A

STUDY ON
“TRAINING AND DEVELOPMENT”
[WITH REFERENCE TO OIL AND NATURAL GAS CORPORATION LIMITED,
RAJAHMUNDRY ASSET]

A
Project Report
submitted
to
SUN INTERNATIONAL INSTITUTE OF TECHNOLOGY AND MANAGEMENT,
VISAKHAPATNAM in partial fulfilment of award of the degree in
(BACHELOR OF BUSNIESS ADMINISTRATION)

Submitted By
B.MEGHAVARSHINI
[Regd.No:14P2580186]

Under the esteemed guidance of

SHRI RAJESH KALEKURI
Chief Manager(HR)
ONGC Base Complex, Rajahmundry
 A
Report
On
Training and Development in ONGC with specific reference of ONGC
Rajahmundry Asset

BY
B.Meghavarshini

ID.No.14P2580186

BBA
(Bachelor of Business Administration)

A report submitted in partial fulfilment of the requirement of BBA

programme
 DECLARATION

I B.Meghavarshini hereby declare that the project report entitled “TRAINING AND DEVELOPMENT”
with reference to “OIL AND NATURAL GAS CORPORATION LIMITED.,” is a record of independent
research work & it has been carried out by me during the period of my study of BBA, and has not been
submitted earlier in part or whole for the award of any other degree of diploma of any University /
Institution.

(B.Meghavarshini)

Place: Rajamundry

Date: 15/05/2017
 ACKNOWLEDGEMENT

I should feel the responsibility to acknowledge the following distinguished personalities who
graciously allowed me to carry out this project work successively.

I would like to express my heartfelt gratitude to Smt. Jayasree Adapa of Sun International
Institute of Technology and Management, Vishakhapatnam for giving me this opportunity to take
this project.

I am also thankful to all other members of the staff for their kind cooperation in this regard. Mainly
I am very much thankful to Smt. Rajeswari Eerni, Head of the Department of Management,
Sun International Institute of Technology and Management, Visakhapatnam, for her
guidance encouragement and valuable suggestions offered during this study.

I am highly thankful to Smt. S. Rajeswari , faculty in management studies and also project guide
for his valuable advices and encouragement throughout the course.

I am grateful thank to Shri Rajesh kalekuri, his valuable advices throughout for the project.

(B.Meghavarshini)
 CONTENTS
PAGE NO.
CHAPTER – 1
 INTRODUCTION
 NEED OF THE STUDY
 OBJECTIVE OF THE STUDY
 METHODOLOY OF THE STUDY

CHAPTER – II
 INDUSTRY PROFILE

CHAPTER – III
 COMPANY PROFILE

CHAPTER – IV
 THEORETICAL ASPECT OF THE CONCEPT
 STEPS IN TRAINING PROGRAMME
 METHOD AND TECHIQUES OF TRAINING
 TRAINING AND DEVELOPMENT@ONGC
 ONGC ACADEMY
 TRAINING PROCEDURE IN ONGC

CHAPTER – V
 DATA ANALYSIS & INTERPRETATION
CHAPTER – VI
 FINDINGS
 SUGGESTIONS
 CONCLUSION

APPENDEX
 QUESTIONNAIRE
 BIBLIOGRAPHY
 Chapter-1

INTRODUCTION
Training and Development is the field which is concerned with organizational activity aimed at
improving the performance of individuals and groups in organizational settings. It has been known
by several names, including human resource development, and learning and development.

Definitions

 Training: It is an organized process of learning the skills that you need for a definite purpose,
job or an activity.
 Development: This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost impossible
to evaluate.

Training can be introduced simply as a process of assisting a person for enhancing his efficiency
and effectiveness to a particular work area by getting more knowledge and practices. Also training
is important to establish specific skills, abilities and knowledge to an employee. For an
organization, training and development are as important as organizational growth, because the
organizational growth and profit are also dependent on the training. But the training is not a core
of organizational development. It is a function of the organizational development.

Training and Development is the framework for helping employees to develop their personal and
organizational skills, knowledge, and abilities. The focus of all aspects of Human Resource
Development is on developing the most superior workforce so that the organization and individual
employees can accomplish their work goals in service to customers.

Raw human resources can make only limited contribution to the organization to achieve its goals
and objectives. Hence the demands for the skilled and developed employees are continuously
increasing. Thus the training is a kind of investment.
DIFFERENCES BETWEEN TRAINING AND DEVELOPMENT

AREA TRAINING DEVELOPMENT

1.Content Technical skills and knowledge. Managerial and behavioural
skills and knowledge.
2.Purpose Only job related. Conceptual and general
knowledge.
3.Duration Short term Long term.

4.Designation Mostly technical and non- Mostly for managerial

managerial personnel personnel.

OBJECTIVES OF TRAINING

 To increase productivity
An instructor can help employees increase their level of performance on their assignment.
Increase in human performance leads to increase in the operational productivity and also
the increase in the profit of the company.

 To improve quality of work

Better-trained workers are less likely to make operational mistakes. It can be in
relationship to the company or in reference to the intangible organizational employment
atmosphere.

 To help a company fulfil its future personnel needs

The organizations having good internal training and development programmes will have
to make less changes and adjustments. When the need arises, vacancies can be easily
staffed.

 To improve organizational climate

An endless chain of positive reactions result from a well-planned training
programmes. Industrial relations and discipline are improved. Therefore, decentralization
and participative management can be introduced.
  To improve health and safety
Proper training can prevent industrial accidents. A safer atmosphere leads to more stable
attitudes on part of the employees.

 Personal growth
Employees on a personal basis gain individually from their exposure to educational
expressions. Training programs give them wider awareness and skills.

 Cost Reduction

Trained employees make more economical use of materials and machinery. Reduction in
wastage and spoilage together will increase in productivity and help to minimize the cost
of operations per unit.

 Reduced Supervision
Well-trained employees tend to be self-reliant and motivated. They need less guidance and
control. Therefore, supervisory burden is reduced and the span of supervision can be
enlarged.

Need of the study

The present project is taken up at ONGC, Rajahmundry Asset, (A.P). The present study envisaged
to look into the general set up of the O.N.G.C. in relation to its personnel policy with special
reference to Rajahmundry Asset & K.G. Basin giving emphasis on the Training and development
for (executive & staff level) employees.

OBJECTIVES OF THE STUDY

 To gather the information regarding training facilities available in OIL AND NATURAL
GAS CORPORATION, RAJAMUNDRY.

 To study training and development measures taken by the company OIL AND NATURAL
GAS CORPORATION LTD, RAJAHMUNDARY.

 To estimate the impact of training programs on employee performance

 To understand the effectiveness of the training programs at ONGC.

 To suggest the corrective measures in existing Training and Development programme.

 METHODOLOGY OF THE STUDY

After the objectives of the study have been clearly stated, the next step in formal research project
is to determine the source from which the data is required to be collected. The data collection is an
interesting aspects of the study. For the purpose of achieving data effectively the information
consists of two types of data. The diagram is as follows:

DATA COLLECTION

PRIMARY DATA SECONDARY DATA

PRIMARY DATA:

The primary data are those, which are collected freshly and for the first time, from the employees
directly. It is collected through the following methods.

 Questionnaire

 Interview

 Observation

SECONDARY DATA:

The secondary data are those which have already been collected by someone or else which have
been passed through statistical process. Sources of secondary data can be categorized into 2 broad
categories named published and unpublished statistics. Various sources are available namely
books, magazines etc. and also collected from various files records and journals.
 LIMITATIONS OF THE STUDY

 This study is limited to the ONGC only. It does not relate to any other similar oil & natural
Gas company.
 The observation from the study may not be considered as a future indicator.
 The duration of project work is limited to 45 days only.
 Secondary data is collected by means of the material supplied by the HRD (human resource
development) and STI (staff training institute) regarding the various training activities
taken up by the organization.
 Chapter-2

OIL AND NATURAL GAS CORPORATION LTD

INDUSTRY PROFILE

OIL AND NATURAL GAS CORPORATION LIMITED (ONGC)

ONGC was formed in 1956 with the vision of great leaders to make our country energy-sufficient. Since

then, the company has taken every step to ful fill this promise. Over the years, the company has discovered

6 of the 7 producing basins in India and added 6.4 billion tonnes of Oil and Gas reserves. Today, according

to Plants Top 250 Global Energy Ranking, ONGC is the no. 1 E&P company in the world. The company

is ready to touch new horizons of growth by resolutely focusing on its Oil & Gas production capabilities.

ONGC aims to explore newer avenues for a greener planet, excel in its exploratory endeavours and evolve

into a complete energy solution provider. ONGC is the first Indian Integrated Company in energy business

i.e. Upstream and downstream.

Primary products

Our primary products include crude oil, natural gas and value added products such as naphtha, aviation

turbine fuel (ATF),liquefied petroleum gas (LPG), and superior kerosene oil (SKO).

Operational structure

ONGC is one of the five "Maharatna" CPSEs of the Government of India viz; a corporate with a majority

shareholding of the Government of India. Administratively, the ONGC Board reports to the Secretary,

Ministry of Petroleum & Natural Gas (MoP&NG).

ONGC is guided by the Department of Public Enterprises, under the Ministry of Heavy Engineering and

Public Enterprises, towards general policies pertaining to the role of CPSEs in the overall national economic

and social context, performance management, monitoring & evaluation, corporate governance, corporate

social responsibility and sustainable development. ONGC is also governed by the Companies Act, 1956,

regulations of various authorities like the Comptroller and Auditor General of India (CAG), Central

Vigilance Commission (CVC) and other nodal Ministries. The CPSEs fall under the

definition of 'State' as provided in Article 12 of the Constitution of India.

ONGC is structured on the concept of "Asset, Basin and Services". The oil and gas processing plants at

Hazira and Uran undertake large scale processing, dispatch and transmission of oil & gas including

manufacture of value added products. All the Assets, Basins and Services are steered by senior executives

termed as "Key Executives" reporting directly to the concerned Directors. Services include functions such

as Geophysical Services, Well Services, Technical Services, Health, Safety & Environment, Carbon

Management, Corporate Social Responsibility, Human Resources and Employee Relations etc. These

services operate both at the corporate level and the operational work centres. Dedicated R&D institutes

cover all the functions associated with our activity chain, including management development and training,

to provide the necessary research, development and structured capacity building services across the

organization. ONGC Board annually signs a Memorandum of Understanding (MOU) with its

administrative ministry, MOP&NG. The MOU, which is a negotiated instrument, defines the physical,

financial and other non-financial targets in quantitative terms. The MOU defined targets then cascade

down to the key executives of ONGC through Specific Performance Contract and Service level

agreements.

Natural Gas

The production of natural gas was almost negligible at the time of independence. However, in the late

1970s with the development of the Bombay High fields, there was a substantial increase in the production

of natural gas. The natural gas production experienced further boost in the late 1980s when the South

Bassein field in the Western offshore was brought to production. Presently, the production of natural gas

has surged to around 87 mn standard cubic metres per day (MMSCMD). Out of this production, around

74 MMSCMD is available for sale to various consumers after internal consumption, extraction of LPG

and unavoidable flaring. Much of India’s gas reserves are located in the Western offshore area. Apart from

this, the onshore fields in Assam, Andhra Pradesh and Gujarat states are other major producers of gas. The

dominant players in the natural gas segment are ONGC and OIL. In addition, private parties from some of

the gas fields are producing gas under the production sharing contract.
To augment the domestic supply of gas, the Government has adopted multi-pronged strategy, which

includes:

 Intensification of domestic economic activities;

 Exploration of unconventional sources like Coal Bed Methane (CBM);

 Underground coal gasification;

 Implementation of National Gas Hydrate Programme (NGHP) for evaluation of hydrate resources

and their possible commercial exploitation;

 LNG imports;

 Besides, the Indian Government is pursuing establishment of transnational pipelines

Transnational pipelines that are being actively pursued are:

 Iran-Pakistan-India (IPI) Pipeline Project: This project involves constructing a 2000 km pipeline to

bring gas from the fields of Iran to India via Pakistan. While 60 MMSCMD of gas was proposed

to be supplied in Phase-I, to be shared between Pakistan and India, 90 MMSCMD of gas was

proposed to be supplied in Phase-II to India and Pakistan.

 Myanmar-Bangladesh-India Gas Pipeline Project: OVL and GAIL India Ltd jointly hold 30% stake

in offshore block A-I in Myanmar. The block has a capacity to produce 20-25 MMSCMD for a

period of 20 years. In February 2004, Myanmar decided to sell its 65% share of gas in block A-I to

GAIL. To transport gas from Myanmar, a transnational 800 km pipeline has been proposed

 Turkmenistan-Afghanistan-Pakistan (TAP) Pipeline Project: There is a proposal to extend pipeline

from Daulatabad area of Turkmenistan to transport gas to India.

Further, Petronet LNG Limited (PLL), a joint venture company promoted by ONGC, GAIL, IOCL &

BPCL, has been formed in order to import LNG and to set up an LNG regasification plant at Dahej.
Downstream

Refining

The Indian refining industry has come a long way since the Mumbai refinery of HPCL was set up post

independence. Over the years, the PSU refineries have gradually increased their capacities at existing

locations or constructed Greenfield refineries at new locations. Today there are around 20 refineries in the

country with an existing refining capacity of about 178 mn tones per annum (mtpa)3. Moreover, even large

expansions are being planned by Essar and PSUs like IOL, BPCL and HPCL. The major expansion plans

include the Vadinar refinery of Essar, the IOC refinery at Paradeep and the planned refineries at Binna in

Madhya Pradesh by BPCL and Bhatinda in Punjab by HPCL-Mittal Energy. This coupled with lower

capital costs as compared to other Asian countries are expected to enable India to emerge as the global

hub for oil refining. Besides, the ability of the latest refineries to process heavy, low-grade crude as well

as India’s closeness to other oil-producing regions of the Middle East are expected to further help in this

regard.

India already has evolved as the fifth largest economy in the world in terms of refining capacity, with a

share of 3% of the global capacity. By the end of the Eleventh Five Year Plan Period (2007-2012), the

refining capacity is expected to reach 240.96 MMTPA.

Marketing

In India, PSUs such as IOC, BPCL and HPCL are involved in marketing of refined oil. Decontrolling of

the marketing sector from April 1, 2002 facilitated the entry of new private sector players such as Essar

Oil, RIL and Royal Dutch Shell Plc. Public Sector Oil Marketing Companies like IOC, BPCL, and HPCL

are also engaged in marketing of subsidized LPG in the country under the Public Distribution System

(PDS).

The entire length and breadth of the country is covered through an elaborate and extensive network of

35,066 retail outlets as on 01-Apr-09. As on 01-Apr-09, there existed 9,366 LPG distributorships and 6,614

superior kerosene oil/light diesel oil (SKO/LDO) dealerships. An ambitious programme for modernization

of retail outlets to bring them at par with international standards has been initiated by the oil industry. The

supply of oil and gas is carried out through railways (40%), pipelines (30%), coastal tankers (12%) and

road (18%). Requirements of the industrial units are met through direct supplies. Further, a National Gas

Grid is also Planned.

Distribution

Distribution of petroleum products and natural gas in India is carried through a vast network of pipeline

infrastructure. By FY09, India had a network of 25 product pipelines with a length of 9,893 km and a

capacity to carry 63.66 MMTPA of petroleum products and 3 LPG pipelines with a length of 2,124 km

and capacity to carry 4.53 MMTPA of products in place. Moreover, there are 4 crude oil pipelines of 5,559

km with a capacity to transport 45.88 MMTPA4.

ASSETS/ BASINS/ PLANTS/ INSTITUTES:

ASSETS – Assets are the Oil and Gas Producing Properties. There are 11 Assets in ONGC.

1. Mumbai High Asset, Mumbai

2. Neelam & Heera Asset, Mumbai

3. Bassein & Satellite Asset, Mumbai

4. Ahmedabad Asset, Ahmedabad

5. Ankleshwar Asset, Ankleshwar

6. Mehsana Asset, Mehsana

7. Rajahmundry Asset, Rajahmundry

8. Cauvery Asset, Karaikal

9. Assam Asset, Nazira

10. Tripura Asset, Agartala

11. Eastern Offshore Asset, Kakinada, Andhra Pradesh

BASINS: Exploratory Properties. There are 07 basins in ONGC.

1, Western Offshore Basin, Mumbai

2. Western Onshore Basin, Vadodara

3. KG-PG Basin, Chennai

4. Assam & Assam-Arakan Basin, Jorhat

5. MBA Basin and CBM Development Project, Kolkata/Bokaro

6. Frontier Basin, Dehradun

PLANTS

1. Uran Plant, Uran

2. Hazira Plant, Hazira

3. C2C3C4 Plant, Dahej, Gujarat

INSTITUTES – Following are the institutes in ONGC.

1. Keshava Deva Malaviya Institute of Petroleum Exploration (KDMIPE), Dehradun

2. Institute of Drilling Technology (IDT), Dehradun

3. Institute of Reservoir Studies, (IRS) Ahmedabad

4. Institute of Oil & Gas Production Technology (IOGPT) Navi Mumbai

5. Institute of Engineering & Ocean Technology (IEOT) Navi Mumbai

6. Geo- data Processing & Interpretation Center (GEOPIC), Dehradun

7. ONGC Academy, Dehradun

8. Institute of Petroleum Safety, Health & Environment Management (IPSHEM) Goa

9. Institute of Biotechnology & Geotectonics Studies (INBIGS), Jorhat

10. School of Maintenance Practices (SMP), Vadodara

11. Centre for Excellence in Well Logging (CEWL), Vadodara

12. Regional Training Institutes (RTIs) Navi Mumbai, Chennai, Sivasagar & Vadodara

Ownership profile:

Total number of shareholders: 516474

Percentage of total shares held by top 10 shareholders:

1. President of India 68.14 6

2. LIC of India Market Plus 0.48

2 Indian Oil Corporation Ltd 7.69 7

LIC of India Money Plus 0.48

3 LIC of India 3.06 8 ICICI Prudential Life Insurance Company Ltd. 0.43

4 Gas Authority of India Ltd 2.40 9 LIC of India Market Plus - 1 0.39

5 Franklin Templeton Investment Funds 0.93 10 LIC of India - Profit Plus 0.37

Registered Office &Corporate Office – The registered office of ONGC is located at Tower II,

Jeevan Bharati Building,124, Indira Chowk, New Delhi – 110 001& the Corporate office is located at Tel

Bhavan, Dehradun – 248 003 Uttarakhand.

Opportunities & Threat:

India is fast emerging as an activated economy centre in the world. The fourth largest economy in the world

on Purchase Power Parity (PPP) is also emerging as a notable consumption centre and particularly for all

forms of energy. Creating suitable energy infrastructure has become the first priority. ONGC is a leader in

the E&P sector thus has enormous opportunity to meaningfully integrate in the entire energy value-chain

to leverage business opportunities. Government of India is now looking for Open Acreage Licensing Policy

(OALP), an operator friendly flexible system. ONGC will have opportunity to leverage its vast exploration

data and knowledge base to its advantage. At the same time, the Government of India is in the process of
firming up policy for exploration and exploitation of Shale gas. ONGC has taken structured initiatives

towards R&D for Shale gas exploration and as such the new policy may provide opportunity to the company

for taking the lead by its first mover initiatives. The hydrocarbon potential of vast majority of the

sedimentary basins remains to be established. This gives immense business opportunity for E&P companies

like ONGC. Improving recovery factor of the existing matured fields provides enormous opportunity in

terms of production upside for ONGC. These established fields have significant scope in terms of brown-

field development leveraging superior technology. The Improved Oil Recovery (IOR) and Enhanced Oil

Recovery (EOR) techniques which ONGC has mastered over the years provide good opportunity for

association and growth in global oil business as number of operators or countries are looking for such know-

how and skills. Subsidiary of your Company, OVL has large presence in global E&P sector and is

associating with a large number of NOCs (National Oil Companies) as well as IOCs (International Oil

Companies). These associations may provide OVL an opportunity to increases its presence.

Commercialization of new sources of energy like CBM, UCG, Shale gas, etc., has substantial upside for

growth. At the same time alternate sources of energy also have enormous potential. Early lead in cost

effective commercialization of these sources through innovative technologies and solutions is an

opportunity. The frontier areas like deepwater, ultra-deepwater, Arctic regions, etc., are emerging as

opportune hydrocarbon resource centers. However, these challenging regions would require cost-intensive

and technology driven innovative solutions. As such collaborations with the technology leaders become

imperative. Political unrest in the MENA region is a major threat for the oil industry. In case the unrest

prolongs for long it will adversely affect the oil industry globally.

Risks and Concerns

E&P business, characterized by inherent uncertainties, has always been highly risky.

Ongoing unrest in MENA region and related volatility in oil prices is a concern. As in high oil price regime

the cost of services has all potential to go up and adversely affect the finances of your Company. The

existing subsidy sharing mechanism is a major concern for your organization. The sharing of the under-

recoveries of oil marketing companies has adversely affected financials of ongc. Net realization towards

crude oil sale has been significantly lower than the international price. ONGC being the licensee, has to pay
the entire liability towards royalty in JV operated Blocks like - CY-OS-90/1, CB/OS-2 and RJ-ON-90/1,

though its Participating Interest varies from 30 to 50%. It is also bearing the entire liability towards Cess

for fields in CYOS- 90/1, CB/OS-2 and PY-3 blocks. ONGC has taken up intensive exploration to locate

hydrocarbon reserves even in challenging locales like deep-water and ultra deep water regions. Exploration

and development in these regions is not only cost intensive but technologically challenging as well.

Maintaining production levels from the matured field is cost and technology intensive. At the same time,

reducing size of the new discoveries and monetizing them cost effectively is a challenge.

Inherent risks are associated with oil and gas field operations like – spillage, rupture, blowout of wells,

earthquake, tsunami, terrorist activities, etc. These risks are being mitigated right from design stage;

however probability of emergency cannot be totally eliminated. In the event of any such unfortunate events

the risk of significant liabilities always exists.

ONGC group consisting of:

 Oil and Natural Gas Corporation limited

Subsidiaries:

 ONGC Videsh Ltd(Consolidated)

 Mangalore Refinery and Petrochemicals Ltd

Joint Ventures Entities:

 Petronet LNG Ltd

 Petronet MHB Ltd

 Mangalore SEZ Ltd

 ONGC Mangalore petrochemicals Ltd

 ONGC Petro Additions Ltd

 ONGC Tripura Power Company Ltd

 ONGC TERI Biotech Ltd

Associate:

 Pawan Hans Helicopters Ltd

 Highest ever turnover of Rs.109,394 Crore (up 7% from Rs.101,835 Crore in FY-08)

 Net profit of Group Rs.19,795 Crore (down 0.4% from Rs.19,872 Crore in FY-08)
RAJAHMUNDRY ASSET

BRIEF ABOUT RAJAHMUNDRY ASSET:

 Geological surveys in ONGC are initiated in the year 1959.

 Geophysical surveys in ONGC are initiated in the year 1960.

 First on-land well drilled was in Narsapur-1 in the year 1979.

 First offshore well G-1-1 in 1980 (water depth 250 m).

 On-land commercial production of Oil & gas started in 1988.

 Offshore production started in 2001.

 Commissioned Mini Refinery in Sep 2001

AREAS OF OPERATION :

KG-PG Basin:

 East Godavari

 West Godavari

 Krishna

SIGNIFICANT DISCOVERIES:

 Endamuru, Mandapeta,

 Tatipaka, Pasarlapudi,

 Gopavaram,

 Kesavadasupalem,

 Kesanapalli-W,

 Lingala & Malleswara

Tatipaka Mini Refinery:

Tatipaka mini refinery is the First skid-mounted refinery of India , it was Installed with a Capacity of

66000MT/year and is Commissioned in the year 2001.The Products are Naptha, SKO, HSD, LSHS,

MTO

PRESENT PRODUCTION STATUS

 OIL PRODUCTION (MT) : 800.09

 GAS PRODUCTION (MMSCM) : 1.63

 VAP PRODUCTS (MT) : 194.45

Special Initiatives for enhancing production:

 Fast track field development

o Cluster Drilling for Field Development in Gopavaram for oil and Kesavadasupalem

for gas

o Side-tracking of NF/Abandoned wells

FUTURE INITIATIVES:

Monetization of shallow offshore discoveries by ‘Extended Reach Drilling’ (ERD) wells

Fast-track development of Malleswaram field

Hydro-fracturing to enhance production

Marginal fields development.

Use of Bi-Fuel system to avoid flaring of associated gas

Awards & Accolades:

The Asset has been adjudged as the best performing Asset in ONGC for the years 2010-11 & 2011-12.

 National Safety Awards (Mines) : 9 during the last 6 years

from Ministry of Labour consecutive (40% of total E&P industry)

 Oil Industry Safety Directorate : 3 years consecutively incl.(OISD) Awards ‘Most

Consistent Safety Performer’

 Corporate HSE Award : Best onshore Rig – 2010

Best onshore installation-2011

 Green tech Awards : 4 (Safety – Gold category)

5 (Environment category)

 CSR Award from AP Governor : Gold award for exemplary CSR performance

Awards & Recognitions in ONGC :

ONGC gives away merit certificates every year on the occasion of Republic Day at the local level for the

excellent services rendered by their employees. At the corporate level also ONGC gives away merit

certificates to the employees on Republic Day every year . These awards are called CMD awards.

Directors merit certificates are also presented for the presentations of best papers. Innovation awards are

also given to employees every year.

ONGC reports net is an international portal for ONGCians for updation of various activities happening

across ONGC on day to day basis. Employees are allowed to post their comments on this portal.
 Chapter- 3
COMPANY PROFILE

Global Ranking

 ONGC is ranked as the Top Energy Company in India, Fifth in Asia and 21st globally as

per Plants Top 250 Global Energy Rankings; Maintains place as World's Third ranked E&P

Company in the list.

 Ranked 21st among global Oil and Gas Operations industry in Forbes Global 2000 list of the World's

biggest companies for 2014; Ranked 176 in the overall list - based on Sales (US$ 29.6 billion), Profits

(US$ 4.5 billion), Assets (US$ 53.8 billion) and Market Value (US$ 46.4 billion).

 Only Indian energy major in Fortune's Most Admired List 2014 under 'Mining, Crude Oil Production'

category (No. 7 worldwide - Up 3 places from previous year)

 Ranked 26 in 'Transparency in Corporate Reporting' among the world's 124 largest listed companies

published by Transparency International (Up from 39 in 2012)

 Ranked 217 in the Newsweek Green Rankings World's Greenest Companies 2014 (up from 386 in 2012)

India's Most Valuable Public Sector Enterprise

 ONGC won Petro fed Oil & Gas Industry Awards 2011 in three categories - "Exploration & Production:

Company of the Year", "Project Management (above Rs. 2000 crore): Company of the Year" and

"Innovator of the Year: Team (Won by IOGPT)"

 ONGC bagged Oil Industry Safety Directorate (OISD) awards for "Best Overall Safety Performance of

Oil and Gas Onshore Assets" and "Most Consistent Safety Performer Award" (won by Rajahmundry

Asset of ONGC) for the year 2011-12. In addition, JV operation at Panna gas field between ONGC, BG

and Reliance, operated by BG India won the OISD award for "Best Production Platform – Pvt/JV

Companies"

 'Best Employer' award and 'Voice of Employee' award at the Aon Hewitt Best Employers –India 2013
 Golden Peacock Award for Corporate Social Responsibility for 2013. ONGC's structured approach in

delivering tailored CSR projects for communities around its operational areas got it the coveted award.

 Rand stand Award-2013 for the Most Attractive Employer in the Energy Sector in India

 Gold Trophy of SCOPE Meritorious Award in the category of Corporate Social Responsibility and

Responsiveness for 2011-12

 'Best Enterprise Award' in the Maharatna and Navaratna category at WIPS Award of excellence held on

February 11, 2014 at Kolkata. ONGC bagged this award third time in a row.

 ONGC's foreign operations arm OVL bagged the best PSU award in the oil and gas sector at the Dainik

Bhaskar India Pride Awards on December 19, 2013

 Human Resource Management Excellence Award in the Navaratna and Maharatna category at the PSE

Excellence Awards 2013

 ABP 'Global CSR Excellence and Leadership Awards' 2013 - ONGC was the solitary winner in the

category of 'Best CSR Practices in the Areas of Health'.

ONGC Represents India's Energy Security Through its Pioneering Efforts

ONGC is the only fully–integrated petroleum company in India, operating along the entire hydrocarbon

value chain. It has single-handedly scripted India's hydrocarbon saga. Some key pointers:

o ONGC has discovered 6 out of the 7 producing basins in India:

o It has 7.59 billion tonnes of In-place hydrocarbon reserves. It has to its credit more than

320 discoveries of oil and gas with Ultimate Reserves of 2.69 Billion Metric tonnes (BMT)

of Oil Plus Oil Equivalent Gas (O+OEG) from domestic acreages.

o It has cumulatively produced 851 Million Metric Tonnes (MMT) of crude and 532 Billion

Cubic Meters (BCM) of Natural Gas, from 111 fields.

o ONGC has won 121 out of a total 235 Blocks (more than 50%) in the 8 rounds of bidding,

under the New Exploration Licensing Policy (NELP) of the Indian Government.
 o ONGC's wholly-owned subsidiary ONGC Videsh Ltd. (OVL) is the biggest Indian

multinational, with 30 Oil & Gas projects (9 of them producing) in 15 countries.

o Produces over 1.24 million barrels of oil equivalent per day, contributing over 64% of

India's domestic production. Of this, over 75% of crude oil produced is Light & Sweet.

o The Company holds the largest share of hydrocarbon acreages in India (51% in PEL Areas

& 67% in ML Areas).

o ONGC possesses about one tenth of the total Indian refining capacity.

o ONGC has a well-integrated Hydrocarbon Value Chain structure with interests in LNG

and product transportation business as well.

o A unique organization in world to have all operative offshore and onshore installations

(403) accredited with globally recognized certifications.

Competitive Strength

o All crudes are sweet and most (76%) are light, with sulphur percentage ranging from 0.02-

0.10, API gravity range 26°-46° and hence attract a premium in the market.

o Strong intellectual property base, information, knowledge, skills and experience

o Maximum number of Exploration Licenses, including competitive NELP rounds. ONGC

has bagged 121 of the 235 Blocks (more than 50%) awarded in the 8 rounds of NELP.

o ONGC owns and operates more than 26,600 kilometers of pipelines in India, including

sub-sea pipelines. No other company in India operates even 50 per cent of this route

length.
Perspective Plan 2030 (PP2030)

PP2030 charts the roadmap for ONGC's growth over the next two decades. It aims to double ONGC's

production over the plan period with 4-5 per cent growth against the present growth rate of 2 percent. In

physical terms the aspirations under Perspective Plan 2030 aims for -

o Production of 130 mmtoe of oil and oil equivalent gas (O + OEG) per year and accretion

of over 1,300 mmtoe of proven reserves.

o Grow ONGC Videsh Limited (OVL) six fold to 60 mmtoe of international O+OEG

production per year by 2030.

o More than 20 mmtoe of O+OEG production per year in India coming from new

unconventional sources such as shale gas, CBM, deepwater and HPHT (High Pressure &

High Temperature) reservoirs.

o Over 6.5 GW power generation from nuclear, solar and wind and 9 MTPA of LNG.

o Scaling up refining capacity to over 20 MMTPA and targeted investments to capture

downstream integration in petrochemicals.

Sourcing Equity Oil Abroad

 ONGC Videsh, a Miniratna Schedule “A” Central Public Sector Enterprise (CPSE) of the Government

of India under the administrative control of the Ministry of Petroleum & Natural Gas is the wholly

owned subsidiary and overseas arm of Oil and Natural Gas Corporation Limited (ONGC), the flagship

national oil company (NOC) of India. The primary business of ONGC Videsh is to prospect for oil and

gas acreages outside India, including exploration, development and production of oil and gas.

 ONGC Videsh was incorporated as Hydrocarbons India Pvt. Ltd. on 5 March 1965 to carry out

exploration and development of the Rostam and Raksh oil fields in Iran and undertaking a service

contract in Iraq. The company was rechristened as ONGC Videsh Limited on 15th June, 1989 with the

prime objective of marketing the expertise of ONGC abroad. The nineties saw the Company engaged

in limited exploration activities in Egypt, Yemen, Tunisia and Vietnam.

 In its new avatar as ONGC Videsh, the company from mid-nineties re-oriented its focus on acquiring

quality overseas oil and gas assets. ONGC Videsh, which had one asset in year 2000, gradually

succeeded in competing with the best in the international arena and could conclude many large

transactions across the world in subsequent years. Presently, ONGC Videsh owns Participating Interests

in 33 oil and gas assets in 16 countries and contributes to 14.5% and 8% of oil and natural gas

production of India respectively. In terms of reserves and production, ONGC Videsh is the second

largest petroleum Company of India, next only to its parent ONGC.

 ONGC Videsh’s oil and gas operations produced 8.36 MMT of oil and oil equivalent gas in 2013-14

as against 0.252 MMT of O+OEG in 2002-03. ONGC Videsh’s overseas cumulative investment up to

31st March, 2014 has crossed USD 22 billion.

Frontiers of Technology

o State-of-the-art seismic data acquisition, processing and interpretation facilities

o Uses one of the Top Ten Virtual Reality Interpretation facilities in the world

o Alliances with Transocean, Schlumberger, Halliburton, Baker Hughes, IPR, Petrobras,

Norsk, ENI and Shell

o One of the biggest ERP implementations in the Asia

Best In Class Infrastructure And Facilities

o The Company operates with 27 Seismic crews, manages 250 onshore production installations,

215 offshore installations, 77 drilling (plus 31 hired) and 57 work-over rigs (plus 25 hired),

owns and operates more than 28,139 kilometers of pipeline in India, including 4,500

kilometers of sub-sea pipelines.

o ONGC has adopted Best-in-class business practices for modernization, expansion and

integration of all Info com systems.

 The Road Ahead

ONGC looks forward to become an integrated energy provider, with:

o New Discoveries and fast track development

o Equity Oil from Abroad

o Downstream Value Additions & Forward Integration

o Leveraging state-of-the art technology and global best practices

o New Sources of Energy

o Production from small and marginal fields

o ONGC has taken structured initiatives to tap unconventional energy sources through

unconventional gases like Coal Bed Methane (CBM), Underground Coal Gasification

(UCG), Shale Gas and Gas Hydrates, or unconventional energy sources like wind, solar

etc.

o "ONGC Energy Centre Trust", a dedicated centre created by ONGC for holistic research

in non-conventional energy sources, has taken up three projects viz., Thermo-chemical

reactor for Hydrogen, Geo-bio Reactors and Fuel Cells. ONGC has already

commissioned a 50 MW Wind Farm in Gujarat and plan is afoot to set up another 100

MW Wind Farm in Rajasthan. ONGC has also set up 3 Solar Thermal Engines at Solar

Energy Centre, Ministry of New and Renewable Energy (MNRE) campus at Gurgaon.

Value-chain integration

 ONGC's purchase of majority stake in equity in the ailing Mangalore Refinery & Petrochemicals

Limited (MRPL), a stand-alone refinery of 9.69 MMT capacity in March 2003 is a standout testimony

of ONGC's integrated business model. Besides adding that desired comfort to this Company in

mitigating higher risk of E&P operation, this deal also set an example in the Indian business history

where a PSU has taken over a joint stock company and turned it around in a record time of one year.
 Moving ahead, ONGC has taken structured initiatives towards value-multiplier integration projects like

Refinery, LNG, Petrochemicals, Power, SEZ, etc., to have presence in the entire hydrocarbon value-

chain.

Corporate Social Responsibility

In recognition of its role as a 'responsible leader', ONGC continues its quest to make positive, tangible

difference in the lives of the vulnerable and disadvantaged. With a business paradigm that is based on an

interconnected vision - of people's welfare, societal growth and environmental conservation, ONGC in 2011-

12 continued to cater to the developmental needs across the following focus areas:

o Education including vocational courses;

o Health Care;

o Entrepreneurship (self-help & livelihood generation) schemes;

o Infrastructure support roads, bridges, Schools, hospitals in around our operational areas

o Environment protection, ecological conservation, promotion;

o Protection of heritage sites, UNESCO heritage monuments etc.;

o Promotion of artisans, craftsman, musicians, artists etc. for preservation of heritage, art &

culture;

o Women's empowerment, girl child development, gender sensitive projects;

o Water management including ground water recharge;

o Initiatives for physically and mentally challenged;

o Sponsorship of seminars, conferences, workshops etc. and

o Promoting sports/sports persons; supporting agencies promoting sports / sports persons.

Corporate Governance

ONGC has taken structured initiatives towards Corporate Governance and its practices which evolve

around multi-layered checks and balances to ensure transparency. Apart from the mandatory measures

required to be implemented as a part of Corporate Governance, ONGC has gone the extra mile in this

regard and has implemented the Whistle Blower Policy, Annual Report on working of the Audit & Ethics

Committee, MCA Voluntary Guidelines on Corporate Governance, Enterprise-wide Risk Management

(ERM) framework.

Health, Safety & Environment

ONGC has implemented globally recognized QHSE management systems conforming to requirements

of ISO 9001, OHSAS 18001 and ISO 14001 at ONGC facilities and certified by reputed certification

agencies at all its operational units. Corporate guidelines on incident reporting, investigation and

monitoring of recommendations has been developed and implemented for maintaining uniformity

throughout the organization in line with international practice.

During 2011-12, 20% reduction in incidents achieved, 131 environmental clearance (EC/TOR) obtained,

4 Lakh Ringal Bamboo Planted in Upper Himalayas, 25000 MT of oily waste treated using

Bioremediation, 412 installations certified with QHSE, 240 operational units audited for HSE

Performance, 130 employees trained on HUET, 14 HSE awareness programs completed.

Corporate Disaster Management Plan and guidelines have been developed for uniform disaster

management all across ONGC. ONGC has also developed Occupational Health physical fitness criteria

for employees deployed for offshore operations. Occupational Health module has now been populated on

SAP system.

Human Resources

ONGC has vast pool of skilled and talented professionals – the most valuable asset for the company

dedicate themselves for the excellent performance of the company. ONGC extends several welfare

benefits to the employees and their families by way of comprehensive medical care, education, housing

and social security.

 Achievements

 ONGC improves Transparency ranking to 26th, up 13 notches

November 11,2014

 ONGC is Top Energy Company of India; 5th in Asia, 21st globally: Platts

October 29,2014

 ONGC climbs up to Second position on the BT-500 India's Most Valuable Companies list

October 28,2014

 ONGC adjudged Exploration & Production Company of the year – PetroFed Awards

September 09,2014

 Highest sports award to ONGC – receives “Rashtriya Khel Protsahan Puruskar” from President of India

August 30,2014

 ONGC is India’s “Most Valuable” PSU

August 26,2014

 ONGC Videsh is Most Internationalized Indian Firm second time in a row

August 07,2014

 ONGC amongst world’s greenest companies

June 12,2014

 ONGC bags Dun & Bradstreet Corporate Excellence Award - 2014

May 30,2014

 ONGC Academy conferred with Golden Peacock National Training Award - 2014

May 28,2014
 Vision & Mission

To be global leader in integrated energy business through sustainable growth, knowledge excellence

and exemplary governance practices.

World Class

 Dedicated to excellence by leveraging competitive advantages in R&D and technology with involved

people.

 Imbibe high standards of business ethics and organizational values.

 Abiding commitment to safety, health and environment to enrich quality of community life.

 Foster a culture of trust, openness and mutual concern to make working a stimulating and challenging

experience for our people.

 Strive for customer delight through quality products and services.

Integrated In Energy Business

 Focus on domestic and international oil and gas exploration and production business opportunities.

 Provide value linkages in other sectors of energy business.

 Create growth opportunities and maximize shareholder value.

Dominant Indian Leadership

 Retain dominant position in Indian petroleum sector and enhance India's energy availability.
 Chapter-4

THEORETICAL ASPECT OF THE CONCEPT

TRAINING AND DEVELOMPMENT

Training is seen as the key instrument in the implementation of HRM policies and practices
particularly those involving cultural change and the necessity of introducing new working
practices of equal importance in the training process is the recognition of individual needs.

Employee development arising at a consensus definition of terms like development,

education and training is difficult because off the varied way in which they are translated in the
work and life situation.

Training is defined as “A planned process to modify attitudes, knowledge or skill behaviour

through learning experience to achieve performance an activity or range of activities. Its purpose
in the work situation to develop the abilities of the individual and to satisfy the current and future
needs of the organization.

The ramification of overseas competition has heavily influenced recognition of the

importance of training in recent years and the relative success of economies like Japan, Germany,
and Sweden this nation investment in employee development is considerably emphasized
technological developments and organizational change.

It has gradually realized that success of a company relies the skill and abilities of its
employee’s ant their leads to considerable and continuous investment in training and development.
This is also been under seemed by the rise in human resource management with its emphasis on
the importance of the people and the skills they process in enhancing organizational efficiency
such HRM concepts as commitment to the company and the growth influence the quality
movement have led senior management teams to realize the increase importance of training,
employers development and long term professional education.
 HRD programs are continuous and shaped to fit the culture changes in the organization to
the needs of the individual. This added to an increasing awareness of the important change and the
key role which training had played in helping the process. In this way training and human resource
development become the tools for effective change and the policy ramification can be wide-
ranging and strategic.

IMPORTANCE OF TRAINING AND DEVELOPMENT

Training and development programs were pointed out earlier help remove performance
deficiencies in employees. This is particularly true when

1. The deficiency is caused by a lack of ability rather than lack of motivation to perform.
2. The individuals involved have the aptitude and motivation need to learn to do the job better.
3. Supervisors and peers are supportive to the desired behavior.

There is greater stability flexibility and capacity for growth in an organization. Training
contributes to employee stability in at least two ways. Employees become efficient – after under
gong training. Efficient employees contribute to the growth of the organization. Growth renders
stability to the work force. Further, trained employees trend to stay with the organization. They
seldom leave the company. Training makes the employees versatile in operations. All-rounder can
be transferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is
reflected in increased profits from year to year. Who else but well trained employees can contribute
to the prosperity of an enterprise.

Accidents, scrap and damage to the machinery and equipment can be avoided on
minimized through training. Even dissatisfaction, complaints, absenteeism and the turnover can
be reduced if employees are trained well. Further need of the employees will be met through
training and development programs. Organization takes fresh diploma holders or graduates as
apprentices of management trainees. They are absorbed after course completion. Training serves as an
effective source of recruitment. Training is an investment is HR with a promise of better return in
future.

A company’s training and development pay dividends to the employees and the
organization. Though no single training programme yields all the benefits presented in the exhibit
– the organization, which devotes itself to the training and development – enhances its HR
capabilities and strengthen its competitive edge. At the same time, the personal and career goals
are furthered, generally adding to him or her abilities and values to the employers.
Benefits of employee training

 Leads to improved profitability and/or more positive attitudes towards orientation.

 Improves the job knowledge and skills at the levels of the organization.
 Improves the morale of the work force
 Helps people to identify with organizational goals
 Fosters authenticity, openness and trust
 Improves relation between bosses and subordinates.
 Aids in organizational development
 Learns from the trainee
 Helps to prepare guidelines for work
 Aids in understanding and carrying out organization policies
 Provides information for future needs in all areas of the organization.
 Good decision making and problem solving skills
 Aids in development for promotion within
 Aids in increasing productivity and/or quality of work
 Help to keeps costs down in many areas
 Develops a sense of responsibility to the organization for being competent and
knowledgeable
 Improves labour management relations
 Reduces outside consulting cost by utilizing competent – internal consolation.
 Helps employees adjust to change
 Creates appropriate climate for growth communication.

Benefits to the organization

 Helps individual in better decision and effective problem solving
 Through training and development motivational variables of recognition, achievement,
growth, responsibility and advancement are internalized and operationalized.
 Aids in encouraging and achieving self-development and self confidence
 Helps a person handle stress, tension frustration and conflict
 Increases job satisfaction and recognition
 Satisfies personal needs of the trainer (and trainee)
 Develops the sense of growth in learning
 Helps eliminate fear in attempting new tasks
Benefits in personnel, and human relations, intra group relations and policy
implementation

 Improves communication between group and individual

 Aids in orientation for new employee and those taking new jobs through transfer or
promotion
 Provides information on equal opportunity and affirmative action
 Provides information on other government laws and administrative polices
 Improves interpersonal skills
 Makes organizational policies, rules and regulations viable
 Improves morals
 Builds cohesiveness in groups
 Provides good climate for learning growth and coordination
 STEPS IN TRANINING PROGRAMME

Who are the trainees?

Trainees should be selected on the basis of self-nomination, recommendation of supervisors or by
the Hr department itself. Whatever is the basis, it is advisable to have two or more target audiences.
For example, rank and file employees and their supervisors may effectively learn together about a
new work process and their respective roles.

Who are the trainers?

Training and development – programmes may be conducted by several people including the
following:

 Immediate supervision
 Co-workers as in buddy system
 staff
 Specialists in other parts of the company
 Outside consultants
 Industry associations
 Faculty members at universities
Who among these are selected to teach, often, depends on where the programme to held
and the skill that is being taught. For example, programmes teaching basic skills are usually are
done by the HR departments of the company on the other hand, interpersonal and conceptual skills
for managers are taught at universities.
 METHODS AND TECHNIQUES OF TRAINING

A multitude of methods of training are used to train employees. The most commonly methods
list the various training methods and present a summary of the most frequent uses to which these
methods are put – training methods are categorized into two groups:

 On the job: On the job refers to the methods that are applied in the work place, while the
employee is actually working
 Off the job: Off the job methods are used away from the workplaces. Training techniques
represent the medium of imparting skills and knowledge to employees

LECTURES

It’s verbal presentation of information by an instructor a large audience. The lecturer is presuming
to possess a considerable depth of knowledge of the subject at hand. A virtue of this method is that
it can be used for very large groups and hence cost per trainee in law. This method is mainly used
in colleges and a university through its application is restricted in training factory employees.

Limitations:

 Lecture method accounts for its law popularity. The method violates the principle of
learning by practice.
 It constitutes a one way communication. No feedback from audiences.
 This activity may eventually overshadow the real purpose of instruction

AUDIO VISUALS

Audio visuals include television slides, overheads, video tapes and films. The can be used
to provide a wide range of realistic examples of the job conditions and situations in the condensed
period of time. Further, the quality of the presentation can be controlled and will remain equal for
all training groups.

Limitations:

 Audio visuals constitute a one-way system of communication with no scope for the
audience to raise doubts for clarification.
 There is no flexibility of presentation from audience to audience.
ON THE JOB TRAINING (OJT)

Majority of industrial training is of one the job training. OJT is conducted at the work site
and in the context of the job. Often, it is informal as when an experienced worker shows trainee
how to perform the job tasks.

OJT is the most effective method as the trainee learns by experience, making him or the
highly competent. It is learnt expensive since no formal training is organized. It is free from
artificial situations of the classroom. This contributes to the effectiveness of the program.

Limitations:

 The experienced employee may lack expertise or inclination to train the juniors.
 The training program itself is not systematically organized.
 Poorly conducted OJT program is likely to create safety hazards result in damaged products
or materials and bring unnecessary stress to the trainees.

PROGRAMMED INSTRUCTIONS (PI)

This is the method where training is offered without the intervention of trainers.
Information is provided to the trainee in blocks either in a block form or through a teaching
machine. After reading each block Oil and Natural Gas

Corporation material the learners must answer the question about it.

 Presenting questions, facts or problems to the learner.

 Allowing the person to respond
 Providing feedback on the accuracy of his or her answer
 If the answers are correct, the learners proceed to the next block. The scope for learning is
quite less compared to other methods of training. Cost of preparing books, manuals and
machinery is considerably high.
Computer – assisted instruction (CAI)

This is an extension of the PI method. The speed memory and data manipulation
capabilities of the computer permit greater utilization of basic PI concept.

CAI provides for accountability as tests are taken on the computer so that management can
monitor each trainee’s progress and needs. CAI training program can also be modified easily to
reselect – technological innovations in the equipment – for which the employee is being trained.

CAI training also tends to be more flexible in that trainees can usually use the computer
almost any time they want and thus get training when they prefer

CAI is as rich and colourful as modern electronic games, complete with audio instructions
and video displays.

SIMULATION

A simulator is any kind of equipment that duplicates as nearly as possible the actual
conditions encountered on the job simulation there is an attempt to create a realistic decision
making environment for the trainee. Simulation presents likely problem situations and decision
alternatives to the trainees

CASE STUDY

Is a written description of an actual situation in business which provides in the reader, the
need to decide which is going on what the situation really is or what can and should be done.
Trainee studies the cases to determine problems, analyses causes, develop alternative solutions,
select the best one and implement it. Case study can provide stimulating discussions among
provide stimulating discussions among participants as well as excellent opportunities for
individuals to defend their analysis and judgment abilities.
ROLE PLAYS

It generally focuses on emotional issues rather than actual ones. The essence of role – playing is
to create a realistic situation and then have the trainees assume the parts of specific personalities
in the situation.

VESTTIBULE TRAINING

It utilizes equipment, which closely resemble the actual ones used on the job. A special
areas or room is set aside from the main production are in equipped with furnishing similar to these
found in the actual production area. The trainee is the permitted to learn under stimulated
conditions, without disrupting ongoing operations. The advantage of stimulation is the opportunity
to create an environment similar to the real situations the manager incurs, but without the high
costs involved should the actions prove undesirable. The advantages are:

It is difficult to duplicate the pressures and realities of actual decision making of the job
and individuals often act differently in real life situations than they do in acting out a simulated
exercise.

SENSITIVITY TRAINING

Sensitivity training uses small numbers of trainees, usually fewer than 12 in a group. They
meet a passive trainer and gain insight into their own and other behavior. The objectives of
sensitivity are to provide the participants with increase awareness of their own behavior and how
others perceive them – greater sensitivity to the behavior of the others and increased understanding
of group processes.

The drawback is that once the training is over the participants are themselves again and
they resort to their old habits sensitivity training can go by different names – Laboratory training,
encounter group or T groups.

IMPEDIMENTS TO EFFECTIVE TRAINING

They are many impediments, which can make a training program ineffective

 MANGEMENT-COMMITMENTS IS LACKING AND UNEVEN

 Most companies do not spend on training. This must change for as a result of rapid
technological change, combined with new approaches to organizational design and production
management; workers are required to learn three types of skills

 The ability to use technology

 The ability to maintain it
 The ability diagnose system problems

TRAINNING AND DEVELOPMENT @ ONGC

Objectives

 To develop the employees in order to build competence for the career growth through
refresher courses in respective disciplines
 To install safety consciousness among employees by various training in safety on various
ONGC fields and installations.
 To provide greater flexibility in assignment and utilization through multi-trade training.
 Training is an organized procedure for increasing the knowledge and skill of the people for
definite purpose. The purpose of training is to achieve a change in the behaviour those
being trained.
 To improve job performance
 To develop employers for new responsibilities
 To reduce accidents and wages
 To instruct in the operation of new equipment
 To ensure management success

Induction training plays a vital role in ONGC Ltd; Graduate Trainees (GT’s) are selected and
given training at ONGC Academy at Dehradun. Their specialized subjects are different types.

All courses have been designed to meet the developmental needs to the executives in
various jobs. It is a strong feeling that an important step in becoming successful in job to receive
all the training available to perform a job. Participating in courses, which will be beneficial for the
employee in their position.
ONGC ACADEMY

ONGC academy is delighted to present the Annual comprehensive update of the various
training programs being scheduled for 2004-05. Academy takes great pride for its services on the
Human Resources Development to organization and individuals through training and consultancy.
Academy is regarded as an institution at the cutting edge of Executive Education. Academy’s
primary focus is on developing entrepreneurs and experts throughout the organization. The
challenge in oil field training today is to bridge the gap between the classroom and practical in the
field. Throughout the programmers we integrate and practice multiple skills so at the end we
deliver a finished product of knowledge.

A total of 236 programs with an outlay of Rs14.10 corers have been planned for 2004-05.
This calendar is the outcome of brainstorming sessions held at the Academy with key executives/or
their nominated representatives.

With the changing Business Paradigm and ONGC playing the role of an MNC which
demands high level of cross functional exposures and commercial Business acumen, the Academy
has developed an Education program coined “SANSTHAPAK-2004” for facilitating thirty of its
high potential executives into frontline leaders with Indian School of Business, Hyderabad.

In our endeavor to keep abreast all ONGC clans with the latest technological know-how
available, Academy was fortunate to have the guidance and valuable suggestions from revered
Board of Directors, Asset Manager, Basin ;Managers, Chief of Services, Head of Institutes,
Seniors Managers, in additions to our participants in the training programs.

ONGC ACADEMY THE PERFECT VENUE

The institute of Management Development (IMD) now re-christened as ONCG Academy

is the training nerve center of ONGC. The Academy has emerged out of a deliberated SWOT
analysis carried out by the organization in 1982. Since then Academy has developed as a “Centre
of Excellence” in imparting training in all perspectives linking Oil Industry to the overall
managerial growth.

The Academy is committed to excellence in the cause of Human Resources Development,

and is responsible for training ONGC’s executives in India and abroad. The Academy has been
accredited with internationally acclaimed ISO-9001-2000 certification.
 ONGC Academy has the mission to promote a non-dogmatic learning environment that
brings together people, culture of India, ONGC Academy aims to develop responsible thoughtful
business leaders and entrepreneurs whose action create value for their organization and their
communities.

Vision: Excellence in entrepreneurial hydrocarbon Business

Quality Policy

We shall strive to achieve and maintain excellence in meeting managerial and technical
training needs of customer in upstream oil industry in Global Competitive environment by:

 Continuously upgrading training programs to suit the requirements of the emerging skills
and technologies internationally.
 Effectively implementing and maintaining ISO-9001 - 2000 Quality System Standard.

Quality Objectives

1) To create and meet the learning aspirations of all ONGCians.

2) To identify the gaps between current technological know-how and those emerging
internationally in order to bridge the same by developing appropriate training
modules and conducting minimum 15 programs on Emerging technologies through
foreign faculties.
3) Developing and upgrading minimum 5 programs in the state of the art technology
both in contents and execution, to be at par with International Standards.
4) To promote Quality awareness, develop quality practices and inculcate creative and
innovative thinking by conducting minimum 15 training programs every year on
topics related various aspects of quality.
5) To design and develop long duration training modules to facilitate qualification up
gradation of the under qualified executives and impart training to about 150
executives every alternate year in order to upgrade their qualification.
 6) To strive to create quality culture through parent company as means of bringing
efficiency and improvement and introduce new quality concepts like Total Quality
Management (TQM), ISO-9001 – 2000 Quality Management System, Quality
Circles, Six Sigma, etc.,
7) To design and organize at least 2 workshops on strategic issues for senior
executives of parent company, each year to meet strategic requirements.
8) To strive to achieve 100% target set for each year.
9) To improve the quality of training programs and achieve the level of excellent
ratings for 85% of the programs.

TRAINING INSTITUTES

 IDT- Institute of Drilling Technology, Dehradun: it is engaged in relentless effort in

R&D and has rendered excellent services in the area of oil and gas well drilling
technology.Program duration is one week to two months. This program is given to drilling
section employees.
 KDMIPE- Keshava Deva Malaviya Institute of Petroleum Exploration, Dehradun
is located in picturesque valley of Dehradun in the state of Uttaranchal. It was founded
in 1962 with an objective to provide geo-scientific back up to the exploratory efforts of
India's National oil company, ONGC.This program is given to Exploration section
employees.

 IOGPT – Institute of Oil & Gas Production Technology—Mumbai:The Institute of

Oil & Gas Production Technology (IOGPT) was established in 1984 with assistance
from United Nations Development Program (UNDP) and Asian Development Bank
(ADB) to meet the production and processing related technological requirement of Oil
and Gas fields and Processing plants. The institute is located amidst picturesque
surroundings at the Technology Park in Panvel, Navi Mumbai, about 50 km from
Mumbai on the Mumbai-Pune highway. IOGPT is the first Institute in the country to
provide an integrated R&D support to the entire spectrum of Oil and Gas production,
which begins at the well bore and culminates at the consumer point.

 IPSHEM- Institute of Petroleum & Safety Health Environment Management –

Goa: The Institute of Petroleum Safety, Health and Environment Management
(IPSHEM) was set by ONGC in Goa in the year 1989 for promoting safety,
occupational health and environment practices and standards in Petroleum sector. The
Master Plan of the Institute was prepared by Norwegian Consultants M/s SikteC A/S
under a bilateral Agreement between the Governments of India and Norway in 1990. It
started functioning from its own campus at Betul village in South Goa since 1997.This
Institute conducting [Off shore] safety programs, for both Executives & Non-
executives.
Training Procedure In ONGC

A Training and development resource is an important activity leading to acquisition and

updating of knowledge and skills. Evaluation being the essence of any improvement at new
feedback mechanism has been brought out ensuring feedback each and every element connected
with the training program. This will enable RTI to evaluate the impact of training programmes
for continuous improvements

Mission

Develop technically competent HR in Assets/Regions Accordance with HRD policy

Objective

Skills/competency development of the operational non-executives provide induction careers

linked training program and meet the specific needs of the Assets Region make training impact
visible in the operational areas through value addition development faculty bank.

Procedure

Each and every employee who is recruited to the organization has to attend induction training. The
following process shall be followed for ensuring smooth conduct of induction training programs.

Training Profile – STI (Staff Training Institute), Rajahmundry

During the year staff training institute has taken a number of initiatives towards improving
professional competence and personality development of employees in Rajahmundry Asset and
K.G. Basin

Apart from conducting 10 calendar courses and 5 non-calendar programs, it coordinated as

many as 193 training programs conducted by IMD, IDT, Dehradun, RTI Chennai, IPSEM Goa,
CWS Baroda etc.,

The statutory requirement of engagement of apprentices under Apprentices Act of 1961

was fulfilled by recruiting 17 apprentices 14 in central work shop and 3 in instrumentation section.
Fire training at Drill sites and the first measures have been incorporated in all in house.
 To enable proper and lively induction training, Head of Regional Recruitment will inform
about the level, Business group/functional discipline and number of candidates for which the
recruitment process is initiated and likely date of selection. The RTI will further inform the details
of the establishment concerned at least 21 days prior to the date of commencement of the programs
the establishment while issuing appointment letters will also indicates the details of the induction
training program, location, arrangements about boarding, lodging etc., to the new employees.

Additionally Head RTI may also write congratulatory letters to each selected employee
giving the location and other details for joining the institute. The proposal duration of induction
training will be:-

 Bottom of class III or below (.Jr.Asst/Technical) : 3 weeks

 Top of class III (.Jr.Engrs) : 4 weeks
TABLE: 3.1: The training module for bottom of class III or below will comprise of the following:-

Introductory Training 3 days

Field familiarization Training 3 days

Multidisciplinary Theoretical training 4 days

Specialization Training 4 days

On the job Training 5 days

Final Evaluation and Valedictory 5 days

Total 24 Days

The Modules will cover the following aspects:-

1. Introductory: During the module the trainees will be welcomed, followed by brief
introduction of the industry in general and ONGC in particular, Regional Details on Performance
and activities and organization culture etc. will be shared with the trainees.
1) Field Familiarization training:
During this module, the trainees will be exposed to the various field operations in nearby
fields. The effort should be to cover all types of operational skills i.e. Rig, Installation,
Offices, Store yards and workshops etc. so that the trainees are well conversant with the
field set up and related activities.
2) Multidisciplinary theoretical Training: -
During this module the trainee will be given technical details/theoretical inputs of each and
every activities of ONGC beginning with geophysical surveys to drilling and production
then processing and operation.
3) Specialization Training:
During their modules the trainees will be given in depth knowledge of their own discipline
mainly relevant to the job requirement.
4) On the Job Training:
The employees will be given on the job training in shifts so as to give exposure to shift
working pattern and to give realistic inputs of the actual working.
5) Assignment:
Assignments relating to each of the aforesaid modules will be prepared well in advance
and handed over to the trainees at the beginning of each module to enable them to relate
theory and practice inputs imparted to them with course contents of the module.
6) Posting of trainees: -
Trainees will be sent to their place of posting as decided by the functional heads and communicated
to RTI by functional groups/concerned establishment 15 days prior to completion to training.
7) Awards & Recognition to trainees:
To develop healthy competition and ensure better assimilation of training i/p 20% of the trainees
are imported training or the 5 best trainees during the year whichever is lower may be identified
and recognized with merit certificate and cash awards.
Valedictory Function:
On the last day a valedictory function is organized and senior managers of all disciplines are
invited.
 Chapter-5
DATA ANALYSIS& INTERPRETATION
Training and development
1. When employees arrive from training, supervisors encourage them to share what they have
learned with other employees?

Options Respondents % of respondents

Not at all true 8 13.3
Rarely true 9 15
Sometimes true 16 26.6
Mostly true 17 28.3
Almost always true 10 16.6
Total 60 100

INTERPRETATION

From the above statistics it is observed that 45% of the employees agree that their supervisors
encourage them to share their learning with the other employees after training; 27%
employees said it happens sometimes and about 28% of the employees are negative about it.

No.of respondents

17% 13%

Not at all true

15% Rarely true
Sometimes true
Mostly true
28%
Almost always true

27%
2. My organisation has full-fledged training and development department manned with
competent professionals?

Options respondent % of respondents

Not at all true 6 10
Rarely true 7 11.6
Sometimes true 10 16.6
Mostly true 30 36.5
Almost always true 7 11.6
Total 60 100

Interpretation:

From the above figure it is observed that 62% of the employees agree that their full-fledged
training and development department manned with competent professionals, 17% of the
employees agree with sometimes and 21% of the employees are negative about it.

No.of respondent

12% 10%
Not at all true
11%
Rarely true
Sometimes true
17% Mostly true
50% Almost always true
3. Supervisors support the use of techniques learned in training that employees bring back to
their jobs?

Options respondent % of respondents

Not at all true 9 15
Rarely true 8 13.3
Sometimes true 13 22.0
Mostly true 20 33.8
Almost always true 10 16.6
Total 60 100

Interpretation:

From the above figure it is observed that 50% of the employees agree that their supervisors
support them to use of techniques learned in training, 22% of the employees agree sometimes
and 28% of the employees are negative about it.

No.of respondent

17% 15%
Not at all true
Rarely true
13%
Sometimes true
Mostly true
33%
Almost always true
22%
4. job aids (resources (or) technology) are available on the job to support what employees
learned in training?

options respondents % of respondent

Not at all true 6 10
Rarely true 7 11.6
Sometimes true 14 23.3
Mostly true 26 43.3
Almost always true 7 11.6
total 60 100

Interpretation:

From the above figure it is observed that 57% of the employees are agree with the job aids are
available on the job to support the employees training, 23% of the employees agree sometimes
and 22% of the employees disagree.

No.of respondents

12% 10%
Not at all true
12%
Rarely true
Sometimes true
Mostly true
43% 23%
Almost always true
5. Supervisors make sure that employees have the opportunity to use their training
immediately?

Option respondent % of respondents

Not at all true 7 11.6
Rarely true 6 8.9
Sometimes true 22 36.6
Mostly true 16 23.8
Almost always 9 15
Total 60 100

Interpretation:

From the above figure it is observed that 42% of the employees agree that their supervisors
give opportunity to use their training immediately, 36% of the employees agree sometimes and
22% of the employees disagree.

No.of respondent

15% 12%
Not at all true
10%
Rarely true
Sometimes true
27%
Mostly true
Almost always
36%
6. The equipment used in training is similar to the equipment found on the job?

options respondent % of respondents

Not at all true 5 7.3
Rarely true 8 13.3
Sometimes true 15 22.0
Mostly true 21 30.8
Almost always true 11 18.3
Total 60 100

Interpretation:

From the above figure it is observed that 53% of the employees agree that their equipment
used in training is similar to the equipment found on the job, 25% of the employees agree
sometimes and 22% of the employees disagree.

No.of respondent

9%
18%
Not at all true
13%
Rarely true
Sometimes true
Mostly true
25%
35% Almost always true
7. Colleagues support the use of learning on the job?

Options respondent % of respondents

Not at all true 4 5.4
Rarely true 9 15
Sometimes true 14 19.1
Mostly true 23 38.3
Almost always true 10 16.6
Total 60 100

Interpretation:

From the figure it is observed that 55% of the employees agree that their colleagues support
the use of learning on the job, 23% of the employees agree sometimes and 22% of the
employees disagree.

No.of respondent

7%
17%
15% Not at all true
Rarely true
Sometimes true
Mostly true
23%
38% Almost always true
8. Employees who use their training are given preference for new assignment?

Options respondents % of respondents

Not at all true 5 8.3
Rarely true 4 6.6
Sometimes true 17 28.3
Mostly true 20 33.3
Almost always true 14 23.3
Total 60 100

Interpretation:

From the above figure it is observed that 57% of the employees agree that their training are
given preference for new assignment, 28% of the employees agree sometimes and 15% of the
employees disagree.

No.of respondents

8%
23% 7%
Not at all true
Rarely true
Sometimes true
28% Mostly true
Almost always true
34%
9. Employees is motivated to learn the concepts that will be covered in the training
programme?

Options respondents % of respondents

Not at all true 4 6.6
Rarely true 8 13.3
Sometimes true 22 36.6
Mostly true 17 28.3
Almost always true 9 15
total 60 100

Interpretation:

From the above figure it is observed that 43% of the employees agree that their covered in the
training programme, 37% of the employees agree sometimes and 20% of the employees
disagree.

No.of respondents

7%
15%
13% Not at all true
Rarely true
Sometimes true
28% Mostly true

37% Almost always true

10. Induction training is given adequate importance in your organisation?

Options respondent % of respondents

Not at all true 0 0
Rarely true 7 11.6
Sometimes true 32 53.3
Mostly true 15 25
Almost always true 6 10
Total 60 100

Interpretation:

From the above figure it is observed that 35% of the employees agree that their training is given
adequate importance in their organisation, 53% of the employees agree sometimes and 12% of
the employees disagree.

No.of respondent
0%

10% 12%
Not at all true
Rarely true
25%
Sometimes true
Mostly true

53% Almost always true

11. Induction training provides an excellent opportunity for new comers to learn
comprehensively about the organisation?

Options respondent % of respondents

Not at all true 2 3.3
Rarely true 3 5
Sometimes true 10 16.6
Mostly true 20 33.3
Almost always true 10 16.6
Total 60 100

Interpretation:

From the above figure it is observed that 66% of the employees agree that their training is
excellent opportunity for new comers to learn comprehensively about the organisation, 22% of
the employees agree sometimes and 12% of the employees disagree.

No.of respondent

5%
7%
22% Not at all true
Rarely true
22%
Sometimes true
Mostly true
Almost always true
44%
12. The employees are helped to acquire technical knowledge and skills through training?

Options Respondent % of respondents

Not at all true 2 3.3
Rarely true 4 6.6
Sometimes true 43 71.6
Mostly true 7 11.6
Almost always true 4 6.6
Total 60 100

Interpretation:

From the above figure it is observe that 18% of the employees agree that their employees
helped to acquire technical knowledge and skills through training, 72% of the employees agree
sometimes and 10% of the employees disagree.

No.of respondent
3%

7% 7%
11% Not at all true
Rarely true
Sometimes true
Mostly true
Almost always true
72%
13. There is adequate emphasis on developing managerial capabilities of the managerial staff
through training?

Options respondent % of respondents

Not at all true 3 5
Rarely true 10 16.7
Sometimes true 13 21.7
Mostly true 24 40
Almost always true 10 16.7
Total 60 100

Interpretation:

From the above figure it is observed that 57% of the employees agree that their adequate
emphasis on developing managerial capabilities of the managerial staff through training, 22% of
the employees agree sometimes and 21% of the employees disagree.

No .of respondent

5%
17%
16% Not at all true
Rarely true
Sometimes true
Mostly true
22%
40% Almost always true
14. Human relations competencies are adequately developed in your organisation through
training in human skills?

Options respondent % of respondents

Not at all true 4 6.7
Rarely true 2 3.3
Sometimes true 35 58.3
Mostly true 13 21.7
Almost always true 6 10
Total 60 100

Interpretation:

From the above figure it is observed that 32% of the employees agree that their human
relations competencies are adequately developed in their organisation through training in
human skills, 58% of the employees agree sometimes and 10% of the employees disagree.

No.of respondent
3%
10% 7%

Not at all true

Rarely true
22%
Sometimes true
Mostly true
Almost always true
58%
15. The quality of in-company programmes in your organisation is excellent?

Options respondent % of respondents

Not at all true 0 0
Rarely true 4 6.7
Sometimes true 23 38.3
Mostly true 27 45
Always almost true 6 10
Total 60 100

Interpretation:

From the above figure it is observed that 55% of the employees agree that their quality of in-
company programmes in their organisation is excellent, 38% of the employees agree
sometimes and 7% of the employees disagree.

No.of respondent
0%

10% 7%

Not at all true

Rarely true

38% Sometimes true

Mostly true
45%
Always almost true
16. Senior line managers are eager to help their juniors develop through training?

Options Respondent % of respondents

Not at all true 1 1.7
Rarely true 2 3.3
Sometime true 19 31.7
Mostly true 33 55
Almost always true 5 8.3
Total 60 100

Interpretation:

From the above figure it is observed that 63% of the employees agree that their senior line
managers are eager to help their juniors develop through training, 32% of the employees agree
sometimes and 5% of the employees disagree.

No.of respondent
2% 3%

8%

Not at all true

32% Rarely true

Sometime true
Mostly true
55% Almost always true
17. Do you think that the feedback can evaluate the effectiveness of training program?

Options respondent % of respondents

Yes 56 93.3
No 4 6.7
Total 60 100

Interpretation:

From the above figure it is observed that 93% of the employees agree that their feedback can
evaluate the effectiveness of training program and 7% 0f the employees are not agree with
them.

No.of respondent

7%

Yes
No

93%
18. Does the training method focus on developing team work?

Options respondent % of respondents

Yes 45 75
No 15 25
Total 60 100

Interpretation:

From the above figure it is observed that 75% of the employees agree that their training
method focus on developing team work and 25% of the employees are not agree with them.

No.of respondent

25%

Yes
No

75%
19. Does training helps to improve employee-employer relationship?

Options respondent % of respondents

Yes 36 60
No 24 40
Total 60 100

Interpretation:

From the figure it is observed that 60% of the employees agree that their training helps to
improve employee-employer relationship and 40% of the employees are not agree with them.

No.of respondent

40%
Yes
No
60%
20. Are you satisfied with present method of selection/nomination of candidates for training?

Option respondent % of respondent

Yes 50 83.3
No 10 16.6
Total 60 100

Interpretation

From the above figure it is observed that 83% of the employees agree that their satisfied with
present method of selection/nomination of candidates for training and 17% of the employees
are not agree with them.

Percentage of respondent

17%

Yes
No

83%
 Chapter-6
FINDINGS & SUGGESTIONS

FINDINGS
 Many employees in the organisation have the opinion that technical skills and knowledge
will improve by training.
 Employees in organisation mostly preferred role playing as best type of training method.
 Many employees in the organisation are of the opinion that learning levels should be
varied from one employee to another.
 Organisation requires conductive climate for healthy participation.
 Training feedback is taken from maximum number of employees.
 Still there was a gap in communicating organisational core values.

SUGGESTIONS
 Organisation should improve development activities.
 Organisation should training to satisfy the level of eternal communication recording
career development of employees.
 Since the feedback is taken from maximum employees organisation can easily find ways
to improvement.
 The organisation has to concentrate on filling the gap in communication. The
organisational core values will improve morale of the employee and increase the
productivity.
 I really appreciate management of the OIL AND NATURAL GAS CORPORATION LTD,
because of maximum level of employees learn new technical skills without ambiguity. I
hope it will be conduct this type of the activities as bring in front of organisational career.
CONCLUSION
In ONGC Training Programmes, are very effective and most of the employees say the training
programme in ONGC are fully useful for developing their ability. So far the ONGC Training
Institutes are very good to conduct Training programmes. If they give present popular techniques
then it will be very good and Executives will be well equipped in their Daily Work and Progressive
in work. Maximum number of employees say that in ONGC training programmes, the
Organization conducts only class room training and computerized training. The RTI’s and STI’ s
conducting Quality training programmes. In ONGC, Rajahmundry Asset the cordial relations are
good.
BIBLIOGRATHY
 Human Resources Management, by P.SUBBA RAO, Himalaya Publications

Websites: www.ongcindia.com
www.ongc.com
http://google.co.in
http://ongc.org
QUESTIONNAIRE
SUN INTERNATIONAL INSTITUTE OF TECHNOLOGY AND
MANAGEMENT(SITAM), VISAKHAPATNAM

Respected sir,
As a part of SITAM,Visakhapatnam, BBA Course Curriculum, I am supposed to do an academic project in
your organisation for a period of 45 days. Hence, I request you to kindly spend your valuable time in filling
this questionnaire and help me to complete my project. I assure you sir that the information you provide
is kept confidential and will be strictly used for academic purpose.

Thanking you sir,

Yours truly,

Signature of the Student

Roll. No:
 QUETIONNAIRE
General Information

Name: Age:

Designation: No. of years of Experience:

Gender: Department:

Qualification:

Instructions
The statement below described about training and development. Please respond how each
statement is true for you and your organisation is purely for my academic purpose and will be
kept confidential.
Training and development:
Statements Not at all Rarely Sometimes Mostly Almost
true true true true always
true
1. When employees arrive from
training supervisors encourage
them to share what they have
learned with other employees.
2. My organisation has full-fledged
training and development
department manned with
competent professionals.
3. Supervisors support the use of
techniques learned in training that
employees bring back to their jobs
4 .Job aids (resources (or)
technology)are available on the
job to support what employees
learned in training.
5. Supervisors make sure that
employees have the opportunity
to use their training immediately.
6 .The equipment used in training
is similar to the equipment found
on the job.
7. Colleagues support the use of
learning on the job.
8. Employees who use their
training are given preference for
new assignment.
9. Employee is motivated to learn
the concepts that will be covered
in the training programme.

Statements Not at all Rarely true Sometimes Mostly Almost

true true true always
true
10. Induction training is given
adequate importance in your
organisation.
11. Induction training
provides an excellent
opportunity for new comers
to learn comprehensively
about the organisation.
 12. The employees are helped
to acquire technical
knowledge and skills through
training.
13. There is adequate
emphasis on developing
managerial capabilities of the
managerial staff through
training.
14. Human relations
competencies are
adequately developed in your
organisation through training
in human skills.
15. The quality of in-company
programmes in your
organisation is excellent.
16. Senior line managers are
eager to help their juniors
develop through training.

17. Do you think that the feedback can evaluate the effectiveness of training program?

a) Yes b) No

18. Does the training method focus on developing team work ?

a) Yes b) No

19. Does training helps to improve employee –employer relationship?

a) Yes b) No

20. Are you satisfied with present method of selection/nomination of candidates for training?

a) Yes b) No