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Bharat Petroleum Corporation Limited (BPCL) is one of India’s largest PSU oil and
gas companies, with Fortune Global 500 rank of 287 (2008). Its corporate office is
located at Ballard Estate, Mumbai. As the name suggests, its interests are in downstream
petroleum sector. It is involved in the refining and retailing of petroleum products.
BPCL’s growth post-nationalization (in 1976) has been phenomenal. One of the single
digit Indian representatives in the Fortune 500 & Forbes 2000 listings, BPCL is often
referred to as an “MNC in PSU garb”. It is considered a pioneer in marketing initiatives,
and employs “Best in Class” practices.
History
The 1860s saw vast industrial development. A lot of petroleum refineries came up. An
important player in the South Asian market then was the Burmah Oil Company Ltd.
Though incorporated in Scotland in 1886, the company grew out of the enterprises of the
Rangoon Oil Company, which had been formed in 1871 to refine crude oil produced
from primitive hand dug wells in Upper Burma.
The search for oil in India began in 1886, when Mr. Goodenough of McKillop Stewart
Company drilled a well near Jaypore in upper Assam and struck oil. In 1889, the Assam
Railway and Trading Company (ARTC) struck oil at Digboi marking the beginning of oil
production in India.
While discoveries were made and industries expanded, John D Rockefeller together with
his business associates acquired control of numerous refineries and pipelines to later form
the giant Standard Oil Trust. The largest rivals of Standard Oil – Royal Dutch, Shell and
Rothschild – came together to form a single organization: Asiatic Petroleum Company to
market petroleum products in South Asia.
In 1928, Asiatic Petroleum (India) joined hands with Burmah Oil Company – an active
producer, refiner and distributor of petroleum products, particularly in Indian and
Burmese markets. This alliance led to the formation of Burmah-Shell Oil Storage and
Distributing Company of India Limited. A pioneer in more ways than one, Burmah Shell
began its operations with import and marketing of Kerosene. This was imported in bulk
and transported in 4 gallon and 1 gallon tins through rail, road and country craft all over
India. With motor cars, came canned Petrol, followed by service stations. In the 1930s,
retail sales points were built with driveways set back from the road; service stations
began to appear and became accepted as a part of road development. After the war
Burmah Shell established efficient and up-to-date service and filling stations to give the
customers the highest possible standard of service facilities.
On 24 January 1976, the Burmah Shell Group of Companies was taken over by the
Government of India to form Bharat Refineries Limited. On 1 August 1977, it was
renamed Bharat Petroleum Corporation Limited. It was also the first refinery to process
newly found indigenous crude Bombay High, in the country. Today Bharat Petroleum
Corporation Limited has got three refineries at Mumbai, Kochi and Numaligarh. They are
also on the verge of commissioning another refinery at Bina in Madhya Pradesh
Visionary Approach
The core strength of Bharat Petroleum Corporation Limited has always been the ardent
pursuit of qualitative excellence for maximization of customer satisfaction. Thus Bharat
Petroleum, the erstwhile Burmah Shell, has today become one of the most formidable
names in the petroleum industry.
Bharat Petroleum produces a diverse range of products, from petrochemicals and solvents
to aircraft fuel and specialty lubricants and markets them through its wide network of
Petrol Stations, Kerosene Dealers, LPG Distributors, Lube Shoppes, besides supplying
fuel directly to hundreds of industries, and several international and domestic airlines.
Opening up of the Indian economy in the nineties brought with it more competition and
challenges, kindled by the phased dismantling of the Administered Pricing Mechanism
(APM) and emergence of additional capacities in the region in refining and marketing.
In 1996, Bharat Petroleum went through a process of visioning, involving people at all
levels, which evolved a shared vision and a set of shared values. Based on this, the
company restructured itself, in a proactive move to adapt to the emerging competitive
scenario. The function-based structure was carefully dismantled and replaced with a
process-based one. This made the company more responsive to its customer needs.
Bharat Petroleum realizes that, in the long run, success can only come with a total
reorientation and change in approach with the customer as the focal point. Today, Bharat
Petroleum is restructured into a Corporate Centre, Strategic Business Units (SBUs) and
Shared Services and Entities. The organizational design comprising of five customers
facing SBUs, viz. Aviation, Industrial and Commercial, LPG, Lubricants and Retail and
one asset based SBU, viz. Refinery, is based on the philosophy of greater customer focus.
Technological Edge
Bharat Petroleum has always been on the forefront of harnessing technology initiatives
for maximizing efficiency and achieving greater customer satisfaction.
Bharat Petroleum is the first Public Sector Oil Company to implement Enterprise wide
Resource Planning (ERP) solutions – SAP. The implementation project known as
ENTRANS (Enterprise wide Transformation) has been awarded the ‘SAP Star
Implementation Award’, with Bharat Petroleum having the distinction of executing the
largest and the most ambitious SAP project in India. The challenge of SAP
implementation was to ensure that all the integrated elements (of the complex multi-
modular integrated solutions that impact the entire workflow of the organization) work
seamlessly across the length and breadth of the country, including the remote locations.
Providing online connectivity in these remote locations, given the full-fledged IT network
infrastructure, was in itself a daunting task.
Bharat Petroleum is reaping the benefits of the integrated system in many areas of its
operations. The early gains of implementation are in the areas of tracking customer-
receivables, monitoring credit-management, inventory management, besides easing the
operations in a large number of areas.
Furthermore, Bharat Petroleum has also set up one of the biggest ‘Centres of Excellence’
in Asia to provide online support to the end users and also work towards continuous
improvement in business processes and handle product upgrades and new generation
products.
With SAP as the IT backbone, Bharat Petroleum plans to take advantage of the Internet
based capabilities along the entire value chain with a Customer Relationship
Management solution. A large data warehouse project has also been implemented, which
facilitates access to real-time accurate information on key performance indicators at all
Bharat Petroleum locations. This enables the management to take strategic and business
decisions, thus ensuring value-added services, better customer satisfaction and enhanced
shareholder value.
Over the years, Bharat Petroleum continues to meet the challenges of the rapidly
changing environment, leading to changes in the marketing of products and services. In
all these changes, only one factor has remained constant and has been the source of
Bharat Petroleum’s strength and inspiration for any future innovations – Bharat
Petroleum’s People. The feeling of ownership has facilitated all employees to understand
the complexity of the market and needs of the customers, and respond to these needs with
innovative initiatives and offerings.
For Bharat Petroleum, commitment of its employees is a critical resource. Fully realizing
that only a happy employee will put his best foot forward with the customers, Bharat
Petroleum has taken many steps to make the organization a great place to work. In a
survey conducted by Hewitt Associates for the January 2001 issue of Business Today
magazine to identify the best employers, Bharat Petroleum was ranked among the top ten
employers in India. The objective of the study was to find out which companies had
really charged the emotional and intellectual energy of their employees. The other
companies who were selected were Infosys, Hewlett-Packard, P and G, ICICI, Hughes,
LG, HLL, Compaq and Asian Paints.
Bharat Petroleum fosters effective value-based HR processes for development of people
and their organizational capabilities with a view to provide them with a competitive edge
and also to realize their personal vision in tandem with the corporate vision. The thrust
areas include:
o Performance Management which links business goals with individual
performance goals
o Identifying competency gaps and bridging such gaps through appropriate training
and developmental programmes.
Products
1. Petrol
2. Diesel
3. L.P.G
4. Gasoline
5. Kerosene
6. Lubricants
7. Aviation fuels
8. Fuels and Solvents
Services
1. Convenience stores
2. ATMs
3. Car washes
4. Free air and water
5. Lubricants top-ups
6. Energy Audits
7. E-banking services
8. Consultancy and technical services
9. Online Ordering.
OVERVIEW OF LPG SECTOR
Bharatgas from Bharat Petroleum has dominated the LP Gas market in India for over
three decades. Today, 25 million homes in India, wake up each morning to enjoy “the cup
that cheers” prepared on Bharatgas. Similarly, hundreds of commercial and industrial
establishments start their day, confident and secure, having entrusted their LP Gas needs
to Bharat Petroleum.
A pioneer in more ways than one, Bharatgas has brought many innovative offerings to
the customers’. To name a few:
1992-1993
1993-1994
1994-1995
1995-1996
1997-1998
1999-2000
2000-2001
2001-2002
2004-2005
2005-2006
Oil Industry Safety Awards were instituted in order to inculcate competitiveness among
oil companies to improve their safety performance.
Safety performance of the competing organizations / installations is evaluated with the
help of a new criteria developed at OISD which takes into consideration, the total loss
concept i.e. fatalities, fires, lost time, direct & indirect losses etc. and also the hazard
potentials
Other Awards
Khurda LPG Plant received Orissa State Safety Award on Best performance in safety &
environment by Director of Factories & Boilers, Orissa on 24.05.2003
Khurda LPG Plant received Orissa State Safety Award on Lowest weighted frequency
rate of accident by Director of Factories & Boilers, Orissa on 27.11.2004
Khurda LPG Plant received Orissa State Safety Award on Lowest weighted frequency
rate of accident by Director of Factories & Boilers, Orissa on 18.12.2006
Jaipur LPG bottling plant received the safety award from British Safety Council for
the year 1991 in recognition and commendation of services rendered in the cause of
safety.
Wai LPG Plant has been awarded “Certificate of Merit” for “Meritorious performance
in Safety in the Maharastra Safety Awards Competition – 2002”.
Solapur LPG Plant has been awarded “Certificate of Merit” for “Meritorious
performance in Safety in the Maharastra Safety Awards Competition – 2002”.
Lalru LPG Plant Safety Award for the Year 2006 from Directorate of Factories, Punjab
& Punjab Industrial Safety Council.
Bangalore LPG Plant awarded Best Safe Plant? II Prize by Govt. of Karnataka,
Ministry of Labour, Depts. Factories & Boilers for the year 2006.
PRODUCTS
I. INDUSTRIAL LPG
II. AUTO LPG
III. PIPED LPG
IV. BHARAT METAL CUTTING GAS
CUSTOMER CARE
Customer Service
To match the individual needs of customers, various pack sizes have been made available.
• For Domestic kitchens – pack sizes of 14.2 kg. and 5 kg. cylinders
• For Industrial / Commercial – pack sizes of 19kg, 35 kg. and 47.5 kg. as well
as bulk LPG
Customer First
At Bharatgas, we believe that the customer comes first and so to provide convenience to the
customers, various facilities are available:
• Endeavour to Home Deliver safe and sound refill cylinders within 24 hours of booking in
normal situations and on all 7 Days of the Week.
• Home Delivery of refill cylinders as per your convenience.
• Weighment of cylinders at the customer’s premises gives customer confidence.
• Distributorships are open on Sundays to facilitate customers seeking new connections as
well as refills.
• Multiple cylinder booking channels like telephones, in person, through Internet and
unique telephone number.
Bharatgas Customers can also book a refill cylinder or log a leakage call by dialing our telephone
number 12664. This 5-digit number is unique for BHARAT PETROLEUM. The system
functions as under:
What Is Training?
In all three situations, the starting point is a desire to effect a change. Given this, you
must know how the people who will experience change perceive it. In the absence of a
needs analysis, you may find employees resistant to change and reluctant to
training. They may be unable to transfer their newly acquired skills to their jobs because
of the organizational constraints.
A needs analysis often reveals the need for well-targeted training areas. However, we
must keep in mind that training is not always the best way to try to close a particular gap
between an organization’s goals and its actual performance. Those conducting the needs
analysis must get a clear idea of the problem, look at all possible remedies and report on
their findings to management before deciding on the best solution.
When properly done, a needs analysis is a wise investment for the organization. It saves
time, money and effort by working on the right problems. Organizations that fail to
support needs analysis make costly mistakes; they use training when another method
would have been more effective; they use too much or too little training, or they use
training but fail to follow up on it. A well-performed analysis provides the information
that can lead to solutions that focus on the areas of greatest need.
Process of conducting a training needs analysis is a systematic one based on specific
information-gathering techniques. Needs analysis proceeds in stages, with the findings of
one stage affecting and helping to shape the next one. There is no easy or short-cut
formula for carrying out this process. Each particular situation requires its own mix of
observing, probing, analyzing and deducting.
The first step is to check the actual performance of the organizations and its people
against existing standards, or to set new standards. There are two parts to this:
Current situation: One must determine the current state of skills, knowledge, and
abilities of current and/or future employees. This analysis also should examine
organizational goals, climate, and internal and external constraints.
Desired or necessary situation: We must identify the desired or necessary conditions for
organizational and personal success. This analysis focuses on the necessary job
tasks/standards, as well as the skills, knowledge, and abilities needed to
accomplish these successfully. It is important that we identify the critical tasks
necessary, and not just observe our current practices. We also must distinguish
our actual needs from our perceived needs, our wants.
The difference the "gap" between the current and the necessary will identify our needs,
purposes, and objectives.
What are we looking for? Here are some questions to ask, to determine where HRD may
be useful in providing solutions: (3)
Problems or deficits. Are there problems in the organization which might be solved by
training or other HRD activities?
Impending change. Are there problems which do not currently exist but are foreseen due
to changes, such as new processes and equipment, outside competition, and/or
changes in staffing?
Opportunities. Could we gain a competitive edge by taking advantage of new
technologies, training programs, consultants or suppliers?
Strengths. How can one take advantage of one’s organizational strengths, as opposed to
reacting to one’s weaknesses.
New directions. Could an employee take a proactive approach, applying HRD to move an
organization to new levels of performance? For example, could team building
and related activities help improve the productivity?
Mandated training. Are there internal or external forces dictating that whether training
and/or organization development will take place? Are there policies or
management decisions which might dictate the implementation of some
program? Are there governmental mandates to which an employee must
comply?
The first step produces a large list of needs for training and development, career
development, organization development, and/or other interventions. Now it’s
important to examine these in view of their importance to the organizational
goals, realities, and constraints. Then, determine if the identified needs are real,
if they are worth addressing, and specify their importance and urgency in view
of the organizational needs and requirements like
Cost-effectiveness: How does the cost of the problem compare to the cost of
implementing a solution? In other words, performing a cost-benefit analysis.
Legal mandates: Are there laws requiring a solution? (For example, safety or regulatory
compliance.)
Executive pressure: Does top management expect a solution?
Population: Are many people or key people involved?
Customers: What influence is generated by customer specifications and expectations?
If some of the needs are of relatively low importance, it would do better to devote
energies to addressing other human performance problems with greater impact
and greater value.
Now that critical organizational and personal needs have been focused and prioritized.
The next step is to identify specific problem areas and opportunities in the
organization. It’s important to know what performance requirements are, if
appropriate solutions are to be applied. The two important questions that should
be asked with respect to every identified need are:
This will require detailed investigation and analysis of employees, their jobs, and
organization -- both for the current situation and in preparation for the future.
If people are doing their jobs effectively, perhaps they should be left undisturbed. ("If it
ain't broke, don't fix it.") However, some training and/or other interventions
might be called for if sufficient importance is attached to moving the employee
and their performance into new directions.
Training needs will differ with the backgrounds of the employees to be trained, and their
present status in the organization. Basically, a candidate for training may come from any
one of three groups:
1. New hires
2. Veteran employees
3. Trainees currently in the training pipeline (currently in the training program)
Consideration of the varying needs of these groups provides a frame of reference for
discussing and suggesting the methods of identifying training needs:
• New Hires
Addition of new employees creates high and low peaks in placing new persons into the
training program. This problem may be solved by a program where progression is made
in different sequences. It will eliminate a jam that will occur if all phases of the program
must be taken in a definite sequence.
The new employees will normally be of somewhat different backgrounds. Being new,
they are not familiar with their new employers. As a result, the earliest phases of the
training must concentrate on company orientation. During these phases, the organization
policies and administrative details should be covered. It is also a suitable time to acquaint
the trainees with what will be expected of him, and how he will be evaluated throughout
the phase of training.
The people in this category offer a real challenge to the training department. Therefore
the number and amount of training required by this category should be carefully
considered. Often the retraining and upgrading of former employees can be very
rewarding for training instructors. At least two schools of thought exist as to how these
employees should be rekindled. There are advantages in keeping this group intact and
tailoring the program to their needs. On the other hand, this category of employees can
also make significant contribution to training if they are co-mingled with the new hires.
1. Observation
In this approach, an employee’s performance itself is the source of information. As one
evaluate a worker’s performance through first-hand observation and analysis. This is best
accomplished by watching the worker and playing the role of non-participating observer.
It implies to watch and listen and evaluate what one sees and hears, but do not get
involved in an employee’s work process in any way.
To make this activity more productive, use a checklist that reminds one of what to look
for and take notes.
The objective during observations is to identify both the strengths to build on and the
deficiencies to overcome. A key advantage of using direct observation in the needs
analysis is that an observer gains first-hand knowledge and understanding of the job
being performed and the strengths and weaknesses of the relevant worker.
2. Interviews
The use of interviews in conducting the needs analysis is strongly urged. The prime value
of interview guides is that they ensure the same types of data from all sources. This
allows an interviewer to determine whether a piece of information is one person’s
opinion, or part of a widespread perception. Since the interview guide forces one to ask
each worker a number of predetermined questions, its important to select those questions
that are essential to what is being learnt.
Interviews allow an interviewer to meet employees face to face to discuss their
impressions of performance. Because one is in conversation with workers, it gets easy to
explore their responses in depth. An interviewer can ask for clarification of comments
and examples of what they mean. In this way, he or she obtains a full understanding of an
employee’s performance deficiencies.
Apart from these, there are other benefits that an interviewer derives from the whole
process of interacting with an employee
3. Questionnaires
A questionnaire is a sort of interview on paper. An analyst creates his own questionnaire
by writing down all the questions he want employees to answer for him. Then he mail it
to them and await their responses.
The key advantage of a questionnaire is that an analyst can include every person
from whom he want input. Employees can complete the questionnaire when and where
they choose. An analyst need not travel and spend time with all respondents. Every
employee is asked the identical questions, and consequently data is very easy to compile
and analyze.
4. Job Descriptions
Before establishing a job description, a job analysis must be made. This job analysis
involves a thorough study of all responsibilities of the relevant job. It is company wide in
scope and should be detailed to such a degree that those conducting the training can use
the job analysis as a yardstick for their course content. After the job analysis phase
has been completed, the writing of job description and needs analysis is a relatively
simple task. When an employee’s job description has been defined, the trainer can easily
tailor his training curriculum to a very close proximity of what will be expected of the
employees.
7. Appraisal Reviews
During the periodic counseling performance interview, an employee should be
questioned regarding the duties and training of a worker. Comments rendered during the
appraisal interviews normally are genuine, and can frequently assist in establishing the
needs, variations and penetrations that a training program should include. Feed- back at
appraisal interview time is valuable since it is timely information. Training needs
differ from worker to worker, and appraisal sessions allow the employee and supervisor /
manager to uncover the cause of weaknesses in performance. These deficiencies
represent areas for training.
1. These methods should be used in combination; that is, there should never be reliance
on only one method
2. They may be used to identify training needs of each of the various groups
of employees
3. They should be applied to individual employees since training needs will vary with the
individual employee.
CAREER MAPPING
Jobs come and go but people who are the “best at what they do” and who have achieved
the highest recognition for their skills and knowledge in their profession are treasured
forever. What are the critical professions and trades in your organization? Where can
employees contribute and build knowledge and skill in these core professions? What
professions and competencies are the most important for the growth of organization?
Which professions are mission-imperative?
Career Maps provide a key to these questions and others. Career Maps contain detailed
information to facilitate choices, based on individual talent and organizational needs.
Thus, they enable HR organizations and employees separately or together to choose
development paths that build intersections between career aspirations and the needs of
the business.
Career Maps display alternative routes to build mastery in the core professions. Mastery
is being the “best you can be” and those who achieve mastery of their professions or
trades are leaders, mentors and innovators. The knowledge, skills and ability that mastery
requires is enduring and guides both simple day-to-day decisions as well as complex
challenges.
In today’s tumultuous times, organizational needs have turned career management topsy-
turvy. Business concerns have trampled career paths, leaving careers moving in fits and
spurts, - or gone altogether. With millions of jobs lost last year, rigid notions about career
management, with its ladders, lattices, linear and lateral career progression have been
tossed out the window or put on the back burner. Contemporary times have produced
chaotic change in human capital forcing many managers, leaders and employees to
confront a jumble of jobs and hierarchies that complicate every phase of staffing, from
recruitment to management to career development. In many cases, bottom-line numbers
masked the discussion of core and secondary professions needed to achieve organization
missions and strategies. People were tossed out independent of their wisdom and mastery.
The bricks and mortar of a coherent learning and development structure are built on a
foundation of knowledge and experience required for excellence in each core profession.
Career Maps provide both organizations and employees with the tools for building and
maintaining the wisdom and know-how to confront a complicated jumble of jobs. A
Career Map is a visual, codified approach to career management. It is a masterful
roadmap to excellence in a confused and radically changing workforce.
Career Mapping begins with cataloguing the core professions of an organization. The
most effective career mapping designs are based upon professions rather than centered on
jobs and compensation schemes. Career Maps should identify key knowledge areas and
the skills and abilities to master each of the core professions. Identifying the professions
within an organization, organizing a list of core and secondary professions, and
establishing the percentages of people comprising each profession is essential and one of
the most difficult tasks in designing powerful Career Maps.
Career maps should take into account and include the following considerations:
1. Purpose
2. Behavioral Strengths
3. Profession-centered competencies
4. Business competencies
5. Leadership competencies
6. Functional accomplishments
7. Career paths
8. Developmental experiences
9. Formal Education
1. The defining purpose function, and utility of each profession in the organization
5. Leadership competencies which include skill sets, knowledge and abilities required in
order to become leaders in an organization (mentoring skills, planning and organizing,
etc.).
8. Developmental experiences that can help one craft a smart career path and on-the-job
learning;
9. Formal education. Career Maps should define knowledge, skills and abilities within
each of the professions in an organization.
They will reflect a consensus of opinion regarding the application of all or any part of the
nine elements to each profession.
TERRIT-
ORY
MANAGE
R
TERRITORY CO-ORDINATOR
AND
SALES OFFICER
OPERATION OFFICER
The operation jobs at plants basically involve filling, management of HSSE (i.e.
Health, safety, security and environment), maintenance and planning. These jobs required
high proficiency and experience. Generally the people with engineering background with
an experience of handling two or three operations are selected and employed. Since these
Engineers and operation officers pass out from good colleges, identifying their training
needs and areas apart from technological skills where they need to improve and gain
efficiency. These areas particularly can be management skills as these officers are
expected to work at plants for three years before being promoted to work as sales officer.
Hence they need to acquire managerial skills like negotiating and selling. Also they need
to be aware of safety issues arising at plants. Identifying the training needs of these three
levels by observing the working structure and environment, conducting interviews and
giving out questionnaires would help in acquiring information and thereby assimilating
that information in a well structured manner. Finally suggesting the training interventions
that can be taken up the HR DEPARTMENT at various levels in order to fill the gaps.
Along with this a small exercise of career mapping can be taken up that would help in
determining the standard career path to be followed in order to select the right candidate
at these various levels and also it would help in determining what king of training is
required for an employee to perform exceptionally well at different levels.