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RAJYA SABHA STARRED QUESTION NO

RAJYA SABHA STARRED QUESTION NO.303 TO BE ANSWERED ON 30.07.2014


VRS for ONGC staff
303. SHRI MOHD. AL1 KHAN:
Question Answer
Will the Minister of PETROLEUM AND NATURAL GAS be pleased to state:
(a) whether Oil and Natural Gas Corporation Limited (ONGC) is working for Voluntary Retirement Scheme for its staff; and
(b) if so, the details thereof and the response received so far?
Answer
(a) to (b): A statement is laid on the Table of the House.
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STATEMENT REFERRED TO IN REPLY TO PARTS (a) TO (b) OF THE RA.JYA SABHA STARRED QUESTION NO. 303
RAISED BY SHRI MOHD. ALI KHAN, MP TO BE ANSWERED ON 30.07.2014 REGARDING VRS FOR ONGC STAFF.
(a) and (b): Oil and Natural Gas Corporation Limited (ONGC) has been implementing Voluntary Retirement Seheme(VRS) for its
employees since 1989. The Scheme was implemented during the period from 1989 to 1999 and thereafter from 2003 to 2013.
However, ONGC has not introduced VRS for its employees beyond the year 2013. Details of number of employees who took VRS
during 1989 to 2013 are given as under:
Year
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
Total

Class I
57
62
155
233
209
249
172
113
134
477
860
0
0
0
401
361
169
64
37
31
55
60
59
73
80
4111

Class II
38
8
23
28
41
51
11
29
17
132
206
0
0
0
67
42
18
9
3
2
2
4
4
6
2
743

Class III
44
21
79
105
128
120
67
59
50
176
219
0
0
0
113
51
31
12
10
13
12
12
25
21
18
1386

Class IV
22
10
40
49
55
93
47
66
39
42
57
0
0
0
105
42
20
11
10
8
6
10
17
21
13
783

Total
161
101
297
415
433
513
297
267
240
827
1342
0
0
0
686
496
238
96
60
54
75
86
105
121
113*
7023

*till date

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RAJYA SABHA STARRED QUESTION NO

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INDEX
NOTE FOR SUPPLEMENTARY ON RAJYA SABHA STARRED QUESTION NO 303 FOR REPLY ON 30.07.2014 VRS FOR
ONGC STAFF
S.No. Subject
1.
What is the present manpower strength of ONGC at different work centres on each
of the Executive and Non-Executive Levels?
2.
What is the short term, medium term and long term HR Plan of ONGC?
3.
When were the VRS Schemes launched by ONGC during last 15 years, the details
and the responses so received?
4.
Has ONGC undertaken any study for launching of the VRS Schemes? What basis
has been used for launch of the VRS Schemes?
5.
What are year-wise details of the position of employees at beginning of year,
resigned, retired, VRS, employees died, recruitments made by ONGC during last
15 years ? please provide the details for officers and workmen separately.
6.
What is the rationale for launch of the VRS Schemes if ONGC is making new
recruitments?
7.
Has ONGC undertaken any study for executive and non-executive manpower
required at different organizational levels and at different work centres?
8.
Is there any excessive manpower at any executive and non-executive levels?
9.
Instead of launching VRS, has ONGC undertaken any effort for re-deployment of
the excess manpower?
10.
Are there any international and national benchmarks related to HR requirements at
various executive and non-executive levels
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11. Has ONGC undertaken any specialized training schemes for executives and nonexecutives to gear up to the competitive challenges? Give details along with the
derived benefits.
12. What are the financial and non-financial performance-based incentive schemes of
ONGC for its employees?
13. What are internal performance related HR benchmarks in ONGC?
14. What is ONGC promotion policy at the Corporate and Non-Corporate executive and
supervisory levels?
15. What is the attrition rate in ONGC in last 15 years and reason thereof?
16. What is the policy followed by ONGC for lateral entry at different executive and nonexecutive levels?
17. Does ONGC has an HR Plan corresponding to Perspective Plan 2030?
18. What is the present contractual strength of ONGC?
19. What are the policies followed by ONGC in respect of the Contractual employees /
workers?
20. Does ONGC has any policy for re-engagement of separated employees?
21. Is there any resentment among the employees of Gujarat with respect to HR Policy
of ONGC? Please provide the details.
22. Whether employees have reported their grievances to the Standing Committee and
what action has been taken by ONGC?
23. What is the grievance handling mechanism in ONGC at corporate level and project
levels?
24 What are the tools/ methodology adopted by ONGC to motivate its employees?
25 What was issue of question paper leak of ONGC recruitment? please provide the
details including cause, how it happened and action taken in this regard ?

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RAJYA SABHA STARRED QUESTION NO

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Q.1. What is the present manpower strength of ONGC at different work centres on each of the Executive and NonExecutive Levels?
Reply
The manpower strength of ONGC as on 01.07.2014 is 33,604 comprising 24,339 executives and 9,265 non-executives. Details
giving break-up of manpower in ONGC, location-wise is as under:
Location wise Manpower Position Executives & Staff : July 01, 2014
Sector
01 Headquarters

Location
DEHRADUN
DELHI
JODHPUR
01 - Headquarters Total
02 - Mumbai
COA
Sector
HAZIRA
MUMBAI
URAN
02 - Mumbai Sector Total
03 - Western
AHMEDABAD
Sector
ANKLESHWAR
BARODA
CAM BAY
MEHSANA
03 - Western Sector Total
04 - Eastern
JORHAT
Sector
NAZIRA
SIBSAGAR
SILCHAR
04 - Eastern Sector Total
05 - Southern CHENNAI
Sector
KAKI N ADA
KARAIKAL
RAJAHMUNDRY
05 - Southern Sector Total

AGARTALA
06 - Central
BOKARO
Sector

KOLKATA
06 - Central Sector Total
Grand Total

Executives
1841
1434
132
3407
52
610
4653
470
5785
2028
2120
1030
226
1722
7126
830
2846
138
263
4077
606
171
925
1045
2747
632
183

Staff
601
86
46
733
20
208
1453
300
1981
753
693
435
120
564
2565
410
1924
149
141
2624
131
42
378
283
834
293
13

Total
2442
1520
178
4140
72
818
6106
770
7766
2781
2813
1465
346
2286
9691
1240
4770
287
404
6701
737
213
1303
1328
3581
925
196

382
1197
24339

222
52 8
9265

604
1725
33604

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Q.2. What is the short term, medium term and long term HR Plan of ONGC?
Reply
The short term, medium term and long term HR plans of ONGC are based on its long term Perspective Plan-2030. The HR Plan
has been drawn keeping the following objectives in view:
To ensure availability of adequate human resources to meet the strategic goals and operational plans of the organization i.e.
the right people with the right skills at the right time
To keep up with social, economic and technological trends that impact human resources
Remain flexible so that the organization can manage change if the future is different than anticipated

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RAJYA SABHA STARRED QUESTION NO

In the Short Term period from 2014 to 2016, ONGC has planned for the induction of around 1,600 Executives and 2,450 Nonexecutives. In the Medium Term period covering the period from 2014 to 2018 induction of around 4,200 Executives and 6,900
Non-executives, has been planned. Over the long term period covering 10 years from 2014 to 2023, induction of around 8,300
Executives and 13,800 Non-executives has been planned.
These plans have been drawn up with a view to:
Rejuvenate the work force by infusing young blood.
Ensure functional excellence through infusion of skills & expertise and professional development of employees to keep
abreast of the upcoming domains and technologies.
Enable staffing of focus areas covered under ONGC's Perspective Plan-2030 viz., ONGC Videsh Limited, Business
Development & Joint Ventures, Centres of Delivery, Partnerships and Alliances.
Enable manning of sensitive work areas through deployment of regular work force.
Build capacity to bridge gaps arising from lead time intervals between recruitment of manpower and their final deployment
after undergoing training..
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Q.3. When were the VRS Schemes launched by ONGC during last 15 years, the details and the responses so received?
Reply
ONGC has been implementing Voluntary Retirement Scheme for its employees since 1989, initially in accordance with OM No.
2(36)/86-BPL(WC) dated 05.10.1988 of Bureau of Public Enterprises, Government of India and subsequently, in accordance with
OM No. 2(32)/97-DPE(WC)/GL-XXII dated 05.05.2000 issued by the Department of Public Enterprises, Government of India. The
Scheme was implemented during the period from 1989 to 1999 and thereafter, from 2003 to 2012.
Ministry of Petroleum & Natural Gas conveyed its decision to ONGC in 2012 stating inter-alia that VRS should not be made an
annual feature and the next scheme should not be brought in before five years. ONGC was directed to ensure and confirm strict
compliance of the decision.
ONGC vide its letter Ref. No. 103(93)/12-CP dated 10.04.2013 sought permission of the Ministry of P&NG to implement the VR
Scheme for two months in a year for the next five years, in accordance with DPE Guidelines and with the approval of the Board.
Thereafter, a presentation on VRS in ONGC was made to the Secretary to the Government of India, Ministry of P&NG on
23.05.2013. During the meeting, it was agreed by the Secretary (P&NG) that ONGC may go ahead with the implementation of VRS
in accordance with DPE Guidelines, with the approval of the Board of Directors of ONGC.
Ministry of P&NG vide its letter Ref. No. 31018/36/2009-ONG-III dated 25.06.2013, conveyed its approval for implementing VRS in
ONGC for two months during 2013-14, strictly as per DPE Guidelines. Accordingly, ONGC implemented VRS during the year 201314, in accordance with DPE Guidelines, for a period of two months, with the due approval of the Board of Directors of the
Company. The Scheme was open during the months of June & July, 2013.
A total number of 7,023 employees comprising 4,854 executives and 2,169 non-executives have separated from ONGC on account
of VRS, till date.
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Q.4. Has ONGC undertaken any study for launching of the VRS Schemes? What basis has been used for launch of the
VRS Schemes?
Reply
Industrial Engineering Studies are undertaken well in advance before the launch of VRS Scheme in ONGC focussing on the
number of under qualified executives who have risen from the ranks in executive category and also the non-performing employees.
The VRS is granted only to employees below a quantified threshold based on age, qualification and Performance Appraisal Report
(PAR) ratings. Employees with medical conditions are also considered on merits. It is also ensured that highly qualified, skilled and
experienced employees with good PAR ratings are not normally given the benefit of VRS.
xx

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RAJYA SABHA STARRED QUESTION NO

Q.5. What are year-wise details of the position of employees at beginning of year, resigned, retired, VRS, recruitments
made by ONGC during last 15 years? Please provide the details for officers and workmen separately.
Reply
Details of separations on account of resignations, retirement, VRS and demise as well as recruitment made in ONGC year-wise,
during the period from 2000-01 to 2014-15 (upto 30.06.2014), separately for executives and non-executives are given as under:
Sector
01 Headquarters

Location
DEHRADUN
DELHI
JODHPUR
61 - Headquarters Total
02 - Mumbai
COA
Sector
HAZIRA
MUMBAI
URAN
02 - Mumbai Sector Total
03 - Western
AHMEDABAD
Sector
ANKLESHWAR
BARODA
CAM BAY
MEHSANA
03 - Western Sector Total
04 - Eastern
JORHAT
Sector
NAZIRA
SIBSAGAR
SILCHAR
04 - Eastern Sector Total
05 - Southern CHENNAI
Sector
KAKI N ADA
KARAIKAL
RAJAHMUNDRY
05 - Southern Sector Total

AGARTALA
06 - Central
BOKARO
Sector

KOLKATA
06 - Central Sector Total
Grand Total

Executives
1841
1434
132
3407
52
610
4653
470
5785
2028
2120
1030
226
1722
7126
830
2846
138
263
4077
606
171
925
1045
2747
632
183

Staff
601
86
46
733
20
208
1453
300
1981
753
693
435
120
564
2565
410
1924
149
141
2624
131
42
378
283
834
293
13

Total
2442
1520
178
4140
72
818
6106
770
7766
2781
2813
1465
346
2286
9691
1240
4770
287
404
6701
737
213
1303
1328
3581
925
V96

382
1197
24339

222
52 8
9265

6P4
1725
33604

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Q.6. What is the rationale for launch of the VRS Schemes if ONGC is making new recruitments?
Reply
VRS in ONGC focuses on reducing the number of under qualified executives who have risen from the ranks in executive category
and also the non-performing employees in both executive and non-executive categories. VRS is granted only to employees below a
quantified threshold based on age, qualification and Performance Appraisal Report (PAR) ratings. Employees with medical
conditions are also considered on merits. It is also ensured that highly qualified, skilled and experienced employees with good PAR
ratings are not normally given the benefit of VRS.
Fresh recruitments are made in order to meet the assessed requirement of manpower in terms of numbers and competence, for
rejuvenating the ageing workforce by inducting younger, qualified and fitter professionals, for replenishing the talent pool which is
reducing on account of superannuation of more than 9,000 employees during the next five years. Further, it is also undertaken to
build capacity in order to bridge gaps arising from the lead time intervals between recruitment of manpower and their final
deployment after undergoing training.

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RAJYA SABHA STARRED QUESTION NO

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Q.7. Has ONGC undertaken any study for executive and non-executive manpower required at different organizational
levels and at different work centres?
Reply
ONGC has been undertaking several studies for assessing its manpower requirements, separately for Executives and Nonexecutives, on a regular basis for different organizational levels and for all work centres. The Annual Workforce Induction Plans are
formulated each year, based on assessed manpower requirement. During the last few years many manpower assessment studies
has been carried out.
ONGC follows a scientific system of manpower planning based on present and future work requirements, separations and by taking
inputs from various work centres. Manpower assessment is done based on zero-base study i.e. sanctions are need based every
year and inductions are made accordingly. Data on future superannuation and attrition trends are also taken into account.
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Q.8. Is there any excessive manpower at any executive and nonexecutive levels?
Reply
As per the Manpower Assessment Studies carried out, there is no excessive manpower at any executive or non-executive levels.
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Q.9 : Instead of launching VRS, has ONGC undertaken any effort for re-deployment of the excess manpower?
Reply
As already mentioned above, VRS is undertaken by ONGC in order to reduce the number of under qualified executives who have
risen from the ranks in executive category and also the non-performing employees in both executive and nonexecutive categories.
It is granted only to employees below a quantified threshold based on age, qualification and Performance Appraisal Report (PAR)
ratings. Employees with medical conditions are also considered on merits. Further, such employees who are being considered for
VRS possess lesser qualifications, have skills obsolescence and are in an age group where learning new skills for redeployment is
not feasible.
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Q.10. Are there any international and national benchmarks related to HR requirements at various executive and nonexecutive levels?
Reply
There are international and national benchmarks related to HR requirements of executives and non-executives in various facets of
operations in the E&P Sector.
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Q.11. Has ONGC undertaken any specialized training schemes for executives and non-executives to gear up to the
competitive challenges? Give details along with the derived benefits.
Reply
ONGC provides world class learning opportunities to all levels of executives in different disciplines commencing with induction
training for new graduate trainees, refresher trainings to middle and senior level executives in technical, techno-managerial and
managerial domains, certification programmes, project management training and leadership development programmes through a
planned training calendar with pre-identified training partners. In addition to the calendar programmes arranged in India, executives
are also nominated for a vast number of training programmes, seminars and workshops in specialized areas, organized both in
India and abroad. All these activities are coordinated by the ONGC Academy based at Dehradun.

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ONGC also operates four Regional Training Institutes (RTIs) located at Chennai, Vadodara, Panvel and Sivasagar which
predominantly cater to the skill development needs of its non-executives and supervisors. RTI conducts a systematic induction
training programme for newly recruited non-executives. In addition, several statutory training programmes such as Mines Vocational
Training (MVT), Survival at Sea, First Aid Training and Electrical Supervisory Licence Training are also conducted by these RTIs.
As a result of nominating its employees for such programmes, the company has been able to develop and enhance the professional
knowledge and skills of its work force which has resulted in improved efficiency and productivity. It has also helped in the total
integration of its business across the entire value chain. It has also helped the company to equip its professionals to introduce new
technologies and venture into other areas including alternate sources of energy such as solar and wind etc.
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Q.12. What are the financial and non-financial performance-based incentive schemes of ONGC for its employees?
Reply
ONGC has well defined and properly documented Promotion Regulations which exist since 1974 and have been amended from
time-to-time. The rules have been designed to meet career aspirations of individuals, as well as develop a professional and
motivated workforce to meet the challenges of global competition. The policy is transparent and is akin to time bound scheme. Date
of promotion is rationalized to first of January upto E-7 (General Manager) level. For the purpose of career progression, the
qualification profile of employees is categorized into 4 qualification levels as under:
Q-1- Qualification prescribed for induction at E-1 level (i.e. 60% minimum in B.Tech, MBA, M.Sc. etc., except CA.).
Q-2- Prescribed qualification as above with less than 60% / Diploma for induction at A-ll i.e. Assistant Technician level.
Q-3- Qualification such as Matric with Trade Certificate, Graduate etc., prescribed for induction at A-l level i.e. Junior Assistant
Technician level.
Below Q-3 - All qualifications less than the above three categories.
Methods for Promotion in ONGC
The following three methods are being followed for promotions in ONGC:
(a) Seniority-cum-Fitness:
This method is followed for promotions within W level (Group-D), within A' & 'S' levels (Group-C), from A' level to E-0 (Group-B),
from E-0 to E-1 (i.e. from Group-B to the lowest rung of Group-A.) and from E-1 to E-4 (Group-A), through a quantification
methodology..
Under seniority cum-fitness promotion, all eligible employees are considered for promotion to the next higher grade after putting in
specified years of service, and employees meeting the minimum laid down criteria are promoted irrespective of the number of
vacancies. This is a growth oriented promotion policy on the lines of the time bound promotion scheme circulated by BPE.
b) Quantification Methodology
This method is followed for promotions from E-1 to E-4 levels (i.e. Non-Corporate Executive level), in the executive cadre .
Under the quantification scheme, the individual is assessed based on qualification (20 marks), experience (30 marks) and
Performance Appraisal Reports (50 marks). For promotion from E-1 to E-2, the minimum marks required is 66, for E-2 to E-3 & E-3
to E-4, minimum marks required is 77.
(c) Corporate level Promotions - Merit-cum-Seniority (Corporate Level i.e. E - 5 and above)
For all corporate level posts i.e. E-5 and above, promotions are considered by a high level selection committee based purely on
merit and seniority together with availability of positions. The current promotion policy at corporate level is enclosed at AnnexureVIII. In the current policy, interview has been introduced for promotion from E-7 to E-8 and E-8 to E-9 levels. Assessment by Peers
& Sub-ordinates through 360 degree feedback mechanism is being considered for promotion to E7, E8 and E9 levels. For promotion
from E-4 to E-5, E-5 to E-6 and E-6 to E-7 levels, assessment by DPC is also taken into account besides qualification, PAR score

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RAJYA SABHA STARRED QUESTION NO

and Seniority/ experience.


Enabling Provisions for SC & ST Employees
Promotions in ONGC upto E4 level are akin to time bound promotions and hence no separate provision for reservations is
envisaged. Under this growth oriented promotion policy all eligible employees who are otherwise fit are considered for promotion to
next higher grades/level after putting in specified years of service, irrespective of any vacancy, upto E-4 level.
For all corporate level posts i.e. E-5 and above, promotions are considered by a high level selection committee based purely on
merit and seniority and availability of positions. Although there is no reservation in promotion in the corporate level posts for
SCs/STs, the Selection Committee takes a considerate view with the result that the number of CMs/equivalent, DGMs, GMs, GGMs
and EDs belonging to SC and ST community are representative in number to the overall percentage.
As per statutory provisions, SC/ST representatives are associated during every recruitment exercise as well as Departmental
Promotion Committees (DPCs) up to E-7 levels.
DPCs for Corporate Level promotions for E-5, E-6 and E-7 levels comprise all Functional Directors chaired by CMD. DPCs for E-8
& E-9 levels consist all functional Directors, independent Directors, and Government nominees which is chaired by CMD. All the
Directors and CMD are Presidential Appointees and they are responsible to take due care to protect the rights of SC/ST/OBC
candidates.
xx
Q.13. What are internal performance related HR benchmarks in ONGC?
Reply
The Performance of all Business Units including HR is monitored by the Performance Management & Benchmarking Group of
ONGC. The Annual Performance Evaluation is based on the concept of Balanced Scorecard, on SAP Platform
performance management system. The Performance Benchmarks/Grades for Individual Performance, are as under:
Exceptional (A+)
Top Performer (A)
Very Good (B)
Adequate (C)
In-Adequate (D)
The Performance Benchmarks / Grades are managed through a well -designed e-enabled Performance Appraisal System for all
levels in ONGC. The e-PAR is configured in SAP platform, managed through WEB enabled system.
xx
Q.14: What is ONGC promotion policy at the Corporate and Non- Corporate executive and supervisory levels?
Reply
ONGC has well defined and properly documented Promotion Regulations which exist since 1974 and have been amended from
time-to-time. The rules have been designed to meet career aspirations of individuals, as well as develop a professional and
motivated workforce to meet the challenges of global competition. The policy is transparent and is akin to time bound scheme. Date
of promotion is rationalized to first of January upto E-7 (General Manager) level. For the purpose of career progression, the
qualification profile of employees is categorized into 4 qualification levels as under:
Q-1- Qualification prescribed for induction at E-1 level (i.e. 60% minimum in B.Tech, MBA, M.Sc. etc., except CA.).
Q-2- Prescribed qualification as above with less than 60% / Diploma for induction at A-II i.e. Assistant Technician level.
Q-3- Qualification such as Matric with Trade Certificate, Graduate etc., prescribed for induction at A-l level i.e. Junior Assistant
Technician level.
Below Q-3 - All qualifications less than the above three categories.

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RAJYA SABHA STARRED QUESTION NO

Methods for Promotion in ONGC


The following three methods are being followed for promotions in ONGC:
(a) Seniority-cum-Fitness:
This method is followed for promotions within W level (Group-D), within 'A' & 'S' levels (Group-C), from A' level to E-0 (Group-B),
from E-0 to E-1 (i.e. from Group-B to the lowest rung of Group-A.) and from E-1 to E-4 (Group-A), through a quantification
methodology..
Under seniority cum-fitness promotion, all eligible employees are considered for promotion to the next higher grade after putting in
specified years of service, and employees meeting the minimum laid down criteria are promoted irrespective of the number of
vacancies. This is a growth oriented promotion policy on the lines of the time bound promotion scheme circulated by BPE.
(b) Quantification Methodology
This method is followed for promotions from E-1 to E-4 levels (i.e. Non-Corporate Executive level), in the executive cadre .
Under the quantification scheme, the individual is assessed based on qualification (20 marks), experience (30 marks) and
Performance Appraisal Reports (50 marks). For promotion from E-1 to E-2, the minimum marks required is 66, for E-2 to E-3 & E-3
to E-4, minimum marks required is 77.
(c) Corporate level Promotions - Merit-cum-Seniority (Corporate Level i.e. E-5 and above)
For all corporate level posts i.e. E-5 and above, promotions are considered by a high level selection committee based purely on
merit and seniority together with availability of positions. The current promotion policy at corporate level is enclosed at AnnexureVIII. In the current policy, interview has been introduced for promotion from E-7 to E-8 and E-8 to E-9 levels. Assessment by Peers
& Sub-ordinates through 360 degree feedback mechanism is being considered for promotion to E7, E8 and E9 levels. For promotion
from E-4 to E-5, E-5 to E-6 and E-6 to E-7 levels, assessment by DPC is also taken into account besides qualification, PAR score
and Seniority/ experience.
Enabling Provisions for SC & ST Employees
Promotions in ONGC upto E4 level are akin to time bound promotions and hence no separate provision for reservations is
envisaged. Under this growth oriented promotion policy all eligible employees who are otherwise fit are considered for promotion to
next higher grades/level after putting in specified years of service, irrespective of any vacancy, upto E-4 level.
For all corporate level posts i.e. E-5 and above, promotions are considered by a high level selection committee based purely on
merit and seniority and availability of positions. Although there is no reservation in promotion in the corporate level posts for
SCs/STs, the Selection Committee takes a considerate view with the result that the number of CMs/equivalent, DGMs, GMs, GGMs
and EDs belonging to SC and ST community are representative in number to the overall percentage.
As per statutory provisions, SC/ST representatives are associated during every recruitment exercise as well as Departmental
Promotion Committees (DPCs) up to E-7 levels.
DPCs for Corporate Level promotions for E-5, E-6 and E-7 levels comprise all Functional Directors chaired by CMD. DPCs for E-8
& E-9 levels consist all functional Directors, independent Directors, and Government nominees which is chaired by CMD. All the
Directors and CMD are Presidential Appointees and they are responsible to take due care to protect the rights of SC/ST/OBC
candidates.
xxx
15. What is the attrition rate in ONGC in last 15 years and reason thereof?
Reply
It may be observed that the average attrition rate during the last 15 years is 0.35%. Resignation is a personal choice exercised by
the individual employee for several reasons such as pursuing higher studies, better remuneration options within India and abroad,
domestic compulsions etc. A table indicating attrition in ONGC during the period from 2000-01 to 2014-15 (till 30.06.2014) is given
below:

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RAJYA SABHA STARRED QUESTION NO

Financial
Year

Manpower
Strength ( as
on 1st Apr)
2000-01
40021
2001-02
40226
2002-03
38033
2OO3-O4
39352
2OO4-O5
38033
20O5-O6
36186
2006-07
34722
2007-08
33773
2OO8-O9
32949
2009-1O
33002
2010-11
32780
2011-12
33229
2012-13
32862
2OI3-I4
32923
2014-15 *
339"
Average Attrition Rate

Resigned

Attrition
Rate

13
55
57
64
60
172
372
299
150
61
104
98
105
118
11

0.03
0.13
0.14
0.16
0.16
0.47
1.07
0.89
0.46
0.18
0.32
0-29
0-32
0.36
0.03
0-35%

* till 30 June 2014


xx
Q.16. What is the policy followed by ONGC for lateral entry at different executive and non-executive levels?
Reply
The lateral entry is carried out at executive level for building up specific competency and domain expertise in different discipline and
groups as per the requirement of the company. Recently, as per the need of the company for specialist and domain experts in
different focus areas, a total requirement of 129 experts/specialist was assessed at E2, E4 & E6 levels. There is no such provision
for lateral entry in the non-executive cadre.
xx
Q.17. Does ONGC has an HR Plan corresponding to Perspective Plan 2030?
Reply
The short term, medium term and long term HR plans of ONGC are based on its long term Perspective Plan-2030. The growth
trajectory of the company has been drawn keeping the following objectives in view:
To ensure availability of adequate human resources to meet the strategic goals and operational plans of the organization i.e.
the right people with the right skills at the right time
To keep up with social, economic and technological trends that impact human resources
Remain flexible so that the organization can manage change if the future is different than anticipated
In the Short Term period from 2014 to 2016, ONGC has planned for the induction of around 1,600 Executives and 2,450 Nonexecutives. In the Medium Term period covering the period from 2014 to 2018 induction of around 4,200 Executives and 6,900
Non-executives, has been planned. Over the long term period covering 10 years from 2014 to 2023, induction of around 8,300
Executives and 13,800 Non-executives has been planned.
These plans have been drawn up with a view to:
Rejuvenate the work force by infusing young blood.
Ensure functional excellence through infusion of skills & expertise and professional development of employees to keep
abreast of the upcoming domains and technologies.

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RAJYA SABHA STARRED QUESTION NO

Enable staffing of focus areas covered under ONGC's Perspective Plan-2030 viz., ONGC Videsh Limited, Business
Development & Joint Ventures, Centres of Delivery, Partnerships and Alliances.
Enable manning of sensitive work areas through deployment of regular work force.
Build capacity to bridge gaps arising from lead time intervals between recruitment of manpower and their final deployment after
undergoing training.
xx
Q.18. What is the present contractual strength of ONGC?
Reply
ONGC awards job/service contracts in non-core and low-technology areas which are seasonal and temporary, by following the laid
down procedure. Contractors who are awarded such contracts engage their own personnel for performance of the contracts
awarded to them by ONGC. As on 01.04.2014, there were 16, 406 contractual workers who were working with various contractors
in ONGC.
xx
Q.19. What are the policies followed by ONGC in respect of the Contractual employees / workers?
Reply
ONGC has drafted a comprehensive model contract for service contracts where workmen are engaged, deployed, supervised and
paid directly by contractors who perform the jobs awarded to them, by ONGC, in order to ensure uniformity and standardization
across all work centres of the company.
Only those contractors who possess PF and ESI Code Numbers are permitted to bid for contracts in ONGC. This ensures better
compliance with the provisions of the EPF & MP Act and ESI Act (wherever applicable).
ONGC has issued guidelines to ensure that payment of wages to contract labour is made by the contractors to their employees
through cheques or direct bank credit through NEFT/RTGS. The contractors are required to supply photocopies of the transactions,
duly endorsed by the bank concerned to the Principal Employer along with the monthly bill. This has been successfully implemented
and the feedback has been encouraging.
Workshops are organized periodically for sensitizing Principal Employers to ensure compliance by contractors of all statutory
provisions of law. Detailed guidelines have also been issued and copies are provided to each Principal Employer clearly explaining
the responsibilities, statutory obligations of contractors and the Do's and Don'ts while managing outsourced operations. A check-list
has also been prepared and is required to be submitted by the Principal Employers on a periodical basis as a step in monitoring
compliance of statutory obligations by contractors.
ONGC, as a responsible Principal Employer ensures that obligations flowing out of various labour enactments including minimum
wages or higher wages as agreed, EPF, ESI (as applicable), Leave with wages etc., are complied with by the contractors. Contract
labour deployed in the operations of ONGC in the State of Gujarat are paid Rs.5G7- extra, per day, over and above the minimum
wages in compliance to the order of D. CLC(C), Mumbai dated 13.02.2001.
Wages paid to contractual workers is normally the minimum wages as notified by the Government plus statutory benefits as
prescribed under labour legislations.
In order to mitigate the financial hardship faced by workers employed by contractors, ONGC has institutionalized Fair Wage Policy at
all its work centres. This would ensure that workers engaged by contractors are provided the statutory minimum wage plus
additional wage @ 35% of minimum wage plus Rs.50/- per day in addition to other benefits such as EPF @ 12% upto the limit of
Rs.6500/-, Bonus @ 8.33%, Leave wages @ 18 days per year as per Mines Act, ESI @ 4.75% where applicable, Group Insurance
Cover of Rs.5 Lakhs with double accident benefit and Group Gratuity cover from LIC. These benefits are extended to the contract
labour through their respective contractors and the additional financial liability arising out of implementation of the aforesaid policy is
borne by ONGC.
ONGC has also introduced a unique scheme called Sahayog Yojana in 2004 for which a registered Trust has been formed with a
one-time infusion of Rs. 10 Crore by ONGC. The scheme caters to the emergency and social needs of casual and contract labour

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RAJYA SABHA STARRED QUESTION NO

by providing financial assistance for meeting the educational needs of their dependent children (upto Rs. 0.40 lakhs), marriage of
their dependent daughters (upto Rs. 0.50 lakhs) and medical treatment of dependents (upto Rs. 5.00 lakhs). Each ONGC employee
contributes Rs. 1000/- per year to the Trust. The Trust is headed by CMD, ONGC. Till date, more than Rs. 4 Crores has been
disbursed as ex-gratia covering around 1000 beneficiaries.
xx
Q.20. Does ONGC has any policy for re-engagement of separated employees?
Reply
Rule-29 of Service Rules of ONGC provides for re-engagement of ex-employees by a duly constituted selection committee for
overall assessment of the suitability of the candidates in terms of qualification, past service records, experience and skills developed
over a period of time after severance from ONGC.
xx
Q.21. Is there any resentment among the employees of Gujarat with respect to HR Policy of ONGC? Please provide the
details.
Reply
As per information on record, there is no resentment among employees of ONGC posted at Gujarat with respect to HR Policy of
ONGC.
xx
Q.22. Whether employees have reported their grievances to the Standing Committee and what action has been taken by
ONGC?
Reply
One Shri. K.C. Hari Kumar, President of the Baroda Unit of ASTO had submitted a letter to the then Hon'ble Chairman of the
Standing Committee on Petroleum & Natural Gas. A query was raised as a non-agenda item and the matter was clarified orally to
the then Hon'ble Chairman of the Standing Committee followed by a written submission and the issues were clarified suitably by
ONGC.
xx
Q.23. What is the grievance handling mechanism in ONGC at corporate level and project levels?
Reply
ONGC has a well-established Grievance Management System for its regular employees comprising of a three-tier structure at work
centre level and an independent Appeals Committee at the corporate level.
xx
Q.24. What are the tools/ methodology adopted by ONGC to motivate its employees?
Reply
Initiatives toward Employee Morale & Motivation
Annual Awards Scheme
ONGC has a very motivating Annual Awards Scheme for recognizing achievements in all facets of its activities at both Corporate
and Work Centre levels. In addition, Spot Awards have also been introduced to instantly recognize any exemplary performance.
Employee Suggestion Scheme (ESSeNCE)

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RAJYA SABHA STARRED QUESTION NO

ONGC has launched a Suggestion Scheme titled Employees Suggestion Scheme for Engagement, Commitment and Efficiency
(ESSeNCE), aimed at facilitating achievement of organisational excellence by encouraging employees to put forth suggestions for
improvement in various functional areas of the Corporation's business and operations.
Business Games
Business Games are conducted for executives annually in order to help them hone their managerial business acumen in a
competitive business scenario. The three-tier event attracts participation from a vast cross section of executives. The teams which
emerge as the winner at sectoral levels is awarded cash award while the winner in the final round is felicitated by the CMD during
the Republic Day celebrations at Headquarters, Dehradun and presented with a cash award.
Fun Team Games
Fun Team Games (FTG) for non-executives has been introduced to enhance business awareness among the Class III, IV & EO
level employees. The format of the game involves participation of groups of four multi-disciplinary members. These competitions are
aimed at creating a multi-disciplinary team spirit; build camaraderie among employees and create a sense of ownership and
belonging to the organization. The competition is held at three levels. The national winner is presented with a cash award by the
CMD during the Republic Day celebrations at Dehradun. Sectoral level winners are also awarded cash prizes.
xx
Q.25. What was issue of question paper leak of ONGC recruitment? please provide the details including cause, how it
happened and action taken in this regard ?
Reply
The All India written examination for recruitment of Graduate Trainees (GTs) in ONGC at E-1 level was held on 22.06.2014 across
353 test centres located in 14 cities in the country including 85 centres at Delhi. These test centres were identified by M/s. Merit
Trac Services Private Limited, Bangalore, the agency hired by ONGC through open tendering process for conducting the
examination, on an outsourcing basis.
On the day of the GT examination, an incident of seal tampering of question papers was reported by the ONGC's Venue Observer
deployed at one of the centres in Delhi viz., Holy International Senior Secondary School, Om Vihar Phase-V, Uttam Nagar, New
Delhi. The observer in-turn was informed telephonically of the incident at 7-15 a.m. initially by the Chairman of the School and
thereafter by the Sub-Inspector of Police, Crime Branch, Delhi, on 22.06.2014, i.e., the day of the examination. It was reported that
4 question papers each of Mechanical Engineering and Human Resource disciplines were missing from the packets. It was also
reported that three officials from the school were in were taken into custody by the Crime Branch near the school, with the question
papers.
An FIR was registered by the Anti-Snatching Cell - Crime Branch, Prashant Vihar, New Delhi under Sections 420, 406, 120-B/34 of
IPC. Based on the incident report of ONGC's Observer, an FIR was lodged by ONGC with SHO, Connaught Place, New Delhi on
23.06.2014 who in-turn converted the same into a complaint to be clubbed with the original FIR.
So far, no evidence of any leakage of question paper has been found and the police authorities are still investigating the matter and
they are yet to advise ONGC on a future course of action. However, since the process might take long and since more than one
month has already passed since the written examination was held, ONGC has since cancelled the entire recruitment exercise for
which the written test was held on 22.06.2014 in the interest of fair conduct of the examination. Further, action is underway to
refund the examination fees to the candidates who had got themselves registered for the examination.
Since the present methodology of written test at multiple locations across the country, simultaneously, involving ever increasing
number of aspirants, is fraught with the possibility of similar happenings, in future, ONGC is presently in the process of adopting an
alternate testing mechanism.
xx
ANNEXURE - I
Location wise Manpower Position Executives & Staff : July of, 2074
Sector
01- Headquarters

Location
DEHRADUN

Executives Staff
1841
601

Total
2442

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RAJYA SABHA STARRED QUESTION NO

DELHI
JODHPUR
01-Headquarters'. Total
02- Mumbai
COA
Sector
HAZIRA
MUMBAI
URAN
02-Mumbai-Sector: Iota!
03- Western
AHMEDABAD
Sector
ANKLESHWAR
BARODA
CAMBAY
MEHSANA
03 - Western Sector Total.
04- Eastern Sector JORHAT
NAZIRA
SIBSAGAR
SILCHAR
04 - Eastern Sector Total
05- Southern
CHENNAI
Sector
KAKINADA
KARAIKAL
RAJAHMUNDRY
05- Southern Sector Total
06- Central Sector AGARTALA
BOKARO
KOLKATA
06-Central Sector Total
Grand Total

1434
132
347
52
610
4653
470
5785
2028
2120
1030
226
1722
7126
830
2846
138
263
4077
606
171
925
1045
2747
632
183
382
1197
24339

86
46
733
20
208
1453
300

753
693
435
120
564
2565
410
1924
149
141
2624
131
42
378
283
834
293
13
222
528
9265

1520
178
4140
72
818
6108
770
7766
2781
2813
1465
346
2286
9691
124a
4770
287
404
6701
737
2,3
1303
1328
3581
925
196
604
1725
33604

xx
Sub : Voluntary Retirement for the employees of Public Enterprises.
Government had been considering for quite some time the introduction of a voluntary retiremerit scheme for the employees of public
sector enterprises 'with a view, to reducing surplus manpower. After careful consideration it has bean decided that public sector
enterprises can introduce a voluntary retirement schema on the following terms and conditions.
a) An employee who has completed 10 years of service or completed 40 years of age may seek voluntary retirement by a written
request.
b) The management of the enterprise will have the right not to grant voluntary retirement for reasons to be recorded in writing.
c) The terminal payments available to an employee who seeks voluntary retirement would be:

i.
ii.
iii.
iv.

the balance in his Provident Fund Account payable as per the CPE regulation.
cash equivalent of accumulated earned leave as per the rules of the enterprise.
gratuity as per Gratuity Act or the gratuity scheme applicable to the employee.
one months'/three months' notice pay (as per the conditions of service applicable to him).

d) (d) In addition, an employee whose request for' Voluntary Retirement is accepted would also be entitled to an ex- grastia
payment equivalent to 1/2 months' emoluments (pay + DA) for each completed year of service of the monthly emolument at the
time of retirement multiplied by the balance months of service left before normal date of retirement, whichever is less. For example,
an employee, who has put in 24 years of service and has got only one year of service for normal retirement, will get ex-gratia
payment of only 12 months' emoluments and not 36 months' emoluments.
In addition, the employee and big family would __ be entitled to travel by the entitled to travel by the entitled class to the place
where he intends seeting down.

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RAJYA SABHA STARRED QUESTION NO

2. 'The Voluntary Retirement Scheme would be applicable to all employees, workers and executives. Where there is a surplus
manpower, the vacancy caused by Voluntary Retirement Schema would not be filled up.Voluntary Retirement Schemes on the
above parameters can be introduced by the Public Enterprises with the approval of the Administrative Ministries.
3. If in exceptional cases where a higher ex-gratia payment is proposed -to be made, the approval of the Bureau of Public
Enterprises- must be obtained by the' administrative Ministries,, It Is also clarified -that if an enterprise has already adopted, a
Voluntary Retirement. Scheme , on conditions different from -what is stated in para one above, the same can be continued by them.
Availability of funds for implementing the Voluntary Retirement Scheme as- proposed above has to be sorted out by the
administrative Ministries through normal inter-ministerial consultations.
4. The Ministry of Petroleum &. Natural Gas Ministry of Agriculture & Cooperation etc., are requested to bring the details of the
Voluntary Retirement Scheme to the notice of the BSBs under their administrative control.
xx
Sub: Introduction of a revised Voluntary Retirement Scheme (VRS)
The Government had announced o Voluntary Retirement Scheme (VRS) vide OM No. 2(36)/86-BPE(WC) dated 5th October, 1988.
Government have revised the scheme to make it more efficacious having regard to both, the interests of the employees' and the
need to enable Public Sector Enterprises (PSEs) to rationalize their surplus manpower.
2. Enterprises which arc financially sound and can sustain a scheme of VRS on their own surplus resources may devise and
implement variants of the existing VRS cited in para 1 above. However, in no case shall the compensation exceed 60 days salary
for each completed year of service or die salary for the number of months service left, whichever is less. Salary for the purpose of
VRS shall consist of basic pay and DA only and no other element.
3. Enterprises that make . marginal profits or loss-making enterprises may adopt the revised scheme of VRS which is modelled on
the Scheme that exists in the Suite of Gujarat. The details of the scheme are set out hereunder.

i. The compensation will consist of salary of 35 days for every completed year of service and 25 days for the balance of

ii.
iii.
iv.

service left __ superannuation. The compensation will be subject to a minimum of Rs. 25,000/- or 250 days salary whichever
is higher. However, this compensation shall not exceed the sum of the salary that the employee would draw at the prevailing
level for the balance of the period left before superannuation.
Salary for purpose of VRS will consist of basic pay and DA only.
Arrears of wages due to revision etc. will not be included in computing the eligible amount.
Payment of bonus should conform to the provisions in the __ Casual Leave may be encashed in proportionate measure upto
the date of VRS.

4. A suitable variant of the arrangement in para 3 above may be __ the Ministry of Textails in respect of Textiles units subject to the
condition attached thereto.
5. For sick and unviable units, the VSS package of Department of Heavy Industry will be adopted. As a corollary, the VSS scheme
may be modelled on Gujarat pattern and be made applicable as in para 3 above. However, employees would have to ___ VSS
within 3 months from the date of __ they would be eligible only for retirement compensation. The details of VSS are as under:-

i. An employee would be entitled to on ex-gratia payment equivalent to 45 days emoluments (pay + DA) for each completed
ii.

year of service or the monthly emolument at the time of retirement multiplied by the balance months of service left before the
normal date of retirement, whichever is less;
All those who have completed riot less than 30 years' of service, will he eligible for a maximum of 6.0(sixry) months
salary/wage as compensation lilts will be. subject to the amount .riot exceeding the salary/wage for the balance period of
service left (at the rate of monthly salary/wage at the time of voluntary retirement).

6. The compensation under VRS/VSS will be in addition to terminal benefit:.


7. Employees of industrial cooperatives with Government equity participation and who are not members of the cooperative will also
be covered under the VRS.
8. Budgetary support will be provided to the marginally profit or loss making enterprises and to the sick enterprises for implementing
VRS only in case _ credit is not available. The funds would normally be made available at the beginning of the financial year.
However, before seeking budgetary support _ cases of unviable/sick PSUs other sources of funding should be fully __ such as

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RAJYA SABHA STARRED QUESTION NO

asset securitization and bank loans against Government guarantee __ funding VRS/VSS.
9. VRS will be applicable to the permanent employees badli workers __ charged established and temporary workers but not to the
casual workers. There will be no recruitment against __ arising due to VRS.
10. It will be the responsibility of the concerned administrative __ assist those __ for VRS in getting loans from banks for pursuing
__ employment.
11. NRF in its present form will cease to exist. The funds requirement _/rehabilitation of employees availing of VRS will be placed _
Department of Public Enterprises under arrangements to be evolved.
12. In implementing the VRS scheme, managements shall ensure that extended primarily to such employees whose services may
be dispensed will detriment to the company. Care will be exercised to ensure that highly skilled qualified workers and __ are not
given the option. As there shall be recruitment against vacancies __ due to VRS - it is important that organisation is not denuded of
talent. The managements of the PSUs _ introduce the VRS with the approval of their Boards and the administration Ministries.
13. The administrative Ministries/Departments are requested to bring the details of the Voluntary Retirement Scheme and the
Voluntary Separation Scheme to the notice of the Public Enterprises under their administrative control and to ensure that PSEs
implement the schemes strictly in accordance with the provision set out herein.
14. The O.M. supersedes O.M No.2(36)/86-BPE(WC) dated 5th October 1988 and subsequent circulars issued on the subject.
xx
Subject: Voluntary Retirement Scheme (VRS) in ONGC.
Sir,
I am directed to refer to ONGC's letter dated 30th July, 2012 on the aforesaid subject and to convey the decision of the Ministry as
follows:VRS should not be made an annual feature and the next scheme should not be brought in before five years.
The VRS adopted in the year 2012 has been approved by Secretary (PNG) subject to the following conditions: -

I. VRS to weed out surplus employees should be resorted to occasionally and not on a regular basis.
II. ONGC should determine the ideal number of employees and come out with the proposal after due preparation and must
make efforts to create awareness.

III. Considering the poor response to the scheme from ONGC employees, it has been observed that the scheme has not
achieved objective in a meaningful way.

IV. VRS may be operated after informing the employees that such a scheme will not be available in the next 3 years at least.
V. ONGC should review continuation of employees as per the provisions of Rule 26(7) of the Service Rules on annual basis.
VI.

The element of arbitrariness mentioned in the letter dated 30th July, 2012 (copy enclosed) could be minimized by issuing
clear guidelines and constituting a Scrutiny Committee comprising of senior functionaries of ONGC/ Ministry.
ONGC may prepare a list of officials who have lower qualifications and/or have constraints on their movement/posting every
time of their choice and those whose performance is not considered satisfactory.

2. It is requested that the aforesaid decision of the Ministry may kindly be strictly followed and a report on compliance of the same
be furnished to the Ministry.
3. This issues with the concurrence of IFD and approval of Secretary (P&NG).
xx
Subject: Voluntary Retirement Scheme (VRS) in ONGC. Reference: Letter No. 31018/36/2009/ONG- III dated 12/09/2012.
Sir,
This has reference to MoPNG letter No. 31018/36/2009/ONG- III dated 12/09/2012 on the above cited subject. While conveying
approval for VRS implemented by ONGC in the year 2012, the above mentioned letter also stated that "VRS should not be made

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RAJYA SABHA STARRED QUESTION NO

an annual feature and the next scheme should not be brought in before five years".
In this regard, with reference to the issues raised in your above mentioned letter, following points are submitted for a
comprehensive and detailed understanding and appreciation of VRS scheme implemented in ONGC till now:
i) VRS scheme in ONGC is being implemented in line with the DPE guidelines to weed out surplus employees. The scheme is
implemented on year to year basis and kept open for a limited period of two months on every occasion.
ii) The scheme in ONGC has been implemented with a clear objective of giving Voluntary retirement to employees who are underqualified and / or have medical constraint, which affects their performance in order to ensure that effective workforce remains in
place. The scheme is well publicized through our internal e-portal and adequate awareness is created for the same.
iii) The response of our employees to the scheme has been satisfactory and the objective of the scheme is being fulfilled. To
illustrate the this point, the number of employees who have been given voluntary retirement since introduction of the VR Scheme
from the year 1989 onwards is as follows:
Year No. of
Employees
1989 161
1990 101
1991 297
1992 415
1993 433
1994 513
1995 297

Year

No. of
Employees
1996
267
1997
240
1998
827
1999
1342
2003
686
2004
496
2005
238
TOTAL 6 9 1 0

Year
2006
2007
2008
2009
2010
2011
2012

No. of
Employees
96
60
54
75
86
105
121

iv) The VR Scheme is implemented every year, during the months of May and June, which coincides with the transfer season
leading to some of the employees who are not willing to go on transfer, due to personal / family / medical constraints, opting for
Voluntary Retirement. Considering the same. Company would like to continue operating the scheme every year.
v) With regard to your advice for considering compulsory retirement for non performers, if is brought out that there is no provision in
the Service Rules of Company to compulsorily retire employees, who posses lower qualifications, are poor performers and / or have
constraints on their movement / posting. The provision of compulsory retirement is listed as a major penalty under CDA Rules of
Company.
vi) A list of officials with lower qualifications, below average performance appraisal report (PAR) and / or who have constraints on
movement is already available with ONGC. There is. a objective and well established eligibility criteria for considering the requests
for Voluntary Retirement, which consists of weightage for PAR, Age and Qualification. The criteria is designed in such a way that
only lower qualified, below average performer and / or employees above the age of fifty years are able to meet the criteria. The
nature of work in ONGC, particularly in Drilling Rigs / Production installations (both in Onshore and Offshore areas) in the field is
physically very demanding and many of the employees, working continuously in the field would like to opl for Voluntary Retirement,
after the age of 50 years, due to physical constraints.
vii) Our intention and objective is to target the remaining employees who are under qualified / poor performers or have health
constraints which comprise around 5 % of our total work force, for availing voluntary retirement.
viii) This issue was also discussed during the ONGC Review Meeting on Organizational Issues held al Jeevan Bharfi Building. New
Delhi on 08/04/2013, which was chaired by Secretary, MoPNG. During the meeting it was advised that ONGC should submit a
request to MoPNG for implementation of VRS.
In view of the above, it is requested that ONGC may be allowed to implement the Voluntary Retirement Scheme as per DPE
guidelines with the approval of the Board, to be kept open for a period of two months in a year, for the next five years. However, it
shall be ensured that the Scheme will be implemented strictly on need basis.
xx
Subject: - Implementation of Voluntary Retirement Scheme (VRS) in ONGC- reg.
I am directed to refer to ONGC's letter No. 103/(93)/12-CP dated 10th April, .2013 on the above referred subject and to convey the

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RAJYA SABHA STARRED QUESTION NO

approval of the competent authority for implementation of the Voluntary Retirement Scheme (VRS) in ONGC subject to the following
conditions:-

i. VRS Scheme would be implemented for two months during 2013-14, strictly as per DPE Guidelines:
ii. ONGC will ensure that no recruitment takes place against the vacancies caused due to retirement of personnel under VRS. "
xx
Annexure - VII
YEAR EXE/STAFF As On
2000- Executives
01
NonExecutives

2001- Executives
02
NonExecutives

2002- Executives
03
NonExecutives

2003- Executives
04
NonExecutives

2004- Executives
05
NonExecutives

2005- Executives
06
NonExecutives

2006- Executives
07
NonExecutives

2007- Executives
08
NonExecutives
2007-08 Total
2008- Executives
09
NonExecutives
2008-09 Total
2009- Executives
10
NonExecutives
2009-10 Total

Executives
2010- Non11
Executives
2010-11 Total

Executives
2011- Non-

Manpower RETT RESGN VRS DEMISE


Strength
11
13
01/04/2000 21490
0
01
18531
04
0
0
01

Total
Recruitment
206
24

40021
01/04/2001 21415
18811

15
54
06

13
55
0

0
0
0

02
08
04

280
31
48

40226

23306
01/04/2002 14727

60
190
28

55
57
0

0
0
0

12
43
08

79
43

38033

23783
01/04/2003 15569

218
398
48

57
64
0

0
468
218

51
57
13

65
3
23

39352

23306
01/04/2004 4727

446
560
101

64
60
0

686
403
93

70
39
10

334
203
0

38033
01/04/2005 22813
13373

661
459
91

60
172
0

496
187
51

49
72
23

203
20
5

36186
01/04/2006 23158
11564

550
381
75

172
372
0

238
73
23

95
62
16

25
05
20

34722
01/04/2007 22643
11130

456
330
199

372
293
6

96
40
20

78
51
71

25
244
3

33773
01/04/2008 22989
9960

529
320
183

299
136
14

60
33
21

122
51
59

247
652
243

32949
01/04/2009 23922
9080

503
342
166

150
58
3

54
57
18

110
66
55

895
603
124

3302
01/04/2010 24453
8327

508
484
149

61
93
11

75
64
22

121
66
62

727
598
835

32780
01/04/2011 24963
8266

633
545
185

104
91
7

86
63
42

128
80
63

<433
305
407

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RAJYA SABHA STARRED QUESTION NO

12
Executives
2011-12 Total

Executives
2012- Non13
Executives
2012-13 Total

Executives
2013- Non14
Executives
2013-14 Total

Executives
2014- Non15Executives
2014-15 Total

33229

24661
01/04/2012 8201

730
714
180

98
97
8

105
79
42

'43
82
55

712
867
453

32862

24625
01/04/2013 8298

894
862
188

105
94
24

121
82
31

137
57
53

1320
1061
1319

1050
289
76

118
10
1

"3
0
0

110
6
6

2380
4
100

365

11

12

104

32923
24661
9250

01/04/2014 33911

xxx
Sub: Modified methodology and criteria for promotion to E-5 and above levels.
The HRM sub-committee of the Board in its 85th meeting hold on 24.03.2014 has recommended the modified methodology and
criteria for promotions to E-5 and above levels, which has since been approved by the ONGC 3oard in its 25411 meeting held on
the same day.
Accordingly, the different criteria for corporate level promotions are as follows:
(A)(i) Criteria for promotion from E-7 to E-B & E-8 to E-9 Levels - Group -1
Component
Qualification

PAR
Seniority /
Experience
380o
Assessment
Interview
Total

Marks
Maximum : 10 Marks
Maximum: 50 Marks
(PARs for preceding 5 years will bo considered. Actual
] marks secured by the executives will be taken into j
account and prorated to 50 marks.)
Maximum: 10 marks
Maximum : 10 Marks
Maximum: 20 Marks
Maximum : 100 Marks

ii) Criteria for promotion from E-6 to E-7 - Group - II


Component
Qualification

PAR

Marks
Maximum : 10 Marks
Maximum: 50 Marks
(PARs for preceding 5 years will be considered. Actual
marks secured by the executives will be taken into j
account and prorated to 50 marks.)
Maximum: 10 marks

Seniority /
Experience
380o
Maximum : 10 Marks
Assessment
Assessment by Maximum: 20 Marks
DPC
Total
Maximum : 100 Marks

iii) Criteria for promotion from E-4 to E-5 and E-5 to E-6 levels - Group - III
Component
Qualification

Marks
Maximum : 15 Marks

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RAJYA SABHA STARRED QUESTION NO

PAR

Maximum: 50 Marks
(PARs for preceding 5 years will be considered. Actual
] marks secured by the executives will be taken into
account and prorated to 50 marks.)
Maximum: 10 marks

Seniority /
Experience
Assessment by Maximum : 25 Marks
DPC
Total
Maximum : 100 Marks

As can be seen, from this year onwards a new assessment criteria through 360 evaluation has been introduced for promotion to
senior most levels i.e. E-6 to E-7, E-7 to E-8 and E-8 to E-9.
(B) Objective of 360 Assessment:Self-assessment acid assessment by !he superiors is presently being cone through the Performance Appraisal Report (PAR)
System. Additional assessment by peers and sub-ordinates will be done through this 360'"' assessment. The introduction of 360'''
assessment in these three levels is armed to include assessment of competencies by the peers and subordinates of the employee,
which will serve as a consideration (or the individual's promotion. All the employees who will be considered for promotion from E-6
to -7. E-7 to E-3 and E-3 to E-9 levels will be assessed under 360'J assessment.
xx

xx
The following 10 competencies have been identified for assessment, under the 360 assessment process.
SI.
No.
1
2
3
4
5
6
7

Competencies
Strategic Orientation
Managing Critical Partnerships
Achieving Performance
Planning & Organizing
Problem Solving
Influencing & Negotiating
Team Leadership

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RAJYA SABHA STARRED QUESTION NO

8
9
10

Developing Self
Developing Others
Values, Ethics & Personal
Effectiveness

(C) Selection of Assessors (Peers and Sub-ordinates):


Each eligible executive will be assessed by 02 (two) Peers and 02 (two) Sub-ordinates. Out of the two peers and two sub-ordinates,
one each will be identified by the Employee himself and the other by the Executive Committee-(EC) in case of E-7 and E-8 levels
and the Functional Director for E-6 level.
All the executives being considered for promotion. . from E-6 to E-7 level, E-7 to E-8 level and E-8 to E-9 level., will receive
notifications through SMS, SAP Wail and Lotus mail, advising to choose one peer and subordinate each from the available list in
WEBICE.
At lease 10 peers and 10 sub-ordinates associated with the assessee would be made available in the list generated through the
SAP system.
Similarly the other peer and subordinate for each assessee will also be selected by the management from a similar list, generated
through the system.
D) Assessment Process:
This assessment would be system administered, through the "WEBICE' portal. For this a new tab viz: "Promotion Competency assessment" has been created, in WEBICE.
For each of the 10 Competencies, there would be three assessment questions, which need to be assessed on a 10 point
scale, where 1 is the minimum, while 10 is the maximum score.
Average of all the assessments done by the two peers and the two sub-ordinates will be computed by the system internally,
to arrive at the final score against each assessee.
Being system administered, total confidentiality would be- ensured. Every peer or sub-ordinate assessor is expected to
record their unbiased assessment against each of the Competencies.
xx

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RAJYA SABHA STARRED QUESTION NO

xx
For any clarification on the above process, the Corporate HRO team and ICE-HR team members will bo available for support. They
may be contacted over SAP mail / Lotus mail as follows.
(i) N C Baliarsingh Manager(HR) SAP mail :32279. 62279@or>gc.co.in
(ii) Rupankar Mahanta Manager(HR) CHR RUPANKAR. 94332@orKjc.co.in

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RAJYA SABHA STARRED QUESTION NO

(iii) Sontu Mandal Sr. HR Executive SAP mail: 105110. 106110@ongc.co.in


xx
Annexure - IX
Attrition Rate
Financial Manpower
Resigned
Year
Strength ( as on
1st Apr)
2000-01 40021
13
20O1-02 40226
55
2OO2-03 38033
57
2003-04 39352
64
2OO4-05 38033
60
2005-06 36186
172
2006-07 34722
372
2007-08 33773
299
2O08-O9 32949
150
2009-10 33002
61
2010-11 32780
104
2011-12 33229
98
2012-13 32862
105
2013-14 32923
118
2014-15 * 33911
11
Average Attrition Rate
*till 30 June 2014

Attrition Rate

0.03
0.13
0.14
0.16
0.16
0.47
1.07
0.89
0.46
0.18
0.32
0.29
0.32
0.36
0.03
0.35%

xx
Service Rule 29. RE-EMPLOYMENT
(1) An Appointing Authority may consider a request for re-employment from a person, who resigned from service of erstwhile
Commission/Company or whose services have been terminated under Sub Rule 25(1) of these Rules (or the corresponding
regulations of the erstwhile Commission) on it merits in consultation with the authority under whom he was previously working
subject to following conditions: -

a. Re-employment shall be considered only against an available vacancy.


b. The ex-employee concerned should have put in a minimum 3 years service prior to his leaving the service of the erstwhile
Commission / Company.

c. The period of his severance of employment with the erstwhile Commission/Company should not exceed the period of his
d.
e.

f.
g.
h.
i.

employment in erstwhileCommission / Company before resignation.


He should possess prescribed qualifications and experience prescribed for the post for which he is to be considered as on
the date of such re-employment.
While considering re-employment the service record and the qualifications/experience and skills acquired during the period of
severance shall be taken into consideration. The application for re-employment should be accompanied by documentary
evidence in support of the work done/experience gained and qualifications acquired, if any, and good conduct during the
period of severance.
Incumbents working in Government Department or in a Public Sector Undertaking, will have to apply through proper channel.
At the time of seeking re-employment, the ex-Employee should not have attained the age of 45 years.
The person seeking re-employment should undertake to accept posting in any part of the country without hesitation in the
event of being reemployed.
The individual concerned should under go medical examination in accordance with the ONGC Medical Examination of
Employees Rules 1996, as amended from time to time and should be declared medically fit before re-entry into the
Company's service.

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RAJYA SABHA STARRED QUESTION NO

(2) Re-employment cases may fall in two categories:


a. Re-employment at a post higher than the one held at the time of severance.
b. Employees re-employed at the same level as held at the time of severance.
(3)
a. The re-employment will be made on adhoc basis for a specific period at the end of which the ex-employee may be considered
for elevation to the next level based on the performance during this adhoc period.
b. The offer of appointment on adhoc basis will not confer upon him any right for seniority with the regular Employees in the
category/post.
c. In case the ex-employee is not found suitable for appointment to the next higher post, alongwith his immediate juniors prior to his
resignation, his regularisation/severance will be considered on merits of each case. Further, if he is regularised in the same post,
the adhoc service will count for the seniority at that level.
d. In case he is found suitable for appointment to the next higher post on date alongwith his immediate juniors, his seniority will be
determined below all the employees promoted on that occasion.
(4) No person who has been dismissed from the service of the erstwhile Commission / Company or Central or State Government
/Public Undertakings / Local Authorities / a body corporate or prematurely retired or who has been given voluntary retirement under
the erstwhile Commission's/Company's scheme, will be re-employed.
A person who has been compulsorily retired or removed from service, may, however, be re-employed with the prior approval of the
Company.
(5) Cases of re-employment will be considered by a duly constituted Selection Committee which will assess his suitability on the
basis of an over-all appraisal of his service record, qualifications/experience/skills acquired during the period of severance and
performance at interview. The Selection Committee will submit their findings and recommendations to the Competent Authority. In
cases of re- employment at E-1 level and above, the Competent Authority to approve such appointments will be the Chairman-andManaging Director (C&MD). For re- employment to other lower category of posts, the Competent Authority to approve such
appointments will be the Functional Director concerned.
(6)
a. In the case of Executives, who resigned from the Company and went abroad and who continued to function abroad on similar
jobs as they were performing while they were in the country, the total service put both in their previous tenure in the ONGC and
the subsequent tenure on reappointment in ONGC, will be considered for promotion to the next higher post. The period of
severance, however, will not be considered as qualifying experience for the purpose of such computation.
b. However, sub-Rule 6 (a) will not be applicable to those executives, who had resigned from the Company for some personal
reasons and rejoined and the non-executives, who in such exceptional cases would be considered only for re-employment. Such
cases are to be reviewed on a case to case basis.
(7) The Employee concerned should, prior to his re-employment submit a written undertaking that he renders himself liable to
dismissal from the service of the Company without assigning any reason in case it is subsequently found that he has suppressed
any material information prior to his re-employment about his work and conduct during the period of his severance from the ONGC.

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