Final Print Yash

A STUDY ON
ONLINE SUMMER REPORT ON
“OIL AND GAS”
A Project Report submitted in partial fulfillment of the requirements
For the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION
TO
VEER NARMAD SOUTH GUJARAT UNIVERSITY, SURAT
Submitted By:
Group Leader : YASH M. SAVALIYA [17]
Member : JINAL K. SORATHIYA [22]
T.Y.B.B.A. (Sem.–V)
Under the guidance of
AATISH PATEL
Submitted To:
AMBABA COMMERCE COLLEGE, MANIBA INSTITUTE OF BUSINESS

MANAGEMENT & DICA-SABARGAM
(September-2021)
DECLARATION
I Mr. YASH SAVLIYA, Ms. JINAL SORATHIYA hereby declare that the online Summer
report entitled“ OIL AND GAS”under the guidance of AATISH PATEL submitted in partial
fulfillment of the requirements for the award of the degree of Bachelor of Business
Administration to Veer Narmad South Gujarat University, Surat is my original work –
research study – carried out during 1st July, 2021 to 31st August, 2021 and not submitted for
the award of any other degree /diploma/fellowship or other similar titles or prizes to any other
institution/organization or university by any other person.
Place:
Date:
Signature
YASH M. SAVALIYA [17]
JINAL K. SORATHIYA [22]
AMBABA COMMERCE COLLEGE, MANIBA INSTITUTE OF BUSINESS

MANAGEMENT & DICA-SABARGAM
2
ACC,MIBM&DICA,SABARGAM
ACKNOWLEDGEMENT
Words are indeed inadequate to convey my deep sense of gratitude to all those who have
helped me in completing this project the best of my ability. Being a part of this project has
containly been a unique and a very productive experience on my part.
I am really thankful to AATISH PATEL, H.O.D of business administration and prof. Aatish
Patel of Ambaba commerce college , Sabargam of making all arrangement to help me carry
out the project successfully.
Submitted by:-
YASH M. SAVALIYA [17]
JINAL K. SORATHIYA [22]
3
Ambaba Commerce College,
Maniba Institute of Business Management
&DICA, Sabargam
(Affiliated to Veer Narmad South Gujarat University, Surat)
Managed By :- Shree DakshinGujaratShikshanSamaj, Kumbharia
At. Sabargam, Po.Niyol, Tal. Choryasi, Surat-394325. Ph. (O) 02622-272981, 08980004848
E-mail:-ambaba_college@yahoo.co.in,Website:-www.sabargamcollege.org
CERTIFICATE
This is to certify that the online summer Report
entitled “Mr. YASH SAVLIYA, Ms. JINAL SORATHIYA” Submitted in
partial fulfillment of the requirement for the award of the degree of BACHELOR
OF BUSINESSADMINISTRATION to VEER NARMAD SOUTH GUJARAT
UNIVERSITY, SURAT is a record of bonafide research work carried out by
AATISH PATEL under mysupervision and guidance.
Signature of guide
Date: Signature of Principal
4
INDEX
No. Title Page
No.
1 INDUSTRIAL/SECTORAL SCENARIO 2
2 COMPANY PROFILE 16
3 FINANCE DEPARTMENT 36
4 MARKETING DEPARTMENT 50
5 HUAMN RESOURES DEPARTMENT 65
6 PRODUCTION DEPARTMENT 90
7 ANY OTHER COMPANY SPECIFIC 112
DEPARTMENT
8 CONCLUSION 117
Chapter: 1 INDUSTRIAL/SECTOR
SCENARIO
SR.No. Title Page No.
HISTORY/EVOLUATION OF THE
1.1 3
SECTOR
1.2 OVERALL WORKING OF THE SECTOR 5
CHALLENGES FACED BY THAT
1.3 7
SECTOR IN INDIA
1.4 SWOC ANALYSIS 9
1.5 MAJOR PLAYERS IN THE SECTOR 11
1.6 GDP CONTRIBUTION BY THAT SECTOR 14
1.7 OBJECTIVES OF RECRUITMENT 15
2
1.1HISTORY/EVOLUATION OF THE SECTOR
Oil and natural gas are major industries in the energy market and play an influential role in
the global economy as the world's primary fuel sources. The processes and systems involved
in producing and distributing oil and gas are highly complex, capital-intensive, and require
state-of-the-art technology.
This guide looks at the business of oil and gas and is intended to serve as a research aid to
sources worldwide, with a specific emphasis on the United States. It covers a brief history of
the oil and gas industry, an overview of companies and organizations, statistic and pricing
resources, and regulations. The industry is often divided into three segments:
• upstream, the business of oil and gas exploration and production;

• midstream, transportation and storage; and
• downstream, which includes refining and marketing.
These three areas are reflected in the organization of the guide.
1.1.1History of the Industry

This page provides an overview of the history of the oil and gas industry and includes
relevant resources. The historical information is split into two time-periods: pre-19th century,
and from 1800 to the present.
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1.1.2 ANCIENT HISTORY TO 1800
Petroleum has been used for waterproofing, construction, and lighting purposes spanning
back to ancient civilizations. Petroleum and its semi-solid cousin, bitumen (asphalt), could be
found in seepages in Italy, China, Egypt (Gebel Zeit), Cuba, and the Dead Sea.1 Baku, in
present-day Azerbaijan, was well-known from Antiquity to the modern era for its natural
seeps of crude oil.2 Natural gas deposits were recorded by early societies in ancient India,
Greece, Persia, northern Iraq, and China. Some harvested the energy, like those in the
Sichuan Valley to heat brine for salt production. Below are books and articles to explore the
gas and oil industries up to 1800.
OVERALL WORKING OF THE SECTOR

Crude oil and natural gas are complex chemical mixtures that are generally unsuitable for
direct use. Oil refining and gas processing turn these mixtures into a wide range of fuels and
other products while removing low-value and polluting components. Refining and processing
have both positive and negative environmental impacts: although they remove harmful
pollutants and produce cleaner-burning fuels, the operations at refineries and processing
plants may release harmful pollutants into the environment, affecting local air and water
quality.
Gas
Gasoline
Kerosene
Crude Oil
Diesel Oil
Fuel Oil
The oil is
heated in a
furnace
Lubricating oil, Parafln Wax, Asphalt
4
Oil Refining
Crude oil is a mixture of many different hydrocarbon molecules of a range of sizes. Smaller
molecules vaporize at lower temperatures, so crude oil can be distilled to separate out the different
hydrocarbons. In the distillation process, crude oil is vaporized and the hot vapor rises up a
column, cooling as it rises. Differ- ent hydrocarbons vaporize at different temperatures, so they
condense into liquid form at different points in the column, separating the crude oil into
different components that can then be further processed to optimize them for their final use.
Gasoline and diesel are the most lucrative products extracted from crude oil, so refineries use a
range of techniques to maximize the production of these fuels. This may include cracking
(breaking larger molecules down into smaller mol- ecules2), hydrotreating (replacing impurities
such as sulfur with hydrogen to improve fuel quality3), reforming (turning smaller molecules into
gasoline2), alkylation (using an acid to produce high-octane gasoline from smaller
molecules4), and blending (mixing different liquids together to produce uniform products that
meet regulatory standards5). During the blending stage, ethanol from industrial ethanol plants is
also blended into gasoline to increase its octane content, reduce carbon monoxide emissions,
and meet the requirements of the Renewable Fuel Standard.
5
1.3 CHALLENGES FACED BY THAT SECTOR IN INDIA
1. Technological up-skilling of resources
Upskilling and reskilling of the workforce is the need of the hour in the age of rapid IT
innovation. With the technology advancing at a break-neck speed, companies need to bring in
a sense of empowerment by acquainting the workforce with the latest technologies, investing
in training & reskilling of the workforce.
2. Digital transformation
With the emergence of various technologies such as artificial intelligence, augmented reality,
IIoT, etc. there is an increase in the digitization of the industry. During this phase of digital
transformation, it is important for companies to help their workforce to cope up with change
by deploying strategies like interactive training sessions, seminars, team discussions, etc. and
creating ecosystems that ensure the perfect balance between the two.
3. Shrinking Talent Pool

A major challenge faced by the Oil & Gas sector is severe competition for top talents due to
an aging workforce and shrinking talent pool. Also, attracting the best talents requires
considerable investment. Companies can navigate these problems by working with a
recruitment specialist that can help them build a talent pool of suitable candidates based on
their requirement.
4. Recruiting and retaining talents

Being primarily a field-based industry requires a combination of mental skills and physical
resilience which is quite different from a regular desk job. Hence, recruiting and retaining
suitable talents is a tedious job. Thus, the companies need a sustainable approach towards
managing the work-life balance of the employees and keeping them happy in order to curb
attrition.
5. Nurturing new leadership

In the age of digital disruption, the industry needs visionary leaders who will help shape the
oil and gas industry of tomorrow. Hence, it’s necessary to nurture new leadership by
identifying talents & mentoring them.
6
6. Maintaining diversity in the workforce & ensuring gender equality
The cohesiveness of the team in a multicultural diverse workforce is of utmost importance to
ensure the smooth functioning of an organization.
7. Maintaining team morale

Factors like remoteness of site locations & harsh working conditions affect the motivation
level of team members to some extent. Team building exercises, interactive sessions and
discussion forums need to be organized on a regular basis to maintain the camaraderie and
boost morale.
8. The rapid expansion of green technologies

With the rapid expansion of green technologies like biofuel and electrical energy sources,
there is a decrease in dependency on the Oil & Gas industry. However, liquid fuels are still
difficult to replace and it will take a considerable amount of time for them to be phased out
completely.
Although the oil & gas sector is facing many challenges, there is no denying the fact that it
continues to be one of the most dynamic and important industries in the world and it will be
exciting to see what the future holds for this industry.
7
1.4 SWOC ANALYSIS
Strengths
•India is the worlds fifth biggest energy consumer and continues to grow rapidly
•Major natural gas discoveries by a number of domestic companies hold significant medium
to long-term potential.
•Demand for petroleum products
•Increase in demand for oil and gas
Weaknesses
•The oil and gas sector is dominated by state-controlled enterprises, although the government
has taken steps in recent years to deregulate the industry and encourage greater foreign
participation
•Increase in oil prices
•Inadequate and slowly developing infrastructure
•Lack of awareness in safety issues
•Environmental issues
Opportunities
•Liquefied natural gas (LNG) imports are still setto grow rapidly over the longer term
asdomestic consumption expands
•India has freed gasoline retail price controls
•Untapped domestic oil and gas potential
•Strong domestic energy demand growth
•High recovery rates from existing projects
8
Threats
• Highly flammable
•Increased competition within government and
private players
•Continuing government interference
•Changes in national energy policies
9
1.5 MAJOR PLAYERS IN THE SECTOR
1. IndianOil Corporation
Indian Oil Corporation Limited (briefly identified as
IndianOil) is an Indian state-owned oil and gas firm with
its headquarters located in New Delhi. This company is
the world’s 88th largest companies, as per the Fortune
Global 500 list, and the largest in category of public
corporation in India when ranked by revenue. It is the Oil
and Gas Company that operates the largest and the
extensive network of fuel stations all over India, totalling about 20,575. Other brands
possessed by this are AutoGas – Automotive Natural Gas, Xtra Premium – Automotive
Premium Petrol, Xtra Mile – Automotive Premium Diesel, IndaneGas – Domestic and
Industrial Gas and Servo – Lubricants and Greases.
In the first position we have Indian Oil Corporation. This company was started in the year
1959. The company’s headquarters is located in New Delhi, India. It has 28 Billion Dollar
turnover and more than 35000 employees. It is another public sector undertaking and has its
business spread across the globe. It also has its subsidiaries in Sri Lanka, Mauritius and UAE
These are the major players in the oil and natural gas companies of India 2017. It is highly
important to preserve our resource and also make the best use of it.Top Companies involved
in business of the Oil & Gas sector not only funds towards the growth of economy through its
production but also provides great range of employment prospects to the suitable talents. This
sector holds large production process and large base of officials involved for the best
outcome in oil and gas production.
2. ONGC
This Oil and Gas Company ranks at third position in the list
and secures number eight in the entire world. It records a
large turns-over over 6.50 Billion Dollars a year and is
acknowledged as one of the most reliable industries in
India. This Oil and Gas Company belongs to public sector
category and has provided employment opportunities for
nearly 33,000+ applicants.
The company is involved in exploiting hydrocarbons in 26 sedimentary basins of the country,

and operates over 11,000 kilometres of pipelines.Oil and Natural Gas Corporation or the
ONGC has its headquarters in Dehradun, Uttarkhand. It was founded in 1956 and has a
10
turnover of 6.50 Billion Dollar. The company has more than 33000+ employees and is one of
the biggest names in the Oil and gas sector of the country. It is the largest among all the
governments undertaking in the oil and natural gas sector. It was ranked in the Fortune
Global 500 and is also 17th among the Top 250 Global Energy Companies by Platts.
3. Bharat Petroleum
The Bharat Petroleum Company tops this list at fourth
position as it has effectively turned-over more than 40
Billion Dollars. It is more recommended company as it is
quite affordable compared to its competitors, has its
headquarters in Bangalore. The company targets to provide
the finest quality Oil, Gas and Petroleum Products tested after thorough manufacture process
to India and overseas. It belongs to category of a publicly-owned industry with around
14,000+ employees.The head office of Bharath petroleum is located in Mumbai,
Maharashtra.
With a turnover of 40 Billion Dollar the company has more than 15000 employees and is well
known in the Oil, gas and Petroleum. The company has two major refineries situated in
Mumbai and Cochin. The company was ranked in the Fortune 500 global list. S. Varadarajan
is the Managing Director and the Chairman of the company. It is also anther undertaking of
the Government of India.
4. Reliance Petroleum Limited
The Reliance Petroleum Limited Company rules the

domain of oil and gas production since many decades
with its headquarters located in Ahmadabad. The
company holds the title of being the most versatile and
customer-based company in the country and also in the
world. It also helps clients by sharing possibilities of
finding the most practical oil and gas capitals for business. Apart from supplying oil and
other LPG products, it carries out discourses to an extensive platform of audience all over the
world. It belongs to a Government-owned sector, having employed more than 10,000
employees.A subsidiary to the Reliance Company Limited was founded in the year 2008.
The company’s head office is located in Ahmadabad, Gujarat and has a turnover of 670
Million Dollar. It has more than 10000 employees. Mukesh Ambani is the key person of this
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company. Reliance Petroleum Limited has its benefits from an alliance with Chevron India
Holdings Pte Limited, Singapore. The Jamnagar refinery is the source for the company’s oil
and is the biggest refinery of the country.
5. Essar Oil Limited
Essar Oil is an established name in India since many

decades because of its active contribution in the
exploration and production of oil and natural gas,
purifying of crude oil, and advertising of petroleum
products. It is basically a share of the Essar Group with
headquarters in Mumbai.
Basically it runs a major refinery in Vadinar, in Gujarat state which made it the second
greatest non-state refiner in India in year 2009.This company is engaged in the exploration of
crude oil and marketing of natural gas.
The company’s head office is located in Mumbai. With a turnover of 9 Billion Dollar and
more than 75000 employees this company provides great services to its clients. The
Chairman of the company is Ravi Ruia and Lalit K Gupta is the Managing director and the
CEO. The major refinery of this company is located in Vadinar, Gujarat which makes it the
largest non-state refinery of the country.
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1.6 GDP contribution by that sector
As of 2018, the ratio of profits from the oil and gas sector to India's GDP was around 0.66
percent. The sector saw a drastic fall profit contribution from 1.17 percent in 2008 to 0.60
percent in 2013.
ECONOMIC SURVEY 2020-21
The Union Minister for Finance & Corporate Affairs, Ms. Nirmala Sitharaman presented the
Economic Survey 2020-21 in the Parliament on January 29, 2020. The key highlights of the
Economic Survey 2020-21 are as follows:
Saving Lives and Livelihoods amidst a Once-in-a-Century Crisis
• India focused on saving lives and livelihoods by its willingness to take short-term
pain for long-term gain, at the onset of the COVID-19 pandemic.
• An early, intense lockdown provided a win-win strategy to save lives and preserve
livelihoods via economic recovery in the medium to long-term.
• Strategy also motivated by the Nobel-Prize winning research by Hansen & Sargent
(2001): a policy focused on minimizing losses in a worst-case scenario when
uncertainty is very high.
• India was the only country to announce structural reforms to expand supply in the
medium-long term and avoid long-term damage to productive capacities.
• Calibrated demand side policies to ensure that the accelerator is slowly pushed down
only when the brakes on economic activities are being removed.
• A public investment programme centred around the National Infrastructure Pipeline to
accelerate the demand push and further the recovery.
• Upturn in the economy, avoiding a second wave of infections - a sui generis case in
strategic policymaking amidst a once-in-a-century pandemic.
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1.7 OBJECTIVES OF RECRUITMENT
Various factors in the environment affects the recruitment process. The recruitment process
begins with an attempt to find employee with the abilities and attitudes desired by the
organization and to match them with the tasks to be performed. Whether potential employee
will respond to the recruiting efforts will depend on the attitudes they have developed
towards those tasks and the organization on the basis of their past social and working
experiences. Their perception of the task will also be affected by the work climate in the
organization. The recruitment process depends on factors like external and internal
influences. Some important objectives are as follows:
To serve the national interests in oil and related sectors in accordance and consistent with
Government policies.
To ensure maintenance of continuous and smooth supply of petroleum products by way

of crude oil refining, transportation and marketing activities and to provide appropriate
assistance to consumers to conserve and use petroleum products efficiently.
To enhance the country’s self-sufficiency in crude oil refining and build expertise in
laying of crude oil and petroleum product pipelines.
To minimize fuel consumption and hydrocarbon loss in refineries and stock loss in
marketing operations to effect energy conservation.
To earn a reasonable rate of return on investment.
To optimize utilization of refining capacity and maximize distillate yield and gross
refining margin.
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Chapter 2: Company Profiles
SR.No.
Title Page No.
2.1 Reliance Industries
2.1.1 NAME &LOCATION OF COMPANY 16
2.1.2 NAME & LOCATION OF OTHERT BRANCHES 17
2.1.3 YEAR OF ESTABLISHMENT 18
2.1.4 NAME OF FOUNDER AND PROMOTORS 19
2.1.5 VISION STATEMENT 19
2.1.6 SWOT ANALYSIS OF THE COMPANY 20
2.2 Indian Oil Corporation
2.2.2 NAME & LOCATION OF OTHER BRANCHES 22
2.2.4 NAME OF FOUNDER & PROMOTERS 24
2.2.5 MISION STATEMENT & VISION STATEMENT 25
2.2.6 SWOT ANALYSIS OF THE COMPANIES 27
2.3 Bharat Petroleum Corporation Limited
2.3.2 NAME & LOCATION OF OTHERT BRANCHES 29
2.3.4 NAME OF FOUNDER AND PROMOTORS 32
2.3.5 VISION STATEMENT 32
2.3.6 SWOT ANALYSIS OF THE COMPANY 33
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2.1 Reliance Industries
2.1.1NAME &LOCATION OF COMPANY
Name:- Reliance Industries
ISIN:- INE002A01018
Industry:- Conglomerate
Founded:- 8 May 1973; 48 years ago
Founder:- Dhirubhai Ambani
Headquarters:- Mumbai, Maharashtra, India
Area served:- Worldwide
Key people:- Mukesh Ambani (Chairman & MD)
Products:- Petroleum, Natura gas, Petrochemicals, Textiles, Retail, Telecommunications

,Media, Television, Entertainment, Music, Financial, ServicesSoftware
Revenue:- Decrease ₹483,251 crore (US$68 billion) (2021)
Operating income:- Increase ₹76,134 crore (US$11 billion) (2021)
Net income:- Increase ₹53,223 crore (US$7.5 billion) (2021)
Total assets:- Increase ₹1,321,212 crore (US$190 billion) (2021)
Total equity:- Increase ₹693,000 crore (US$97 billion) (2021)
Owner:- Mukesh Ambani (50.54%)
Number of employees:-236,334 (2021)
Subsidiaries:
• Jio Platforms ,
• Reliance Retail
• Reliance Petroleum
• Jio Payments Bank
• Network18 Group
• Mumbai Indians
• Alok Industries
• Reliance Foundation
16
2.1.2. NAME & LOCATION OF OTHERT BRANCHES
Reliance Industries Limited Hazira Manufacturing Division

Address: Kuwo Dariyo Jatra Rd, Mora Tekra, GSEG Colony, Hazira, Gujarat 394517
Reliance Industries Limited

Address: Hazira Manufacturing Division, Village : Mora, Surat Dumas Rd, Surat, Gujarat
394510

Address: Bhavya Honda Showroom, Piplod, Shanti Ni Ketan Apartment, Opposite,
Choriyasi, Piplod, Surat, Gujarat 395001

Address: MHRF+W8C, Dahej, Gujarat 392130
Reliance Industries
Address: 5MFG+52R, Mora, Limla, Gujarat 394517
Jamnagar Refinery
Address: 8RXX+GRR, Motikhavdi, Gujarat 361280
Reliance Manufacturing Division

Address: RIL Baroda Complex P. O. Petrochemicals, Vadodara, Gujarat 391346
17
2.1.3 YEAR OF ESTABLISHMENT
The company was co-founded by Dhirubhai Ambani and Champaklal Damani in 1960's as
Reliance Commercial Corporation. In 1965, the partnership ended and Dhirubhai continued
the polyester business of the firm. In 1966, Reliance Textiles Engineers Pvt. Ltd. was
incorporated in Maharashtra. It established a synthetic fabrics mill in the same year at Naroda
in Gujarat.On 8 May 1973, it became Reliance Industries Limited. In 1975, the company
expanded its business into textiles, with "Vimal" becoming its major brand in later years. The
company held its Initial public offering (IPO) in 1977. The issue was over-subscribed by
seven times.In 1979, a textiles company Sidhpur Mills was amalgamated with the company.
In 1980, the company expanded its polyester yarn business by setting up a Polyester Filament
Yarn Plant in Patalganga, Raigad, Maharashtra with financial and technical collaboration
with E. I.
In 1985, the name of the company was changed from Reliance Textiles Industries Ltd. to
Reliance Industries Ltd.During the years 1985 to 1992, the company expanded its installed
capacity for producing polyester yarn by over 1,45,000 tonnes per annum.
The Hazira petrochemical plant was commissioned in 1991–92.
In 1993, Reliance turned to the overseas capital markets for funds through a global depository
issue of Reliance Petroleum. In 1996, it became the first private sector company in India to be
rated by international credit rating agencies. S&P rated Reliance "BB+, stable outlook,
constrained by the sovereign ceiling". Moody's rated "Baa3, Investment grade, constrained by
the sovereign ceiling".
In 1995/96, the company entered the telecom industry through a joint venture with NYNEX,
USA and promoted Reliance Telecom Private Limited in India.
In 1998/99, RIL introduced packaged LPG in 15 kg cylinders under the brand name Reliance
Gas.
The years 1998–2000 saw the construction of the integrated petrochemical complex at
Jamnagar in Gujarat,the largest refinery in the world.
18
2.1.4 NAME OF FOUNDER AND PROMOTORS
Dhirubhai Ambani was one of the sons of Hirachand Gordhanbhai Ambani, a village school
teacher belonging to the Modh Baniya community and Jamnaben Ambani and was born in
Chorwad, Junagadh district, Gujarat on 28 December 1932. He did his studies from Bahadur
Khanji school. In his youth, he joined the protests against the Nawab of Junagarh and
organized many actions against the Nawab's plans to join Pakistan after independence.
In 1948, he left for the Port of Aden, Yemen to work for A. Besse and Co. along with his
brother Ramnikbhai. He later came to sell shell and Burmah oil products for the company.
There is a famous story about how he once made a lot of money by melting the silver bullion
and selling it as pure silver because he knew that the value of pure silver was much higher
than the bullion thus was a precursor to his financial wizardry and acumen.
His friends described him as someone who was affable yet ambitious, cheerful yet had a 'dark
side' because of his extreme ambition and risk taking. In Aden, his first son, Mukesh was
born to him in 19 April 1957. Another son, Anil, was born two years later in 1959.
He left Aden in 1958 to try his hand at his own business in India in the textiles market.
2.1.5 VISION STATEMENT

vision statement
The vision statement for Reliance Industries is its strategic plan for the future – it defines
what and where Reliance Industries Company wants to be in the future. The vision statement
for Reliance Industries is a document identifying the goals of Reliance Industries to facilitate
its strategic, managerial, as well as general decision making processes
Components of the vision statement
Concise
The vision statement of Reliance Industries is brief and to the point. This means that the
company has not used long dialects and dialogues to delivers its opinion ad stance to the
public and relevant stakeholders. The vision statement should be brief and comprehensive – it
should communicate the essence of the business, and its future plans to help the stakeholders
understand its business philosophy and business strategy.
Encompassing description
The vision statement of Reliance Industries should be brief but should be holistic in nature.
This means that the visions statement should be complete in its description and information
of what the company desires, and how it plans to achieve its long term goals strategically.
The vision statement should be a comprehensive statement identifying the company’s core
strengths, which would enable it to achieve its futuristic goals.
19
2.1.6 SWOT ANALYSIS OF THE COMPANY
a) Strengths:
Strengths are defined as appropriate actions or steps that each business takes in its spectrum
of operations that can provide a business with a strong position among rivals. The following
are the strengths of Reliance Jio:
Substantial customer acquisition strategy, Robust customer base, Fast technology for better
customer experience, Secure and steady endorsement of parent company Reliance Industries,
Brand management and control, Rapid and ample network, and arious offerings under a
single name.
b) Weakness:
Weakness are the areas where any business or brand requires enhancement, few weaknesses
of Reliance Jio are following;
Pricing controversies, Delayed introduction into the market, Activation issues, Overabundant
freebies, and Poor data connection.
c) Opportunities:
Opportunities are the exciting promenade in the business environment that besieges it on
which any business can exploit to advance its returns. Presently, Jio is looking for some
coming growth by launching 5G and 6G Technology at affordable prices Major
opportunities for Reliance Jio include;
Forthcoming consumed technology, Inflation to different countries, Cutthroat Pricing

Strategies, and Apps and 5G and 6G technologies.
d) Threats:
Threats can be various factors in the business environment that could be adverse to the
business in its growth, some of the threats that Reliance Jio faces are;
Hazards of loss of customers
Critique and negative image
Eradication of unpaid services
Unethical business behavior and marketing practice.
20
2.2 Indian Oil Corporation
2.2.1 NAME & LOCATION OF COMPANY
Type:- Government Corporation
Industry:- Energy: Oil and gas
Predecessor:- Indian Refineries Ltd. (1958) Indian oil

corporation (1959)
Founded:- 30 June 1959; 62 years ago
Headquarters :-New Delhi (headquarters) Mumbai

(registered office)
Area served:- India, Sri Lanka, Middle East, Mauritius & Worldwide
Key people:- Shrikant Madhav Vaidya (Chairman)
Products:- LNG, Lubricants, Natural gas, Petrochemicals, Petroleum
Revenue:- Decrease ₹382,608 crore (US$54 billion) (2021)
Operating income:- Increase ₹33,143 crore (US$4.6 billion) (2021
Net income:- Increase ₹20,565 crore (US$2.9 billion) (2021)
Total assets:- Increase ₹354,915 crore (US$50 billion) (2021)
Total equity:- Increase ₹102,657 crore (US$14 billion) (2021)
Owner :- Government of India (51.5%)
Number of employees:- 33,498 (2021)
Parent :- Ministry of Petroleum and Natural Gas, Government of India
Subsidiaries :- IndianOil (Mauritius) Limited
Chennai Petroleum Corporation Limited
Lanka IOC PLC, IOC Middle East FZE, Indane (LPG)
21
2.2.2 NAME & LOCATION OF OTHER BRANCHES
Corporate Office P.O. Haldia Refinery
3079/3, Sadiq Nagar, Dist. Midnapur-721 606,
J B Tito Marg, New Delhi - 110 049 (West Bengal)
Registered Office Mathura Refinery
IndianOil Bhavan P.O. Mathura Refinery
G-9, Ali Yavar Jung Marg, Mathura -281 005,
Bandra (East), (Uttar Pradesh)
Mumbai -400 051 Panipat Refinery
Refineries Division P.O. Panipat Refinery,
Refinery Division Head Quarter Panipat-132140(Haryana)
SCOPE Complex, Core-2 Bongaigaon Refinery
7, Institutional Area, Lodhi Road P.O. Dhaligaon, Dist. Chirang, Assam -

783 385
New Delhi -110003
Paradip Refinery
Barauni Refinery
P.O. Paradip
P.O. Barauni Refinery,
At. Po. Jhimani - Via Kujang, Dist.:
Dist. Begusarai -861 114 (Bihar)
Jagatsinghpur, Odisha-754141
Gujarat Refinery
Pipelines Division
P.O. Jawahar Nagar
Pipelines Division Head Office
Guwahati Refinery
IndianOil Bhavan,
P.O. Noonmati
A-1 Udyog Marg,Sector-1, Noida-
Guwahati-781020 (Assam) Dist. Vadodara 201301(Uttar Pradesh)
-391 320(Gujarat)
Northern Region Pipelines
P.O. Panipat Refinery
Haldia Refinery
22
Panipat -132 140 (Haryana) IndianOil Bhavan,
Western Region Pipelines Northern Region office
P.O. Box 1007,Bedipara, IndianOil Bhavan,
Morvi Road,Gauridad, 1, Aurobindo Marg, Yusuf Sarai
Rajkot-360 003 (Gujarat) New Delhi -11001
Southern Region Pipelines Eastern Region Office

IndianOil Corporation Limited, IndianOil Bhavan,
House of Four Frames, 6/13, 2, Gariahat Road, South
Wheatcrofts Road, Nungambakkam, (Dhakuria) Kolkata -700 068
Chennai - 600034
Western Region Office
Eastern Region Pipelines IndianOil Bhavan,
14, Lee Road, Kolkata-700020 Plot No. 33, G Block, Bandra Kurla
South Eastern Region Pipelines Complex, Bandra East, Mumbai - 40005
3rd Floor, Alok-Bharti Tower, Southern Region Office

Saheed Nagar, Bhubaneswar, Odisha - IndianOil Bhavan,
751007
139, Nungambakkam High Road
Chennai -600034
R&D Division
Sector 13 Faridabad -121 007
(Haryana)
Marketing Division
Marketing Division Head Office
23
Indian Oil Corporation Limited (IOCL), d/b/a IndianOil, is an Indian government
corporation. It is under the ownership of Ministry of Petroleum and Natural Gas, Government
of India headquartered in New Delhi.The government corporation is ranked 212th on the
Fortune Global 500 list of the world's biggest corporations as of 2021.[5] It is the largest
government owned oil corporation in the country, with a net profit of $6.1 billion for the
financial year 2020-21.[6] As of 31 March 2020, Indian Oil's employee strength is 33,498,
out of which 17,704 are executives and 15,794 non-executives.
Indian Oil's business interests overlap the entire hydrocarbon value-chain, including refining,
pipeline transportation, marketing of petroleum products, exploration and production of crude
oil, natural gas and petrochemicals.Indian Oil has ventured into alternative energy and
globalisation of downstream operations. It has subsidiaries in Sri Lanka (Lanka IOC),
Mauritius (IndianOil (Mauritius) Ltd) and the Middle East (IOC Middle East FZE).
In May 2018, IOCL became India's most profitable government corporation for the second
consecutive year, with a record profit of ₹21,346 crores in 2017–18, followed by Oil and
Natural Gas Corporation, whose profit stood at ₹19,945 crores. In February 2020, the
company signed a deal with the Russian oil company Rosneft to buy 140,000 barrels per day
of crude in year 2020. By 1 April 2020, IndianOil was in absolute readiness to launch BS-VI
(Bharat Stage VI) fuels in all its retail outlets in Telangana and adopt world-class emission
norms.
In January 2021, sales were registered at all time high of 410,000 barrels of oil per day till 26
January 2021. Delek, Qatar Petroleum, Saudi Aramco are its largest business partners with
Abu Dhabi National Oil Company and National Iranian Oil Company signing deals to deliver
high production output at end of 2020.
2.2.4 NAME OF FOUNDER AND PROMOTORS

Mr. Shrikant Madhav Vaidya is a Chemical Engineer from the National Institute of
Technology, Rourkela. He has over 34 years of extensive experience in refining &
petrochemicals operations. He has had a decade-long association with India's largest cracker
plant – the Panipat Naphtha Cracker Complex, a major driver of IndianOil's petrochemicals
business – right from the drawing board stage. He is among the select technocrats in the
Indian oil & gas industry who are proficient in all facets of refinery-petrochemicals
integration, desirable for the sustainability of the oil & gas industry in the long-term.
Mr. Vaidya is also a Non-Executive Chairman on the Board of Chennai Petroleum

Corporation Ltd. (a Subsidiary of IndianOil), Ratnagiri Refinery & Petrochemicals Ltd.,
Indian Oiltanking Ltd., Hindustan Urvarak & Rasayan Ltd. (all three are Joint Venture
Companies of IndianOil). He is also a Non-Executive Director on the Board of Petronet LNG
Ltd. (a Joint Venture of IndianOil) and First Vice President of World LPG Association, Paris.
24
2.2.5 MISION STATEMENT & VISION STATEMENT
IndianOil’s ‘Vision with Values’ encompasses the Corporation’s new aspirations – to
broaden its horizons, to expand across new vistas, and to infuse new-age dynamism among its
employees. Adopted in the company’s Golden Jubilee year (2009), as a ‘shared vision’ of
IndianOilPeople and other stakeholders, it is a matrix of six cornerstones that would together
facilitate the Corporation’s endeavours to be ‘The Energy of India’ and to become ‘A
globally admired company.’
More importantly, the Vision is infused with the core values of Care, Innovation, Passion and
Trust, which embody the collective conscience of the company and its people, and have
helped it to grow and achieve new heights of success year after year.
25
.
26
2.2.6 SWOT ANALYSIS OF THE COMPANIES
Understanding the internal factors of the company will help you influence your ability to take
advantage of an opportunity. SWOT Analysis is a simple but useful framework for analyzing
your organization’s strengths, weaknesses, opportunities, and threats. Let’s dive right into it.
Strengths of Indian Oil

Strong brand name, Wide variety of products, Several refineries,Vast distribution network,
Has acquired a large chunk of the market share,Over 3500 employees, Loyalty programs, Has
one of the largest pipeline , Strong branding and marketing exercises,Good R&D
Weaknesses of Indian Oil

High competition = limited market share
Bureaucracy
Opportunities for Indian Oil

Industry growth
Increasing natural gas market
Global expansion
Acquisition of smaller companies
Threats to Indian Oil

Government regulations
High competition
NGOs and environment focused companies can act as an obstacle
Macro-economical conditions
Indian Oil evidently has many advantages but it needs to leverage its strengths more in order
to minimize its threats.
As one of the leading companies in its segment, Indian Oil has conducted many marketing
campaigns over the years. Let’s take a look at a few.
27
2.3 Bharat Petroleum Corporation Limited
2.3.1 NAME & LOCATION OF

COMPANY
Type:- Government Corporation
Traded as:- BSE: 500547, NSE: BPCL, NSE
NIFTY 50 Constituent, ISIN, INE029A01011
Industry:-Energy: Oil and gas
Headquarters :-Mumbai, Maharashtra, India
Key people:- K Padmakar (Chairman & MD)
Products:- Petroleum, Natural gas, LNG, Lubricants, Petrochemicals,
Revenue:-Decrease ₹874,415 crore (US$120 billion)
Operating income:- Increase ₹131,480 crore (US$18 billion)
Net income:- Increase ₹43,785 crore (US$6.1 billion)
Total assets:- Increase ₹960,992 crore (US$130 billion)
Total equity:- Increase ₹511,462 crore (US$72 billion)
Owner:- Government of India (52.98%)
Number of employees:- 81,233 (Q3 2020)
Parent:- Ministry of Petroleum and Natural Gas, Government of India
Subsidiaries
Bharat Oman Refinery Limited
Bharat Petroresources Limited
Bharat Gas Resources Limited
Bharat Renewable Energy Limited
28
2.3.2 NAME &LOCATION OF COMPANY
Chairman & Managing Director Director (Refineries)
Bharat Bhavan,
Bharat Bhavan, 4 and 6 Currimbhoy Road,
4 and 6 Currimbhoy Road, Ballard Estate,
Ballard Estate, Mumbai 400001 022-22713000
Mumbai 400001 022-22713000 022-22714000 022-22713603
022-22714000 022-22713601
Chief Vigilance Officer

Director (Human Resources)
Bharat Bhavan,
Bharat Bhavan,
4 and 6 Currimbhoy Road,
Ballard Estate,
Ballard Estate,
Mumbai 400001 022-22713000
Mumbai 400001 022-22713000
022-22714000 -
022-22714000 -
Executive Director (Retail)

Director (Marketing)
Maker Towers E and F,
Bharat Bhavan,
12th Floor, Cuffe Parade,
Mumbai 400005 022-22175100 -
Ballard Estate,
Mumbai 400001 022-22713000
022-22714000 022-22713609 Executive Director (Lubricants)
Business Head Quarters
Director (Finance) Priyadarshini Building,
Bharat Bhavan, Sion-Trombay Road,
4 and 6 Currimbhoy Road, Eastern Express Highway, Sion,
Ballard Estate, Mumbai 400022 022-24062539 -
Mumbai 400001 022-22713000
022-22714000 -
29
Chief General Manager (Aviation)
Plot nos A5 and 6, Executive Director
Sector 1, (Corp. Coordination & Development)
Noida 201301
Delhi Coordination Office,
Dist. Gautam Budh Nagar 0120-
2474161 ECE House,
0120-2474165 0120-2474483 Connaught Circus,
New Delhi 110001 011-23316891 011-
23318630
Executive Director (LPG)
Priyadarshini Building,
Executive Director
Sion-Trombay Road,
(Mumbai Refinery) BPCL Refinery,
Eastern Express Highway, Sion,
Mahul,
Mumbai 400022 022-24062339 -
Chembur, Mumbai-400074 022-
25533413 -
Executive Director (Industrial & Executive Director

Commercial)
(Kochi Refinery) BPCL Refinery,
Priyadarshini Building, Ambalamugal,
Sion-Trombay Road, Ernakulam-682302 0484-2722061
Eastern Express Highway, Sion, 0484-2720823
Mumbai 400022 022-24062417 -

General Manager (Corp Brand &
PR)
Executive Director (Gas) Bharat Bhavan,
The IL&FS Financial Centre, 4 and 6 Currimbhoy Road,
5th Floor, Plot C-22, G Block, Ballard Estate,
Bandra Kurla Complex, Mumbai 400001 022-22713000
Bandra, Mumbai 400051 022- 022-22714000 -

26381610 -
30
The company today known as BPCL started off as Rangoon Oil and Exploration company set
up to explore the new discoveries off Assam and Burma during the British colonial rule of
India. In 1889 during vast industrial development, an important player in the South Asian
market was the Burmah Oil Company. Though incorporated in Scotland in 1886, the
company grew out of the enterprises of the Chef Rohit Oil Company, which had been formed
in 1871 to refine crude oil produced from primitive hand dug wells in Upper Burma.
In 1928, Asiatic Petroleum Company (India) started cooperation with Burma oil company.
Asiatic Petroleum was a joint venture of Royal Dutch, Shell and Rothschilds formed to
address the monopoly of John D Rockefeller's Standard Oil, which also operated in India as
Esso. This alliance led to the formation of Burmah-Shell Oil Storage and Distributing
Company of India Limited. Burmah Shell began its operations with import and marketing of
Kerosene.
In the mid 1950s, the company began to sell LPG cylinders to homes in India and further
expanded its delivery network. It also marketed kerosene, diesel and petrol in cans in order to
reach remote parts of India. In 1951, the Burmah shell began to build a refinery in Trombay
(Mahul, Maharashtra) under an agreement with the Government of India.
BPCL petrol filling station near Nakirekal, Telangana, India
In 1976, the company was nationalized under the Act on the Nationalisation of Foreign Oil
companies ESSO (1974), Burma Shell (1976) and Caltex (1977).[9] On 24 January 1976, the
Burmah Shell was taken over by the Government of India to form Bharat Refineries Limited.
On 1 August 1977, it was renamed Bharat Petroleum Corporation Limited. It was also the
first refinery to process newly found indigenous crude Bombay High.
BPCL petrol filling station at Basaveshwaranagar, Bangalore, Karnataka, India
In 2003, the government attempted to privatize the company. However, following a petition
by the Centre for Public Interest Litigation, the Supreme Court restrained the Central
government from privatizing Hindustan Petroleum and Bharat Petroleum without the
approval of Parliament.[10] As counsel for the CPIL, Rajinder Sachar and Prashant Bhushan
said that the only way to disinvest in the companies would be to repeal or amend the Acts by
which they were nationalized in the 1970s. As a result, the government would need a
majority in both houses to push through any privatization.
Parliament enacted the Repealing and Amending Act, 2016 in May 2016 which repealed the
legislation that had nationalized the company. In 2017, Bharat Petroleum Corporation
Limited (BPCL) received Maharatna status, putting it in the category of government-owned
entities in India with the largest market capitalization and consistently high profits.status on
12 September 2017.
31
2.3.4 NAME OF FOUNDER & PROMOTERS
Bharat PetroleumBharat Petroleum Corporation Limited (BPCL) is an Indian government-
owned oil and gas corporation. It is under the ownership of Ministry of Petroleum and
Natural Gas, Government of India, headquartered in Mumbai, Maharashtra. It operates two
large refineries in Kochi and Mumbai.
BOARD OF DIRECTORS
SHRI. K. PADMAKARDirector
(HR) & Chairman & Managing Director (Incharge)
Mr.Arun SinghSHRI. ARUN KUMAR SINGH
Director(Marketing) and Director (Refineries)
SHRI RAJESH AGGARWAL
Government Director
DR. K. ELLANGOVAN
Government Director
SHRI HARSHAD P SHAH

Independent Director
2.3.5 MISION STATEMENT & VISION STATEMENT

We are the most admired global energy company leveraging talent and technology. We are
the first choice of customers, given our constant pursuit for customer service quality
excellence. We exploit profitable growth opportunities outside energy to give back to society
and environment.
We are the most admired global energy company leveraging talent and technology.
first choice
We are the first choice of customers, given our constant pursuit for customer service quality
excellence.
opportunities
We exploit profitable growth opportunities outside energy to give back to society and
environment.
Health Safety, Security and Environment

We are role models for implementing efficient Health Safety, Security and Environment
initiatives.
32
great organisation
We are a great organisation to work for as we ensure both personal and professional growth
equally.
learning organisation
We are an organisation that constantly learns, improves and innovates.
social responsibility
We take social responsibility seriously as a model corporate entity.
2.3.6 SWOT ANALYSIS OF THE COMPANIES

Strengths
Brand Recall: Almost everyone knows BPCL because of its strong reach. People can find
their fueling stations almost everywhere and many people use their LPG cylinders. Thus they
have gained great brand recall and high trust among the customers.
Presence: It has a network of around 1400 retail outlets and much more are in the stages of
construction.
Production Capacity: It has huge refineries set up which gives them an extensive advantage
over its competitors. This increases reliability and satisfaction of order fulfilment of
customers.
Product Portfolio: BPCL has a large product portfolio and due to its R&D, it keeps on adding
to the list.
Extensive Research and Development: R&D is a very important part of BPCL and lies at the
very core of their business. It requires this to enhance its product portfolio to increase its
profits and market share. For this, they continuously keep experimenting with the crude oil if
they can extract any other useful products or enhance the performance of the already
available ones. Few of their success include performance engine oil, semi-synthetic 4T
engine oil, hydraulic oils etc.
Non-Conventional Sources: Apart from the conventional sources they understand that it is
important to move away from it. They have taken steps in this direction as well. They are
eyeing long-term strategy and gains from many non-conventional sources. They have projects
like Project Triple one related to Bio-diesel, Bio-fuel plantation, setting up of bio-diesel
facilities, Solar farms, wind farms etc. This shows their strong footing for the future.
High Collaborations: They collaborate with the best minds of the country for R&D
department. This gives them an edge. They tie-up with IITs, NITs, IISc Bangalore, Top
petroleum universities, etc.
33
Weaknesses
Government Regulations: Its operations is bound by government regulations. This forms a
chain around them and they can’t freely operate on its own and increase its profits like a
private firm.
Employees: Being a government company it has more than needed employees to make its
operations run. This means extra load on the company and decrease in its profits.
Environmental Issues: Refining creates a lot of pollution and waste that gets dumped into the
environment. This reduces their brand image for all of this wrongdoing.
Operating Locations: They have their operations just limited to India and this make their
target group very small. They can expand aggressively in the foreign markets. They are
missing out on profits due to this concentration of operations.
Opportunities
Increasing Demand: As the population is increasing the demand for vehicles and cooking gas
are increasing as well. This shows that the market is growing at a very fast rate and BPCL
can tap this.
Oil Well discovery: New oil well can be discovered as the prices of the petroleum products is
going to increase in the future. This will give provide them more control.
Foreign Markets: They can expand their market on foreign soil and increase their revenues
and profits. They can thus expand their petrochemical business overseas or form joint
ventures with foreign companies.
Combining PSUs: The GOI in the Budget 2017 announced that they would combine all the
public sector companies to make the business run smoother and profitable.
Threats
The decrease in Conventional Energy Usage: The world is becoming more environmentally
friendly and also the conventional energy sources are depleting fast. People have taken this
into account and have started to move to non-conventional sources.
High Losses: They have been operating mostly under high losses since its inception.
Fluctuations in the Global markets: The prices of the crude products are decided by OPEC.
This makes it difficult to sustain profits for companies having high CAPEX and OPEX.
Competition: They have competition from other homegrown and government owned
companies like IOCL, HPCL, ONGC and other private companies like Reliance, Essar, Shell,
etc.
34
Chapter 3: Finance department
SR.No. Title Page No.
3.1 RELIANCE INDUSTRIES
3.1.1 BALANCE SHEET 49
3.1.2 PROFIT & LOSS ACCOUNT 51
3.1.3 STATEMENT OF CHANGES IN EQUITY 53
3.2 BHARAT PETROLEUM

CORPORATION LIMITED
BALANCE SHEET
3.2.1 54

3.3 INDIAN OIL CORPORATION
3.3.1 BALANCE SHEET 58
35
3.1.1 BALANCE SHEET OF RELIANCE INDUSTRIESS (in Rs. Cr.)
Notes As As
at31st March, at31st March,
2019 2018
ASSETS
NON-CURRENT ASSETS
Property, Plant and Equipment 3,02,115 3,16,031
Capital Work-in-Progress 1,50,178 1,66,220
Goodwill 11,997 5,813
Other Intangible Assets 84,262 82,041
Intangible Assets Under Development 29,285 20,802
Financial Assets
Investments 1,64,549 25,259
Loans 6,813 2,668
Deferred Tax Assets (Net) 4,776 5,075
Other Non-Current Assets 17,676 8,653
Total Non-Current Assets 7,71,651 6,32,562
CURRENT ASSETS
Inventories 67,561 60,837
Financial Assets
Investments 70,939 57,603
Trade Receivables 30,089 17,555
Cash and Cash Equivalents 7,512 4,255
Loans 545 2,327
Other Financial Assets 12,638 8,448
Other Current Assets 36,804 32,761
Total Current Assets 2,26,088 1,83,786
Assets Held for Sale 4,667 -
Total Assets 10,02,406 8,16,348
EQUITY AND LIABILITIES

EQUITY
Equity Share Capital 5,926 5,922
Other Equity 3,81,186 2,87,584
Non-Controlling Interest 8,280 3,539
LIABILITIES
Non-Current Liabilities
Financial Liabilities
Borrowings 2,07,506 1,44,175
Other Financial Liabilities 10,020 8,542
Deferred Payment Liabilities 18,839 20,210
Provisions 2,856 2,906
Deferred Tax Liabilities (Net) 49,923 29,618
Other Non-Current Liabilities 548 -
36
Total Non-Current Liabilities 2,89,692 2,05,451
Current Liabilities
Financial Liabilities
Borrowings 64,436 37,429
Trade Payables 1,08,309 1,06,861
Other Financial Liabilities 87,051 1,25,151
Other Current Liabilities 52,901 43,179
Provisions 1,326 1,232
Total Current Liabilities 3,14,023 3,13,852
Liabilities directly associated with Assets Held for Sale 3,299 -
Total Liabilities 6,07,014 5,19,303
Total Equity and Liabilities 10,02,406 8,16,348
37
3.1.2 PROFIL & LOSS ACCOUNT OF RELIANCE
INDUSTRIESS (in Rs. Cr.)
Notes 2018-19 2017-18

INCOME
Value of Sales 5,85,540 4,11,105
Income from Services 37,269 19,626
Value of Sales & Services (Revenue) 6,22,809 4,30,731
Less: GST Recovered 41,789 22,466
REVENUE FROM OPERATIONS 22 5,81,020 4,08,265
Other Income * 23 8,635 9,949
Total Income 5,89,655 4,18,214
EXPENSES
Cost of Materials Consumed 2,75,237 2,07,448
Purchase of Stock-in-Trade 1,23,930 68,628
Changes in Inventories of Finished Goods, Work-in-Progress and Stock-in-Trade 24 (4,680) (8,610)
Excise Duty and Service Tax 13,885 16,588
Employee Benefits Expense 25 12,488 9,523
Finance Costs 26 16,495 8,052
Depreciation / Amortisation and Depletion Expense 1 20,934 16,706
Other Expenses 27 76,242 50,512
Total Expenses 5,34,531 3,68,847
PROFIT BEFORE SHARE OF PROFIT / (LOSS) OF ASSOCIATES AND JOINT 55,124 49,367
VENTURES AND TAX
Share of Profit / (Loss) of Associates and Joint Ventures 103 59
PROFIT BEFORE TAX 55,227 49,426
TAX EXPENSES
Current Tax 12 11,683 10,098
Deferred Tax 12 3,707 3,248
PROFIT FOR THE YEAR 39,837 36,080
OTHER COMPREHENSIVE INCOME:
i. Items that will not be reclassified to Profit or Loss 23.1 77,470 495
ii. Income Tax relating to items that will not be reclassified to Profit or Loss (16,705) (11)
iii. Items that will be reclassified to Profit or Loss 23.2 (2,177) (3,053)
iv. Income Tax relating to items that will be reclassified to Profit or Loss 177 934
Total Other Comprehensive Income / (Loss) for the Year [Net of Tax] 58,765 (1,635)
Total Comprehensive Income for the Year 98,602 34,445
NET PROFIT ATTRIBUTABLE TO:
38
a) Owners of the Company 39,588 36,075
b) Non Controlling Interest 249 5
OTHER COMPREHENSIVE INCOME ATTRIBUTABLE TO:
a) Owners of the Company 58,773 (1,639)
b) Non Controlling Interest (8) 4
Total Comprehensive Income attributable to:
a) Owners of the Company 98,361 34,436
b) Non Controlling Interest 241 9
EARNINGS PER EQUITY SHARE OF FACE VALUE OF ` 10 EACH
Basic (in `) 28 66.82 60.94
Diluted (in `) 28 66.80 60.89
Significant Accounting Policies
See accompanying Notes to the Financial Statements 1 to 42
39
3.1.3Reliance Industries STATEMENT OF CHANGES IN
EQUITY
EQUITY SHARE CAPITAL
Balance as at Change Balance as Change Balance as

1st April, 2017 during the year at31st March, during the year at31st March,
2017-18 2018 2018-19 2019
2,959 2,963 5,922 4 5,926
OTHER EQUITY
Tra O
Balance as at Ta nsfer Ot n Balance
Total
1st April, Dividend x on to/(f her Empl as at
Compre
2018 Divi rom) s oyee 31st
hensive
dend Reta S March
Income
ined toc ,
for the
Ear k 2019
Year
ning Opt
s ion
s
As at 31st March, 2019
Share Application Money Pending 15 - - - - - (13) 2
Allotment
RESERVES AND SURPLUS

Capital Reserve 291 291
Capital Redemption Reserve 14 - - - - - - 14
Debenture Redemption Reserve * 5,265 - - - 4,147 - - 9,412
Share Based Payments Reserve 12 - - - - - (5) 7
Statutory Reserve 469 - - - 15 - - 484
Securities Premium 40,969 - - - - 63 132 41,164
General Reserve 2,25,016 - - - 30,00 - - 2,55,016
0
Retained Earnings 11,840 39,588 (3,554) (728) (34,16 (65 - 12,330
2) 4)
Other Comprehensive Income # 3,693 58,773 - - - - - 62,466
Total 2,87,584 98,361 (3,554) (728) - (59 114 3,81,186

1)
40
3.2 BHARAT PETROLEUM CORPORATION
LIMITED
3.2.1 BALANCE SHEET OF BHARAT PETROLEUM
I.ASSSETS As at As at
31/03/2019 31/03/2018
Non-current assets
Propearty, Plant and Equipment 46,259.18 42,810.60
Capital work-in-progress 6,702.63 4,043.75
Investment Property 0.24 0.26
Other Intangible assets 228.70 217.51
Intangible assets under development 363.10 363.83
Investments in Subsidiaries, Joint Ventures and Associates 10,305.60 9,949.96
Financial Assets
Investments 610.13 681.21
Loans 2,515.66 3,089.91
Other financial assets 45.27 56.34
Income Tax Assets (Net) 449.40 406.58
Other non-current assets 1,510.09 1,508.72
68,990.00 63,128.67
Current Assets
Current Assets 21,544.65 20,874.57
Inventories 5,075.89 4,995.18
• Financial Assets
Investments 6,670.72 5,151.73
Trade receivables 78.49 153.34
Cash and cash equivalents 16.92 29.19
Bank Balances other than Cash and cash equivalents 1,628.88 71.02
Loans 9,411.92 4,643.13
Other financial assets - 24.54
Current Tax Assets (Net) 1,252.91 1,042.87
Other current assets 45,680.38 36,985.57
956.87 16.93
1,15,627.25 1,00,131.17
Assets held-for-sale and Assets included in disposal 956.87 16.93
group held-for-sale
TOTAL ASSETS 1,15,627.25 1,00,131.17
CORPORATION LIMITEDS (in Rs. Cr.)
41
II.EQUITY AND LIABILITIES
Equity
Equity Share Capital 1,966.88 1,966.88

Other Equity 34,770.80 32,164.61
TOTAL EQUITY 36,737.68 34,131.49

Non-current liabilities
Financial liabilities
Borrowings 23,628.57 14,758.22
Other financial liabilities 56.48 58.35
Provisions 1,509.86 1,367.04
Deferred tax liabilities (Net) 6,168.99 4,955.52
Other non-current liabilities 284.01 143.19
31,647.91 21,282.32
Current liabilities
Financial liabilities
Borrowings 3,580.75 8,093.01
Trade payables
Total Outstanding dues of Micro Enterprises and Small 52.04 43.63
Enterprises
Total Outstanding dues of creditors other than Micro 17,183.14 14,945.8
Enterprises and Small Enterprises
Other financial liabilities 19,578.48 15,988.57
Other current liabilities 4,614.26 4,054.32
Provisions 1,746.96 1,452.76
Current Tax Liabilities (Net) 255.48 139.18
47,011.11 44,717.36
Liabilities included in disposal group held-for-sale 230.55
Total Liabilities 78,889.57 65,999.68
TOTAL EQUITY AND LIABILITIES 1,15,627.25 1,00,131.17
42
3.2.2 PROFIT & LOSS ACCOUNT OF BHARAT
PETROLEUM CORPORATION LIMITEDS (in Rs. Cr.)
NOTE 31/3/2019 31/3/2028
Income
I)Revenue from operations 3,37,622.53 2,77,270.54
II)Other income 2,983.60 2,911.10

III)Total Income 3,40,606.13 2,80,181.64
IV)Expenses
Cost of materials consumed 1,19,419.22 81,467.45
Purchases of stock-in-trade 1,46,974.06 1,25,462.73
Changes in inventories of finished goods, (1,703.06) 320.60
stock-in-trade and work-in-progress Excise duty expense 40,347.48 40,849.13
Employee benefits expense 3,664.18 3,437.44
Finance costs 1,318.96 833.25
Depreciation and amortization expense 3,189.28 2,653.00
Other expenses 16,956.39 13,872.07
Total Expenses 3,30,166.51 2,68,895.67

V)Profit before tax 10,439.62 11,285.97
VI)Tax expense
1)Current tax 2,079.00 2,141.08
2)Deferred tax 1,316.48 1,434.58
3)Short / (Excess) provision of earlier years (87.88) (265.99)
Total Tax expense 3,307.60 3,309.67
43
VII)Profit for the period 7,132.02 7,976.30
VIII)Other comprehensive income
(i)Items that will not be reclassified to profit or loss
(a)Remeasurements of defined benefit plans (212.16) 37.49
(b)Equity instruments through Other Comprehensive (71.08) (11.44)

Income- net change in fair value
(ii)Income tax relating to items that will not be reclassified to

profit or loss 81.64 (16.91)
Other Comprehensive Income (201.60) 9.14
IX)Total Comprehensive Income for the period 6,930.42 7,985.44

X)Basic and Diluted Earnings per Equity share 36.26 40.55
44
3.3INDIAN OIL CORPORATION
3.3.1FINANCIAL STATEMENT OF INDIAN OIL
Particulars Note No. March 31, 2020 March 31, 2019
ASSETS
Non-current Assets
a) Property, Plant and Equipment 2 1,31,752.76 1,17,331.22
b) Capital Work-in-Progress 2.1 28,134.10 22,160.52
c) Intangible Assets 3 1,929.04 1,376.61
d) Intangible Assets Under Development 3.1 1,603.65 1,438.44
e) Financial Assets
i) Investments 4
Equity investment in Subsidiaries, Joint Ventures and Associates 17,578.24 17,956.51
Other Investments 13,473.93 23,465.37
ii) Loans 5 3,241.87 2,292.17
iii) Other Financial Assets 6 285.12 205.66
f) Income Tax Assets (Net) 7 4,186.76 1,347.85
g) Other Non-Current Assets 8 2,863.07 3,903.38
2,05,048.54 1,91,477.73
Current Assets
a) Inventories 9 63,677.62 71,470.38

b) Financial Assets
i) Investments 4 8,086.39 8,518.09
ii) Trade Receivables 10 12,844.09 15,457.83
iii) Cash and Cash Equivalents 11 535.56 38.31
iv) Bank Balances other than above 12 53.58 49.34
v) Loans 5 1,069.67 1,364.74
vi) Other Financial Assets 6 15,629.76 21,337.08
c) Current Tax Assets (Net) 7 66.28 486.60
d) Other Current Assets 8 3,841.46 3,985.52
1,05,804.41 1,22,707.89
Assets Held for Sale 13 237.61 227.40
1,06,042.02 1,22,935.29
TOTAL ASSETS 3,11,090.56 3,14,413.02
EQUITY AND LIABILITIES

EQUITY
a) Equity Share Capital 14 9,181.04 9,181.04
b) Other Equity 15 84,587.83 99,476.47
93,768.87 1,08,657.51
CORPORATIONS(in Rs.Cr.)
45
Particulars Note No. March 31, 2020 March 31, 2019
LIABILITIES
Non-Current Liabilities
a) Financial Liabilities
i) Borrowings 16 49,250.64 34,666.36
ii) Other Financial Liabilities 17 789.58 616.03
b) Provisions 18 919.05 883.66
c) Deferred Tax Liabilities (Net) 19 11,413.14 15,823.07
d) Other Non-Current Liabilities 20 2,042.48 1,598.09
64,414.89 53,587.21
Current Liabilities
a) Financial Liabilities
i) Borrowings 21 63,486.08 48,593.55
ii) Trade Payables 22
A. Total outstanding dues of Micro and Small Enterprises 232.47 235.24
B. Total outstanding dues of creditors other than Micro
and Small Enterprises 25,019.11 37,147.35
iii) Other Financial Liabilities 17 42,550.71 43,973.77
b) Other Current Liabilities 20 12,050.96 12,080.50
c) Provisions 18 9,567.47 10,137.89
1,52,906.80 1,52,168.30
TOTAL EQUITY AND LIABILITIES 3,11,090.56 3,14,413.02
Significant Accounting Policies, Estimates & Judgements 1A &
1B
Accompanying Notes to Financial Statements 2 - 48
46
3.3.2 PROFIT & LOSS ACCOUNT OF INDIAN OIL
CORPORATIONS (in Rs. Cr.)
Particulars Note No. 2019-2020 2018-2019
I. Revenue From Operations 23 5,66,949.64 6,05,932.34
II. Other Income 24 3,571.39 3,128.51
III. Total Income (I+II) 5,70,521.03 6,09,060.85
IV. Expenses:
Cost of Material Consumed 25 2,47,077.03 2,69,679.61
Excise Duty [Includes ₹ 77048.34 crore (2019: ₹ 76950.54 crore) included in Revenue
from Operations] 80,693.19 78,231.08
Purchases of Stock-in-Trade 1,78,535.49 1,79,055.50
Changes in Inventories of Finished Goods, Stock-in-trade and Stock-In Process 26 (6,410.43) (3,011.13)
Employee Benefits Expense 27 8,792.65 11,102.17
Finance Costs 28 5,979.45 4,311.03
Depreciation and Amortization on :
a) Tangible Assets 8,631.73 7,410.58
b) Intangible Assets 134.37 103.71
8,766.10 7,514.29
Net Loss on de-recognition of financial assets at amortised cost 5.73 3.29
Other Expenses 29 39,471.29 37,048.09
Total Expenses (IV) 5,62,910.50 5,83,933.93
V. Profit / (Loss) before Exceptional Items and Tax (III-IV) 7,610.53 25,126.92
VI. Exceptional Items (Refer Point No. 9 of Note - 48)
(11,304.64) -
VII. Profit / (Loss) before Tax (V+VI) (3,694.11) 25,126.92
VIII. Tax Expense (Refer Point No. 10 of Note - 48) :
Current Tax (165.89) 5,100.94
[includes (₹ 262.89) crore (2019: ₹ 25.06 crore) relating to prior years]
Deferred Tax (4,841.45) 3,131.83
[includes (₹ 770.05) crore {2019: (₹ 544.62) crore} relating to prior years]
IX. Profit / (Loss) For The Year (VII-VIII) 1,313.23 16,894.15
X. Other Comprehensive Income: 30
A (i) Items that will not be reclassified to profit or loss (11,056.28) (1,982.05)
A (ii) Income Tax relating to items that will not be reclassified to profit or loss 165.33 (463.51)
B (i) Items that will be reclassified to profit or loss 647.98 155.25
B (ii) Income Tax relating to items that will be reclassified to profit or loss (166.35) (34.11)
XI. Total Comprehensive Income for the Year (IX+X) (Comprising Profit/
(Loss) andOther Comprehensive Income for the Year) (9,096.09) 14,569.73
47
Particulars Note 2019-2020 2018-2019
No.
XII. Earnings per Equity Share (₹): 32
(1) Basic 1.43 17.89
(2) Diluted 1.43 17.89
Face Value Per Equity Share (₹) 10 10
Significant Accounting Policies, Estimates & Judgements 1A
&
1B
Accompanying Notes to Financial Statements 2-
48
48
Chapter 4: Marketing Department
SR.N Title Page
o. No.
4.1.1 LIST OF PRODUCTS 50
4.1.2 NUMBER OF CUSTOMER 51
4.1.3 MARKETING STRATEGY 52
4.1.4 POSITIONING STARATEGIES 53
4.1.5 PROMOTION 54
4.1.6 PRICING METHOD 54

4.2.2 MARKET SAGMENTATION 56
4.2.3 DISTRIBUTION SAGMENTATION 57
4.2.4 PROMOTION STARATEGIES 57
4.2.5 PRICING METHOD 58
4.3 BHARAT PETROLEUM CORPORATION LIMITED

4.3.2 DISTRIBUTION CHANNEL 60
4.3.3 MARKETING STRATEGY 60
4.3.4 PROMOTION & ADVERTISING 62
STARATEGIES
4.3.5 PRICING STRATEGY 62
4.3.6 SALES FORCE MANAGEMENT 63
49
4.1.1 LIST OF PRODUCTS
Products Applications
Liquefied Petroleum Gas (LPG) Domestic and industrial fuel
Propylene Feedstock for polypropylene
Naphtha Feedstock for petrochemicals
Gasoline Transport fuel
Jet /Aviation Turbine Fuel Aviation fuel
Superior Kerosene Oil Domestic fuel
High-Speed Diesel Transport fuel
Sulphur Feedstock for fertilizers and pharmaceuticals
Petroleum Coke Fuel for power plants and cement plants
50
4.1.2 NUMBER OF CUSTOMER
Reliance Group’s flagship company, Reliance Communications, is India’s foremost and
truly-integrated telecommunications service provider, with a customer base of over 118
million, including over 2.8 million individual overseas retail customers. Reliance
Communications’ Corporate clientele consists of over 40,000 Indian and multinational
corporations, including small and medium enterprises, and close to 300 of the finest
enterprise and carrier companies globally.
Reliance Communications has India’s widest network coverage, encompassing 25,000 cities
and towns and over 400,000 villages, as also all major railway routes and highways—
touching 90 per cent of the country’s population.
The Company has pan-India operations across the full spectrum of wireless, wire-line, long-
distance, voice, data, video and Internet communication services, offering services on the 3G,
GSM and CDMA technology platforms. RCOM also ranks among the top providers of
wireless communication services in the country, with a wireless subscriber base of over 110
million, as on 31 March 2015.
In March 2015, RCOM became the only operator in India to hold the best-in-class 850 MHz
band contiguous spectrum across all of India’s 22 telecom Circles for launching 4G LTE
services.
Reliance Communications also owns the world’s largest private under-sea cable system under
its subsidiary Global Cloud Xchange, which offers a comprehensive portfolio of solutions
customized for Carriers, Enterprises and New Media Companies globally.
Since its inception in December 2002, Reliance Communications has been revolutionizing
the way the world communicates, impacting not just lifestyles, but the very lives of its
customers—globally.
51
4.1.3 MARKETING STRATEGY
• it was the year 1957 when Dhirubhai Ambani returned to India after a stint with A.
Besse& Co., Aden, Yemen and started a small yarn trading business with a 500 sq. ft.
office in Mumbai with a dream of establishing India’s largest company in time to
come.
• Mr. Ambani then went on to Co-Found Reliance Commercial Corporation
withChampaklalDamani in the 1960s. The partnership though ended in the year 1965
butDhirubhai continued with the polyester business of the firm and went on to
incorporate Reliance Textiles Industries Pvt Ltd. and established a synthetic fabrics
mill in the year 1966. It was the year 1985 the company was renamed from Reliance
Textiles Industries Ltd. to Reliance Industries Ltd. With time company expanded and
entered in many other businesses like :
• Year 1995/96, saw the Reliance venturing into telecom industry with NYNEX, USA
and promoted Reliance Telecom Private Limited in India.
• In 1998/99, witnessed RIL under the brand name Reliance Gas introducing packaged
LPG in 15 kg cylinders.
• Between 1998–2000 RIL went onto construct largest refinery of the world the
integrated petrochemical complex at Jamnagar in Gujarat.
• Reliance Industries Ltd. and Reliance Petroleum Ltd. in 2001 became India’s two
largest companies in terms of all major financial parameters and were merged in the
year 2001-02.
• Reliance went onto witness demerger and reorganization of its business as well in
October 2005 and the company got split into two Reliance Industries Ltd. and
Reliance Anil Dhirubhai Ambani Group (ADAG) in which ADAG received Reliance
Infrastructure, Reliance Communications, Reliance Natural Resources, Reliance
Capital, and Reliance Power.
52
4.1.4 POSITIONING STARATEGIES
• RIL as a brand caters to the needs of diverse range of consumer segments with its wide
range of products available across its retail outlets and services ranging from telecom to
petrol stations.
• RIL uses a mix of demographic, geographic & psychographic segmentation variables
such as profession, gender, age, income class, behavior, region etc.
• RILappliesdifferentiated, selective and aggressive pricing strategy to its target market.
• Marketing mix – Here is the Marketing Mix of RIL.
• SWOTanalysis – Here is the SWOT Analysis of RIL.
• Mission – “Create value for all stakeholders l Grow through innovation l Lead in good
governance practices l Use sustainability to drive product development and enhance
operational efficiencies l Ensure energy security of the nation l Foster rural prosperity.”
• Vision – “Through sustainable measures, create value for the nation, enhance the quality
of life across the entire socio-economic spectrum and help spearhead India as a global
leader in the domains where we operate.”
• Tagline – “Growth is Life”
53
4.1.5 PROMOTION
Reliance, when compared with other companies, spends lesser in promotions but believes
in reducing prices to attract its customers. It sticks to more of BTL advertising as
compared to ATL as its costs less to the company, which it does mostly or its retail sector
and new launch products to create an initial buzz among the customers, Reliance
Communication’s “KarloDuniyaMutthi me” slogan of 2003 and promotional activities of
recent launch of Reliance Jio being the prime examples of this.
RIL also tries to make a social and emotional connection with its customers by holding
various rehabilitation programs and campaigns such as EFA ( Education For All) which is
Reliance Foundation’s Social initiative through which RIL has been able to make
education provision for over 70,000 underprivileged kids over the last five years.
RIL also invests heavily in sports activities and events in the country with the company
owning Mumbai Indians an IPL cricket team and holding a stake of 65% in Indian Super
League for football.
4.1.6 PRICING METHOD
• Marketing Strategy of Reliance Industries analyses the brand with the marketing mix
framework which covers the 4Ps (Product, Price, Place, Promotion). There are several
marketing strategies like product innovation, pricing approach, promotion planning etc.
These business strategies, based on Reliance Industries marketing mix, help the brand
succeed.
• Reliance Industries marketing strategy helps the brand/company to position itself

competitively in the market and achieve its business goals & objectives.
• Let us start the Reliance Industries Marketing Strategy & Mix to understand its product,
pricing,
54

1. Indane gas
2. Autogas
3. Natural gas
4. Petrol
5. Diesel
6. jet fuel
7. lubricants & greases
8. Kerosene
9. industrial fuels
10. Bitumen
11. Petrochemicals
12. crude oil and some other special products.
55
4.2.2 MARKET SAGMENTATION
We shall understand Indian Oil Corporation’s marketing strategy by way of its differentiation
methods and strategic alliances in this section.
Differentiation
The way it operates is different to that of others because all the packaging activities have
been outsourced to others through tenders helping Indian oil to concentrate on its
operational activities. By doing this it is able to work efficiently.
Strategic Alliances
IOCL has many strategic alliances under its bag. Recently it made a ratio of 50:50
alliances with the Gulf of Sudan and Iran for its out-of-country projects. This gives IOCL
the opportunity to explore the market and increase its production and has made IOCL
make a good synergy with its operations sector. It has made many strategic alliances with
the local distributor in every city to ease the supply of its products to its customers.
Recently in the year, 2009 IOCL made a strategic alliance with “Petro Algae ltd”. This
was done by signing an MOU to license the agreement for supplying microchips
technology for its future expansion to large-scale production in the field of renewable
fuels. For its Indane product (LPG) it has made several alliances with the best companies
to market its product throughout the country. Some of the other Strategic alliances by
IOCL are as follows:
AVI-Oil India ltd: To make synthetic lubricating oil for aviation and defence purposes.
Indo Cat ltd: To manufacture additives.
Lubrizol India Pvt Ltd: To manufacture chemicals and market them for use as additives in
Greases and diesel.
Petro net India Ltd: To implement petroleum projects through Special purpose vehicles.
Conducting SWOT analyses is also an important part of devising and improving

marketing strategies.
56
4.2.3 DISTRIBUTION SAGMENTATION
Indian Oil Corporation has got a vast geographic presence. As far as the availability is
concerned IOCL is predominant with its reach much higher than any other nearest
competitor. Indian Oil Corporation controls 10 refineries across the country, over 10,900 Km
of pipeline connecting to high demand places and 132 Km of gas pipeline. There are 20,575
retail outlets. IOCL has an outlet in the world’s highest point. Indian Oil’s distribution
channel is top-notch. It has nearly 6000 LPG distribution stations, 6,218 bulk consumer
pumps and nearly 100 aviation fuel stations.
4.2.4 PROMOTION STARATEGIES

OCL is the most trusted and valued brand in India. It was ranked 243rd in Forbes Global
2000. It has a strong workforce including 34,659 employees. IOCL believes that a good
promotional plan and periodic incentives will help in maintaining a customer base. To
increase brand visibility it also has taken help from advertising like hoardings, TV ads etc.
The company organized a loyalty program for large fleet operators called XTRAPOWER
Fleet Card Program. Other loyalty programs are Rural Card, XTRAREWARDS, and Easy
Fuel.
Now that we thoroughly understand the company’s marketing mix, let’s finally look at its
marketing strategy.
IOCL as the most valued and trusted brand occupies the fifth position in India according to a
survey conducted by The Economic Times in the year 2010. It was also ranked at 243rd
position in the year 2011 by Forbes Global 2000. The company has organised XTRAPOWER
Fleet Card Program, a loyalty program for large fleet operators. Its other important loyalty
programs include Rural Card, XTRAREWARDS and Easy Fuel.
It has a strong workforce that includes 34,659 employees to provide best possible services.
IOCL realises the impact of a good promotional plan and offers periodic incentives to
maintain its customer base. It has also taken help of advertising tools to market its consumer
products and these include hoardings and ads in television to increase its brand visibility.
57
4.2.5 PRICING METHOD
Below is the pricing strategy in Indian Oil Corporation (IOCL) marketing strategy:
As Indian Oil Corporation is a government owned company some of the pricing decisions are
taken by the central government after taking into consideration of all the taxes and subsidies
made available in its initiatives and other prices are decided by the company itself.
The prices set by Indian Oil Corporation are different at different places in India. So we can
say a geographical pricing mechanism is followed in its marketing mix. The prices are
segmented into geographic locations like – metro cities, State capitals, National Capital
Region (NCR). These prices are available in the company’s website as the price changes
happens more often than not. Now let us see some of the prices in each product category:
petrol price is varying between Rs.66 to 77 per litre; Diesel price is between Rs.56 to 64 per
litre; Autogas at nearly Rs.35 - 40; ATF is at Rs.54000 to 58000 per KL for domestic airlines
and $557 -602 per KL for international airlines. Indane Gas is priced at nearly Rs.434- 467
for the subsidised and non-subsidised prices are between Rs.651-672 per 14.2 Kg Cylinder.
Indian Oil Corporation prices are also driven by crude oil prices in the world.
IOCL follows a geographical pricing strategy. The prices of the products are declared and
regulated by the government. They have to follow them according to the state rules. The
pricing decisions are taken after taking into consideration the taxes and subsidies. The prices
of IOCL are different in different cities in India. The prices are divided into geographical
locations like metro cities, State capitals, National Capital Region. These prices are available
on the company’s website. Indian Oil Corporation prices are also decided by crude oil prices
in the world.
58
4.3 BHARAT PETROLEUM CORPORATION LIMITE

1) Naptha
2) LPG
3) Motor Spirit
4) Special Boiling Point Spirit /Hexane
5) Benzene
6) Toluene
7) Polypropylene Feedstock
• Middle distillates
1) Aviation Turbine Fuel
2) Superior Kerosene Oil
3) High Speed Diesel
4) Light Diesel Oil
5) Mineral Turpentine Oil
6) Heavy Ends
7) Furnace Oil
8) Low Sulphur Heavy Stock
9) Bitumen
59
4.3.2 DISTRIBUTION STRATEGY
availability of the products and services. Following is the distribution strategy in the Bharat
Petroleum marketing mix:
Bharat Petroleum follows the following process in the channel of distribution for Bharat Gas:
Crude Oil Purchase -> Refinery -> Warehouse -> Wholesaler -> Retailer -> Customer.
SAP system is used for taking orders. Once the order is placed by the end customer, the retailer
takes care of the logistics of making the gas cylinder available to the customer. For petroleum,
the petrol is dispensed directly from Bharat Petroleum owned petrol pumps. For industrial and
railways lubricants, LPG, etc. the channel distribution is shorter, with less number middle men.
4.3.3 MARKETING STRATEGY

Marketing Strategy of Bharat Petroleum analyses the brand with the marketing mix
framework which covers the 4Ps (Product, Price, Place, Promotion). There are several
marketing strategies like product innovation, pricing approach, promotion planning etc.
These business strategies, based on Bharat Petroleum marketing mix, help the brand succeed.
Bharat Petroleum marketing strategy helps the brand/company to position itself competitively
in the market and achieve its business goals & objectives.
Let us start the Bharat Petroleum Marketing Strategy & Mix to understand its product,
pricing,
Bharat Petroleum Corporation Limited (BPCL) is one of the leading players in the oil and gas
sector of India. It is also regarded as one of the most important companies in India as it
produces and markets one of the most essential commodities that drive the growth of any
country.
This case study on marketing strategy of BPCL deep dives into 4Ps of the marketing mix, its
marketing and advertising campaign strategies along with its digital presence. So let’s start
by knowing more about BPCL in the coming section.
60
4.3.4 PROMOTION & ADVERTISING STARATEGIES
Bharat Petroleum Promotion & Advertising Strategy:
The promotional and advertising strategy in the Bharat Petroleum marketing strategy is as
follows:
As Bharat Petroleum is a company with diverse types pf business segments which are B2B
and business to customer, it requires different types of promotions for both. B2B generally
involves more specific advertisements which are targeted at a small number of prospective
customers or existing customers. Bharat Petroleum tends to promote its brands individually
than an umbrella advisement for Bharat Petroleum. For offering dealerships it advertises in
newspaper with the invitation to tender. Bharat Petroleum also occasionally uses print media
and billboards to promote its B2C products.
Since this is a service marketing brand, here are the other three Ps to make it the 7Ps
marketing mix of Bharat Petroleum (BPCL).
Process:
Bharat Petroleum used SAP software extensively. On consulting front, ERP application front,
business intelligence, etc. SAP implementation has helped Bharat Petroleum achieve spot-on
decision making, efficiency, more sales and reduced wastages. The processes for BPCL also
includes a framework form refinery extraction to filtration to distribution through pipelines
and reaching the end users.
People:
Bharat Petroleum has more than 14,000 employees. Bharat Petroleum is known to employ the
best management as its Chief Financial Officer (CMO) won the Most Influential CFOs of
India award. On the responsibility side of human resources, the new pension scheme and the
seventh pay commission is bound to affect salary structures of employees of Bharat
Petroleum. The employees enjoy a lot of perks like reimbursements for expenses made on
food, education of children, retirement benefit, job security, medical coverage, and much
more.
61
Physical Evidence:
Bharat Petroleum’s biggest physical evidence are petrol pumps and gas cylinders for
households. The various awards and accolades collected by Bharat Petroleum Corporation
Limited are a physical evidence of the work done by them. Starting by the recent awards, like
Silver Award at Association of Business Communication 2016. This award celebrates
exceptional performance in the field of business communication. Moving on, Bharat
Petroleum also bagged the first prize in SCOPE awards which is the head organization of
PSU in India. This completes the Bharat Petroleum marketing mix.
4.3.5 PRICING STRATEGY

Price here refers to the cost of the product or service at which a company sells to its
customer.
BPCL, being an oil and gas sector company, heavily depends on the price of crude oil in the
international markets.
Crude oil is the largest component of its raw materials, and global crude oil prices are
dynamic. Therefore, it sets the prices depending on the global crude oil pricing
It is also a partly Business-to-Business (B2B) entity that offers its products and services
based on pre-agreed contractual pricing
Its fuel retailing business is also dependent on oil prices and taxes of the country
62
4.3.6 SALES FORCE MANAGEMENT
BPCL is adopting technologies like artificial intelligence (AI), internet of things (IOT) and
implementing technology platforms that would cut across business units giving BPCLs teams
a unified view of the customers, improve processes with increased automation and at the
same time enhance employee safety.
Deloitte India, a Salesforce partner, was instrumental in the collaboration. Working with
BPCL, Deloitte designed and oversaw the deployment of Salesforce and other processes in
alignment with One BPCL vision.
Arundhati Bhattacharya, Chairperson and CEO of Salesforce India, said: “The oil and gas
industry has progressed over the past few years to become a digitally mature industry. We
look forward to building a strategic roadmap to help companies such as BPCL, drive a true
360 degree view of customers.”
63
Chapter 5: Human Resource Department
SR. Title Page

No. No.
5.1.1 RECRUITMENT & SELECTION PROCESS 64
5.1.2 NUMBER OF EMPLOYEES 66
5.1.3 TRAINING METHODOLOGY 66
5.1.4 SPECIFIC HR POLICIES 67
5.1.5 PERFORMANC APPRAISAL PROCES 68
5.1.6 WAGES & SALARY ADMINISTRATION 70
5.1.7 GRIEVANCE HANDLAIND PROCEDURE 72

5.2.1 RECRUITMENT& SELECTION PROCESS 73

5.2.3 EMPLOYESS SAFTY MECHANISUM 76
5.2.5 PERFORMANCE APPRAISAL PROCESS 77

CORPORATION LIMITED
5.3.1 RECRUITMENT & SELECTION PROCESS 81
5.3.4 EMPLOYEE SAFTTEY MECHANISMS 84
64
5.1.1 RECRUITMENT & SELECTION PROCESS
The Reliance Group which is founded by Dhirubhai H. Ambani is considered to be India’s
largest private sector organization, with businesses in the energy and materials value chain.
The flagship company that is Reliance Industries Limited(RIL) is a Fortune Global 500
company and is said to be the largest private sector company in India. The Group’s activities
serve as a bridge for exploration and production of oil and gas, petroleum refining and
marketing, petrochemicals (polyester, fibre intermediates, chemicals & plastics), textiles,
infotel,retail and special economic zones. Reliance Industries Limited come under major
group companies including all its subsidiaries & Reliance Industrial Infrastructure Limited.
Here given detail of Reliance Recruitment and Selection Process.
RECRUITMENT AND SELECTION PROCESS OF RELIANCE
The candidates who have got minimum 60% aggregate over all eight semester are eligible for
the recruitment of Reliance Company.
Selection procedure of Reliance Company consists of 3 processes. They are,
Written test (Aptitude)

Technical written test
Technical and HR interview
Candidate type required: Engineers (graduates/post graduates) of Chemical / Mechanical /
Electrical / Instrumentation / Civil / Production / Industrial Engineering.
1. Written test (Aptitude)

In written test the number of questions are 75 and time limit for those questions are 35
minutes. The questions are from several topics like ratio, simple logics, comparisons, analogy
etc. The cut off marks for this round is 60%.
2. Technical written test

In this round number of questions are 50 and time limit are 25 minutes. Technical questions
are from electronics, networking subject.One has to be strong in his/her subjects to clear this
round. For this round the cut off marks is 50%.
3. Technical and HR interview

After clearing both written test the final round is technical and HR interview. It will take 1
hour and based on National merit test. In this round some technical’s questions will be asked
and in HR round the questions will be asked about the company, projects, hobbies etc.
Candidates are required to produce original mark sheets/ certificates for verification during
Interviews.
65
5.1.2 NUMBER OF EMPLOYEES
NUMBER OF EMPLOYEES THOUSANDS
250
236.33
200
187.73 194.06 195.62 195.62
150
122.03
100
97.56
61.19 58.73 65.23 71.79 83.53
50
0
FY FY FY FY
2 0 1 02 0 1 1 FY
2012 2013 FY
2014 2015 FY FY
2016 2017 FY FY FY
2018 2019 FY
2020 2021
5.1.3 TRAINING METHODOLOGY

Training is easier to implement, more effective in capacity building, and simpler to monitor
and evaluate if it is guided by a comprehensive strategy, i.e. a carefully-prepared plan for
achieving goals and objectives. Without such a strategy, training efforts generally remain
reactive, i.e. piecemeal and uncoordinated responses to emerging problems. For example,
RIL training often concentrates on felling/bucking and yarding/skidding operations simply
because their negative impacts on the residual stands and the forest ecosystem as a whole are
highly visible, and readily measurable in physical and monetary terms. Unfortunately, this
approach often fails to recognize that other key stakeholders, such as policy-makers, planners
and supervisors also need to undergo training because their decisions have significant and
long-term impacts on the productivity and sustainability of the forest resources.
A training program that is guided by strategic thinking is pro-active in nature. It adopts a
comprehensive, systematic and long-term approach to that leads to a training strategy
encompassing:
The whole range of logging operations.
66
Identification and prioritization of the various personnel groups who need to be trained
(the target trainees).
Identification of the KAS essential to perform the various harvesting operations (the subjects
covered in training).
Determination of the different approaches and delivery techniques to produce the required
expertise for carrying out the tasks (training methods).
Identification of agencies and groups that could collaborate in implementing the training
strategy and programs.
Formulation of ways and means for securing financial resources for the training programs.
Employee safety mechanisms
Reliance’s endeavour to create a culture of safety, health and environment saw a new light
with the implementation of Change Agents for Safety, Health and workplace Environment
(CASHe). This project has garnered enough strength to make safety and health a priority in
the workplace, and improved occupational safety and health significantly. Reliance’s HSE
Management System has established company-wide safety management objectives and
processes for improving operational discipline and evolving inherent safety measures for
plant operation. In addition, the Central HSE audit programme — a critical component of the
HSE governance process — is designed to ensure that the HSE Management Standards are
implemented, and best practices followed and shared across the Reliance Group.
Reliance is also committed to ensuring environmentally sustainable and responsible

operations to achieve highest standards of excellence. Our manufacturing divisions have not
only instituted internationally accepted Environmental Management System based on ISO-
14001, but the major sites are also integrated with Quality Management and Occupational
Health & Safety Management Systems.
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5.1.4 SPECIFIC HR POLICIES
Human resource management refers to an assortment of policies used to systematize work in
the employment relationship and centres on the management of work and the management of
people who undertakes this work.
Therefore HRM is concerned with recruitment, selection, learning and development, reward,
communication, teamwork and routine management. While it is relatively easy to list
activities that make up HRM, It is a subject that stimulates much debate and disagreement.
The hr process is considered as important for the management of the consumer pleasure with
human recourses. The clients find comfortable and will be satisfied when they understand the
hr processes and how they are connected and the hr processes interact. Modern hr processes
are measured and frequently analysed and identifies the irregularities in the activities and it
brings the improvements for the benefits of the organisation.
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The success of Human Resources Management is in the connection of all HR processes as

they provide the adequate supports to workers and the managers. So the main aim of Human
Resource Management is to keep the human capital ready for action on the market and the
rational grouping of HR Processes helps to interact and manage the individual processes.
Every organisation has their own HR processes, but the main HR Processes are always same
in all companies as it is the market HR Best Practices.
Human Resource Management is considered as a comparatively new approach to Personnel

Management. HRM emphasizes primarily on its strategic contributions and its closer
alignment to business, HRM is a vital component of any organization, its involvement among
other components of line management is notable (Paauwe. J, Jan 2009). Paauwe further
suggests that HRM aims on its ultimate goals such as High job performance, low absence and
high cost effectiveness through the efficient utilization of the man power of the company.
Human resource is really the major component of any organization, the success or failure of
an organization heavily relies on its Man power management. Maslow’s need Hierarchy
theory is considered as guiding principle for HR Management across the globe. Maslow
identified the very basics of human motivation factors. Following this principle it can be
assumed that to motivate an employee HR manager should understand his level of
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expectations, potential of the employee, and should evaluate the performance before and
after certain motivational measures implemented.
KEY HUMAN RESOURCE ACTIVITIES OF RELIANCE

• Main HR process areas
• Manpower planning
• Recruitment and staffing
• Human resource development
• Compensation and benefits
• Leadership development
5.1.5 PERFORMANC APPRAISAL PROCESS
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5.1.6 & SALARY ADMINISTRATION
Formulation of Compensation Structure
The various components of a compensation policy are discussed below:
Basic Pay:
This is a fixed amount to be paid at the end of the month to each employee. This
amount is arrived at on mutual agreement at the time of recruitment and could be legally
sanctioned. HR pays special attention to the structure of the basic pay in two
a) This becomes a permanent cost figure, which cannot be changed during business downturn
and is a commitment made to employees in terms of payment. Therefore, HR team attempts
to
keep this component relatively less so that compensation paid could be changed in tune with
the
business cycle.
b) Most of the legal contributions (13 %of basic pay as provident fund,4.75 %as state
insurance
,15 days basic pay as gratuity,8.33% -20% of basic as bonus etc.) are made on the basis of
basic
pay.
Variable Pay
Variable pay is that of the compensation policy which ensures payment as per the cost of
living,
performance of employees, san so on. This part of the compensation is not fixed and varies
according to a number of criteria. Similarly, the amount of performance bonus paid by many
hospitality organisations is pegged with last year’s performance. This provides blanket
coverage
to contain the labour cost, especially in the years of recession or bad market conditions. It is
important to note that this performance bonus is over and above the bonus granted under the
Payment of Bonus Act 1965
Legal Benefits
70
Indian labour legislations envisage a number of benefits for the employees working in
hospitality
sectors, and no business institution can run is operation without adhering to the mandates
given
by various labour legislations viz.Minimum AGES act, The Equal remuneration Act and The
Payment of WAGES Act
Employee Provident Fund and Miscellaneous Provisions Act

This act is a part of social security measures, which ensures that 12% of basic ay is deducted
and
deposited with the PF commissioner, and an equal amount is paid by the employer. On
retirement or termination of service, this amount is given back to the employee with interest.
Employee State Insurance Act

Under this scheme, an employee gets a blanket coverage for 5 types of benefits (medical
assistance, hospitalization, maternity against 1.5% of wages as subscription. The employer
needs
to pay 4.75% of ages against each employee (whose salary is less than Rs.13000per month)
Prepared by: Sarika Joshi
The payment of Bonus ACT

Employees who have completed at least 30 days of work in a year are eligible for bonus
ranging
from 833% to 20% of basic wages. This should be paid latest by 30November the next year
The payment of Gratuity Act

Employees are eliible for gratuity on completio of 5 yers of srvices in an organisation.
Employees who have served in hospitality
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5.1.7 GRIEVANCE HANDLAIND PROCEDURE
STEP 1
Reach us at
Toll Free Number: 1800 3009
Email us at
rgicl.services@relianceada.com
Contact our Branch

With presence across numerous locations
pan-India, we are never too far from you.
Write to us at (Correspondence Only)

Reliance General Insurance, Correspondence Unit, 2nd & 3rd Floor, Winway Building,
11/12, Block No-4, Old No-67, South Tukoganj, Near Madhumilan Square, Indore, Madhya
Pradesh, India – 452001.
STEP 2
If you are not satisfied with the response, please email - Nodal Officer at
rgicl.grievances@relianceada.com
STEP 3
If even this leaves you dissatisfied, please email - Head Grievances at
rgicl.headgrievances@relianceada.com
STEP 4
If after having followed Step 1, 2 and 3 your issue remains unresolved, you may approach the
Insurance Ombudsman for redressal.
Click here to get details on Insurance Ombudsman Offices.
72
5.2.1 RECRUITMENT& SELECTION PROCESS
1. Selection shall be on the basis of performance of the candidates on the basis of marks
obtained by them in the Written Test (Duration 90 Minutes) and meeting notified eligibility
criteria.
2. The Written Test will comprise of 100 questions with Objective Type Multiple Choice
Questions (MCQs) consisting of four option with one correct option. The questions would be
in bilingual i.e. English & Hindi.
3. The written test will assess the candidates on the following parameters: -
Trade Apprentice - Accountant
• Generic Aptitude including Quantitative Aptitude – 30 Marks
• Reasoning Abilities – 30 Marks
• Basic English language Skills – 40 Marks
Trade Apprentice (Fitter / Electrician / Electronics Mechanic / Instrument Mechanic /
Machinist) & Technician Apprentice (Mechanical / Electrical / Instrumentation / Civil /
Electrical & Electronics / Electronics)
• Technical Acumen in relevant discipline – 40 Marks
• Generic Aptitude including Quantitative Aptitude – 20 Marks
• Basic English Language Skills – 20 Marks
Trade Apprentice (Data Entry Operator /Retail Sales Associate):
• Generic Aptitude – 30 Marks
• Basic English – 40 Marks
4. The candidates will have to secure a minimum of 40% marks in written test to qualify for
selection process. The minimum qualifying marks shall be 35% for candidates belonging to
SC/ST/PwBD categories against reserved positions.
5. Candidates selected as apprentices will have to fulfill the minimum physical fitness
standard/parameters as specified in the Apprentice Act and amendments/modification issued
from time to time. Only those candidates declared fit in pre-engagement medical and physical
fitness shall be considered for engaging as apprentice.
Document Verification:
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Candidates shortlisted on the basis of their position in the merit list and subject to
number of seats in respective Trades/Disciplines, shall be called for document verification.
The following original documents along with a self-attested copy should be furnished at the
time of Document Verification:
1. 10th Pass/Matriculation certificate issued by the concerned education board as proof of
date of birth. No other document will be accepted for verification of date of birth.
2. SC/ST/OBC(NCL)/Disability/EWS-Income & Asset Certificate by reserved category
candidates in the prescribed format issued by Competent Authority.
3. Class XII marksheet issued by the concerned education board/ Semester-wise/ year-wise
mark sheets of ITI issued by NCVT or SCVT/Graduation/Diploma in Engineering
4. Class XII/Final ITI issued by NCVT or SCVT/Graduation/Diploma Certificate issued by
respective Board/ Authority.
5. Conversion certificate from CGPA/OGPA/Letter Grade to percentage of marks, if
applicable, from concerned University/Institute.
6. Certificate mentioning the date of publication of result from the Principal of the
Polytechnic/ School/College/ Institute from where the candidate pursued his/her Class
XII/ITI/Graduation/Diploma course, if applicable.
7. For Candidates applying against Discipline Code 13/26/39/52/65 or 131/261/391/521/651 -
Skill certificate issued by an awarding body recognized under National Skill Qualifications
Framework or any other authority recognized by the Central Govt.
8. Any other Certificate, as specified.
Pre-Engagement Medical Fitness:
1. Candidates selected as apprentices will have to fulfil the minimum physical fitness
standard/parameters as specified in the Apprentices Act and amendments/modifications
issued from time to time.
2. Medical examination of PwBD candidates shall be with due consideration to the provisions
of Rights of Persons with Disabilities Act, 2016.
3. Only those candidates who are declared fit in pre-engagement medical examination shall
be considered for engagement as apprentice.
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Building human competence and motivated workforce through training has been identified as
one of the areas of greatest strength in IndianOil. The vast experience and the reservoir of
talented faculty available with IndianOil are also used to train employees in several areas viz.
Refining, Marketing, Transportation, Research & Development and overall Management. All
the faculties are experts in their respective fields with great deal of academic excellence and
long years of hands-on experience in the field. IndianOil owns a chain of 19 training centres
spread across the country with IndianOil Institute of Petroleum Management (IiPM) located
near New Delhi as the nodal centre, which continuously upgrades the knowledge and skill of
all its employees. The training centers are located at its refineries, Divisional Head Offices &
regional offices of Marketing and Pipelines Divisions.
IndianOil's over five decades of rich experience, coupled with availability of skilled
manpower in providing training in various facets of downstream petroleum sector, is
available to clients in developing their workforce. IndianOil offers to share its experience
through specialized educational programs to benefit the Oil & Gas Industry. Some of the
countries to which IndianOil has provided its services include Bahrain, Bangladesh, Iran,
Iraq, Kenya, Kuwait, Libya, Madagascar, Malaysia, Nepal, Nigeria, Oman, Qatar, Sri Lanka,
Sudan, Tanzania, UAE, Yemen and Zambia, etc. The knowledgeable and skilled faculty of
IndianOil, in combination with other resources, can offer training services on any topic
related with downstream petroleum sector, including on-the-job training.
IndianOil also offers faculty assistance for any customised training programs designed as per
the requirement of the client or for any "Off-the-Shelf" training programs of IndianOil.
Training may also be requested at any of IndianOil's training centres for selected courses
conducted at the refineries.
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5.2.3 EMPLOYESS SAFTY MECHANISUM
Safety management is an integral part of overall management system at IndianOil. IndianOil

is committed to ensure safety and health of its people and has demonstrated its leadership in
the field of Health, Safety and Environment by setting up Safety & Environment Protection
Departments at Divisional level and establishing Occupational Health Centres at the
refineries at an early date. All IndianOil refineries are certified under ‘Occupational Health
and Safety Management System (OHSMS)/OHSAS-18001 by DNV, Netherlands. Safety
systems are audited under ‘International Safety Rating System’ (ISRS) to assess the
effectiveness of the current system. IndianOil ensures fire prevention and safety through
continuous audits, employee involvement, training and management.
Employee safety mechanisms
Health & EnvironmentIndianOil Management is totally committed to provide safe

workplaces and take all possible measures to ensure that activities are carried out in such a
manner that there is no injury to any personnel, no damage to any equipment and
environment is not adversely affected. A well-defined Health, Safety and Environment Policy
is followed in IndianOil and adequate resources are allocated for effective implementation of
the policy, to achieve the highest standards of safety.
All IndianOil refineries have Environmental Management Systems certified to ISO 14001.
Re-use of treated effluent is extensively practiced at all refineries. IndianOil's Pipelines and
Retail Outlets have also received ISO-14001 certification. IndianOil's locations that are
accredited with ISO include refineries, pipelines, aviation fuel stations, quality control
laboratories, LPG bottling plants and tap-off terminals.
With its vast experience in successfully implementing Health, Safety and Environment
policies in its various units, IndianOil also offers its services in ensuring client’s work
environment is safe and healthy and to keep the environment clean.
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Indian Oil Corporation Ltd. is committed to the ten principles of Global Compact
promulgated by United Nations. This is evident from the various policies pursued by the
company
Vision : A major, diversifaied, trans-national, integrated energy company, with national
leadership and a strong environment conscience, playing a national role in oil security &
public distribution
Mission
To foster a culture of participation and innovation for employee growth and
contribution.
To cultivate high standards of business ethics and Total Quality
Management for a strong corporate identity and brand equity.
5.2.5 PERFORMANCE APPRAISAL PROCESS

Indian Oil Corporation Limited, a Maharatna public sector undertaking, here in after referred
to as ‘IOCL’, is operating under the administrativecontrol of the Ministry of Petroleum &
Natural Gas. IOCL is primarily engaged in the business ofrefining, transportation and
marketing ofpetroleum products and petrochemicals withi nstalled refining capacity of 51.2
million metrictonnes, pipeline network of over 10,500 kilometer,marketing infrastructure of
over 35,000 selling points and petrochemical facilities at its Panipat & Gujarat Refineries.
IOCL is also engaged in exploration & production of crude oil and the distribution of natural
gas. The existing paid up capital of IOCL is Rs.2427.95 crore comprising 2,42,79,52,482
shares of face value of Rs.10 each. Presently, the Government of India is holding 78.92% of
the paid up equity capital of IOCL and the balance is held by institutions/FIIs/public etc. An
analytical evaluation of the financial and operational efficiency of the IOCL is imperative for
its efficient functioning performance appraisal of IOCL and its financial position can be well
judged by EPS Ratio, Financial Leverage, Operating Leverage, Solvency Ratio, Reserve
toCapital Ratio, and proprietary Ratio.
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5.2.6WAGES & SALARY ADMINISTRATION
IOCL Allowances
IOCL Allowances and Benefits
Indian Oil Corporation Limited will not only receive a great salary but also receive the best
amount of benefits and allowances which will also give to the newly recruited executive of
the company as provided below.
Medical Allowances
Location Allowances
Telephone Allowances
Mining Allowances
Post-retirement facility plan Allowances
Performance Allowances
Conveyance Maintenance Allowance
Superannuation Benefits Allowance
Composite Social Security plan as per company guidelines
Dearness Allowance
Workers of the Indian Oil Corporation Limited are paid Dearness Allowances of their basic
pay by AICPI or All India Consumer Price Tax Index. The DA is studied quarterly and its
present rate is 121% of basic pay.
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5.2.7 GRIEVANCE HANDLAIND PROCEDURE
1. Availability of complainant / suggestion book at Indane Distributor and Petrol

Pumps:- As per the MDG Provisions it is Mandatory for the RO dealers and LPG
distributors to maintain a suggestion / complaint book and make the same readily
available to the customer on demand. A message indicating availability of this book is
also prominently displayed at the retail outlet and Gas Agencies. During inspections,
the field officer goes through the complaints book, for which a specific provision has
been made in the inspection report. The complaints are attended to by contacting the
complainant, wherever necessary, by the officer or action is taken based on complaint/
input given by the customer.
2. Display of contact No and Address at Retail Outlets / Indane Distributorships: -

The Field Officer’s / Dealer’s / Distributorship’s Telephone contact Numbers,
Postal and email address are displayed at all the retail outlets / LPG Distributorships,
for the customer to contact the Company Officials or writing to them.
3. Toll Free Number Call Centre - In order to have a convenient, easy and effective way
to enable the customer to register their grievance / suggestion and follow them up, a
common Toll Free Number 1800 2333 555 is in place which can be accessed from
anywhere in the country. The number is operational from 08.00 AM to 8.00 PM on all
days except national holidays.
4. Web based complaints: Customers can also register their complaints / feedback by
raising Service Request through IndianOil Complaint/Grievance management Portal.
Link of the Portal can accessed from IndianOil Corporate website i.e. www.iocl.com
and www.indane.co.in.
On the home page of Portal select the respective product and proceed by entering the
complaint details. Customer needs to enter its contact details and product/service
category. Once the complaint is registered customer will receive a unique Service
Request No. which can be used for further communication.
Complaint is escalated to the concerned department for further action; an e-mail/SMS

is sent to the customer on his/her registered e-mail Id / cellular phone number. There is
provision in the system to enable customer to view the status of the complaint on the
website using its unique Service Request No. The customer has the provision to re-
open the complaint if the customer is not satisfied with the complaint resolution.
5. Timelines for grievance redressal: IOC endeavors to respond to complaints received

through Toll-Free number/Web Portal within fourteen days from the date of
registration except in circumstances beyond control of the Corporation viz. Natural
calamities, strikes, system breakdowns or in cases warranting investigation etc. which
79
may take longer to conclude. In such case, an interim reply would be sent.
6. Grievance Cell and Personal Hearing: Customers can also register their complaints
by post /mail to Divisional Managers, Area Managers or 16 the State offices, who are
the Nodal officer for the respective offices / States. The Divisional/Area Managers &
the State office in-charges also give personal hearing to customers / public even without
prior appointment on specified time and days which are prominently displayed on the
notice boards in the respective offices and also publicised through advertised published
in leading newspapers from time to time. The details of the Divisional / Area Managers
/ State Offices are available on our corporate website http://www.iocl.com.
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5.3.1 RECRUITMENT & SELECTION PROCESS

Bharat Petroleum Corporation limited (BPCL) is an Indian oil and gas company. The main
production of the company is of oil and gas . It is a government company head quartered in
Mumbai. In 2012 BPCL is ranked as 225th in the fortune global 500 ranking of world’s
biggest corporations. From 1976 BPCL has taken a rapid growth in aspect of oil and gas.
Bharat Petroleum Corporation limited is considered as the leading company in petroleum and
gas in the public sector.
Bharat Petroleum
Criteria of Bharat Petroleum recruitment
Candidates can apply online or as well as manually for Bharat Petroleum Corporation limited
for the vacancy available.
Placement Criteria of Bharat Petroleum :

Educational Criteria :
Candidate must have done diploma or engineering in
chemical/mechanical/electrical/Electronics & instrumentation technology with at least 60%
marks throughout.
Candidate should not have any backlog or any reappear.
Candidate should have done a full time course in a particula streams.
Age limit :
Candidate age should not be more than 30 years of age as on 1st march 2013.
SC/ST/OBC/ EX – Service men will be given relaxation as per the government rules and
regulation.
The selection process of candidates in Bharat Petroleum Corporation limited depends upon
the performance of the candidate in various rounds like written round, medical and interview
round.
Written round : This round will be an online round. In this round the candidate will be given
multiple choice question depend on various streams like chemical, mechanical, electrical.
There will be negative marking of ¼ for every question that will be wrong. Those candidates
who are selected in this round will undergo the further rounds of placement process of BPCL.
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Medical round : In this round the candidate will be going through the medical
checkups like eye side test, blood pressure, and many other test .In this candidate will be
judge on the candidate medical prospectus that any candidate should not have any kind of
allergy. The candidates those who will be selected from this round will further undergo for
the last round of placement process of BPCL.
Interview round : In this round the candidate will judge on the basis of technical knowledge,
confidence, body language and communication skills .In this round the candidate will have
face to face interaction with the HR and will be judge on the above mentioned factors.

Bharat Petroleum Corporation Limited (BPCL) has a world class SAP Authorised Training
Centre at Mumbai for delivering SAP trainings in India. Comprehensive education and
training is delivered at the state-of-the-art facilities created by BPCL.
The standard SAP programmes being conducted at SAP Training Centre are imparted by
practicing SAP consultants. These professionals have in-depth product knowledge, project
implementation experience, and proficient course delivery skills. They help individuals
develop practical skills as well as management and application of SAP technology.
Each participant gets complete hands-on training, close attention and regular feedback in the
Training Centre. BPCL’s SAP Training Centre offers learning in all available modes:
Instructor-led Training (ILT) – a Virtual Live Classroom training (VLC), OLT (Online
Training) to maximise and accelerate the return on investment in SAP solutions and gain the
competitive advantage.
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Bharat Petroleumfollows a structured process for determining organisational goals and
objectives and then plans to achieve them. HR Initiatives at BPCL begin with a five year
dream plan that is further broken down into annual plans. Then Business plans are prepared
to achieve the objectives. These goals and objectives are tabulated in the form of Balanced
Score Cards (BSC) and are monitored from time to time.
All senior leaders including HR leaders have been trained in performance counselling
techniques that are in line with the global trends. This ensures that Bharat Petroleum creates
an integrated work environment that supports and enhances performance and skill
development of every employee. Senior leaders in the organisation take regular feedback
from employees regarding various issues through dipstick surveys and discussion forums.
Bharat Petroleum has various HR initiatives for employees to continually applaud and
encourage individual as well as group performance. Regular appraisals are geared towards
identifying, rewarding and encouraging employees who excel. Additionally, at Bharat
Petroleum, training needs are identified and earmarked and employee goals are also
streamlined to promote career growth. Performance targets which are mutually beneficial to
individuals and the company are also clearly identified and worked on.
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5.3.4 EMPLOYEE SAFTTEY MECHANISMS
Together, we have the highest concern and commitment for protecting the Health and Safety
of all employees, contractors, customers and the communities in which we operate and for
conservation of the environment. We will comply with all Statutory Regulations and may
even go beyond these for the benefit of our environment.
We consider Health, Safety and Environmental aspects as an integral part of our business
planning and operation processes.
POLICY
Based on these guiding principles, we shall:
Demonstrate our commitment by:
Providing and maintaining safe facilities and working conditions
Recognising that all employees have responsibility for their own safety and actions which
could affect the safety of others
Adoption of appropriate technologies to minimize the impact of our activities on the
Environment
Establish clear objectives and targets to:
Improve continuously for prevention of accidents & occupational illnesses and minimising
any impact of our activities on the environment
Promote learning through training and sharing of experiences and best practices; including
with contractors, customers and the public, wherever required..
Inculcate values and attitudes conducive to achieve excellence in Health, Safety and
Environmental performance.
Provide means to achieve our mission by:
Assigning clear roles and responsibilities at all levels and periodically reviewing and
recognizing contribution to HSE objectives.
Allocating adequate resources:

Fostering a spirit of participation by all employees in Health, Safety and Environmental
conservation efforts.
Creating appropriate forums for deliberations on Health, Safety and Environmental issues.
Monitor performance by:
Periodically auditing work processes, systems & practices and promptly correcting
deficiencies.
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Incorporating HSE performance as a parameter for assessing the overall performance
of Employees, Business Units, Contractors and Business Associates.
Our Definition for LTA, Incident & Accident

OUR DEFINITION FOR LTA, INCIDENT & ACCIDENT
INCIDENT: An ‘Incident’ is defined as a happening (including natural calamities) on ground
involving company personnel or static facilities or equipment under their control that could
have
led or leads to the following:
Supply of an incorrect or off-specification grade of product
Facility outage like un-serviceability of facility due to any reasons (including natural
calamities)
The damage to an aircraft / equipment including refueling equipment
Delay in refueling
Fatalities / Injury
Property loss including oil spillage
Any incident / action / attitude resulting into customer annoyance / complaint / dislike
85
5.3.6 WAGES & SALARY ADMINISTRATION
BPCL is a modern refining and distribution company. The term BPCL is short for Bharat
Petroleum Company Limited. BPCL is a competitor that competes against Hindustan
Petroleum for the 2nd slot behind Indian oil. The company refineries are located in Mumbai,
Kochi and Numaligarh. In Numaligarh, the company owns about 69% of the Refinery. These
refineries provide about 22.2 million metric tons of crude oil every year.
BPCL Grade Pay Scale Bharat Petroleum Salary Allowance Perks
BPL sells crude oil, gasolines, LPG (Liquid Petroleum Gas) and Kerosene. BPCL is a huge
company having about 8,400 gas stations across the country. The company has its own
national network of kerosene dealers and the company also enjoys the services of 2,110 LPG
dispensers. Indian government owns 55% of the firm but it plans to sell this share as a part of
industry wide deregulation. The headquarters of BPCL is located in the Mumbai city.
There are more than 10,000 employees in this firm. The revenue of this firm is about ₹500+
billion (INR) per year. The firm offers a competitive, caring and innovative work
environment which has attracted many people to post their interview and apply for this firm.
BPCL Pay Scale
Not only BPCL offers a caring and innovative work environment but also it provides a
reasonable salary to the people working here. There are different scales of pay for the
management staff. The salaries of the management staff begin from Rs. 24, 900 and it rises to
Rs. 1, 25, 000 for the higher ranked people. Executive/ Officer/ Engineer is the lowest rank in
the firm and thus they get Rs. 24,900 to Rs. 50, 500 for their contribution. This is a handsome
pay, because it is the lowest rank in the firm. Then again the C & MD gets about Rs. 80, 000
to Rs. 1, 25, 000 which is a very good salary. The salary of the employees is different because
the level, rank and contribution of all of the employees are not same. So, the employee who is
ranked higher and contributes much gets paid more. But, the pay scale is pretty decent in the
firm.
Again for the non management staff in marketing, the pay scale starts from Rs. 9, 000 to Rs.
49, 000. The salary increases as per the ranks of the non management staffs. For part time
jobs, the pay scale in Mumbai starts from Rs. 4, 700 to Rs. 49, 000. In the Kochi Refinery,
the pay scale of the part time workers starts from Rs. 11,500 to Rs. 49,000. Although there
are differences of the salaries of the workers, the pay rate is pretty good.
BPCL Salary
The salaries of the employees of BPCL are pretty handsome. Everybody gets their payment
according to their contribution and qualification. There is also a good opportunity for the part
time workers in BPCL. The working environment is also very good. The salary of the
workers differs as per their designation. The C & MD gets the highest amount of salary from
the company which is about Rs. 1, 25, 000. The executives or the engineers contribute less to
the company and thus they get about Rs. 50, 500 for their contribution. The non management
staff also gets a good salary.
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5.3.7 GRIEVANCE HANDLAIND
PROCEDURE
As one of the biggest and most popular domestic and commercial suppliers of LPG, Bharat
Gas has its fair share of customer complaints. Bharat Gas Company’s system for addressing
customer grievances is efficient, quick and responsive. There are many ways through which
an LPG consumer can register complaints, suggestions, feedback, or even compliments
towards the company.
Due to the sheer number of connections distributed among the second most populous country
in the world, the system was upgraded many times in order to accommodate the number of
potential complaints. Fortunately for the company and the public, the complaints have
reduced in the last few years thanks to the company’s pre-emptive measures like improving
their service, safety, and quality standards.
If at any time it is noticed that there is a leakage in the LPG cylinder, equipment, pressure
regulator, ISI certified piping, or even the stove – Bharat Gas must be contacted immediately.
Bharat Gas has over 3,400 emergency numbers at each of its distributors. The list of numbers
can be accessed here http://my.ebharatgas.com/bharatgas/locate.jsp.
What to do During a Gas Leak
First, turn off the gas from the cylinder itself.
If this is not possible, and the cylinder is damaged or leaking, open all windows and doors
and ensure maximum ventilation in the affected area.
Keep a fire extinguisher and bucket of water on standby and call the police.
Evacuate your household and take only what is necessary, as a leaking LPG cylinder has
claimed many lives in the past.
Then, call the police who will also intimate the fire department.
Bharat Gas Emergency Numbers Zone-wise
LPG headquarters: 022-22714516
North India: 0120-2474167
East India: 033-24293190
West India: 022-24417600
South India: 044-26213914
The list of local distributors’ emergency numbers can be found here
http://my.ebharatgas.com/bharatgas/locate.jsp.
A team will be sent from the distributorship to your registered address to handle the situation
in a professional manner.harat Gas and all other LPG companies take these complaints very
seriously and investigations are launched into finding how and why the cylinder or equipment
was leaking.
87
Chapter 6: PRODUCTION DEPARTMENT
SR.No. Title Page
No.
6.1.1 RAW MATIRIAL USED 89
6.1.2 TURN OVER 90
6.1.3 PLANT LOCATION 91
6.1.4 PRODUCTS PRODUCED 93
6.1.5 MACHINES USED 94
6.1.6 QUALITY MAINTENACE 95
6.1.7 SPECIFIC OPERATIONS POLICIES 96
6.2.1 RAW MATIRIAL USED 97
6.2.2 TURN OVER 97
6.2.8 SERVICES PROVIDED 103
CORPORATION LIMITED
6.3.1 RAW MATIRIALS USED 104
6.3.2 TURNOVEWR 104
6.3.8 SERVICES PROVIDED 109
88
6.1.1 RAW MATIRIAL USED

Even as the stand-off between India and Saudi Arabia escalates with the kingdom increasing
the crude oil price for Asia and India cutting imports from the Gulf nation, the state-run Saudi
Aramco's stake purchase plan in Reliance O2C Ltd is unaffected, said sources in the know.
Aramco is serious about partnering Reliance and the discussions are progressing as expected,
three sources confirmed.
Aramco, the world's largest oil producing company, is expected to register a strong
performance in this year, thanks to the spike in crude prices. The Brent crude price is
hovering around $65 per barrel, as compared to $38 in early November. Bank of America
(BoA) earlier estimated that Aramco would generate close to $100 billion in cash flow in
2022.
Also, Aramco is generating surplus cash as it recently agreed to sell its 49 per cent stake in
pipelines to a consortium led by US-based EIG Global Energy Partners for $12.4 billion. It is
Aramco's largest deal since its record $29.4 billion IPO in late 2019.
In 2020, the energy giant posted a 44.4 per cent slump in net profit due to lower crude prices,
as the coronavirus pandemic weighed heavily on global demand. Aramco achieved a net
income of $49 billion in 2020, down from $88.2 billion in 2019.
India, the third-largest crude oil importer and consumer, recently advised public sector crude
refining companies to scale up import from the US and Africa following Saudi Arabia's
decision to raise official selling price (OSP) of oil shipments to Asia in May. The action by
Saudi, the world's largest crude exporter, was largely conceived as a retaliation to India's plan
to cut crude imports from the country.
Mukesh Ambani, Chairman and Managing Director of Reliance Industries, announced in

2019 that Aramco would pick up 20 per cent stake in the company's newly floated subsidiary
Reliance O2C for $15 billion. Aramco sees Reliance O2C as a dedicated buyer of its crude.
Besides, it sees opportunity in Reliance O2C's plan to increase production of petrochemicals
by reducing fuel output.
89
The O2C business of Reliance includes the twin refineries in Gujarat's Jamnagar and the
adjacent petrochemicals complex, besides the petroleum retail joint venture of RIL-BP Plc.
The deal also ensures a dedicated market for Aramco's crude in India. As part of the deal,
Reliance O2C will sign to buy 5,00,000 barrels of crude oil every day (28 per cent of the
company's Jamnagar refinery requirement) on a long-term basis from Aramco. Besides, the
O2C business will be a value-creating proposition for both the giants as it focuses to channel
70 per cent of the refined crude for manufacturing high value chemical products.
6.1.2 TURN OVER

year 2014 to 2020(in billion Indian rupees)
TURNOVER OF RELIANCE INDUSTRIES

7000 6592.02
6228.09
6000
in billion Indian rupees)
5000 4463.39 4307.31

3884.94
4000
3301.8
2932.98
3000
2000
1000
0
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
FY 2014-2021
90
6.1.3 PLANT LOCATION
Plant:- Location Maharashtra - India
plant:-103/106, Naroda Industrial Estate, plant:- Village & P. O. Lalpur, Tehsil

Naroda, Burhar,
Ahmedabad - 382320 Shahdol Dist. - 392130
Gujarat – India Madhya Pradesh - India
plant:-Village Mora, P. O. Bhatha, Surat- plant:- P. O. Petrochemicals Township,

Nagothane, Roha Taluka,
Hazira Road,
Raigad District - 402125
Surat - 394510
Maharashtra – India
Gujarat – India
plant:- P. O. Petrochemicals,
plant:-B-1 to B-5 & A3, MIDC
Industrial Area, P.O. Rasayani, Vadodra - 391346
Patalganga,
Gujarat – India
Raigad District - 410220
plant:- Dewa Road, P.O. Somaiya Nagar,
Maharashtra - India
Barabanki - 225123
plant:-SEZ Jamnagar Refinery, Unit of Uttar Pradesh - India

Reliance Jamnagar SEZ Village, Meghpar
plant:- Village Baulpur
/ Padana, Taluka Lalpur,
Dhenkanal District - 759031
Jamnagar - 361280
Orissa - India
Gujarat - India
plant:- Dharmshala Road, V.P.O. Chohal,
plant:-Kurkumbh Complex D-1, MIDC
Kurkumbh, Taluka Daund Hoshiarpur District - 146024
Pune District - 413801 Punjab – India
91
plant:- Vadodara - Halol Expressway, Vill plant:- P. O. Dahej, Taluka Vagra,
- Asoj, Taluka - Waghodia,
Bharuch District – 392130
Vadodra - 441104
Gujarat – India
Gujarat - India
plant:- DTA Jamnagar Refinery, Village
plant:- 342, Kharadpada, P.O. Naroli, Meghpar / Padana, Taluka Lalpur,
Silvassa - 396235 Jamnagar - 361140
Dadra & Nagar Haveli – India Gujarat - India
plant:-Village Gadimoga, Tallarevu

Mandal, East Godavari Distri - 533463
Andhra Pradesh - India
92
6.1.4 PRODUCTS PRODUCED
Products Applications
Liquefied Petroleum Gas (LPG) Domestic and industrial fuel
Propylene Feedstock for polypropylene
Naphtha Feedstock for petrochemicals
Gasoline Transport fuel
Jet /Aviation Turbine Fuel Aviation fuel
Superior Kerosene Oil Domestic fuel
High-Speed Diesel Transport fuel
Sulphur Feedstock for fertilizers and pharmaceuticals
Petroleum Coke Fuel for power
93
6.1.5 MACHINES USED
At Reliance, manufacturing is a passion. This passion has driven us to set up world-class
manufacturing facilities with extreme operational efficiencies in record times. Over the years,
we have earned an enviable reputation for flawless project execution and management.
Reliance has set one more benchmark in the industry with commissioning of ROGC
(Refinery Off Gas Cracker). Integration of Petrochemical and Refinery is unique feat
designed to maximise value addition. This highly complex project was both an engineering
and execution challenge and has been started in flawless manner in record time. We have also
improved our competitiveness and feed flexibility by building a complete supply chain
network for Ethane import for our Hazira, Dahej and Nagothane sites and debottlenecked the
three Cracker to handle Ethane as feeds.
This adds to our past achievements in all projects at Jamnagar Manufacturing Division
(JMD). Reliance projects are of titanic proportions and required millions of engineering man-
hours spread over many international engineering offices; thousands of tonnes in equipment
and material procured from suppliers across the globe; highly advanced, mammoth
construction equipment; a workforce of over 75,000 working round the clock for months; and
a great number of innovative techniques in project execution. The result: JMD was
established in a record time of less than three years! This has been our way of life, from our
mega in Patalganga to Hazira and other locations.
Manufacturing divisions of Reliance not only create thousands of jobs for skilled workforce,
but also train unskilled workers, helping create a strong talent pool. Every product we create
with the 'Made in India' tag is a source of great honour and pride.
94
6.1.6 QUALITY MAINTENACE
• Won Par Excellence award at the National Convention on Quality Concepts, NCQC- 2015,
organised by Quality Circle Forum of India, QCFI
• Received 6 Gold awards at the Regional Convention on Quality Concepts organised by

QCFI
• Won the Quality Achievements Award under GOLD Category for outstanding efforts to
improve achievements in Quality management at the convention organised by ESQR
(European Society for Quality Research)
• Quality Circle teams received Gold award for both quality circle teams at 26th Quality
Convention Centre organised by QCFI, VCCQC 2015.
• Quality Circle teams received Gold Award at 3rd Annual Quality Convention organsed by
QCFI ACCQC 2015.
• Won Lean and Six Sigma Excellence Award 2015 (LSSEA 2015) organised by Symbiosis
Centre For Management and Human Resource Development (SCMHRD).
• Awarded “Rama Krishna Bajaj National Quality Award (Certificate of Merit)” for process,
systems, quality and service delivery to the customers.
• Won the First Prize in Vardhman Quality Navigator Award (Large Business Category) at
the 10th North – West QualTech Awards.
95
6.1.7SPECIFIC OPERATIONS POLICIES
Our Service Philosophy: We aspire to create an enriching fuelling experience at our retail
outlets for our customers through service excellence, and act upon customer inputs to serve
them better every day.
OUR SERVICE STANDARDS
We are committed to providing a holistic ecosystem for our customers by creating a seamless
experience at our outlets. We differentiate ourselves on superior technical standards and
unparalleled customer value. We have established the following standards for customer
service across our retail outlets:
PROCESS STANDARDS
Round the clock product availability
Quick electronic billing for every transaction
Minimum wait time for our high-speed dispensers
Automated system to ensure exact quantity & quality
PEOPLE STANDARDS
Knowledgeable staff
Friendly and courteous behavior
Well-groomed and clean attendants
INFRASTRUCTURAL STANDARDS
Easy traffic movement
Clean washrooms
Free air service
Free drinking water
Reliance follows world class processes and Automation systems round the clock, uniformly
and consistently, while delivering High Speed Diesel, Petrol, Auto LPG and Lubricants from
its fuel stations across the country.
96
6.2.1 RAW MATIRIAL USED
Raw materials including crude oil are valued atcost determined on weighted average basis or
net realizable value, whichever is lower. Stock in Process is valued at raw materials cost plus
conversion cost as applicable or net realizable value,whichever is lower.
Crude oil in Transit is valued at cost or net realizablevalue, whichever is lower.
Initial cost of inventories includes the transfer ofgains and losses on qualifying cash flow
hedges,recognised in OCI, in respect of the purchases of rawmaterials.
Finished Products and Stock-in-Trade
Finished Products and Stock in Trade, other thanlubricants, are valued at cost determined on
‘Firstin First Out’ basis or net realizable value, whicheveris lower. Cost of Finished Products
produced isdetermined based on raw materials cost andprocessing cost.
Lubricants are valued at cost on weighted averagebasis or net realizable value, whichever is
lower.Cost of lubricants internally produced is determinedbased on cost of inputs and
processing cost.
Imported products in transit are valued at cost or netrealisable value whichever is lower.
Stores and Spares
Stores and Spares (including Packing Containeri.e. empty barrels, tins etc.)) are valued at
weightedaverage cost. Specific provision is made in respecof identified obsolete stores &
spares and chemicalsfor likely diminution in value. Further, a provision @5% is also made on
the balance stores and spares(excluding barrels, tins, stores in transit, chemicals/catalysts,
crude oil, and own products) towardslikely diminution in the value.
6.2.2 TURN OVER

I N D I A N O I L C O R P O R AT I O N L I M I T E D
600000 T U R N566353.55
566353.55 OVER
514890.47 506427.59
500000 445441.9
400000
300000
200000
100000
0
2021 2020 2019 2018 2017
97
6.1.3PLANT LOCATION
Plant:- Location Plant:-Pipelines Division (South East
Guwahati Refinery 3rd Floor Alok Bharti Tower Sh
P O Noonmati Bhubaneshwar - India
Guwahati – India Plant:-Mathura Refinery
Plant:-Pipelines Division P O Mathura Refinery
Eastern Region 14 Lee Road Mathura - India
Kolkata - India Plant:-Pipeline Div Indian Oil Bhavan
Plant:-Paradip Refinery 139 Nungambakam High Rd (South
PO Jhimil Chennai - India
Jagatsinghpur – India Plant:-Bongaigaon Refinery
Plant:-Haldia Refinery P O Dhaligaon
P O Haldia Refinery Chirang - India
Midnapur - India Plant:-Gujarat Refinery
Plant:-Pipeline Div - Northern Region P O Jawahar Nagar
P O Panipat Refinery Vadodara - India
Panipat - India Plant:-Digboi Division
Plant:-Pipelines Division Head Office P O Digboi
A-1 Udyog Marg Sector-1 Digboi - India
Noida – India Plant:-Scope Complex Core-2 (Head Off
Plant:-Panipat Refinery 7 Institutional Area Lodhi Rd
P O Panipat Refinery New Delhi - India
Panipat - India
Plant:-Barauni Refinery
P O Barauni Refinery
Begusarai - India
Plant:-Western P O Box 1007 Bedipara

Morvi Road Gauridad
Rajkot - India
98
Other than the regular petroleum products like light distillates, middle distillates, heavier
products like Furnace Oil, Bitumen, etc., IndianOil refineries also manufacture petroleum
products for specific applications. These specific applications could be feed stock for
chemical industry, raw material for specific industries and solid fuels. The petroleum
products, produced for specific applications are called, 'Petrochemicals and Specialties (P&S)
Products'.
Every petroleum refinery is not designed to produce P&S products but IndianOil's refineries
have been planned to make a large portfolio of P&S products. The indicative list of products
from IndianOil's various refineries is as follows:
Refinery P&S Products
Barauni Carbon Black Feedstock (CBFS), Raw Petroleum Coke (RPC), Sulphur
Digboi Paraffin Wax
Guwahati Raw Petroleum Coke (RPC)
Haldia CBFS, Jute Batching Oil (JBO), Micro Crystalline Wax (MCW), Mineral Turpentine
Oil (MTO), Sulphur
Koyali LABFS, Mineral Turpentine Oil (MTO), Sulphur, Toluene
Mathura Propylene, Sulphur
PanipatBenzene, Mineral Turpentine Oil (MTO), Petcoke, Sulphur
Basic end uses:
Benzene: Chemical industry

CBFS: Carbon black manufacturers
JBO: Jute industry
ABFS: LAB manufacturers
Micro Crystalline Wax (MCW): Pharmaceutical industry
MTO: Paint industry
Paraffin wax: Candle manufacturers
Petcoke: Cement industry
Propylene: Chemical industry
RPC: CPC manufacturers
Sulphur: Sulphuric Acid manufacturers and sugar industry
99
6.2.5 MACHINES USED
servogem 2/3/Ep Greases
servogem 2 and 3 lithium soap multipurpose greases. These greases have excellent water
resistance properties, high oxidation stability, and maximum structural stability with superior
anti-rust and anti-corrosion properties. These greases resist water washout and enjoy all
round acceptance for both anti-friction and plain bearing lubrication. This meets the British
Timken ALG 1/57, IS: 7623-1993, IPSS: 1-09-006 specifications and US Steel 374
requirements. These greases are widely used in steel plants, heavy engineering units, textile
mills, petrochemical and chemical units.
servogem EP greases are lithium-base greases having extreme pressure properties. These
possess excellent shear stability, high load carrying capacity, high oxidation stability and
anti-rust/anti-corrosion properties. These greases prevent welding and seizure of moving
parts often caused by shock loading and resist water washout. These greases meet IPSS:1-09-
005 specification and are recommended for both plain and anti-friction bearing in a wide
variety of application such as automotive, earth moving equipment and general industrial
machinery.
servogem Ht/ Htxx

servogem HT and HTXX are non-soap based smooth structure greases having excellent
ability to withstand high temperature and severe shock load conditions. These have excellent
resistance to water washout and do not get affected by mild acids and alkalies. servogem
HTXX contains MoS2 and has high load bearing ability. These greases meet US Steel 372,
IPSS: 1-09-008 specifications and are recommended for the lubrication of machine elements,
plain bearings and anti-friction bearings operating at high temperatures (120 Â°C - 250 Â°C).
These greases meet IS: 12790-1989.
Complex Greases
servorex L0/ L1/ L2
servorex greases are calcium-lead base, short fibrous structure greases with appropriate EP
and anti-rust properties. These greases are recommended for both anti-friction and plain
bearings operating at medium speed under heavy and severe shock loads. Due to their
excellent water repellent characteristics, these greases are successfully used for bearing
lubrication of steel mills, cane crushers and mill rolls of sugar factories. These greases are
used by various steel plants in centralised grease lubrication systems and are also
recommended for grease lubricated gear couplings.
servoplex Lc/ Lc1/ Lc2/ Lc3
100
servoplex LC is unique lithium complex greases manufactured from highly refined, high
viscosity index base oils. These greases have high water tolerance and mechanical stability,
combined with excellent high temperature performance. These are ideally suited for
application by centralised grease systems due to good resistance to oil separation under
pressure and mechanical stability. These are widely in use in steel plants, Mining and
Engineering Industries.
servogem Super Ht
It is smooth, homogenous high temperature grease, brown in colour. It is suitable for
lubrication over a wide temperature range of (-) 100C to 1800C and has excellent
pumpability characteristics, making it especially suitable for centralised lubrication systems
of large industrial units. It is recommended for wide range of industrial applications where
high temperatures are encountered. It is an ideal choice for steel plant applications such as
continuous casters, couplings, oscillators, run out rolls, blowers and suitable for Mining
industries for such applications as rock crushers, conveyor, drilling machinery, etc. It is
having excellent resistance to structural changes over a wide temperature range & water
washout action. Due to its excellent flow properties it is most suitable grease for centralised
lubrication systems.
servoplex 2/ 3
These greases are premium quality lithium complex soap base grease with very high
structural and oxidation stability. Due to higher mechanical stability, in high temperature
applications, they provide excellent performance in antifriction bearings. These greases
provide much longer life compared to sodium or lithium soap base greases. These greases
have excellent resistance to water wash-out and possess antirust and anticorrosion properties.
These are recommended for wheel bearings, earth moving equipment, gear couplings, electric
motors and industrial machinery. These greases pass Emcor antirust test for zero rating and
possess very high Weld Load characteristics. They meet NLGI GC/LB specification.
Chain Grease
SERVO Chain Compound
SERVO Chain Compound is a highly specialised compound. This product is recommended
for the lubrication of chains and is applied by dipping the chain in the molten compound so
that it penetrates well in-between the narrow clearances of the pin-bush and bush rollers. It
provides resistance to formation of tight links, thereby reducing wear and elongation of
chains and also protects the sprocket and transmission components against rust, corrosion and
wear.
Graphited Grease
servogrease Graphited 5081/ 5082/ 5083
These are calcium base greases containing graphite as filler. These greases are used for
general lubrication under comparatively high load and low relative displacement of
interacting surfaces. These greases meet IS: 508-1987specifications for Grade 1, Grade 2, and
101
Grade 3 respectively. These greases are recommended for leaf springs, hydraulic rams,
plungers, slides, elevator cables, pantograph pans, as protective for steel wire ropes and
certain anti-seize purposes.
Cement Plant Greases

servogrease Cg 10
servogrease CG 10 is a sprayable adhesive lubricant with high quality colloidal graphite. This
grease has been developed for very severe lubrication conditions encountered in very slow
speed, large open gear drives. The lubrication films adhere strongly to the gear surface and
are unaffected by temperature changes. It is recommended for lubrication of open gear drives
of rotary kilns, cement mills, sintering plants, ball mills etc. It passes FZG 12th stage. It
possess high weld load of 650 Kg.
servogrease Rn
servogrease RN is an excellent open gear running-in compound containing specially selected
additives. The grease is recommended for running-in and for filling tooth flanks of large open
gear drives of rotary kilns, cement mills, sintering plants, ball mills, etc. It possesses high
weld load of 800 Kg and passes FZG 12th stage.

Your Corporation is committed to conductingbusiness with a strong environment
conscience,focussing on sustainable development, safe workplaces and enrichment of the
quality of life ofemployees, customers and the community.Systems, procedures and practices
are in place at all operating units and installations to take care of safety, occupational health
and environmental hazards. Existing facilities are periodically audited and upgraded to
maintain excellence. Environment management systems at the refineries, pipelines and major
marketing installations are certified to ISO-14001 standards. Your Corporation’s emphasis on
quality assurancehas made it a market leader for testing of petroleum products through its
countrywide network of testing facilities.
Gujarat Refinery was conferred the Rajiv Gandhi National Quality Award, instituted by the
Bureau of Indian Standards (BIS), under the category of large scale manufacturing industry-
chemical. Panipat Refinery and Mathura-Jalandhar Pipeline received commendation
certificates
IndianOil’s Eastern Region-Pipelines (ERPL) team won the second runners-up trophy at the
13th National Management Games conducted by All India Management Association
Quality circles Samriddha & Kalpataru of Gujarat Refinery bagged the second and third
prizes respectively in the oral and visual category at the Gujarat State-level annual
convention of quality circles organised by QCFI, Vadodara Chapter, in September 2004
102
6.2.7 SPECIFIC OPERATIONS POLICIES
Indian Oil Corporation is committed to conduct business with strong environment conscience
ensuring sustainable development, safe workplaces and enrichment of quality of life of
Employees, Customers and the Community. We, at IndianOil, believe that good S, H&E
performance is an integral part of efficient and profitable business management. We shall:
Establish and maintain good standards for safety of the people, the processes and the assets.
Comply with all Rules and Regulations on Safety, Occupational Health and Environmental
Protection.
Plan, design, operate and maintain all facilities, processes and procedures to secure sustained
Safety, Health and Environmental Protection.
Remain trained, equipped and ready for effective and prompt response to accidents and
emergencies.
Welcome audit of our S, H&E conduct by external body, so that stakeholder confidence is
safeguarded.
Adopt and promote industry best practices to avert accidents and improve our S, H&E
performance.
Remain committed to be a leader in Safety, Occupational Health and Environment Protection
through continuing improvement.
Make efforts to preserve ecological balance and heritage
6.2.8 SRVICES PROVIDED

Indian Oil accounts for nearly half of India's petroleum products market share, 35% national
refining capacity (together with its subsidiary Chennai Petroleum Corporation Ltd., or
CPCL), and 71% downstream sector pipelines through capacity. The Indian Oil Group owns
and operates 11 of India's 23 refineries with a combined refining capacity of 80.7 million
tonnes per year.Indian Oil's cross-country pipeline network, for the transport of crude oil to
refineries and finished products to high-demand centres, spans over 13,000 km. The company
has a throughput capacity of 80.49 million tonnes per year for crude oil and petroleum
products and 9.5 million cubic metres per day at standard conditions for gas. On 19
November 2017, IOCL, in collaboration with Ola, launched India's first electric charging
station at one of its petrol-diesel stations in Nagpur. Indian governments' National Electric
Mobility Mission Plan launched in 2013 aims at gradually ensuring a vehicle population of 6
to 8 million electric and hybrid vehicles in India by 2020.
Servo is the lubricants brand under which IOCL operates its lubricant business. Servo is the
largest selling lubricant brand in both automotive and industrial segments.
It is said that deals with Royal Dutch Shell and Surgutneftegas and Chevron Corporation
have signed exclusive business plans for supply in Asia with Indian Oil Company worth 20
billion Dollars per year.
103
6.3.1 RAW MATIRIALS USED
The total crude oil requirement of BPCL group Refineries (Mumbai, Kochi, Bina,
Numaligarh) is approximately 39 MMTPA. Approximately 20 % of crude oil is available
indigenously and balance crude is imported.
The Crude Oil desk of BPCL International Trade department arranges for crude oil imports,
FOB as well as on CFR/DES basis, to meet the periodic processing requirements of the
Refineries.
Crude Oil imports are on term and spot basis, keeping in mind the following broad
requirements:
Design parameters of refinery units
Techno-economic considerations of different grades of crude oil
Processing needs of refineries based on demand projection for different petroleum products,
during a given period
Adequate availability of preferred crudes on term/spot basis
While term contracts for required crude oil grades are entered with National Oil
Companies/Equity holders of crude, spot cargos are imported on need basis through
counterparties who are registered with BPCL.
6.3.2 TURNOVER
BHARAT PETROLEUM TURNOVER

350000
297275.05
300000 284382.95
250000 232545.12 236313.1

202210.57
200000
150000
100000
50000
0
FY 2017 FY 2018 FY 2019 FY 2020 2021
104
6.3.3 PLANT LOCATION
Plant 24 Parganas - India 35 Vaidyanatha Mudali
Street
Ambalamugal Plant
Tondiarpet (Lubricant)
Kochi Refinery Mahul
Chennai - India
Kochi - India Mumbai Refinery
Plant
Mumbai - India
Wadilube Installation
Plant
Mallet Road (Lubricant)
Lubricant Plant
Mumbai - India
Budge - Budge

Benzene for manufacture of caprolactum, phenol, insecticides and other chemicals
• Special Boiling Point Spirit (SBPS) used as solvent in tyre industry
• Toluene for manufacture of solvents and insecticides, pharmaceuticals and paint
• Mineral Turpentine Oil (MTO) for use in textile and paint industry
• Sulphur for use in fertilizer, sugar, chemicals and tyre industry
• Poly Isobutene (PIB) for manufacture of lubricants and cable jelly
• Propylene as a feedstock for various petrochemicals
Liquefied Petroleum Gas (LPG) and Superior Kerosene Oil (SKO) for households and
industrial uses.
Motor Spirit (MS/ Petrol) and Hi-speed Diesel (HSD) for automobiles.
Naphtha, the major raw material for fertilizer and petrochemical industries.
Bitumen (VG 30)
Aviation Turbine Fuel (ATF) for aircrafts.
105
6.3.5 MACHINES USED
1. The probe sonicator must be effective for cell disruption
2. Power output should be 500-700 watt
3. The frequency output of the equipment should be at least 20 KHz
4. The equipment should have digital LCD display for operating parameters
5. The equipment should be operated or controlled through microprocessor based
programmable controller for operating the processing parameters.
6. 10 programs should be set in memory and capable of running 6 programs in
sequence
7. It should have a timer control between 1 sec to 10 hrs for accurately controlling the
sample processing times with elapsed time indicator
8. It should have a pulser control between 1sec to 1 hr for accurately controlling the
pulses given during sample processing.
9. It should have Variable amplitude control between 1-100%
10. The equipment should be able to process sample volumes in the range of 0.25 to 250
mL
11. Instrument should come with three number of replaceable tip for larger and smaller
volume.
a. 1/4” Micro tip probe , volume :5-50ml
b. 1/16” Micro Tip Probe , Volume :0.2-5ml
c. 1/2” replaceable tip probe , volume :20-250ml
12. Power supply requirements: Universal Mains Input voltage in India i.e. 220-230 V
and 50-60 Hz.
13. Should have overload protector
14. It must Include Generator, converter with cable, power cable, stand, wrench set and
operation manual any other accessory for seamless working of the instrument
15. Suitable and original size sound abating enclosure with transparent door should be
provided from the machine supplier along with support stand and clamp.
16. Temperature probe to monitor temperature upto 100 degC.
17. RoHS/CE/ISI compliant
106
18. Accessories:
a. 1/4” (6 mm)Micro tip probe , volume :5-50ml (Quantity 1)
b. 1/16” (2 mm) Micro Tip Probe , Volume :0.2-5ml (Quantity 1)
c. 1/2” replaceable tip probe , volume :20-250ml (Quantity 1)
d. Sound enclosure from the original supplier (Quantity 1)
e. Temperature probe (Quantity 1)
19. Warranty
a) The instruments should be in comprehensive warranty for 24 months covering all
consumables and non-consumable spares after the date of commissioning.
b) In case of breakdown during the warranty period, a competent service
engineer of the supplier should make as many visits as are necessary to rectify the
instrument.
CRFQ 1000316329 E-Tender System ID – 47255
c) The supplier should provide any spares required for making the instrument
operational during warranty.
20. Scope of Work
The scope of work includes supply, installation, testing, commissioning, demonstration
and training.

Our quality policy and objectives encompasses our quest to achieve excellence. ATF can be
handled only by staff who are certified as QC officers. Therefore, it requires rigorous training
and complete familiarization with Quality Control Manual. The Quality Control Manager,
appointed by the Director General Civil Aviation approves QC officers to perform the
operations. We strictly follow the quality control requirements laid down by the Directorate
General of Civil Aviation (DGCA). We are currently represented at 29 airports and intend to
increase our spread to more strategic airports.
Bharat Petroleum is a Member of Registered Supplier Programme of International Air

Transport Association (IATA), the apex body of all major international airlines. It's our
endeavour to update our Aviation Fueling Stations to the world class standards in the
emerging scenario of intense competitions and to obtain technical advice, training, advisory
services, market intelligence and other competencies to meet the challenges in the
deregulated scenario.
107
QUALITY POLICY
To sustain the best in quality and service
QUALITY OBJECTIVES
Achieve consistent Customer Delight through sustained high level of service.
Maintain our image as a dependable supplier of quality Jet A-1 fuel in accordance with
specification and guidelines laid down by the regulatory body.
Accord highest priority to safety in Aircraft refueling and other Aviation operations.
Update static and mobile facilities to be at par with the latest standards.
Commitment to the shared values of Quality culture, Training and Development.
6.3.7 SPECIFIC OPERATIONS POLICIES

Over the past several years growth in developing economies has contributed immensely to
boost the global demand for oil and other commodities. The price of oil has witnessed
signiicant volatility; OPEC made conscious efforts to control supplies in the earlier parts of
the year to curtail free fall of oil prices resulting in oil prices stabilisation. However,
increasing geopolitical risks, especially in Venezuela, Iran, Libya and Nigeria has aggravated
by the inventories declining to 5-year averages, oil prices started increasing rapidly over a
very short period of time. While the recent intervention by OPEC and nonOPEC suppliers to
enhance oil, output is expected to yield the desired impact of stabilising prices, much will
depend on the outcome of US sanctions on Iran that will take
effect by November 2018 and the impact of increasing demand for oil and oil products that
continues to witness robust growth.
108
6.3.8 SERVICES PROVIDED
We at Bharat Petroleum, offers world-class Fuel Stations (Petrol Pump) across the country,
selling Petrol, Diesel, Automotive LPG and CNG. Our products and services are designed to
meet the needs of our diverse customers, which has led us to create specialized Fuel Station
formats, such as Pure for Sure, Pure for Sure Platinum, Ghar, Highway Star and many more.
We have a wide network of 15,402 world class Fuel Stations, which continues to grow,
across the country, which you can count on. With 13,648 fully automated Fuel Stations, we
offer wide range of products and services – from Petrol & Diesel fuel to Speed and Speed 97
(which are premium petrol with better driving experience and higher octane numbers) to
convenience stores, like In & Out, Restaurants and ATMs.
To reward our loyal customers, we offer loyalty programmes – PetroBonus (which is a
loyalty programme for motorists) and SmartFleet, (which cater to various needs of
transporters, operating commercial vehicles).
And while we do business, our concern for the environment drives us to deploy green and
solar technologies at our fuel stations. We adhere to strict quality parameters to ensure fuel-
efficient cars thereby ensuring we save fuel at every opportunity.
Our specialized formats across geographies such as Pure for Sure, Pure for Sure Platinum,
Ghar, Highway Star etc., ensure that we meet the diverse needs of our customers with best
quality and quantity of fuels, products and services.
The Bharat Petroleum assurance comes with the promise of being “Pure for Sure”. Simply
put, this means that you can expect impeccable service and convenience at your nearest fuel
station, which you can locate by downloading SmartDrive - the smartphone app for smart
buyer.
109
Chapter 7:
Any other Company Specific Department
SR.No. Title Page

No.
7.1 RELIANCE INDUSTRIES 115
7.2 INDIAN OIL CORPORATION 116
7.3 BHARAT PETROLEUM 117
CORPORATION LIMITED
110
Total 157 Products & Brands
1) Polymers
2) Petroleum Retail
i) Liquefied Petroleum Gas(LPG)
ii) Transportation Fuels
iii) Jet/Aviation Turbine Fuel
iv) Auto LPG
v) Fleet Management Service
vi) Highway Hospitality Services
vii) Convenience store
viii) Foods
ix) Lubricants
3) Retail Owned Brands
4) In-Store Brands
5) Partnerships with Reliance Retail
6) Digital Services
111
Joint Ventures
Name Business Partners
Avi-Oil India Pvt. Ltd. Manufacturing of aviation Neden BV, Netherlands & Balmer
Lubricants Lawrie & Co. Ltd.
Delhi Aviation Fuel Facility Providing Infrastructure & DIAL & BPCL
Private Limited Hydrant facility at Delhi
Airport
Green Gas Ltd. City Gas distribution in 4 GAIL (India) Ltd.
Gas
GSPL India Transco Ltd. Construction and operation GSPL, HPCL, BPCL
of Mallavaram- Bhopal-
Bhilwara-Vijaypur inter-
state Cross Country
Natural Gas transportation
pipelines
GSPL India Gasnet Ltd. Construction and operation GSPL, HPCL, BPCL
of Mehsana-Bhatinda &
Bhatinda-Jammu-Srinagar
inter-state cross country
Natural Gas transportation
pipelines
Indian Oiltanking Limited Services for Terminalling Oiltanking GmbH, Germany.

Operation & Maintenance
IndianOil Adani Gas Pvt. Ltd. City Gas distribution in 19 Adani Gas Ltd.
GAs.
IndianOil Petronas Pvt. Ltd. Terminalling/ Safekeeping Petronas, Malaysia.
of LPG; Parallel/Direct
Marketing of LPG and
Bottling Assistance
IndianOil Skytanking Pvt. Ltd. ATF Storage & handling Skytanking GmbH, Germany.
services and Aircraft
fuelling services
Indian Synthetic Rubber Pvt. Manufacturing of Styrene Trimurti Holding Corporation
Limited Butadiene Rubber at
Panipat
112
Joint Ventures
BHARAT PETRORESOURCES DELHI AVIATION FUEL FACILITY
LIMITED (BPRL) PRIVATE LIMITED
BPCL-KIAL FUEL FARM PRIVATE MUMBAI AVIATION FUEL FARM

LIMITED FACILITY PRIVATE LIMITED
BHARAT PETRORESOURCES KANNUR INTERNATIONAL AIRPORT

LIMITED (BPRL) LIMITED
BPCL-KIAL FUEL FARM PRIVATE MATRIX BHARAT PTE LIMITED

LIMITED
KOCHI SALEM PIPELINE PRIVATE
BHARAT GAS RESOURCES LIMITED LIMITED
(BGRL)
GSPL INDIA TRANSCO LIMITED
BHARAT OMAN REFINERIES (GITL)
LIMITED (BORL)
GSPL INDIA GASNET LIMITED
PETRONET LNG LIMITED
FINO PAYTECH LIMITED
INDRAPRASTHA GAS LIMITED
PETRONET INDIA LIMITED (PIL)
SABARMATI GAS LIMITED
PETRONET CI LIMITED (PCIL)
CENTRAL UP GAS LIMITED
BHARAT RENEWABLE ENERGY
MAHARASHTRA NATURAL GAS LIMITED (BREL)
LIMITED
RATNAGIRI REFINERY &
HARIDWAR NATURAL GAS PRIVATE PETROCHEMICALS LIMITED
LIMITED
UJJWALA PLUS FOUNDATION
GOA NATURAL GAS PRIVATE
LIMITED IHB Private Limited
BHARAT STARS SERVICES PRIVATE

LIMITED
113
Chapter 8: Conclusion from the study
SR.No. Title Page

No.
8.1 RELIANCE INDUSTRIES 157
8.2 INDIAN OIL CORPORATION 158
8.3 BHARAT PETROLEUM 159
CORPORATION LIMITED
114
Conclusion
Whether the close of the deal heralds a return of confidence to the Indian market or a one-off
is hard to predict in a country that often promises more than it delivers.
Kenneth Lau, Vice President Project Finance at BTMU Singapore says, 'This demonstrates
the confidence international lenders have in India and in Reliance Industries.'
However in a market still short of private companies with the stature of RIL, only when the
scale of Indian conglomerate's ambitions is matched by the strength of their balance sheets
are they likely to command international interest.
115
Conclusion
Indian Oil is India’s flagship national oil company with business interests straddling the
entire hydrocarbon value chain. The company is amongst the leading Indian corporates. The
brand has leveraged its strengths such as its accessibility and widespread presence to continue
to capture the interests of new customers and retain the old ones, especially with its loyalty
programs that we discussed. Overall, Indian Oil has done well for itself in all the expected
areas of marketing in its industry.
The importance of digital media has expanded dramatically during the last few decades.
Businesses have become more conscious about their branding, advertising, and social media
presence. A brand’s exceptional digital marketing gives it an edge over the competition. IIDE
helps you improve your digital marketing skills by offering a variety of courses. All you have
to do now is sign up and develop a desire to learn. Before you make a decision, sign up for
IIDE’s 100% free masterclass to learn the fundamentals of digital marketing from an expert,
and then make your choice.
Thank you for taking out time and reading the case study. Comment down your suggestions
and recommendations for IOCL’s Marketing Strategy. Share and educate your friends with
the same.
116
Conclusion
The assurance work was executed by KPMG's multi-disciplinary team comprising of
environmental and social
experts who have prior experience of working on similar assurance engagements. Our work
was planned and
executed to obtain all the evidence, information and explanations that were considered
necessary in relation to
the above scope. Our work included the following procedures involving a range of evidence-
gathering activities
as explained below:
• Visit to the following sample locations of BPCL:
- Reneries (Kochi, Mumbai)
- LPG bottling plants (Bangalore, Nashik, Uran, Piyala)
- Lubes (Wadibunder, Budge-Budge)
- Retail (Bijwasan, Budge-Budge, Devangonthi, Piyala)
- Aviation (Kolkatta)
- Corporate O-ce (Mumbai)
• Interaction with BPCL's Senior management and Health, Safety, Security and Environment
personnel at the
Corporate O-ce and the sample locations selected for site visit.
• Review of the stakeholder consultation processes and the methodology used for determining
the material
issues.
• Evaluation of the existence and operation of the systems and methods used to collect,
process and aggregate
the performance data at sample locations selected for site visit.
• Testing the reliability of underlying data and information for the performance data within
the scope of our assurance on a sample basis.
117

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A STUDY ON

ONLINE SUMMER REPORT ON

“OIL AND GAS”

A Project Report submitted in partial fulfillment of the requirements

For the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION

VEER NARMAD SOUTH GUJARAT UNIVERSITY, SURAT

Group Leader : YASH M. SAVALIYA [17]

Member : JINAL K. SORATHIYA [22]

Under the guidance of

AMBABA COMMERCE COLLEGE, MANIBA INSTITUTE OF BUSINESS

YASH M. SAVALIYA [17]

JINAL K. SORATHIYA [22]

AMBABA COMMERCE COLLEGE, MANIBA INSTITUTE OF BUSINESS

YASH M. SAVALIYA [17]

JINAL K. SORATHIYA [22]

This is to certify that the online summer Report

entitled “Mr. YASH SAVLIYA, Ms. JINAL SORATHIYA” Submitted in

OF BUSINESSADMINISTRATION to VEER NARMAD SOUTH GUJARAT

UNIVERSITY, SURAT is a record of bonafide research work carried out by

AATISH PATEL under mysupervision and guidance.

Date: Signature of Principal

• upstream, the business of oil and gas exploration and production;

These three areas are reflected in the organization of the guide.

1.1.1History of the Industry

OVERALL WORKING OF THE SECTOR

Lubricating oil, Parafln Wax, Asphalt

1. Technological up-skilling of resources

3. Shrinking Talent Pool

4. Recruiting and retaining talents

5. Nurturing new leadership

7. Maintaining team morale

8. The rapid expansion of green technologies

•Demand for petroleum products

•Increase in demand for oil and gas

•Increase in oil prices

•Inadequate and slowly developing infrastructure

•Lack of awareness in safety issues

•India has freed gasoline retail price controls

•Untapped domestic oil and gas potential

•Strong domestic energy demand growth

•High recovery rates from existing projects

•Increased competition within government and

•Continuing government interference

•Changes in national energy policies

The company is involved in exploiting hydrocarbons in 26 sedimentary basins of the country,

4. Reliance Petroleum Limited

The Reliance Petroleum Limited Company rules the

5. Essar Oil Limited

Essar Oil is an established name in India since many

ECONOMIC SURVEY 2020-21

Saving Lives and Livelihoods amidst a Once-in-a-Century Crisis

To ensure maintenance of continuous and smooth supply of petroleum products by way

To earn a reasonable rate of return on investment.

Founded:- 8 May 1973; 48 years ago

Founder:- Dhirubhai Ambani

Headquarters:- Mumbai, Maharashtra, India

Area served:- Worldwide

Key people:- Mukesh Ambani (Chairman & MD)

Products:- Petroleum, Natura gas, Petrochemicals, Textiles, Retail, Telecommunications

Revenue:- Decrease ₹483,251 crore (US$68 billion) (2021)

Operating income:- Increase ₹76,134 crore (US$11 billion) (2021)

Net income:- Increase ₹53,223 crore (US$7.5 billion) (2021)