not as punishment No negative criticism No comparison of capabilities Immediate appreciation on good achievement Sharing of responsibilities Trust levels build up by effective communication Project a positive conclusion Behavior Mapping It is of paramount importance to understand the behavioral profile of individual team members to form a balanced Team. There are many tools are available but use of DISC measure is one among the most effectives. There are four tendencies in DISC profile D- Dominance- Inclination towards suppressing opposition to meet goal (Seek power authority, honor instant result, accept challenges, decisive, pick up authority, manage conflict, and prefer freedom)- Illogical & Unethical Dominant attitude generates grievance & unrest which are harmful for team bonding. I- Influence- Try to reach goal by influencing or convincing others. (Contacting &impressive, reasonably lenient, amicable, motivating, assertive and optimistic, enterprising and social) – The approach must be tactical, time bound task focused and shall not be carried away by personal feeling of individuals. S- Steadiness – Rely upon untiring cooperation get the solution (Consistent, develop expertise, helping, loyal, good listener, good pacifier stick to rules, norms, avoid conflict, avoid risk & change)- Attitude is well supportive for performing stage but poor contributor during forming, storming and norming stages. C-Conscientiousness—Work conscientiously in the domain of constant environment to ensure quality.

(Systematic and sticks to standard and procedures, diplomatic in handling conflicts, strive for quality ,accuracy, prefer analytical approaches, clarity, controlled methodologies ,performance savvy , Cautious, make appreciation) – Good executing attitude but not participative in imprudently change management.

LEADERSHIP QUALITIES : The Leadership qualities that are followed in HPCL are
1. Innovative and Creative 2. Customer Orientation 3. Stop managing , start leading and cultivate managers

COMMITTED WORKFORCE
The Corporation believes that the key to organisational excellence is human resource development. It has around 11,500 employees and its policies are employee oriented. HPCL's performance appraisal system ensures growth based on merit as well as seniority. It has a residential training institute at Nigdi near Pune and it has always been the Corporation's endeavour to constantly upgrade the skills of its personnel.

KEEPING PACE ... HPCL has undertaken a Business Process Re-engineering (BPR) study with the assistance of M/s. Arthur Andersen & Associates to sharpen the Corporation's competitive edge in critical areas of operations, and specially the challenges arising out of deregulation of the Petroleum Sector, to make the organisation more responsive to market requirements and to update information technology for quicker decision making. The conclusions of the BPR study have been accepted by the Management and are under implementation in all major areas of activity. The exercise includes : • • • • • • Creation of 4 Strategic Business Units (SBUs) within Marketing - Lubricants, Retail, I&G and LPG. Development of an action plan to reposition and strengthen the Lubricants business. Decentralisation of the purchase function to SBUs to quicken purchase process. Broad banding of various positions, to allow greater continuity and development of expertise. Delayering/flattening the organisation to quicken decision making process. Enterprise Resource Planning (ERP) system to meet the long-term information technology needs of the Corporation. HPCL has kept itself abreast with the developments in the field of Information Technology, deploying state-of-the-art computers and systems for its activities. o It has installed computers at over 250 locations and developed various applications including on-line transaction processing systems at very remote locations. o It has also installed computer networks at its administrative offices, refineries and its major locations to share information among the personnel at these locations for responses. o It is in the process of implementing a voice and data network connecting over 22 sites at 5 cities, to provide instant access to information available.

o

It also plans to set up usage of applications like Interactive Voice Response Systems for LPG cylinder booking and the use of the Internet to provide access to the public to Corporate Informations.

SOCIAL OBJECTIVES HPCL, as part of its social commitment, assists in community welfare programmes for uplifting the weaker sections of the society. The major socio-economic welfare oriented activities include various income generating schemes, vocational training, scholarships for SC/ST students, drinking water facilities, health and family welfare camps and distribution of free medicines, etc. THINKING GREEN HPCL bas always taken keen interest in the protection, preservation and improvement of the environment. Environment protection efforts begin at the planning and design stage of new projects by incorporation various measures for ensuring minimal impact on the environment. Environment Management also covers development of environmentfriendly technologies, tree plantation and implementation of energy conservation and environment improvement projects. Both Mumbai and Visakhapatnam Refineries have already implemented various environment protection projects. The recently introduced NMP technology, developed by Mumbai Refinery and Indian Institute of Petroleum, in the hexane plant is but an illustration of our commitments to strive for newer ways to protect the environment. Also, other environmental projects like diesel hydrodesulphurisation, continuous stack monitors, co-boiler are under implementation.

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