Sustainability Report

bharatpetroleum.
com 1
Unlocking
Possibilities
for
Sustainable
Future
2 Unlocking Possibilities For Sustainable Future

Unlocking Possibilities For
Sustainable Future
The Coronavirus (COVID19) pandemic was analogous to tsunami for the global economy. This pandemic
affects all aspects of human civilization, including the energy sector and market. Prices, demand,
supply, investment, and other elements of the energy sector, including the oil and gas business, have
all been impacted by the pandemic. The shorter - term consequence is nearly 25% fall in petroleum
usage, which will gradually recover and grow. Long-term effects include a 30% to 40% fall in CAPEX
and R&D investments in the oil and gas business, which has resulted in drop in oil exploration projects
from more than 800 in FY 2019 to 265 in FY 2021. It is also expected that oil and gas’s competitiveness
against other energy carriers such as renewable energies will be compromised. As a result, the oil and
gas sector must adapt transformation expeditiously or it will risk losing a significant portion of the
energy market.
The Energy sector has a pivotal contribution to catalyse the country’s progress, and also its return to
normalcy. As a leader in the sector, BPCL is determined to continue to fuel India’s economic growth
and embolden its resilience to pandemic. Thus the future focus is on diversifying energy supplies
with low carbon technologies and contributing towards updated Nationally Determined Contributions
(NDCs) as committed by India in COP 26.
BPCL, a fortune 500 company, is committed to the Government of India’s goal to reduce carbon
intensity of the economy by 45% (compared to 2005 levels) by FY 2030. The group is concentrating
on Bioethanol, Compressed Biogas (CBG) and Solar with an emphasis towards Green Hydrogen for
carbon neutrality. BPCL has reached 8.68% blending ratio under the Ethanol Blending Program, and
the business is currently working for E10 in FY 2022 and E20 by FY 2025. BPCL, together with other
oil and gas marketing firms, is preparing ground for establishment of 5,000 CBG plants (of which BPCL
will establish 1000) by FY 2023. BPCL aims to produce 3 million Metric Ton (MMT) of CBG by 2023-24
under SATAT scheme. The goal is to continue efforts in this direction by ‘Unlocking Possibilities for
Sustainable Future’.
bharatpetroleum.com 3
TABLE OF CONTENT
Theme of the report .........................................................................................03

From Chairman’s Desk ...........................................................................................................................................06
About this report ....................................................................................................................................................10
Vision, Mission, Values...........................................................................................................................................12
ESG Performance Highlights ..........................................................................14

Awards & Accolades ...............................................................................................................................................20
BPCL’s Organisational Profile ...............................................................................................................................28
Research & Development .....................................................................................................................................52
Supply Chain Management...................................................................................................................................64
Corporate Partnerships and Associations .........................................................................................................80
Economic
Economic Performance ..........................................................................................................................................82
Risk Management
Opportunities, Risk and Challenges ...................................................................................................................88
Stakeholder Engagement and Materiality Assessment .............................................................................. 102
Environment
Pathway to Net Zero ............................................................................................................................................ 112
Respecting Environment .................................................................................................................................... 136

Social
Respecting Workforce............................................................ 150
Ensuring Workplace Safety................................................... 168
Impacting Communities ........................................................ 186
Governance
Governance & Ethics .............................................................. 208
Contribution to UN SDG............................ 220
Annexure
Annexure 1 ............................................................................... 228
Annexure 2 ............................................................................... 233
Annexure 3 ............................................................................... 238
Annexure 4 ............................................................................... 243
Acknowledgement .................................................................. 248
GRI Content Index ................................................................... 249
IPIECA Indicators and GRI Standards .................................. 258
GRI Standards and SEBI BRR Framework Linkage ............ 262
Assurance statement.............................................................. 266
FROM THE CHAIRMAN’S DESK
Dear Stakeholders,
I
t is my pleasure and privilege to present to you the 16th Sustainability Development Report of
the Company for the year 2021-22. The report, published in accordance with the GRI Standards,
summarizes our commitment and progress across Environmental, Social & Governance (ESG)
areas in a comprehensive manner. The theme of this year’s report “Unlocking Possibilities for a
Sustainable Future” captures BPCL’s philosophy of integrating environmental and social ambitions
with investments and strategies for a sustainable and inclusive growth. Aligned with national
priorities and committed to climate stabilisation, BPCL has declared its aspirations to achieve Net-
Zero in Scope 1 and Scope 2 emissions by 2040 and is creating a detailed roadmap to realise this
pragmatic vision.
I am extremely happy to share with you that your Company ranked number 8th globally and number
1 in India in the Oil and Gas sector in the year 2021-22 on Environment, Social and Governance
parameters on the Dow Jones Sustainability Index (DJSI) platform. This is the second consecutive
year that BPCL is at the top of the DJSI Indices in India, while also improving its global ranking by
2 notches, from 10th in the previous year – a testimony to our commitment to sustainability. BPCL has
also benchmarked its performance on Carbon Disclosure Project (CDP) Platform for Sustainability and
Arun Kumar Singh
Chairman & Managing Director
Climate Change and maintained its rating at “Management Level”, which is the best amongst Indian Oil
and Gas companies and is at par with international peers.
After more than two years of unprecedented tumult, the pandemic is seen tapering off presently in
most regions of the world. However, moving forward, the world is now riddled with the nasty challenges
of spiralling global inflation, worries of a potentially widespread global slowdown, amid the backdrop
of unsettling geopolitical tensions. Amidst the adverse external environment, BPCL delivered great
operational and financial performance in the year 2021-22, demonstrating a relentless determination.
Concurrently, the organization expanded the scope of its engagements on ESG issues through ongoing
and new projects.
While I invite you to go through this report to acquire a more in-depth understanding of our work,
I would like to briefly highlight our performance, important milestones, and transformations that
occurred in the year 2021-22.

The year 2021-22 was a year of post-pandemic revival, as most of the activities and Company’s commitment to walk on the path towards
in social and economic spheres were normalized during this period. The refinery energy sustainability and a cleaner environment, our
throughput at Mumbai and Kochi stood at 30.07 MMT during the year, as against primary focus remains on progressively greater utilization
26.40 MMT achieved in the year 2020-21 and the market sales increased by of renewable energy across our operations. In 2021-22,
9.73%, from 38.74 MMT to 42.51 MMT. The growth in physical parameters is while the capacity of renewable energy at BPCL increased
mainly attributable to the increase in demand post lifting of the COVID-19 from 45.12 MW to 46.44 MW, the newly formed Renewable
restrictions. On the financial front, the Company recorded a Profit After Tax (PAT) Energy BU has planned progressive capacity additions to
of ` 8,789 crore on a standalone basis, as against a PAT of ` 19,042 crore in the reach 1 Gigawatt (GW) by 2025, with plans to scale it up to
previous year. The higher PAT realized last year was mainly due to a one-time gain 10 GW by 2040. Further, energy efficiency being one of the
on the strategic sale of stake in Numaligarh Refinery Limited. important drivers for achieving climate goals, the Company
increased its Energy Efficient Lighting capacity from
Another major highlight is the amalgamation of Bharat Oman Refineries Limited 53.24 MW to 59.66 MW during the year. Besides, BPCL is
(BORL) and Bharat Gas Resources Limited, our wholly owned subsidiaries, with proactively taking various initiatives in implementing low-
BPCL, with effect from July 1, 2022 and August 16, 2022, respectively. This will carbon product technologies such as 1G & 2G Bioethanol,
help us synergise logistics, operations and human capital more optimally, while Compressed Bio Gas, Biodiesel and the like. Also, we have
also facilitating faster execution of the proposed petrochemical project at Bina. implemented an ISO 50001-based Energy Management
System for continuous improvement in energy conservation
In an endeavour to build additional revenue streams while also hedging against through various programmes across business units. Our
any potential risks to our traditional business posed by energy transition, BPCL various sustainability initiatives, including LPG proliferation,
created two Business Units (BUs) during the year – Renewable Energy and New transportation of product through pipelines, and the use of
Businesses. The Renewable Energy BU has been created to explore opportunities Bioethanol in petrol and diesel, have helped in reduction
in the clean energy space and pave the way to achieve BPCL’s aspirations of Net of emissions by approximately 5,732 TMTCO2e for the year
Zero, whereas the objective for creation of New Businesses BU is to enhance the 2021-22.
Company’s presence in non-fuel business by leveraging its assets and network.
In the electric mobility space, BPCL has launched a concept
Cognizant of the fact that planetary goals of sustainability are unalienable of Highway Fast Charging Corridor to address the issue
from the goals of sustainable economic development, BPCL has evolved a of range anxiety faced by four-wheeler Electric Vehicle
sustainable development strategy that has a multi-pronged approach towards (EV) owners. This is one of the predicaments that must be
addressing the issue of climate change. With a focus on long-term solutions, resolved for EVs to emerge as a substantial alternative in
the company is creating a vibrant ecosystem and has established the “Energy the mobility space. Approaching this issue innovatively, the
Transition Council (ETC)” to spearhead the green energy transition and realise Company has adopted the 900-km Chennai-Trichy-Madurai
its aspirations for achieving Net-Zero emissions. In keeping with the country’s highway (NH-45) as a pilot and installed fast chargers at
10 strategic ROs, each located at an approximate inter- a pivotal role in innovating and creating new technologies,
distance of 100 km. The initiative will be scaled up to many niche products, and future capabilities for business growth
more highway stretches in the coming years. Similarly, for and sustainability. The R&D department is undertaking
providing charging solutions to electric two-wheelers, BPCL various developmental activities in niche petrochemicals,
has formed strategic alliances with vehicle manufacturers energy-efficient refinery processes, greener chemistries,
such as Ola Electric and Hero Motors. biofuels, green hydrogen and CO2 mitigation.
Maintaining an ecological balance and replenishing Before I conclude, I would like to express my gratitude for
resources are extremely critical for sustainability. Water is the unwavering support of all our stakeholders, without
an important part of this equation. BPCL is continuously whom our performance and progress would not be possible.
working towards increasing its Rainwater Harvesting (RWH) We thank all our customers, associates, business partners,
capacity to reduce dependency on other sources of water. investors, Government of India, state governments and the
The total catchment area under rainwater harvesting has Ministry of Petroleum and Natural Gas for their valuable
been increased from 8,42,800 sq. m to 9,07,938 sq. m during contributions and guidance in all our endeavours.
2021-22. Also, the Mumbai Refinery and all Retail operating
locations achieved Zero Waste to Landfill (ZWL) certification Looking ahead, we are keeping close tabs on the changes
during the year. The Company is also taking major strides that are taking place in the energy sector and the business
in tree plantation, including planting of 5 lakh seed bombs environment. We are optimistic about a sustainable and
through the innovative Seed Bombing technique, which has richly rewarding future as we continue to capitalize on
immense potential for atmospheric carbon sequestration. emerging opportunities deftly and mitigate risks proactively.
We have taken determined steps in the journey towards
BPCL has always been at the forefront of service to the achieving a perfect blend of growth and sustainability and
society and is contributing to this cause in a variety of are confident of achieving our vision of becoming one of
ways, including supporting the nation’s fight against the the most admired global energy companies.
COVID-19 pandemic. Moreover, as a responsible corporate
citizen, BPCL partners with various government agencies As I prepare to embark upon the next phase of my life
and credible social organisations for undertaking Corporate after my retirement this October, I see BPCL scaling newer
Social Responsibility initiatives, primarily in the thrust areas heights and expanding the niche it has created for itself in
of education, water conservation, skill development, health the energy market.
and community development, besides supporting various
national programs like Swachh Bharat Abhiyaan and several
other impactful initiatives.
ARUN KUMAR SINGH
BPCL’s Research & Development (R&D) department plays Chairman & Managing Director

BPCL IS COMMITTED TO PROTECTING AND
RESTORING BIODIVERSITY FOR TODAY'S &
FUTURE GENERATIONS.
ABOUT THIS REPORT
Reporting Approach
This report has been prepared in accordance with the GRI Standards – ‘Comprehensive option’.
Bharat Petroleum Corporation The organization has been reporting on non-financial parameters as a means of communicating its
Limited (BPCL) is delighted performance to stakeholders and providing an insight into its governance, strategy, and prospects.
to present its 16th Annual The report has been developed in confirmation to the relevant reporting principles with respect to
Sustainable Development content and quality as per GRI Standards. BPCL has reported its performance for all the indicators
Report for FY 2021-22 corresponding to the identified material aspects along with the management approach for the
developed around the theme identified material topics. The report has been developed in adherence to the reporting principles
of ‘Unlocking Possibilities for with respect to content and quality as outlined by GRI Standards.
Sustainable Future’.
Reporting Period
1st April 2021 – 31st March
2022

BPCL also adheres to the Oil and Gas Sector Disclosure while also mitigating the risks posed by energy published Sustainability Development Reports are
(OGSD) requirements, the International Petroleum transition, BPCL created two new Business Units available on the link:
Industry Environmental Conservation Association (BUs) during the year –Renewable Energy and New https://www.bharatpetroleum.in/sustainability/
(API/IPIECA/OGP) and the American Petroleum Businesses. Renewable Energy BU has been created sustainability-reports.aspx
Institute’s Oil and Gas Industry Guidance on Voluntary to explore opportunities in clean energy space and
Sustainability Reporting (2010), United Nations pave the way to achieve BPCL’s aspirations of Net Forward Looking Statements
Sustainability Development Goals (SDGs), National Zero in Scope 1 and Scope 2 emissions by 2040.
This report contains forward-looking statements
Voluntary Guidelines on Social, Environmental and The objective for creation of New Businesses BU
that describe BPCL’s projections, targets and
Economic Responsibilities of Business as directed by is to enhance the Company’s presence in non-fuel
expectations based on certain assumptions and
Ministry of Corporate Affairs, GoI and Citizen’s Charter. business by leveraging its assets and network. The
prediction of future events. As these are subject to
operational boundary of BPCL remains unchanged
BPCL reports on its Environment, Social and change considering industry developments, market
with the addition of two business units.
Governance (ESG) performance for the period conditions, government regulations, laws and other
1st April 2021 – 31st March 2022 as per annual The boundary excludes BPCL’s Retail Outlets, LPG incidental factors, our actual results, performance or
financial reporting cycle which meets the Distributers, Joint Ventures, Subsidiaries and In-transit achievements could thus differ materially from those
requirements of Triple Bottom Line. Data/ Information product movement. As per the requirement of GRI projected.
which forms a part of this report is collected through Standards, management approach for each material
a cloud-based platform across all Business Units. topic has been included in respective sections of this Feedback
The report interweaves the alignment of BPCL’s report. A comprehensive stakeholder engagement
structure, operations, business and its environment exercise has been carried out this year and resulted The feedback and suggestions from all internal and
and social initiatives aligned with the UN Sustainable material topics have been presented in the relevant external stakeholders are appreciated and can be sent
Development Goals (SDG). chapter of this report. at the following address:
Reporting Scope and Boundary Assurance Mr. Ashish Gupta,

During FY 2021-22, there has been no significant The report is assured by an independent external Deputy General Manager (DGM - HSSE) Corporate,
change in organization, its structure and ownership or assurance provider Ernst and Young Associates LLP, Bharat Petroleum Corporation Limited,
its supply chain. The reporting boundary covers key appointed through an e-tendering process. The assurance A – Installation, Sewree Fort Road, Sewree East,
material aspects across its Strategic Business Units was conducted as per International Standard on Mumbai – 400015.
(SBUs). The directly controlled SBUs/Entities operating Assurance Engagement (ISAE) 3000 (Revised) standard Email: guptaashi@bharatpetroleum.in
in India are Refineries (Mumbai and Kochi), Retail, and AA1000AS v3 standards (Type 2) at moderate level.
Lubricants, LPG, Aviation, Industrial & Commercial, BPCL seeks assurance for their Sustainable Development
Gas & Pipelines entities. In the report local refers to Report every year and the assurance process is facilitated
India, Mumbai Refinery (MR) and Kochi Refinery (KR) by the Corporate HSSE Team.
are the most significant businesses of BPCL.
The most recent Sustainable Development Report
In the endeavor to build additional revenue streams was published in January 2022 and the previously
VISION, MISSION, VALUES & CULTURE
VISION
• We are the most admired global energy company
•
leveraging talent and technology.
We are the first choice of customers, given our constant
MISSION
pursuit for customer service quality excellence.
• We exploit profitable growth opportunities outside
energy to give back to society and environment.
• We are role models for implementing efficient Health
• Participate prominently in nation building by meeting
Safety, Security and Environment initiatives.
its growing energy needs, and to support this endeavour,
• We are a great organisation to work for as we ensure pursue the creation of economic surplus by efficiently
both personal and professional growth equally. deploying all available resources and aiming towards
• We are an organisation that constantly learns, improves global competitiveness in the energy sector
and innovates. • Strengthen and expand areas of core competencies
• We take social responsibility seriously as a model throughout the country, total quality management in all
corporate entity. spheres of business and maintain the status of a leading
national company
• Create awareness among people on the imperatives
of energy conservation and efficient consumption of
petroleum resources, by disseminating information through
appropriate media
• Availing ourselves of new opportunities for expansion
/ diversification arising from the liberalisation of the
economy to achieve a global presence
• Promote ecology, environmental upgradation and national
heritage

VALUES
• Trust is the bedrock of our existence

• Customer Centricity is intrinsic to our achievements
• Development of People is the only way to success
• Ethics govern all our actions
• Innovation is our daily inspiration
• Collaboration is the essence of individual action
• Involvement is the way we pursue our organisation
goals
CULTURE
• We remain result focused with accountability for

governance
• We collaborate to achieve organizational goals
• We enroll people through open conversations
• Our every action delivers value to the customer
• We proactively embrace change
• We care for people
ESG HIGHLIGHTS
ECONOMIC PERFORMANCE
Revenue Market Capitalisation

INR 4,33,406.48 INR 77,952.27
Crores Crores
Net Profit
Market Share
24.65% INR 8,788.73
Crores
Market Sales Procurement From

Local Suppliers (MSEs)
INR 44.63 MMT 28.8%
(Including Exports) (Out of Total Annual Procurement)

ENVIRONMENT PERFORMANCE
Dow Jones Sustainability CDP

Net Zero Target By Index (DJSI) (Formerly Carbon Disclosure Project)
2040 No.1 Rank Ranked ‘B-‘

in Indian oil and gas sector Management Level
Renewable Energy Expenditure Share of Renewable Energy

Consumption Energy Efficient Lighting
INR 213.91 5.03% 59.66 MW
Crores (Out of Total Electricity Consumed)
Tree Plantation Plantation Through Seed Bombing

Carbon Sequestration
Technique
90,000 in FY 2022 Through Tree Plantation
5,00,000
4.76 Lakhs upto FY 2022 12,000 MTCO2e (in Maharashtra)
ENVIRONMENT PERFORMANCE
Catchment Area for Rainwater Wastewater Recycled Replacement of

Freshwater by Mumbai Refinery
Harvesting
4,930.25 using STP Water
9,07,938 Sq.M 000’ Kilo Liters 2,118.2 TKL
Rainwater Harvested Plastic Disposal Sulphur Reduction

3,85,000 Under EPR by Implementing BS VI Fuels
Kilo Liters 804 Tonnes 1,025 Tonnes
Certification of Zero Waste to Landfill
Mumbai Refinery and all Retail Operating Locations

SOCIAL PERFORMANCE
Permanent Training Hours

Employees more than
8,594 1.5 Lakhs
Total HSSE Training Reportable Lost Time

Man-Hours Injury Frequency Rate (RLTIFR)
11,370.25 0
CSR Spent Total Number

of CSR Beneficiaries
INR 137.78 9,28,251
Crore
GOVERNANCE PERFORMANCE
Increased Customer Interaction Customer Complaints

Closed
4.11%
99.67%
Vigilance
Complaints on Advertisement
Awareness Sessions
72 NIL
Unfair Trade Operation Sites Assesed

Practices for Risk Related to Corruption
NIL 100%

THE BEAUTY OF NATURE IS IN ITS DIVERSITY
AND ITS OUR RESPONSIBILITY TO MAINTAIN
IT IN ALL ITS GLORY.
Awards
and
Accolades

BPCL has been recognized across various platforms, institutions and agencies through number of Awards and Accolades
under various categories.
Sigma AVIT Technologies, our technology partner conferred with the Inavate BPCL received Award from Joint Secretary Refinery, for
Asia Pacific Awards 2021 Implementing Best Energy Efficient Project
PCRA confers Best Energy Efficiency Award for FY

2021, on BPCL’s LPG Bottling Plant in Sultanpur

BPCL and The Government of Odisha sign a five year BPCL won big at the
MOU for Green Initiatives 13th CIDC Vishwakarma Awards 2022
Coca Cola Golden Spoon Awards 2022 to our

convenience store brand ‘In & Out’
BPCL’s project IRIS, has won the IDCIIA 2021 award in Energy and Environment Foundation Global Awards 2021 has recognized
Data Intelligence category. BPCL, in the Platinum Category.
GT- SABERA Award on Responsible Business of FIPI award for Sustainably Growing Corporate
the year of the Year

Recognized for “Excellence in
Sustainable EHS” from
World Sustainability Congress
CII National Award for Environmental Best
Practices 2021
ICC award for

Water Stewardship
Water Sustainability Award given by
TERI for FY 2021-22
Global CSR Excellence and Leadership Award’ by World CSR BPCL awarded for Excellence in “Business Performance in Cargo/Ship
Congress handling at Cochin Port” for FY 2021-22

National Health
Safety Security and
Environment (HSSE)
Award 2021 – Oil
& Gas Sector from
Fire & Safety Forum
and United Nations
Global Compact
BPCL won Skoch Award Network India
for Innovative Digital
Transformation in Public
Sector Undertakings
BPCL wins ‘Best

Digital Customer
BPCL has achieved the No.1 rank in Indian oil and gas sector for its
Experience in Oil &
sustainability performance in the 2021 edition of the S&P Dow Jones
Gas’ award hosted
Sustainability Indices (DJSI) Corporate Sustainability Assessment
by Transformance
(CSA) rankings
Forum
BPCL’s
Organisational
Profile

5Years as
MAHARATNA
and its regional operations are administered through four
regional offices in Delhi, Mumbai, Kolkata, and Chennai.
BPCL has employed 8,594 permanent workforce as on 31st
March,2022.
The amalgamation of our wholly owned subsidiaries,
Bharat Oman Refineries and Bharat Gas Resources, into
the Company will result in greater synergies, while also
facilitating faster execution of the proposed Petrochemical
project at Bina and optimize the business plan for retailing
compressed natural gas at its CGD networks.
The efforts of BPCL in marketing petroleum products are
reflected in its attempts to ensure the establishment of
shared values across its value chain. BPCL Sustainability
Report aims to describe and showcase this path of shared
value creation for all stakeholders.
About BPCL
Bharat Petroleum Corporation Limited (BPCL) traces its history to 1886, then known as the Burma Oil
Company, had begun on its journey. In 1952, the Government of India assumed control and renamed
it ‘Bharat Refineries Ltd’. In the year 1977, it was renamed ‘Bharat Petroleum Corporation Ltd’.
BPCL is a Schedule-’A’ listed Maharatna CPSE in Petroleum (Refinery & Marketing sector) under the
administrative control of Ministry of Petroleum and Natural Gas with 53.84 % shareholding by the
Govt. of India. BPCL has made significant contribution in meeting the energy needs of the country.
Today, as a leader in the petroleum sector, BPCL is determined to fuel India’s developmental journey.
BPCL operates across the nation through nine business units and a pipeline network that spans
2596 kilometers. Refinery, Retail, Lubricants, Liquefied Petroleum Gas, Industrial & Commercial,
Aviation, Gas, Renewable Energy and New Businesses are the business units. BPCL has always worked
on expanding its product offering. BPCL’s product portfolio includes motor spirit (MS), high speed
diesel (HSD), lubricants, aviation fuel, bitumen, LPG, furnace oil, solvents, food grade quality hexane
(FGQH), polymer grade propylene, and others. BPCL is headquartered in Mumbai, Maharashtra, India,

SHAREHOLDERS PATTERNS AS ON BPCL’S OPERATIONAL
31ST MARCH, 2022 PRESENCE
0.32%
0.70%
10.08%
Govt. of India
Govt. of Kerala
2 REFINERIES
MUMBAI AND KOCHI 82 RETAIL
INSTALLATIONS/
DEPOTS/TOPS
BPCL Trust for

Investment in Shares
13.69%
Mutual Funds/ UTI
Financial 54 LPG BOTTLING PLANT
INCLUDING ONE IN MR 4 LUBE BLENDING
PLANTS
52.98% Institutional
7.86%
Investors
Insurance companies
0.14%
11.85%
Foreign Institutional
Investors
57 AVIATION LOCATIONS/
FUELLING STATIONS/
ON-WHEELS 17 GAS
GEOGRAPHICAL
AREAS
Bodies Corporate
1.52% 0.86% BPCL ESPS Trust

2596 KM
INDUSTRIAL &
Others COMMERCIAL (I&C):
PIPELINE FOR INDUSTRIAL CUSTOMERS
Mumbai Refinery (MR)
Mumbai Refinery (MR) has achieved the crude oil processing
of 14.43 MMT for the financial year 2021-22. This
represents a capacity utilization of 120 %. With focused
efforts towards energy conservation, Specific Energy
Consumption (SEC) of 64.4 MBN was achieved during
FY 2021-22. Gross Refining Margin (GRM) for the financial
year 2021-22 was USD 8.73 per barrel, as compared to
USD 3.76 per barrel realized in FY 2020-21. The overall
gross margin for the Refinery in FY 2021-22 amounted to
INR 7,080 Crores as compared to INR 2,736 Crores in FY
2020-21.
Various activities of BPCL
REFINERIES
Margins were under pressure in FY 2021-22; reliability improvement, operational
availability, and increasing energy efficiency remained as top priorities for
refineries along with cost calibration. To boost refinery performance and
efficiency under such circumstances, several new ideas and efforts were
implemented at the refineries during the course of the year.
With optimized crude oil mix and maximization of unit intakes, Refineries
demonstrated their constant endeavor to maximize value added products and
met market demand, and as a result, the refineries have maximized production
of LOBS (Lube Oil Base Stock), Propylene, Mineral Turpentine Oil (MTO), Hexane,
and VLSFO (Very Low Sulphur Fuel Oil).
Mumbai Refinery

Kochi Refinery (KR)
Kochi Refinery has processed 15.4 MMT crude oil during the Financial Year 2021-22 and met the MoU target of 15.3 MMT
amidst the impact of deadly COVID second wave on product demand. Crude oil throughput achieved during the year is
15.58 MMT with a capacity utilization of 99.35%. By optimizing plant operation and implementing energy conservation schemes,
the specific energy consumption (MBN) could be brought down to 66.9 from the figure of 68.9 in the previous year by Kochi
Refinery despite challenging conditions. Gross Refining Margin (GRM) for KR was USD 9.43 per barrel (INR 7,916 Crores) as against
USD 4.36 per barrel (INR 3,125 Crores) realized in FY 2020-21.
Kochi Refinery
PERFORMANCE OF REFINERIES GRM in INR Crores
10000
While refineries were facing cyclical challenges, the pandemic situation effected 7916
into many changes which were both structural and disruptive in nature. However, 8000 7080
with concerted efforts, refineries achieved a throughput of 30.07 Million Metric
6000
Tonnes (MMT) for FY 2021-22 with increased processing during the second
half of the year in line with demand. BPCL achieved a weighted average Gross 4000 2736 3125
Refiners Margin (GRM) of USD 9.09/bbl during the financial year 2021-22 (ÌNR
2000
14,996 Crores), as compared to USD 4.06/bbl
0
Mumbai Refinery Kochi Refinery
FY 2020-21 FY 2021-22
Refinery Throughput MMT
16
15.58 GRM(USD/bbl)
15.5 9.43
10
15 14.49 8.73
14.5
8
14
13.35
13.5 13.05 6
13 4.36
12.5 3.76
4
12
11.5
2
FY 2020-21 FY 2021-22 0
FY 2020-21 FY 2021-22
Crude oil MMT Capacity Utilisation (%)

16 15.4 140
120.3
15 14.43 120 107.8
99.35
100 85.67
14
13.28 80
12.94
13 60
40
12
20
11 0
Mumbai Refinery Kochi Refinery Mumbai Refinery Kochi Refinery
FY 2020-21 FY 2021-22 FY 2020-21 FY 2021-22

PIPELINES
Pipelines reduced the stress on overworked
rail and road infrastructure while reducing
environmental consequences associated
with rail and vehicle transit. BPCL owns
multi-product pipeline network of 2,596
KM with design capacity of 21.3 MMTPA and
937 km crude pipeline with design capacity
of 7.8 MMTPA. BPCL pipelines are rated in
Quartile 1 on five KPIs viz Manageable non-
volume expenditure (MNVE), Personal cost,
Cash Opex, Maintenance index and Pipeline
utilization by the Solomon Benchmarking
study among 174 pipelines across the
globe including 36 Indian Pipelines.
During FY 2021-22, product pipelines
achieved a throughput of 16.54MMTPA
against Business Plan target of 16.17MMTPA
and Crude Pipeline achieved a throughput
of 7.421MMTPA against a Business Plan
target of 6.65MMTPA. BPCL Pipelines have
standard operating procedures resulting
in stupendous track record of achieving
“NIL” Fatality and “NIL” Loss Time Accident
(LTA) since inception year 1998. Mumbai-
Manmad Pipeline section commissioned
in year 1998 has been renowned as most
utilized pipeline in India and achieved the
remarkable feat of 122.09 MMT pumping
through this pipeline on 31st Mar’2022.
This pipeline recorded more than
100% capacity utilization for the 12th
Consecutive year in FY 2021-22.
Cross country crude pipeline
Bina Kota Pipeline
The 355-kilometer-long Bina-Panki Multi-Product is in progress and on commissioning, the entire 1,389- BPCL Pipelines took the initiative
Pipeline was commissioned in October 2021 with a km Mumbai –Manmad – Bijwasan Pipeline (MMBPL) and of taking a trial run with the Drag
throughput capacity of 3.5 MMTPA. On December 28, CCKPL would be covered with PIDS. A total of 2,520 km Reducing Agent (DRA) developed by
2021, the Hon’ble Prime Minister of India dedicated (97%) of pipelines would be covered on completion of domestic manufacturer under Make in
this pipeline to the country. The pipeline is connected PIDS implementation by March 2023. India. The performance of indigenous
to Bina and Mumbai Refinery and thus ensures product chemical was found to be satisfactory
availability in central and eastern Uttar Pradesh in Mumbai Manmad Pipeline Section
(U.P.). Keeping abreast of Nation’s Infrastructure in comparison to imported DRA which
Development, BPCL re-routed its 4 km length Piyala- helped in saving foreign exchange. BPCL
Bijwasan Pipeline Section of MMBPL to facilitate NHAI for pipelines have strategic positioning of
construction of 8 lane Dwaraka expressway from NH-8 to Emergency Response Vehicles as a step
Kherki Dhaula. towards strengthening of emergency
To enhance the safety and security of its cross-country preparedness. All Hand Operated Valves
pipeline network, implementation of Fiber Optics based of Kochi ATF Pipeline Sectionalizing Valve
Pipeline Intrusion Detection Systems (PIDS) for Mumbai- Stations have been converted to MOV for
Kota and Kochi-Coimbatore-Karur Pipeline (CCKPL) sections remote operations.
Fiber Optics based Pipeline Intrusion Detection Systems (PIDS)

BPCL Pipeline Entity contributed to the Nation’s Digitalization Drive in executing
this project by disbursement of entire ROU land and crop compensation to
the landowners in NEFT mode. Competency of Pipeline ROU surveillance and
security personnel was enhanced by specific training programme on basic safety
aspects, roles and responsibilities of pipeline integrity team. The programme
was jointly conducted by training team of BPCL Pipelines and surveillance
agency which also emphasized on collaborative intelligence gathering.
BPCL PIPELINES NETWORK

Multi-Products
1. Mumbai-Manmad-Bijwasan Product Pipeline (MMBPL 1389 km)
2. Bina-Kota Product Pipeline (BKPL 259 km)
3. Kota-Jobner Product Pipelines (KJPL 211 km)
4. Cochin-Coimbatore-Karur Product Pipeline (CCKPL 293 km)
5. Bina-Panki Product Pipeline (BPPL 355 km)
Aviation Turbine Fuel (ATF)

6. Mahul-Santacruz ATF Pipeline (MSPL 15 km)
Training on ROU surveillance
7. Kochi Refinery-Kochi AFS ATF Pipeline (KKPL 34 km)
LPG
1. BPCL Pipelines won 13th CIDC Vishwakarma Awards 2022 for Construction
8. Mumbai-Uran LPG Pipeline (MUPL 28 km)
Projects.
2. “Shrestha Suraksha Puraskar” was awarded from National Safety Council – Lube Oil Base Stocks (LOBS)
Kerala Chapter “Outstanding Safety Management in CCKPL”. 9. Mahul-Wadilube LOBS Pipeline (MWPL 12 km)
BPCL’S Pipeline Network (2596 Km)
Jammu & Kashmir

Bhatinda Jammu Multi Products ATF LPG LOBS
Srinagar (Natural Gas)
GIGL – 2 Srinagar (2152) (49 Km) (28 Km) (12 Km)
11% share
Jammu
Kathua
Branch Line to Amritsar Himachal
(Natural Gas) Amritsar Pradesh
GIGL - 2
Punjab Ludhiana
Branch Line to Rohtak
(Natural Gas) Bathinda Uttarakhand
GIGL - 1 Sirsa
Mehsana Bathinda
(Natural Gas) Rhotak Piyala Meerut Arunachal MMBPL MSPL MUPL MWPL
Meerut Pradesh
GIGL -1 Bijwasan (POL) Numaligarh Siliguri (1389 Km) (15 Km) (28 Km ) (12 Km)
11% share Bhiwari Bina Panki (POL)
Piyala
Kota Jobner (POL) Sikkim
(POL) Rajasthan Mathura Numaligarh
Jaipur Bharatpur Lucknow
Gorakhpur Sillugiri Nagaland
Bina Kota Ajmer Kanpur Assam
Baitalpur Bihar
(POL)
Jhansi Patna Meghalaya
Kandla Gorakhpur Bhilwara Barauni
Kota Varanasi Manipur
(LPG) – 25% share Chittorgarh Allahabad
Siliguri Haldia
Palanpur Udaipur Vijaypur
(POL)
Mehsana Bina West Tripura BKPL KKPL
Rohar Viramgam Ujjain Bakaro Rajbandh Mizoram
Bengal (259 Km) (34 Km)
Mundra Kandla Bhopal
Vadinar Uluberia
Dumad Mangliya
Gujarat Dahej Haldia
Vadinar Bina
(Crude) Pipavav Hazira Nagpur Paradeep Numaligarh
Manmad Hazira Paradeep (Crude)
Manmad Odisha
(POL)
Mumbai Manmad Maharashtra Mallavaram Bhopal
Bijwasan (POL) Santacruz Mumbai Bhilwara Vijaypur
Uran (Natural Gas)
Chakan
GITL – 11% share
KJPL
MR ATF
Warangal (211 Km)
MR Wadilube Hyderabad
(LOBS)
Mallavaram
Mumbai Uran
(LPG) – 50% share
MR Rasayani Karnataka
Ongole Krishnapatnam Hyderabad
(POL) (POL)
Uran Chakan Andhra
(LPG) – 50% share Pradesh Krishnapatnam
Devangonthi CCKPL
Irugur Devangonthi (293 Km)
Kochi Salem (POL)
(LPG) – 50% share Salem
Erode
Irugur
Karur
Cochin Coimbatore Kochi Airport
Karur (POL) Cochin
Kochi ATF
(POL)
BPPL
(355 km)

Crude Oil Pipelines Ongoing POL Pipelines Projects
Length Capacity Length Capacity
S.No. Capacity Pipeline Status S.No. Pipeline Status
(km) (MMTPA) (km) (MMTPA)
1. BPCL-BORL Vadinar Bina Existing 937 7.8 1 Irugur Devangonthi Ongoing 315 3.52
2 Krishnapatnam Hyderabad Prospective 425 4.4
Paradip
2. NRL Prospective 1309 9 3 MR Rasayani Prospective 39 6
Numaligarh
Total 2246 16.8 4 ManmadHadra Prospective 280 3.5
5 Phrala Meerut Prospective 125 1.5
POL Product Pipelines 6 Siliguri Bokaro Haldi Prospective 1000 5
7 Numaligarh Siliguri Prospective 600 5
Length Capacity
S.No. Pipeline Status Total 2784 28.92
(km) (MMTPA)
1. Mumbai Manmad Bijwasan Existing 1389 6
LPG Pipelines
2. Bina Kota Existing 259 2.8
3. Kota Jobner (branch line) Existing 211 1.7 Length Capacity
S.No. Company Pipeline Status
(km) (MMTPA)
4. Cochin Coimbatore Karur Existing 293 3.3
5. Bina Panki Existing 355 3.49 1 BPCL-HPCL Uran Chakan (50% share) Ongoing 169 1
6. MR ATF Existing 15 1.4 2 BPCL-IOCL Kochi Salem (50% share) Ongoing 469 1.53
7. KR ATF Existing 34 0.6 Kandla Gorakhpur (25%
3 IOC-BPC-HPC Ongoing 2757 8.25
8 Mumbai-Uran LPG Pipeline Existing 28 0.8 share)
9 MR Wadilube (LOBS) Existing 12 1.3 Total 3395 10.78
Total 2596 21.39
NG Gas Pipelines
Length Capacity
S.No. Company Pipeline Status
(km) (MMSCMD)
Ahmednagar- Aurangabad
1. BPCL Ongoing 269 3.736
Gas Pipeline Project (AAPL)
Satara - Sangli Gas Pipeline
2. BPCL Ongoing 155 1.858
Project (SSPL)
Total 424 5.594
Cross country pipeline
RETAIL
With considerable improvements in mobility over the ongoing supply issues, and escalating inflation have emerged as major concerns,
previous year, the demand for transportation fuels which are causing a slower-than-anticipated economic recovery globally and
increased steadily throughout the financial year 2021– are probably going to have an impact on the demand for transportation fuels
22. However, global trends of high oil prices, uncertainty as well. In comparison to PSU growth of 7.5%, the retail industry saw a growth
surrounding the pandemic, ongoing geopolitical tensions, of 9.1% in FY 2021-22 with a total market sale of 26.4 MMT.
BPCL Energy Station

The Company kept growing its network, mostly in LPG
underserved markets to seize development opportunities,
mainly in rural India. As of March 31 2022, 1,430 New
Retail Outlets (NROs) were commissioned, bringing the
total to 20,063 ROs, preserving BPCL’s ranking as the
second-largest fuel retailing network in India. BPCL has
actively extended its CNG network by installing 507 ROs
throughout the year due to government’s shift in focus
from liquid fuels to natural gas and changes in customer
preferences.
LPG registered a sale of 7,474 TMT for the

year, attaining the highest growth of 4.42%
amongst the PSU OMCs, thereby increasing the
market share by 0.45% during the financial
year 2021-22. In order to increase the
availability of LPG, the Pradhan Mantri Ujjwala
Yojna (PMUY), Ujjwala 2.0, was launched in
Uttar Pradesh in August 2021. The scheme
resulted in the acquisition of 25 lakh new
customers during the year, with the Company
having acquired 2.35 Crores LPG connections
since the PMUY scheme’s inception. BPCL
bottled 7,522 TMT LPG in FY 2021-22, an
increase of more than 4.56% over the previous
year and achieved capacity utilization of more
than 100% from LPG bottling plants across
the country.
BPCL Energy Station
BPCL LPG Business
BPCL added 54 new distributorships during the year to its LPG marketing
network, bringing the total number to 6,213 as of March 31, 2022. In order to
increase commercial sales of LPG, we added 109 non-domestic distributors and
44 business associates to our portfolio.
BPCL has made various digital payment options available to customers in order
to provide convenience and the ability to pay at any time. During the year,
digital transactions accounted for 36.84% of total transactions in LPG. Through
our consumer retailing initiative ‘Hobey,’ BPCL launched India’s first HTE (High
Thermal Efficiency) hotplate with in-house developed patented technology that
delivers 74% thermal efficiency. We also forayed into the world of consumer
retailing by providing grocery and FMCG products to households with the
promise of best quality and best rates.

Consumer retailing is a fast-growing LIFE CYCLE ASSESSMENT
segment in the country, and we are making STUDY AT WALDILUBE PLANT
novel moves by reimagining this business.
BPCL has carried out a Pilot Life
With initial focus on small towns and
Cycle Assessment (LCA) study
rural areas, the recently created business at Wadilube Installation that
unit New Businesses has developed a is responsible for Blending of
unique digitally enabled omni-channel Lubricants and additives. The
business model to provide fuel and non- project was assigned to the
fuel offerings to the lowest strata of the National Institute of Industrial
Indian market, through engagement of Engineering (NITIE) which is one
rural women folk entrepreneurs called of leading research institutes in
“Urja Devis”. In its first year of formation, Mumbai. This study will help in
identifying the possible hotspots
the business has already opened 30 “In &
for improvement that could
Out stores” in Tehsils and enrolled 300 reduce energy consumption and
UrjaDevis in rural areas. propose alternatives.
An overall LCA based investigation

for the entire plant was carried
LUBRICANTS out. With an understanding of its
MAK Lubricants has overcome these challenges of pandemic Many customized programs and product-specific operations, data was obtained
in FY 2021-22 by re-organizing and rebuilding the business campaigns were carried out in order to create market pull for preparation of inventory
this year. MAK Lubricant primarily markets through retail for MAK Lubricants. BPCL introduced 21 new Stock Keeping which was used for LCA Model
outlets, bazaar network, authorized service stations, and Units (SKUs) in the synthetic and mineral space, allowing Development. This model will
industrial and institutional customers. Besides, domestic it to capture niche markets. BPCL has implemented QR give environmental impacts for
market, MAK Lubricants has also expanded into South Asian Code on its packs to ensure the right quality of product to producing and transporting 1 liter
Association for Regional Cooperation (SAARC) and African consumers. This allows retailers, mechanics, and customers of lubricant from Gate to Gate.
countries, establishing itself as a trustworthy brand in to track the source of supply of product and establish the The study is under progress and
international markets. Lubes has recorded a Market Sales authenticity. will be replicated once finalized
Volume of 0.42 MMT in FY 2021-22 against 0.37 MMT in in other lubricant plants of BPCL.
previous year. It resulted in MAK’s market share of 25.6%
among PSUs with a gain of 0.67%.
AVIATION
Bharat Petroleum is involved in the entire value chain of the aviation fuel business, beginning with
the production of jet fuel at refineries and continuing with its transportation, storage, into aeroplane
services that meet international quality standards, and other value-added services in the aviation
industry. The Aviation Business Unit recorded a Market Sales Volume of 1.05 MMT in FY 2021-22
as compared to 0.80 MMT in previous year. BPCL serves all scheduled domestic airlines as well as
majority of non-scheduled operators in India for fueling.
Even throughout the pandemic, BPCL worked to expand its Aviation Fuel Station (AFS) network,
establishing Kalburgi AFS and Kushinagar AFS under UDAN. The Aviation BU’s approach is in line
with the Government’s aim of establishing AFSs at smaller airports. Electric cars with zero emissions
have been purchased for Aviation BU’s operational locations as a minor step toward fulfilling
environmental goals.

INDUSTRIAL AND COMMERCIAL (I&C) end-to-end processes for customers to seamlessly interact and transact with
BPCL, while “Sales Buddy” is a Customer Relationship Management Portal,
The Industrial & Commercial Strategic Business Unit
which has equipped the field force with digital tools to service customers
(I&C SBU) is BPCL’s marketing unit that caters to the
efficiently and has helped in improving internal processes towards customer
company’s Business to Business (B2B) segment. Fully
account management.
aware of the significance that industrial and commercial
establishments play in the nation’s economic progress,
the Company adopts a dynamic approach to align with
advances in each Industrial segment in order to drive
growth. The I&C SBU supplies 26 products across 17
diverse segments to over 8,000 industrial clients. With an
aggregate sales volume of 6,349 TMT and a 17% increase
in FY 2021-22, the SBU emerged as the growth leader
among the PSU OMCs, with an excellent domestic market
share increase of 1.65%.
During the year, the I&C SBU commenced the commercial
sale of six specialized petrochemical products from Kochi
Refinery, marking a watershed point in BPCL’s history. BPCL
added Kandla port to its list of bunkering destinations,
joining Mumbai and Kochi, and provided Very Low Sulphur
Furnace Oil (VLSFO) to coastal and international boats
throughout the year, representing a 57% increase over
the previous year. With the task of marketing bulk LPG/
Propane, the business unit capitalized on the synergy
with the industrial customer base and sold 147 TMT,
representing a 13% increase. In addition, the SBU has
achieved ten-year high sales of Mineral Turpentine Oil
(MTO), propylene, and hexane, allowing it to increase its
domestic market share.
The business team took a giant leap into their digital
journey by adopting key initiatives of “Project Anubhav”
i.e., “Hello BPCL and Sales Buddy”. The “Hello BPCL”
is a Customer Engagement Portal which features
GAS
The Gas SBU is playing an increasingly important role in
supporting the Government’s aim of developing India as
a gas-based economy, which augurs widespread economic
prosperity, while also reducing the nation’s dependence
on oil imports and contributing to reduction in carbon
emissions. The SBU can be broadly categorized in three
parts – (a) captive requirements of the refineries to enhance
reliability and energy efficiency, (b) requirement for BPCL’s
retailing business, essentially the City Gas Distribution
(CGD) network, involving Compressed Natural Gas (CNG)
stations and Piped Natural Gas (PNG) connections; and
(c) sales to industrial customers, essentially in fertilizers,
power, petrochemicals, glass and steel sectors.
In FY 2021-22, the Gas SBU has recorded a growth of over
31% as compared to the previous year. During the fiscal
year 2021-22, the Gas SBU handled 1,806 TMT of natural
gas, of which 778 TMT was provided to refineries for
internal consumption and 1,028 TMT to various customers
in fertilizers, power, petrochemicals, steel, and the City Gas Distribution

(CGD) network around the country. BPCL’s expanded participation in the City
Gas Distribution (CGD) market intends to construct piped gas distribution
infrastructure throughout Geographical Areas (GA’s) in order to lessen reliance
on energy-intensive bottled gas delivery. BPCL is operating in 23 GA’s as of
March 31, 2022, through its fully owned subsidiary, Bharat Gas Resources Ltd.
(BGRL), and will begin sales in 5 more GA’s in FY 2022-23.

DIGITAL INITIATIVES GIS Dashboard
The following initiatives
have been undertaken
by BPCL in the current
reporting period:
• Pipeline Entity
implemented interlock
Bypass Online
Authorization System
to enhance process
safety with mapping
of Geographical
Information System
(GIS) to enable
comprehensive data management of entire pipelines on a single platform
with concurrent access from anywhere at any-time.
taking cognizance of Industrial Transport Discipline Guidelines (ITDG) for
• Robotic cleaning of confined places, IIoT (Industrial Internet of Things) based recording, monitoring, and corrective actions against en-route violations,
Wireless Asset Monitoring System, Cloud based HSSE portal, Manpower which had an impact on reduction of In-transit accidents collectively (Retail
monitoring system, Camera feed and drones used in turnaround safety and LPG SBUs) by 25.57% during
surveillance of refineries. the year.
• In Bina Panki pipeline Project, 100 percent of ROU Land and Crop compensation • In the context of liberalized Drone
was disbursed through NEFT mode. 100 percent of Pipeline laying records are Rules 2021 of the Government
digitalized thereby facilitating traceability of records on a click. of India, a pilot study focusing on
• MR developed Model for predicting Coke content in CCR Unit Spent Catalyst the possible applications of Drone
using Advanced Machine learning (ML) techniques and parametric regression. Technology in Petroleum Pipelines
This enabled to get the coke content result without the need of sample towards Real Time Surveillance of
analysis in laboratory. Assets, Theft prevention, Incident
response and Mapping of Pipeline
• Integrated electronic Work Permit System (e-WPS) with Integrated Risk
ROU assets for maintaining Pipeline
Information System (IRIS) for monitoring all Ultra Critical Activities.
Integrity has been taken up by BPCL
• The technology of Vehicle Tracking System (VTS) / Electromechanical (EM) covering 700km of pipeline network
Drone Technology in Petroleum Pipelines
Digital locks was integrated with IRIS at central command and control centre, in different regions.
PRODUCTS MARKETED
Product Sold Directly
SOLD THROUGH
 MS, HSD, SKO, Naphtha, KOLABFS (Kerosene Oil Linear RETAIL DEALERS
WHITE OILS Alkyl Benzene Feed Stock)
 SCN (Special Cut Naphtha)
AND DISTRIBUTORS
 Furnace Oil (includes Very Low Sulphur Furnace Oil - VLSFO),
BLACK OIL &
 LDO (Light Diesel Oil),
BITUMEN
 LSHS (Low Sulphur Heavy Stock),
High Speed Diesel
Motor spirit (MS)
(HSD)
 Aromatics (Benzene and Toluene), Solvents (De-aromatise
SPECIAL solvents, SBP Spirit, Mineral Turpentine Oil, Hexane, Sulphur, Pet
PRODUCTS coke, Propylene & Poly Propylene Feed Stock, Industrial LPG
PETROCHEMICALS  Acrylates and Oxo-Alcohols Superior Kerosene Mineral Turpentine

Oil (SKD) Oil (MTO)
Liquified Petroleum
Lubricants
Gas (LPG)

BPCL GEOGRAPHICAL PRESENCE
BPCL through its wholly owned subsidiary BPRL has oil and gas assets in five
countries excluding India. The chart below shows the subsidiaries of BPCL.
FOREIGN
INDIA
1. BPRL International B.V. (The Netherlands)
[Overseas Subsidiary of BPRL]
2. BPRL Ventures B.V. (The Netherlands)
1. Bharat Petro Resources Ltd
[Overseas Subsidiary of BPRL]
2. Bharat Petro Resources JPDA Ltd
3. BPRL Ventures Mozambique B.V. (The
[Domestic Subsidiary of BPRL]
Netherlands) [Overseas Subsidiary of BPRL]
3. Bharat Oman Refineries Ltd.
4. BPRL Ventures Indonesia B.V. (The Netherlands)
4. Bharat Gas Resources Ltd [Overseas Subsidiary of BPRL]
5. BPCL-KIAL Fuel Farm Pvt Ltd 5. BPRL International Singapore Pte Ltd.
(Singapore) [Overseas Subsidiary of BPRL]
6. BPRL International Ventures BV
(The Netherlands) [Overseas Subsidiary
of BPRL]
BPCL has a presence in 26 blocks, 13 of which are in India and 13 are in other countries. At its overseas locations,
BPCL does not conduct any direct operations and operates through subsidiaries.
Global Spread
Global Spread
2 TYNGD
Russia
2 Vankorne�
4 Cauvery Basin
1 Rajasthan Basin
India
3 Cambay Basin
2 Assam-Arakan
Indonesia 1 Nunukan
Australia 1 EP413
2 BM-SEAL-11
Brazil 1 BM-C-30
2 BM-POT-16
1 Lower Zakum
UAE
Produc�on 1 Onshore 1
Mozambique
Development 1 Offshore Area 1
Explora�on / Appraisal / Pre-Development Discovery Loca on
Mul�ple Stages
Discovery Loca�on

BPCL ORGANIZATIONAL STRUCTURE
The organizational structure of BPCL is presented in the Table below.
CHAIRMAN AND MANAGING DIRECTOR
DIRECTOR
DIRECTOR (REFINERIES) DIRECTOR (MARKETING) (FINANCE WITH ADDITIONAL
CHARGE OF DIRECTOR HR)
CVO
ED (MR) ED (RETAIL) ED (CORP. FINANCE)
ED (COORDINATION &
ED (KR) ED (LPG) ED (CORP. TREASURY)
DEVELOPMENT
ED (REFINERY) PROJECT ED (LUBES) ED
(IS & DIGITAL BUISNESS) ED (INTERNAL AUDIT)
CGM (IS) & DIGITAL ED (I & C)
STRATEGY (MR & KR) ED
ED (GAS) (INTERNATIONAL TRADE)
CPO (REFINERIES) CGM (HSSE) CORP.
ED (AVIATION) ED (PLANNING & CORP.
GM (I/C) CMRO AFFAIRS)
CPO (MARKETING) CGM (l/C) SCO
ED (I/C) E & P CGM (HRD)
ED (MKTG CORP.) CGM (HRS) CGM (I/C) R&D
CGM (PIPELINES) CGM (QUALITY

CONTROL CELL) GM (STRATEGY)
HEAD (NEW BUISNESS)
GM I/C (LEGAL)
HEAD
(RENEWABLE ENERGY)
CGM (BRAND & PR)
HEAD
(PROJECT ANUBHAV)
GM I/C, (ESE)
Research and
Development
(R&D)

BPCL Corporate Research & Development Centre (CRDC)
Corporate R&D Vision BPCL Corporate Research & Development Centre (CRDC), a premier research
institution in the country, recognized by the Department of Scientific and
“Our R&D is aimed to support growth and social
Industrial Research (DSIR). The Centre, located at Greater Noida and set up on
needs through basic and applied research and achieve
a sprawling 68-acre site, was established in 2001. Since then, the facility has
technological breakthrough ideas and innovations
evolved exponentially as additional research domains were steadily added
thereby establishing credibility on sustainable basis,
during the years.
leading to value addition through commercialization and
cost leadership encompassing all corporate business CRDC has developed numerous cutting-edge technologies as well as innovative
endeavors.” products and processes, to increase company’s profitability and reduce the
environmental footprint. This relentless quest for excellence has yielded
BPCL’s Research and Development (R&D) Team is critical to
many rich rewards, such as large portfolio of patents built up over the years by
the company’s growth and sustainability, as it expands its
innovating industry-leading solutions. BPCL has filed 130 patents in India and
knowledge base and develops new technologies, specialty
abroad till date, for CRDC’s novel products, innovative processes and unique
goods, and future capacities. Corporate R&D is actively
concepts, while 70 patents have been granted.
pursuing research in the niche areas of Petrochemicals,
Biofuels, Alternate Energy, Green Hydrogen and Carbon
Dioxide mitigation along with the conventional oil refining
and related processes.
Research and Development (R & D) Policy
Integrate strategies through innovative process

and products development
Strengthen CRDC for launching major

technology development initiatives
Talented human resource and nurture

development of core competency
Recognize the role of R&D in enhancing

profitability and sustained market leadership

• Niche petrochemicals and Petrochemical processes
• Syngas Valorization
• Hydrocarbon Vapor Recovery System
• Sustainable Aviation Fuel (SAF)/ Bio-ATF
• Advanced Biofuels and Bio-chemicals
• BioGas/Bio-CNG
• Bioremediation
• Processing of Municipal Solid/ Liquid waste (MSW)/
(MLW)
• Niche/Specialty Solvents developments
• Process Chemicals
• Benzene Valorization
• Indigenous Desalter Technology
• Divided Wall Column (DWC) technology
• Process Intensification/Energy efficient processes
• Novel reactor designs
• AI based models for refinery CDU
Expenditure on R&D during FY 2021 - 22: • Digitization approach for real-time Crude Assay for
Particulars Expenditure (INR Crores) crude distillation monitoring and optimization
Revenue Expenditure 54.26 • Software for predicting crude blend compatibility and
Capital Expenditure 35.84 optimization
Total 90.10 • Simulation models for refinery units
• Crude Oil Pipeline Corrosion Inhibitor Development
Focus Areas of R&D Initiatives • Niche Catalyst Developments and Catalytic Processes
• Green Hydrogen • Residue up-gradation
• Hydrogen recovery from refinery off-gases • White Oils for industrial application
• CO2 Capture & Utilization • Energy Efficient Furnace Operation
• High Performance Domestic LPG Cooking Stove • Energy Efficient Heat Exchangers
• Super Absorbing Polymer (SAP) • Low grade heat recovery
Lubricants R&D Our state-of-the-art quality assurance laboratories, set up
across the country, have more than 20 stationary NABL-
Frontline research and development, which gives the product line its distinct
accredited labs, hailing the concept of “Once Tested
and decisive edge, is the secret of MAK Lubricants’ industry-leading success.
Globally Accepted”. Sample testing and monitoring is done
Lubricant R&D Centre, Mumbai, established in 1983, an epitome of cutting-
through industry-leading Lab Information Management
edge innovation, is a state-of-the art facility with international and national
Systems (LIMS) software.
accreditations to its credit with the development of more than 400 lubricant
formulations. Major lubricant product development activities performed
at R&D Centre, Sewree for meeting sustainability
The ultramodern Lubricant R&D Centre is recognized by the Department of
requirements are given below:
Scientific & Industrial Research, under the Ministry of Science & Technology,
Government of India. R&D Centre is actively involved in developing new • Fuel-efficient synthetic engine oils for new generation
generation lubricants based on frontier technologies with key objective to meet ultra-low emission BS VI petrol and diesel passenger
the industry /market requirements and also provide innovative technological cars
solutions to customers and stakeholders. R&D is also actively associated with
• Synthetic engine oil for new generation fuel efficient
major automotive and Industrial OEMs (vehicles / engine manufactures) in the
motorcycles & scooters
country for developing specific lubricants through in-house tests and meeting
international specifications. • High performance bio-degradable hydraulic oil for
mining & off-highway applications
• Bio-degradable honing oil for super finishing operation
• Eco-friendly engine oil for light duty commercial
vehicles using re-refined base oils
• Eco-friendly hydraulic oil for industrial applications
using re-refined base oils
• Eco-friendly pneumatic tool way oil for rock drills
formulated with re-refined base oils
• Long life semi-synthetic compressor oil for screw air
compressors
• Long life water soluble cutting oil for multi metal
machining operations
• Fuel efficient manual transmission fluids
Lubricant R&D Centre, Mumbai

Class Leading Products for quick and accurate prediction time simulation and optimization of the refinery units.
of crude compatibility and This is first of its kind in the world to monitor and optimize
K Model®: Blending for future optimization of numerous crudes the whole refinery on real-time basis. BPMARRK® based
K Model is a web-based software patented technology within minutes as compared to real-time crude refining characteristics and models drive
weeks’ time required by experiments optimization across the entire hydrocarbon value chain and
for two crudes. The software runs
over internet and predicts results
rapidly (https://www.bpcl.kmodel.
in). K Model enables to arrive at an
optimum blend based on economics,
availability and processing feasibility
on real time basis, thereby promoting
simultaneous evaluation of multiple
crude mix options in quick time and
take more informed decisions. This
also facilitates feeding compatible
crude oil mixture to refinery to
maintain equipment health, smooth
operation, energy saving and reduce
carbon footprint.
BPMARRK®: Discovering Crude Oil

Refiners often process mix of crude
oils, for which accurate assay is
not available on real-time basis.
Variations in crude quality as well
as lack of reliable crude assay
information makes the task of real time
optimization extremely challenging if
not impossible. BPMARRK® provides
entire refining characteristics which
populates about 500 data information
in 2 minutes and integrated with
process simulation software’s for real
provide new insights to prevent product quality giveaway, maximize margins, safety and compliance. Basic engineering and project
execution was done jointly by the
Superabsorbent Polymer Technology BPCL R&D Centre and Kochi Refinery
As a “Make in India” initiative towards development and commercialization of Superabsorbent projects team. A 200 Tons/annum
Polymer (SAP), BPCL Corporate R&D Centre has developed a process for production of SAP. With the (dry basis) continuous mode pilot
continuous zeal for innovation, the R&D team at BPCL has mastered the chemistry of Superabsorbent plant has been commissioned at
Polymer (SAP), using the in-house acrylic acid as feedstock, which is used in various hygiene products Kochi Refinery. After the success of
like diapers and other products. SAP is a cross-linked polymer of acrylic acid, which is capable of the pilot, commercial scale plant
absorbing water many times its own weight. This special ability of SAP is useful in various hygiene is planned to be put up at Kochi
products, like baby and adult diapers, feminine hygiene products, and super absorbing sheets. The Propylene Derivatives Petrochemical
global SAP producers (Evonik, Nippon Shokubai, BASF, LG Chem) have developed process technology Plant (PDPP) premises. The product
and it is closely guarded. developed by BPCL meets all the
critical parameters of international
benchmarks, like residual monomer,
absorption under load and centrifugal
retention capacity. The product
is already in the market, thereby
realizing the dream of Atmanirbhar
Bharat (self-reliant India).
High-Efficiency LPG Stove:

Bharat Hi-Star®
To reduce the country’s dependency
Dry SAP Swollen SAP on imports through optimizing fuel
consumption, BPCL R&D team has
developed LPG Burners with improved
efficiency. The new energy efficient
LPG cooking stove- ‘Bharat Hi-Star®’
has thermal efficiency up to 74+1%
(BEE ‘Star 2’ rating), which is 6-7%
more than that of stoves available
in the market. It is estimated to save
about one cylinder per family every
year. The salient features include
200 TPA SAP Plant at KR SAP produced from KR SAP plant

improved burner top with modified flame orientation, Hi-Star has won several prestigious awards including Frost and Sullivan PERP
mixing tube that ensures better air-fuel mixing and a 2020, CII National Award for Excellence in Energy Management 2022, Economic
unique pan support that prevents heat loss. Four patent Times Ascent National Award for Excellence 2022. The technology has been
applications (1 granted) and four design registrations have licensed to a number of LPG stove manufacturers and is made available with
been filed at the Indian Patent Office for this stove. Bharat BPCL LPG stove distributors across India. With the current market potential for
new stoves, it is expected to reduce CO2 emissions by 30 thousand tonnes/
annum.
BharatH2Sep Technology for H2 Recovery from Refinery Off-gases

BharatH2Sep is a technology developed by BPCL Corporate R&D Centre for
separation of hydrogen from refinery off-gas. This is based on advanced hollow
fiber membrane technology, designed to enrich H2 in Off-gas from 30-60 mol%
up to 75-95 mol%. The technology provides least pressure drop for separation,
that significantly reduces the Capex and Opex and make recovery process
economically viable. The technology has been successfully demonstrated at
Vacuum Gas Oil-Hydro-Desulfurization (VGO-HDS) plant of Kochi Refinery. The
H2 purity enhanced from 65-80 mol% to more than 95 mol% with recovery
of 85%. BharatH2Sep technology has the potential to significantly contribute
towards India’s Net Zero Mission. Recently, the technology has received a
prestigious Award in the category of “Best Innovation in R&D Institute- FY 2021-
22” organized by Centre for High Technology, Ministry of Petroleum and Natural
gas, Govt. of India during 25th Energy Technology Meet.
Bharat Hi-Gee Deaeration Technology for Boiler Feed
Water: An Initiative towards Net Zero
Bharat Hi-Gee Deaeration Technology was developed by
Corporate R&D Centre for efficient deaeration of boiler feed
water. After pilot scale (50 TPD) demonstration at R&D Centre, a
commercial unit of capacity 150 TPD was commissioned at CDU
4 plant of Mumbai Refinery. Dissolved oxygen (DO) content of
less than 5 PPB was recorded in the Hi-Gee outlet water stream
without addition of oxygen scavenger. Bharat Hi-Gee Deaeration
technology saves both steam venting to the atmosphere as well
as chemical consumption. This results into saving of about 10-
15% of total inlet steam to steam deaerators. Typically, for a
2500 TPD (BFW capacity) deaerator, 16-24 TPD steam can be
saved. This results into a CO2 saving of 5000 ton/ annum. This
technology is one of such initiatives contributing to BPCL’s
NET zero mission. Technology scale up and implementation
is planned in deaerators present in BPCL refineries to get the
maximum benefit from this in-house developed technology.
MAK AdBlue®
Shifting to BS VI has been a major challenge for diesel vehicle
manufacturers, especially because NOx emissions need to be
reduced to 68% as per these norms. For NOx reduction, all
diesel engines above 2.0 liters would require an emissions
control system, Selective Catalytic Reduction (SCR), which
injects ammonia-based urea, called as Diesel Exhaust Fluid
(DEF), into the exhaust. DEF is carried in an onboard tank which
must be periodically replenished by the operator. Hence with
BS VI now in place, we would see progressive demand of DEF
across country. As per one study, Indian DEF Market is expected
to grow at a CAGR of 2.8%. MAK Lubricants has also introduced
a product MAK AdBlue® to cater to this growing market. MAK
AdBlue® is a clear, non-toxic and environment friendly solution
of 32.5%wt Technical Grade Urea (TGU) in demineralized water.
Commercial unit of capacity 150 TPD at CDU4 Plant of MR

AdBlue® stored in a separate tank is injected into the exhaust gas
stream. The ammonia (NH3) formed during thermal decomposition
TGU DM Water Diesel of AdBlue® in the exhaust stream works as a reducing agent in SCR
32.5% Wt. 67.5% Wt. Exhaust catalyst and NOx gets converted into harmless nitrogen (N2) and
Fluid water (H2O).
BHARAT GSR CAT: A Gasoline Sulphur Reduction

Catalyst from FCC Waste Material
Gasoline sulphur contributes to pollution in the form of SOx emissions.
Hence, many countries worldwide introduced regulations to reduce
sulphur levels in gasoline to less than 10ppm. In India Gasoline
sulphur reduction catalyst (GSR) additives are being imported
by refiners and are supplied by proprietaries at an exorbitant
cost. To meet this regulation, refiners add GSR additives to their
FCC units.
Bharat GSR CAT used in Mumbai Refinery’s FCC plant proved that the
additive developed by BPCL for which raw material was spent FCC
catalyst is 50% more active than commercially available GSR catalyst
and is 66% cheaper in cost.
MAK AdBlue® plant
Bharat Furno Chem: An
indigenous cleaning chemical
for refinery furnaces and
heaters
The commercial cleaning chemical
are often found to be ineffective in
cleaning furnace tubes substantially
and it is usually imported & hence quite
expensive. The indigenously developed
cleaning chemical, BHARAT FURNO CHEM
was found to be superior to commercial
chemical and demonstrated much better
cleaning performance during plant trial at
Mumbai refinery (MR). In the commercial
furnace, the reduction in arch temperature
of the furnace post chemical cleaning was
30 °C, however after cleaning by BHARAT
FURNO CHEM resulted in the reduction in
arch temperature by 40 °C under similar
conditions. Moreover, the cost of this
chemical is one-fourth than that of the
commercial chemical. Hence, BHARAT
FURNO CHEM is found to be superior
to commercially available cleaning
chemicals. MR also won CII – National
Award for Environmental Best Practices
2021 for BHARAT FURNO CHEM.

SAFETY FIRST, SAFETY MUST
Supply
Chain
Management

BPCL aims to provide an uninterrupted supply of energy solutions which
calls for end-to-end efficient management of the products in the supply
chain. As a company, we focus on delivering the right product, in the right
quantity safely and in a timely manner by decisively managing at each
level, including sourcing, refining, supplies, operations, distribution and
inventory management.
The Company has been adjudged as Winner in the 14th Edition of the ELSC
(Express, Logistics and Supply Chain) Leadership Award 2022. The award was
received under the category of “Best-In-Class Cross-Functional Collaboration”
for the implementation of the cross-functional alliance comprising of Multi-
Refinery Multi Process Industry Modeling System (M-PIMS) model in Crude Oil ELSC Leadership Award under the category of “Best-In-Class Cross-
procurement and product distribution at a single platform. Functional Collaboration”
For a more sustainable future, we encourage all stakeholders in our supply chain to adopt green practices.
Hydrocarbons produced from

Gas suppliers from Imported sources C.P.O (Refineries) C.P.O (Marketing)
indigenous and imported sources
Refineries
Pipeline
Industrial & Lubes Blending & Retail Depots &

Gas Installations LPG Storage & Bottling Aviation Service Station
Commercial Storage Installations
Marketing Network Dealers

& Distributors
Industrial and
BPCL value chain (sourcing of raw Retail Customers Airline Customers
Commercial Customers
materials to product transportation)

BPCL strives for sustainable procurement across its value increasing the share of product/crude transportation
chain, right from the sourcing of raw materials i.e., Crude through pipelines, therefore, expanding its cross-country
Oil to product transportation. The suppliers for BPCL are pipeline network which are also globally recognized as the
local as well as international. Crude is the major product safest, cost-effective, energy-efficient, and environment-
and is procured through import. BPCL is focused on friendly mode for transportation of petroleum products.
Building a sustainable supply network is important to BPCL and it encourages all

stakeholders in supply chain to adopt green practices.
BPCL Sustainable Supply Chain Roadmap

BPCL has designed a Sustainable Supply Chain Roadmap to disseminate sustainability requirements throughout the
supply networks.
Benchmarking
Reinforcing Sustainability Selecting suppliers and Fulfilling Learn, Evaluate and
Supply Chain
and Creating Expectations Sustainability Requirements Improve
Performance
• Defining sustainability • Grouping suppliers based on their • Establishing a system to • Creating framework for
agenda and goals of BPCL affiliation with BPCL monitor supplier perfor- ongoing supplier im-
mance against sustainability provement
• Developing a strategy to • Selecting strategic suppliers sam-
criteria
include suppliers in the ple for the initial sustainability • Regularly assess suppli-
sustainability agenda expectation mapping • Creating a collaborative ap- er performance to spot
proach to human rights and leaders
• Mapping key areas rele- • Seeking input on the determined
environmnetal supplier as-
vant to BPCL’s suppliers sustainability indicators from a • Develop handholding
sessments
and supply chain selection of suppliers and performance im-
• Baseline data for all vendors provement mechanism
• Initial discussions with • Establishing a methodology for
is used to gauge sustainabil- for suppliers
the suppliers on broad evaluating supplier input and in-
ity performance and identify
areas of sustainability cluding it in tender formulation • Institute award and
best practises
recognition for per-
• Developing the supplier sustain-
• Segmenting suppliers based forming suppli-
ability policy based on BPCLs pri-
on sustainability perfor- ers on sustainability
oritization and supplier feedback
mance parameters
• Drafting the amendments to ten-
• Defining roadmap for improv-
der to incorporate sustainability
ing supplier performance on
parameters in progressive manner
sustainability parameters
Engagement with Suppliers required to sign an Integrity Pact before getting associated with the company.
The Integrity Pact lays forth the terms and conditions of BPCL’s affiliation as
Our suppliers often play an important part in BPCL having a positive impact on
well as the monitoring procedures w.r.t. environmental protection, child labor,
local communities to achieve business success. BPCL makes a concerted effort to
prompt payment of dues, and acceptable working conditions are all included in
guarantee that all suppliers adhere to national and international standards. BPCL
the Pact.
works with a vast network of suppliers that includes contract workers, supplying
agencies, suppliers of materials, equipment, and products etc. E-tendering system The terms of affiliation stated to vendors and suppliers via the pact are
is utilised to properly manage BPCL’s wide network of vendors and suppliers. BPCL communicated to all business units and respective authorities. Moreover, BPCL
makes centralized payments using ERP/ SAP system to ensure transparency and avoid has exhibited policies pertaining to enrolment of vendors, general conditions
vendor complaints. of contract (GCC) and holiday listings on public domain. These guidelines are
applicable across BPCL and forms part of all the tenders.
Suppliers/contractors are engaged based on our sustainability principles, which
are part of General Conditions of Contract (GCC) guidelines and Integrity Pact. The salient features of The Integrity Pact Include:
These guidelines require them to comply with the following: • The Commitment of BPCL and bidder / contractor to take necessary measures
Labour Laws: to prevent corruption
• Promoting the rights and welfare of workers • Disqualification from tender process and exclusion from future contracts in
• No labour below the age of eighteen years shall be employed. the event of misconduct disregarding the “Integrity Pact”
• The contractor shall pay to their workers as per the Minimum Wages Act • The provision of compensation for damages
• The Contractor will comply with the provisions of Employee’s Provident Fund • Declaration by the bidder with reference to any previous transgression
(EPF) Act, Family Pension Fund Act and other labour laws as applicable.
• Equality in dealing with all bidders / contractors / sub-contractors
Strengthening Health and Safety: • The provision of filing criminal charges against bidders / contractors / sub-
• The contractor shall arrange all safety provisions at worksite at his own
contractors that violate the ‘Integrity Pact’
expense.
• Provision of Independent External Monitor (IEM) to oversee the bidding process,
• The Contractor shall ensure that workers shall comply with all Fire / Safety
regulations issued from time to time by BPCL. award of contracts, progress of the contract with assurance of highest possible
• The contractor shall comply with health and sanitary arrangements for all workers. transparency.
Minimizing Environmental Issues:

• Commit to protect the environment in compliance with all applicable
Transparency in Procurement
environmental laws and regulations. Tenders are floated on digital platform – either Government
• By using energy resources efficiently and continually minimising waste, e-Marketplace (GeM) or through E-tendering system. In keeping with
emissions and effluent discharge from operations, products & services. the latest Government guidelines, BPCL endeavors to float most of
the tenders through GeM portal which is fully compliant to the various
Integrity Pact Central Vigilance Commission (CVC) guidelines and General Financial
In line with BPCL’s commitment towards ethical operations, all suppliers are Rules (GFR).

Purchase Preference
for MSEs
MSEs clause in GCC
and GPC
Price preference
to MSE
Minimum allocation
to MSEs
Promoting MSE Vendors
• BPCL conducted four online Vendor Development Programs for MSE Vendors
including 02 for MSE SC/ST & 01 for MSE Women, wherein over 500 vendors
participated. BPCL also participated in MSME Expo 2022 at Nagpur, organised
by Director MSME, Maharashtra.
BPCLS tender document General Conditions Purchase preference to Participating MSEs
includes a provision of Contract (GCC) and MSE, a MSE owned by who are within price • An online “Premier Vendor Workshop” was held during March 2022, wherein
regarding t he purchase General Purchase women entrepreneurs band of L1 + 15% will Asst. Director, MSME-DI, Mumbai, and Director- Buyer Management (CPSEs &
preference for t he Micro Conditions (GPC) of all and a MSE owned by SC/ get a portion of order,
and Small Enterprises tenders have purchase ST entrepreneurs shall provided they match L1 Central Ministries), Government e-Marketplace made detailed presentations
(MSEs) in line with preference clause for be decided based on the price. This allocation to
requirements of the MSEs . price quoted by t he said MSEs is minimum 25%. on the benefits of Public Procurement Policy for MSEs and GeM to the
Public Procurement MSEs as compared to vendors.
Policy for MSEs Order L1 Vendor at t he time
2012 and its amendment
of November 2018.
of evaluation of the
price bid.
Procurement of Goods and Services from small/local producers
Refineries
FY 2019-20 FY 2020-21 FY 2021-22
S. (MR+KR)
Substantial efforts are Particulars (INR (INR (INR
No. FY 2021-22
PROMOTING being made to increase the Crores) Crores) Crores)
procurement through GeM (INR Crores)
LOCAL Portal. BPCL’s procurement
through GeM portal stood Total Annual
PROCUREMENT at INR 1,078.33 Crores in 1 8,754.81 7,454.7 13,878.28 1684.20
FY 2021-22 as compared BPCL offered Trades Procurement
to INR 113.9 Crores in FY Receivable Discounting
2020-21 with a substantial Scheme (TReDS) to its Procurement from
The Public Procurement growth. MSE Vendors. This facility
Policy for MSEs Order MSEs (including MSE
2012 also states that in
was availed and over 2 2,585.36 2,062.82 4,006.52 544.01
3,722 invoices valued owned by SC/ST
the event of failure of at INR 263.13 Crores
such MSEs, owned by SC/ were discounted during entrepreneurs)
ST, 4% sub target shall be FY 2021-22.
met from other MSEs. This % Of Procurement
4% of the total tender During FY 2021-22,
quantity is reserved for the procurement value 3 from MSEs (including 29.53% 27.67% 28.8% 32%
of BPCL for Goods and
SC/ST Entrepreneurs in
Services, excluding MSE owned by SC/ST)
MSE category and 3%
is reserved for Women Works Contracts,
Entrepreneurs in MSE where MSEs could have 4 Target of Procurement 25% 25% 25% 25%
category. The procurement participated was INR
13,878.28 Crores and Procurement from
for Goods and Services from 5 106.6 114.80 133.16 7.37
MSE-SC/ST Entrepreneurs the actual procurement SC/ST entrepreneurs
stood at INR 133.16 Crores value from MSEs was INR
in FY 2021-22 as compared 4,006.52 Crores, i.e., an % procurement from
to INR 114.80 Crores last achievement of 28.8% 6 1.22% 1.54% 3.32% 1.35%
year. which exceeds the target SC/ST entrepreneurs
of 25%.
BPCL maintains strong & sound relationship with suppliers that assures greater In more ways than one, Bharat Petroleum dealers and
effectiveness and efficiency in operations with responsible growth. BPCL distributors touch the lives of people around them. By
cultivates these long-term symbiotic relationships with suppliers through offering the best to different stakeholders, our dealers
various engagements annually. have gone a long way in reinforcing their bond with Bharat
Shown below is the procurement projection for next five years: Petroleum. Their contributions are recognized through
the event BPCL organise every year “the Energising Lives
Financial Year Estimated Value of Procurement (in INR Crores) Contest”. The contest is organized primarily to capture the
2022-23 14,950 numerous activities that our dealers undertake at their
2023-24 19,700 place of work and outside, ranging from business related
2024-25 25,180 initiatives to social welfare programme.
2025-26 27,400
2026-27 28,250
Premier Vendor Meet 2021 organized by CPO (M) AND CPO (R)
Vendor Meeting at Karari Depot

The 12th Premier Vendor Meet, organized jointly by CPO (Marketing) and CPO (Refineries) in March
2022, with the theme “Partnering for Excellence”.
Dealers and Distributers

Dealers and distributors are most valuable assets to the company. They are
the ones who deal directly with clients and provide services before and after
product sales, making them an important part of the BPCL value chain. BPCL
advertises for dealers for their proposed Fuel Station dealerships in various
places across the country and then carefully choose using a lottery mechanism
to ensure transparency and their fit in the BPCL ecosystem. Their contributions
are evaluated in order to improve their capabilities to produce a more profitable
venture product. NRO dealers meeting cum safety training

the rural population. These include assisted ecommerce,
money transfer, cash withdrawal, mobile/DTH recharges
and utility bill payments. The customers can also avail
a large number of Government services at the “Umang”
kiosk, like PAN card enrolment, passport enrolment,
Aadhaar card printing etc.
Project Anubhav
BPCL has developed IRIS, the Digital Nerve Centre, under
Project Anubhav with the goal of improving operational
performance and efficiency, enhancing security and
safety, and delivering brand promises utilizing cutting-
edge technology. IRIS can accept over 3 million inputs
per second from Local Automated Systems, cameras, and
Internet of Things (IoT) devices installed at key locations
such as Retail Outlets, Fuel Terminals, LPG Plants,
Consumer Pumps, Railway Installations, as well as the
Customers associated Tank Trucks for product delivery.
Customer satisfaction is a crucial pillar of BPCL’s
progress and success, with the goal of offering consistent
service and high-quality products. Client happiness is
not a destination for BPCL; it is a journey that ensures Skoch Award for Innovative Digital
customer retention, convenience, and increasing Transformation in PSUs to foster digital change
satisfaction while making the contact process smooth throughout marketing division through
at every touch point. A Citizen’s Charter has been Project Anubhav which provided a unified
published on the official website to give customers an experience across different touchpoints.
overview of the products and services available, as well
as BPCL’s mandates, customer rights, service delivery
timelines, and grievance redressal procedures. Customer
Engagement Platform (CEP) is a unified platform that BPCL launched an AI-enabled chatbot, named Urja to
enables Business Units and Entities to have a single provide its customers with a platform for seamless self-
view of the customer across the business. BPCL rural service experience and faster resolution of queries/issues.
marketplace initiative named as “Umang”, is an initiative URJA is the first such chatbot in the oil and gas industry in
which provide a wide range of services round the clock to India and is currently supporting 13 languages.
With the objective of making BPCL’s customer interface comprehensive and Smart Line
integrated digitally, Urja, the chatbot is now available on the company website
At Bharat Petroleum, customers and their convenience are
for any queries for both B2B & B2C. Under Project Anubhav, Urja represents an
integral to all our business operations. Customer centricity
integrated communication platform that connects all BPCL communication to
being one of our core values, hence our endeavour is to
any channel, unifying all customer touchpoints with a single and cohesive voice.
develop and deliver various products and services which
make things simple for our consumers. With the same goal,
we have introduced BPCL Customer Care SmartLine (1800
22 4344), a single window system to listen to queries,
suggestions, feedback and compliments related to any of
our products and offerings.
Smart Line is our all India contact centre for consumers
across six marketing SBUs i.e., Retail (Petrol Pumps), LPG,
Lubes, I&C, Aviation and Gas . Smart Line also functions
as a 24x7 Emergency Helpline (Gas Leakage) to provide
immediate assistance. This Toll-Free number is a direct
connect between our customers and field teams through
which customers can connect with BPCL anytime. The
system is so configured that an SMS/Email confirmation
is triggered at the time of registration and closure of a
customer interaction.
Hello BPCL
The Customer Engagement Platform (CEP) first product is a unified mobile
application for our clients termed “Hello BPCL.” It serves as a one-stop solution
for all BPCL customers’ sales and service needs, from one-click ordering of LPG
to B2B sales, payments, customer service, loyalty, and rewards.
Sales Buddy
Sales Buddy – a customer relationship management platform powered by
Salesforce has been deployed for internal employees. It allows BPCL field force
to develop customer connections, manage an ever-growing customer base, and
nurture prospects / leads through an organized / guided process.

Customer Care System BPCL is committed to maintain a consistently high level
of client involvement and is motivated by a natural desire
The Customer Care System (CCS) of BPCL is a centralised platform known as
to prioritize client loyalty and ease.. With its customer-
“Smart Line” that allows customers to file complaints, ideas, and feedback, as
centric service provision, BPCL attempts to address
well as track and escalate issues.
this requirement through various initiatives i.e.Loyalty
No. of Interactions in FY 2021-22 Programs, SmartDrive, PetroCard, Beyond Fuels, Ghar, and
other projects etc linked to it. This demonstrates and
Com- Feed- Appreci- Remind- Sugges- Overall Resolu-
plaint back ation
Query
er tion Result tions
Balance ensures that BPCL will constantly strive to satisfy customer
expectations and provide the service they deserve.
4,52,206 172 488 8,24,062 87 909 12,77,924 12,73,751 4,173
BPCL SBI Cards
99.67% of customer complaints/ queries/ suggestions etc. are closed with an
average closure time of one day.
Customer Provisions
BPCL-SBI co-branded Credit Card and its Premium variant,

Octane, maximize savings on fuel spends, besides rewards
on spends at dining, departmental stores, groceries, movies,
as well as, on other retail purchases. Together, these credit
cards which offers the best value proposition in the category
with unparalleled customer convenience, has crossed 1
million customer base, in just over four years of its launch,
becoming the fast growing co-branded credit card.
BPCL SBI card OCTANE offers a whopping 7.25% Value
back (including 1% surcharge waiver) on fuel and lubricant
spends at almost 19,000 BPCL fuel stations which is
equivalent to 25X reward points and an unbeatable 6.25% customer at any of the BPCL fuel stations, and it is done in
value back on Bharatgas spends through website and front of the consumer to ensure trust. Customers can even
mobile app. inspect the condition of previously used oil using this
method. By delivering the best engine oil for automobiles
Besides it also offers four complimentary visits per
and bikes to enhance customer relationships, this service
calendar year to Domestic VISA lounges in India and Gift
goes a long way in promoting BPCL’s brand image and is
Vouchers worth INR 2,000 on annual spends of INR 3 lakh.
also a source of additional revenue generating for retail
outlet dealers.
MAK QUIK
The Quick Oil Change [QOC] concept was developed by Smart Drive
BPCL, with the goal of offering clients with three benefits: BPCL Smart Drive is a mobile fueling app offering smart
convenience, genuine oil, and quick service. This oil convenience, smart savings, smart security, smart safety
change operation takes place at the convenience of the and smart rewards. This app enables to make payments

in a matter of seconds by scanning QR codes and also obviates the need for looking at zero or final reading and such offline manual
with its ‘Repeat Last Fueling’ feature to avoid hassle interventions. The UFill functionality does not need any App download,
and save time. It also gives 0.75% digital incentive and is payment app agnostic (i.e., customer can use any payment app already
Petromiles [BPCL Loyalty Points] that one can redeem downloaded on his / her phone like GPay, PayTM, Phone Pe etc), offers real
later. time QR and voucher code through SMS & is accepted at all BPCL Energy
Stations where the functionality is enabled.
UFill
“UFill” is a digital customer experience which delivers
Door to Door Delivery FuelKart
on BPCL’s promise of ensuring that our customers Leveraging the landmark reform by the Government of India in the retailing of
have complete control over Time, Technology and HSD [High Speed Diesel] which allows door to door diesel delivery, BPCL has
Transparency as part of their fuelling experience. With come up with FuelKart - a service that delivers diesel directly to you.. This has
UFill, the invitation to customers is to “Fast forward your helped to fuel stationery equipment like generators, heavy machinery, mobile
fill” leveraging the latest in digital technology which towers, construction equipment etc at site
Today, the brand has set up more than 370 such Mobile Dispensers while aiming
to increase the FuelKart footprint.
Pure for Sure Platinum Smart Fleet
Smart Fleet is a smart and unique fuel management program designed for
efficient & cost-conscious fleet owners. It offers an unbeatable combination of
convenience and security that makes fuel management of fleet easier and also
helps strengthen it.
This excellent initiative by BPCL has been well-received, especially because of
the Smart Fleet Mobile App’s features. On downloading, it lets track vehicles,
set ad hoc limits on balance in the card, navigate to the petrol pump near you
option and much more help to manage fleet from anywhere and everywhere.
Smart Fleet by BPCL is truly a smart companion.
Pure for Sure Platinum fuel stations promise a fresh and

welcoming environment as it looks at serving customers
round-the-clock. It represents BPCL’s commitment
towards impeccable service, with the help of Hi-Tech and
environment-friendly offerings which focus on addressing
the needs of vehicle owners and travelers.
Pure for Sure Platinum fuel stations go beyond the usual
fuel-related services and offer add-on services like wind-
shield cleaning, air-filling, clean toilets, refreshment
corners and restaurants that will surely come in handy for
commuters taking longer journeys. Moreover, all the fuel
stations are CCTV monitored for amped up security for
the staff as well as customers - and all this while factoring
in a convenient, comfortable and a charming fuel station
design. Keeping up with the changing world is now
transforming forecourt retailing and driving success for
the brand.
Smart Fleet Services

Bharatgas Mini Customer Safety
BPCL motto, “Safety First, Safety Must,” ensures that customer safety comes first
during any activity. With the motto of ‘Pure for Sure,’ the company strives to
never compromise on quality in order to keep consumer confidence and loyalty.
BPCL conducts assessment of the health and safety impacts of all the
significant product and service categories. In the FY 2021-22, no occurrences
of non-compliance for breaching rules, voluntary codes, product and service
information and labelling, or the health and safety implications of products and
services were noted. All external marketing communications of BPCL are put
forth keeping ASCI (Advertising Standards Council of India) voluntary standards
in mind. BPCL provides product information on product labels according to
national and international specifications, and also displays information for safe
handling of product.
Bharatgas Mini is an offering, specially designed for the

Gen Z and Millennials who are on the move often. A 5 kg
cylinder of Free Trade LPG (FTL) is highly convenient and
popular among India’s youth. Bharatgas Mini is an ideal
choice for ensuring access to cooking gas while you travel.
Enjoy the flexibility with minimum documentation and
zero hassles. Simply provide a proof of identity at any of
our LPG distributors, BPCL fuel stations and select general
stores and zip away with Bharatgas Mini.
My Bharatgas
My Bharatgas offers the consumers the flexibility and
convenience of booking refill cylinder at any time, from
anywhere, when you are on the move, on a holiday or at
home through multiple modes.
BPCL places a premium on ensuring that its operations
have no direct negative impact on the environment, as
well as any stakeholders or community members. The end-
products adhere to all applicable product specifications
and standards, with complete openness on their
manufacturing, safe handling, and use.
Vapor Recovery System

The Retail SBU is engaged in the retailing of Petrol, Diesel,
Kerosene and their branded versions, besides various Non-
Fuel Products, and value-added services. An Efficient Vapor
Recovery System (VRS) for Retail Outlet (RO) has been
installed to reduce volatile organic compounds (VOC). As
per statutory requirements, installation of VRS Stage-IB
and Stage-II both have been completed at 871 ROs as of
March 2022. BPCL has also installed Vapor Recovery Units
(VRU) in 8 locations namely, Bijwasan, Piyala, Panipat,
Reduced operational
Rewari, Mathura, Bharatpur, Jobner & Ennore which helped emissions with Vapour
in recovering 21 KL of MS and also helped to reduce 60
MTCO2e of emissions in FY 2021-22.
Recovery System at
To reduce vapor emission while handling Benzene and
retail outlets.
Toluene, N2 blanketing facility with- fixed cum internal
floating roof and double seal for storage of Benzene and

Toluene product tanks along with bottom loading facility
for aromatics was commissioned at MR. Hexane/SBP/
Benzene/Toluene and MTL lorry loading bay was connected
with vapor recovery system for reducing emissions during
loading operations.
BPCL refineries have successfully adhered to National
Auto Fuel norms by producing and supplying Bharat stage
VI fuels to the markets from 1st of April 2020. With the
implementation of BS VI grades BPCL has been able to
reduce the quantity of Sulphur released to the environment
by 1025 MT in the year 2021-22. The average benzene
concentration in all MS tanks is 0.77 % by volume against
the BS-VI specification of less than 1% by volume which is
maintained by adjusting the streams coming to MS pool n
FY 2021-22.
Corporate
Par tnerships
and
Associations

BPCL is a part of several industrial and trade associations. Some of them are listed below:
Economic
Performance

As we move forward, the world faces a new set of
challenges, including downfall of global stocks due to Financial Performance
Gross Revenue: Business Network
rising inflation and unsettling geopolitical tensions that INR 4,33,406.48 Crores Market share: 24.65%
are tainting the socioeconomic prospects emerging from Net profit: Retail outlets: 20,000 +
the impact of the pandemic. Globally primary energy INR 8,788.73 Crores
usage in 2021 increased by 1.3% from 2019 levels and Performance
renewable energy sources were solely responsible for Highlights Operational Performance
the rise in primary energy. The demand for conventional Sales Performance
Refinery throughput:
energy has altered as a result of the use of cleaner fuels, Market sales 30.07 MMT
an increase in electric vehicles for transportation, changes including exports:
Ethanol blending in petrol:
44.63 MMT
in the specifications for buildings and infrastructure, and 8.68%
changes in the dynamics of supply and demand.

basis as against Gross revenue of INR 3,01,864.98 Crores in the previous year.
BPCL continuously endeavours to enhance its performance on Environmental,
BPCL Investment Future Plan Social and Governance (ESG) parameters to drive triple bottom line growth.
At the 68th Annual General Meeting help on It has taken several strategic steps to ensure optimal use of resources and
better productivity. BPCL has managed to maintain its performance with its
27th September 2021, Bharat Petroleum’s
steady financial and sustainable growth to meet and surpass its stakeholders’
investment plan was announced to invest expectations.
more than INR 1 lakh Crore over the next five
years for raising Petrochemical Production Investors
Capacity, Gas Business, Clean Fuel and
Investors play a crucial role in the operations of every business. They put their
augmenting Marketing Infrastructure. The trust in the organization and expect to see it succeed. As a result, they are
investment will help BPCL to prepare for considered key partners and are taken into account before any major decisions
the future where conventional fuels and are made. The internal control system of BPCL guarantees that all applicable
zero-carbon mobility in the form of electric rules and regulations are followed, resources are used efficiently, and
vehicles (EVs) and hydrogen will co-exist, Company’s assets and investors’ interests are protected. To maintain orderly
and efficient company operations, BPCL has a clearly defined organisational
while giving it the option to convert a
structure, well-documented decision rights, extensive manuals and operating
greater degree of crude oil directly into procedures for its business divisions and service organisations. Internal control
high-value petrochemicals. systems (including Internal Financial Controls over Financial Reporting) are
examined on a regular basis, and adjustments are made as needed to keep up
with changing business/statutory requirements.
The financial year 2021-22 was a resurgence year for
BPCL, as most of the activities were normalized. BPCL’s Investors’ Service Centre
market sales volume showed a record rise of 9.73% from BPCL has a dedicated Investors’ Service Centre (ISC), which has been effectively
38.74 MMT to 42.51 MMT in this fiscal year. This resulted in catering to the needs of the Members / Investors and facilitates efficient
improved market share of BPCL amongst public sector oil investor complaint redressal mechanism. BPCL has designated an exclusive
companies to 24.65% as on March 31, 2022, as compared e-mail ID: ssc@bharatpetroleum.in for the purpose of communication from
to 24.33% at the end of previous year. Members including investor complaints. The complaints from investors are
Despite the headwinds in FY2021-22, BPCL reported routed through the respective stock exchanges or the regulator. During the
resilient financial performance. Being an important part financial year 2021-22, 74 investor complaints have been received through
of Oil and Gas marketing companies, BPCL registered SEBI, NSE and BSE (SEBI-1, NSE-9, and BSE -64) which were all attended and
gross revenue of INR 4,33,406.48 Crores on a standalone resolved on priority basis.
Financial Metrics
FY 2019-20 FY 2020-21 FY 2021-22
Direct Economic Value Generated 3,30,662.09 3,15,631.85 4,35,818.9
Economic Value distributed 3,29,529.17 2,96,368.20 4,36,350.69
Operating Cost 2,73,539.59 2,09,514.68 3,40,991.93
Employee Wages and Benefits 3,766.96 5,485.34 3,468.84
Payment to Providers of Capital 7,000.72 5,560.76 16,351.21
Payments to Governments 45,022.92 75,671.17 75,370.98

Community Investments
198.98 136.25 166.73
(incl. CSR Exp.)
Economic Value Retained 1,132.92 19,263.65 (531.79)
Financial Assistance received from the government

FY 2019-20 FY 2020-21 FY 2021-22
Subsidies 290.19 17.05 35.82
Royalty Holiday 0 0 0
Financial Assistance from ECAs 0 0 0

BPCL does not make any contribution towards any political parties either financially or through in-kind contributions.
In FY 2021-22, there was 44.07% increase in the Gross Sales Turnover as compared to FY 2020-21. The Company recorded
a Profit After Tax (PAT) of INR 8,789 Crores on a standalone basis, as against PAT of INR 19,042 Crores in the previous year.
The higher PAT last year was essentially due to the one-time gain on the sale of stake in Numaligarh Refinery Limited.

Opportunities,
Risk and
Challenges

Opportunities, Risk and Challenges
The challenging goal for the Indian oil and gas industry
in FY 2021-22 was to help the economy rapidly bounce
back while navigating the epidemic, the global economic
crisis, and geopolitical unrest. On the back of ongoing
strong economic expansion, it is predicted that India’s
energy demand will increase more rapidly than any
other major economies. As of September 2021, India’s
oil refining capacity stood at 248.9 MMTPA, making
it the second-largest refiner in Asia. Primary energy
consumption is anticipated nearly 1,123 Million Metric
Tonnes of oil equivalent by FY 2040 as the nation’s gross
domestic product (GDP) will reach US$ 8.6 trillion (IEA’s
India Energy Outlook 2021). Similarly, the country’s share
in global primary energy consumption is projected to
increase two-fold by FY 2035.
https://www.ibef.org/industry/oil-gas-india

Factors influencing India’s primary energy With the consumption of oil and gas set to rise significantly over the next few years,
consumption and demand: only 14 % of the needs are currently met domestically. Currently, 50% of India’s
natural gas needs and 85% of its oil needs are satisfied by imports. It is evident that
Indian oil and gas industry will continue to depend on hydrocarbons to meet its
rising energy needs for the foreseeable future. The industry strives to achieve self-
Crude oil consumption is expected to reliance through increased domestic production and investment in the oil and gas
grow at a CAGR of 4.66% to 500 MMTPA sector in order to ensure energy security and clean energy. Operating in this dynamic
by 2040 from 201.26 Million Metric environment BPCL is exposed to various risks. There are several impediments that
Tonnes in 2021. must be overcome before reaching petroleum security for the country.
Risk Management at BPCL

Oil demand is projected to register a
BPCL as a part of good corporate governance has established Risk Management
2x growth to reach 11 million barrels
(RM) framework that helps managers to make informed actions in order to improve
by 2045 from 4.9 million barrels
per day in 2021. business performance, decision making and planning. It provides a sound basis for
integrated enterprise-wide risk management and promote a more innovative, risk
awareness culture in pursuit of opportunities to benefit the organization. BPCL has
adopted Risk Management Charter and policies such as Enterprise Risk Management
Natural Gas consumption is forecasted
Policy, Commodity Risk Management Policy and Financial Risk Management Policy
to increase at a CAGR of 12.2% to 550
MCMPD by 2030 from 174 MCMPD in that enables BPCL to adopt a defined process for managing its risk on continuous
2021. basis. The Company’s internal financial controls and risk management systems are
assessed by the Audit Committee/Board.
The overall responsibility of the risk management lies with the Board of Directors
Diesel demand is expected to double and the Risk Management Committee constituted by the Board. The main role and
163 MMTPA by 2029-30, with diesel responsibility of Risk Management Committee includes
and gasoline covering 58% of India’s oil
demand by 2045. 1. Reviewing and recommending the risk management that comprises of risks
assessed and their mitigation plans
2. Reviewing and recommending the risk management report for approval of the
Board with the recommendation of the Audit Committee.
Natural gas grid is set to be expanded to
34,500 kms by adding another 17,000 As per the Risk Management Charter and Policy, the Company has identified 14
km gas pipeline by 2022. major categories of business risks which are mapped in risk register. Further during
the stakeholder engagement process, 13 ESG related risks are identified in line with
business risks. These ESG related risk are associated with the material issues of BPCL.
Sr. ESG related risks identified during RISKS ARISING FROM FINANCIAL
Business Risks
No. Stakeholders Engagement Process INSTRUMENTS
1 Business Excellence
• Asset Integrity and Process Safety CREDIT RISK is the risk of financial loss to the Corporation
• Infrastructure Risk
2 Operations if a customer or counterparty to a financial instrument fails
• Loss of Profitability and/or • Availability of Raw Material to meet its contractual obligations arising principally from
Market Share the Corporation’s:
3 Information Technology • Data integrity & cyber security
• Trade and other receivables from customers
4 Human Resources • Occupational Health and Safety
• Cash and cash equivalents and other bank balances
• HSSE Risks • Talent Management
• Human and Labour Rights • Derivatives
5 Strategic • Inclusive Development • Investment in debt securities
• Compliance and Governance
MARKET RISK is the risk that the fair value or future cash
6 Financial
flows of a financial instrument will fluctuate because of
• Market Risk
• Credit Risk changes in market prices. Market risk comprises of four
• Liquidity Risk types of risks
• Economic Performance
• Higher Crude Oil Prices • Currency risk
• Performance of Subsidiaries &
• Interest rate risk
Joint Venture Companies
• Geopolitical Conflicts • Commodity rate risk
7 Logistics • Availability of Raw Material • Price risk
8 Marketing - • Product Stewardship and
LIQUIDITY RISK is the risk that the Corporation will
• Competition Customer Satisfaction
9 Legal and Regulatory encounter difficulty in meeting the obligations associated
• Being a Responsible Corporate with its financial liabilities that are settled. Following are
• Regulatory Compliance
10 Brand • All material topics are connected the measures to mitigate liquidity risk
to Brand • By delivering cash or another financial asset.
11 Environment • Efficient Water Management
• It is managed by Corporation through effective fund
• Climate Change • Managing and Minimizing
• HSSE Risks Environmental Impact management.
• Energy Use and Transition • The Corporation has obtained fund and non-fund based
• Biodiversity working capital lines from various banks.
12 Security Product Security • Corporation has access to funds from debt markets
13 Procurement Assessing Supply Chain through commercial paper programs, foreign currency
14 Research & Development Research and Development borrowings and other debt instruments

Regulatory Compliance
Continuous capacity building and development of a safety culture are required
BPCL has a well-defined internal control system in place to ensure a safe working environment. Behavior based safety is implemented
to ensure that all applicable laws and regulations are aggressively at BPCL refineries and marketing locations to make a change in the
followed. We ensure that our employees are trained safety culture of the organization.
on regulatory compliance issues by holding regular
workshops in collaboration with external consultants. The
distribution of informative circulars to SBUs and entities
With the spread of technology, cyber security has taken center stage in ensuring
on amendments and changes to statutory requirements the safety of information, data, and financial transactions. BPCL has a large IT
is a regular occurrence at BPCL. Some of the examples of system and designated Chief Information Security Officer who frames policy and
regulatory risks are given below: ensures security of IT data and network of the organization.
• Eviction from large number of Retail Outlets where

leases are and/or would expire in near future.
BPCL has laid down a process of governance by reviewing business units’
• Non-compliance with provisions of Competition Law performance on quarterly basis at apex level, regional level of all business units
and half yearly on environmental initiatives and compliance.
may lead to huge penalties.
• Non-adherence to statutory/internal compliances

leading to reputation loss and legal implications. Regular, internal, and external HSSE audits, senior-level inspections, and surprise
inspections of various business unit locations are conducted to improve compliance
of audit point and an upgraded safety culture.
Health, Safety, Security and Environment
(HSSE) Risks
BPCL accord HSSE as the pivot point for all operational BPCL Sustainable Development initiatives minimize environmental pollution (air,
activities. Top management is strongly committed to water, and soil), compliance to the laws of the land, reducing emissions, impact on
safety and the use of effective risk management tools staff/property and enhancing brand image.
and techniques. We ensure that our employees work in
a safe and healthy environment. All functional heads,
supervisors, workers, and contractual employees are
encouraged to use safe practices in their daily routine Benchmarking of sustainable development initiatives/ESG parameters on global
as well as in operational planning and development platform.
activities.
01 11370.25 man-hours of HSSE related
capacity building programs conducted in
FY2021-22 Human Resource Risk
BPCL continuously strives to improve
its human resource management
strategy by strengthening the ability
Cyber Security Risk Assessment and
Gap Analysis are conducted for various 02 to attract diverse and qualified
employees. One of the major
business locations.
challenges for an organization is
to retain its valuable and talented
employees. This risk is being
Effective quarterly review meetings mitigated by developing capabilities
03 were conducted successfully. BPCL has
constituted ‘Sustainable Development in individuals at the early stages of
Committee of the Board’ which reviews the their careers, providing adequate
sustainability initiatives every 3-6 months. exposure and experience profile, and
thus creating a sustainable leadership
pipeline. Through a series of webinars,
employees were equipped to adopt a
BPCL has conducted safety culture survey
and 76.4% of the workforce believe that 04 digital mindset and navigate through
BPCL has a positive safety culture. the multitude of changes in the way
of working. Platforms like EBSCO and
LinkedIn Learning were leveraged to
drive learning on the go.
Rule of 5R, i.e., Refuse, Reduce, Reuse,
05 Repurpose and Recycle of waste is used in
all BPCL operations. In FY 2021-22 BPCL
disposed 804 MT plastic under EPR ACT
BPCL benchmarked its performance on

global sustainability platform like CDP, DJSI 06
Sustainalytics etc.

Infrastructure Risks
Infrastructure inadequacy is a major issue for the oil and
High costs due
gas industry. Midstream and downstream infrastructure to huge import
Non Completion
projects, such as pipelines, processing facilities, import and dependency for
of Minimum Work
export terminals, storage facilities, plants, transmission and LPG (50%) and
Programme (MWP)
lack of adequate
distribution networks, must gain traction as they are complex, for gas business
infrastructure
capital-intensive, and have a long gestation period. The oil facilities
and gas sector in India requires a robust and well-designed
Unable to resume
infrastructure augmentation plan that is commensurate with Lack of facilities at normal business
the planned / anticipated growth in oil and gas demand.
new airport in Navi Infrastructure operations from
Mumbai may lead Disaster Recovery (DR)
to loss of future Risks site as per SLA due to
To meet demand, significant investments in gas infrastructure business. inadequate Business
Continuity Plan (BCP)
development (pipelines, terminals, and CGD networks) will be process
required. Oil and gas companies have taken decisive steps to
expand infrastructure in order to accommodate growth while Loss of business
opportunity due to
also ensuring efficient and safe operations. Risk of closure of delayed execution
lube Plant of projects to meet
The government has also pushed for the creation of strategic future auto fuel
crude oil reserves to ensure crude availability in the event of norms
a supply disruption. Going forward, the limitations of existing
infrastructure expansion due to space and cost constraints
must also be considered in infrastructure planning.
Loss of Profitability and/or Market Share

Planning for optimizing inventory holding is carried out by Adding new customers to increase
BPCL well in advance. Coordination with crude oil suppliers, product demand and maintain market
share in comparison to competitors
supply chain office, refineries, crude chartering, and crude
operations teams was undertaken to ensure that this risk had
the least possible impact on the operations and that there were
no dry outs or production losses. To safeguard the margins
in the refinery, commodity price hedging is also undertaken. Increasing network expansion
Additionally, bad debts of PMUY loan could result in financial to reduce the risk of losing
market share
loss for the corporation.
Performance of Subsidiaries & Joint Venture Higher Crude Oil Prices
Companies The oil and gas industry has rebounded strongly throughout the financial year
The corporation has invested in a number of subsidiaries 2021, with oil prices reaching their highest levels in six years. High crude oil
and joint venture businesses. A risk related to the prices, while beneficial to oil exporting countries and encouraging upstream
performance of the subsidiaries and joint venture investment, have a negative impact on oil importing countries like India.
companies has been recognized and is being managed by India is heavily reliant on imports to meet its energy needs. The FY 2021-22
the corporation through regular assessment. witnessed the radical surge in oil and gas prices due to Russia-Ukraine conflict.
Therefore, it is obvious that the nation’s import costs will rise. High import bill
Competition of crude oil will spike inflation, worsen current and fiscal account deficits, and
hurt economic growth.
Due to changes in the regulatory environment and the
competitive environment during the past decade, the
profitability of the downstream oil and gas business has
Geopolitical Conflicts
been exceptionally variable. On its current course and More than 60% of India’s crude oil imports come from the Middle East, which is
pace, it is anticipated that competition in the petroleum a major oil producer and price influencer in global markets however, the region
retail market would increase, with new players vying for a has recently seen geopolitical tensions and instability. This creates uncertainty
piece of the pie in fuel retailing, particularly in rural areas. about the availability of crude and the risk of unfavorable price movements in
A successful response to the competition depends on the event of an adverse event. The escalating crisis between Ukraine and Russia
continuously updating the marketing strategy, assuring could lead to potential disruptions in global energy trade and price disruptions
unhindered product availability, expanding presence in which can further create an impediment in the GDP growth rate of Asia’s third
possible growth centers, developing value propositions largest economy.
for clients, and utilizing technology.
BPCL, as a forerunner, is prepared with future strategies
and a diverse range of value pools in the retail business
that will generate enormous returns for the Company and
its shareholders. Bharat Petroleum’s core capabilities,
experience, and reputation will be significant assets.
The Company is known for breaking new ground in the
fuel retailing industry, and it will continue to do so with
appropriate strategies, new capabilities, innovative
offerings and creating value for all stakeholders.

Climate-related risks
Climate-related supply threats to the oil and gas industry As per Task Force on climate related financial disclosures (TCFD)
have already begun to manifest. Climate change has recommendations there are two types of climate related risks that an
threatened up to 40 per cent of world’s oil and gas reserves. organization should consider.
Companies are shifting towards alternative energy
solutions with an aim of clean energy transition. Pressure
from policymakers and the investment community has
 Risks related to the transition to a lower-carbon economy
increased on oil and gas industry to adapt their operations which could entail policy, legal, technology and market
to a net-zero world. BPCL is fully dedicated to address changes. The Paris Agreement has brought transition risk
into focus for investors, as governments ramp up climate
the issues of Climate Change and global warming and policies to help meet the common target of net zero carbon
believes that a comprehensive solution encompassing emissions by 2050
technological advancements, efficient use of energy and  In order to align to India’s climate action given by Hon’ble
Transition Prime Minister of India in terms of Panchamrit (5 Nectar
economically viable carbon-neutral alternatives are the
Risks Elements), BPCL has committed to achieve Scope 1 and
need of the hour for ensuring environmental safety and Scope 2 emissions Net Zero by 2040. BPCL’s roadmap of Net
sustainable development eco system. Zero includes Trisutri of Green Hydrogen, Green Power and
Green Innovations.
The oil and gas sector is vulnerable primarily to extreme  The Company has also formed a strategic business unit
climate events i.e, cyclones, storm surges, and floods. named “Renewable Energy” to increase the implementation
of energy transition initiatives through alternative sources
It is also sensitive to slow onset events, such as rise in to face the challenges of climate change.
mean ambient temperature, increased water scarcity, and
declining soil moisture. BPCL along with other Oil & Gas
PSUs had undertaken a study on “Climate Change Risks:
Preparedness for Oil and Gas Sector” through TERI, New
Delhi in 2018 to act against consequences of climate
 Risks related to the physical impacts of climate change,
change.
such as extreme weather events, chronic heat waves,
The study showed that Climate change thus poses three sea-level rise, erosion, and biodiversity loss.
types of challenges to the oil and gas sector. First, and the  For BPCL the major physical risk can arise from the
Physical extreme weather event that can cause harm to the
obvious, challenge is the threat to the future of industry itself
Risks assets and disrupt the supply chain
due to the need for mitigation of greenhouse gas emissions.
Second, is the risks to the infrastructure and operations,  To tackle such unprecedented event BPCL has a well-
structured Emergency Response Disaster Management
particularly due to extreme weather events. Third is the Plan (ERDMP) which included Preparedness, Mitigation,
improved transparency in accounting of greenhouse gas Planning and Restoration (PMPR)
emissions.
Risk Management Process Risk prioritization - Approach and methodology
The broad steps involved in BPCL’s risk management
process are 5 10 15 20 25
Overall Score > 12
Risk Identification Critical
 Comprehensive risk identification using a well-structured systematic 4 8 12 16 20
process is critical. Identification should include all risks whether or not they
Likelihood
are under the control of the Company
 Risks can be identified in a number of ways, viz: Structured workshops;
Brainstorming sessions; Occurrence of a loss event; Review of documents. 3 6 9 12 15 Overall Score > 6 ≤ 12
Acceptable
2 4 6 8 10
Risk Analysis
Overall Score ≤ 6
 The risks will be analysed on qualitative two-fold criteria. The two
components of risk assessment are (a) the likelihood of occurrence of the 1 2 3 4 5 Acceptable
risk event and (b) the magnitude of impact if the risk event occurs. The
combination of likelihood of occurrence and the magnitude of impact
provides the inherent risk level.
Impact
Risk Prioritization Score Impact Likelihood

 Impact and likelihood are combined to produce a level of risk. Average of
the group’s score should be determined. The risk should be classified into
three zones based on the combined scores of the group. 1 Very Low Covers impact of the Existing Probability of the
risk on Reputation, event to occur
2 Low Regulation and Unlikely having a bearing on
Finance. Highest the short term (1-3),
3 Medium of 3 is considered Possible medium term (3-5)
Risk treatment and action plan
 Risk treatment involves identifying the range of options for treating risks, as the risk score on and long term (5-
assessing those options, preparing risk treatment plans and implementing 4 High impact Likely 10) plan
them.
5 Very High Almost
certain
Escalation of risks
 Every employee of the Company is responsible for identifying and escalating
the risks to appropriate levels within the organization. The respective risk
owners will determine whether the risk needs immediate escalation to next
level or it can wait till subsequent periodic review

Risk Management Framework
Risk Management is the overall process of risk identification, risk analysis, and risk assessment. Risks
can be assessed at an organizational level or a departmental level for projects, individual activities,
or specific risks. Different tools and techniques may be appropriate in different contexts. Risk
assessment provides an understanding of risks, their causes, consequences, and their probabilities.
BPCL Risk Management Organizational Structure
BPCL’s Board of Directors have the overall responsibility for the establishment and oversight of its risk
management framework. The Risk Management Committee has been constituted by the Board. The
Committee has defined roles and responsibilities, which includes reviewing and recommending the risk
management plan and the risk management report for approval of the Board with the recommendation
of the Audit Committee. BPCL has adopted a Risk Management Charter and Policy for self-regulatory
processes and procedures for ensuring conduct of business in a risk conscious manner and for managing
risks on an ongoing basis.
Establish the context
Identify the hazards

Consultation
Review
Assess risk
Risk control
BPCL Risk Assesment & Management Framework

BPCL has identified risks and the regulatory requirements laid down by Securities and Exchange Board of
opportunities with mitigation India (Listing Obligations and Disclosure Requirements) Regulations, 2015;
strategies, and a detailed Hazard Department of Public Enterprises (DPE) Guidelines, May 2010 and Companies
Identification and Risk Assessment Act, 2013. It also adheres to all regulations and takes all measures to prevent
(HIRA) and Aspect Impact (AI) has any harm caused to the environment and society due to its operations. The
been prepared and documented for risks are reviewed, and procedures/ processes are established to ensure
all refinery and marketing locations. proper risk management. BPCL has undertaken various measures during the
The diagram peresented here year to improve safety and security standards in all marketing locations.
depicts the BPCL Risk Assessment & Hazard Identification & Risk Analysis (HIRA) study was also conducted at all
Management Framework as it applies operating locations in the country in addition to Threat Vulnerability & Risk
to all project stages. Assessment exercise and Security Audits. BPCL is well positioned and fully
equipped to deal with the challenges and leverage the opportunities, thereby
The goal of conducting a risk moving ahead in its journey to become the most admired energy company.
assessment is to protect human
health, assets, environment, and to
allocate the necessary resources in
a prioritized and defensible manner
to ensure that any unacceptable risks
identified are reduced to acceptable
levels. Workshops are held for Major 60
SBUs / Entities as part of the risk
50
assessment and mitigation planning
process. During the workshops, 40
brainstorming sessions were held to
identify and review risks, risks were 30
evaluated based on their impact
20
and likelihood, and mitigation plans
were developed for each of the 10
risks identified. BPCL identifies and
manages its risks in accordance with 0
Stakeholder
Engagement and
Materiality
Assessment

Stakeholder Engagement and Materiality Stakeholders Management
Assessment At BPCL, stakeholders play a critical part in delivering its sustainability objectives. BPCL engages with
all the stakeholders periodically to understand their expectations related to environment, social and
governance aspects of its operations. The Company works together with its stakeholders to address
these complex sustainability issues in a time bound manner and communicates with them through
In FY 2021-22 BPCL carried various channels. This creates a transparent and effective communication with the stakeholders
out an extensive stakeholder which strengthens trust and long-lasting relationships with them.
mapping and ESG materiality BPCL has categorised stakeholders as internal and external on the basis of their influence and impact
on the Company’s sustainability performance. As a part of its Business-as-usual practice, BPCL ensures
assessment exercise in to engage with its stakeholders on topics related to business sustainability. BPCL believes that its
consultation with internal and success in driving positive impact is the outcome of the opportunities presented by its stakeholder
external stakeholders. This groups and partnerships.
assessment included ESG topics

BPCL Stakeholders
identification that are most Groups
important to its stakeholders
and for BPCL to create value
Internal External
in short, medium, and long Stakeholders Stakeholders
term. This assessment has
helped Company to validate its
priorities related to emerging Employees
Shareholders and
Investors
business risks and to leverage
opportunities for future growth.
Suppliers & Dealers & Business Community Government & Industry Trade
Partners / Media Competitors
Contractors Distributors Customers and NGOS Regulators & Associations

Process for Stakeholder Engagement
In FY 2021-22, BPCL engaged with more than 500 internal
 Materiality of topics are determined using three parameters: and external stakeholders to discuss identified material
importance, impact, and influence.
Setting issues and seek their feedback on the impact and influence
 Every topic included clearly defined criteria to enhance the rigor
parameters and robustness of the process and to eliminate subjectivity as much of each issue as per their perception through an online
as possible survey.
Stakeholder Engagement
Response FY 2021-22
Identifying  Carried out a helicopter view based research to identify a list of
issues issues for stakeholders to consider and rank
0.78% 0.20%
14.26%
23.05%
 Using prioritization criteria, multiple discussions with key external
Importance of and internal stakeholders were conducted to gather their view on
key issues the importance of the company’s key issues
21.09%
40.63%
 An online survey was conducted to gather feedback from all
stakeholders on the impact and influence of each issue, using our
Impact and prioritization criteria
influence of  To ensure a balanced and representative viewpoint, we engaged
key issues with individuals working across many different geographies and in
various functions Employees Business
Partners/Customers/Media
Suppliers & Contractors Competitors
 BPCL used qualitative analysis to extract the key themes before Dealers & Distributors Community & NGOs
Analyzing and consolidating them to create a list of our top material issues.
validating Develop plans and set targets for material issues along with
monitoring mechanism.
Stakeholder engagement at BPCL is conducted through various channels Some of the key concern areas brought out through stakeholder engagement
at regular intervals. Details on frequency and mode of engagement with and BPCL’s response is listed below
stakeholders is as below.
Frequency and Mode of Engagement Stakeholders Key topics and concerns BPCL’s response
Stakeholders
Annual Periodic Need Based
Customers Competitive pricing, customer Process innovations, Adop-
Customers Customer Meeting Online communi- Customer Meet- grievance, Quality and quantity tion of green technologies,
Customer Satisfac- cation Customer ing of Product, Quality of service Quality products and services,
tion Survey feedback Satisfac- grievance redressal and feed-
tion survey back
Communities and Project reviews Interaction with Communities Local employment, Training and CSR programs implemented
NGOs are undertaken community fo- and NGOs Inclusive growth, Long term En- to foster Community develop-
periodically cus groups gagement with NGOs ment, Skills training to improve
Dealers and Award Functions Meetings and Individual In- livelihood opportunities, exit
Distributors training sessions teractions with mechanism to ensure project
Dealers and Dis- sustainability
tributors Dealers and Product quality and Timely supply of products,
Employees Performance ap- Training, Wellness Personal Interac- Distributors continuous supply, Facility main- Maintenance of facilities, prof-
praisal programs, online tion tenance, Safety during product itability, product profit margins
Communication handling, Technological im- etc.
provements
Government and Memorandum of Meetings with Meetings for
Regulators Understanding with Regulators new policy Employees Career progression, Occupation- Safe and healthy work
Regulators d eve l o p m e n t s al Health and Safety, Wellness environment Encourage a
and Ministry Di- and benefits culture of continuous learn-
rectives ing, opportunities for career
development and profession-
Shareholders and Annual General Quarterly reports, Investor Meet- al growth, Prompt grievance
Investors Meeting (AGM) for Quarterly investor ings redressal
shareholders meets, Press Re-
leases Government Target vs. achievement as per Create systems and pro-
and Regula- the Memorandum of under- cesses to implement Board
Suppliers and Contractors Vendor Inspection visits Vendor Meets tors standing approved policies, meeting
Contractors meets to facility, emails legal and statutory
and phone calls requirements

In the fiscal year 2022, the materiality assessment consisted of three phases
Stakeholders Key topics and concerns BPCL’s response
as below. The material issues prioritize by stakeholders are plotted on the
Shareholders Compliance, Governance, Ethical Growth and profitability, Sus- Materiality Matrix against the priorities of strategic business importance. The
and Investors Operations, economic perfor- tainable Development practic- topics have been categorized relative to each other and position of each of the
mance es, improvement in operations topic represents its relative importance
and adoption of new technolo- The matrix below is a representation of the outcome of our materiality
gies for governance ethics assessment. Topics have been rated on a scale of low, medium, and high for the
Suppliers and Training and capacity building, E-tendering, Training Sessions, impact on business and importance as perceived by the stakeholders.
Contractors Transparency in bidding process, information on HSSE policy,
Occupational health and safety, Advisory Note on supply chain,
work related payments contract labour safety, Timely
payment of dues
BPCL’s Materiality Approach

For the materiality assessment, a universal list of material topics was compiled
with potential impact on BPCL. The material topics were prioritized based
on stakeholder’s responses and BPCL’s senior management feedback. All
the strategic business units across the nation are considered, which include
Refineries (Mumbai & Kochi) and marketing business units as the boundary for
each material aspect. The joint ventures, LPG Distributers, retail outlets and
subsidiaries are excluded from the boundary of material aspect.
Phase I
Peer Phase II
Benchmarking Phase III
Stakeholders
and In dept analysis
Engagement and
Identification of and summary of
Rating through
material topics the findings
online survey
Mapping to GRI topics and reporting boundary for each material topic identified in the materiality matrix is presented below:
GRI Category Material topic GRI Topic Section of Report Management Approach
Economic Economic GRI 201: Economic Economic BPCL aims to harness economic interests while simultaneously
Performance performance performance achieving better sustainability performance. The Company is energizing
the Indian economy and acting as a building block for the nation.
BPCL compiles information for economic disclosures using figures
from its audited financial statements or from its internally audited
management accounts, whenever possible.
To transition towards low carbon economy and mitigate climate change
– related transition risks BPCL has committed to achieve Scope 1 and
Scope 2 Net Zero emissions by 2040 and build Trisutri strategy that
includes Green Hydrogen, Green Power and Green Innovations.
Availability of GRI 204: Procurement Supply Chain BPCL procures raw material in a sustainable, economic and responsible
Raw Material practices manner across the complete value chain while also focusing on research
and development in terms of identifying more sustainable options.
Compliance and GRI 307: Environmental Governance The Company has policies, systems and adequate monitoring mechanism
Governance compliance for sustained and effective compliance uniformly across the Company.
GRI 419: Socio-economic
compliance
Research & Disclosure 201-2: Financial Research & BPCL’s impetus on R&D in terms of identifying more sustainable product
development implications and other risks development options/ alternatives.
(R&D) and opportunities due to
climate change

Environment Efficient Water GRI 303: Water Environmental BPCL understands the criticality of the natural resources. It has
Management Performance taken initiatives to leverage innovation and development to focus
on judicious use of water in day- to – day operations, while closely
monitoring impacts on water sources and managing the same.
Environment Managing and GRI 301: Material Environmental BPCL undertakes exploration and operations in a manner that
Minimizing Performance minimizes environmental and ecological side effects to the extent
GRI 305: Emissions
Environmental possible specifically on resources such as soil, water, biodiversity etc.
Impact GRI 306: Effluents and Where not avoidable, identify and build in suitable management and
Waste mitigation measures throughout the project lifecycle.
Energy Use and GRI 302: Energy Environmental BPCL is leveraging technological advances and innovations for
Transition Performance improving performance, monitoring energy use, focusing on
improving energy efficiency, enhancing the use of renewable
energy across operations and moving towards more carbon-neutral
solutions.
Biodiversity GRI 304: Biodiversity Environmental BPCL aims to mitigate negative direct or indirect impact on
Initiatives biodiversity
Social Product GRI 416: Customer health Supply Chain Customer safety is of utmost importance at BPCL. To ensure customer
Stewardship and safety satisfaction, safety and brand loyalty through designing and producing
and Customer quality products, adequate stakeholder engagement, maintaining
Satisfaction transparency, accuracy, accurate and comprehensible marketing;
advertising and product information brochures/prospectus while
minimizing environmental impacts
Inclusive GRI 413: Local communities Impacting BPCL is undertaking operations and developments in a manner
Development Communities to minimize impacts on local community while simultaneously
empowering them
Talent GRI 402 Labour/ Respecting BPCL is creating a work environment that is energized and a workforce
Management Management Relations Workforce that is committed, through measures such as forward-looking approach
to recruitment, training, skill development, grievance mechanism and
GRI 404: Training and
collective bargaining, leadership development programmes, adequate
Education
remuneration and benefit
Occupational GRI 403: Occupational Ensuring BPCL is ensuring healthy and safe working conditions, to prevent
Health & Safety Health and Safety Workplace Safety physical and mental harm and promotion of worker’s health
Social Product Security GRI 403: Occupational Ensuring BPCL is ensuring safe transportation of petroleum products, through
Health and Safety Workplace Safety safety standards and trainings, weekly safety tips and high standards
of vehicular safety, inclusive development of transport crew as well as
identifying opportunities for replacing existing modes of transport with
lower intensive infrastructure like pipelines

Human and GRI 405: Diversity and Equal Respecting BPCL is undertaking operations in a manner to eliminate all forms of
Labour Rights Opportunity Workforce forced labour or modern slavery and child labour while also minimizing
impacts on local communities (especially vulnerable groups such as
GRI 406: Non-Discrimination
women, children, elderly, disabled, tribal population etc.) and the
GRI 407: Freedom of environment. Provisions for labor welfare, mechanisms like freedom of
Association and Collective association/ collective bargaining.
Bargaining
GRI 408: Child Labor
GRI 409: Forced or
compulsory Labor
GRI 412: Human Rights
Assessment
Data integrity & GRI 418: Customer Privacy Opportunities, BPCL has measures in place to prevent data leakage and ensure integrity
cyber security Risk and of system. Protection of systems from malicious threat, responsible
Challenges governance & use of customer data.
Non-GRI Asset Integrity OG13: Asset Integrity and Ensuring BPCL is ensuring process safety in accordance with the American
and Process Process Safety Workplace Safety Petroleum Institute Recommended practice and Standard
Safety
Governance Being a GRI 205: Anti-corruption Governance - BPCL is undertaking operations in keeping with the organization’s
Responsible Ethics & Integrity values, principles, standards and norms. These include Company’s
GRI 206: Anti-competitive
Corporate corporate values, codes of conduct, ethics and Anti-Bribery and
behavior
Corruption (ABC) policies
GRI 415: Public Policy
Economic, Social Assessing GRI 204: Procurement Supply Chain BPCL is engaging with Suppliers to verify their compliance on ESG
& Environment Supply Chain practices parameters
GRI 308: Supplier
environmental assessment
GRI 414: Supplier social
assessment
Pathway to
Net Zero
Emissions

Alignment with India’s Net Zero (Panchamrit) that would accelerate the contribution
Aspiration of 2070 toward low carbon economy.
The financial year 2021 observed the strategic In line with Hon’ble Prime Minister’s vision BPCL has
low-carbon development for India. India announced designed a Road Map to achieve ‘Net-Zero Emission
Net-zero emissions target at COP26 climate by FY 2040’ by aligning with the goals of Panchamrit
summit in Glasgow, with a strong climate ambition (5-Elements). Further BPCL has instituted “Net Zero
to be achieved by FY 2070. This year Hon’ble Prime Think Tank (NZTT)” and “Energy Transition Council
Minister of India has approved updated Nationally (ETC)” to achieve Net Zero emissions by maximizing
Determined Contribution (NDC) to enhance India’s carbon offsets and minimizing carbon emissions.
contributions in strengthening its global response A roadmap is also under progress regarding emission
reduction programs, use of Green hydrogen and
emission offset projects across business units. BPCL
has allocated INR 25,000 Crores to build a robust
renewable energy portfolio by FY 2040 which will
be strategic to the Company’s ambition to achieve
‘Net-Zero’ emissions targets.
to the threat of climate change, as agreed under the

Paris Agreement. The updated NDCs comprise
of ambitious targets on five nectar elements

BPCL’s Action Plan for contribution towards Panchamrit (5-Elements)
Panchamrit National Objective BPCL Action Plan
Panchamrit 1 Net Zero Emission by FY 2070 BPCL is committed to nation building since decades, is all set to be at the forefront of
this journey.
As BPCL continues to meet the rising energy needs of the nation and announced an
aspiration to achieve Scope 1 and Scope 2 Net Zero by FY 2040 in line with India’s
commitment on NZE.
BPCL has formed a strategic business unit named “Renewable Energy” to increase the
implementation of energy transition initiatives through alternative sources to face
the challenges of climate change.
Panchamrit 2 Increasing non-fossil fuel energy capacity to BPCL is committed to increase non-fossil fuel energy by:
500 GW by FY 2030 1) Renewable Energy Target of
a. 1 GW Renewable by FY 2025
b. 10 GW of renewable by FY 2040
2) Green Hydrogen: 70 MW Green Hydrogen facility at Bina, 45 MW at KR and 30 MW
at MR by FY 2030
Panchamrit 3 & 4 Meeting 50 % of its energy requirements BPCL’s roadmap of Net Zero includes Trisutri of Green Hydrogen, Green Power and
from renewable energy and reducing carbon Green Innovations:
emissions by one Billion Metric Tonnes by • Green Hydrogen produced with zero-carbon footprint to decarbonize our crude
FY2030 refining process
• Green Power produced from Solar and Wind to cater to our entire energy need for
refineries and marketing locations
• Green Innovations to be a key focus area for our R&D efforts to enhance our
operational and energy efficiencies
Panchamrit 5 Bringing down the economy’s Carbon BPCL is targeting to reduce Energy Intensity Index (EII) in refineries to global best
Intensity below 45 percent by FY 2030 through various energy efficiency initiatives by FY 2030
Goals, Targets and Action Taken By BPCL
Sr
Goals and Targets Action Taken by BPCL in FY 2021-22
No
Climate Change Actions
1 Develop plant specific GHG emissions database using Tier 2 or BPCL is already using TIER 3 emission factors in Refineries presently, however in the
Tier 3 methodologies. (Will lead to precise, and probably lower, process to make standardized system for refineries for calculation of factors. Awareness
calculation of emissions from the sector). Program on climate change was conducted for all Business Units.
2 To build plant specific database to establish impact of temperature The study will be taken up in due course of time.
rise on energy consumption and efficiency of operations
3 Learn from global good practices BPCL is continuously adopting global good practices in operations such as IoT, AI,
digitization and use of clean technology.
4. To study climate change impact on refineries A pilot flood modelling study has been carried out at Kochi Refinery and report is under
progress.
Renewable Energy
1 100% Energy Efficient Lights (EEL) by 2025 MR became the first refinery in India to convert 100% of the conventional lights into LED
lights along with Pipeline and Retail operating locations. Energy Efficient Lighting (EEL)
capacity has increased from 53.24 MW to 59.66 MW in FY 2021-22.
2 10% of Total electricity consumption at operating locations Renewable energy contribution: 5.03% of total electricity consumption
through renewable sources by FY 2025
3 12,500 + Retail Outlets to be solarised and 50% of Retail outlets 2554 ~12.73% of Retail Outlets solarized till March 2022
(RO) to be solarised by 2025
4 1 GW Renewable Energy portfolio by 2024 and 10 GW Renewable In FY 2021-22 the capacity of renewable energy at BPCL has increased from 45.12 MW
Energy portfolio by 2040 to 46.44 MW.
Promote Clean Energy
1 3 Million Metric Tonnes (MMT) of Compressed Biogas (CBG) to be 299 LOIs have been issued by BPCL with production capacity of 1265 TPD as of March 2022.
produced from 1000 CBG plants through SATAT 7 CBG plants have been commissioned in 2021-22 while 3 CBG plants are to be commissioned
by March 2023.

Sr
Goals and Targets Action Taken by BPCL in FY 2021-22
No
2 7,000 out of over 19,000 petrol pumps to be converted into energy Total 89 EV charging points as on 31st March 2022 across entire nation (EV Charging
stations in the medium to long term by offering multiple fueling Stations - 77 and Battery Swapping Stations – 12).
options like petrol, diesel, flexi fuels, EV charging facility, CNG and BPCL has launched a concept of Highway Fast Charging Corridor. As a pilot BPCL has
eventually hydrogen adopted 900 KM Chennai – Trichy – Madurai - Chennai highway (NH-45) as a first of its
kind Highway Fast Charging Corridor in the country.
BioFuels by 2030
1 20% blending of Bioethanol in petrol & 5% blending of Biodiesel Undertook maximization of blending of Ethanol in motor spirit which helped to reduce
in diesel as per National Biofuels policy harmful emissions such as carbon monoxide
Ethanol blending ratio achieved was 8.68% contributing to total CO2 emission reduction
of 2.07 MMT for FY 2021-22.
Water and Waste management by 2025
1 5% additional reduction of freshwater usage and plant specific Water balance study has been carried out at both Mumbai and Kochi refineries and the
water efficiency improvements findings are under implementation.
2 Zero waste to landfill certification at all operating refineries and Zero Waste to Landfill certificate received by Mumbai Refinery and 82 Retail locations
marketing locations by 2025
3 Partnership with local governments and neighboring industries. This is an ongoing process. Mumbai Refinery partnered with RCF to setup STP of 15 MLD
capacity.
Biodiversity by 2030
1 1 million trees to be planted to increase Carbon Sink BPCL has planted about 90,000 trees in FY 2021-22 making a total of approximately
4.76 lacs trees as of March 2022. These tree planting initiatives have contributed to an
increase in CO2 sink by 12000 MTCO2e.
Sustainability Benchmarking
From the Chairman’s desk
About this report
Performance Highlights
Vision, Mission and Values
BPCL: A Holistic Review
Awards and Accolades
Economic Performance
Opportunities, Risk & Challenges
Stakeholder Engagement & Materiality

DJSI Final Scorecard Assessment
CDP Scoring Breakdown
Environmental Performance BPCL Net-Zero Dashboard Figure 1: CDP Performance Levels
As part of its strategy for sustainable development, BPCL has been
benchmarking its performance on global sustainabilityCommunity indices Impactlike Dow
Given BPCL’s nature of business,
BPCL Carbon EmissionEnvironmental
Tracking Dashboardrisk is a key area of BPCL in a
Jones Sustainability Index (DJSI), CDP etc. BPCL has achieved No.1 rank in
Workplace Safety concern. BPCL has in place a detailed Health, Safety Emission and Environment As a
Indian oil and gas sector and 8th best Company globally for the financial BU SCOPE 1 Emission Intensity & Emission by BU by Scope & Fuel Type
All policy which focusses on use of appropriate technologies to minimize been acc
year 2021-22 for its sustainability performance in 2021 Employeeedition
Wellbeing of the 
9,480
Scope
10,051.94
0.3 '000 tCO2e % Emissi

10,000
 Scope 1 9,470.45 92.0
S&P Dow Jones Sustainability Indices (DJSI) Corporate Sustainability the impact of its activities on the environment. BPCL
Region
'000 tCO2e
Fuel is committed
0.2 9,470.45 92.0 standard
tCO2e / mT
'000 tCO2e
Refinery gas / Fuel gas 2,351.84 22.8
All
Assessment (CSA) rankings. This is the 2nd consecutive year Governance
 SCOPE 2
that BPCL is at to improving operations and maintenance
5,000
as
PSA Off Gas
well
LNG as
0.1
1,813.48
developing 937.46
17.6
9.1 Managem
State 819 Coke(FCC coke) 799.73 7.7
the top of the DJSI Indices in India having achieved a Linkage
score of 59 percentage
to UN Sustainable All innovative
 energy-saving
'000 tCO2e solutions. BPCL is taking
0
247.14 CPP Coal (Petcoke)
Total advantage
0.0
743.28
10,289.26 of
7.2
100.0 BPCL
Marketing Refinery
points, against an industry average score of 39. BPCL also benchmarked
Development Goals its
technical advancements
Territory THROUGHPUT Energyand
Intensity & innovations
Energy Consumed by BU to boost Energy performance,
by Fuel Type discusses
performance on Carbon Disclosure Project (CDP) Platform of Sustainability and All 
763,469 and discover more carbon-neutral
200,000 Fuel Type '000 GJ % Ener
energy efficiency, solutions.187,711.96 Scope98.1 and prov
190,008

Annexure
Climate Change representing Company’s transition towards environmental Location '000 mT (+kL) 150,000
 Fuel
PSA Off Gas
4
81,276.48 42.4
All 1, Scope  2, and Scope 3 emissions are reported onRefinery public domain by21.3 opportun
gas / Fuel gas 40,791.96
GJ / mT
'000 GJ
stewardship and maintaining its rating at “ManagementAcknowledgement Level”, which is ENERGY 100,000 LNG 2
15,372.63 8.0
R-LNG (Regassified 10,259.88 5.3
the best amongst the Indian Oil and Gas sector and at par with international Y
Year 191,339
50,000
1,331
Liquified Natural Gas)
Coke(FCC coke) 8,181.99 4.2
0 CPP C l (P t k ) 7 604 48 39
2019-20 '000 GJ 0 Total 191,338.85 100.0
peer group. These consistent performance assessments GRI and benchmarking
Content Index  Marketing Refinery
are part of BPCL’s strategy for continuous improvement and staying ahead of Back Target Renewables Refinery Marketing
IPIECA Indicators and GRI Standards
the curve. A cloud based portal has been created to monitor GHG Emissions against the
GRI Standards and SEBI BRR Net-Zero target committed by BPCL for Scope 1 and Scope 2 emissions.
Framework Linkage WASTES AND
EFFLUENTS
Assurance Statement MANAGEMENT
BIODIVERSITY
118 Unlocking Possibilities For Sustainable Future MANAGEMENT
Emissions Management GHG emissions for FY 2021-22 at the refineries and other BUs are given below:
Due to nature of the operations in BPCL’s business, emissions make up a sizable

Scope 1: Direct GHG Emissions:
portion of the company’s environmental consequences. As a part of performance
metric, GHG emissions intensity is measured through GHG emission accounting Direct GHG Emission- Scope 1
FY 2019-20 FY 2020-21 FY 2021-22
system. Studies on GHG emissions and carbon sequestration through locally (‘000 MTCO2e)
accessible trees have been conducted at both refineries and marketing locations. Refineries 6,551.74 5,544.89 6,661.72
This objective of study was to create an inventory of GHG emissions, and work
out how to cut emissions, and achieve carbon neutrality for a certain location. Other BUs 16.55 24.72 20.11
Total Scope 1 emissions 6,568.29 5,569.61 6,681.83
Reduction in GHG emissions by Renewable energy Biogenic Emissions (MTCO2e)
various initiatives of BPCL Emission reduction by
42.1% 6.25 5.11 6.06
increase (Included in Scope 1 Emission)
2.7 Lakhs MTCO2e from
2020-21 Biogenic Emissions includes emissions from Biomass, Biogas and Biofuels
consumed.
Pradhan Mantri Ujjwala
Total GHG Yojana Scope 2: Indirect GHG Emissions
emission
Emission reduction by
reduction: Indirect GHG Emission- Scope 2
57.32 Lakhs 32.27 Lakhs MTCO2e FY 2019-20 FY 2020-21 FY 2021-22
MTCO2e (‘000 MTCO2e)
Refineries 272.03 221.52 338.37
Pipeline Network
Emission reduction by Other BUs 208.96 201.08 185.13
1.55 Lakhs MTCO2e
Total Scope 2 Emissions 480.99 422.60 523.50

Use of bio-fuels 64 %
increase
Emission reduction by
20.8 Lakhs MTCO2e
from Total GHG Emission (Scope 1+2)
2020-21
Total Emission Scope 1+2
FY 2019-20 FY 2020-21 FY 2021-22
(‘000 MTCO2e)
BPCL strives to create opportunities to decrease emissions by embracing energy Refineries 6,823.77 5,766.41 7,000.09
efficient Operations. Carbon dioxide, NOx, SOx, and different gases significantly
make up emissions from BPCL’s operations. BPCL has set up frameworks to Other BUs 225.51 225.80 205.24
gauge the quantum of emissions and has, additionally, set in place periodic Total Emissions 7,049.28 5,992.21 7,205.33
targets to be achieved at all operating locations. Both the direct and indirect
Biogenic Emissions (MTCO2e)
6.25 5.11 6.06
(Included in Scope 1 Emission)
GHG Emission Intensity Implementation of BS VI grades from 1st of April 2020 resulted in the reduction
of Sulphur by approx. 1025 MT in the financial year 2021-22. In BPCL refineries,
GHG Emission Intensity
FY 2019-20 FY 2020-21 FY 2021-22 the average benzene concentration in all MS tanks is 0.583 % by volume
(Refineries) (Scope 1 + 2)
against the BS-VI specification of less than 1% by volume which is maintained
(tCO2e/MT of throughput) 0.215 0.218 0.233 by adjusting the streams coming to MS pool.
GHG Emission Intensity-Other BUs Other Air Emissions at Refineries

BPCL monitors other air emissions such as NOx, SOX, SPM and emissions through
GHG Emissions Intensity (Other
FY 2019-20 FY 2020-21 FY 2021-22 Ozone Depleting Substances ODS. The performance of these air emissions are
BUs) ((Scope1+2)/Throughput)
presented below for the refineries:
Aviation MTCO2e/MT 0.001 0.003 0.002
LPG MTCO2e/MT 0.007 0.014 0.010 Other Air MR KR
Lubes MTCO2e/MT 0.017 0.013 0.010 Emission in
Refineries FY FY FY FY FY FY
(MT) 2019-20 2020-21 2021-22 2019-20 2020-21 2021-22
Retail MTCO2e/MT 0.001 0.001 0.001
Oxides of 3,140.64 2,911.01 2,083.74 1,220.37 1,124.82 1,285.96
Pipeline MTCO2e/MT 0.007 0.005 0.005
Nitrogen
Total Other (NOx)
MTCO2e/MT 0.004 0.005 0.004
Business units Oxides of 2,765.22 1,901.34 2,209.83 6,031.99 3,980.81 4,516.48
Sulphur
(SOx)
Scope 3 Emissions Suspended 102.17 184.41 225.86 836.87 456.26 588.72
Scope 3 Emissions (in 000 Particulate
FY 2019-20 FY 2020-21 FY 2021-22 Matter
MTCO2e)
(SPM)
Emission by Crude and LPG
306.210 282.56 314.22
Imported
Emissions by downstream
1086.65 721.07 536.00
transportation of goods
Emission by Air travel of BPCL
4.79 0.63
Employees 1.21
Total scope 3 emission (000
1397.65 1004.26 851.43
MTCO2e)

Emissions of Ozone Depleting FY FY FY
Other Air Emissions at MR in MT
Substances (ODS) (CFC 11e) in kg 2019-20 2020-21 2021-22
3,500.00 3,140.64
2,911.01
Mumbai Refinery 15.25 30.5 21
3,000.00 2,765.22
Kochi Refinery 266.55 257.4 319.25
2,500.00 2,209.83
2,083.74
1,901.34
2,000.00
Emissions of Ozone Depleting Substances (ODS) CFC 11e in kg
1,500.00
1,000.00
500.00 184.41 225.86

102.17
0.00
FY 2019-20 FY 2020-21 FY 2021-22
Oxides of Nitrogen (NOx) Oxides of Sulphur (SOx)

Suspended Particulate Matter (SPM)
Other Air Emissions at KR in MT

7,000.00
6,031.99
6,000.00
Monitoring of Ambient Air Quality -
5,000.00 4,516.48 Refineries and other Business Units carry out periodic monitoring of ambient air
3,980.81
4,000.00 quality parameters like PM 2.5, PM 10, Persistent Organic Pollutants (POP), Volatile
Organic Compounds (VOCs), Hazardous Air pollutants (HAP) depending upon their
3,000.00
consent to operate conditions. The values were within the prescribed limit of
2,000.00
1,220.37 1,124.82 1,285.96 Pollution Control Board (PCBs).
836.87
1,000.00 456.26 588.72
0.00 Location NAAQS NAAQS

PM 2.5 PM 10
FY 2019-20 FY 2020-21 FY 2021-22 (in microgram/cubicmetre) Limit Limit
Oxides of Nitrogen (NOx) Oxides of Sulphur (SOx) Mumbai Refinery 60 28.48 100 59.45
Suspended Particulate Matter (SPM) Kochi Refinery 60 27.29 100 49.13
Typical Ambient Air Quality vis-a-vis Typical Ambient Air Quality vis-a-vis BPCL in collaboration with Pune-based Kinetic Green Energy & Power Solutions
Statutory Standard at Kochi Refinery
120
Statutory Standard at Mumbai Refinery 120 and IIT-Madras will enable this EV mobility system based on battery-swapping
100
100
100
100 model for electric three-wheelers.
80
60 59.45
80
60
To keep pace with accelerated energy transition needs, BPCL has launched a
60 60 49.13 concept of Highway Fast Charging Corridor. As a pilot BPCL has adopted 900
40 28.48 40
27.29 KM Chennai – Trichy – Madurai - Chennai highway (NH-45) as a first of its kind
20 20
Highway Fast Charging Corridor in the country with the installation of DC 25 KW
0 0
NAAQS Limit PM 2.5 NAAQS Limit PM 10 NAAQS Limit PM 2.5 NAAQS Limit PM 10 fast chargers at 10 strategic ROs, at an approximate inter-distance of 100 KMs.
NAAQS Limit PM 2.5 NAAQS Limit PM 10 NAAQS Limit PM 2.5 NAAQS Limit PM 10 BPCL targets to replicate the same at around 100 prominent highway corridors
in the country by FY 2022-23.
Electric Vehicle
BPCL, added another initiative with announcement of its entry into the Electric Biofuels – Contributing to Circular Economy
Vehicle space. BPCL developed recommendations on EV charging enablement in In this financial year, BPCL has undertaken maximization of blending of Ethanol
OMC ROs and submitted detailed plan to Energy Transition Advisory Committee in motor spirit for reducing harmful emissions such as carbon monoxide. This
(ETAC). The organization strategized upon 4 key aspects in FY 2021-22, i.e., 4W was carried out as per the Ministry of Petroleum and Natural Gas (MoP&NG)
EV fast charging, 2W EV fast charging, Battery swapping for 2/3W and EV 2W gazette Notification, for selling of Ethanol Blended Motor Spirit (EBMS) with
retail sales. Ethanol up to 10%. 9,72,000 KL of Ethanol was blended by BPCL in 97,20,000
BPCL entered following strategic alliances in FY 2022 to capitalize on EV strategy: KL of Ethanol Blended Motor Spirit in the year FY 2021-22. The total MS sold by
BPCL was 1,12,03,000KL and the Ethanol blending ratio achieved was 8.68%
contributing to total CO2 emission reduction of 2.07 MMTCO2e for FY 2021-
22. While the Company blends and markets EBMS, it has also ventured into the
production of bioethanol.
Hero MotoCorp for 2Wheeler Ola Electric for 2Wheeler EV
EV fast charging fast charging BPCL is proactively taking various initiatives in implementing low carbon
product technologies such as 1G and 2G Bioethanol, Compressed Biogas (CBG),
Bio-Diesel, etc. In line with PM-Jeevan Yojana, which aims at incentivizing the
second-generation Bio Ethanol Projects, BPCL is setting up a 2G Bio- Ethanol
Refinery Project of capacity 100 KL/day at District Bargarh, Odisha. The
cumulative production capacity of refinery would be 200 KL/day of Fuel grade
Ionage for development of Ethanol. The plant shall utilize as feedstock around 150 kilotons of rice straw
RACEnergy for 3Wheeler per annum for 2G (Second Generation) and 80 kilotons of rice grain per annum
unified application for BPCL
battery swapping for 1G (First Generation) Ethanol Plant for production of 100 KL/day of Ethanol
EV charging stations
each from 2G and 1G Ethanol Plant. The plant shall also utilize around 120
kilotons of rice straw as fuel in the boiler, where fossil fuel shall not be used in

blended 960 KL of biodiesel (B-7) and the blending
ratio achieved was 0.005 % for FY 2021-22. BPCL
has also undertook production of Bio Diesel from
Used Cooking Oil and floated 9 EOIs with combined
bio-diesel production capacity of 138 TPD. Four
LOIs have been issued with production capacity of
85 TPD as of March 2022.
In order to achieve the target of E20 (20% blending
by 2025), BPCL is expanding its Ethanol storage
facility in all its depots/terminals in a phased
manner to cater to the additional requirement on
account of a 20% Blending rollout by 2025.
BPCL along with OMCs has signed 131 LTOAs with
project proponents proposing to set up ethanol
plants of approx. 757 Cr. lit per annum capacity in
ethanol deficit states. They have also taken initiative
to move ethanol from Surplus states to deficit states
through railway mode and ensure higher blending
in deficit states.
Compressed Biogas
the production process. The project is in progress, BPCL has further taken steps in the field of biofuels
with physical completion approximating to 46 % by increasing the contribution of biogas in total
and financial progress to 31% respectively as of 31, energy mix. BPCL has undertaken production of
March 2022. The Bio Refinery project was approved Compressed Biogas (CBG) from Biomass waste/
by the Board at total capital outlay of INR 1,607 Biomass sources like agricultural residue, sugarcane
Crores. press mud, municipal solid waste, etc. In this context
BPCL has invited Expression of Interest from potential
BPCL has also undertaken blending of 7% Biodiesel
entrepreneurs to set-up CBG plants and offer CBG to
in HSD at selected locations, as per national policy
BPCL. 299 Letter of Interests have been issued with
of Biofuel. Biodiesel is manufactured from non-
production capacity of 1,265 TPD as of March 2022.
edible/edible oils and has almost no sulphur, no
7 CBG plants have been commissioned in FY 2021-
aromatics and approximately 10% built- in oxygen
22 while 3 CBG plants are to be commissioned by
which helps in ensuring complete combustion. BPCL
2G Bio-Ethanol Refinery Project at District Bargarh, Odisha March 2023. Under SATAT (Sustainable Alternative
towards Affordable Transportation) scheme, the sales of
CBG has started at 4 Retail outlets. BPCL is facilitating and Journey of farmers from Anndata to Urjadata
supporting prospective CBG Plant owners to setup CBG
On the occasion of World Biofuel Day on 10th August 2021, BPCL has put
plants during the whole process including guiding and
up a stall at the Biofuel Exhibition held at Parade Ground at Mohaba in
helping in resolving issues faced by them at various stages.
Uttar Pradesh. The theme of the stall this year was the journey of farmers
BPCL aims to produce 3 Million Metric Tonnes (MMT) of
from ‘Annadata to Urjadata’.
CBG by FY 2023-24, from 1,000 CBG plants through SATAT
scheme. The stall primarily focused on three aspects of biofuels, namely the
ethanol value chain depicting the journey from farmer to fuel, India’s
ethanol growth story to fulfill the dream of ‘Atmanirbhar Bharat’ in
energy self-reliance and benefits of the Ethanol blended petrol Program,
focusing on reducing import bill, cleaner environment and protecting
economic interest of farmers. The Stall also depicted Bharat Petroleum’s
sharp technology focus on 2G Ethanol plants, 1G Ethanol impetus,
journey in the field of Compressed Bio-Gas (CBG) and Biodiesel.
An educative film was also played on biofuels and utilization of biomass,
portraying the entire value chain benefits to the visitors, agricultural
community, and educational institutions.
Sale of UCO

Despite registering slow development in biodiesel proliferation, several steps
have been taken to promote the production of biodiesel from used cooking oil
and LOIs have been issued in this regard for an estimated production capacity
of 28 TMT.
In view of implementing scientific way of disposal, Mumbai refinery has started
sale of UCO to FSSAI approved Used Cooking Oil Aggregator (UCOA) for biodiesel
production since Dec-2021. Green certificates have been issued by UCOA to MR
towards reduction in equivalent greenhouse gases and 1.2 MT of UCO has been
sold which resulted in generation of INR 0.31 lakh revenue in FY 2021-22.
Technological Advancements for Emission Control

A. Methane Abatement
In BPCL refineries, Methane Rich gas, i.e., Re-gasified Liquefied Natural Gas
(RLNG) and Fuel Gas is used as fuel in the process heaters, steam generators, Energy Management and Conservation
feedstock for Hydrogen Generation Unit (HGU) and Gas Turbines for power BPCL is the second largest oil and gas PSU in India and so the energy requirement
generation. is large enough that it impacts its operational environment. Acknowledging
To reduce the release of Methane into atmosphere following actions have the current scenario, BPCL is consistently taking initiatives towards energy
been taken: efficiency and alternative sources of energy.
Leak Detection and Repair (LDAR) is being carried out on various lines to Alternate Sources of Energy - Renewable Energy
avoid leaks.
Unconverted methane rich gas is recycled back in HGU and used as
primary fuel in reformer furnace.
Excess oxygen concentration in the stacks is continuously monitored for
complete combustion of methane in process heaters and gas turbines.
B. Carbon Capture
BPCL is in the process of identifying viable CCUS technology which can be
implemented in its refineries to capture CO2 emissions.
BPCL continues to maintain its focus on the usage of renewable energy across its Capital Total amount invested
operations in line with India’s NDCs as per Paris agreement. BPCL’s renewable Expenditure on
Investment in renewable energy
energy status is 46.44 MW, which also includes wind energy of 11.8 MW in Renewable Energy
FY & Acquisition as a percentage of
FY 2021-22. In this year BPCL has formed a strategic business unit named (Solar+Wind+Biofuels)
Cost (INR capital expenditure
‘Renewable Energy’(RE) to increase the implementation of energy transition (INR Crores)
Crores) and acquisitions
initiatives through alternative sources to face the challenges of climate change.
2021-22 11,860.00 213.91 2%
Significant emphasis was given on increased use of Solar/ Wind Power to replace
traditional sources of fuel. The target is to ramp up from the current RE portfolio
Distribution Total Environmental Expenditure
to reach a level of 1 GW by FY 2025 and 10 GW by FY 2040.
7%
Installed Capacity and Energy Consumed by Renewable
21%
Energy Extra expenditure for Clean Technology
and External Certification and Services
Type of Renewable Installed Renewable Energy Consumed
Installation of LEDs
Energy (MW) (MWh) FY 2021-22
Solar Energy 34.64 15010.718 5% Investment in Renewable Energy (Solar+Wind)
Wind Energy 11.8 18190.53 1%

Investment in Biofuels
Total Renewable Energy 46.44 33201.248

Treatment and Disposal of waste
66%
Amount in INR
Total Environmental Expenditure
(Crores)
Extra expenditure for Clean Technology and External
66.62
Certification and Services Future Projects on Renewable Energy and Green Hydrogen
Installation of LEDs 17.36 A. Solarization of Retail Outlets (ROs)
Total ROs Progress
Investment in Renewable Energy (Solar+Wind) 4.28 Achieved Short term Plan
existing (Nos.) made
Investment in Biofuels 209.63 2022-23 2023-24 2024-25 Provision of
subsidy to
Treatment and Disposal of waste 21.59 the Dealers
20000 2554 5054 8554 12554
for setting up
Total Investment INR (Crores) 319.48 Solar at ROs

RE Portfolio-Solarization • Green Hydrogen Production from Agricultural and other suitable waste
stream at identified location in Punjab/ Haryana State for blending in CGD
S. No. Land Parcels Solar Plant Capacity (MW) Networks.
1 Bina, MP 14
• Green Hydrogen Plant at Bina refinery with capacity of 20 MW is expected
2 Badnera, Maharashtra 7 to be commissioned by March 2024.
3 Tadali, Maharashtra 12
4 Sanganer, Rajasthan 15 Energy Conservation Measures
Planned
5 Karur, Tamilnadu 35 The following energy conservation and loss control measures were adopted
6 Kochi, Kerala 90 during the year 2021-22, resulting in significant fuel savings:
7 Prayagraj, UP 130
8 Padariya, MP 700 Mumbai Refinery
Total By 2025 1003 (1 GW) • Unit wise daily monitoring of steam leaks to achieve zero steam leaks.
Future Plan BY 2040 10 GW • Continuous monitoring & control of all parameters of Furnaces & Boilers.
• On-line chemical cleaning of furnaces to clean off fouling and deposits on the
B. Grey to Green Hydrogen
radiation tubes leading to better heat absorption in radiation section.
In alignment with the Net Zero goals of the Company, Corporate • Continuous recovery of flare gas with the help of Flare gas recovery system
Research & Development Centre (CRDC) has also taken initiatives to (FGRS) and stringent monitoring of process conditions to control flare loss.
develop sustainable solutions by signing Memorandum of Agreement
• Continuous Survey of PSV/PCV to identify passing valves and rectification to
(MoAs) with Bhabha Atomic Research Centre (BARC) to scale up indigenous
reduce flare loss.
alkaline water electrolysis technology for green hydrogen production.
• Periodical Survey of Compressed air and Nitrogen leaks and rectification.
Government of India (GoI) has proposed an ambitious National Hydrogen
Energy Mission targeting replacement of fossil fuel-based hydrogen with • Provision of superior insulation on steam headers (FRIC – Flexible Reusable
green hydrogen. insulation covers) to reduce surface heat loss.
• Implementation of various Advance Process Control (APC) strategies in process
70 MW at Bina Refinery units to reduce energy.
• Usage of “Energy Analytics Dashboard” for on-line monitoring of Refinery
Green Hydrogen Facility by 2030 45 MW at Kochi Refinery process Performance along with MBN / Unit wise Energy Model Analytics.
30 MW at Mumbai Refinery • Use of Nitrogen as flare purge in place of fuel gas for fuel saving.
• Installation of IFC (Intelligent flow controller) for compressed air system in
BPCL has engaged with M/s ACME, Greenko, ReNew power for exploring Boiler House.
and setting up a 1.9 ton/day Green Hydrogen based Hydrogen • Revamp of RFU Naphtha Splitters to reduce energy consumption. Resulted EII
enriched-Compressed Natural Gas (HCNG) refueling station facility at reduction by 0.98.
Ahmednagar in Maharashtra.
Mumbai Refinery
• Replacement of conventional cooling tower fan blades in ARU/DHDS with new Energy Savings Savings
Capital
energy efficient EFRP. Sr.
Description of Schemes Investment Fuel Power (INR
• Implementation of Electric heat tracing in BBU process lines No.
(INR Crores) MT/Yr MWH/Yr Crores)
Installation of insulation
Kochi Refinery jackets on valves/ flanges/
• Opportunity shutdowns and rationalization of units, systems and intermediate strainers/ moisture sepa-
tanks rators, steam distribution
1 0.7 752 - 2.48
• Enhancing flare gas recovery by debottlenecking FGRC compressor suction manifolds & flow meters
loop. (RPIP): Job completed in
• FGH production from MSBP Penex unit and shutting down of the inefficient CCU, FCC, HCU, LOBS, NHGU
NHT ISOM unit. & CDU-4.
• Stopping steam coupled APH operation in fuel gas fired heaters by ensuring Optimization of Steam to
fuel gas quality and maximization of gaseous fuel. Lube Oil base Stock (LOBS)
2 - 238 - 0.79
Feed Preparation Unit (FPU)
• Flare purge gas reduction in CEMP flare by sequentially replacing it with
ejector system.
nitrogen.
Lowering in MAB air in re-
• Replacement of CDU2 crude heaters casing and refractory & APH overhauling
generator and utilization
to minimize radiation losses and maximize efficiency
of Vacuum Pressure Swing
• Replacement of 19000 numbers of conventional lights inside refinery by 3 Adsorption (VPSA) O2: Real- - 2,136 -1,598 7.05
energy efficient LED lights. ized steam saving of 100 TPD
• Advanced process control for IREP units with power consumption of
200 kW.
Capital Invested on Energy Conservation Initiatives and 20P10 A/B put on load for
Estimated Savings pumping wild gasoline to
Gas concentration Unit
Mumbai Refinery unit implemented total 27 Encon schemes having the potential 4 (GCU). With both pump on- - - 240 0.12
savings of 18,407 MTOE / year and reduced emission by 57,980 MTCO2e / Year. line reflux can be put off and
The following are major energy efficiency (saving) initiatives implemented reflux need is catered by the
during FY 2021-22: wild gasoline pump.

Capital Energy Savings Savings Capital Energy Savings Savings
Sr. Sr.
Description of Schemes Investment Fuel Power (INR Description of Schemes Investment Fuel Power (INR
No. No.
(INR Crores) MT/Yr MWH/Yr Crores) (INR Crores) MT/Yr MWH/Yr Crores)
MACs removal by using Increment in steam tempera-
plant air from B/H (savings ture to VDU3 ejector leading
5 in MAC fuel and maint. cost - 5 - 0.02 to steam saving : Steam tem-
9 - 357 - 1.18
of Mobile Air Compressor perature increased from 194
(MAC). deg C to 206 deg C. Realized
Using G10B for delivering steam saving of 15 TPD
Light Diesel Oil to Trombay Preheat exchanger clean-
Despatch Unit (TDU): 1.G10B ing in CDU4 leading to fuel
(Power= 7.5kW) is used for saving: 6 nos of fouled pre-
10 0.18 467 79.9 1.54
LDO delivery instead of G9B( heat exchangers in CDU4
Power=110kW). were cleaned using chemical
treatment.
2. G9B; Power consumption:
6 - - 400 0.20 Two additional splitter off
15,840kW per month; Elec-
tricity charge: INR 1,26,720 gas burners installed in Con-
11 - 500 - 1.65
per month. tinuous Catalytic Reformer
(CCR) furnace.
G10B; Power consumption:
Preheat exchanger clean-
1080kW per month; Elec-
ing in CDU3 leading to fuel
tricity charge: INR 8,640 per
12 saving: 1 no of fouled pre- - 133 2,050.7 0.44
month.
heat exchanger in CDU3 was
Methanol fractionator col- cleaned mechanically.
7 umn 111-C-03 feed inlet line - 24 967 0.08
Application of Ceramic Coat-
lagging/cladding done.
ing in DHDS heater: This will
New APC strategies for steam lead to reduction in radiation -
reduction in Catalytic Crack- 13 0.09 180 0.59
8 - 243 174.2 0.80 losses and thereby estimat- 1,494.5
ing unit (CCU): Expected ed fuel saving of around 0.54
steam savings of 10 TPD. TPD
Capital Energy Savings Savings Capital Energy Savings Savings
Sr. Sr.
Description of Schemes Investment Fuel Power (INR Description of Schemes Investment Fuel Power (INR
No. No.
(INR Crores) MT/Yr MWH/Yr Crores) (INR Crores) MT/Yr MWH/Yr Crores)
Replacement of convention- Air required for CCU Merox
al cooling tower fan blades - 1/2 Caustic Regeneration
14 in ARU/DHDS with new ener- 0.181 - 967 0.49 20 taken from B/H via plant air - - 92 0.05
gy efficient EFRP: Expected header and compressors
saving of around 41.94 kW 004K101A/B stopped.
Corro-coating of cooling wa- HCU Diesel Pump around
ter pumps in DHDS CW pump steam generator 132-E-223
15 0.0677 - 174 0.09 21 - 714 239.8 2.36
P-11 B: Expected power sav- Passing RV overhauling /re-
ing of around 10 kW. placement with new RV.
Replacement of DHDS heat- CW turbine P502 was kept
er APH as it was leaking for on idling at 1200 RPM as
16 1.19 133 159.8 0.44
fuel saving: Expected fuel recommended by the rotary
saving of around 0.4 TPD. due to frequent bearing fail-
Replacement of DHDS RGC 22 ure in the past. Turbine was - 107 - 0.35
motor in shutdown: Expect- consuming 45 TPD steam. It
17 1 - 80 0.04 was stopped to conserve the
ed power saving of around
10 kW. steam, taking care of its reli-
FCC cracked gasoline rout- ability issues.
ed directly to PH-5 bypass- Replacement of AC-12 in
ing Gasoline Treatment Unit Boiler House: Expected
18 - 2,000 - 6.60 23 1.58 - 2,051 1.04
(GTU), for saving of Research power saving of around
Octane Number RON loss and 256.6 kW.
Energy in GTU. Electric heat tracing in Bitu-
RFU revamp: Revamp of ex- men Blowing Unit (BBU) pro-
isting Reformer Feed Unit cess line for steam saving:
24 4.03 390 -1,495 1.29
19 (RFU) unit by converting 36 8,690 - 28.68 55 T/D of MP steam will be
splitter 2 column into Divid- saved. Additional power con-
ed Wall Column (DWC) sumption will be 374 KW.

Kochi Refinery
Capital Energy Savings Savings Energy Savings Savings
Sr. Capital
Description of Schemes Investment Fuel Power (INR Sr. Power
No. Description of Schemes Investment Fuel (INR
(INR Crores) MT/Yr MWH/Yr Crores) No. MWH/
(INR Crores) MT/Yr Crores)
Stopping of Boiler-1 on hot Yr
banking during non-mon- Opportunity shutdown of
soon seasons for fuel saving: KHDS unit: Stopping KHDS
25 - 333 - 1.10 1. unit utilizing capacity of - 2,630 2,400 11
Expected fuel saving of 1
DHDT and ATF Merox to
TPD which is required for hot
meet demand.
banking.
Enhancing flare
Condensate recovery sys-
gas recovery by
tem in Boiler House, CPP & debottlenecking FGRC
Pipe Rack-12: Total conden- loop: There are two flare
26 2.37 365 - 1.21
sate recovery potential of gas compressors used for
127 T/D along with LP steam recovering flare gas to
2. - 6,000 - 22
recovery of 2.8 T/D. Fuel Gas system. When
Corro-coating of Cooling both the compressors are
Water pumps for 2 Main Oil on line the suction line
27 Catcher pumps (Pumps P1 & 0.1 - 160 0.08 was found limiting. So the
suction loop was modified
P5): Expected power saving
to overcome this limitation
of around 20 kW each.
Offsite Steam trap
Total 47.5 17,767 3,247.9 60.7
management: Steam trap
maintenance is awarded
Kochi refinery implemented 14 nos. of Energy Conservation Schemes, having to M/s Uniklinker Ltd,
the potential energy savings of 42,129 MT/Year &reduced emission by 1,29,909 whose contract involves
MTCO2e/Year. The following are major energy efficiency (saving) initiatives the assurance of 95%
availability of steam traps
implemented during FY 2021-22: 3. 1.7 5,700 - 21
with a penalty clause. The
health of trap is verified
by third party, M/s Forbes
Marshall Pvt Ltd. who
carries out trap surveys to
check the healthiness of
traps
Energy Savings Savings Energy Savings Savings
Capital Capital
Sr. Power Sr. Power
Description of Schemes Investment Fuel (INR Description of Schemes Investment Fuel (INR
No. MWH/ No. MWH/
(INR Crores) MT/Yr Crores) (INR Crores) MT/Yr Crores)
Yr Yr
Intermediate tank CDU2 crude heaters APH
rationalization: Heavy oil cleaning and general
intermediate tanks were 8. burner overhauling and 0.50 400 - 2
taken out of service by refractory rectification to
maximizing direct feeding minimize heat loss
4. - 3,900 - 14.3
to secondary processing Back purge facility for
units. This enabled the Packinox in CCR:
isolation of steam to
Packinox feed nozzle
heating coils of heavy oil
plugging was frequent.
tanks
9. Higher upstream pressure 0.02 330 - 1
Stopping SCAPH operation was essential to overcome
in CDU3 crude furnace this shortcoming. The back
Sulphur content of purge facility removes the
FG being low, can plugging and reduces the
accommodate lower stack steam usage
5. temperature than fuel - 3,424 - 13 CBD slop internal
oil. Stack temperatures 10. processing in DCU instead 0.02 175 - 0.6
are brought down using of reprocessing in CDU.
glass APH and steam to air
Loader valves adjustment
preheaters are closed to
in NHT-Recycle gas
take this advantage.
Compressor.
Flare purge reduction in
The unit was originally
CEMP flare by replacing
6. - 2,600 - 10 11. designed for cracked 0.02 160 - 0.6
with nitrogen in phased
naphtha. Since heart cut
manner.
naphtha from GSU is not
CDU-1 PF system shutdown routed to the unit the
7. for by maximization of - 900 - 3.3 recycle load could reduce
gaseous fuel firing. to 50%

Energy Savings Savings Specific Energy Consumption
Capital
Sr. Power BPCL refineries have processed 29.83 MMT of Crude oil and the specific energy
Description of Schemes Investment Fuel (INR
No. MWH/ MBN (MMBTU/BBL/NRGF) achieved was 65.65 for FY 2021-22.
(INR Crores) MT/Yr Crores)
Yr
FGH production and
stopping of NHT ISOM:
Food Grade Hexane was
produced from NHT
12. ISOM. On commissioning 0.1 9,768 1,232 40
MSBP and simulating and
modifying the column
conditions FGH is being
produced as the side cut
BPCL Mumbai Refinery has processed 14.43 MMT of Crude oil. This represents
from MSBP
a capacity utilization of 120 % and the MBN achieved was 64.4 in FY 2021-
Feed Preheat improvement
22. Kochi Refinery processed 15.4 MMT crude oil with a capacity utilization of
13. in CDU-3 and FCCU by - 2,075 - 7.6
100.45%. By optimizing plant operation and implementing energy conservation
operational improvements.
schemes, the MBN was brought down to 66.9 from 68.9 in the previous year by
Power Saving by Kochi Refinery despite challenging conditions.
converting to 19000 nos.
14. of conventional light 8.9 - 17,040 9.6 The energy consumed outside the organization is 18.48 million GJ on account
fittings by Energy efficient of crude, LNG imported, Downstream Transportation and business travel by air.
LED lamps.
Total 11.26 38,062 20,672 156
Energy Consumption – Business Units Wise
BPCL discloses the energy consumption within the organization and the
Emission reduction at Mumbai and Kochi refinery in FY2021-22 consumption comprises of combustion of fossil fuels, purchased electricity
from the grid and electricity generated from the renewable sources.
Resource utilization FY
• Energy conservation schemes implemented: 27 21-22
• Capital Investment : ~ Increased to 47.5 cores
MUMBAI (FY21-22) from INR 3.57 crores (FY 20-21) Energy Consumption MR Energy Consumption KR
Total CO2 emission
REFINERY • Saving potential of 18,407 MTOE / year reduction potential 34.77 % 50 47.08 46.57 90
• CO2 emission reduction potential of 57,980 MT / Year increased from 1,39,411 increase from 45
43.99
80 76.59 76.06
MT (FY21) to 1,87,889 MT 2020-21 40 70
(FY22) 35 59.89 61.56
30.06 29.8 60
30
Million GJ
Million GJ
50 45.17
25
40
• Energy conservation schemes implemented: 14 20
30
KOCHI • Capital Investment : ~ Increased to 11.26 core Combined savings 25.23 % 15
(FY21-22) from INR 1.21 crores (FY 20-21) Total energy Saving increase from 10 20
REFINERY • Energy savings potential of 42.129 MTOEs/Year increased from 48339 2020-21 10
5
• CO2 emission reduction potential of 1,29,909 MT / Year (FY2021) to 60536 MTOE 0 0
(FY2022) FY 2017-18 FY2018-19 FY 2019-20 FY2020-21 FY 2021-22 FY 2017-18 FY2018-19 FY 2019-20 FY2020-21 FY 2021-22
Energy Consumption Aviation business units is presented in the table below -
Energy Consumption LPG
80 74.8 75.5 700
615.82 Energy Intensity
70 600 550.40 FY FY FY
537.72 - BUs (GJ/Tonne
60 500 2019-20 2020-21 2021-22
443.11 of throughput)
50
000' GJ
400
000' GJ
40 298.61 Aviation 0.011 0.023 0.017

300
30 22.79
18.30 200
20 17.65 LPG 0.043 0.084 0.058
100
10
0 0 Lubes 0.140 0.101 0.078
FY 2017-18 FY2018-19 FY 2019-20 FY2020-21 FY 2021-22 FY 2017-18 FY2018-19 FY 2019-20 FY2020-21 FY 2021-22
Retail 0.012 0.009 0.009

Energy Consumption Lubes Energy Consumption Pipeline
50 700 Pipeline 0.034 0.026 0.025
45 43.53 584.64
39.38 600
40 35.9 37.44
35 32.86 500
30 366.87 388.34
421.74
Energy Savings
000' GJ
400
000' GJ
25
300
20 BPCL is taking effective measures consistently
15 200 across its operating locations and has impressive
10
5
100 figures in energy saving. Various process redesign
0 0 measures and conversion & retrofitting resulted in
FY2018-19 FY 2019-20 FY2020-21 FY 2021-22
FY 2017-18 FY2018-19 FY 2019-20 FY2020-21 FY 2021-22
energy savings figures enlisted below:
Energy Consumption Retail Energy Intensity Refineries

Energy Savings Other BUs (GJ)
700 (000’GJ)
578.72
Energy intensity for BPCL:
600 562.4
500 Energy FY 2018-19 2045.00 1300.00

400 Intensity FY FY FY
317.52
(GJ/Tonne of 2019-20 2020-21 2021-22 FY 2019-20 986.22 10698.00
300
231.70
219.06 throughput)
200
Refineries 3.89 4.00 4.08 FY 2020-21 205.76 3159.27
100
0 Basis the energy consumption of the business units,

FY 2017-18 FY2018-19 FY 2019-20 FY2020-21 FY 2021-22 FY 2021-22 520.37 1142.34
Specific Energy Consumption of the marketing

Energy Intensity Index (EII)
During the year, special emphasis was laid on optimization and conservation of
energy, it being the second major element of cost after crude. Various schemes
will be implemented in both the refineries for improvement of Energy Intensity
Index (EII) as given below :
Year Wise EII Reduction Plan MR

100
89.4
90 85.5 83.3
80 76.9
67.6
70
60
50
40
30
20
10
0
2018 2020 2022 2023 2024
Year Wise EII Reduction Plan KR

110
97.6 95
100
90 80
80
68
70
60
50
40
30
20
10
0
2021 2022 2023 2025+
Respecting
Environment

Water Management such as security of water supply and managing the quality of water returned to
the environment. BPCL drive water from various sources which depends on the
units’ location. The major sources of water are surface water, ground water and
municipal supplies and our water withdrawal is in complete adherence to the
regulatory permits on resources allocated from specific water sources.
Water Performance Parameters

Refineries used 53.2% of
sea water of the total water
consumption
Additional water intake from

STP for MR has increased by
35.8% FY 2020-21
As a part of our pledge towards sustainable development, we strive to optimize

Water plays a critical role in energy generation, and its incessant withdrawal can the water usage at our various locations by adopting Rainwater Harvesting system
alter the natural conditions of surface and ground water resources, potentially and reusing/recycling of water at operational locations. BPCL is continuously
affecting aquifers, aquatic life, as well as other animals and people that use water working towards increasing the Rainwater Harvesting (RWH) capacity to reduce
in that ecosystem. The importance of natural resources is recognized by BPCL. the dependency on other sources of water. The total catchment area under
With the ultimate goal of making sites water neutral, numerous methods have rainwater harvesting has increased from 8,42,800 Sqm to 9,07,938 Sqm during
been taken to preserve water, with a focus on rainwater harvesting, recycling, the financial year 2021-22. In BPCL refinery operations, water is mainly utilized
and reuse. in processes.
BPCL recognizes the value of this natural capital and works towards managing The details of water withdrawal for Refineries and other BU’s are mentioned in
their operational water use efficiently and to limit adverse impacts to water the table below. BPCL considers water intake quantity as water consumption.
resources. Our operations are intensive in the usage of water, and hence BPCL ensures that water that is withdrawn for the operations does not negatively
managing our water resources in a responsible and sustainable manner is also impact water bodies from where water is withdrawn. For calculation of water
critical to the sustainability of the organization. Our water management strategy withdrawn, BPCL uses various methodologies such as water measurement
encompasses multiple considerations including site-specific risks and impacts, through water meters, tank capacities etc.

Water withdrawal FY 2019 -20 FY 2020 -21 FY 2021-22 BPCL has endeavoured to take various steps to minimise pressure on water
(Volume in ‘000
bodies throughout the supply chain and mitigate any negative consequences
Other Other Other
kl)
Refineries Refineries Refineries of our operations. The water extraction for the BPCL operation causes no
BUs BUs BUs
water stress in the water bodies from which it withdraws water. The overall
Surface Water 19,373.66 39.36 16,785.42 48.05 18,488.55 34.96 consumption of water withdrawal rate has been reduced over the last few years
Ground Water - 973.68 - 760.16 - 985.59 as the trend can be observed in the graph.
The details of water consumption for Refineries and other BU’s are mentioned
Sea Water 35,934.60 0.30 25,961.00 0.29 24,936.60 1.29
in the table below:
Produced Water –
199.18 34.60 178.18 51.74 330.90 53.58
Rainwater Water Consumption
FY 2019-20 FY 2020-21 FY 2021 -22
Third-party – Mu- (Volume in ‘000 kl)
4,302.51 867.79 4,608.91 595.13 3,131.26 566.05
nicipal Water Refineries 23,902.67 20,002.64 19,907.96
Third-party – BU’s 2,084.25 1,577.53 1,854.77
- 223.89 - 183.72 - 224.06
Tanker Water
BPCL carries out the detailed analysis of water before discharge however it
Third-party – AAI - 10.15 - 12.46 - 26.08 doesn’t capture the breakup of the water discharged. BPCL also does not carry
out the assessment of the locations where water is discharged; hence it is not
Total 59,809.95 2,149.77 47,533.51 1,651.55 46,887.31 1,891.62
known if the location is a water stressed area. The discharge limits of water
Additional source
issued on the consent to operate are met and there was no non-compliance
of fresh water (like 801.00 1,560.00 - 2,118.20 reported during the financial year. BPCL is managing process water use efficiently
- -
RCF)
thereby ensuring minimal wastage.
Details of water withdrawn: The details on wastewater management for FY 2021-22 are given below. During
this year 14.7% of the total wastewater generated has been recycled and
Water withdrawal (Volume in ‘000 kl)
reused in BPCL operations.
70,000.00
59,809.95
60,000.00 FY 2021-22 (000’kl) Refineries Other BU’s TOTAL (000’kl)
47,533.51 46,887.31
50,000.00
Wastewater Generated 33336.01 173.52 33509.53
40,000.00
30,000.00 Wastewater Discharged 26979.36 36.84 27016.20
20,000.00
Water Recycled / Reused 4800.47 129.78 4930.25
10,000.00 2,149.77 1,891.62
1,651.55
0.00
Refineries Other BUs Refineries Other BUs Refineries Other BUs
FY 2019-20 FY 2020-21 FY 2021-22
Water conservation initiatives Mumbai refinery had set up Sewage Treatment Plant (STP) last year
in collaboration with Rastriya Chemicals & Fertilizers (RCF) with a
capacity of 22.5 MLD of municipal sewage that would produce 15
MLD of treated water (where BPCL share was 6 MLD & RCF share
was 9 MLD). MR has reduced its dependency on BMC freshwater
supply by using 2,118.2 TKL of STP water during FY2021-22.
Pipelines are positioning “Oil Spill Dispersant & Applicator” at
nodal locations for use in case of oil leakage in water bodies.
Following are the water conservation initiatives undertaken during

FY 2021-22
BPCL has implemented recommendations of Water Balance Study
(WBS) in refineries for conservation and optimization of fresh
water.
The Effluent Treatment Plant (ETP) at MR comprises of PACT
(Powdered Activated Carbon Treatment) and WAR (Wet Air
Regeneration) technology which helped in nil generation of
sludge. A total of 933.7 TKL treated water was recycled back to Responsible Waste and Effluent Management
process unit cooling tower thereby reducing equivalent amount of BPCL is conscious about the fact that waste generated from its
fresh make up raw water, in FY2021-22. refineries and other operations can cause harm to environment and
Recycling of wastewater is achieved through Effluent Treatment community. Thus, BPCL has pledged for reducing its waste generated
Plants (ETP) in the refineries and treated water is used for various by its operations, implementing effective waste treatment techniques
non-potable purposes. and directing it to disposal through authorized vendors.

5- R Rule for Waste Management
Followed by BPCL
Waste management process poses environmental

issues at every stage, which includes the collection,
transport, treatment, and disposal of waste, together with
monitoring and regulation of the waste management
process and waste-related laws, technologies, economic
mechanisms. BPCL, as a responsible corporate, ensures Sultanpur LPG plant installed dry / wet dustbin at canteen / public areas for segregated disposal of
that various applicable processes and actions are wet/dry waste
undertaken to manage the waste from its inception hazardous wastes. BPCL has started tracking the details of waste generated
to its final disposal. BPCL complies with all statutory through its HSSE portal. BPCL disposes hazardous waste generated in its
norms and regulations stated by MoEF&CC, CPCB and locations and refineries through MoEF&CC/CPCB registered recyclers or
SPCB diligently reprocessors as per the statutory requirement. Systems are also in place to
BPCL’s operations generate both hazardous and non- handle non-hazardous waste responsibly.
Batteries/Electronic Waste WASTE MANAGEMENT MEASURES
Handed to Suppliers through buy The
Arbitration and Conciliation Act, 1996
or any other modification thereof
A. Sludge Disposal
in force. back agreements i. BPCL MR has taken initiative to use enzyme-based
additive which can Bio-Remediate Water mixed oily
sludge very fast. During the year 339 M3 of oily
Used Filters/Used Oil/Used Cotton
Bio-Medical Waste
Handed to PCB authorized vendors sludge has been treated and oil content was reduced
Handed to Authorised Vendors as
approved by PCB’s
for further treatment and disposal below 0.5%wt in MR whereas 25 M3 of hazardous
in secured ladfills
waste disposed through bioremediation in KR.
ii. In KR, net sludge processed was 4157.2 M3 and net
oil recovered was 1572.9 M3, i.e., 37.84% whereas
in MR net sludge processed was 5008.90 M3 and net
Ferrous Scarp Residual Sludge oil recovered was 2059.56 M3, i.e., 39.60%, during FY
Sold to authorzed agencies for Disposal through PCB authorized
recycling and refurbishing vendors/ co-processing/bioremediation
2021-22.
B. E-Waste Management
BPCL firmly believes in unlocking circularity of the
Paper
Sold to authorized agencies for
resources and thus diverts E-waste and Non-hazardous
recycling scrap for recycling and refurbishing through registered
recycler. During FY 2021-22, 2.57 tonnes of e-waste
disposal completed in line with Pollution control board
BPCL has been consistently exploring means to reduce intake of virgin materials guidelines.
through recycling of waste generated from its operations. There was no
hazardous waste imported, exported and shipped from BPCL locations. Details C. Biomedical Waste Disposal
of hazardous and non-hazardous wastes generated in BPCL are mentioned in BPCL is generating biomedical waste of less than
Annexure 3 of this report. 1 kg per day which is disposed of on daily basis in the
BPCL HSSE team has been undertaking training sessions on capacity building colour coded bag/container. An authorized agency
program on disposal of hazardous waste / zero waste to land fill certifications/ collects the biomedical waste and disposes as per
Water balance study/ sustainable development/ GHG inventory/ carbon Bio Medical Waste Management Rules, 2016. Total
sequestration etc. Biomedical waste disposed by refineries for FY 2021-
22 is 0.16 MT which has reduced by 27.3% as compared
to last financial year.

D. Flare Gas Recycling F. Paper Waste
Flare Gas Recovery system (FGRS) at Mumbai refinery for emission reduction Recycling of paper waste collected from BPCL Mumbai
and energy conservation is in operation. Flare Recovery facility recovers offices amounting to approximately 3.96 MT in FY
the Flare Gases and puts them back into the Fuel Gas System, thus reducing 2021-22.
precious hydrocarbon loss and minimizing fuel consumption and emissions.
In FY 2021-22 total flare gas recovered was 1,066 MT from MR which was WASTE RE-PURPOSED
subsequently treated and again used as fuel gas in process furnaces whereas BPCL refineries manage waste through following three
Flare gas recovery from KR was 3,910.6 MT. mechanisms.
E. Utilization of Organic Waste a) Waste to Product concept

New mechanical composting machines were added in Marketing locations for i. KR explored a better option to dispose spent
composting of organic waste. Approximately 325 MT of compost generated charcoal through pet coke and disposed 140 (MT) of
through organic waste in marketing locations during FY 2021-22. spent charcoal as product through pet coke which
would otherwise dispose of through secured land
filling.
b) Waste to Recycle Concept

i. Around 93 MT of Spent clay and bio-remediated
sludge were reused inside Refinery premises for
landfilling instead of disposing through TSDF.
ii. MR sold 26.62 MT of Chemical drums and 10 MT of
Transformer oil for reusing purposes
c) Waste to Recovery concept

i. KR Spent catalyst generated from hydro treating
process units were sold to recycler for precious
metal recovery items and the total quantity recycled
was 1,700 MT.
ii. MR sold around 40.62 MT of LOBS & CCR Spent
Decentralized Micro Compost Plant at Thiruverkadu, Tamil Nadu catalyst for metal Recovery.
CERTIFICATION OF ZERO WASTE TO LANDFILL
The biodegradable kitchen waste from canteens is
BPCL as a responsible organization is ensuring non contamination of soil due transported in drums to biogas plant. The waste is mixed
to its operations. BPCL is taking certification through third party confirming the with water in the motorised mixer before feeding it to the
above for its operating locations. BPCL has received Zero Waste to Land fill anaerobic digester. This waste in presence of bacteria
certification for Mumbai Refinery and 82 Retail locations during the financial produces biogas containing methane in the anaerobic
year .By 2025, BPCL targets to certify all operating locations for Zero Waste to conditions of the digester. The digester slurry is discharged
Landfill. from bottom and taken to Sludge drying beds. The slurry is
dried and is used as a fertiliser. When used as bio-fertilizer,
it adds humus, supporting microbial activities of beneficial
soil organisms, increases soil porosity and water holding
capacity. This results in increased crop yields as it has all
nutrients for a healthy growth of the plants. About 5,469
M3 of biogas was generated during the financial year
2021-22 in Mumbai Refinery which is equivalent to about
2,500 kg of LPG and similar quantities in Kochi refinery
also through organic waste.
Plastic Waste Disposal

1. Plastic Disposal through Extended Producer
Responsibility as a Brand Owner
BPCL have been registered successfully by Central
Pollution Control Board (CPCB) under Plastic waste
management rule for EPR. As per GOI notification
MINISTRY OF ENVIRONMENT, FOREST AND CLIMATE
CHANGE 16th February 2022 called as “Plastic Waste
Management (Amendment) Rules, 2022” or Extended
Producer Responsibility for Plastic Packaging. BPCL has
Biogas Plant disposed off approx. 804 ton of plastic waste in the FY
2021-22 under Extended Producer Responsibility.
BPCL has six canteens serving about 3900 meals per day, generating around
450 Kgs/day of Kitchen waste. The generation capacity of biogas is 0.09 cubic Salient features of EPR
per Kg. of kitchen waste. The biogas plant installed is of 85 cubic meter capacity • As per notification any Plastic product sold in market
at both refineries MR and KR which is be utilised to replace 40 kg of LPG per day. by Brand owners/ Manufacturer – It should be

collected, segregated and disposed as per CPCB norms, i.e Plastic packs on this technology a Waste Plastic based Road (WPR) was constructed at
includes – Laminates/Pouches, HDPE - container, Pails, HDPE Barrels etc. industrial site of M/s ITC Limited at Nadiad, Gujarat. It is pertinent to mention
• As BPCL is in the business of Lube manufacturing, packaging and selling that the entire expenditure of road preparation was funded by ITC. A public
of lubricants under the brand name of “MAK” in Indian market, it has to road of 500-meter length and 12-meter width has been constructed using
establish a system for management of plastic waste generated as a brand 35 metric tons of waste plastic at Sector 129 (near Noida-Greater Noida,
owner. UP, Express way). About 22 metric tons of plastic waste is utilized in 2000
m2 area in environmentally friendly manner. Considering the outcome, the
• The process involves Collection and Scientific disposal of post-consumer
developed process has potential of deployment at large scale on sustainable
Recyclable and Non-Recyclable Plastic waste and other associated works
basis. This is also contributing significantly in reducing CO2 foot prints and
like Submission of yearly reports to CPCB.
fulfilling the goals set under “Net Zero Mission”.
2. Road from Waste Plastic: An initiative towards “Swachh Bharat
Mission” Effluent Management
Disposal of waste plastic is one of the critical challenges being faced globally.
BPCL has effluent treatment plant (ETP) at all its operational units which are
As an initiative under “Swachh Bharat Mission”, a novel process has been
closely monitored for the release of effluents. The quality of the treated effluent
developed for preparation of a waste plastic module from End-of-Life Plastic
water has been tested and found to be in conformance with regulatory standards
and demonstrated its effective utilization in road construction Further, based
and is generally utilized for gardening and other purposes . BPCL releases a
larger part of treated wastewater to open lands which is within the limit of the
location. The wastewater that is released outside the operational premise has
not impacted negatively on any other water body and it has not been utilized by
any other organization for any purpose.
BPCL has taken an initiative in collaboration with Rashtriya Chemicals and
Fertilizers Ltd. (RCF) to build Sewage Treatment Plant to convert the sewage
effluent management water supplied by Municipal Corporation of Greater
Mumbai (MCGM) and generated treated water which can be used by Mumbai
Road from Plastic Waste STP Overview STP Aeration basin area
Refinery & RCF as fresh water for industrial purpose. The Through this initiative, the organization has achieved the following:
Effluent Treatment Plant (ETP) at MR comprises of PACT • Recycling of waste sewage water (increased resource-use efficiency)
(Powdered Activated Carbon Treatment) and WAR (Wet Air • Reduction in Water Pollution
Regeneration) technology which helps in nil generation • Spared fresh water of MCGM for communities and adequate supply in all
of sludge. seasons.
• Improved Biodiversity
Treated Effluent Water Quality vis-à-vis • Ensured Business Continuity of Mumbai Refinery
Statutory Standard at Mumbai Refinery • Partial Redundancy of Fresh water supplied by MCGM
25.00 • Saving of cost by using treated water from sewage treatment plant
20.00 • Collaboration with other Industries (RCF) to adopt innovative technologies
20.00
17.41 • The project is Compliant and approved by State PCB.
15.00
15.00
The capacity of Rastriya Chemicals & Fertilizers (RCF) is 22.5 MLD of municipal
11.20
10.00 8.50 sewage that would produce 15 MLD of treated water (where BPCL share was
7.57
5.00
6 MLD & RCF share was 9 MLD). RCF is regularly monitoring the quality of
5.00 wastewater discharge after treatment of sewage water and ensuring that it
2.22
0.350.20 0.50
0.00
0.19 does not lead to water pollution. BPCL MR has reduced its dependency on BMC
pH BOD TSS Oil & Grease Phenols Sulphides freshwater supply by using 2,118.2 TKL of STP water received from RCF during
Standard FY2021-22
FY 2021-22.
A total of 933.7 TKL treated water was recycled in process cooling towers at BPCL
Treated Effluent Water Quality vis-à-vis MR thereby reducing freshwater consumption. The Fresh water consumption
Statutory Standard at Kochi Refinery of Mumbai Refinery from MCGM is reduced by 40.36 % .
Environmental Initiatives
Each of BPCL’s location undertakes significant initiatives to reduce the negative
effects of daily activities on our immediate environment. Awareness Program
on Climate Change was conducted for all Business Units. KR and MR have
conducted Flood Modelling Study and Waster Stress Assessment as per TERI
recommendations on Climate Change study
BPCL HSSE Portal

A cloud base d HSSE Portal was created as a centralized repository of HSSE data,
which included data on sustainability parameters, GHG emission inventories,

Tree Plantation
BPCL holds mass tree plantations in all operating locations to beat air pollution
and increase carbon sequestration. BPCL has planted approx 90,000 trees in
FY 2021-22 making a total of approximately 4.76 lacs trees as of March 2022.
These tree planting initiatives have contributed to an increase in CO2 sink by
12000 MTCO2e.
No of Trees
Total No of Trees Total No of
Available as Tress Planted
Trees till Survived Trees till
on 1st April Apr - Mar 22
March 2021 Apr - Mar 22 March 2022
2020
320,261 3,89,279 5,37,271 86,680 4,75,959
BPCL HSSE Portal
minutes of Environment Cell meetings held at all marketing locations etc. to

take environmental initiatives and ensure environmental compliance.
Ecological Park
An ecological park has been
developed by planting
4000 saplings of different
species of trees, flowering
plants, herbal trees, etc.
Now the ecological park
and the treated effluent
waterbed attract different
birds including seasonal
migratory birds.
Seed Bombing
Around 5 lakh seed bombs were planted through Seed
Bombing technique in Maharashtra region which includes
Retail locations, LPG plants, MMBPL Pipeline (ROU) and
other areas by engaging services of Environment Institute
M/s SIES, various NGOs, NCC cadets and Govt. bodies.
Collection of seeds of native sps. by SIES College
Standard seeds of native tree sps.
Community mobilization in seed ball preparation
Dried seed balls ready for packaging
Distribution of Seed Bombs to Tank Lorry crew to spread the

greenery along their routes

Miyawaki
It is a technique, where various native species of plants are planted close to each other so that the greens receive sunlight only from the top and grow upwards
than sideways. As a result, the plantation becomes approximately 30 times denser, grows 10 times faster and becomes maintenance-free after a span of 3 years.
BPCL MR in collaboration with Central Railway had planted 1000 tree saplings of native species using MIYAWAKI method at Lokmanya Tilak Terminus (LTT) Kurla on World Environment Day, 05th Jun-2021.
Kochi Refinery in its initiatives to improve greenery has planted 8340 Saplings during FY 2021-22.
Respecting
Workforce

Employees are critical to the success of our Employee Benefits is brought out from the amount standing to
diverse business offerings, creating value the credit of the individual member.
At BPCL, we believe that our employees are
and assisting us in meeting the expectations
the key to our long-term success as an oil and The undermentioned benefits and guidelines
of our stakeholders. BPCL endeavours
gas market leader. BPCL has implemented a are applicable for all permanent employees.
to provide a secure and productive work
number of policies and schemes to ensure
environment and offers prospects for
both professional and personal growth.
the well-being of our employees. In addition Remuneration and Allowances
to the statutory employee benefit, BPCL BPCL provides equal opportunities for its
The company supports equitable access
contributes 12.5 percent of wages to the BPCL employees to maximize their individual
to employment and supply opportunities
Employees Contributory Superannuation potential and carefully evaluates their
without discrimination and acknowledges
Fund as a pension contribution. There is abilities and accomplishments on business
the differences in employee “backgrounds
no contribution from the employees and sites, regardless of personal factors. Gender
and skills.” Our people initiatives promote
these pension benefits are available to all discrimination is strictly prohibited at all
the holistic development of our employees
management, non-management staff who BPCL locations and the basic salary and
and creates conducive work environment &
superannuate from service and the annuity remuneration ratio of women to men in this
safe workplace.
FOCUS AREAS
01 02 03 04
Provident Fund
Employee Benefits Life Insurance
EPS 1995
Contribution
Maternity Leave
Superannuation Benefit Gratuity Leave without pay for
Panternity Leave 3 years once in entire
Performance Linked service
Incentive (PLI) Medi-claim Policy
Fair Labor Practices
05 06 07 08
Employee Engagement
Fund Scheme
Vehicle Loan Whistle Blower Policy
Post Retirement Performance Incentive
Burma Shell Pensión New pensión Scheme
policy Scheme (PSI)
Scheme Compensation on death
Capacity Building Initiatives Housing Loan

category of management is 1:1. It encourages women to advance to positions Our constant mantra of an energised workplace has resulted
of power. This calculation takes into account the minimum wage schedule for in best-in-class HR practices which incorporate state of the
unskilled labor also in accordance with the applicable central or state rates art facilities for rightful working and joyful living infusing
(whichever is higher). high energy. BPCL does not discriminate between its
permanent and contract employees on the basis of caste,
The salary of the highest paid individual (Chairman & Managing Director) in creed, disability, citizenship, origin and compliance. All
FY 2021-22 was INR 54,05,440.50 per annum. The ratio of the annual total employees are treated with dignity and BPCL has developed
compensation of the highest-paid individual to the median annual total a strong and mutually beneficial association with its
compensation for all employees is 2.927:1 and the ratio of the entry level wage workforce. BPCL employees must mandatorily abide to
for both men and women to the minimum wage is 1.69. The median percentage the legal commitments towards governance and ethical
increase in annual total compensation, over previous year, for all employees conduct, which encompasses aspects like Human Rights,
(excluding the highest-paid individual) is 11.7%. The percentage increase in Child Labor, Forced Labor, Fair Wages and Gender Equality.
the total annual compensation of the organization’s highest paid individual is BPCL being a responsible organization complies by all the
7.24%. national and international Human Rights standards.
FY FY FY Freedom of Association and Collective

Particulars
2019 - 20 2020-21 2021-22 Bargaining
Annual total compensation for
the organization’s highest-paid INR 47,26,380 INR 50,40,501 INR 54,05,440.50 BPCL recognises the right of all employees to establish and
individual join trade unions, as well as to conduct wage negotiations
Median annual total compensation
Worker’s rights to
for all employees (Excluding the INR 16,54,209 INR 16,53,111 INR 18,46,689
refuse to work in
highest-paid individual) unsafe environments
Fair Labor Practices
Formal
Contract
with Trade
UnionS
Methods to implement
Mechanisms to raise
constant inspections at
various locations safety concerns
on a collective basis. Zero discrimination against the employee representatives
is assured and are given access to all places of work in the performance of their Kochi Refinery launched Contract
duties as representatives. There are 19 registered Trade Unions operating in
BPCL and about 96% of its workforce (non-Management employees) are covered
Workforce Management System
under the provision of collective bargaining. Contract Workforce Management System is an
application for seamless online onboarding
This helps to ensure transparency, trust, and active involvement of entire of contract workforce was launched by Kochi
workforce. The health, safety and welfare provisions of Factories Act, 1948 are
Refinery in June 2021. The CWMS is an integrated
applicable to the operating locations of BPCL. Any long-term settlement signed
platform for processes that were hitherto carried
with Trade Unions consists of explicit clauses pertaining to the safety and
out through the ESI Portal, HSE Training and IIMS
security of BPCL employees.
Security Portal. The Contractors Association was
Measures taken by BPCL intended to support freedom of association and also enrolled in this process assimilation. This
bargaining digital based initiative will help in productivity
improvement of contract workmen and man-
power rationalization.
Legally binding employment relationship

BPCL has a long-term settlement (LTS) agreement with
Samagam Union Meetings its unionized employees, which covers the details of the
notice period for consultation and negotiation of the
organization’s operations. Prior to the implementation of
significant operational changes that may have a significant
Workshops are conducted Regular union mee ngs are impact on employees and their representatives, a minimum
for union leaders in various conducted in which employee notice period of 21 days is typically provided.
regions and refineries. The representa ves discuss and
goal of these workshops resolve various issues with Recruitment of contractual workforce is done as per the
was to provide information the human resource team scope of work and the skill sets laid down in the project
on new strategies and which ensures speedy and contracts. It is the responsibility of successful bidder
initiatives implemented by effec ve solu on for to deploy the labor as per requirements. During the
various business units to employees onboarding process, the contract labors are imparted
address the changing training on Company’s policies, procedures and safety
environment. aspects. Remuneration and incentives, including overtime
payment are paid as per the Minimum Wages Act and other
statutory requirements.

Human Rights strive to provide facilities and benefits to workmen beyond the statute and this
contributes to employee engagement and the final results.
“Care for People” is one of our core values and a central
theme of our Vision. HR team ensures that workers and
contract labor are provided with all applicable amenities.
Minimum wages, Welfare measures and Social Security
benefits are ensured. An assessment of statutory
compliance is made by HR Team at Operating locations
through both online and offline modes on annual basis.
Necessary advice is given to locations to ensure worker
welfare and statutory compliance under various Labor
Acts. No child or bonded labor is engaged for handling
the work in connection with the contract or contravene
any of the Government Rules and Regulations in this
regard. Statutory Compliance factor is a major evaluation
criteria under ‘Best Place to Work’ awards. BPCL always
Impact of HR Policies No discrimination in the employment

BPCL doesn’t tolerate unlawful discrimination or harassment of its employees,
Complaints pending at eh end or any value chain partners. There is no discrimination on the basis of race,
0 of the financial year gender, ethnic origin, nationality, caste, class, or religion. The Company has a
zero tolerance for sexual harassment at workplace and has put in place formal
procedures in accordance with the Sexual Harassment of Women at Workplace
(Prevention, Prohibition and Redressal) Act, 2013. Human rights reviews
Cases of discrimination at
and impact assessments are carried out throughout the value chain. Sexual
0 employment harassment cases are handled with great care and sensitivity at BPCL. There
were two complaints related to sexual harassment which were subsequently
resolved by the Internal Complaints Committee during the financial year.
Cases of child labor/forced
0 labor/involuntary labor Minimum Wage
Remuneration and incentives, including overtime payment are paid as per the
Minimum Wages Act and other statutory requirements.
aspiration to make BPCL a great place to work. The focus areas of ESE cell are
individual wellness (physical and emotional), individual proficiency (skillsets),
and circulating positive advisory through its internal E-magazine – ESE Connect:
Human Rights in Supply Chain Life.
BPCL prohibits the use of child and forced labor in its supply Despite the difficulties posed by the pandemic, the ESE team ensured continuous
chain and locations. The Company’s General Conditions of employee connect through various means, including an online mode and
Contract (GCC) establishes the conditions for the abolition proactively interacted with over 1,864 employees to understand their issues and
of child and forced labor, gender equality / No discrimination grievances, if any, and resolved them. ESE chart out plans for enhancing employee
on the basis of caste or creed, disability, citizenship, origin satisfaction through employee wellness, employee connect and prompt
and compliance with all applicable statutory rules. Bidders grievance redressal. The Employee Satisfaction Enhancement Department
are required to sign an agreement meeting the above received 25 grievances, all of which were resolved within the reporting period.
requirements during the tendering stage. During the year, Furthermore, there were no significant fines and non-monetary sanctions for
there were no cases of child labor, forced or compulsory noncompliance with laws and/or regulations in the social and economic area.
labor, or other human rights violations.
ESE is continuously making efforts to enhance the wellness of employees by
arranging webinars with the tag line “Wellness – Staying healthy starts from
Conducive Work Environment within”. ESE’s effort to normalise conversation around mental health was
The Employee Satisfaction Enhancement (ESE) cell of BPCL recognised by the Indian Health & Wellness Council in its 7th IHW Awards with
continues to work across employee categories with the a Bronze award for BPCL. ESE observed the month of October 2021 as Mental

Health Month and ran various campaigns and panel discussions with our senior
leaders and counsellors in the panel.
HR Accolades
BPCL supporting Women Empowerment: All-women

Fuel Station commissioned in the southern Indian state
of Karnataka
‘Leadership in HR excellence’
Bharat Petroleum bagged the highly coveted ‘Prize for

Leadership in HR Excellence’ at the 12th CII National
HR Excellence Awards Confluence 2021-22. With this
achievement, Bharat Petroleum has become one of the
very few organizations that have crossed the “600+ band
barrier” for the second consecutive time. This achievement
reflects our organization’s belief that engagement is about
more than policies, processes, or best practices; it is about
building a strong culture that is driven by values and
purpose that have been established over time.
Kochi Refinery’s Pooja Baliga, Harsh Lathiya &
BP Keshwapur company-owned company-operated (COCO) Petrol Pump Pratik Bhatt wins ‘Champions of PSU’ award at AIMA
commissioned by BPCL Belgam Retail territory, is 1st ever 100% women
BPCL Kochi Refinery Pooja Baliga, Harsh Lathiya and Pratik
operated petrol Pump across Karnataka. A three-day classroom training
Bhatt won the ‘Champions of PSU’ award in the recently
and a three-day on-job training were given to them, which included BPCL’s
held 47th National Competition for Young Managers
Das Kadam, 10 Commandments for Service Excellence. Among several
conducted by All India Management Association (AIMA),
initiatives of Bharat Petroleum, geared to empower women in various
virtually on 17th September 2021. The theme for this year
ways, this has been a shining example of women empowerment at the
was ‘Transformation for continuity: Innovative practices for
grassroots, for others to imitate.
resilient organizations’. Pooja Baliga has also won the ‘Best
instrumental in meaningful recognition to more than 300 Woman Leaders over
the last 5 years.
Employee Engagement
Young Manager’ of the year 2021 award in PSU category.

Employees are essential to achieve our goal of industry leadership and long-
Future Woman Leaders’ Summit presents term profitable and sustainable growth over the long term. We accelerate
“Technology Leader of the Year” award to BPCL’s development of our people, grow and strengthen our leadership capabilities
Nasreen Khan and enhance employee performance through following strong engagement
Nasreen Khan, Team Member, Corporate Strategy, BPCL activities:
won the “Technology Leader of the Year” award presented
by Future Woman Leaders’ Summit which is India’s most
impactful meeting grounds for Woman Leaders to get
inspired, rejuvenate their aspiration and to get recognised
among peers. Future Woman Leader Awards has been
iPassion
Our areas of passion are an extension of our personalities and a true reflection of

our various intelligences. The iPASSION initiative has introduced a platform for Transition assistance programs
all BPCians to engage, bond, and learn from fellow colleagues who share similar
BPCL cares for its retired employees. The existing portal for
passions. It is a unique platform based on Howard Gardner’s multi-intelligence
ex-staff was comprehensively revamped and made more
theory, with an aim to leverage the talent of our employees beyond their professional
user friendly with a host of new features like self-update of
duties. All passions have been classified according to various intelligences, and
contact details etc and also made available on the mobile
where multi-intelligences are involved, they have been classified appropriately.
application.
The L&D Team creates engagement initiatives based on passion areas and
employs in-house talent for various internal platforms.
Youngage
YOUNGAGE is an Employee Engagement initiative exclusively designed for
Generation Y officers in the organization. This initiative aims at sensitising the
GEN Y employees with the work ethics, culture and values of the organization
and also to understand and meet their aspirations & expectations thereby
ensuring high level of engagement and performance.
Under YOUNGAGE brand, the following interventions have been taken:
• Synergy – Collaborate to Win: Experiential learning program for high
performers across the organization.
• GENIE – GEN Y Annual Business Event: Designed to provide a perfect platform
for the young officers to showcase their talents and skills in the areas of
Strategic thinking, Marketing, Managerial Skill, Creativity and Innovation.
• Meet the Leaders: Platform designed to bring leaders and GenY together.
• GEN Vent: A voluntary adventure club to satiate the GEN Y interest in activities
beyond his professional life like trekking, para-gliding etc.
Roshini Plus: Employee Assistance Program

Roshni Plus is an innovative Employee Assistance Program for 24/7 face-to-
face counselling or online counselling provided by empaneled professionals
for employees and their families. During the year, the ESE cell sensitized
480-linemanagers of their role in creating a positive, stress-free workplace and
the way in which they can enable their team members to reach out for help
through the Employee Assistance Program (EAP) being offered by ESE. Online safety training to retired employees
Sports Corner
BPCL has a long history of assisting
aspiring athletes on their path to
success, which is distinguished by
high desire and the perseverance
required to attain it. The business has
inducted approximately 200 athletes
from various athletic disciplines,
supporting and encouraging them
while also serving as a springboard
for their ambitions during previous
years. Since 1987, Bharat Petroleum
began inducting players who excelled
at the state and national level, with an
objective of seeing them excel at the Team BPCL participated with other 6 Oil PSUs in 40th Inter Unit Petroleum Sports Promotion Bharat Petroleum defended the PSPB Volleyball Title for the
PSPB (Petroleum Sports Promotion Board (PSPB) Cricket Tournament. BPCL’s gritty all-round performance powered them to the fourth year in a row
finals of the PSPB Tournament
Board) inter-unit tournaments.
Bharat Petroleum clinched Times Cricket Shield Division-A Title (2021-22), the oldest and largest Team BPCL made a big splash at 1st PSPB Swimming Tournament 2021-22
corporate tournament in the whole of Asia, after defeating the Central Railways Sports Association

Career Management
CALIBER ASCEND
“CALIBER” project was started by BPCL with “ASCEND” project was created
the intention of organizing the process of to offer BPCL employees multi-
evaluating, identifying, and developing the rater evaluation, multiple level
organization’s current talent. After this project, personnel review, integrated
managers at the middle and senior levels feedback, and personalised
undertook a thorough, all-encompassing plans for employee
assessment process, which was followed engagement and skill
by a thorough review, integrated feedback, development. This produced
and enrichment programs. After this level of a system that was open,
management and on receipt of favourable cogent, and unambiguous,
review, the process was expanded to include allowing employees to
every BPCL family member. see their progress clearly
and enabling better
Career Management critical for enabling growth and ensuring business formulation of employee
continuity is highly valued at BPCL. Regular appraisals are geared towards goals in accordance with
identifying, rewarding and encouraging employees who excel. Additionally, at organizational growth.
BPCL, training needs are identified and earmarked, and employee goals are also Ability, aspiration,
streamlined to promote career growth. All management staff of BPCL received and performance
a regular performance and career development review during the reporting engagement are
period. Workmen across all domains such as Marketing, Refineries also receive the three primary
regular performance appraisals. The performance ratings are mapped to criteria used by BPCL’s
the Line Managers and communicated to the workmen. HSSE related targets “ASCEND” approach
always remain one of the important factors in the performance appraisal for to evaluate individual
both Management and Non-Management Staff. Performance targets which are performance.
mutually beneficial to individuals and the company are also clearly identified
and worked on.
BPCL has implemented programs to assist in locating and actively developing
talented employees within the organization. BPCL launched projects ‘Caliber’
and ‘Ascend’ to equip employees with the knowledge they need to take decisive
action and advance their careers.
Learning and Development
17.76 17.55 20.21

Training hours per Training hours per Male Training hours per Female
employee employee employee
BPCL has a number of cutting-edge learning and development methods that are
highly experiential and constantly challenge employees to test and improve their
strengths. The company has developed a learning paradigm for line managers
as a result of these initiatives. This organizational initiative has resulted in the
strategic alignment of learning and development initiatives centered on the
creation of a “leadership pipeline”.
The employees of Bharat Petroleum gain from these leadership development
tools by learning interpersonal skills like:
Art of giving Developing high Effective

feedback performing teams communication
Grooming Performance People

subordinates management management

Training and development form an integral part of the organisation’s competency Learning and Development Initiatives
building program. BPCL continues to improve the learning of their employees The structured learning and development framework at BPCL offers a wide range
through generic and customized functional as well as behavioural training of opportunities and supports the overall development of its employees. The
which is inclusive of safety related training. During FY 2021-22, 1,52,595 hours people development initiatives include:
of total training was provided to all employees inclusive of both management
and non-management staff. The continuous learning initiatives are developed
in union with established premier institutions to offer individuals distinctive
‘Story Telling Competition’, titled Mercurix – a pan-India competition
custom training programs suited to their organisational goals and growth.
launched in 2010 for employees to showcase their leadership capability
As a part of Capacity Building which includes Strategic Target for Enhancing to inspire and motivate using business storytelling as a tool to develop
Performance (STEP), Corporate HSSE arranged & imparted trainings for more story telling skills in employees, which is essential to every professional
than 10000 Man-hours covering 2500 participants on various topics of Health, while delivering speeches, making presentations or launching campaigns
inculcating effective leadership and culture-building in the organisation.
Safety, Security & Environment, including self-paced mandatory online trainings MERCURIX
through M/s Dupont for HSSE role holders on strategic 14 modules.
Functional, Behavioral and Safety Training

BPCL has developed Socratix a Case Study challenge for employees,
Particulars Total Hours Total Hours launched in 2009 with the objective of fostering innovation, analytical
Total Hours [FEMALE] rigor and strategic thinking. It is a platform for the employees to sharpen
[MALE]
SOCRATIX their commercial awareness, report writing and presentation skills
Management 1,24,185 12,697 1,36,883
Non-Management 15,150 563 15,712
The aspiration to document our extraordinary achievements, capture
Total 1,39,335 13,260 1,52,595
organization’s tacit knowledge, vital information and create a repository
that can be easily accessed within & outside our organization, led to
RYTINK the design and launch of biannual platform called Rytink during FY
2014-‘Rytink’ presents a unique opportunity for employees to capture
the critical stories and best practices that have helped BPCL in its journey
so far.
VIZDOME
Vizdome is a video learning platform created to capture tacit knowledge
of the employees by enabling them to create their own videos. The
platform has business wise channels to provide specific learning inputs
to the learners on various processes, SOPs, Guidelines and new initiatives.
Enabling a self-learning culture
LMS (Learning Educational assistance

E-Learning Programmes E-library
Management System) scheme
LMS, a technology plat- Approximately 6,200+ Bharat Petroleum support BPCL has subscribed to
form that integrated Management staff across employees who choose to the EBSCOhost - Busi-
Learning and Develop- the country, BPCL has in groom and upgrade their ness Source Corporate’s
ment with various HR place a comprehensive skills and knowledge by (Elton B Stephens Compa-
processes, has ushered in world class e-learning li- pursuing higher educa- ny) – on-line library since
a new way of Learning at brary which offers com- tion, through its Liberal 2005 onwards. EBSCO’s
BPCL. It has made learn- prehensive self-paced Financial Assistance pro- online library consists of
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learning options. The gram. top management journals
to the learning framework e-learning modules are ac- like HBR, magazines, in-
and Individual Develop- tively used to complement dustry reports, etc. and is
ment Plans, at the finger- the classroom training to the world's most-used ref-
tips of the employees. The ensure blended learning erence resource. It is a cus-
LMS enables learner to ac- to the participants. tomizable, intuitive search
cess to learning informa- experience designed to
tion, data and repository cater to user needs and
TRAINING CENTRE
seamless and all through preferences at every level
the day through mobile.
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.
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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
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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
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To enrol yourself for any of the SAP Training courses, download the registration form and the consent form, fill
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Permanent and Contractual Labor break-up
Bharat Petroleum organized the grand finale of its flagship internal
communication and knowledge-enhancing program for employees – The Particulars FY 2020-21 FY 2021-22*
Brand Quiz Baadshah – in Mumbai Total number of permanent employees 9,251 8,594
Total number of contractual employees 23,450 18,560
*As on 31st March 2022
Approximately 90% Contract Labors are engaged in Non-Project and 10% in

Project contracts. Contract laborers are engaged by contractors for non-core,
sporadic and peripheral nature of jobs as per “Contract for Services”. The number
is dynamic and changes depending on projects/works being undertaken. No
casual labor is currently engaged in BPCL.
Employees Break-Up
Brand Quiz Baadshah saw a nationwide participation of more than 2600 Management and Non-Management Break-up
employees. Notably, the quiz entered Asia Book of records and India Book
of Records in 2018, having been recognized as the largest corporate brand Total number of permanent
Male Female Total
engagement program in Asia. The objective of this super quiz is to energise employees (break-up)
employees across the length and breadth of the organization and enhance Management 4,612 482 5,094
their brand and business knowledge. Non-management 3,326 174 3,500
Total 7,938 656 8,594
Employee Categorization Number of employees that availed leave (parental)*
Employees at BPCL are classified into management and non-management
Return to work and retention rates Non-
staff. The employment type provided by BPCL is of full-time in nature for Management
after parental leave management
the permanent employees. BPCL being an oil and gas sector company, does
not show any significant variation in the numbers reported for permanent Employees availed parental leave 20 0
employees due to seasonal variation. BPCL does not engage in or support direct Employees that returned to work after
or indirect discrimination for employees in their appointment, compensation, parental leave and are employed in the BPCL 16 0
termination or retirement based on caste, religion, disability, gender, age, race, after 31st March 2021
color, ancestry, marital status or affiliation with a religious or union organization BPCL does not collect this data on the basis of gender
or minority group.
Return to work rate 16/20 = 80%
Retention rate 16/7 = 228%
The employee categorization data based on gender, age and region presented in the tables below. This does not include contractual labor information.
Age wise distribution of Permanent employees New employee hires: (Age wise)
Age Range Management Non-management Total Age Range Management Non-management Total
< 30 years 1,135 320 1,455 < 30 years 20 0 20
30 – 50 years 2,724 1,457 4,181 30 - 50 years 0 0 0
50+ years 1,235 1,723 2,958 50+ years 0 0 0
Total 5,094 3,500 8,594 Total 20 0 20
Regional distribution of Permanent Employees Turnover (as per gender - Male)

Management Non-management Number of people who left the organization - Male in 308
Region Total
Male Female Male Female Management position
North 856 84 326 28 1294 Number of people who left the organization - Male in Non- 294
South 689 94 203 11 997 management position
East 463 31 173 9 676 Total 602
West 1516 199 494 64 2273
Mumbai Refinery 485 39 824 24 1372 Turnover (as per gender - Female)
Kochi Refinery 603 35 1306 38 1982
Number of people who left the organization - Female in 52
Total 4612 482 3326 174 8594
Management position
Final Total 5094 3500 8594
Number of people who left the organization - Female in 24
Regional distribution of newly recruited Employees Non-management position
Total 76
Management Non-management
Region Total
Male Female Male Female
Turnover (as per employee category)
North 0 0 0 0 0
South 0 0 0 0 0 Number of people who have left the organization - 360
East 0 0 0 0 0 Management Position
West 16 4 0 0 20 Number of people who have left the organization – 318
Mumbai Refinery 0 0 0 0 0 Non-Management Position
Kochi Refinery 0 0 0 0 0
Total 678
Total 16 4 0 0 20

Turnover (as per age group)
Number of people who have left from the organization Management Non-Management Total
Number of people who have left from the organization
123 12 135
(<30 years)
Number of people who have left the organization
74 11 85
(30-50 years)
Number of people who have left from the organization
163 295 458
(>50 years)
Total 360 318 678
Number of people who left the organization: Turnover (as per region)
Region Management Non-management Total
North 54 42 96
South 61 35 96
East 29 38 67
West 110 79 189
Mumbai Refinery 57 42 99
Kochi Refinery 49 82 131
Total 360 318 678
Ensuring
Workplace
Safety

BPCL Motto: Safety First - Safety Must
Health and Safety of our
Health, Safety, Security and Environmental initiatives
employees is of paramount
remain at the core for business activities of BPCL. The
importance to us. We remain
objective is to achieve zero incidents, effective containment Corprate HSSE Council
committed towards Zero
of hydrocarbons and mitigation of associated hazards &
Harm, Zero Incident & Zero
continuous improvement in the processes. Safety and
Excuses to Health, Safety and
security are in-built in the fabric of BPCL, apparent in 4 Regional Councils
Security of all Stakeholders
the BPCL motto of ‘Safety First - Safety Must’. We are
and Society with a deep- continuously striving to identify and mitigate the risks
rooted Sustainable Leadership posed to our employees and our workers in our business. Unit level HSSE Committees
in Environment Management
for the creation of a productive
and hospitable workplace.
3-tier safety governance structure to implement
and monitor HSSE activities
up which engages with the BUs in

ZERO INCIDENTS policy formulation & implementation,
strategy development, incident
investigations, trainings, and
ZERO HARM dissemination of HSSE related legal
requirements. The implementation of
ZERO EXCUSES HSSE activities is managed through
Corporate HSSE council, 4 regional
councils and Safety Committees at
OUR GOALS Safety Governance Structure
refinery and marketing locations
which monitors and analyses safety
BPCL is committed to attain the highest standard in performance. These committees are
health, safety environment and security performances structured with equal representation
and in pursuit of good governance, the HSSE system was from workmen and management
implemented. BPCL’s business units have a 3-tier structure as per statutory requirements in
for carrying out HSSE related activities at location, region and which workers are given a platform
head quarter level. In addition to the HSSE administration to participate in resolving any safety
structure at BU level, there is a corporate level HSSE set issues/audit recommendations.

BPCL Apex Safety Council meets twice a year, during which top management,
BPCL HSSE COMMITTEE STRUCTURE including the chairman and business heads, assesses the company’s performance
Tier 1 Corporate Chairman/ ED Head of BUs, Quarterly and takes decisions to improve safety and addresses the issues identified. The top
HSSE Director (HSSE) HQ HSSE Role management, with the aid of the HSSE Department and safety committees, drives
Council Refinery holders, Corp safety in the company. The organization focuses on SOP formation, review and
HSSE enforcement, operational safety, statutory compliance, emergency preparedness,
awareness generation, and policy compliance. Our top management reviews
Interconnected by ED HSSE progress on numerous statutory audits and time-bound action plans for resolving
Tier 2 Regional Regional Regional Regional Heads Quarterly safety observations on a regular basis.
HSSE Head SBU Head LPG of SBU, HQ
In our endevour to achieve a mission of Zero Incidents, Zero Harm and Zero Excuses,
Councils Retail HSSE Role,
BPCL regularly conducts HSSE workshops, and other initiatives like “Safety Voice”,
(4 Numbers) Regional HSSE
“Safety Moment”, “Safety Share”, “Virtual HSSE Town Hall Meeting”, “Scenario
Role Holder and
Based Learning”, “Safety Remembering Series” etc. where information on best
ED HSSE
practices is disseminated to all. These programs help to ensure collaborative
Interconnected by HSSE Role Holders learning for safer operations across all locations. Root Cause Analysis of incidents
Tier 3 Unit Level Unit Head Unit HSSE Functional Monthly is undertaken to increase collaborative learning for safer operations and greater
HSSE Role heads adoption of best practices. All employees and contract labor are covered and
Committee Holders adhered with BPCL’s Corporate Safety Management system (CSMS) and were
given appropriate safety training in FY 2021-22. Safety of contract labors is
considered to be of prime importance to BPCL, therefore contract labor-force
have to mandatorily attend a comprehensive training programme on ‘Safety
within the workplace’ at operating locations in line with statutory requirements.
HSSE Policies and Management Systems
BPCL has implemented a comprehensive Health, Safety, and Environment

(HSE) Policy that emphasizes the use of appropriate technology to reduce the
environmental impact of our operations. Refineries and Marketing BUs have
been re-accredited with ISO 9001:2015, ISO 14001: 2015, and ISO 45001:2018
standards for Quality, Environment & Occupational Health, and Safety
Management Systems. As part of these ISO certifications, Risks & Opportunities
are identified with mitigation strategy and a detailed Hazard Identification and
Risk Assessment (HIRA) and Aspect-Impact (AI)register have been prepared and
documented for all functions.
BPCL’s Corporate Safety
Management System
(CSMS)
Corporate Safety Management
System (CSMS) outlines a
structured approach necessary
for all operations to manage
health and safety risks at par
with the “As Low as Reasonably
Practicable Level (ALARP)”
level and drive improvement
in a consistent and systematic
manner across the corporation.
BPCL HSSE policies provide the direction required to The Manual prescribes minimum
maintain and sustain a productive & safe workplace. To safety management system
maintain high safety standards every location has a HSSE compliance requirements and is
(Health, Safety, Security, and Environment) role holder. The
primary responsibility of HSSE officer is to ensure adherence
to the HSSE Policy. Safety protocols and SOPs are available
to limit the incidents, mishaps,
injury, exposure to hazards to BPCL
personnel, contractual workers,
customers, Tank lorry drivers, and
communities within which the
BPCL operates.
The Corporate Safety Management
System (CSMS) and 12 Life Saving
Rules (LSR) across organisation
(Refinery and Marketing business
units) are adhered by BPCL to
achieve standardisation and
enhance safety culture across the
organization.

applicable to all our operations, assets, facilities, employees, contractors, and important stakeholders.
A portal has been developed for capturing incident reporting, leading and lagging indicators etc.
which are very critical to learn and disseminate the learnings to take necessary corrective / preventive
actions. The internal and external incidents reported in the system are investigated, analysed and
thoroughly reviewed.
BPCL Corporate Safety Management Model Structure

E2
HSE POLICY & STRATEGIC OBJECTIVES
E3
ORGANIZATION, RESOURCES & COMPETENCE
E4
RISK EVALUATION & MANAGEMENT
E1
Non-Conformances,
LEADERSHIP E5
Corrective Actions,
& PLANNING, STANDARDS & PROCEDURES
System Assurance
ACCOUNABILITY
ELEMENT 6
IMPLEMENTATION, MONITOING & REPORTING
E7
INSPECTION & ASSURANCE
E8
MANAGEMENT REVIEW
CONTINUAL
IMPROVEMENT
BPCL’s 12 Life Saving Rules (LSR)

All BPCL employees and their business partners shall be responsible for adherence to the mandatory
Life Saving rules & facilitate the creation of a positive safety culture and achieving our goal of “Zero
Harm”. The 12 Life Saving Rules focusses on critical safety behaviours which everyone must comply,
as the violations may result in fatalities. It is the obligation of every employee to follow the Life
Saving Rules at all times. We follow PDCA cycle as per ISO 45001.
Occupational Health and Safety Hazard Identification and Risk Assessment
Hazard Identification & Risk Analysis (HIRA) study was conducted at
all operating locations across the organisation in addition to Threat
Vulnerability & Risk Assessment and Security Audits. At BPCL, Risks
and Opportunities are identified with mitigation strategy and a
detailed HIRA and Aspect Impact (AI) has been prepared and
documented for all refinery and marketing locations. In addition,
Quantitative Risk Analysis (QRA) and Hazard & Operability study
(HAZOP) are also conducted in line with the requirements of OISD and
Petroleum and Natural Gas Regulatory Board (PNGRB guidelines such
assessments are carried out for all new facilities and repeated after every five
years.
Process safety
Eye Check-up Camp for Tank Lorry Crew at Kanpur Retail
The primary focus of BPCL on Occupation health and PROCESS SAFETY MANAGEMENT SYSTEM
safety (OHS) refers to all aspects of health and safety

in the workplace with particular focus on preventing
Hazard Indentification and Risk Analysis
Training and Performance Assurance

accidents and hazards. The Company’s commitment to
Process Knowledge Management
Asset Integrity and Reliablity

Process Safety Competency
Process Safety Competency

health and safety is also extended to its customers and the
Emergency Management
Contractor Management
Management of Change
Workforce Involvement
Operational Readiness
Conduct of Operations
Workforce Involement
Process Safety Culture

Operating Procedures
Stakeholder Dutreach
Safe Work Practices

communities close to its operations. As per the Factories
Act, BPCL conducts annual medical check-ups twice in a
year for all its employees and contract labour working in
operating locations and refineries. BPCL also carry- out
following activities towards OHS.
1. First aid kit is maintained at all operating locations.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
2. 20% of the employees are given first-aid training and UNDERSTAND
LEARN FROM
refresher course. COMMIT TO PROCESS SAFETY HAZARDS
AND RISK
MANAGE RISK
EXPERIENCE
3. OHS center is maintained at all operating locations.

Process safety Management Systems is concerned with maintaining the BPCL has established Leading and Lagging
integrity of operating systems and processes that handle hazardous Indicators which help in monitoring safety
substances in such a way that they do not harm people or the environment. performance
BPCL has established Process Safety Events identification and Measurement Leading Indicators: These are form of proactive monitoring
System in accordance with American Petroleum Institute (API) Recommended focused on risk control processes and its elements
Practice (RP) 754 Standard. BPCL ensures that process safety events to determine their continued effectiveness. It can be
are monitored, recorded, analysed and the learning is shared across the considered as measures of process monitoring to deliver
locations. Locations shall maintain a process safety master files in paper the desired safety outcome.
or electronic formats for respective process areas as a part of their process
safety management. Lagging Indicators: These are form of reactive monitoring.
These incidents may or may not result in major damage or
Process Safety Events (PSE) - FY 2021-22 injury or loss of containment. They can be considered as
measures of outcome monitoring.
Unit Refineries Marketing Total
Performance
Mumbai Kochi (FY Few of the Leading Few of the Lagging
Indicators Unit Retail LPG Pipelines 2021-22)
Refinery Refinery Indicators Indicators
Process Near Miss Reporting: • Incidents / Accidents
Safety Event • Safety Committee Analysis
Numbers 0 2 0 0 1 3
Reporting Meetings • Monitoring of Lost Time
Tier – 1 • Walk Around Management Injury Frequency Rate
Process • Safety Audits (LTIFR)
Safety Event • HSSE Communication – • Monitoring of Process
Numbers 5 1 0 0 0 6
Reporting Directives and Advisories Safety Events
Tier – 2
Emergency Drills and
Process
compliance
Safety Event
Numbers 22 248 7 1 4 282
Reporting
Tier – 3
Capacity building programs
Process Safety Square – Sharing of

Safety Event Safety Initiative (innovation)
Numbers 16 53 3 0 4 76
Reporting across BPCL
Tier – 4
lagging indicator
lagging indicator
Tier 1 - lagging indicator
HAZARD
Major Process
Lagging Indicator
Safety Incidents
Tier 2 -
Process Safety
Incidents with Lesser lagging indicator
Severity system detects
leading indicator
Tier 3 -
Challenge to Safety leading indicator
Systems
Leading Indicator
leading indicator
Tier 4 -
Lack of Operating Discipline
HARM leading indicator
Safety Audits
Swiss Cheese Model of Process Safety
BPCL undertakes regular safety audits to identify hazardous and unsafe
acts, ensure compliance with standard operating procedures, and assess the
Hygiene and Ergonomics Audit
performance of the company’s safety measures. External Safety Audits (ESA)
are undertaken by the Oil Industry Safety Directorate (OISD), the Petroleum and BPCL conducted Industrial Hygiene and Ergonomics study
Natural Gas Regulatory Board (PNGRB), and the Petroleum & Explosives Safety for one of its retail and lubricant plants i.e., Cheralapally
Organisation (PESO) in addition to internal safety audits by multidisciplinary and Wadilube, respectively. The methodology of the audit
teams. Internal and external audit suggestions are strictly followed up and covered the following points:
Surprise Dip Stick Audit (SDSA) mechanism was further strengthened to ensure • Review of policies related to Health and Safety
the compliance towards 12 Life Saving Rules (LSR) at locations. • Assessment of SOP’s related to industrial hygiene and
Safety is a priority agenda for BPCL’s top management. Through regular ergonomics
reviews and feedback systems, the top management drives safety across the • Review of environmental testing reports (Air, Water,
Company, aided by the Corporate HSSE Department and safety committees. The Noise, Vibration)
company focuses on formulation, review and enforcement of SOPs, safety in • Review of HIRA and MSDS
operations, statutory compliance, emergency preparedness, awareness creation
• Review of exposure assessment
and progress review on policy compliance. Our top management periodically
reviews progress on compliance of various statutory audits and time bound • Assessment of roles and responsibilities on OHS
action plans for redressal of safety observations. • Review of overall PPE management plan

Scope of the Audit
• Review of Industrial hygiene related • Review of vehicular movement and ergonomics assessment
accidents/incidents/first aid cases • Conducting Site walkthrough • Review of handling and storage of
reported at the site • Examining site specific working conditions hazardous material
• Inspection of Food safety/canteen safety • Interview with employees, senior • Examining canteen and washroom hygiene
assessment records. management and contractors and maintenance.
• Review of Training and medical records • Review onsite usage of PPE by employees • On-site observation of working condition
• Review of Incident and training register and workers like high temperature, noise, illumination,
• Housekeeping register • Visual observation of existing exposure vibration etc
Best Practices observed at Best Practices observed at
Cheralapally Installation during Waldilube during audit
audit
• Plant had documented MSDS of
• EHS signage was very well placed all chemicals used onsite.
throughout the site. • The workers observed
• PPE implementation was complying to basic PPE of hard
observed in total hat and safety shoes at all
• HSE training coverage was locations.
extended all employees and • Fire extinguishers were made
contractual workers including available to most locations,
drivers and it appeared that they were
• Relevant extract of MSDS was maintained properly The scenarios are framed under 8 major areas of Corporate
observed to posted throughout • Laboratory and toilet areas were Safety management system covering Safety Policy &
the site well maintained Processes, Safety Awareness, Usage of Tools & PPEs, Role
• The HIRA document was very of Supervisor / Manager, Safety Training Effectiveness,
comprehensive workplace Environment, Safety communication, Incident
• Hygiene in canteen area was
observed to be very well
maintained. Safety Perception Survey Response
• Canteen employees were
Pathological stage
observed to adhering strictly to 4% Reactive stage
PPEs. 6%
Generative stage
33%
Safety Perception Survey

HSSE perception surveys are most effective method of safety performance
measurement amongst organizations. Perception survey can help, give us in-
depth perspectives, on what our employees feel about current HSSE Plan & Safety Calculative stage
43%
regulations in our organization. The Survey can guide us to avoid reactive safety
procedures by gathering opinions from those in the field. It is believed by Safety
Professionals that Surveys reveal information critical to HSSE improvement that Proactive stage
14%
are not revealed by other methods of measurement such as auditing.

Reporting & Investigation etc. Each of the
scenario is presented with 5 responses, Emergency Preparedness:
each corresponding to the particular level HSSE department reviews the Emergency, Response and Disaster Management
in the safety ladder, which are Pathological, Plan for selected locations with major oprations and fire drill reports, identify
Reactive, Calculative, Proactive and gaps in emergency preparedness, and align BU’s for taking necessary mitigation
Generative levels. Outcome of the survey measures to ensure employees’s good health
indicated that the overall organization’s
Safety culture stands at 76.4% collectively
in calculative and generative state,
which indicates positive & mature Mitigation:
safety culture. Accordingly aggressive
improvement plans were formulated to Mitigation includes any act of preventing future emergencies, reducing the
further strengthen safety culture across chance of an emergnecy happening, or reducing the damaging effects of
organisation. emergencies. At BPCL, we have a well-defined mitigation plan in case of
emergencies and accidents to ensure that the situation is better
handled in time.
BPCL’s Emergency Response
Disaster Management Plan:
Preparedness, Mitigation,
Planning and Restoration (PMPR) Planning:
BPCL has a well-structured Emergency
Response Disaster Management Plan Operations were strictly monitored on daily basis. Special training on health,
(ERDMP) which encompasses Preparedness, safety and environment were held at all locations. HSSE role holder is present at
Mitigation, Planning and Restoration each location to ensure adherence to the HSSE Policy.
(PMPR). Three tier mock drills are regularly
conducted and reviewed to ensure
emergency preparedness at all locations.
The learnings and recommendations are Restoration:
leveraged to further strengthen response
BPCL has a recovery plan to restore after the incident. Post any fire or safety
mechanism. Additionally, the Company
incident, BPCL ensures all processes and equipments are checked and safety
also put in place Pandemic Emergency
conditioning systems are installed before commencement of any further
Response Plan (PER P) at various locations
operations. BPCL investigates the incidents and take appropriate corrective
for effectively dealing with the crisis and
measures to avoid occurence in future.
ensuring smooth operations.
Emergency Response Centre (ERC)
GAIL-Dibiyapur
IOCL-Jaipur
M. B. Lal committee has given recommendation

of setting up ERC in India which can handle large ONGC-Hazira
oil fires with specialized resources & expertise
available with them. Emergency Response Centre
(ERC) shall consist of specialist resources, self-
sufficient to respond and manage fire / other
emergency incidents outside the normal design BPCL-Manmad HPCL-Vizag
events for which there are equipment/systems
provided on -site. This shall include incidents such
as fires involving multiple Oil/ POL storage tanks
or large bunded areas, Oil and Gas Installations,
major leakage at POL/LPG/Oil and Gas Pipeline
locations. The ERC would be equipped with
advanced firefighting equipment’s viz. fire
tenders, foam tenders, other specialized resources
including trained manpower. In first phase, 5 pilot
ERCs are to be setup at the following locations:
Manmad by BPCL, Hazira by ONGC, Vizag by HPCL
Jaipur by IOCL, Dibiyapur (near Kanpur by GAIL)
on industry basis.

Incident Management System Internal Reporting of Incidents
Incident Reporting is always considered to be a very critical activity with respect a. All safety incidents regardless of their severity to the employees, contractor’s
to disseminating the learnings across the organization. BPCL’s leadership has employees, visitors and public shall be reported through BPCL on-line
review meetings with all business unit locations to evaluate the cause of the Incident Reporting System (IRIS) promptly.
accident and possible future corrective steps. BPCL encourages its workforce b. Respective location shall define the internal reporting systems for “ Minor
to report hazards and unsafe situations. The incidents reported in the system Incidents” as determined suitable by them.
are thoroughly investigated, Root Cause Analysis is undertaken and circulated c. All “ Serious and Major “ safety incidents shall be reported by location head
online to all stakeholders to upsurge collaborative learning for safer operations or his designated official to respective Business unit and corporate HSSE.
and greater adoption of best practices. Safety Committee meetings and Monthly Employees are encouraged to report on Near miss.
Safety Theme events provides crucial forums for raising awareness of safety
Incident Investigation
issues, sending out messages, and improving safety practises. Additionally, the
workforce is urged to report issues and make suggestions for the Management All incidents regardless their classification in respective Category (i.e. Minor,
of Change system. There are awareness campaigns to emphasise the value of Serious and Major) should be duly reported, recorded and investigated.
reporting near misses.
Safety Incident Notified at
Location
No
Is it a level Serous or Follow Location Reporting
Major incident? Guidelines
Yes
Conduct Incident Investigation

Appointing Authority To Constitute
Investigation Team INCIDENT
Collection of Facts by Investigation Team
INVESTIGATION
Determine Contributory Causes and Cause &
Effect Relationship
PROCESS
Determine Recommendations,
Responsibilities & Time lines
FLOWCHART
Prepare Detailed Investigation Report &
Reiew by Appointing Authority
Distribute Report
Review Implementation of Corrective Action

& Close
Verification Audit by BU/Corporate

HSSE & Close
Fire Drill Practice
However, the extent of incident investigation may vary depending
upon the severity of incidents and associated property damage &
financial losses.
BPCL Safety Performance

Key Performance
FY 2021-22 FY 2020-21 FY 2019-20
Indicators
No. of Reportable Lost
0 1 1
Time Injury (RLTI)
Reportable Lost Time
Injury Frequency Rate 0 0.045 0.041
(RLTIFR)
Reportable Lost Time
Injury Severity Rate 0 269.849 245.054
(RLTISR)
No. of fatalities 0 1 1
Actual Total Man Hours
Worked in the reporting 1,99,58,040 2,22,34,666 2,44,84,420
period
on the functioning of critical instruments, processes and SOPs in the
Man-days Lost due to realm of Virtual Reality (VR) and Augmented Reality (AR).
0 6,000 6,000
Accident/ RLTI
In Virtual Reality (VR), the users are put into a fully virtual environment,
The above details pertains to permanent employees. The data where they can interact only in the virtual world. The graphics are
collected for injuries, cases of occupational diseases, lost man-days, computer generated and artificial objects are designed to give a feel
and missed (absentee) days is not gender specific. of being real. Special VR devices, gadgets and sensors are needed to
put users into this environment which gives them a 360-degree view
Retail Operations commissions AR/VR based of the virtual world.
Experience Centre These devices are designed to give real illusion to users. Various
Retail BU inaugurated the first ever State-of-art Training facility VR training modules on High-Volume Long-Range Monitors (HVLR),
of Retail Operations named as “Experience Centre” constructed Remote Operated Shut-Off Valve (ROSOV), Working at Height, Working
at Devanagonthi Installation, Bangalore on 30th March 2022. The in Confined Space etc. have been deployed at the Experience Centre
objective behind setting up an Experience Centre is to train Users for users to have hands on experience in a simulated environment.

Key Safety Initiatives
To enhance safety across all business unit’s various technological interventions were
used like Robotic cleaning of confined places, IIoT (Industrial Internet of Things) based
Wireless Asset Monitoring System, Cloud based HSSE portal, Manpower monitoring
system, Camera feed and drones used in turnaround safety surveillance.
E-Work Permit System strengthened with the inclusion of maker-checker concept in
addition to existing issuer-receiver mode.
Interactive learning concept named “Scenario Based Learning (SBL)” was introduced. This
concept is based on international learning methodology where a “Safety Case Scenario”
is provided, and locations are asked to virtually simulate the scenario and provide their
intended response depicting control measures.
Pipelines Entity introduced Interlock Bypass “Online Authorization System” to enhance
process safety.
MR developed and launched online monitoring system for Action Taken Report (ATR).
Both refineries (MR and KR) are implementing Process Safety Management Systems.
Integrated E-WPS with IRIS (Integrated Risk Information System) at Retail & LPG locations,
enabling monitoring of all ultra-critical activities.
Integrated Operability Index and monitoring of VTS violations with IRIS in Retail BU
Augmented Reality (AR) augments our surroundings by adding digital
elements to a live view, mostly by using the Camera of Smart Phone or
Tablet. Augmented reality does not put us into any virtual or computer-
generated graphics, rather it just creates a sense of illusion in digital
gadgets. AR training modules on Rim Seal Fire Protection System
(RSFPS), Medium Expansion Foam Generators (MEFG), Hydrocarbon
Detector (HCD), Induction Motor etc. have been deployed at
Experience Centre which can be accessed through a Smartphone/
Tablet by scanning unique QR codes.
HSSE Awareness and Competence Building
Regular HSSE workshops were
conducted and other initiatives,
Regular HSSE workshops were like “Safety Share”, “Virtual Social media used effectively-to
conducted and other initiatives, HSSE Town Hall Meeting”, educate, inform and communicate on
like “Safety Share”, “Virtual HSSE Webinars etc. were undertaken, HSSE initiatives to public at large.
Town Hall Meeting”, Webinars where information on best local
etc. were undertaken, where & global practices were shared
information on best local & to basically propel and promote
global practices were shared to collaborative learning and
basically propel and promote ensure cross pollination. Encouraging environment friendly
collaborative learning and ensure attitude by educating workers and
cross pollination. employees on environment protection,
pollution prevention and energy
conservation.
Developed and launched

E-Training module, under HSSE
Portal for self-paced interactive Organized series of high impact webinars
learning and evaluation. Around on Health (Lifestyle Improvement) and
600+ Officers from various Safety (Scientific Accident Investigation,
BUs/Entities have successfully Safety Leadership).
completed E-Training and
digital Certificates have been
issued through HSSE Portal.
Under E-Training module of
HSSE Portal, 5 training modules
incorporated with subject
Mandatory online training through M/s.
topics such as Fire Safety,
DuPont was organized for all HSSE Role-
Safety in Confined Spaces,
holders constituting 14 safety modules.
Work Permit System, HIRA and
Aspect Impact (AI) Assessment.

Safety Talk
Delivering safety talks and holding safety committee • Keep your vehicle in good condition. Check that the tires, brakes, headlights,
meetings periodically with active participation from taillights, and turn signals / indicators are working properly. Clean the
workers. Safety talks are delivered by any one of Safety windscreen, door windows and headlights.
Committee members by rotation. • Familiarize yourself with your vehicle and take a test drive before embarking
Example- Safety talk on Road Safety at Udaipur LPG on a long transport trip.
Transportation safety starts with the individual, so you • Check the freight inspection report to ensure proper loading of equipment
must stay alert and follow traffic rules at all times. Few of and other safety aspects.
the important points are given below: • Check your vehicle’s brakes and system air pressure for proper operation.
• As you are responsible for your own safety, you have the • If you are transporting hazardous materials, do not park your vehicle in a
right to stop for your rest if you are tired or if you think populated area for rest or taking work break. You must be aware of all
your vehicle is unfit for transportation or the weather first aid actions in case of emergency as prescribed in Transport Emergency
conditions are unsafe for transport. (TREM) Card.
Impacting
Communities

Impacting Communities company’s approach to social responsibility is focused on delivering economic,
social, and environmental benefits to the community which contributes to
societal stability and strengthens our connections with stakeholders. BPCL
acknowledges the interdependence of business and society, and it aspires for
inclusive growth by making a positive difference in people’s lives via proactive
and participatory contribution. Even before the CSR obligation was implemented,
BPCL was aligned with this commitment to community and social improvement.
Before beginning any new project, BPCL undertakes a need assessment survey to
verify that the CSR activities are relevant to the people. The Company contacts
with local communities during the project’s execution to seek input and make
any required midcourse revisions. The CSR department, as well as officials from
other SBUs/Entities, supervise the projects on a regular basis, and the CSR
Committee of the Board analyses the projects’ progress on a regular basis.
Amount Spent on CSR Activities
The corporation values community coexistence by 1 345.57 Cr FY 2019-2020

investing in important areas such as skill development,
water and sanitation, swatch Bharat projects, and so on.
Strategic alignment, paired with ongoing community
FY 2020-2021 144.90 Cr 2
participation, has resulted in the creation of social value
for BPCL. Company’s mission is to keep “energizing the
grassroots” as the foundation for achieving the Sustainable
3 137.78 Cr FY 2021-2022
Development Goals and has established and maintained a
concept of social handholding to revitalize communities,
with the firm belief that conscientious actions form the
architecture of sustainability.
BPCL has a specialized CSR section that evaluates the impact on areas in which
BPCL has been attempting to enhance and sustain the lives
it operates. These assessments assist in identifying the grievances and concerns
of society’s marginalized and poor individuals which helps
of community members. BPCL’s present activities have no negative impact on
to build local communities and has a positive impact on the
the local community and the corporate actively contributes to the development
community. The corporates first aim is to improve the lives
of society through pro-bono and in-kind investments in infrastructure and
of the people who live in the areas where it operates. The

services. It also undertakes community projects in all their While the adverse effect of the covid pandemic was deeply felt in most of the thrust areas such as
significant operational areas, as well as in other regions Education, Skill development and Water conservation, BPCL in an overdrive took some exemplary
across Indian which are normally carried out by various measures to combat the pandemic and provide relief and rehabilitation to the most vulnerable
registered Non-Governmental Organizations (NGOs). sections of the society.
Be a model corporate en ty with social responsibility commi ed

CSR VISION to energizing lives through sustainable development.
CSR MISSION OBJECTIVES

Building Sustainable Communi es - To
To transform 150 villages from ‘water
have a posi ve impact on the
scarce to water posi ve’
communi es in which we operate.
Health and Safety - To ensure the health

To enable educa on of more than 10 lakh
and safety of our work force and
children.
communi es as part of CSR strategy
Environment - To minimize adverse

To create a resource of ‘Expert Panels’ on
impacts while taking steps to protect and
issues pertaining to our thrust areas.
enhance the natural environment
The Corporation collaborates with several qualified and
reputed organizations to support program that serve
To encourage employee volunteering
the impoverished and oppressed. While the Company Employees – Train tomorrow’s leaders in
continues to launch new initiatives, BPCL has exited and through our corporate culture and have a
teamwork skills and running socially
handed over initiatives to either local government or minimum of 10% of employees
responsible business
communities in terms of sustainability for those projects volunteering in the next five years
that have been completed successfully.
CSR Committee BPCL CSR methodology
CSR Project Management Approach
01 1. Project Selection and Implementation

BPCL conducts the majority of its CSR projects within its five thrust areas,
BPCL
which correspond to the categories outlined in Schedule VII of the Companies
Director Partner Involve
Director Act. Projects are chosen from other thrust areas depending on board approval.
(HR) (Finance)
BPCL has linked its CSR Projects with areas of National Priority and has tried
Local
to contribute to the Government of India’s efforts to enhance them. The BPCL
Panchayat NGO CSR Projects execution model is built on three principles
External Government
03 Director 02
(As the Chairman Engagement of the community, local government, and the
Principle 1
of the Committee) implementing agency.
Network &
Collaborate
Development of focused and needs based interventions which

Principle 2
focus on a scientific approach to address complex social issues.
Highlights
Principle 3 Creating interventions that are sustainable, replicable, and scalable.

BPCL has reached
out to 18 Aspirational
districts in FY 2021-22. 2. Financial Management:
As per the CSR rule, a company needs to spend 2 % of its average net profits of
the three preceding financial years. The net profit is calculated in accordance
INR 137.78 Crores with the provisions of section 198 of the Company’s Act.
spent under CSR in
Budget Allocations: The budget allocation for CSR activities is approved by
FY 2021-22 which is
1.65 % of net avg. profit. the Board as recommended by the CSR Committee of the Board along with
Annual Action Plan which includes the following:
• The list of CSR projects or programs that are approved to be undertaken in
More than 9 lakh areas or subjects specified in the Schedule VII of the Act;
project beneficiaries in • The manner of execution of such projects or programs.
FY 2021-22. • The modalities of utilization of funds and implementation schedules for
the projects or programs.

• Monitoring and reporting made there under, that all projects/programs are duly implemented as budgeted and approved by
mechanism for the project or the competent authorities.
program The Monitoring System devised by the company shall include:
• Details of impact assessment, if
any, for projects undertaken by • Regular field visits to Project/Program sites by designated teams,
the company, provided that the • Comprehensive documentation/compilation of Progress Reports,
Board may alter such plan at any • Regular interaction with implementing agency to obtain feedback,
time during the financial year as • Monitoring of timely fund utilization to ensure that Projects/Programs as budgeted are actually
per the recommendation of its CSR being carried out,
Committee of the Board, based • Concurrent as well as end line Impact assessment shall be carried out by implementing agency
on reasonable justification to that to ensure smooth monitoring,
effect. • Any other activity that the CSR Committee may deem necessary in the larger interest of its CSR
initiatives.
The company plans to undertake
impact assessment for all those BPCL conducts periodic impact assessments of its CSR projects in accordance with the project
projects whose total outlay is over monitoring and evaluation framework. The monitoring of the projects shall be carried out in order
Rupees One Crore and may book to assess the impact of its CSR Projects, maximize outcomes and build-in sustainability, scalability
the expenditure on this account for and replicability.
that financial year, which shall not The beneficiary profile of the impact created through CSR Projects for FY 2021-22 is given below:
exceed five percent of the total CSR
expenditure for that financial year or People
Total no. of Beneficiaries Villages
Rupees Fifty Lakhs, whichever is less. Thrust Areas with Male Female
beneficiaries (SC/ST/OBC) covered
disability
Any surplus generated from CSR
projects will not be added to the Community
15,277 7,215 - 5,920 6,157 99
normal business profits and shall be Development
ploughed back into the same project Education 54,925 5,360 - 17,528 19,760 43
or shall be utilized only for CSR Health &
purposes. 8,38,874 92,247 51 2,45,610 4,82,794 4,313
Hygiene
Skill
3. Project Monitoring and 4,627 3,453 - 2,987 1,640 198
Development
Evaluation
Water
The company shall ensure that the 14,548 2,391 - 7,722 6,826 15
Conservation
CSR Process as mandated by the
Companies Act, 2013 and Rules, 2014 Total 9,28,251 1,10,666 51 2,79,767 5,17,177 4,668
Impact Assessment Studies
Three
Impact Assessment Report of “Providing Aids Aid & distribution
and Appliances to Persons with Disability (PWDs)” appliances Four check-up sites in
provided to 276 camps Chembur,
Beneficiaries Govandi, and
Bandra
The aids and appliances given are of high quality and meet the needs of the
individuals. The recipients of the assistance and appliances are primarily from
the slums and the economically disadvantaged classes, and many have significant
impairments. The individual who could not afford to acquire these high-quality
aids and appliances received one, which assisted them in overcoming mobility
issues, and BPCL support has contributed significantly to this.
Conclusion of the project

Pamphlet about the camp venue and details After interviews and discussion with the beneficiaries and stakeholder this
The BPCL project “Improve the Quality of Life of Persons

with Disabilities by Providing Aids and Appliances” has
been executed at ALIMCO, CBD Belapur. The initiative seeks
to boost mobility and improve the lives of people with
disabilities. ALIMCO will offer the designated recipients
with the necessary assistance and equipments.
Objective of the project

• Empower and strengthen PWDs to carry out day-to-day
activities.
Interaction with ALIMCO for study effectiveness of the project
• Encourage and facilitate PWDs to start a livelihood
and improve their education with the help of aids and
research study concludes on the note that all the camps and distribution of aids
appliances.
& appliances done by ALIMCO with the financial support of BPCL has resulted in

the distribution of aids & appliances to the 276 beneficiaries. Aids & Appliances • The school has enrolled 337 students from 18 nearby villages.
provided has a very good quality and serve the need of the people. People who
received the aids & appliances are mainly from the slum area and economically Conclusion of the project
backward class suffering from severe disabilities. The physical verification reveals that all the construction work undertaken with
the support of BPCL has resulted in creating a highly aesthetic and education
Impact Assessment Report of Shri Bhuleshwar High School friendly environment. With the construction of school buildings, the absence
Construction Project (Pune) rate of students has decreased, as well as teachers are delivering the best
results and educating the students in an educationally potential environment,
which result in the growth of the student’s performance. The appearance of the
building validates the quality of construction work through the financial support
of BPCL.
Interaction with Students in Classroom by Soul Hand Washing area

Ace Team Member
The objective of the project was to construct a school building for Shri Bhuleshwar
High School to ensure that the children are exposed to a conducive environment
and have ample space for studies.
• The construction of school building has resulted not only in creating more
aesthetic appeal but also in increasing the overall quality of education in
the school. New classrooms are providing a secure and education-friendly
environment for the students which has increased the attention span of the
students in the class. Drinking Water Area Toilets
CSR Focus Areas
“Our CSR focus areas are inspired by our vision and mission
statements. Our interventions under skill development and health
and hygiene are aligned with Prime Minister’s skill India and Swacha
Bharat Mission and transformation of aspiration districts. “
3
1 5
Health & Community
Hygiene development
Skill Water • BPCL is supporting construction of 80 additional classrooms with

Education development conservation allied facilities in identified 30 Government Primary Schools in
Darang, situated in the central part of Assam. The allied facilities
2 4 include benches, desks, tables, chairs, etc. and the project aims to
create an advantageous & safe learning atmosphere for the school
A. EDUCATION
BPCL firmly believes in empowering children through education. It
recognizes that education is the key to improve the country’s future,
and hence education has emerged as a primary thrust area. BPCL’s
education programmes have been imitated and expanded across
India and through different education programmes, BPCL has reached
over 8 lakh kids across the country.
School Infrastructure
• Undertook activities towards renovation & construction
of classrooms and allied facilities in various schools. BPCL
contributed towards school infrastructure in Mizoram, Betul in
Madhya Pradesh and Malshiras in Pune district of Maharashtra.

students. The main beneficiaries will be around 10,000
Computer Aided Learning
students including both boys and girls enrolled in these
• BPCL implemented ‘Computer Aided Learning’ (CAL) and ‘Digital Literacy
30 schools.
as Life Skill’ (DLLS) projects for students of low-income schools in Mumbai,
Jaipur, Lucknow, Uran and Solapur. This digital literacy initiative is for
Project AKSHAR
students up to 10th standard, who undergo a one-year foundation course,
• Project AKSHAR, being undertaken at Nandurbar followed by a syllabus training in digital learning.
in Maharashtra and Sagar in Madhya Pradesh, has
• At Mumbai, the project has been replicated in 50 low-income schools run by
transformed the way in which early-age education is
Municipal Corporation of Greater Mumbai MCGM), roping in around 55,000
perceived and imparted. The mega project covers 1,059
children. Project CAL is also deployed in 20 schools in Washala, a tribal
villages, with no school left behind, thus touching the
village in Thane district of Maharashtra.
lives of more than one lakh underprivileged pupils in
this area.
• ‘Read India’ was launched with the aim of building
reading and arithmetic skills in children of standards 3
to 5. A multi-pronged crusade was launched by roping in
government agencies, teachers, volunteers and parents.
SAKSHAM
Teacher Training Program – Saksham – is one of the BPCL’s flagship programs.
This project prepares teachers to be in sync with the evolving education
paradigm. They are encouraged to use new techniques for teaching and
classroom management as well as develop enhanced teaching materials as
per specific needs, especially by leveraging digital technologies. In last 8 years,
more than 1000 primary, upper primary teachers and Headmasters graduated
from this program from more than 350 schools which comprise of low-income
Govt. recognized private schools or BMC Schools.
B. HEALTH & HYGIENE

A healthy population is a valuable asset to the nation, and BPCL is firmly devoted
to the cause of community health via creative and profoundly successful
solutions. Our major goal is to address the needs of the most vulnerable
Territory of Jammu. Each MMU has screened more than 20,000-25,000 patients
members of society, so that the advantages of modern annually and provided them with free medicines for primary healthcare
healthcare can reach to the bottom of the pyramid. This
valiant effort crosses gender, racial, regional, and economic Cancer Care
boundaries, uniting all individuals in our pursuit of greater
• BPCL continued its unwavering support for cancer care by funding holistic
personal and public health goals. Because health is
cancer programme in 10 cancer hospitals across the country that includes
inextricably linked with cleanliness and the environment,
cancer screening, surgical interventions for cancer patients, and subsequent
our efforts are addressing these issues comprehensively.
rehabilitation for cancer survivors. The programme expects to conduct 700
screening camps, at least 415 surgeries, and nearly 350 cancer survivors for
Mobile Medical Unit
“Healthcare on Wheels” or “Mobile Medical Units” are
equipped with medical equipment and provides primary
healthcare services at the doorstep of the weak and
disadvantaged population of rural/ urban poor parts of
the country. The project also emphasizes on awareness
programme for the community through IEC (Information,
Education & Communication) materials related to
healthcare and diseases in the regional language. BPCL
through its CSR initiatives is supporting Mobile Medical
Units in various states such as Maharashtra, Gujarat, Andhra
Pradesh, Telangana, Karnataka, Uttarakhand and Union

survivorship and rehabilitation.
• Despite the intermittent lockdowns, a project to build
an affordable cancer care facility and a community
awareness programme in the aspirational district of
Darrang (Assam) has been completed and is ready
for operation
• “AAYUSH- CANCER CARE PROGRAMME”: BPCL is
supporting Integrated Cancer Care and Cure program
in partnership with Indian Cancer Society” which
encompasses “Preventive” as well as “Curative”
dimensions of Cancer Care. The project comprises
of Cancer Screening camps for Oral, Cervical and
Breast Cancer in Uttar Pradesh, West Bengal and
Maharashtra along with financial support for
treatment of cancer in through 10 government/non
for-profit hospitals PAN India besdides survivorship
& rehabilitation programs for cancer survivors. development and Water conservation, BPCL in an overdrive took some exemplary
measures to combat the pandemic and provide relief and rehabilitation to the
most vulnerable sections of the society.
Hospital On Train
• 11 Pressure Swing Adsorption (PSA) plants have been established at
To underscore another flagship project of BPCL, the
government hospitals in Uttar Pradesh (1), Maharashtra (2), Kerala (3), Madhya
Lifeline Express ‘Hospital on a Train,’ which consists of 7
Pradesh (5), and 3,000 oxygen cylinders, 1000 oxygen concentrators, and 100
coaches converted into a hospital and travels to remote
ventilators have been purchased and stored at various locations across the
parts of the country to serve communities where access
country to be made available to the community in the event of an emergency.
to hospitals is difficult. The initiative has helped to reduce
avoidable disability, early disease detection, screening, • BPCL collaborated with local administration and police in various locations
and the provision of medical and surgical interventions to to provide PPE (Personal Protection Equipment) Kits, masks, and sanitizers to
approximately 8000 patients in the district of Balrampur, various front-line workers, as well as to assist marginalized groups, including
Uttar Pradesh. migrant workers, by distributing Ration kits.
• Considering the immense relief provided to citizens of the country through
Supporting Covid Crisis the Prime Minister’s Citizens Assistance and Relief in Emergency Situations
While the adverse effect of the covid pandemic was deeply Fund (PM Cares Fund), BPCL generously contributed INR 40 Crores during
felt in most of the thrust areas such as Education, Skill the year.
Vaccination At CRS Providing Medical Equipment For Quality
Pediatric Cardiac Services: Kharghar,
Maharashtra
Vaccination Camp at Vennikulam, Kerala
The Covid Vaccination drive was held at Cochin Refineries School (CRS) by the
Health Centre, Vennikulam . Around 250 students in the age group of 15 to 18
years’ were vaccinated in the camp. More students join the vaccination drive
to reduce the risk of contracting the virus as well as restrict the spread of the
COVID virus. The vaccination camp was organized on 14 January 2022.
Vaccinations For Retired Employees

Retired employees joined the COVID Vaccination camp organised at the
Ambalamugal Medical Aid Society (AMAS) on 30 June 2021. At this open camp,
around 350 people were vaccinated. In another vaccination drive in Kochi The high tech and advanced equipment and machineries
which was organized in association with Sudheendra Medical Mission Hospital, supported by BPCL are assisting in improving the success
Ernakulam 2925 people have been vaccinated so far. rate of the surgeries in the center up to 98 to 99%. This aims
to serve patients suffering from pediatric cardiac ailments
and offers advanced medical interventions and cardiac
surgeries, free of cost. 4,134 patients have benefitted
through the program. 718 surgeries have been carried
out along with 238 catheter-directed interventions. These
numbers are expected to increase up to 9,000-12,000
next year.
Oxygen Support From Kochin Refinery

BPCL along with its business partner Air Products has
commenced the supply of medical oxygen from Kochi
Refinery again this year in view of shortage of the same for
Vaccination for Retired Employees

critical patients of COVID-19. The first parcel of medical
oxygen from Kochi Refinery this year was flagged off on
19 April 2021. BPCL will be supplying around 1.5 Tonnes
Bandicoot robots have human-like arms, infrared night vision
per day of medical oxygen to Government Hospitals in
Ernakulam District from this facility. municipal corporations of Indore and Coimbatore, 2 machines to the Mumbai
Corporation of Greater Mumbai (MCGM), and 1 machine to the Dhule Municipal
• The medical facility will have 100 beds in first phase, Corporation (DMC). The machines have been widely used, and the efforts have
which will be expanded to accommodate 1,500 beds. been recognized for restoring sanitation workers’ dignity.
• Oxygen will be supplied directly through a dedicated
pipeline from Kochi Refinery, along with free water and Swachhta Pakhwada Activities
power
During Swachhata Pakhwada 2021, BPCL Kochi rededicated themselves
for staying swachh Including major facility revamp initiatives in different
Robotic Manhole Cleaning Machine: parts of the city. Over 200 swachhata programmes were organized both
Bandicoot
Bandicoot, a robotic scavenger, was developed by
Genrobotic Innovations, who were provided grants,
mentor support and specific technical assistance by BPCL
under Project Ankur, to improve the working conditions of
conservancy workers.
BPCL has contributed to the creation of ‘Open Defecation
Free’ country by constructing and renovating toilets in
schools and communities. Further, as part of its attempts
to eliminate manual scavenging, BPCL has provided
13 robotic manhole cleaning machines, 5 each to the Swachhata Pledge
on-ground and online where over 2000 people participated to spread the
message of the national campaign. With the help of social media, the reach
was multi fold and BPCL pledge to continue its efforts in making our country
Swachh Bharat, Swasth Bharat.
Swachhata Activities At Swachh Iconic Place

Madurai Retail Territory in association with Madurai Corporation organised
Swachhta Cleanliness Drive around Madurai Meenakshi Amman Temple premises
on the occasion of Swachhta Pakhwada. The event started with Swachhta
Pledge administered by Mr. Vinodh Kumar, City Health Officer. Territory
Coordinator (Retail) addressed the gathering followed by Swacchta Speech
MEGA SWACHHATA PLEDGE AT UTTRAKHAND
by Sales Officer, Madurai. Around 40 workers from Madurai Corporation and
40 DSMs from our ROs participated in the Cleanliness Drive. Jute bags, masks
and sanitisers were distributed to all participants and general pubic to create
awareness about cleanliness.
CYCLOTHON
SLOGAN CONTEST ON SWACCHTA

Swachhata In The City: Vyttila Turns Smarter
Pettah junction, one of the busiest main junctions enroute Kochi Refinery from Ernakulam
Swachh facelift is the Pettah traffic island
Vyttila junction, one of the busiest in Kochi City, where the

Kochi Metro and Vyttila flyover crosses one over the other
and two main National Highways cross down below. As
part of the Swachhata Pakhawada, Bharat Petroleum Kochi
Refinery has renovated the Vyttila Traffic Island and Police
In batches of ten and twenty, employees join Maintenance team clean the park and walk-ways
Watch tower at this main junction in the heart of Kochi city. the Greening drive to plant saplings in the IREP at the Rainwater harvesting pond inside Kochi
BPCL has been maintaining this traffic island since 1997. area Refinery
Due to metro works and the bridge constructions, the
watch tower was closed for a few years. Safety, Swachhata of paint and a close trim of the greens inside the small park, the Pettah traffic
and COVID awareness messages have been activated on junction where the Kochi Metro takes a wide turn after Vyttila, is all shining
the digital display and the watch tower has been branded and new. Pettah junction, one of the busiest main junctions enroute Kochi
with relevant information for public. The Police watch Refinery from Ernakulam, is a civic amenity being maintained by BPCL over
tower also serves as a Police Educational & Information two decades.
Kiosk. The renovation and facelift of the junction was
completed in less than 10 days to achieve one of the key- CRS Goes Greener
Swachhta missions of Kochi Refinery during the Swachhta
Kochi Refinery in association with CRS school organized a ‘Go Green Drive’ to
Pakhwada 2021.
bring freedom for the Earth from climate change. As part of the mission, the
officials from BPCL-KR along with the teachers of CRS planted saplings along
Pettah Gets Prettier the periphery of school ground. The Environment department of BPCL-KR
Another major junction that underwent a Swachh facelift is generously contributed 190 saplings of various flowering and fruit bearing trees
the Pettah traffic island. With new tiles paved, fresh coats for the programme.
Go Green Drive
C. COMMUNITY DEVELOPMENT
BPCL has been contributing wholeheartedly to the
“Transformation of Aspirational Districts Program”, launched
by NITI Aayog, which focusses mainly on health & nutrition,
education, agriculture & water resources, financial inclusion, skill
development, and basic infrastructure. The Company is working
with rural communities in order to improve the living standards
of the communities in these lowest-ranked districts as well as
non-aspirational districts, thus ensuring inclusive growth for
them. BPCL undertook a project for 1,000 farmers to distribute
free-seeds which are certified by the government, and which
consume less water to wherein every farmer received one 20-kg
bag of wheat seed, two 8-kg bags of maize seed and one 3-kg bag
of millet seed. In total, 4,000 bags of seeds were distributed that
would help the farmers earn higher income. The farmers were
also provided training and information about the appropriate
methodology and best practices for efficient farming.
The Company’s Community Development initiatives seek to
empower individuals, groups of people and families with the
amenities they need, to effect change within their communities.
The projects are based on extensive needs assessment and
focus on providing sustainable solutions to the community
which gets benefitted.

Infrastructure For Training In Organic Farming And
Sustainable Livelihoods: Vikarabad, Telangana
support of BPCL has refurbished the interiors of the center

with the best possible standards in Bhubaneswar, Odisha.
Implementing Agency: Vivekananda Kendra Academy. 153
participants and faculty have been given accommodation
and more than 100 events have been held at the facility.
D. WATER CONSERVATION
Ekalavya Foundation is working in the areas of rural and urban upliftment of
Water is crucial to sustainable development since it is
socially and financially marginalized communities through its various programs
necessary for socioeconomic growth, energy and food
in the field of organic farming & community empowerment/development.
production, healthy ecosystems, and human existence.
The institute also conducts research on various organic farming practices in
collaboration with reputed research institutes thus moulding youngsters in
organic farming and support them to become change agents for social and
financial upliftment of rural communities in the long run.
The facilities provided by BPCL would ensure safe and comfortable
accommodation/dining facilities to the farmers on the campus hailing from nearby
villages and would also help them gain training in organic farming methods and
practices, which would ultimately help them achieve self-sufficiency in farming
and allied agri-farming activities for better livelihood management.
• 240 people are benefitted every day through the program.
Water’s importance has increased from micro to macro
concerns; hence, via its water conservation program
Construction Of Aicyam: Bhubaneswar, Odisha
“BOOND” - an integrated model of water conservation - has
Academy for Indian Culture, Yoga and Management (AICYAM) with the financial been implemented in many villages across Maharashtra.
Project BOOND has transformed more than 230 villages in the six states Women’s Self-Help Group, Farmers’ group and Children Water Clubs
of Maharashtra, Tamil Nadu, Karnataka, Uttar Pradesh, Rajasthan, and were also formed to educate and empower participants. This made it
Andhra Pradesh from ‘water scarcity’ to ‘water positive’ by boosting an organized effort, where all members of the community are focused
ground water levels and improving water availability. and work towards a particular goal. We also held sessions for capacity
building of these community groups.
BPCL’s goal has been to improve access to water for multiple
requirements such as drinking, agriculture, and livelihood, with an
emphasis on replenishing ground water supplies. The primary goal
of this effort is to shift settlements from water-scarce to water-
positive. Through the rehabilitation of rainwater collection facilities,
afforestation, farming livelihood, and community awareness, BPCL
is guaranteeing sustainable water security for rural populations in
four villages in Sangli (Maharashtra) and eight villages in Karauli
(Rajasthan).
The recharged tanks and farm ponds also brought increased

revenue through fishery and organic farming. Overall, through this
project, BPCL was able to create a significant difference in the lives
of beneficiaries with positive impacts on livelihood generation,
groundwater recharge, soil erosion control and food security.
The king of fruits is making a comeback in locations known for their
delectable mangoes. Groundnuts and pulses, which are well adapted
to this region’s geography, are currently abundantly farmed. The
Kolar region is especially well-known for its roses and marigolds, and
it produces a large number of these popular flowers. Sericulture is E. SKILL DEVELOPMENT
thriving and creating jobs in the silk industry. The revitalization is BPCL has persisted in its commitment towards enhancing the
almost magical, and it has greatly enhanced agricultural revenue. employability and entrepreneurship for youth in the Oil & Gas as well
Community contribution increases the commitment from the as in other sectors through the Skill Development Institute (SDI) at
community, motivates them, thus developing a long-term sustenance Kochi, Kerala and since inception, 978 students have been trained.
for the projects. Several committees such as Village Water Committees, BPCL also assisted five other SDIs in Ahmedabad, Vishakhapatnam,

SDI Kochi provides skilling for 180 youths at a time on a fully residential mode for 1248
training hours spread across 6 months.
Guwahati, Raebareli, and Bhubaneswar in collaboration with other Oil

& Gas Companies. While the pandemic disrupted activities in skilling Employee Volunteering Program
training institutes, the Company continued to support youth skilling In our effort to make sustainable development a shared responsibility,
efforts in Aspirational Districts of Madhya Pradesh. 15 batches of 375 BPCL has introduced Employee volunteering to enable our employees
individuals were trained in vocational skills and were linked to work to be part of our journey of social development and sensitize them to
and self-employment options using an online mode of instruction. the issues that are plaguing the world. Our contribution is through
Committed to projects of deep social relevance, Bharat Petroleum
supported s placement-linked Vocational Training for assimilating
leprosy-affected youth in the mainstream of the society. With a variety
of technical and non-formal courses offered at these VTCs, aspirants
can choose to obtain qualification in trades such as motor mechanic,
diesel mechanic, welder, computer operator and programming
assistant, stenographer, electrician, carpenter, tailor, printing, etc.
BPCL has trained 792 leprosy affected students under this initiative.
On similar lines, BPCL has projects in Latur, Maharashtra, for training
75 visually impaired youth in acupressure and massage therapy, to
make them self-reliant.
various activities undertaken either as one-time or
repeated volunteering including storytelling, Shramdaan,
volunteering in Swachhata Pakhwadas, cleanliness drives,
giving awareness talks, teaching skills like interviewing,
English language/Arithmetic to name a few.
Beach Cleaning – Protecting the Oceans

Through this cleaning activity of an employee volunteering
program collective beach clean-up drive was undertaken
thus fostering a sense of responsibility towards the
environment.

Bharat Connect
it gives each trainee a thorough understanding of BPCL
The ‘Bharat Connect’ initiative is an employee engagement/ CSR and its various activities. Through experiential visits
capacity building tool aimed at exposing and sensitizing and training, Bharat Connect aims to inculcate spirit of
management trainees to the complexities and realities of volunteering and an orientation towards the need for and
the issues related to education and water. Furthermore, importance of CSR.
Governance
&
Ethics

Governance Board Composition
Cultivating strong brand management with effective The Board of Directors (BODs) is the apex body formed by shareholders to oversee
corporate governance the overall functioning of the Company. It reviews the compliance of all laws
applicable to the company and further monitors the Company’s performance
Strong corporate governance practices are imperative
with the aim of generating long-term value for the company’s stakeholders.
for business continuity and prosperity. It offers a
BODs offer strategic direction, leadership, and guidance to the Company’s
comprehensive, interdisciplinary approach to be applied
management. The Board has adopted a Code of Conduct for Board Members and
in BPCL’s day-to-day dealings and conduct. The Company
Senior Management Personnel of the Company and the same has been posted
maintains best-in-class governance systems, which are
on the website of the Company. This, in turn, has enhanced management’s ability
supported by its Code of Conduct, fundamental values,
to implement governance and the Board’s ability to exercise proper oversight.
and principles. BPCL’s corporate governance philosophy,
has been to ensure fairness to the Stakeholders through
transparency, full disclosures, empowerment of employees
and collective decision making. Gender Diversity
Corporate governance is very critical for an organisation 9.09%
since it acts as an enabler to achieve their objectives,
make decisions, control risks, and ensure compliance. The
company is persistent in regular corporate governance
disclosures positively influencing opinion, attitude, and
behavior of all the relevant stakeholders, management 90.91%
and the Board of Directors to form a sustainable business Percentage of male individuals
environment. Percentage of female individuals
Age Diversity
9.09%
Percentage of below 30 individuals

Percentage of 30-50 years individuals
90.91%
Percentage of 50+ years individuals

BPCL is a government-owned corporation, therefore Details of BPCL Board of Director’s is given below
the Government of India nominates each Director (as on 31st March 2022):
and is proposed to the Board and shareholders for
approval under the provisions of the Companies Act Whole-time Directors
of 2013.The Directorate of Public Enterprises (DPE)
Guidelines applicable for Central Public-Sector
Enterprises (CPSEs) is followed while making the
appointment of Directors (Whole time Directors,
Nominee Directors, and Independent Directors). Shri. Arun Kumar Singh Shri Vetsa Ramakrishna Gupta Shri Sanjay Khanna
The criteria for qualifying for the selection of Chairman & Director (Finance) Director (Refineries)
Managing Director
Directors are outlined in the DPE Guidelines. While C D E FD G D G
choosing the Board of Directors, the company aims Government Nominee Directors
to achieve balanced Board composition with the
right proportion of executive and non-executive
directors, including independent professionals,
having required core abilities, expertise, and
Shri Gudey Srinivas Shri Suman Billa
competences in the context of the company’s
B E E F
business.
Independent Directors
As on 31st March 2022, the BPCL Board comprised
of 11 Directors represented by 3 Whole-time
Directors including Chairman & Managing Director,
2 Part-time (Ex-Officio) Directors (Government
Directors) and 6 Part-time (Non-official) Directors Shri Harshad P Shah Shri Pradeep Agrawal Dr (Smt) Aiswarya Biswa
B C D E F G A F B C E G
(Independent Directors) including 1 Women
Director. During the Financial Year 2021-22, all
the meetings of the Board and the Annual General
Meeting were chaired by the Chairman & Managing
Director. The Board met sixteen times during the
year. The Company was compliant with Regulations Shri Ghanshyam Sher Shri Gopal Krishna Agarwal Prof (Dr) Bhagwati Prasad
Saraswat
17(2) and17(2A) of Listing Regulations regarding A C G C D A
A B
the minimum number of Board Meetings, maximum Board Committees
time gap between two Board meetings and Quorum A Audit Committee
B Nomination and Remuneration committee Chairperson
requirement in each Board Meeting. C Stakeholders Relationship Committee
D Risk Management Committee Member
E Corporate Social Responsibility Committee
F Project Evaluation Committee
G Sustainable Development Committee
Board Committees Board Independence
The Board has constituted various committees to make informed decision in the best of interest of Independent directors bring an independent judgement to
BPCL. The Board of Directors’ committees are vital gears in the corporate governance wheel. These bear on the Board’s deliberations, acting in good faith in
Committees are formed in line with the requirements of the organization. Various committees exist order to promote the objects of the company and exercising
with different roles under the provisions of Department of Public Enterprises (DPE) Guidelines / duties with reasonable care, skill and diligent. BPCL has
Companies Act. During the year, all recommendations made by the Committees were accepted by set Terms & Conditions of Appointment of Independent
the Board. The Board Committees are chaired by Independent Directors whereas the Economic, Directors where all the declarations have been received
Environmental and Social aspects of BPCL’s Operations are monitored by respective Board committees. from the Independent Directors about meeting the criteria
of independence as laid down under Section 149(6) of the
Companies Act, 2013 and Regulation 16(1) (b) of the Listing
To review the quarterly/annual financial statements before submission to the
Audit Committee Regulations. In the opinion of the Board, the Independent
Board
Director fulfill the conditions of independence specified in
the said Act and Regulations and are independent of the
Nomination and Remuneration Committee
To formulate and review policies related to remuneration / perquisites / management.
incentives within the parameters of Guidelines issued by the Govt. of India.
In order to meet the requirements of Corporate
To oversee the redressal of grievances of shareholders, debenture holders (and Governance Norms, the company needs to familiarise
other security holders) including complaints related to transfer of shares, non- the independent directors with the company, their roles,
Stakeholders Relationship Committee
receipt of Annual Report, non-receipt of declared dividends, etc. and other rights, responsibilities in the company, nature of the
additional roles as covered under the Listing Regulations.
industry in which the company operates, business model
To review and recommend the risk management plan comprising risks assessed of the company, etc. In order to acquaint them on relevant
and their mitigation plans, identification of corporate level risks and their
Risk Management Committee
mitigation plans for approval of the Board with the recommendation by the
economic, environmental, and social topics, the Board
Audit Committee members are nominated for various training programs
organised by reputed institutions. They also leverage the
To provide guidance and suggestions on CSR activities to the CSR role holders platform of conferences / seminars / webinars to keep
Corporate Social Responsibility Committee and to monitor its progress, bringing greater transparency and experience in
the execution of CSR activities of the Company etc themselves abreast with latest developments.
To evaluate, guide implementation, monitor, review and assess deliverables, Board Compensation
Project Evaluation Committee provide recommendations and advice to the Board for projects costing over INR
500 Crore including investments in Subsidiaries / Joint Ventures The Nomination and Remuneration Committee (NRC)
formulates, and reviews policies related to remuneration /
perquisites / incentives within the parameters of Guidelines
To oversee, approve, provide budgetary allocation and monitor the projects
Sustainable Development Committee issued by the Government of India. The role, powers and
covered under Sustainable Development projects as part of the business plan
of business units. functions of the NRC were specified and approved by the

Board. The NRC has formulated a policy to decide the annual various parameters including physical, financial, social and
bonus / variable pay pool and policy for its distribution across environmental parameters.
the executives and non-unionized supervisors, as per the
guidelines of DPE. Board Evaluation
The President of India approves the appointment and The provisions of Section 134 (3)(p) of the Act shall not apply
remuneration of full-time directors and employees through to a Government Company in case the Directors are evaluated
the Ministry of Petroleum and Natural Gas (MoP&NG). Whole- by the Ministry, which is administratively in charge of the
time Functional Directors are eligible for performance-based Company as per its own evaluation methodology. BPCL being
incentives as employees of the organisation, in accordance with a Government Company, the performance evaluation of the
the policy that applies to all BPCL employees. Stakeholders’ Directors is carried out by the Ministry of Petroleum and
opinions are not taken into account when determining Director Natural Gas (MoP&NG), Government of India, in accordance
remuneration. with applicable Government guidelines.
The Nominee Directors of Government of India do not As per the provisions of Section 134(3)(p) of the Companies
receive any remuneration from the Company. The amount of Act, 2013, a listed entity is required to include a statement
sitting fees payable to independent directors was fixed by indicating the manner of formal evaluation of performance of
the Board. the Board, its Committees and individual Directors. However,
Part-time (Independent) Directors are compensated the said provisions are exempted for Government Companies,
for attending Board/Audit Committee/other committee as the performance evaluation of the Directors is carried out
meetings during the current fiscal year. Only regular heads of by the Administrative Ministry, i.e., Ministry of Petroleum
compensation are considered when calculating compensation and Natural Gas (MoP&NG), as per laid-down evaluation
(one-time payments and perquisites are excluded). Salary and methodology. In line with the Companies (Accounts) Rules,
Allowances, Contribution to Provident Fund and Other Funds, 2014, rule 8 (5) (iii a), in the opinion of the Board, the
Other Benefits and Perquisites, and Performance Related Pay Independent Directors appointed during the year 2021-22
are the major components for calculation of compensation for possess integrity, requisite expertise and experience. The
full time Functional Directors. process of Board evaluation can be referred to as reported in
Annual Report, FY 2021-22.
The fixed remuneration component is accompanied
by a variable component, based on the performance of the
Management. The Performance Related Incentive Scheme for
Corporate Governance Mechanism
Management Staff (PRISM) is evaluated against the targets The governance model is formalized and operationalized
outlined in the Memorandum of Understanding (MOU) through a diverse set of policies, procedures, and process-
with MoP&NG. BPCL and the MoP&NG sign an MOU at the driven systems that have been institutionalized throughout
start of each fiscal year. The MOU specifies targets for the Company.
To accurately and timely comply with applicable Sustainability Governance Structure
Robust Internal Control
laws, regulations, contracts, policies, and Reflective of the leadership commitment to integrate sustainability into its
Systems and Processes
procedures operations, BPCL has constituted a Board level Sustainable Development
Committee (SDC). The Committee, comprising of two whole-time Directors
To coordinate all the sources information, and and three Independent Directors where Independent director is the committee
Robust Internal Control head and is responsible for providing oversight on strategy and monitoring
activities on an Enterprise-wide information
Systems and Processes the implementation of strategic sustainability initiatives. The Sustainable
system
Development Committee reviews sustainability initiatives twice a year and
evaluates materiality topics, stakeholder engagement, environmental, social,
To provide credibility to company’s statements
Robust Internal Control and governance parameters driven by the Corporate HSSE department
by examining the evidence provided in
Systems and Processes The Board of Directors have adopted and delegated the implementation of the
underlying information
Business Responsibility Policy to Sustainable Development Committee (SDC).
The Policy is based on the principles National Voluntary Guidelines on Social,
Robust Internal Control To ensure fair and transparent practices within Environmental, and Economic Responsibilities of Business as issued by Ministry of
Systems and Processes the organization Corporate Affairs.
Capacity Building of Board Members

BPCL Policies Aspect
Sustainability Policy E, S, G The Company has adopted a policy for the training requirements of Board
Members. BPCL nominates Part Time (Non-official) Directors for relevant
HSE Policy E,S, G
training programmes / seminars conducted by reputed Institutions / Standing
Security Policy S, G Conference of Public Enterprises (SCOPE) etc. The knowledge of SD Committee
Preservation Of Documents and Archival Policy G on sustainability parameters is also updated during the review and finalization
Policy For Determination of Materiality of Events or Information G of the Business Responsibility Report (BRR) and Sustainable Development
Whistle Blower Policy G Report (SDR).
Policy on Material Subsidiaries G
Ethics and Integrity
Code for Prevention of Insider Trading in the securities of BPCL G
Related Party Transaction Policy G Ethics and integrity are underpinning core values for BPCL while decision
making. It is the responsibility of the company to conduct business in accordance
Code of Conduct for Board Members and Senior Management G
with the highest ethical standards. Compliance with these standards can result
Personnel
in tangible business advantages like enhanced opportunities, better market
Dividend Distribution Policy G access, improved reputation, customer loyalty, and talent attraction. BPCL has
CSR Policy S formulated specific procedures, processes and systems in place, under which the

“Code of Conduct, Procedure and Disclosures for Prevention assessment process and 100% of the operations are assessed for risks related
of Insider Trading in the Securities of BPCL” and “Code to corruption.
of Corporate Disclosure Practices” have been adopted.
In FY 2021-22, no new cases were filed on grounds of unfair trade practices
The policy formulated by BPCL on ethics, prevention of
or anti-competitive behavior. Details of the case filed by stakeholder against
corruption and bribery covers its entire Operations. All the
BPCL regarding unfair trade practices, irresponsible advertising and/or anti-
management / non-management and contract employees
competitive behavior during the last five years and pending as on end of FY
comply with all applicable policies.
2021-22 are mentioned in the following table:
The company has taken a proactive approach to implement
government policies and has also provided all necessary No. of Cases filed in No. of Cases pending as on
Category
the last 5 years end of FY 2021-22
information about ethical behavior to employees via
internal portal link. The Code of Conduct adopted by Unfair trade practices Nil Nil
the Company specifies that Board Members and Senior Irresponsible advertising Nil Nil
Management Personnel shall function within the authority Anti-competitive
conferred upon them by the Company, keeping the best 4 7
behaviour*
interest of the Company in view and they shall not be *The details of cases mentioned in the above table can be referred in BPCL Annual Report FY 2021-22.
involved in taking any decision on a subject matter in which
conflict of personal interest arises or which in their opinion Vigilance Mechanism
is likely to arise. Similarly, directors of the company shall
not be involved in any situation in which they may have
a direct or indirect interest that conflicts, or may conflict,
with the company’s interests. During FY 2021-22, there
were no material transactions that could have conflicted
with the Company’s overall interests.
Furthermore, BPCL employs a robust mechanism for
communicating concerns with the various stakeholders.
The primary stage of grievance redressal is meant to be
resolved at BU level, however, if the grievance remains
unresolved, the Committee of Functional Directors takes
up such critical issues. Following a review of the critical
concerns, a discussion with the Board of Directors is also
initiated. The aggregate number of concerns raised during
FY 2021-22 cannot be disclosed due to confidentiality
reasons. Significant risks are identified through the risk BPCL CVO Ms. Meenaxi Rawat
BPCL constantly strives to improve its ethical Vigilance Angle
standards and encourages sound business
practices and good corporate governance
through an effective balance of preventive Obtaining valuable thing,
Demanding and/or accepting Obtaining any valuable thing
and detective vigilance measures. In without consideration from a
gratification other than legal or pecuniary advantage by
keeping with our motto of “Vigilance person with whom have official
remuneration corrupt or illegal means
for Corporate Excellence,” the Company dealings
has taken a proactive and participatory
vigilance awareness approach to minimise
or eliminate deviations from BPCL’s values,
policy and procedures to uphold the integrity
Possession of assets Cases of misappropriation,
of business operations. Core purpose of Any undue/unjustified delay
disproportionate to known forgery or cheating or other
vigilance set up is to promote a vigilant in the disposal of a case
sources of income similar criminal offences
culture including continuous improvements
in our internal systems, processes and
practices, as enabler to business. BPCL
has held a number of training programs E-Vigilance
and conferences to help Vigilance officers Instances of cyber frauds, cyber-crimes, malpractices by the government officials and
gain a thorough understanding of various employees of vendors manning the IT systems have come to notice of CVC.
guidelines and processes. During their i. During E-procurement/e-tender, some bidders could get to know critical information such
visits, Vigilance officers conducted Vigilance as bids of competitors.
Awareness sessions for employees working ii. E-payment – cases of fraud and duping while making online transactions
at operating locations and commercial offices
to improve knowledge and awareness of the Following are the proactive measures taken by BPCL to enhance the robustness of the IT based
operational aspects of various circulars and systems:
guidelines issued by the Central Vigilance • BPCL perform Security audit of all the IT systems and processes
Commission (CVC) and the Ministry. BPCL • BPCL ensures that the agency which has made/supplied the IT systems should not be the
also conducts comprehensive system Checker of the IT system.
studies in critical areas, the findings of which • All the IT systems at BPCL maintain audit trails where these logs are enabled and maintained
are discussed with business stakeholders for appropriate period as per extant guidelines of the Government.
in order to expedite the suggested • Forensic readiness of E-services is maintained
improvements. Corporate Vigilance also • ICT infrastructure at BPCL is continuously monitored for the security status and visibility on
conducted extensive investigations into operations
Complaints and Source of Information. • Role based information security awareness program

Investigation and Complaints Vigilance Awareness Initiatives
Vigilance took effective action on complaints with the The year 2021 brought a fresh breeze in the Vigilance Dept, when culture of preventive vigilance was
purpose of safeguarding the interests of stakeholders. propagated in the organization and making vigilance as enabler to businesses with focus on vigilance
Emphasis was laid on early completion of investigations and awareness and systemic improvements. A pilot preventive vigilance workshop was conducted in
concluding the same. A summary of investigative complaints Lucknow, which was well received the encouraging feedbacks and the same was extended to Kolkata
handled by Vigilance during the FY 2021-22 is given below: and Bhopal for benefits of respective teams.
Opening Closing Maiden 2 day mid-career training was conducted in Mumbai for Officers holding sensitive positions
Received Disposed
Balance Balance in different BUs/Entities with real life case studies with learning points. The training was designed
during Total during
(As on (As on
the Year the Year
01.04.2021) 31.03.2022) Established Integrity Clubs in
various schools for children in
31 60 91 43 48 the age group of 11-16 years. The
members of the Integrity Club Conducted for employees working at
The above complaints broadly cover issues like Selection are called “Young Champion of operating locations and commercial
of Retail Outlet dealers / LPG distributors, irregularities Ethics” (YCC) and the vision of this offices by Vigilance Team using both
club is “Imbibing Values with a online methodology and offline
committed by Retail Outlet dealers / LPG distributors, Vision to create a Responsible and during their visits.
Corruption Free Society”.
Tender / material, lapses in the tendering process etc. The Aimed at enhancing the knowledge
status of complaints received / resolved through various and awareness on operational aspects
of various circulars and guidelines
other modes in FY 2021-22 is given below: issued by the Central Vigilance
4
Vigilance Awareness Commission (CVC) & the MoP&NG.
Week with the theme Vigilance
Customer ‘Independent India @ 75: Awareness During the year 2021-22, 72 training
Particulars complaints/ Self-Reliance with Integrity’ Sessions sessions were held covering 2,375
Resolutions Balance persons.
3
was observed across the
(Complaints) Queries/ country from 26th October
Integrity
grievances 2021 to 1st November
Clubs
2021. During the week,
Customers 1 4,52,206 4,49,706 2500 a variety of programmes
were carried out across
2
IEM (Independent the country (including The 12th edition of the Vigilance
7 7 Nil contests conducted online) Vigilance
External Monitors) to spread the theme and Awareness
magazine, ‘Vigilance Plus’ was
released which had information
bring awareness amongst Sessions
ESE Department 25 25 Nil employees, stake holders
about various activities carried out
by Vigilance department towards
1
and public. In line with CVC’s
Investor 74 74 Nil directions, considering Vigilance
preventive vigilance during the
year, as well as important circulars
Public Grievance 2
4,944 4,781 163 the ongoing pandemic Awareness issued by CVC and BPCL’s Finance
situation, internal activities Week department.
were taken on a campaign
1. 99.44% of customer complaints are closed with an mode as a part of Vigilance
average closure time of one day. Awareness Week
2. Average disposal time is only 13 days for public

grievance as against the norm of 30 days
with objective of developing insights so that pitfalls can function to risk assessment, analysis and control function. By ensuring fair play,
be avoided for smooth business activities while creating justice and preventing seepage of resources it promotes morale, efficiency and
value for the organization. thereby better bottom-line. The commission observes Vigilance Awareness
Week on an annual basis to emphasize the importance of integrity in public
All employees (100%) are regularly informed about the
life. BPCL is fully committed to implement the policy of “Zero Tolerance against
anti-corruption policy and procedure, and they receive
Corruption”. All officials at BPCL had administered an integrity pledge as per
specialized training on the subject. There is no bifurcated
company policy. CVO BPCL in her inaugural address emphasized on preventive
value available for anti-corruption trainings, but data for
Vigilance for Fairness, Accountability and Transparency (FAT) in all actions and
the same can be found in the total number of trainings
collaboration of Vigilance and Business Unit for a Vigilant organization.
conducted. Complaints, including those received online,
were investigated within the time frame specified by
Vigilance Team, both directly and through Businesses/
Entities. BPCL has displayed information relevant to the
common public at all the operating locations and offices
on office notice board/ website.
Integrity Pledge
Over the years vigilance function has evolved from a policing
Vigilant Farmers of Village Mavli

District Udaipur, Rajasthan
Ms. Meenaxi Rawat, CVO BPCL: Administering Integrity Pledge
Retail BU organized Kisan Mela in the
October, 2021 to promote MAK Lubricants
& FINO transactions, where more than 100
farmers participated. A puppet show was
also arranged in this mela for spreading
message on vigilance awareness. Integrity
Pledge was administered to farmers and
vigilance awareness was given to fight
corruption.
BPCL team taking Integrity Pledge

Vigilance Awareness Week
Contribution UN Sustainable Development Goals
BPCL has been contributing towards United Nations Sustainable Development Goals that are blueprint to achieve a better and sustainable future for all. BPCL strives
to identify solutions to social and environmental challenges and creating an inclusive, peaceful, and prosperous world for all. BPCL is proud that its initiatives
contributes to the advancement of SDGs. BPCL touches all 17 Goals directly or indirectly through its day-to-day operations, community development, and initiatives
to protect the environment.
UN SDG SDG Description BPCL Initiatives
• BPCL has established Skill Development Institutes (SDI) across the country to train people and help them to
become financially independent.
• Since inception of SDI Kochi 978 students have been trained. In aspirational districts of Madhya Pradesh 15
End poverty in all its batches of 375 individuals were trained in vocational skills and were linked to work and self-employment
forms everywhere options using an online mode of instruction
• BPCL has CSR projects in Latur, Maharashtra, for training 75 visually impaired youth in acupressure and
massage therapy, to make them self-sufficient.
• BPCL provides employment to 27,154 people.
End hunger, achieve • BPCL provides infrastructure support to a project that train farmers in ‘Organic Farming and Sustainable
food security and im- Livelihood’ in Vikarabad, Telangana. This support ensures safe and comfortable accommodation/dining
proved nutrition and facilities to the farmers on the campus hailing from nearby villages.
promote sustainable • 240 farmers are benefitted everyday through training in organic farming methods and practices that would
agriculture help them in achieving self-sufficiency in farming and allied agriculture activities for better livelihood.

• BPCL in this year took some exemplary measures to combat COVID 19 pandemic and provide relief and
rehabilitation to the most vulnerable sections of the society by undermentioned initiatives–
» 11 Pressure Swing Adsorption (PSA) plants have been established at government hospitals in Uttar
Pradesh (1), Maharashtra (2), Kerala (3), Madhya Pradesh (5), and 3,000 oxygen cylinders, 1000 oxygen
concentrators, and 100 ventilators have been purchased and stored at various locations across the
country to be made available to the community in the event of an emergency
Ensure healthy lives
» BPCL collaborated with local administration and police in various locations to provide PPE (Personal
and promote well-
Protection Equipment) Kits, masks, and sanitizers to various front-line workers, as well as to assist
being for all at all
marginalized groups, including migrant workers, by distributing Ration kits.
ages
• BPCL continued its support towards cancer care by supporting underprivileged cancer patients with holistic
treatment in ten cancer hospitals across the country.
• BPCL contributed INR 40 Crores to the PM CARES Fund, for the relief and rehabilitation measures as a result
of the COVID 19 outbreak
• BPCL supports placement-linked Vocational Training for assimilating leprosy-affected youth in the
mainstream of the society. BPCL has trained 792 leprosy affected students under this initiative
• BPCL’s CSR mission is to enable education for more than 10 lakh children.
• At Skill Development Institute (SDI) Kochi 978 students have been trained. In aspirational districts of
Madhya Pradesh 15 batches of 375 individuals were trained in vocational skills and were linked to work and
Ensure inclusive and self-employment options using an online mode of instruction.
equitable quality ed- • Digital literacy as a life skill (DLLS) and computer-aided learning (CAL) programmes were undertaken by
ucation and promote BPCL for children in low-income schools in Mumbai, Jaipur, Lucknow, Uran, and Solapur. The programme has
lifelong learning op- been replicated in Municipal Corporation of Greater Mumbai’s (MCGM) 50 low-income schools, enrolling
portunities for all about 55,000 students.
• The early-age education system has changed because of Project AKSHAR, which is being implemented in the
Nandurbar in Maharashtra and Sagar in Madhya Pradesh. With no school left untouched, the huge initiative
touches the lives of more than a lakh impoverished students in the region, including 1,059 villages.
• BPCL ensures no discrimination on the basis of race, gender, ethnic origin, nationality, caste, class, religion
etc.and provide equal opportunities to women.
• Women hold management and non-management positions in the organization.
• BP Keshwapur company owned company operated (COCO) petrol pump is commissioned by BPCL Belgam
Achieve gender Retail Territory, 1st ever 100% women operated petrol pump across Karnataka.
equality and empow- • BPCL conducted three online Vendor Development Programs for MSE vendors, including two for MSE SC/ST
er all women and girls and one for MSE Women, wherein over 500 vendors participated.
• UrjaDevis - With initial focus on small towns and rural areas, the recently created business unit ‘New
Businesses’ has developed a unique digitally enabled omni-channel business model to provide fuel and
non-fuel offerings to the lowest strata of the Indian market, through engagement of rural women folk
entrepreneurs called ‘UrjaDevis’
• Project BOOND has transformed more than 230 villages in the six states of Maharashtra, Tamil Nadu,
Karnataka, Uttar Pradesh, Rajasthan, and Andhra Pradesh from water scarcity to water positive by boosting
ground water levels and improving water availability.
• The total catchment area under rainwater harvesting has increased from 8,42,800 sqm to 9,07,938sqm
Ensure availability during FY 2021-22.
and sustainable man-
• MR Fresh water requirement has reduced by 35.8% from BMC by use of STP in collaboration with RCF from
agement of water and
FY 2020-21.
sanitation for all
• 325 MT of organic waste has been converted into compost and used for gardening purposes in the year
2021-22
• BPCL has implemented recommendations of Water Balance Study (WBS) in marketing locations especially in
LPG and Retail Business Units making locations water neutral.

• BPCL, the capacity of Renewable energy has reached cumulatively to

46.44 MW in the year 2021-22 out of which 34.64 MW is solar energy.
• Energy Efficient Lighting (EEL) capacity has increased from 53.24 MW to 59.66 MW during the year 2021-22.
• All the Retail operating locations have transitioned to 100% EEL besides MR, Pipelines and approximately
50 % other marketing locations.
• These initiatives have resulted in annual reduction of GHG emissions by approximately 271 TMTCO2e.
Ensure access to af-
fordable, reliable, • In order to increase the availability of LPG, the Pradhan Mantri Ujjwala Yojna (PMUY), Ujjwala 2.0, was
sustainable and mod- launched in Uttar Pradesh in August 2021. The scheme resulted in the acquisition of 25 lakh new customers
ern energy for all during the year, with the Company having acquired 2.35 Crores LPG connections since the PMUY scheme’s
inception.
• As a part of Ujjwala Yojana, transportation of product through Pipelines and use of Biofuel in MS and HSD
has helped in reduction of emissions by approximately 5,461 TMTCO2e, totaling to 5,732 TMTCO2e for the
year 2021-22.
• Work is in progress at 2G Ethanol Bio refinery at Bargarh, Odisha that would assist BPCL in reducing GHG
emissions by about 60,000 MTCO2e per year.
• Market sales increased to 42.51 MMT, as compared to 38.74 MMT during the year 2020-21.
• BPCL achieved Profit After Tax (PAT) of INR 8,789 Crore on a standalone basis in FY 2021-22.
• BPCL has created a separate cell for MSMEs to ensure uninterrupted and prompt payments.
Promote sustained, • During the year, 1,430 New Retail Outlets (NROs) were commissioned, taking the total number of Retail
inclusive employ- Outlets (ROs) to 20,063 as on March 31, 2022, maintaining BPCL’s position as second-largest fuel retailing
ment and decent network in India
work for persons and • BPCL conducted three online Vendor Development Programs for MSE vendors, including two for MSE SC/ST
disabilities and one for MSE Women, wherein over 500 vendors participated.
• BPCL’s actual procurement value from MSEs was INR 4,006.52 Crore, i.e., an achievement of 28.8%, which
exceeds the target of 25%
• BPCL does not engage any child labor. BPCL follows all human rights related guidelines and policies.
• Replacing Grey Hydrogen with Green Hydrogen-BPCL has acquired a license for Alkaline Electrolyzer (AE)
technology from Bhabha Atomic Research Centre (BARC) for scaling up and commercialization of Electrolyzer
Build resilient infra- for indigenous use.
structure, promote • To reduce the country’s dependency on imports through optimizing fuel consumption, the BPCL R&D team
inclusive and sustain- has designed LPG Burners with improved efficiency
able industrialization • An Efficient Vapor Recovery System (VRS) for Retail Outlet (RO)-Inhouse designed VRS unit successfully
and foster innovation commissioned at BP COCO retail outlet.
• BPCL CRDC (R&D unit) developed the Road from Plastic Waste. Till date, about 175 Metric Tonnes of plastic
waste has been utilized in waste plastic road stretches prepared across India.
• BPCL undertakes programs for skilling of women; BPCL does not discriminate upon the basis of race, gender,
ethnic origin, nationality, caste, class, religion etc.
Reduce inequality • BPCL also conducts skilling programs for adolescents with intellectual disability
within and among • BPCL has CSR projects in Latur, Maharashtra, for training 75 visually impaired youth in acupressure and
countries massage therapy, to make them self-sufficient.
• BPCL trained 792 leprosy affected youth in various trades at Nashik, Champa, Faizabad, Bankura,
Vadathorasalur and Vizianagaram
• As a part of Ujjwala Yojana, transportation of product through Pipelines and use of Biofuel in MS and HSD
has helped in reduction of emissions by approximately 5,461 TMTCO2e, totaling to 5,732 TMTCO2e for the
year 2021-22.
• PMUY programme has aided in the adoption of cleaner cooking fuel by rural residents and low-income
Make cities and hu-
households.
man settlements in-
• A Robotic manhole cleaning machine was developed by Genrobotic Innovations, who were provided grants,
clusive, safe, resilient
mentor support and specific technical assistance by BPCL under Project Ankur, to improve the working
and sustainable
conditions of conservancy workers.
• An Efficient Vapor Recovery System (VRS) for Retail Outlet (RO) has been installed to reduce volatile organic
compounds (VOC). As per statutory requirements, installation of VRS Stage-IB and Stage-II both have been
completed at 871 Ros as of March 2022.

• BPCL strives for sustainable procurement across its value chain, right from the sourcing of raw materials i.e.,
Crude Oil to product transportation
• In BPCL, the capacity of Renewable Energy has reached cumulatively to 46.44 MW in the year 2021-22 out
of which 34.64 MW is solar energy.
• BPCL’s renewable energy consumption reached to 5.03% of total electricity at its refineries and marketing
locations
Ensure sustainable
• Energy Efficient Lighting (EEL) capacity has increased from 53.24 MW to 59.66 MW during the year 2021-22.
consumption and
• All the Retail operating locations have transitioned to 100% EEL besides MR, Pipelines and approximately
production patterns
50 % other marketing locations. These initiatives have resulted in annual reduction of GHG emissions by
approximately 271 TMTCO2e.
• The total catchment area under rainwater harvesting has increased from 8,42,800 sqm to 9,07,938 sqm
during FY 2021-22.
• Refineries used 53.2% of sea water of the total water consumption
• Usage of single-use plastic has been prohibited across all BPCL locations.
• BPCL has planted about 90,000 trees in FY 2021-22 making a total of approximately 4.76 Lakh trees which
helps in contributing the CO2 sink by 12,000 MTCO2e.
• BPCL MR in collaboration with Central Railway had planted 1,000 tree saplings of native species using
MIYAWAKI method at Lokmanya Tilak Terminus (LTT) Kurla on World Environment Day, June 5, 2021.
• Similarly, Kochi Refinery in its initiatives to improve greenery has planted 8,340 Saplings during the year
2021-22.
• Around 5 Lakh seed bombs were planted through Seed Bombing technique in Maharashtra region which
Take urgent action
includes Retail locations, LPG plants, MMBPL Pipeline (ROU) and other areas which are approx. 20%
to combat climate
• Flood modelling study at Kochi refinery is under progress which is expected to get completed by September
change and its im-
2022
pacts
• BPCL is implementing recommendations of Water Balance Study (WBS) in marketing locations especially in
LPG and Retail Business Units in an endeavor to make locations Water Neutral.
• Capacity of renewable energy has reached cumulatively to 46.44 MW in the year 2021-22 out of which
34.64 MW is solar energy.
• To reduce vapor emission while handling Benzene and Toluene, N2 blanketing facility with- fixed cum
internal floating roof and double seal for storage of Benzene and Toluene product tanks along with bottom
loading facility for aromatics was commissioned at MR.
• BPCL is engaged in development of less aqua toxic oil base drilling mud formulation used in offshore/
Take urgent action onshore drilling.
to combat climate • BPCL R&D has developed biodegradable hydraulic oils, metal working fluids and base fluids for oil base
change and its im- drilling muds.
pacts • Pipelines are positioning ‘Oil Spill Dispersant & Applicator’ at nodal locations for use in case of oil leakage
in water bodies.
• BPCL has planted about 90,000 trees in FY 2021-22 making a total of approximately 4.76 lacs trees as of
March 2022. These tree planting initiatives have contributed to an increase in CO2 sink by 12,000 MTCO2e.
• Around 5 lakh seed bombs were planted through Seed Bombing technique in Maharashtra region which
includes Retail locations, LPG plants, MMBPL Pipeline (ROU) and other areas by engaging services of
Environment Institute M/s SIES, various NGOs, NCC cadets and Govt. bodies.
• BPCL MR in collaboration with Central Railway planted 1000 tree saplings of native species using MIYAWAKI
method at Lokmanya Tilak Terminus (LTT) Kurla on World Environment Day, 05th Jun-2021. Similarly, Kochi
Sustainable manage- Refinery in its initiatives to improve greenery has planted 8,340 Saplings during FY 2021-22.
ment of Life on land
• BPCL is using Biogas generated from waste and replacing LPG in canteen in MR & KR.
• BPCL has received ‘Zero Waste to Landfill’ certification for Mumbai Refinery and 82 Retail locations. By
2025, BPCL targets to certify all operating locations for Zero Waste to Landfill near future by 2025.
• BPCL’s renewable energy status is 46.44 MW, which also includes wind energy of 11.8 MW in FY 2021-22.
• BPCL ensures that no disposal of sewage water that affects both land and water bodies.
• The implementation of Auto fuel Policy & BS VI fuel is the Total Sulphur Released in the atmosphere is
reduced by 1,025 MT in the FY 2021-22.

• Introduced BPCL Customer Care SmartLine (1800 22 4344), a single window system to listen to queries,
Promote peaceful suggestions, feedback and compliments related to any of our products and offerings
and inclusive soci- • BPCL has made various digital payment options available to customers in order to provide convenience and
eties for sustainable the ability to pay at any time.
development • BPCL targets to maintain zero corruption across organisation.
• BPCL organises mandatory trainings on ethics
• M. B. Lal committee has given recommendation of setting up ERC in India which can handle large oil fires
with specialized resources & expertise available with them. Oil & Gas Companies including IOCL, HPCL,
Strengthen the BPCL, ONGC, GAIL are in the process of setting up 5 such centres in collaboration.
means of implemen-
• BPCL is also a part of the following industrial and trade associations Confederation of Indian Industry
tation and revitalize
(CII), Federation of Indian Chambers of Commerce and Industry (FICCI), ASSOCHAM, Bombay Chamber of
the global partner-
Commerce and Industry, World LPG Association (WLPGA), Petroleum and Natural Gas Regulatory Board
ship for sustainable
(PNGRB), Biodiesel Association of India etc.
development
• BPCL has collaborated with M/s RCF to commission Sewage Treatment Plant (STP) to use wastewater and also
to reduce its dependency of fresh water on BMC.
Annexure 1

Material Usage Breakup
REFINERIES
Total Total
MR MR KR KR
GRI 301-1: Materials UoM 2019-20 Refineries Refineries
2020-21 2021-22 2020-21 2021-22
2020-21 2021-22
Amine, Neutralising Metric Tonne 148.26 36.96 25.62 89.5 82.83 126.46 108.45
Anti-Foulant Metric Tonne 118.07 69.67 34.14 51.89 60.935 121.56 95.08
Any other (Liquid) Kilolitres 220.58 112.59 96.35 0 0 112.59 96.35
Caustic Lye (Sodium Hydroxide) Metric Tonne 1397.86 782.38 834.15 1274.22 3374.08 2,056.60 4,208.23
FCCU Catalyst Metric Tonne 204.06 117.38 46 796.08 760.37 913.46 806.37
Foam procured for firefighting Kilolitres 29 4 20 0 0 4.00 20.00
Fresh Catalyst, CCU Metric Tonne 1794.18 395.14 471.81 788.01 780.77 1,183.15 1,252.58
Hydrochloric Acid Metric Tonne 2793.76 1385.58 1711.01 3259.59 3105.54 4,645.17 4,816.55
Hydrogen Peroxide Metric Tonne 792.73 32.23 139.46 370.38 407.84 402.61 547.30
Lubricity Additive Metric Tonne 1370.61 752.42 896.27 575.46 636.3 1,327.88 1,532.57
Oil Recovered from Sludge Metric Tonne 11445.42 934.84 11165.13 2381.95 1502.93 3,316.79 12,668.06
Oil/Lubricant Kilolitres 678.56 314.18 349.65 161.82 211.06 476.00 560.71
Imported Crude Thousand Metric Tonne 27446.63 9733.53 11372.62 13012.41 15137.96 22,745.94 26,510.58
Indigenous Crude Thousand Metric Tonne 4085.48 3207.06 3063.92 269.37 263.55 3,476.43 3,327.47
ISD (Intermediate Stock Difference) Thousand Metric Tonne -43.36 -1.82 -29.93 -120.90 5.26 -122.72 -24.68
Reprocessed Slop Metric Tonne 5249.42 0 0 3219 3986.2 3,219.00 3,986.20
Methanol Metric Tonne 12, 099.3 7991 13156.78 0 0.154 7,991.00 13,156.93
Reprocessed/ Confiscated product Metric Tonne 1164.62 49 139.22 0 0 49.00 139.22
Reformate Metric Tonne 12567 0 0 0 30612.28 - 30,612.28
Bitumen Drum Metric Tonne 3807 0 0 1582.54 0 1,582.54 -
DCP Powder procured for firefighting Metric Tonne 1.62 0 0 2 0 2.00 -
Di Ethanol Amine Metric Tonne 1243.04 0 0 679.81 722.35 679.81 722.35
Rock Salt Metric Tonne 55.97 175 379 77.21 23.5 252.21 402.50
RETAIL
GRI 301-1: Materials UoM 2019-20 2020-21 2021-22

Additives – Hi speed Metric Tonne 1.45 2.21 1.71
Additives – Speed 97 Metric Tonne 21.7 7.66 6.68
Additives – Speed Kilolitres 53.76 44.75 27.63
Any other (Liquid) Kilolitres 0.69 0.59 1.97
Any other (Solid) Metric Tonne 0.09 0.01 0.22
Blue Dye Metric Tonne 4.33 3.8 1.28
Corrosion Inhibitor (Ethanol Additive) Kilolitres 52.75 60.45 86.34
DCP Powder procured for firefighting Metric Tonne 9.8 9.07 14.54
Ethanol Thousand Kilolitres 457 593.34 972.00
Foam procured for firefighting Thousand Kilolitres 19.86 36.48 37.66
Grease Metric Tonne 3.49 2.9 2.85
Oil/Lubricant Kilolitres 9.1 6.64 9.87

LPG

BMCG Additives Kilolitres 215.4 230.13 136.47
Brown Soap Metric Tonne 917.38 869.15 1052.95
Delrin Cap Number in 1000 34597.51 37679.31 50161.92
DPR Number in 1000 5267.56 2650.86 4192.08
Procured- Foam for firefighting Kilolitres 9.6 3 1.10
Procured – Grease Metric Tonne 2.93 3.42 5.35
LOT Valve Number 38288 27991 33195.00
New Cylinders Inducted 14.2 KG Number in 1000 7404.66 5281.88 5119.34
New Cylinders Inducted 19.0 KG Number in 1000 425.11 438.63 403.95
New Cylinders Inducted 47.5 KG Number 9114.65 10529 28978
O Ring Number in 1000 35191.45 35959.12 38067.37
Paint and Primer used at the time of statutory
Thousand Kilolitres 320.18 325.79 289.74
painting and repairing of LPG cylinders
PVC Seal Number in 1000 423716 473293.26 489810.85
Safety Caps Number in 1000 14488 11355.78 11285.57
SC Valve Number in 1000 6964 4614.48 5538.63
LUBRICANT

Any other Solid Kilograms 0 0 0
Any other Liquid Kilolitres 0 0 0
Foam procured for firefighting Kilolitres 5.5 0.6 0
PIPELINE

Foam procured for firefighting Kilolitres 13 14.2 30
Oil/Lubricant: Kilolitres 15.96 17.38 27.33
DCP powder procured for firefighting Kilogram 50 0 0
AVIATION

Foam procured for firefighting Kilolitres 2.4 8 0.00
BPCL does not use any recycled input materials to manufacture the organization’s primary products and services. All materials except Ethanol
(Bioethanol) are non-renewable. Due to the nature of business, products sold by BPCL cannot be reclaimed.

Annexure 2
A. GHG Calculation Quantification Methodology Power Sector User Guide Version 17’, issued by Central
Electricity Authority, Government of India for Unified Grid.
The emission calculation includes Scope 1, 2, and 3 emissions from all relevant
Kyoto Protocol gases. The below sources of emission have been included in the Transportation:
scope of this inventory. This year emissions factors used for calculating Scope 1
• Vehicular movement is considered for calculation of
and Scope 2 GHG emissions and net calorific values used for calculating energy
emissions.
consumption have been adopted as per IPCC Guidelines. Similarly, both the
changes have been applied retrospectively for FY 2019-20 and FY 2020-21 • Emission factors is derived from IPCC emission guidelines
energy and emissions calculations. (This is a Restatement) to calculate GHG emissions from combustion sources.
Scope 1 emissions: These are direct emissions resulting within an organization’s • Activity data (quantity of fuel consumed) is multiplied
boundary and arise from sources that the organization owns or controls. with the respective default energy factor to quantify
the emissions.
Scope 2 emissions: These are indirect emissions from the electricity that is used
by the organization and is outside the organization’s boundary. SOx, NOx & SPM Emissions:
Scope 3 emissions: These include all other indirect emissions that occur outside Parameters that are monitored calculating SOx, NOx, SPM
the organization but are as a result of the activities related to the organization. emissions are
The GHG emission calculation methodology for BPCL operating locations used • average emission rate,
are aligned with the following standard definitions:
• running hours of diesel generators, boilers, and furnaces
Stationary and Mobile Combustion: per annum,
• The emission factors for the calculation for emissions from stationary and For capturing the activity data, exhaust stacks are
mobile combustions has been derived from IPCC emission guidelines. monitored to obtain the following:
• Activity data (quantity of fuel consumed) is multiplied with the respective • Concentration of SOx, NOx, SPM
Net Calorific Value (NCVs) and emission factor to quantify the direct emission • Emissions Flow rate of exhaust gases
from stationary and mobile combustion sources.
• Running hours of Diesel Generators (DG) and boilers
• The emission factors and the NCVs are mentioned in Annexure 2A.
On the basis of above emissions are than calculated
Purchased Electricity:
GHG Emissions (Scope 3):
• The emission factor used to calculate emission from purchased grid electricity
for FY 2021-22 and FY 2020-21 is 0.79 TCO2/MWh and for FY 2019-20 is • The total distance travelled from the air (covering both
0.80 TCO2/MWh national and international travel) was used for emission
calculation.
• The emission factor is referred from ‘CO2 Baseline Database for the Indian

• Furthermore, the calculation of emissions due to the kg CO2e/tonne.km respectively. This is derived from DEFRA UK emission
Crude and LNG import is done by considering the guidelines and “UK Government GHG Conversion Factors for Company
quantity of each of them imported and the distance Reporting, 2022”.
travelled by the import material by average weight
• To calculate the emissions of downstream transportation of goods, the
crude/ LPG carriers.
emission factor used is 0.7375 kgCO2/km for HDV (>12 T). The emission
• For the purpose of this report FY 2019-20 is the Base year. factor value is derived from India GHG Program’s publication “India Specific
Road Transport Emissions Factors 2015”.
• The emission factor used for Air Travel derived from
India GHG Program 2015 Version 1.0 and is EF = 0.121 Ozone Depleting Substances (ODS)
kg CO2 / Passenger – km
• The emission factors used for calculating the ODS as MT CFC11e is 0.05
• The emission factor used for Crude and LPG import by and is taken from Handbook on Data Reporting under Montreal Protocol by
Crude tanker (average weight) and LPG tanker (average United Nations Environment Programme Division of Technology, Industry
weight) is 0.004572 kg CO2e/tonne.km and 0.010383 and Economics Ozonation Programme.
Annexure 2A

Net Calorific Values And Emissions Factors Used (As Per IPCC Guidelines):
Net Calorific Value (MJ/ Emission Factors

All Energy Sources
Kg) (kgCO2e/Litres)
Diesel (Stationary Combustion) 43.00 2.64
Diesel (Mobile Combustion) 43.00 2.67
The Conversion factor used for electricity for converting kWh to GJ is 0.0036
Net Calorific Value Emission Factors

All Energy Sources
(MJ/Kg) (kgCO2e/ton)
Biomass 13.6 25.84
LPG 47.30 2987.21
FO 40.40 3136.78
BHGO - Gas Oil 40.40 3136.78
PSA Off Gas 46.60 1154.92
Biogas 50.4 2.75
Refinery gas/ Fuel gas 49.50 2853.90
Coke (FCC coke) 32.50 3176.65
Naphtha 44.50 3272.66
BHAG (Bombay High Associated Gas) 49.50 2853.90
LNG 48.00 2695.42
Annexure 3

Hazardous And Non-Hazardous Waste
REFINERIES
Total Total
MR MR KR KR
Hazardous Waste UoM 2019-20 Refineries Refineries
2020-21 2021-22 2020-21 2021-22
2020-21 2021-22
Alumina Balls MT 9.23 0 10.62 0.00 0.00 0.00 10.62
Batteries/Electronic Waste MT 2.31 0 0.77 0.38 2.49 0.38 3.26
ETP Chemical Sludge MT 2560.00 0 0 0.00 5299.72 0.00 5299.72
Oily Sludge MT 76.11 0 0 152.97 0.00 152.97 0.00
Spent Charcoal MT 42.36 18.02 20.31 22.32 30.26 40.34 50.57
Spent Clay MT 269.76 37.92 52.16 85.15 113.76 123.07 165.92
Spent Resin MT 4.54 11.29 12.43 0.00 0.00 11.29 12.43
Waste Transformer Oil MT 18.20 2.66 10 0.00 5.80 2.66 15.80
All Catalyst MT 4532.00 345.37 575.23 779.99 1776.16 1125.36 2351.39
Total Hazardous waste MT 7514.51 415.26 681.52 1040.80 7228.19 1456.06 7909.71
Hazardous waste transported out of your premises
MT 2213.64 256.09 0 1591.34 2611.03 1847.43 2611.03
during the reporting period
Hazardous waste treated by bioremediation MT 28.44 0 339 37.22 25.00 37.22 364.00
Total Total
MR MR KR KR
Hazardous Waste UoM 2019-20 Refineries Refineries
2020-21 2021-22 2020-21 2021-22
2020-21 2021-22
Biomedical Waste Disposed MT - 0.117 0.098 0.10 0.07 0.22 0.16
Hazardous Waste UoM FY 2020-21 FY 2021-22

E-Waste Disposal Kg 0 2572
REFINERIES
Total Total
MR MR KR KR
Non- Hazardous Waste UoM 2019-20 Refineries Refineries
2020-21 2021-22 2020-21 2021-22
2020-21 2021-22
Drums/Tins MT 108.03 44.00 43.74 387.25 11.9 431.25 55.64
Ferrous Scrap MT 8,147.00 2,846.55 2,845.01 1986.14 2122.39 4,832.69 4967.40
Non-Ferrous Scrap MT 784.47 299.72 115.65 103.4 1768.07 403.12 1883.72
Tyres MT - - - 0.1242 0 0.1242 0
Wooden Scrap MT 290.29 40.00 171.69 0 23.93 40 195.62
Total Non-Hazardous Waste 9329.79 3230.27 3176.09 2476.91 3926.29 5707.18 7102.38
RETAIL RETAIL
Hazardous Waste UoM 2019-20 2020-21 2021-22 Non- Hazardous Waste UoM 2019-20 2020-21 2021-22
Additive Containers MT 0.56 0.19 0.22 Drums/Tins MT 2.05 0.98 0.23
Batteries MT 2.18 1.37 1.81 Ferrous Scrap MT 312.31 210.3 586.39
Damaged/Used Hose MT 4.03 1.21 0.33 Filters MT 0.28 0.3 0.09
Drums/Tins MT 0.21 0.32 0.13 Kitchen Waste MT 57.56 34.71 44.44
Paper Gasket MT 0.69 0.29 0.45 Non-Ferrous Scrap MT 3.53 8.79 3.21
Sample Containers with Plastic Seals MT 2.86 2.638 1.80
MT 0.87 0.28 1.37
Wooden Casing Saw Dust MT 0.09 0.03 0.05
Sludge MT 214.87 192.43 131.81 Seal Wire MT 2.63 1.14 0.74
Scrap Cable MT 3.21 8.52 1.04 Tyres MT 1.1 4 6.37
Used Hand Glove MT 1 0.02 0.01 Wooden Scrap MT 0.66 6.17 2.27
Used Additive Barrels MT 6.51 10.92 4.37 Total Non- Hazardous Waste 383.07 269.06 645.58
Used filters MT 0 0.1 0.05
Used Oil KL 3.81 4.76 2.12
Total Hazardous Waste 237.94 220.41 141.59

LPG LPG
Hazardous Waste UoM 2019-20 2020-21 2021-22 Non-Hazardous Waste UoM 2019-20 2020-21 2021-22
Batteries MT 3.22 2.11 9.13 Non-Ferrous Scrap MT 7.133 6.68 41.09
Damaged Delrin Caps MT 27.48 10.87 74.63 Ferrous Scrap MT 16.54 28.08 103.28
Damaged Or Defective Wooden Scrap MT 3.46 2.93 2.86
Loading And Unloading MT 2.21 1.51 2.54 Drums/Tins MT 13.38 7.08 7.47
Hoses
Total Non-hazardous 40.52 44.77 154.70
Defective DPR MT 896.69 477.26 425.75
Drums/Tins MT 2.42 16.11 19.36 LUBRICANT
Oil & Grease Barrels MT 10.67 6.64 9.11 Hazardous Item UoM 2019-20 2020-21 2021-22
Paint Residue/Sludge MT 14.86 28.89 31.90 Batteries MT 0.24 0.18 0.78
Paper Gasket MT 1.02 0.22 0.17 Drums/Tins MT 0.92 2.20 0.00
Primer Sludge MT 16.57 19.54 10.49 Used Additive Barrels MT 3.57 - -
SC Valve Scrap MT 1502.92 1416.61 923.38 Empty Containers MT 2.265 0.00 0.01
Scrap Empty Soap Drums MT 62.54 46.81 56.12 HDPE Scrap Barrels MT 4.04 3.60 4.76
Scrap Rubber O Ring MT 8.105 9.187 7.22 HDPE Scrap Containers MT 5.98 3.78 5.70
Used / Scrapped Crushed Market Returned Product MT 20.4 16.59 8.22
MT 5550.07 4542.2 9259.23
LPG Cylinders
OWS Sludge MT 6.6 0.00 19.38
Used Additive Barrel- BCG MT 0.37 0.46 0.53
Slop Generated MT 437.6 1271.48 174.11
Used Cotton Waste MT 3.51 4.74 4.48
MS Scrap Barrels (Heavy /
Used Filters MT 8.34 9.42 3.19 MT NA 71.19 153.38
Light Weight
Used Hand Glove MT 32.97 33.8 29.40 Used Cotton Waste MT 8.07 4.52 5.14
White /Black / Scrap Plastic MT 5.58 1.08 1.23 Total Hazardous waste 489.69 1373.54 371.48
Tyres MT - 0.13 0.38
Scrap paint drums MT - 117.51 91.92
Used Oil KL 5.58 6.91 9.79
Total Hazardous waste 8155.13 6745.10 10960.17
LUBRICANT AVIATION
Non- Hazardous Waste UoM 2019-20 2020-21 2021-22 Hazardous Waste UoM 2020-21 2021-22
Drums/Tins MT 6.18 2.19 0.23 Drums/Tins (Hazardous) Kilogram 2 10.5
Kitchen Waste MT 7.9 8.22 8.09 Hazardous waste transported out of your
Kilogram 2900 30
Non Ferrous Scrap MT 0.022 2.74 0.00 premises during the reporting period
Ferrous Scrap MT 1.43 6.29 2.50 Hazardous waste treated by bio-

Kilogram 0 0
remediation
Plastic Scrap MT 25.42 25.92 22.66
Used filter Kilogram 652.8 625.8
Saw Dust MT 3.59 3.47 1.52
Total Hazardous waste 3554.8 666.3
Tyres MT 0.12 0.16 0.28
Wooden Scrap MT 16.1 3.07 1.51 AVIATION
Total Hazardous waste 60.76 52.07 36.79 Non- Hazardous Item UoM 2019-20 2020-21 2021-22
PIPELINE Drums/Tins MT 0.02 0.01 0.02
Ferrous Scrap MT 1.14 22.01 1.67
Hazardous Waste* UoM 2020-21 2021-22
Filters MT 0.66 0.25 0.36
Used Filters (Hazardous): Kilogram 0 20.40
Non Ferrous Scrap MT 0.7 0.02 0.07
Hazardous waste treated by
Kilogram 41.5 0.00 Tires MT 2.12 1.01 0.43
bio-remediation
Hazardous waste transported out of your Wooden Scrap MT 0.01 0.02 0.04
Kilogram 15610 3128
premises during the reporting period Total non-Hazardous 4.66 23.32 2.58
Drums/Tins (Hazardous): Kilogram 99.3 0.00 * BPCL started reporting data on waste from year FY 2020 -21 onwards
Total Hazardous waste 15750.8 3148.40
PIPELINE
Non-Hazardous Waste UoM 2020-21 2021-22
Drums/Tins (Non-Hazardous) Kilogram 25 30
Filters (Non-Hazardous) Kilogram 0 2000
Tyres (Non-Hazardous) Kilogram 0 18
Ferrous Scrap (Non-Hazardous) Kilogram 2372 171
Non-Ferrous Scrap (Non-Hazardous) Kilogram 2256 4
Wooden Scrap (Non-Hazardous) Kilogram 4 52
Total Non-hazardous waste 4657 2275

Annexure 4
Health Safety Security and Environment
HSE Policy Commitment reviewing and recognising contribution to HSE
objectives.
Together, we have the highest concern and commitment for protecting the
Health and Safety of all employees, contractors, customers and the communities • Allocating adequate resources.
in which we operate and for conservation of the Environment.
• Fostering a spirit of participation by all employees in
a. We will comply with all Statutory Regulations and may even go beyond these Health, Safety and Environmental conservation efforts.
for the benefit of our environment.
• Creating appropriate forums for deliberations on
b. We consider Health, Safety and Environmental aspects are an integral part of Health, Safety and Environmental issues.
our business planning and operation processes.
Monitor performance by:
Policy
• Periodically auditing work processes, systems practices
Demonstrate our commitment by: and promptly correcting deficiencies.
• Providing and maintaining safe facilities and working conditions. • Incorporating HSE performance as a parameter for
assessing the overall performance of Employees,
• Recognising that all employees have responsibility for their own safety and
Business Units, Contractors and Business Associates.
actions which could affect the safety of others.
• Adoption of appropriate technologies to minimise the impact of our activities Security Policy
on the Environment.
We have the highest concern for the Security of human
Establish clear objectives and targets to: lives and Corporation’s properties, goods and services.
• Improve continuously for prevention of accidents occupational illnesses and We also commit ourselves to be alert and responsible to
minimising any impact of our activities on the environment. prevent theft, misuse, loss, damage, pilferage and sabotage
of any nature which will hamper our business interests /
• Promote learning through training and sharing of experiences and best
continuity.
practices; including with contractors, customers, and the public, wherever
required. Policy
• Inculcate values and attitudes conducive to achieve excellence in Health, Commensurate with this commitment, we shall:
Safety and Environmental performance.
• Adhere to security rules, regulations, and laws of the
Provide means to achieve our mission by: land.
• Assigning clear roles and responsibilities at all levels and periodically • Provide effective and proactive measures for Physical

and Internal Security as explained in the Security water and soil pollution.
Manual – at all Refineries and Marketing establishments.
• Adoption of cleaner technologies and modern operational practices including
• Keep ourselves in readiness to meet all emergency recycling, recovery reuse and their disposal procedures and standards at
situations by appropriate action plans. workplaces.
• Actively participate in implementation of security • Review and report sustainable developments every year and strive for
measures to combat external threats. continuous improvements and in the process enroll our targets Business
Partners for sustainability and help them to develop and implement their
• Reinforce the security set up by providing regular
own sustainability initiatives.
trainings and up gradation of facilities.
• Monitor impact of our business activities on the neighborhood in terms of
• Monitor effectiveness of security measures by surprise
social and social economic aspects on sustainable basis.
checks, mock drills and take corrective actions.
Provide means to achieve our Objectives and Targets:
Corporate Sustainable Development Policy
• Assigning clear roles and responsibilities at all levels and periodically review
Together, we strive for Sustainable Developments in line and recognize contribution to the sustainability objectives.
with National Policy and comply the related regulatory
• Allocating adequate resources.
norms to conserve and sustain the natural, social and
biodiversity asset ecosystem as an integral element of our • Periodically review the performance and take prompt action.
Business.
• Fostering a spirit of participation amongst all internal and external
Guiding Principles stakeholders.
• Integrate sustainability parameters into Business Plans • Creating appropriate forums for deliberations.
and processes so as to enhance environment aspects in
course of our operations as appropriate.
Corporate Social Responsibility Policy
• Aspire to go beyond compliance and other regulatory
requirements to achieve Sustainability core of business CSR Policy Objectives
goals/ objectives.
• Serve as the principle guiding document for the Company’s CSR initiatives.
• Enrolling all stake holders to take Sustainable
• Ensuring the implementation of CSR activities in letter and spirit through
Development as share responsibility.
appropriate procedures and transparent reporting.
Commitment: • Provide the framework for selection, implementation, governance,
• Achieve continual improvements in the areas of air, management and monitoring of CSR initiatives.
• Creating opportunities for employees to participate in • The list of CSR projects or programs that are approved to be undertaken in
socially responsible initiatives. areas or subjects specified in the Schedule VII of the Act;
CSR Vision • The manner of execution of such projects or programs.
• “Be a Model Corporate Entity with Social Responsibility • The modalities of utilization of funds and implementation schedules for the
committed to energizing lives through Sustainable projects or programs.
Development” • Monitoring and reporting mechanism for the project or program
CSR Thrust Areas • Details of need and impact assessment, if any, for projects undertaken by the
company, provided that the Board may alter such plan at any time during the
In order to achieve the CSR Vision, the CSR activities
financial year as per the recommendation of its CSR Committee of the Board,
shall be undertaken with a focus on themes in line with
based on reasonable justification to that effect.
mission of national priorities as well as the Sustainable
Development Goals (SDGs). These themes will allow the The company shall undertake impact assessment for all projects whose total
company to undertake focused intervention and create outlay is over Rupees One Crore and may book the expenditure on this account
larger impact. The company’s core thrust areas are: for that financial year, which shall not exceed five percent of the total CSR
expenditure for that financial year or Rupees Fifty Lakhs, whichever is less.
• Health and Sanitation,
In case, the company has any unspent CSR amount of previous financial year,
• Education
the amount shall be transferred to a designated Unspent CSR Account (UCSRA)
• Skill Development within 30 days of close of Financial Year and spent in pursuance of the CSR
• Environment Sustainability and Policy. The amount shall be utilized within the three subsequent financial
years or transferred to a Fund specified in Schedule VII, within a period of six
• Community Development months of completion of the third Financial Year. The unspent CSR amount shall
be reported by the Board in its Directors Report specifying the reasons for not
Financial Resources
spending the amount during the Financial Year.
The company’s budget for CSR shall be 2 percent of its
Any surplus generated from CSR projects shall not be added to the normal
average net profits of the three preceding financial years.
business profits and shall be ploughed back into the same project or shall be
The net profit is to be calculated in accordance with the
utilized only for CSR purposes.
provisions of section 198 of the Act.
The Company may spend its CSR budget for creation or acquisition of a capital
Budget Allocations: The budget allocation for CSR activities
asset, which shall be held by –
will be approved by the Board as recommended by the CSR
Committee of the Board along with Annual Action Plan • A company established under section 8 of the Act, or a Registered Public
which shall include the following: Trust or Registered Society, having charitable objects and CSR Registration
number; or

• Beneficiaries of the said project, in the form of self- budgeted and approved by the competent authorities.
help-groups, collectives, entities; or
The Monitoring System devised by the company shall
• A public authority include:
The CSR Expenditure shall include expenditure incurred • Regular field visits to Project/Program sites by
towards projects or programs relating to CSR activities designated teams,
approved by the Board on the recommendation of its
• Comprehensive documentation/compilation of
CSR Committee of the Board, but does not include any
Progress Reports,
expenditure on an item not in conformity or not in line with
activities which fall within the purview of Schedule VII of • Regular interaction with implementing agency to obtain
the Companies Act. feedback,
When the company spends an amount in excess of what • Monitoring of timely fund utilization to ensure that
has been approved by the Board and CSR Committee Projects/Programs as budgeted are actually being
of the Board such excess amount may be set off against carried out and/or,
the company’s requirement to spend under CSR up to • Concurrent as well as end line Impact assessment
immediate succeeding three financial years subject to the shall be carried out by implementing agency to ensure
condition that – smooth monitoring,
• The excess amount available for set off shall not include • Any other activity that the CSR Committee may deem
the surplus arising out of CSR activities, if any necessary in the larger interest of its CSR initiatives.
• The Board of the company shall pass a resolution to that The monitoring of the projects shall be carried out in
effect. order to assess the impact of its CSR Projects, maximize
Monitoring outcomes and build-in sustainability, scalability and
replicability. Professional agency (Third Party Agency) may
The company shall ensure that the CSR Process as mandated also be hired for carrying out Designing, Monitoring and
by the Companies Act, 2013 and Rules, 2014 made there Impact Assessment.
under, that all projects/programs are duly implemented as
ACKNOWLEDGEMENT
grateful towards our stakeholders,
both internal and external for their
valuable feedback/suggestions and
constant support. The high energy
and resource requirements of the oil
and gas sector make it crucial for us to
ensure that sustainability is embedded
in the culture of the organization. Our
focus is on reducing the negative
impact on the environment caused
by our operations. We have been
taking initiatives to increase the
operational efficiency, enhance
energy efficiency, improving process,
adopt digital technologies, implement
new ideas, reduce consumption of
resources, manage wastes (hazardous
and non-hazardous) and improve
biodiversity. We also focus on healthy
and safe working environment, good
governance practices and transparent
disclosures to our stakeholders. It
would be a pleasure to receive any
Bharat Petroleum Corporation Limited economic, environmental, social and governance (ESG) suggestions and feedback from the
(BPCL) is happy to present its 16th parameters. The content and the quality of the report readers on our report.
Annual Sustainable Development has been developed in adherence to all the reporting
Report for FY2021-22 to our principles as per GRI Standards. Moreover, BPCL has
stakeholders, dealers, distributors reported on Water and Occupational Health and Safety CORPORATE HSSE TEAM
and customers. This report covers the in line with the revised GRI Standards of 2018. We are Bharat Petroleum Corporation Limited

GRI Content Index
GRI Standard Disclosure Report Section / Content Page no
Organizational profile
102-1 Name of the Organization About this report 10
102-2 Activities, brands, products, and services About BPCL 31
102-3 Location of headquarters About BPCL 30
102-4 Location of operations About BPCL 30
102-5 Ownership and legal form About BPCL 30
102-6 Markets served About BPCL 48
About BPCL 30, 84,
102-7 Scale of the organization Economic Performance 165-166
Respecting Workforce - Employee Categorization
Information on employees and other About BPCL 30,
GRI 102: General 102-8
workers Respecting Workforce - Employee categorization 165-166
Disclosures 2016
102-9 Supply chain Supply Chain Management 66-70
Significant changes to the organization and 11
102-10 About this report
its supply chain
Opportunities, Risk & Challenges, 90-101,
Stakeholder Engagement and Materiality 108-111,
102-11 Precautionary Principle or Approach Assessment 119,
138
Pathway to Net Zero
Respecting Environment
102-12 External initiatives BPCL Linkage to SDGs 220-227
102-13 Membership of associations Corporate Partnerships and Associations 80-81
Strategy
102-14 Statement from senior decision maker From our Chairman’s desk 6-8
GRI 102: General
Disclosures 2016
102-15 Key impacts, risks, and opportunities Assessment 108-111
Ethics and Integrity
Values, principles, standards, and norms of 12-13
102-16 Vision, Mission, Values and Culture
behavior
Mechanisms for advice and concerns about 215
102-17 Governance – Ethics and Integrity
ethics
Governance
102-18 Governance structure Governance 213-214
102-19 Delegating authority Governance 212
Executive-level responsibility for economic, 212
102-20 Governance
environmental, and social topics
Consulting stakeholders on economic, Stakeholder Engagement and Materiality 104-107
102-21
environmental, and social topics Assessment
Composition of the highest governance 211
102-22 Governance
GRI 102: General body and its committees
Disclosures 2016 102-23 Chair of the highest governance body Governance 210-211
Nominating and selecting the highest 210-211
102-24 Governance
governance body
102-25 Conflicts of interest Governance 215
Role of highest governance body in setting 213
102-26 Governance
purpose, values, and strategy
Collective knowledge of highest governance 214
102- 27 Governance
body
Evaluating the highest governance body’s 213
102-28 Governance
performance
Identifying and managing economic,
102-29 Assessment 108-111
environmental, and social impacts
102-30 Effectiveness of risk management processes Opportunities, Risks and Challenges 91, 98

Review of economic, environmental, and 214
102-31 Governance
social topics
Highest governance body’s role in 214
102-32 Governance
sustainability reporting
102-33 Communicating critical concerns Governance 215
102-34 Nature and total number of critical concerns Governance 215
Governance – Board Compensation 212-213,
GRI 102: General 102-35 Remuneration policies Respecting Workforce - Remuneration and 152-153
Disclosures 2016 Allowances
Respecting Workforce - Remuneration and 152-153
102-36 Process for determining remuneration
Allowances
102-37 Stakeholders’ involvement in remuneration Governance - Board Compensation 213
Respecting Workforce - Remuneration and 153
102-38 Annual total compensation ratio
Allowances
Percentage increase in annual total Respecting Workforce - Remuneration and 153
102-39
compensation ratio Allowances
Stakeholder Engagement
Stakeholder Engagement and Materiality 104
102-40 List of stakeholder groups
Assessment
102-41 Collective bargaining agreements Respecting Workforce - Fair Labour Practices 153-154
GRI 102: General Stakeholder Engagement and Materiality 104
102-42 Identifying and selecting stakeholders
Disclosures 2016 Assessment
102-43 Approach to stakeholder engagement
Assessment
Stakeholder Engagement and Materiality 106-107
102-44 Key topics and concerns raised
Assessment
Reporting Practice
Entities included in the consolidated 11
financial statements
Defining report content and topic About this report, Stakeholder Engagement and 11, 108-
102-46
Boundaries Materiality Assessment 111
102-47 List of material topics
Assessment
102-48 Restatements of information Annexure 2 234
The materiality exercise was conducted in FY 2021- 104

GRI 102: General 102-49 Changes in reporting 22 and the changes in material topics are presented
Disclosures 2016 on Pg. 107
102-50 Reporting period About this report 10
102-51 Date of most recent report About this report 11
102-52 Reporting cycle About this report 10
Contact point for questions regarding the 11
report
Claims of reporting in accordance with the 10
GRI Standards
102-55 GRI content index This Table 249-257
About Report 11
102-56 External assurance
Assurance Statement - Page No. 266-267
Explanation of the material topic and its 108-111
GRI 103: 103-1,
boundary; The management approach Stakeholder Engagement and Materiality
Management 103-2,
and its components; Evaluation of the Assessment
Approach 2016 103-3
management approach

Direct economic value generated and 86
201-1 Economic Performance
distributed
GRI 201: Financial implications and other risks and 97
201-2 Opportunities, Risks & Challenges
Economic opportunities due to climate change
Performance Defined benefit plan obligations and other 152
201-3 Respecting Workforce - Employee Benefits
2016 retirement plans
Financial assistance received from 86
201-4 Economic Performance
government
GRI 202: Market Ratios of standard entry level wage by Respecting Workforce - Remuneration and 153
202-1
Presence 2016 gender compared to local minimum wage Allowances
Infrastructure investments and services 188-207
GRI 203: 203-1 Impacting Communities
supported
Indirect Economic
188-207,
Impacts 2016 203-2 Significant indirect economic impacts Impacting communities, BPCL’s Linkage to UN SDGs
220-227
GRI 204: 68-69
Procurement 204-1 Proportion of spending on local suppliers BPCL’s Organisational Profile - Supply Chain
Practices 2016
Operations assessed for risks related to 215
corruption
GRI 205:
Communication and training about anti- 218
Anticorruption 205-2 Governance – Ethics and Integrity
corruption policies and procedures
2016
Confirmed incidents of corruption and 217
actions taken
GRI 206: 215
Legal actions for anticompetitive behavior,
Anticompetitive 206-1 Governance – Ethics and Integrity
anti-trust, and monopoly practices
behavior
301-1 Materials used by weight or volume Annexures - 1 228-232
GRI 301: 301-2 Recycled input materials used Annexures - 1 229
Materials 2016 Reclaimed products and their packaging Respecting Environment- Waste Management 145
301-3
materials Measures
Pathway to Net Zero - Energy Management and 133-134
302-1 Energy consumption within the organization
Conservation
Energy consumption outside of the Pathway to Net Zero - Energy Management and 133
302-2
organization Conservation
GRI 302: Energy Pathway to Net Zero - Energy Management and 133-135
302-3 Energy intensity
2016 Conservation
Pathway to Net Zero - Energy Management and 127-133
302-4 Reduction of energy consumption
Conservation
Reductions in energy requirements of Due to the nature of this product, the information 119
302-5
products and services with respect to this indicator is not available.
303-1 Interactions with water as a shared resource Respecting Environment- Water Management 138-140
Management of water discharge related 139
GRI 303: 303-2 Respecting Environment- Water Management
impacts
Water and
303-3 Water withdrawal Respecting Environment- - Water Management 139
Effluents 2018
303-4 Water Discharge Respecting Environment- Water Management 139
303-5 Water Consumption Respecting Environment- - Water Management 139
305-1 Direct (Scope 1) GHG emissions Pathway to Net Zero - Emissions Management 119
305-2 Energy indirect (Scope 2) GHG emissions Pathway to Net Zero- Emissions Management 119
305-3 Other indirect (Scope 3) GHG emissions Pathway to Net Zero - Emissions Management 120
305-4 GHG emissions intensity Pathway to Net Zero - Emissions Management 120
GRI 305:
Emissions 2016 305-5 Reduction of GHG emissions Pathway to Net Zero - Emissions Management 119
Emissions of ozone-depleting substances 121
305-6 Pathway to Net Zero - Emissions Management
(ODS)
Nitrogen oxides (NOX), sulfur oxides (SOX), 120-121
305-7 Pathway to Net Zero - Emissions Management
and other significant air emissions

Waste generation and significant waste- Respecting Environment- Responsible Waste and 140-145
306-1
related impacts Effluent Management
Management of significant waste-related Respecting Environment- Responsible Waste and 140-146
306-2
GRI 306: Waste impacts Effluent Management
2020 306-3 Waste generated Annexure -3 238-242
Respecting Environment - Responsible Waste and 142-146
306-4 Waste diverted from disposal
Effluent Management
306-5 Waste directed to disposal Annexure -3 238-242
401-1 New employee hires and employee turnover Respecting Workforce - Employee Categorization 165-167
GRI 401: Benefits provided to full-time employees 152
Employment 401-2 that are not provided to temporary or part- Respecting Workforce - Employee Benefits
2016 time employees
401-3 Parental leave Respecting Workforce - Employee Categorization 165
GRI 402: Labor/ 154
Minimum notice periods regarding Respecting Workforce - Legally binding
Management 402-1
operational changes employment relationship
Relations 2016
Occupational health and safety management 172-173
403-1 Ensuring Workplace Safety
system
GRI 403: Hazard identification, risk assessment, and 174-183
Occupational incident investigation
Health and Safety 403-3 Occupational health services Ensuring Workplace Safety 174
2018 Worker participation, consultation, and 170-171
403-4 communication on occupational health and Ensuring Workplace Safety
safety
Worker training on occupational health and 171, 184
safety
403-6 Promotion of worker health Ensuring Workplace Safety 170
GRI 403: Prevention and mitigation of occupational 170-178
Occupational 403-7 health and safety impacts directly linked by Ensuring Workplace Safety
Health and Safety business relationships
2018 Workers covered by an occupational health 170-174
and safety management system
403-9 Work-related injuries Ensuring Workplace Safety 182
403-10 Work-related ill health Ensuring Workplace Safety 182
Average hours of training per year per 162
404-1 Respecting Workforce - Learning and Development
employee
GRI 404: Programs for upgrading employee skills and 162-164
404-2 Respecting Workforce - Learning and Development
Training and transition assistance programs
Education 2016 Percentage of employees receiving regular 161
404-3 performance and career development Respecting Workforce - Learning and Development
reviews
GRI 405: Diversity of governance bodies and Respecting Workforce - Employee Categorization, 165-167,
405-1
Diversity & Equal employees Governance 210-211
Opportunity Ratio of basic salary and remuneration of Respecting Workforce - Remuneration and 152-153
405-2
2016 women to men Allowances
GRI 406: Non- 153, 155
Discrimination 406-1 Non-discrimination Respecting Workforce - Fair Labour Practices
2016
GRI 408: Child Operations and suppliers at significant risk Respecting Workforce - Human Rights in Supply 156
408
Labor 2016 for incidents of child labor Chain
Operations with local community Impacting Communities 188-207,
413-1 engagement, impact assessments, and 220-227
GRI 413: Local BPCL Linkage to SDG’s
development programs
Communities
Operations with significant actual and BPCL Organisational Profile 188-189,
2016
413-2 potential negative impacts on local 220-227
communities BPCL Linkage to SDG’s

GRI 415: Public
415-1 Political contributions Economic Performance 86
Policy 2016
Assessment of the health and safety impacts
416-1 BPCL Organisational Profile -Supply Chain 77
of product and service categories
In FY 2021-22, there were no incidents of non-
GRI 416: compliance for violating regulations, voluntary
Customer Health Incidents of non-compliance concerning the codes concerning product and service information
& Safety 2016 416-2 health and safety impacts of products and and labelling or concerning the health and safety 77
services impacts of products and services during their life
cycle.
BPCL Organisational Profile -Supply Chain
In this year, there were no significant fines and non-
GRI 419: monetary sanctions for noncompliance with laws
Non-compliance with laws and regulations
Socioeconomic 419-1 and/or regulations in the social and economic area. 108
in the social and economic area
Compliance 2016 Stakeholder Engagement and Materiality
Assessment
OG2 Total amount invested in Renewable Energy Pathway to Net Zero - Renewable Energy 125-126
Total quantity of Renewable Energy
OG3 Pathway to Net Zero - Renewable Energy 125-126
generated by source
Sector Specific OG 8 Benzene, Lead and Sulfur Content In Fuels Pathway to Net Zero Emissions 78-79, 120
Indicators Number of process safety events by
OG13 Ensuring Workplace Safety 175
business activity
Volume of biofuels produced and purchased Pathway to Net Zero - BioFuels – Contributing to
OG14 122-123
meeting sustainability criteria Circular Economy
IPIECA Indicators and GRI Standards
Code Name GRI Standards Page No.
Climate Charge and Energy
305-1 119
305-2 119
E1 Greenhouse gas emissions
305-3 120
305-4 120
305-5 119
302-1 133-134
302-2 133
E2 Energy Use 302-3 133-135
302-4 127-133
302-5 Not Applicable
OG2 125-126
E3 Alternative Energy Sources OG3 125-126
OG14 122-123
E4 Flared gas OG6 Not a material topic
Biodiversity and Ecosystem Services
304-1 Not a material topic
E5 Biodiversity and ecosystem services
Water
E6 Fresh water 303-3 139
303-4 139
E7 Discharges to water
303-5 139

Local Environment Impact

305-6 121
E8 Other air emissions
305-7 120-121
E9 Spills to the environment 306-3 238-242
306-2 140-146
E10 Waste
306-4 142-146
E11 Decommissioning 102-4 30
Workforce Protection
403-1 172-173
HS1 Workforce participation
403-4 170-171
HS2 Workforce health 403-3 174
HS3 Occupational injury and illness 403-2 174-183
Product health, safety and environmental risks
416-1 77
416-2 77
HS4 Product stewardship
102-2 31
Process Safety and Asset Integrity
HS5 Process safety 403-2 174-183
Community and Society

413-1 188-207, 220-227
SE1 Local community impacts and engagement
413-2 188-189, 220-227
411-1
SE2 Indigenous Peoples 413-1 Not Applicable
413-2
SE3 Involuntary resettlement 413-2 188-189, 220-227
201-1 86
SE4 Social investment 203-1 188-207
203-2 188-207, 220-227
Local Content
SE5 Local content practices 204-1 68-69
SE6 Local hiring practices 203-2 188-207, 220-227
SE7 Local procurement and supplier development 204-1 68-69
Human Rights
406-1 153, 155
SE8 Human rights due diligence 407-1 Not a material topic
408-1 156
SE9 Human rights and suppliers 407-1 Not a material topic

Business Ethics and Transparency
SE9 Human rights and suppliers 414-2 Not a material topic
SE10 Security and human rights 410-1 Not a material topic
205-1 215
SE11 Preventing corruption 205-2 218
205-3 217
Preventing corruption involving business
SE12 205-1 215
partners
201-1 86
SE13 Transparency of payments to host governments
201-4 86
SE14 Public advocacy and lobbying
405-1 165-167, 210-211
SE15 Workforce diversity and inclusion
405-2 152-153
402-1 154
SE16 Workforce engagement
403-4 170-171
404-1 162
SE17 Workforce training and development 404-2 162-164
404-3 161
SE18 Non-retaliation and grievance systems 406-1 153, 155
GRI Standards and SEBI BRR Framework Linkage:
SEBI BRR
GRI Standards Page No
Principle
Principle 1
P1-1 GRI 102: General Disclosures; Disclosure 102-16 12-13
GRI 103: Management Approach (used together with
108-111, 214-218
GRI 205: Anti-corruption); Disclosure 103-2
P1-2 GRI 102: General Disclosures; Disclosures 102-17 and 102-44 106-107, 215
Principle 2
P2-1 GRI 102: General Disclosures; Disclosure 102-2 (b) 28-48
P2-2 GRI 301: Materials; Disclosure 301-2 229
GRI 302: Energy; Disclosures 302-4 and 302-5 127-133, 119
GRI 303: Water; Disclosure 303-3 139
P2-3 108-111
GRI 204: Procurement practices); Disclosure 103-2
GRI 204: Procurement practices; disclosures 204-1 66-68
GRI 103: Management Approach (used together with GRI 204:
P2-4 108-111
Procurement practices); Disclosure 103-2
GRI 204: Procurement practices; disclosures 204-1 68-70
GRI 103: Management Approach (GRI 306: Waste); Disclosure

P2-5 108-111, 140
103-2
GRI 306: Waste; Disclosure 306-2 140-146
Principle 3
P3-1 GRI 102: General disclosures; Disclosure 102-7 30, 84, 165-166
P3-2 GRI 102: General Disclosures; Disclosure 102-8 30, 165-166
P3-3 GRI 102: General Disclosures; Disclosure 102-8 30, 165-166
P3-4 GRI 405: Diversity and Equal Opportunity; Disclosure 405-1 165-167, 210-211
P3-5 GRI 102: General Disclosures, Disclosure 102-41 153-154

SEBI BRR
Principle
P3-6 Not covered in the GRI Standards
P3-7 GRI 406: Non-discrimination, GRI 408: Child Labour), Disclosure 108-111, 153, 155-156
103-2
GRI 406: Non-discrimination; Disclosure 406-1 (a) 153, 155
P3-8 GRI 404: Training and Education; Disclosures 404-2 and 404-3 161-164
Principle 4
P4-1 GRI 101: Foundation; Stakeholder Inclusiveness principle 102-107
GRI 102: General Disclosures; Disclosures 102-40 and 102-42 102-107
P4-2 GRI 101: Foundation; Stakeholder Inclusiveness principle 102-107
GRI 102: General Disclosures; Disclosures 102-40 and 102-42 102-107
P4-3 108-111, 188, 220
Local Communities); Disclosure 103-2
GRI 413: Local Communities; Disclosure 413-1 188-207, 220-227
Principle 5
P5-1 108-111, 153, 155-156
Non-discrimination, GRI 408: Child Labor), Disclosure 103-2
P5-2 108-111, 153, 155-156
Non-discrimination, GRI 408: Child Labor), Disclosure 103-2
SEBI BRR
Principle
Principle 6
108-111, 119-121, 133-146,
P6-1 Materials, GRI 302: Energy, GRI 303: Water and effluents 2018,
214-218, 220-227, 228-232
GRI 305: Emissions, GRI 306: Waste, and Disclosure 103-2
P6-2 GRI 102: General Disclosures; Disclosures 102-14 and 102-15 6-8, 90-101, 108-111
GRI 103: Management Approach, used together with GRI
108-111, 119-121, 133-146,
Standards in the 300 series (Environmental topics); Disclosure
220-227, 228-232
103-2
GRI 201: Economic Performance; Disclosure 201-2 97
P6-3 GRI 102: General Disclosures; Disclosure 102-15 90-101, 108-111
GRI 103: Management Approach, used together with GRI
108-111, 119-121, 133-146,
Standards in the 300 series (Environmental topics); Disclosure
220-227, 228-232
103-2
GRI 201: Economic Performance; Disclosure 201-2 97
P6-4 108-111
Environmental Compliance); Disclosure 103-2

Materials, GRI 302: Energy, GRI 303: Water and effluents 2018, 108-111, 119-121, 133-146,
P6-5
GRI 304: Biodiversity, GRI 305: Emissions, GRI 306: Waste, 214-218, 220-227, 228-232
Disclosure 103-2
P6-6 Not covered by the GRI Standards
P6-7 Not covered by the GRI Standards
Principle 7
P7-1 GRI 102: General disclosures; Disclosure 102-13 80-81
P7-2 GRI 415: Public Policy; Management approach disclosures Not material for BPCL

SEBI BRR
Principle
Principle 8
108-111, 14-46, 188-207,
P8-1 Indirect Economic Impacts and GRI 413: Local Communities);
210-218
Disclosure 103-2

108-111, 14-46, 188-207,
210-218
Disclosure 103-2
P8-3 GRI 413: Local Communities; Disclosure 413-1 188-207, 220-227
P8-4 GRI 201: Economic Performance; Disclosure 201-1 14, 86
GRI 203: Indirect Economic Impacts; Disclosure 203-1 188-207
108-111, 14-46, 188-207,
210-218
Disclosure 103-3
Principle 9
GRI 103: Management Approach (used together with GRI
P9-1 416: Customer Health and Safety, GRI 419: Socioeconomic 77, 108-111
Compliance); Disclosure 103-2
P9-2 GRI 103: Management Approach; Disclosure 103-2 108-111
GRI 417: Marketing and Labelling; Disclosure 417-1 Not material for BPCL
P9-3 GRI 206: Anti-competitive Behavior; Disclosure 206-1 214-215
GRI 417: Marketing and Labelling; Disclosures 417-2 and 417-3 Not material for BPCL
P9-4 GRI 102: General Disclosures; Disclosure 102-43 104-106
Independent Assurance Statement
extent than for a reasonable assurance engagement. Consequently, the level of assurance obtained in
a limited assurance engagement is substantially lower than the assurance that would have been obtained
The Management and Board of Directors had a reasonable assurance engagement been performed. Our procedures were designed to obtain a
Bharat Petroleum Corporation Limited (BPCL), limited level of assurance on which to base our conclusion and do not provide all the evidence that would
Bharat Bhawan, Currimbhoy Road, be required to provide a reasonable level of assurance.
Ballard Estate, Mumbai – 400001.
Although we considered the effectiveness of management’s internal controls when determining the
Scope nature and extent of our procedures, our assurance engagement was not designed to provide assurance
We have been engaged by Bharat Petroleum Corporation Limited (BPCL) to perform independent on internal controls. Our procedures did not include testing controls or performing procedures relating to
assurance, as defined by International Standards on Assurance Engagements (ISAE 3000) and third checking aggregation or calculation of data within IT systems.
edition of AA1000 (Moderate Type 2), hereafter referred to as the engagement, to report on Bharat
Petroleum Corporation Limited (BPCL) Sustainability Report FY 22 (the “Subject Matter”) for the period A limited assurance engagement consists of making inquiries, primarily of persons responsible for
from 01st April 2021 to 31st March 2022. preparing the sustainability report and related information and applying analytical and other appropriate
procedures
Our procedures included:
Other than as described in the preceding paragraph, which sets out the scope of our engagement, we
 Conducted interviews with select personnel at various units and corporate teams to understand
did not perform assurance procedures on the remaining information included in the Report, and
the process for collecting, collating, and reporting the subject matter as per Global Reporting
accordingly, we do not express a conclusion on this information.
Initiative (GRI) standards;
 Checked that the calculation criteria have been correctly applied in accordance with the
Criteria applied by Bharat Petroleum Corporation Limited (BPCL) methodologies outlined in the Criteria;
In preparing the Sustainability Report FY 22, Bharat Petroleum Corporation Limited (BPCL) Applied  Undertook analytical review procedures to support the reasonableness of the data through
Global Reporting Initiative (GRI) standard. In accordance with comprehensive (Criteria). GRI Standards consultations with the site team and sustainability team;
– comprehensive criteria were specifically designed for Sustainability Report FY 22; As a result, the  Review of relevant data, on a selective test basis, for the following units/ locations, through
subject matter information may not be suitable for another purpose. consultations with the site team and sustainability team
Bharat Petroleum Corporation Limited (BPCL)’s Responsibilities  Mumbai Refinery, Maharashtra  Manglia Retail, Madhya Pradesh
Bharat Petroleum Corporation Limited (BPCL) management is responsible for selecting the Criteria, and  Kochi Refinery, Kerala  Manglia Pipeline, Madhya Pradesh
for presenting the Sustainability Report FY 22 in accordance with that Criteria, in all material respects.  Kochi Aviation, Kerala  Indore LPG, Madhya Pradesh
This responsibility includes establishing and maintaining internal controls, maintaining adequate records,  Budge Budge Retail, West Bengal  Delhi Aviation, Delhi
and making estimates relevant to the preparation of the subject matter, such that it is free from material  Roorkee LPG, Uttar Pradesh  Panipat/ Rewari Retail, Haryana
misstatement, whether due to fraud or error.  Mumbai Corporate, Maharashtra  Loni Lubricant, Uttar Pradesh
EY’s Responsibilities  Review of data on a sample basis, at the above-mentioned locations, pertaining to the following
Our responsibility is to express a conclusion on the presentation of the Subject Matter based on the disclosures of the GRI Standards:
evidence we have obtained.  General Disclosures: Organizational Profile: 102-8; Strategy: 102-14; Ethics and Integrity:
102-16; Governance: 102-18, 102-23, 102-26; Stakeholder Engagement: 102-40, 102-41,
We conducted our engagement in accordance with the International Standard for Assurance 102-42, 102-43, 102-44; Reporting Practices: 102-45, 102-46, 102-47, 102-54; Management
Engagements Other Than Audits or Reviews of Historical Financial Information (‘ISAE 3000’) and third Approach: 103-1 to 103-3.
edition of AccountAbility AA1000 Standard (AA1000 AS). The terms of reference for this engagement as  Environmental Topics: Materials (2016): 301-1, 301-2; Energy (2016): 302-1, 302-3, 302-4;
agreed with Bharat Petroleum Corporation Limited (BPCL). The Subject Matter is presented in Water and Effluents (2018): 303-3, 303-4, 303-5; Emissions (2016): 305-1, 305-2, 305-3**,
accordance with the Criteria, and to issue a report. The nature, timing, and extent of the procedures 305-4, 305-6, 305-7; Waste (2020): 306-5;
selected depend on our judgment, including an assessment of the risk of material misstatement, whether  Social Topics: Information on employees (102-8), Employment (401-1, 401-3), Labour and
Management Relationship (402-1), Occupational Health and Safety (403-9*, 403-10),
due to fraud or error.
Training and Education (404-1 to 404-3), Local Communities (413-1, 413-2)
 Oil and Gas sector Disclosures: OG2, OG3, OG8, OG13, OG14.
We believe that the evidence obtained is sufficient and appropriate to provide a basis for our limited
*The assurance for 403-9 (work related injuries) is restricted to permanent employees.
assurance conclusions.
**The assurance for 305-3 (Scope-3 GHG Emissions) is restricted to inbound transportation
(limited to crude import and LPG import), and business travel (limited to air travel).
Our Independence and Quality Control  Execution of an audit trail of claims and data streams, on a selective test basis, to determine the level
We have maintained our independence and confirm that we have met the requirements of the Code of of accuracy in the collection, transcription, and aggregation processes followed;
Ethics for Professional Accountants issued by the International Ethics Standards Board for Accountants,  Review of the Company's plans, policies, and practices, pertaining to their social, environmental, and
and have the required competencies and experience to conduct this assurance engagement sustainable development, to be able to make comments on the fairness of and sustainability reporting;
 Review of the Company's approach towards materiality assessment disclosed in the Report to identify
EY also applies International Standard on Quality Control 1, Quality Control for Firms that Perform Audits relevant issues;
and Reviews of Financial Statements, and Other Assurance and Related Services Engagements, and  Review of select qualitative statements in various sections of the Sustainability Report FY 22. We also
accordingly maintains a comprehensive system of quality control including documented policies and performed such other procedures as we considered necessary in the circumstances
procedures regarding compliance with ethical requirements, professional standards, and applicable legal
and regulatory requirements.
Description of procedures performed Page 2 of 3

Procedures performed in a limited assurance engagement vary in nature and timing from and are less in Ernst & Young Associates LLP is a Limited Liability Partnership with LLP identity No. AAB-4321
Regd. Office: 6th Floor, Worldmark – 1, Asset Area 11, Hospitality District, Indira Gandhi International Airport, New Delhi – 110037, India.

Emphasis of matter
The assurance scope excludes:
 Data and information outside the defined reporting period (1st April 2021 to 31st March
 2022)
 Data and information on the economic and financial performance of the Company
 Data, statements, and claims already available in the public domain through Annual Report,
Sustainability Report, or other sources available in the public domain
 The Company's statements that describe the expression of opinion, belief, inference, aspiration,
 expectation, aim, or future intention provided by the Company
 The Company’s compliance with regulations, acts, and guidelines with respect to various
regulatory agencies and other legal matters
Our Conclusion
On the basis of our review scope and methodology to obtain ‘Type 2, Moderate’ level of assurance (as
per AA1000 AS) our conclusions are as follows:
 Inclusivity: The company has described its stakeholder engagement approach and activities in
the report. We are not aware of any matter that would lead us to conclude that the company has
not applied the principle of inclusivity in engaging with the key stakeholder groups identified in
the report.
 Materiality: The company has identified key issues material to its ability to create value and has
described the process for materiality analysis in the Report. Nothing has come to our attention
that causes us to believe that material issues so identified have been excluded from the Report
by the Company.
 Responsiveness: We are not aware of any matter than would lead us to believe that the
Company has not applied the responsiveness principle in its engagement with stakeholders
identified in the Report on material aspects covering its sustainability performance.
 Impact: as per the information provided to us, we are not aware of any matter that would lead
us to conclude that the criteria related to the impact principle has not been applied for the key
stakeholders.
On the basis of our review scope and methodology to obtain assurance as per ISAE 3000 standard,
nothing has come to the attention that causes us not to believe that the data has been presented fairly,
in material respects, in keeping with the GRI Standards and the Company’s reporting principles and
criteria.
Restricted use: This report is intended solely for the information and use of Bharat Petroleum
Corporation Limited (BPCL) and is not intended to be and should not be used by anyone other than
Bharat Petroleum Corporation Limited (BPCL).
For and on behalf of Ernst & Young Associates LLP
Shailesh Tyagi
January 2, 2023
Mumbai, India
Page 3 of 3
Ernst & Young Associates LLP is a Limited Liability Partnership with LLP identity No. AAB-4321
Regd. Office: 6th Floor, Worldmark – 1, Asset Area 11, Hospitality District, Indira Gandhi International Airport, New Delhi – 110037, India.
CHAIRMAN’S OFFICE
Bharat Bhavan, 4 and 6 Currimbhoy Road,
Ballard Estate, Mumbai 400001, India
Tel. No.: +91-22-22713000, +91-22-22714000
www.bharatpetroleum.in

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bharatpetroleum.

2 Unlocking Possibilities For Sustainable Future

Theme of the report .........................................................................................03

ESG Performance Highlights ..........................................................................14

4 Unlocking Possibilities For Sustainable Future

Contribution to UN SDG............................ 220

6 Unlocking Possibilities For Sustainable Future

8 Unlocking Possibilities For Sustainable Future

10 Unlocking Possibilities For Sustainable Future

Reporting Scope and Boundary Assurance Mr. Ashish Gupta,

• We are the most admired global energy company

12 Unlocking Possibilities For Sustainable Future

• Trust is the bedrock of our existence

• We remain result focused with accountability for

Revenue Market Capitalisation

Market Sales Procurement From

14 Unlocking Possibilities For Sustainable Future

Dow Jones Sustainability CDP

2040 No.1 Rank Ranked ‘B-‘

Renewable Energy Expenditure Share of Renewable Energy

Tree Plantation Plantation Through Seed Bombing

Catchment Area for Rainwater Wastewater Recycled Replacement of

Rainwater Harvested Plastic Disposal Sulphur Reduction

Kilo Liters 804 Tonnes 1,025 Tonnes

Certiﬁcation of Zero Waste to Landﬁll

Mumbai Reﬁnery and all Retail Operating Locations

16 Unlocking Possibilities For Sustainable Future

Permanent Training Hours

Total HSSE Training Reportable Lost Time

CSR Spent Total Number

Increased Customer Interaction Customer Complaints

Unfair Trade Operation Sites Assesed

18 Unlocking Possibilities For Sustainable Future

20 Unlocking Possibilities For Sustainable Future

PCRA confers Best Energy Eﬃciency Award for FY

22 Unlocking Possibilities For Sustainable Future

Coca Cola Golden Spoon Awards 2022 to our

24 Unlocking Possibilities For Sustainable Future

ICC award for

26 Unlocking Possibilities For Sustainable Future

BPCL wins ‘Best

28 Unlocking Possibilities For Sustainable Future

30 Unlocking Possibilities For Sustainable Future

BPCL Trust for

1.52% 0.86% BPCL ESPS Trust

Various activities of BPCL

32 Unlocking Possibilities For Sustainable Future

Crude oil MMT Capacity Utilisation (%)

FY 2020-21 FY 2021-22 FY 2020-21 FY 2021-22

34 Unlocking Possibilities For Sustainable Future

36 Unlocking Possibilities For Sustainable Future

BPCL PIPELINES NETWORK

Aviation Turbine Fuel (ATF)

Jammu & Kashmir

38 Unlocking Possibilities For Sustainable Future

BPCL Energy Station

40 Unlocking Possibilities For Sustainable Future

LPG registered a sale of 7,474 TMT for the

42 Unlocking Possibilities For Sustainable Future

An overall LCA based investigation

44 Unlocking Possibilities For Sustainable Future

in fertilizers, power, petrochemicals, steel, and the City Gas Distribution

46 Unlocking Possibilities For Sustainable Future

PETROCHEMICALS  Acrylates and Oxo-Alcohols Superior Kerosene Mineral Turpentine