TOPIC

Study on Impact of Covid-19 On HR Policies and Strategies

of Indian Oil

Submitted By: Supervised By:

Name: Name of Supervisor:

E.No: Designation:

Batch:
 DECLARATION

I declare that the NTCC entitled ______________________________ is the outcome of my own

work under the supervision of _____________________, Amity University Uttar Pradesh.

I further declare that to the best of my knowledge this dissertation does not contain any part of
any work, which has been submitted for the award of any degree either in this University or in
any other University without proper citation.

Date: Name

Place: Enrollment No.

 CERTIFICATE

This is to certify that the research work entitled ________________ has been carried out under
my direct supervision and guidance, by ____________, Enrollment No. ________________.
The techniques and methods described were undertaken by the candidate herself/himself and
observations have been periodically checked by me.

It is further certified that the candidate has also fulfilled all the prerequisites necessary for
submission of this dissertation in partial fulfillment of her/his __________________.

Date: Name of Supervisor

Place:
Amity University Uttar Pradesh
TABLE OF CONTENTS

DECLARATION 2
CERTIFICATE 3
ABSTRACT 5
CHAPTER 1 – INTRODUCTION 6
CHAPTER 2 - LITERATURE REVIEW 8
OBJECTIVE 19
CONCLUSION & RECOMMONDATIONS 20
REFERENCES 22
ABSTRACT

Covid-19 is also a foreign frontline, where many other ununsung heroes perform an equally
commendable job to ensure that vital produce and services continue to flow across the country
into communities including physicians, nurses, paramedics and government agencies. This
involves your helpful LPG vendors, pump guards and drivers with processing and delivery.

Indian Oil Company Ltd (Indian Oil) has a holistic plan for all its stakeholders to ensure the
health and well-being and continuity of the market. In compliance with a safety scheme covering
all pumps, POL tank-car owners, packed or bulk LPG truck drivers, LPG vendors and DGR
guards on pipeline roads, they took steps to protect fuel pump supplied to the front of the Party.
In order to address not only excessive working function but also specific aspects of employee
welfare, the high-level Committee of Mr. Mohapatra, Director (HR) for all issues concerning
Covid-19, was established according to India Oil with a regular monitoring system.

Keywords – Indian Oil HR Policies, Indian Oil Strategies during Covid-19, Digital Technology.
CHAPTER 1 – INTRODUCTION

Along with the frontline fighters such as medical professionals, nurses, paramedics and public
administration personnel, Covid-19 is also doing the equally commendable job of ensuring the
continuing supply of vital resources and services to communities across the nation. This involves
professional GPL suppliers with assistance from refining and storage staff, gas pump workers
and tank truck drivers.

Indian Oil Corporation Ltd (Indian Oil) has established a holistic plan for safeguarding and
preserving unity across all its stakeholders. The Indian Oil Corporation has resumed several
processing units in its refineries, as demand for petroleum products gradually rises. Now the
refineries operate at around 60% of their design ability and plan to scale up to 80% of their
design levels with increasing production slowly by the end of the month. Similarly, Indian Oil
has re-committed its Panipat complex to the manufacture of petrochemicals such as HDPE
(polyethylene high density) and Polypropylene. The Naphtha Cracker as well as MEG (Mono-
ethylene-glycol) plant in Panipat will likely be even more demand for these grading systems in
the next few days. The Polypropylene plant will resume operations at Paradip in a few days, as
well as other polymer units that will be online this month. Furthermore, regeneration of the
Panipat Naphtha cracker will help to increase crude oil refinery flow.

Although the entire value chain of oil products has been seriously affected by the nationwide
lock-up, Indian Oil has kept all its refineries ready for scale up to greater efficiency after the
demand for the product has increased. In view of the problems of product containment forced by
a sharp drop in demand, the company was fully engaged prior to COVId lockdown, but its output
was reduced and its work was reduced to almost 45% of the design capacity by the 1 April '20.
Despite a significant decline in sales of petrol, gasoline, ATF, tar, bitumen, etc.. The demand for
LPG cooking gas has risen and refineries have reacted to the challenge by growing the LPG
output of such units as FCC / IndMax.

In the same manner, Naphtha Cracker at Indian Oil in Panipat was planned to run far beyond its
design potential in March '20, but due to the build-up of Polymer component stocks and logistics
problems following the logging, its production had to be reduced significantly and even shut
down a few units. With the gradual lifting of locking locks several downstream industries have
been reopening operations from the end of April '20 in the plastics packaging, medical supplies
and food packaging industries. The shipping of polymer grades like BOPP, GPBM, PP raffia and
PP yarn from Panipat is then resumed. Measures have been taken to include oil pump owners,
POL tank car drivers, packed and bulk LPG users, LPG manufacturers, and DGR patrol workers
on the frontline of their operations under the health insurance scheme, which would also protect
some Covid-19 associated diseases.

In order to address all Covid-19 problems with a regular monitoring process, the high-level
cosmetology headed by the Director of Covid19, Rajah Kumar Mohapatra, focussed not only on
functioning but on different aspects of workers health, according to Indan Oil. "This policy
would protect more than 3.2 lakhs, including insured households, who make up the larger Indian
Oil family," Mohapatra said, adding that "Similarly, Indian Oil suggested an ex gratia insurances
protect of 5 regular ships in the event of a death owing to Cov-19 for these citizens operating the
supply chain. The balance will be charged to the deceased's next relatives.

"Indian Oil has been deliveries at their customers' doorsteps for the past few days on average 25
lakh cylinders a day. At the entrance of LPG bottling plants a program is being established that
allows for sanitation by spraying and spraying wheels as trucks carrying empty cylinders reach
the bottling plant. In fact, driving lines are held in near proximity to supply and storage areas in
order to provide space. In all its sites up to petrol pumps, Indian Oil has developed a code of
ethics for employment, hygiene and social distance.
CHAPTER 2 - LITERATURE REVIEW

2.1 Indian Oil remains in daily business in the world while it is

limited by Covid-19

The Indians Oil Company continues continuing business at its refineries, pipelines and industry
sites, given the danger of the COVED-19 pandemic in the area. Both Indian Oil refineries
continue to run for the last week with 100 % capacity, and the elevation of finished products
remains natural as was the case at upcountry bulk storage sites constructing their stocks. Indian
fuel station dealers, pump guards, LPG distributors and delivery boys are properly informed that
the COVID-19 pandemic with approved safety protocols has defined customers contact points.
More than 115 fueling stations in Indian Oil run normally across the region. The Company has
the prices of aviation fuel (ATF) in accordance with foreign oil values effective today. The
Company will now update ATF rates each quince days rather than at the beginning of each
month in favor of airline customers. In support of Hon'ble Prime Minister 's appeal to the people
of the country on 22 March 2020 to observe Janata Curfew (social exclusion immediately
imposed) between 7 and 9 a.m.

 Fuel Station

All fuel stations in Indian Oil are open on 22 March 2020 in keeping with their normal operating
hours, according to local state and national directives. The petrol stations work with minimal
staff in order to satisfy consumers and guarantee social distancing requirements.

 LPG Delivery

The Ambulance Service Cell 1906 number is planned for use on Sunday for LPG customers.
Indian Oil also maximizes Saturday's bottling and LPG replacement supplies to ensure sure
majority of consumer replacement demands are fulfilled. In view of the extraordinary situation
resulting from Covid-19 in the region, Indian Oil has introduced working hours and worked an
alternate days in non-critical areas. However, facilities at essential manufacturing, production &
storage sites must remain staffed with sufficient employees to support the company's supply
chain efficiently, securely and safely. Additional focus is provided for petroleum products being
shot to consumption points by tank truck drivers.

2.2 Digital Technology

In order to share information, digital technology is also being exploited. "Another digital
intervention is the way retired people receive life certificate inquiries. Every pensioner may issue
a Life Certificate which is an online or an app self-certification, "he said.

"A SOP has been developed (standard operating procedure), which requires that sites distribute
masks and maintain hand sanities at key points. An Indian Oil statement says that at working
points, all touches, such as exits, office work spaces, control room equipment and loading areas
for a tank vehicle, are sanitized by spraying two to three times a day." Where possible, the
company manufactured hand toilets and masks in-house. Indian Oil has developed a
comprehensive 'SWADHYAYA' e-learning portal which contains nearly 400 in-house learning
modules. In addition to general management topics, every system will ever enter modules to
know more about all facets of pipeline transport, processing and marketing.

2.3 The robust digital technology of Indian Oil supports seamless

lockdown operations.

As companies worldwide fight the Covid-19 pandemic, they gradually focus on emerging
technologies to counter the global standard. Digital technology has been the focal point for
Indian Oil too, with minimal disruptions and seamless operation by all of the organization to
maintain the supply line for essential fuels. The Company has taken several innovative measures
to tackle changing work conditions and evolving consumer demands in the last 37 days of its
nationwide lockout. The software of supply and delivery of LPGs, for example, The steep
increase had to be fully optimized in household cooking gas demand during the lock-down era.
Indian Oil has implemented a series of convenient refill booking methods, such as SMS-IVRS,
WhatsApp, websites for digital payment as well as online reservations via mobile applications,
with LPG 's customers at 13:11 crore. In order to book GPL refills from the comfort of their
homes each day, around 25 lakh customers are able to deliver GPL refill cylinders at the
doorstep. The burden on government / district governments and machines for law and order
police lock-downs has also been lowered. The corporation also encouraged LPG customers to
make digital payments in view of Covid-19 in order to avoid unnecessary currency bill handling.
Also operational was the emergency aid line number 1906 of LPG.

Indian Oil suppliers are supplying refills on a priority basis to LPG customers from PRADAN
Mantri Ujjwala Yojana (PMUY) BPL families for which, during April, May and June 2020,
Three LPG refilling services were expanded by the Government of India free of charge. The
robust PMUY program allowed the business to move RSP for the first LPG refill directly to 3.47
crore PMUY's bank accounts over the next few days, reflecting a Rs. 2.724 crore. Additional
developments include the implementation of e-customer receipts and the software's invoice
ledger.

Given the criticality of maintaining fuel supplies from a country-wide network of 600 + locations
, especially LPGs for households as well as petrol / diesel for emergency / essential / exempt
services, Indian Oil operates all its data centers 24x7 with 100% uptime for all business-critical
purposes, including SAP ERP applications.

2.4 Office at Home

After the national lock-down declared on 24 March 2020, Indian Oil's workers have been
operating from home in non-critical administrative departments, assisting the frontline teams
overseeing main locations. The company tried to create the digital twin of the workplace for its
home-based staff in line with the unprecedented scenario. The link between people and office
servers and business software and data in Virtual Private Networks (VPN). Online conferencing
allows models of workplace environments involving community dialogue and collaborative
decision-making. From company board meetings to executive management interactions, multiple
tools have gone digitally from employee groups, field officials, resellers, gasoline pump agents
and delivery boys to the withdrawal staff. Regarding accounts, permits and transfers
electronically, modern processes have been placed into effect. In April 2019 an organizational
content management program was introduced in order to create a paperless workplace. It
contains modules such as collaboration, document management, e-approvals and automated
business workflow, which avoid the need for physical file movement.

Additional apps for employees and their families seeking telephone consulting with doctors in
the company's panels and enabling workforce staff from home to mark their daily attendance and
give Covid-19 status were developed overnight after lockdown. A performance monitoring
program from the time-office collects workplace attendance details in real-time at more than 500
sites. A technical learning development in Indian Oil was triggered by existing lockdowns. In
September 2019, Swadhyaya was launched as an e-learning platform that its employees can
access from anywhere, every time and on any device. Swadhyaya currently consists of
approximately 470 modules covering 70 market functions with the entire contents produced
internally by topic experts, and more material is continuously added. Due to this reality, over
17,500 Indian Oil employees accessed and finished over 4.5 lakh e-module during locking
period, the popularity of the e-page can be measured. While Indian Oil’s powerful IT
infrastructure can endure new demands for its networks , data centers and bandwidth, with its
home workers communicating with digital hubs around the Web in large numbers. The
surveillance of cyber safety threats by increasing surveillance, advisories and webinars are
particularly important. Moreover, Indian Oil observes 2020 as the year of digitalization, to
illustrate the vital position of digitalization today as well as its future promise in transforming the
way individuals and systems are being changed.

2.5 Indian Oil initiates rare protocol to keep fuel supplies running

In order to shut down its workforce to deter coronary virus diseases, the Indian Oil Corp (IOC)
has developed a unique procedure for continuously operating plants in order to maintain the
nation's fuel supply. "We 're in a market that needs us not only to insure that customers get
constant gasoline, diesel and cooking gas (GPL) deliveries, but also that businesses get jet fuel
on demand. The organization also carried out home research at non-critical sites and introduced
paced operating hours and worked with appropriate safeguards on alternate days. Its customers
face points like gas pumps and GPL have launched a policy on security with facial masks and
sanitizers.

He said adding that unusual periods need exceptional action, Indian Oil and its whole team have
come up to support the nation on this occasion. "We have a responsibility to keep their supply
routes running, so we do all to maintain employees so public health." Singh said that to continue
fuel supply lines, the petroleum refineries must operate; the pipelines must flow, and distribute
retail outlets. "To maintain our activities, we must ensure the gasoline, that it is being supplied
daily, that it is processed and then refined at refineries, that the fuel generated in this manner is
transported to the depots from which to travel to the stage where it is meant to be transported.
The business aims to work with small numbers of workers in the pump sector and in LPG
distributors while maintaining that public transit is not carried out, he added. In all this, the firm
must also ensure, before 1 April, The transition to ultra-clean petrol and diesel BS-VI equivalent
to Euro-VI pollution fuel was listed. "We are worried for the health of our workers and clients
(consumers): we cannot halt activities in any factory, location or retail store. The IOC Policy
requires a limited amount of international entrants into companies' and communities' plants and a
ban of non-essential gathers. In the process of refilling in cautionary gear IOC even tweeted
photos of IOC employees and shop operators. "To ensure sustained availability of aviation
gasoline, the Indian Oil air traffic department operates against difficulties while taking proper
precautionary steps and adopting instructions," he tweeted. "Hats off to our customer
representatives who, during the period of immense difficulties, maintain reliable fuel supplies;
#Indianoil strives to ensure the safety of all its partners in addition to ensure all good practices,"
he said in another message. IOC also reported that the common practice in personal grooming
and the usage in hand sanitizers have been regularly reviewed by both of its distributors and
service providers. "We take every measure required to effectively satisfy our customers." "With
the #Indane cylinders deliverable cashless payments at home, we take all required precautions on
safety and are dedicated to the health of the customers, employees and channel partners.
2.6 Indian Oil manages to ensure the supply of fuel given the
COVID-19 constraints

The market for petrol, diesel, fuel oil, bitumen etc. for oil goods, has dropped drastically since
the COVID-19 outbreak in the region. The demand for ATF (Aviation Turbine Fuel) decreased
markedly as a result of the aircraft's suspension. With this in view, the majority of Indian Oil
refineries have limited the crude oil flow by 25% to 30%. Last week, the upgrading of the
finished products helped the company to build up their stocks for future readiness on upland bulk
storage sites, once the country's lockdown has been lifted and demand recovers. The Business
tracks and initiates behavior closely on global factors and the evolving consumer scenario.

 Rise in LPG demand

With demand for major petroleum products declining, demand for LPG cooking gas has
increased. Indian Oil is taking measures to raise GPL output in its major refineries to meet the
increasing demand for GPL by streamlined operations, increase of LPG yield in LPG units like
FCC / Indmax, etc. Deliveries of bottling plants and LPG refills are also streamlined. The 1906
Ambulance Response Cell is as normal working for LPG customers. There are adequate stocks
and no need for LPG customers to panic.

 Maintaining the supply line

In this time of difficulty, Indian Oil is committed to providing all permitted modes of emergency
feed. Maintenance of essential services in their areas has been advised to operate bulk storage
plants, LPG bottling plants, fuel stations and LPG distribution companies under the supervision
of their respective State Governments / local authorities. The petrol stations run with skeleton
staff in order to maintain personal health and social space. With special focus on the protection
and wellbeing of our staff, utilities providers, contract personnel, manufacturers of gas pumps
and consumers, LPG distributors & retailer people ... the business has taken many safe-guard
steps. A high-level committee was created to resolve all Covid-19-related problems which have
made it simpler to deal with domestic labor standards at non-critical corporate locations and
maintain acceptable social distance laws. Adequate workforce is however deployed with all
health, hygiene and safety measures at the critical refining, supply & distribution locations. In
shift activities, fire & health, emergency services and other critical resources, Manning has now
been simplified 24 hours a day. The usage of contracted staff is only carried out with adequate
protection & precautionary steps such as hand sanities and masks in vital and sensitive facilities
at a minimum. There is also sufficient consideration in the transport of petroleum goods to gas
stations by tank-truck drivers. For meetings with internal and external stakeholders video
conferences are widely used. The Company periodically exchanges Covid-19 health advisories to
all its workers across internal communications channels. Channel partners were also encouraged
to raise awareness among customers visiting the touch points of the various cautionary measures
and standards for social distance. Following a nationwide lockout, the Company tackles
numerous concerns related to the gasoline tank Lorries' movements and turnarounds; restricted
autonomy and employee engagement at LPG dealers and gasoline stations; and reduced fuel
stations operating hours in a few areas. Despite the many limitations, Indian Oil remains
committed, while all necessary measures are taken, to ensuring the availability of fuel for its
valued customers and emergency services.

2.7 Indian Oil continues programs, plans to scale up post-lockdown

operations

After the national lock-down declared on 24 March 2020, Indian Oil's workers have been
operating from home in non-critical administrative departments, assisting the frontline teams
overseeing main locations. The company tried to create the digital twin of the workplace for its
home-based staff in line with the unprecedented scenario. The link between people and office
servers and business software and data in Virtual Private Networks (VPN). Online conferencing
allows models of workplace environments involving community dialogue and collaborative
decision-making. From company board meetings to executive management interactions, multiple
tools have gone digitally from employee groups, field officials, resellers, gasoline pump agents
and delivery boys to the withdrawal staff. Regarding accounts, permits and transfers
electronically, modern processes have been placed into effect. In April 2019 an organizational
content management program was introduced in order to create a paperless workplace. It
contains modules such as collaboration, document management, e-approvals and automated
business workflow, which avoid the need for physical file movement. Additional apps for
employees and their families seeking telephone consulting with doctors in the company's panels
and enabling workforce staff from home to mark their daily attendance and give Covid-19 status
were developed overnight after lockdown. A performance monitoring program from the time-
office collects workplace attendance details in real-time at more than 500 sites.

 Resumption of Projects

Indian Oil started research on 64 identified projects with a total allocation of about Rs. 21,375
crore, 29 of which began on 20 April 2020. The Company requires the approvals of state and
district officials to organize the workers and to restart research whenever appropriate. The main
projects that have already been revived involve the Paradip-Hyderabad products Rs. 3,338 km
across Odisha, Andhra Pradesh and the Telangana pipeline and its 1212 km range; Paradip-
Haldia-Durgapur LPG Pipeline Rs. 3,028 Km across 678 kph in Odisha, Jharkhand, West Bengal
and Bihar, and the Ennore-Tiruva pipeline Rs. 6,025 Crore, which passes through Odisha,
Andhra Pradesh, and the Telangana Pipeline;

Many ventures, such as LPG bottling plants in rural locations, large storage terminals / depot
sites and community gas delivery schemes, and new facilities / tanks at existing sites have also
been restarted. Recently, the Corporation completed a large-scale enhancement project for fuel
quality BS-VI in all its refineries at Rs. 17,000 crore combined. The CAPEX Programmed for
2020-21 includes primarily refining, pipeline and marketing ventures, with petrochemicals being
followed. Among these are 188 major projects over Rs 25, including several pipeline projects
undertaken even during the locking period.

The CAPEX plans of Indian Oil are based on the country's long-term demand potential. India is
expected to remain one of the world's fastest-growing petroleum & gas markets in the long term
and the current demand rebound is only temporary until the country's growth of oil & gas
demand rebounds. Such ventures are crucial in the context of potential energy needs and the
creation of workers.

WTI - The sharp fall in the price of crude oil, which eventually led WTI to a historic low of
$37.63 per barrel, yesterday resulted in a panic sale of delivery agreements between May and
May 20 a day before their expiry, without which delivery in Cushing, Oklahoma, would have
been needed in the face of the COVID-19 demand destruction and storage restrictions. WTI
futures are now quoted at about $16 / bbl and $21 / bbl respectively for June-20 as well as for
ICE Brent in May-20.

2.8 Indian Oil binds LPG imports in full order to satisfy additional
cooking gas demand

Indian Oil Company is fully dedicated to satisfy the country's additional demand in the context
of the ongoing COVID-19 crisis for LPG coking gas. For April and May, the business has
connected additional imports to ensure continued availability (approximately 50% above regular
import), of bulk LPG for its bottling plants. In its major refineries Indian Oil takes steps to
increase the quality of LPG, by improving processes, improvement of the LPG yield for LPG
units such as FCC / IndMax, etc. In order to meet growing demand, LPG bottling plants also run
long hours, shifts at night and on public holidays / Sundays. The system of transport between
plants and distributors has also been designed for rapid cylinder turn-offs.

With coordinated efforts from the supply points and the marketing network, Indian Oil has been
able to supply its customer with more than 3 338 crore LPG cylinders, i.e. 26 lakh cylinders
every single business day in the last 15 days since lock-up. Notwithstanding lockdowns, curfews
and prohibitions and other travel constraints enforced by specific governmental and national
authorities, Indian Oil’s LPG distributors and delivery boys have been granted the extra mile to
guarantee the timely delivery of LPG cylinders to customers' doorstep in the safest way.
Throughout the supply chain, citizens follow good health and safety practices and use helmets
and hold and stocks cylinders. In order to guarantee sufficient LPG supplies to its customers
throughout the world, Indian Oil requested them not to panic or to visit the showrooms and
displays of the LPG delivery services in order to receive reinforcement. You can book LPG
refills from your own homes by SMS / IVRS (75888-88824) and receive delivery at your door.
The company's Smartphone Device, Indian Oil One, and the site (https:/cx.indianoil.in), or a
payment connection should be rendered on line to eliminate some cash dealing and reduce
personal interaction by submitting a customer to the SMS after rebooking. This is the best way to
discourage payment processing. Also fully functional is LPG Emergency Aid Line 1906.
In accordance with its Medical Insurance Policy, which will also cover all related conditions of
COVID-19, the corporation has taken steps to cover its packed and bulk LPG truck drivers and
GPL delivery boys etc. More than 1.1 lakh citizens, including the insured households, would be
protected by this program. Likewise, Indian Oil also plans to provide ex gratia coverage of Rs.5
lakhs by Covid-19 for tank-truck crews and delivery boys managing the supply chain. The sum is
due to the deceased's next relative.

 Free refills for PMUY customers

Indian Oil has advised its distributors, for which the Government of India has extended its
facilities free of charge in the months of April, May and June 2020 for three LPG recharges to
customers of LPG under the terms of Pradhan Mantri Ujjvala Yojana (PMUY). Keeping this
goal in mind, the Company has already introduced the transition to its PMUY customers for
direct subsidy payments of RSP for the first LPG recharge into its banking accounts. The total
amount of the bank accounts of about 2,780 crore PMUY customers is therefore transferred and
the process is likely to be completed within the next two days. PMUY customers who obtained
recharges on their checking account in April prior to the money transfer would be able to book
the recharges free of charge after 15 days' period spent. Given the lock-down of COVID-19, the
LPG distributors will not insist that any documents required from PMUY customers are hard
copied / copied. After you have lifted the lock-down to maintain proper records, you can
digitally capture the required documents and provide hard copies.

2.9 Indian Oil changes health, safety and business continuity

regulations

While the COVID-19 frontline soldiers, such as physicians, healthcare workers, nurses and
government agencies, In a battle in pitch with the epidemic, many more unsung heroes do the
same good job ensuring that communities across the country receives constant supplies of
essential services and goods. Which involve those that control the flame of the cooking gas in the
kitchens and making sure the country's wheels are turning smoothly? These are nothing but your
professional LPG operators, patrollers, tank truck drivers, etc., assisted by Indian Oil’s refinery
and delivery / distribution workers. After the national 21-day shutdown began, Indian Oil has
established an orchestrated plan to guarantee all its stakeholders' health and safety and to ensure
market sustainability.

Speedy steps have been taken to enable employees in non-critical locations through mobile
communications, digital connectivity and dedicated platforms to make work from home easier.
The POL products are supplied at delivery locations such as refineries, pipes, LPG depots, ports,
depots, aviation fuel stations and continue to operate with specialized personnel. Besides
assuring millions of customers that there is no shortage of fuel supply in the country through the
media and public communications, President Sanjiv Singh and other directors are regularly
interacting with staff via video and written communications. In order to deal with everything
related to COVID-19, In addition to the activities involved, but also on the well-being of workers
around the world, a high-level committee led by Mr. Ranjan Kumar Mahapatra, Director (HR)
was set up, which included the dines program.
OBJECTIVE

 Indian Oil Seamless Operations in Lockdown.

 Indian Oil Comprehensive Strategies during Covid-19.
 Impact on HR Policies during Covid-19.
 Introducing Digital Technology.
CONCLUSION & RECOMMONDATIONS

Indian oil firms around the world react to the Corona virus (Covid-19) and the consequences of
the price war in Saudi Russia and its staff, consumers and industry. A once in a lifetime measure
of stability and operational versatility has been generated by this unusual circumstance with an
over-stretched oil market and a significant demand decline.

The ongoing recession is an opportunity not only to succeed, but to grow in many organizations.

 Rapid decision making

The leaders of the oil and gas industry must consider the medium-term consequences of a course
of action – in which a company's analysis processes differentiate between winners and losers. It
is also an effective way of quick decision-making, for simple analysis and examination of results,
which helps you to calculate issues such as credit risk and payable. To tackle this daunting
moment, several companies tend to take back the strategy 'freeze all spends' after the 2014-2015
accident, the opportunity for them to differentiate between what is expended on (KTLO), critical
spending and discretionary spend.

 Identifying and optimizing Streams of interest

The Covid-19 scenario is an outstanding examination for businesses that have defined value
sources and are already (or are projected to produce) high-value sources and can concentrate and
minimize value. These can or cannot end up being customer-oriented for B2B companies, and
the good example is that a refiner is able to look for custom value streams.

 Working with a remote workforce

It is therefore necessary to understand how the team is sharing the interest. Our concept of our
dispersed Teams should be paired with a variety of instruments that will allow you to operate
constantly as teams are spread across the planet.
  Long-term sustainability market frameworks

It is important for petroleum and gas firms to properly understand their B2B and B2C clients and
to provide a more stable business model to create long-term resilience through Black Swan
incidents such as the current situation of the Corona virus and the conflict between Russia and
the Saudi markets. On the B2C hand, you also are able to build an innovative market model by
supplying you with an outstanding consumer data approach, by fully knowing the attitude,
desires and purpose of your consumers and creating a 'plan B' approach for specific commodity
from your own company or affiliate organizations, (e.g., EV charging stations).

Inside B2B it is often crucial to know which consumers to focus on first, and in such
circumstances exposure to such data becomes necessary once again to establish a good
partnership with consumers with long-term contracts, worry about the instability of the supply
chain, or pursue stability from suppliers when demand decreases (say an airliner with a long-
standing contract with an oil majeure).
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