project report edited (1)

7/31/2019 Project Report Edited (1)

1/94

1

Batch2009-2012

2011

Submitted By :-

Roshen Abrahamson BB09C24

Naveen Panwar BB09B44

Amit Markana BB09C55

Saurabh Kala BB09C11

Amandeep Singh BB09C48

Manish Panwar BB09B48

EMPLOYEE WELFARE

MEASURES AT PWD &ONGC

SUBMITTED IN PARTIAL FULFILLMENT OF THEREQUIREMENTS FOR THE BACHELOR S DEGREE IN

BUSINESS ADMINISTRATION

OFH.N.B.G.U, SRINAGAR


2/94

A STUDY ON EMPLOYEE WELFARE MEASURES

2

It is a great pleasure to express our sincere gratitude to all those who

have helped us in completing this project work.

Foremost, we thank the Almighty whose blessings helped us in the

accomplishment of this work.

We offer our sincere and humble thanks to our guide Dr. Swati Anand,

Asst. Professor, Institute of Management Studies, Dehradun for her guidance,

encouragement and continuous inspiration throughout this project work.

We are indebted to Dr. A. K. Balyan , Director (HR) ONGC and

Ms. Alka Mittal, Dy.Gen.Mgr (HR) ONGC, Mr. M.K.Mehta (core

member in PWD) whose guidance and support enabled us to develop an

understanding of the subject. We are very grateful to all the employees of both

the companies for their co-operation.

We also acknowledge our sincere thanks to all those people who have

directly or indirectly assisted us in the completion of this project.

Place- Dehradun

Date-


3/94


3

I have the pleasure in certifying that Mr. Roshen Abrahamson, Mr. Amit

Markana, Mr. Saurabh Kala, Mr. Naveen Panwar, Mr. Amandeep singh, Mr.

Manish Panwar are bonafide students of V th semester of the Bachelor s Degree

in Business Administration (Batch 2009-2012), of Institute of Management

Studies, Dehradun .

They have completed their project work entitled Employee Welfare in ONGC

& PWD under my guidance.

I certify that this is their original effort & has not been copied from any other

source. This project has also not been submitted in any other Institute /

University for the purpose of award of any Degree.

This project fulfils the requirement of the curriculum prescribed by this

Institute for the said course. I recommend this project work for evaluation &

consideration for the award of Degree to the student.

Signature :

Name of the Guide : Dr. SWATI ANAND

Designation :

Date :


4/94


4

Employee Welfare includes anything that is done for the comfort and

improvement of employees and is provided over and above the wages. Welfare

helps in keeping the morale and motivation of the employees high so as to

retain the employees for longer duration. The welfare measures need not be in

monetary terms only but in any kind/forms. Employee welfare includes

monitoring of working conditions, creation of industrial harmony through

infrastructure for health, industrial relations and insurance against disease,accident and unemployment for the workers and their families.

An industry is certainly not a place where workers and employers try to get the

maximum each other. Both employee and management can be lot more if and

when they work together as partners in an enterprise, and if they have

sympathy of understanding of each other problems, which is the basic problem

in employee welfare. It is sincerely hope that he welfare notion will help theindustry community better, to maintain harmonious industrial relations and

more lasting industrial peace to tackle effectively the social problems and attain

human welfare.

The industrial revolution began in the 18century and since it introduced the big

machine it came to be known as the machine age. Industrialization is

employment of labor accompanying of this welfare in as much as on theirwelfare depends the future progress of industrialization employee welfare is a

direct sequel to industrialization Employee welfare has positive aspect to it. It

has statutory measures, which lays down minimum standouts of facilities to be

given to the employees. Retaining and motivation employees and minimizing

socialize evils are most of the beneficiary outcomes of employee welfare.


5/94


5

PWD & ONGC has large strength of employees working at all levels, A study

of the welfare measures being provided to its employees was done. This

problems faced by the employees regarding these spheres were observed with

the help of questionnaire and an analysis of the same was carried out. The

survey at PWD & ONGC showed an average satisfaction level among the

employees. If the company thinks it apt, it can provide its employees with

certain more non-statutory welfare measure and benefits that they may help in

increasing the satisfaction level of employees.

Labor welfare has the following objectives :

To provide better life and health to the workers

To make the workers happy and satisfied

To relieve workers from industrial fatigue and to improve intellectual,

cultural and material conditions of living of the workers.

This project is a detailed report on the welfare activities of PWD & ONGC

Ltd of employees in an organization. It is a comparative and critical

analysis on employee welfare activities of PWD & ONGC Ltd. These

organizations are the leading organization in the country, covering

consumers from all the segments and age groups of the society.


6/94


6

Oil and Natural Gas Corporation

Oil and Natural Gas Corporation Limited (ONGC ) (NSE: ONGC,BSE: 500312) is an Indian state-owned oil and gas company headquartered atNew Delhi, India.

CORPORATION PROFILE

Oil & Natural Gas Corporation Limited properly known as ONGC ,

republic India s number one company with significant company in industrial

and economic growth of the country is a leading National Oil and Natural Gas

producing company of India engaged mainly in exploration ,development and

production of crude oil, Naturals gas and some value added products. It has

gone through its life cycle and now reached to its maturity stage after

overcoming birth & growth stage .The organization was born over about five

decades ago on 14th August 1956 ND today ONGC is a fortune 500 company

having more than 35000 employees as on date working in different in India and
http://en.wikipedia.org/wiki/Petroleumhttp://en.wikipedia.org/wiki/Natural_gashttp://en.wikipedia.org/wiki/Natural_gashttp://en.wikipedia.org/wiki/Petroleum


7/94


7

abroad. The modest corporate house within serene Himalayan setting at

Dehradun and Registered office at Delhi.

ONGC has grown into a full fledge horizontally integrated upstream

petroleum company with adequate in house capabilities and infrastructure in

the entire range of oil and gas exploration and production activities and related

oil fields engineering services .From a small directorate to a monolith today

ONGC is circumpassing the entire public gamut of public sector organization.

ONGC today is endeavoring to become a world class oil and gas producing

company in pursuit of exploration and production business in the domestic and

international area and related opportunity specific energy business.

ONGC today is repositioning itself to fasten the principle of relational

enterprise through partnership\strategic alliances \joint ventures with preferred

partners and adopt a business strategy which relies on company skills and

positional assets with focus on core business areas and opportunity specific

diversification


8/94


8

INTRODUCTION OF ONGC

ONGC Group of Companiescomprises of Oil and Natural GasCorporation Limited (ONGC - TheParent Company); ONGC VideshLimited (OVL a wholly ownedsubsidiary of ONGC); ONGC NileGanga BV (ONG BV - a whollyowned subsidiary of OVL) andMangalore Refinery andPetrochemicals Limited (MRPL - asubsidiary of ONGC). Oil andNatural Gas Corporation Limited(ONGC) is India's Most ValuableCompany, having a market share of above 80% in India's Crude Oil andNatural Gas Exploration andProduction. ONGC registered thehighest profit among all Indiancompanies at US $ 1.92 billion (Rs.8664.4 Caror) in the year 2003-04.Its production of Crude Oil in 2003-04 was 26.7 MMT and of NaturalGas 25.70 Billion Cubic Meters.ONGC also produce Value- AddedProducts (VAP) like C2-C3; LPG;Naphtha and SKO.

ONGC Videsh Limited (OVL) i soverseas arm of ONGC, engaged inExploration & ProductionActivities. It trans-nationallyoperates E&P Business in 10countries, making ONGC thebiggest Indian MultinationalCorporation. In recent years, it haslaid footholds in hydrocarbonacreage in various countriesincluding Ivory Cost and Australia.ONGC Nile Ganga BV is a whollyowned subsidiary of OVL and hasequity in producing field in Sudan.

ONGC envisages organizingImport/International Sale of CrudeOil and Export of PetroleumProducts through TenderingProcedure for all the GroupCompanies. However, it would berestricted to the Companies/ Firms/ Vendors registered with ONGC onits approved Vendor Lists.


9/94


10/94

10

Subsidiaries of ONGC

1 ONGC Videsh Limited (OVL)

2 Mangalore Refinery & Petrochemicals Limited (MRPL

(I) ONGC Videsh Limited (OVL)

ONGC Videsh Limited (OVL), the wholly-owned subsidiary of your Company foroverseas E&P activities, recorded impressive performance during the year 2010-11. OVL s share in production of oil and oil equivalent gas (O OEG) together with its wholly-owned subsidiaries ONGC Nile Ganga B.VONGC Amazon Alaknanda Limited and Jarpeno Limited was the highest everproduction with 9.45 MMTOE during2010-11 up by 7% as compared to 8.87MMTOE of O OEG during 2009-10. OVLs consolidated gross revenue increasedby 21% from Rs.153,830 million during 2009-10 to Rs. 186,830 million during2010-11 and consolidated net profit after tax increased by 29% from Rs. 20,900million during 2009-10 to Rs.26,910 million during 2010-11.

OVL added one asset in its portfolio of exploratory assets by signing agreementswith Kaz Munai Gas (KMG), the national oil company of Kazakhstan foracquisition of 25% participating interest in Satpayev exploration block on 16thApril, 2011 at Astana, Kazakhstan in the presence of Hon ble Prime Minister of India and the President of Kazakhstan. This transaction marks the maiden entry of OVL in Kazakhstan hydrocarbon sector. Satpayev exploration block, located inthe Kazakhstan sector of the Caspian Sea, covers an area of 1482 sq.km and is at awater depth of 6-8 mts. Satpayev is situated in close proximity to majordiscoveries in the North Caspian Sea. The block contains two prospectivestructures, namely Satpayev and Satpayev Vostochni East) with estimatedhydrocarbon resources of about 256 MMT.

OVL presently has participation in 33 projects in 14 countries. Out of 33 projects, OVL is operator in 11 projects and joint operator in 6 projects. OVL iscurrently producing oil and gas from 9 projects viz. Greater Nile Oil Project andBlock 5A in Sudan, Block 06.1 in Vietnam, Al Furat Project in Syria, Sakhalin-IProject and Imperial Energy in Russia, Mansarovar Energy Project in Colombia,San Cristobal Project in Venezuela and Block BC-10 in Brazil. In addition to 9producing projects, Exploration Block XXIV, Syria is on extended production


11/94


11

testing. Blocks A-1 and A-3 in Myanmar, Carabobo-1 project Venezuela and FarsiBlock, Iran have discoveries and further work is being carried out. One PipelineProject was executed and completed by OVL and handed over to Government of Sudan in October, 2005 and is currently under lease. The remaining projects are inexploration phase.

Direct Subsidiaries of OVL:

a) ONGC Nile Ganga B.V. (ONGBV):

ONGBV, a subsidiary of OVL, is engaged in E&P activities in Sudan,Syria, Venezuela, Brazil and Myanmar.

ONGBV holds 25% Participating Interest (PI) in Greater Nile Oil Project

(GNOP), Sudan with its share of oil production of about 1.801 MMTduring 2010-11.ONGBV holds 16.66% to 18.75% PI in four Production Sharing Contractsin Al Furat Project (AFPC), Syria with its share of oil and gas productionof about 0.662 MMTOE during 2010-11.

ONGBV holds 40% PI in San Cristobal Project in Venezuela with its shareof oil production of about 0.757 MMT during 2010-11.

ONGBV holds 15% PI in BC-10 Project in Brazil with its share of oil andgas production of about 0.586 MMTOE during 2010-11.

ONGBV holds 43.5% PI and 100% PI as operator of exploratory blocksBM-S-73 and BM-ES-42 respectively and also holds 43.5% PI inexploratory block BM-S-74 and 25% PI each in exploratory blocks Block BM-SEAL-4 and Block BM-BAR-1 all located in Deepwater Offshore,Brazil.

ONGBV holds 8.347% PI in South East Asia Gas Pipeline Co. Ltd.,(SEAGP) for Pipeline project, Myanmar.

b) ONGC Narmada Limited (ONL):

ONL, a wholly-owned subsidiary of OVL held 13.5% PI in deep waterexploration Block-2, Nigeria-So Tom & Principe, Joint Development Zone(JDZ). OVL has communicated its intention of not continuing the block to the


12/94


12

Operator and Joint Development Authority (JDA) of Joint Development ZoneNigeria-So Tom & Principe as the development of the project is notcommercially viable.

c) ONGC Amazon Alaknanda Limited (OAAL):

OAAL, a wholly-owned subsidiary of OVL, holds stake in E&P projects inColombia, through Mansarovar Energy Colombia Limited (MECL), a 50:50 jointventure company with Sinopec of China. During 2010-11, OVL''s share of production in MECL was about 0.468 MMT of oil.

d) Jarpeno Limited:

Jarpeno Limited, a wholly-owned subsidiary of OVL incorporated in Cyprus,acquired Imperial Energy Corporation plc. a UK listed upstream oil explorationand production entity with its main activities in Tomsk region of Western Siberiain Russia, in January 2009. During 2010-11, Imperial Energy s production wasabout 0.770 MMT of oil.

e) Carabobo One AB:

Carabobo One AB, a wholly-owned subsidiary of OVL incorporated in Sweden,holds 11% PI in Carabobo-1 Project, Venezuela. The Transfer Decree allowingthe Mixed Company Petro Carabobo S.A to carry out primary activities in thedesignated areas was published in the Official Gazette of the Government of Venezuela on 29th July, 2010. Conceptual Engineering & Tendering for differentactivities related to development of the field are in progress.

Joint Ventures of OVL: f) ONGC Mittal Energy Limited (OMEL)

OVL along with Mittal Investments Sarl (MIS) promoted OMEL, a joint venturecompany incorporated in Cyprus. OVL and MIS hold 98% equity shares of OMEL in the ratio of 51(OVL): 49(MIS) with balance 2% shares held by SBICapital Markets Ltd. OMEL holds 45.5% and 64.33% PI in exploration BlocksOPL 279 and OPL 285,Nigeria respectively. OMEL also holds 1.11% of theissued share capital of ONGBV by way of Class-C shares issued by ONGBVexclusively for AFPC Syrian Assets; such investment being financed by Class-CPreference Shares issued by OMEL in the ratio of 51:49 to OVL and MISrespectively.


13/94


13

(II) Mangalore Refinery & Petrochemicals Limited(MRPL)

Highlights

Highest ever Refinery Crude Throughput at 12.64 MMT (up from12.50MMT)Highest ever capacity utilization at 107%, up from 106%.Highest ever Turnover at Rs. 438,000 million, up 21% from Rs.361,410 million.Profit after Tax of Rs. 11,770 million, up 6% fromRs. 11,120 millionHydrocracker the major secondary processing unit achieved highestever processing of 2 88 MMT (Capacity 121%)Energy index of 58.13 MBN which is the lowest ever achieved

Keeping in view its plans to make investments in various projects, a dividend of 12% has been recommended by its Board. In view of the continued underrecoveries in retail marketing of Auto Fuel, the company has continued with itsminiscule presence in retail Marketing thereby is not burdened with underrecoveries. The direct marketing sales turnover covering Bitumen, CRMB, ATF,Furnace Oil, Mixed Xylene, Naphtha and Sulphur amounts to X 22,910 millionregistering a marginal increase overRs. 22,780 million of last year. A majorgrowth is achieved in the area of marketing ATF and Mixed Xylene.

The excellent standards maintained by the Refinery on the production, energy

conservation, environment management and safety front have enabled MRPL tobag several awards:

MRPL has bagged the Petrofed ''Refinery of the Year'' award on 10 th May,2011 for excellent performance during FY''10. This recognizes leadingperformance in production and operational efficiency in refiningoperations, while meeting the norms of health, safety and environmentalprotection.Oil Industry Safety directorate ranks MRPL as the 1st in ''Most consistentsafety performer in Refineries'' for the year 2009-10

ICRA and CRISIL reaffirmed Issuer rating of ''Ir AAA'' and ''Cr AAA'' toMRPL for lowest credit risk.Best Exporter Award (Gold) - 2010 for exporting products through NMPT,by Federation of Karnataka Chamber of Commerce & Industries.The ''Oil & Gas Conservation Award-2010'' for Furnace/Boiler Efficiencyinstituted by CHT.Exemption in respect of Annual Report of Subsidiaries and ConsolidatedFinancial Statement


14/94


14

Ministry of Corporate Affairs (MCA) has vide circular dated 08.02.2011 andclarification dated 21.02.2011 decided to grant a general exemption from theapplicability of Section 212 of the Companies Act, 1956 from attaching theBalance Sheet and Profit & Loss Account prepare regarding the financial yearending on or after 31.03.2011, in relation to subsidiaries of those companies whichfulfill the various conditions including inter-alia approval of the Board of Directors for not attaching the balance sheet of the subsidiary concerned. YourBoard has accorded necessary approval in this regard for not attaching the BalanceSheet and Profit & Loss Account of its subsidiaries (i) ONGC Videsh Limited(OVL) and (ii) Mangalore Refinery & Petrochemicals Ltd. (MRPL). All theconditions mentioned in the circular are being complied with by ONGC. FullAnnual Report of ONGC including its subsidiaries will be made available to anyshareholder, if he/she desires. Further, Annual Reports of MRPL and OVL arealso available on website www.mrpl.co.in and wwwongcvidesh.com respectively.

In accordance with the Accounting Standard (AS)- 21 on Consolidated FinancialStatements read with AS -23 on Acco unting for Investments in Associates andAS-27 on Financial Reporting of Interests in Joint Ventures, auditedConsolidated Financial Statements for the year ended 31st March, 2011 of theCompany and its subsidiaries form part of the Annual Report.


15/94


15

FOUNDATION

In August 1956, the oil and natural gas Commission was formed. Raised from

mere Directorate status to Commission, it had enhanced powers. In 1959, these

powers were further enhanced by converting the commission into a statutory body

by an Act of Indian Parliament.

[ ] 1960-2007

Since its foundation stone was laid, ONGC is transforming India s view towards

Oil and Natural Gas by emu lating the country s limited upstream capabilities into

a large viable playing field. ONGC, since 1959, has made its presence noted in

most parts of India and in overseas territories. ONGC found new resources in

Assam and established the new oil province in Cambay basin (Gujarat). In 1970with the discovery of Bombay High (now known as Mumbai High), ONGC went

offshore. With this discovery and subsequent discovery of huge oil fields in the

Western offshore, a total of 5 billion tonnes of hydrocarbon present in the country

was discovered. The most important contribution of ONGC, however, is its self-

reliance and development of core competence in exploration and production

activities at a globally competitive level.
http://en.wikipedia.org/wiki/Parliament_of_Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Bombay_Highhttp://en.wikipedia.org/wiki/Bombay_Highhttp://en.wikipedia.org/wiki/Assamhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Parliament_of_India


16/94


16

[ ] Post-1990

ONGC's HAL Dhruv helicopter operating off the coast of Mumbai.

Post 1990, the liberalized economic policy was brought into effect; subsequently

partial disinvestments of government equity in Public Sector Undertakings were

sought. As a result, ONGC was re-organized as a limited company and after

conversion of business of the erstwhile Oil & Natural Gas Commission to that of

Oil and Natural Gas Corporation Ltd in 1993, 2 percent of shares throughcompetitive bidding were disinvested. Further expansion of equity was done by 2

percent share offering to ONGC employees. Another big leap was taken in March

1999, when ONGC, Indian Oil Corporation (IOC) and Gas Authority of India

Ltd.(GAIL) agreed to have cross holding in each other s stock. Consequently the

Government sold off 10 per cent of its share holding in ONGC to IOC and 2.5 per

cent to GAIL. With this, the Government holding in ONGC came down to 84.11

per cent. In 2002-03 ONGC took over Mangalore Refinery and PetrochemicalsLimited (MRPL) from Birla Group and announced its entrance into retailing

business. ONGC also went to global fields through its subsidiary, ONGC Videsh

Ltd. (OVL). Also ONGC is known for their interest in sports like football. The

company has a football team which is doing well in the Indian league
http://en.wikipedia.org/wiki/HAL_Dhruvhttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Disinvestmenthttp://en.wikipedia.org/wiki/Indian_Oil_Corporationhttp://en.wikipedia.org/wiki/GAILhttp://en.wikipedia.org/wiki/GAILhttp://en.wikipedia.org/wiki/GAILhttp://en.wikipedia.org/wiki/Mangalore_Refinery_and_Petrochemicalshttp://en.wikipedia.org/wiki/Birla_Grouphttp://en.wikipedia.org/wiki/Birla_Grouphttp://en.wikipedia.org/wiki/Mangalore_Refinery_and_Petrochemicalshttp://en.wikipedia.org/wiki/GAILhttp://en.wikipedia.org/wiki/GAILhttp://en.wikipedia.org/wiki/Indian_Oil_Corporationhttp://en.wikipedia.org/wiki/Disinvestmenthttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/HAL_Dhruv


17/94


17

In 2009, ONGC discovered up to 1 billion barrel reserves of heavy crude, in the

Persian Gulf off the coast of Iran. Additionally, ONGC also signed a deal with

Iran to invest US$3 billion to extract 1.1 billion cubic feet of natural gas from theFarzad B gas field.

[ ] ONGC Videsh

ONGC Videsh is the international arm of ONGC. ONGC has made major

investments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbon

revenue from its investment in Vietnam.
http://en.wikipedia.org/wiki/Iranhttp://en.wikipedia.org/wiki/Iran


18/94


18

RECOGNITION AND AWARDS

Global ranking/Recognition

Ranking 402nd in the Fortune Global 500 list for 2006, up from 454th lastyear, based on revenues; ONGC is ranked 115th in new list (based onprofits). Leading all Indian corporate.

Topped the list of sensex Indian companies figured in Business Weeks firstannual ranking of Asia s 50 best -performing listed companies drawn froma list of 625 Asian firms, ONGC was ranked third among the 50 bestAsian firms.

Ranked 158th amongst the world s largest companies as per marketcapitalization on 31st March 2006 in the 10th annual Financial TimesGlobal listing.

Leads the list of Indian corporate titans, in the Forbes Global 2000, with256th ranking in list of 2000 business entities (including 33indian firms)based on sales, profits Assets and Market Valuation.

Sole Indian entry into the UNCTAD s top 50, non financial TransnationalCorporations from developing countries ranked by foreign assets.

Ranked 18th amongst 50 publicly traded global companies in oil &Gasindustry based on market capitalization and 15thy amongst 2 listedintegrated Oil & Gas companies.

Conferred the Golden Peacock Award for the Corporate Governanceduring the International Conference on Corporate Governance

Indian Ranking/Recognition

Bagged the prestigious NDTV Profits Business Leadership Award in theOil & Gas category.

Topped the Business Today list of Most Valuable companies in India forthe second year in a row. In the ranking, ONGC topped all the threecategories viz. Market Capitalization, Net Profit and Net Worth.

Topped Business India s 100 listed of Indian companies, based on aweighted average of several parameters, including Market Capitalization,Profit After Tax (PA), Net Fixed and Net Sales.

Ranked 11th in the Economic Times 500 Ranking with the highest MarketCapitalization, and Net Profit k, mainly due to lower P/E ratio and Return onNet Worth.

Ranked as the Most Respected Company in the PSU category in the 2011Business World Survey released n Business World Magazine (June 2006).


19/94


19

Exploration

ONGC has discovered 6 of the 7 commercially-producing Indian Basins, in thelast 50 years, adding over 6.9 billion tonnes of In-place Oil & Gas volume of hydrocarbons. ONGC has bagged 104 of the 203 Blocks (more than 50%)awarded in the seven rounds of bidding, under the New Exploration LicensingPolicy (NELP) of the Indian Government. In addition ONGC is expected to beawarded 17 out of 36 blocks in NELP-VIII round of bidding. ONGC hasrecoverable reserves of 1.5 billion tonnes of Oil and Gas and produces more than1.2 million Barrels of Oil Equivalent (BOE) per day, meeting around 79% of India s domestic production of Oil & Gas (during 2008-09). It has registered anRRR (Reserve Replacement Ratio) of more than 1 during the last five successiveyears. ONGC accreted ultimate reserve of 68.90 MMT during 2008-09 againstproduction of 47.85 MMT of O+OEG thereby achieving an RRR of 1.44. During2008-09 ONGC made 28 discoveries which include 15 New Prospects (2 Deepwaters, 1 Shallow water, 12 Onshore) and 13 new pools. Initial In-place volume of hydrocarbons of 284.81 MTOE is highest.


20/94


20

Oil & Gas ReservesYour Company has made voluntary disclosures in respect of Oil & GasReserves, conforming to SPE classification 1994 and US FinancialAccounting Standards Board (FASB-69). ONGC has added 236.92 MMTOE of oil and oil-equivalent gas (O OEG) initial in-place volume with 83.56MMTOE of O OEG as the ultimate reserve component during FY 11 indomestic fields (operated by ONGC). The ultimate reserves accretion,including its share in joint ventures is 83.85 MMTOE of O OEG, which isthe highest in last two decades.

Ultimate Reserve (3P) accretion O OEG (in MMTOE)

year DomesticAssets

ONGC sshare in

DomesticJV s

TotalDomesticReserve

OVL s sharein Foreign

Assets

Total

2008- 09 68.90 2.82 71.72 135.08 206.802009- 10 82.98 4.39 87.37 0.35 87.72

2010- 11 83.56 0.29 83.85 33.49 117.34

Physical Performance: 2010-11

Exploration

During FY 11, your Company has made 24 discoveries in domestic fields (operated by ONGC); 15 new prospects and 9 new pool discoveries. Out of the 15new prospect discoveries, 5 are in NELP blocks. Some of the significantdiscoveries are Vadtal 1 & 3, Karnanagar-1 and Matar-12 in Western Onland, GK-

28-2 2 in Gulf of Cambay, C-1-6 & C-23-9 in Western Offshore,Laxminarasinmapuram, Vygreswaram SW and Malleswaram in KG onland, GS-KV-1 & GS-29-6 in KG Offshore, Kuthanallur & North Kovilkallapal in Cauveryonland and Agartala Dome-30 in A&AA basin. Out of these discoveries Matar-12,Aliabet-2 assume significance because these have been made in the blocks wherethe other operators failed to make breakthrough earlier. Out of 15 onlanddiscoveries, nine discoveries have already been put on production.


21/94


21

Reserve Accretion and RRR

Your Company accreted 236.92 million metric tonnes of oil equivalent(MMTOE) of In-place volume of hydrocarbon in domestic basins (operated byONGC). The ultimate reserves accretion has been 83.56 MMTOE which surpassedthe record breaking performance of 82.98 MMTOE in FY''10 and is the highest inlast two decades. Total reserve accretion in domestic basins has been 83.85MMTOE [including 0.29 MMTOE from ONGCs share in Joint Ventures (JVs)].This fiscal also your Company maintained Reserve Replacement Ratio (RRR)more than one with RRR of 1.76 (with 3P reserves).

Highest-ever production of oil and gas

The combined production of oil and oil equivalent gas (O OEG) production of ONGC, including OVL and ONGCs share in PSC- JVs, in FY11 has been 62.05MMTOE; the highest-ever and 1.8% more compared to the production duringFY 10 i.e., 60.93 MMTOE.

Highest-ever production from overseas assets

During FY11, ONGC Videsh Limited (OVL), the wholly owned subsidiary of your Company, registered a production of 9.45 MMTOE O OEG (Crude oil: 676MMT; Gas: 2.69 BCM); surpassing the earlier peak production of 8.87 MMTOE

in FY10.Incremental production gains from BC-10 field in Brazil, ImperialEnergy, Russia MECL, Colombia and Block 6.1A Vietnam helped OVL toachieve the feat.

New ProjectsThe Board of your Company approved development of four discovered fields i.e,SB-14, WO series fields, BHE and BH-35 fields in FY11 with an investment of Rs. 29,334 million. Besides that infrastructure renewal project for three westernonshore assets i.e., Ankleshwar, Ahmedabad and Mehsana was also approved withan investment of Rs. 79,287 million.Oil and gas fields in these assets have been on stream for more than 30 years andas such the infrastructure required renewal.


22/94


22

New Sources of Energy

Shale gas

Your company created a landmark in the history of India for exploration of unconventional hydrocarbons, when gas flowed out from the Barren Measureshale at a depth of around 1,700 m in its first Research & Development wellRNSG-1 at Icchapur, near Durgapur, West Bengal on 25th Jan 2011. Thisbreakthrough has encouraged your Company to venture into many shale sequencesin well explored Cambay, KG, Cauvery and Assam-Arakan Basins for exploitationof Shale Gas.

Coal Bed Methane (CBM)

Your company is currently operating in five CBM blocks i.e., Jharia, Bokaro,North Karanpura and South Karanpura Blocks in Jharkhand and Raniganj block inWest Bengal. Final Development Plan (FDP) for Parbatpur area measuring 18Sq.Km in Jharia Block has been submitted to the Government of India (GoI) forapproval. However at present incidentally produced gas during production testingis being sold to Calcutta Compression & Liquefaction Ltd. (CC&L) with theapproval of GoI.

Underground Coal Gasification (UCG)

Your company has selected Vastan Mine block in Surat district, Gujarat for UCGPilot project. Environmental clearance for the project has been obtained fromMinistry of Environment and Forest, Government of India and request has beensubmitted to Ministry of Coal for award of mining lease which is awaited.


23/94


23

Alternate sources of energy

The 51 MW Wind farms which has been set up near Bhuj in Gujarat is operatingwell and electricity generated is wheeled through the Gujarat State Electricity Gridfor captive consumption by ONGC at Ankleshwar, Ahmedabad, Mehsana andVadodara. Your Company is in the process of setting up one more Wind farm of 102 MW capacity in Rajasthan with an investment ofRs.8,000 million.

ONGC Energy Centre set up by your Company for holistic research for new andalternate energy sources has been pursuing a number of new projects likeApplication of Solar Thermal Engine, Thermo-chemical generation of hydrogen,

Bioconversion of coal/oil to methane gas, Uranium exploration, Solid statelighting, Solar PV Energy Farm, etc.

ONGC Energy Centre (OEC), a dedicated centre towards alternate sources of energy is pursuing various alternate energy sources projects to establish lead andmass scale commercialization. OEC successfully installed the three state-of-the-artSolar Thermal Engines at the Solar Energy Centre (SEC), Ministry of New andRenewable Energy (MNRE) campus at Gurgaon. Some of the other significantprojects which OEC is pursuing are Thermo-Chemical Reactor for Hydrogengeneration, Bio Conversion of Coal to methane, exploration and exploitation of

Uranium Reserves globally and LED Project.


24/94


24

Production and Sales Highlights of production and sales of Crude Oil, Natural Gas and Value- added

products:unit Production

2010-11 2009-10Sales

2010-11 2009-10Value

(Rs. In million)2010-11 2009-10

Direct CrudeOil

(MMT) *27.28 *26.46 22.94 22.33 448,645 445,040

Natural Gas (BCM) **25.32 **25.59 20.29 20.60 127,544 73,797Ethane/ Propane

000 MT 388 535 387 533 8,796 10,249

LPG 000MT 1054 1105 1057 1108 18,369 21,924Naphtha 000MT 1570 1592 1600 1598 56,342 47,137

SKO 000MT 116 165 118 166 679 3,255ATF 000NT 19 08 14 02 527 52Other 475 411

Sub Total 661,377 601,865Trading Motor

Spirit000KL 0.63 0.55 36 27

HSD 3.27 4.29 134 156Others 02

Sub total 17 183TOTAL 661,549 602,048

* includes 2.86 MMT (Previous year 1.79 MMT) from Joint Ventures.

** includes 2.23 BCM (Previous year 2.49 BCM) from Joint Ventures.


25/94


25

Financial Results

Inspite of fluctuating crude prices and increased burden of its share of under-recovery on account of the losses suffered by the Oil Marketing Companies, your

Company has earned a Profit After Tax of Rs. 189,240 million (Rs. 167,676million in 2009-10), up 12.86 %, which is incidentally the highest-ever During theyear under review, your Company registered Gross revenue ofRs. 695,322 million(Rs.619,832 million in 2009-10), up 12.18%.

Highlights:

Gross Revenue: X 695,322 million

Profit After Tax (PAT): X 189,240 million

Contribution to Exchequer: ^ 317,759 million*

Return on Capital Employed 51.6 %

Debt-Equity Ratio 0.00

Earning Per Share (Rs.) 22.12**

Book Value Per Share (Rs.) 113**

*OID Cess, Excise duty, Royalty, Corporate and Dividend DistributionTax, Sales Tax / VAT and Dividend on Government shareholding.

**After considering split and bonus issue


26/94


26

Financial Results (Rs. in million)

2010-11 2009-10

Gross Revenue 695,322 619,832

Gross Profit 441,999 396,054

Less:-

Interest 251 686

Exchange Variation 14 (4,033)

Depreciation 20,006 12,312

Amortisation 83,698 89,407

Depletion 54,374 45,302

Impairment 1,352 (433)

Provision/Write Offs 6,114 2,974

Provision for Taxation 86,950 252,759 82,163 228,378

(including deferred taxliability of Rs. 11,160 million)

Profit After Tax 189,240 167,676

Appropriations

Interim Dividend 68,444 38,500

Proposed Final Dividend 6,417 32,083

Tax on Dividend 12,156 11,616

Transfer to General Reserve 102,223 85,477

Total 189,240 167,676


27/94


27

Dividend Your Company paid an interim dividend oR32 per share (320%), in December2010. The Board of Directors have recommended a final dividend of Rs. 0.75 per

share (15%) which is after considering split and bonus issue during the year. Thismakes the aggregate dividend at Rs. 35 per share (350% before considering splitand bonus as compared to Rs. 33 per share (330%) paid in 2009-10. The totaldividend will absorb Rs. 74,861 million, besides 112,156 million as tax ondividend, which is historically the highest dividend payout by the Company.

Internal Control System The operations of your company have been structured to provide adequate supportand controls. Standard procedures and guidelines issued to the business units fromtime to time to support best practices are followed in all facets of activities,Accounting and Financial Management, Personnel Management, Repairs andMaintenance, Materials Management and Project Implementations.

Human Resources You are aware that your Company has vast pool of skilled and talentedprofessionals-the most valuable asset for the company. Your Company continued

to extend several welfare benefits to the employees and their families by way of comprehensive medical care, education, housing and social security. During theyear 2010-11, your Company implemented various new and revised welfarepolicies for its employees. 86 employees were released under the VoluntaryRetirement Scheme during the year. The Human Resource value of the employees

based on Lev and Schwartz Model is enclosed at Annexure B.


28/94


28

Employee Welfare TrustsYour Company has established the following major Trusts for welfare of theemployees:

Employees Contributory Provident Fund (ECPF) Trust, managingProvident Fund accounts of employees of your Company.

The Post Retirement Benefit Scheme (PRBS) Trust of your Companymanages the pension scheme of the employees.

The Composite Social Security Scheme (CSSS) formulated by yourCompany provides an assured ex-gratia payment in the event of unfortunate death or permanent disability of an employee in service.

Families of deceased employees get a financial assistance under the schemeranging betweenRs.15 million toRs.2.0 million.

ONGC Sahayog Trust has been created for welfare of secondary workforceor their heirs, who are in financial distress.

Gratuity Fund Trust has been created for payment of gratuity withprovision of Gratuity Rules.

Your Company implemented the Employees Pension Scheme (EPS-1995),retrospectively w.e.f. 16th November, 1995.

Company implemented a single integrated seamless computerised accountingsystem for all welfare trusts pertaining to investments, accounts, settlement and

contribution etc. Employee accounts are now maintained on the new system, dulyreconciled and updated, and can be viewed by the employees themselves onCompany s intranet. All payments are made to the members through e-paymentgateway

Implementation of Government Directives For Priority Section

Your Company complies with the Government directives for Priority Section of the society. The percentage of Scheduled Caste (SC) and Scheduled Tribe (ST)employees was 15.76% and 8.74% respectively as on 31st March, 2011. Your

Company is fully committed for the welfare of SC & ST communities. Thefollowing welfare activities are carried out by your Company for their upliftmentin and around its operational areas:

Annual component plan: An amount of Rs. 31.00 million is distributed tovarious work centres of ONGC for implementation of welfare schemes.


29/94


29

This fund is especially meant for providing help and support in areas likeEducation and training, Community development, Health care, etc.

Scholarship to SC and ST meritorious students : Your Company spent Rs.4.77 million for supporting 96 students of the SC and ST community forpursuing higher professional courses at different recognized institutes anduniversities.


30/94


30

Contract ManagementPeriodic training programs were conducted to sensitize the Principal Employersabout their obligations, roles, responsibilities under the CLRA and other welfarelegislations. Considering the competitive market situations, a concept of Fair wagefor secondary work force is being devised for better working and livingconditions. Periodic audits of Principal Employers were carried out to ensure near100% compliances of Labour statutes. Contracts continued on nomination basisfor several years have been replaced by new contracts, during the year 2010.Contracts were standardized and aligned to the Model Service Agreements toprotect the interest of ONGC as well as the secondary work force.

Grievance Management System Your Company provides an easily accessible mechanism to the employees forredressal of their grievances, either through informal or formal channels. All keyexecutives of your Company have designated a publicized time slot, thrice a week,to meet public representatives for speedy redressal of their grievances. YourCompany has also approved creation of a single window front office at all work -centres. An officer not below Chief Manager Level is responsible for ensuringaccessibility and responsiveness to public grievances.

Human Resource Development

33,229 ONGCians (as on 31st March, 2011) dedicated themselves for theexcellent performance of your company during the year. The workforce intakestrategy pursued by ONGC caters to meeting the demands of maintaining a steadyflow of talent, in a business which is characterized by high risks and uncertainties,enormous costs, fast changing level of technology, physically challenging work environment, fluctuating product prices and growing competition. ONGC hasdrawn up a scientific five-year manpower induction plan aligned to the businessplans as well factoring the manpower profile of ONGC. During the year, HRensured that adequate numbers with requisite skill-sets were inducted to meet therequirements of the Company as well as replenish the manpower loss on account

of high superannuation.Your company believes that continuous development of its human resource fostersengagement and drives competitive advantage. Towards that end, during the year,ONGC conducted Business Games to hone the business acumen of its executives.Business Games in ONGC was introduced for executives in 2007. It has proved tobe a very popular initiative and tests the ability of the executives through business


31/94


31

quizzes, business simulations and case-study presentations. The winners of theBusiness Games are felicitated by the CMD at Republic Day Celebrations.

For the first time, Fun Team Games (FTGs) were initiated for E0 and staff levelemployees to inculcate MDT (Multi-disciplinary Team) concept and spirit of camaraderie and belongingness to the organization, which was very well receivedby the participants. The winners are felicitated by the CMD at Republic DayCelebrations. ONGC also conducted the Assessment Development Centre (ADC)programs for 189 DGM level executives and provided them developmental inputs.An engagement survey was conducted across ONGC providing valuable inputs forthe management to take follow-up action.

Performance Management System and Performance Related Pay

Your Company, in line with the DPE Guidelines is devising a robust performancemanagement system which is effective in identifying and rewarding highperformers. As part of the process, the performance appraisal system has beencompletely e- enabled. To strengthen transparency in the system performanceratings of the executives have been disclosed to them. Incentive payments for theyear 2009-10 were made during the year to the executives of your Company basedon the MoU rating of the Company and the individual s performance.

Training

Skill upgradation is a vital component for the Human Resource Development. Inpursuance to the mandate of equipping the executives with latest knowledge in thespecialized fields of upstream oil and gas sector, attempts were made to organisetraining programs with the best of faculties from India and abroad. During the year2010-11, ONGC conducted various training programs for its executives and staff spanning 200,674 training man- days. A scheme titled Performance Support waslaunched as a pilot project on November 24th, 2010 which provides desiredknowledge back-up to young executives working at various locations in theirrespective domains. A panel of 95 domain experts has been prepared for providingthe knowledge support. Return on Investment on Training based on Donald Kirk Patrick Model was evaluated at Level I / Level II as planned during the year 2010-2011.

To hone the managerial acumen of our officers, second batch of LeadershipDevelopment Program involving Overseas Learning Component was conductedthrough Indian School of Business, Hyderabad for executives of General Managerlevel. Five Advanced Management Programs involving Overseas Lea rningComponent were conducted during the year for 125 executives of DGM level.Four Senior Management Programs involving Overseas Learning Component were also conducted during the year for 100 executives of E5 level.


32/94


32

Women EmpowermentWomen employees constitute 6.2% of ONGC''s workforce. During the year,programs for empowerment and development, including program on gendersensitization was organized. Your Company actively supported and nominated itslady employees for programs organised by Women in Public Sector (WIPS) andWomen in Leadership Roles .

Improvement in Living/Working ConditionsGreen Buildings: As part of its commitment to sustainable development, ONGChas taken up development of Green Buildings at Delhi, Mumbai, Kolkata &Dehradun. These buildings are expected to save 50 to 60% energy as compared tobaseline buildings. Apart from savings in energy, they higher occupant comfortlevels in terms of air quality and personalized controls for temperature and lightioccupants he alth and productivity. These Green Buildings shall also userenewable and clean energy sources like solar photovoltaic and Gas Gensetsthereby reducing the Greenhouse Gas (GHG) emissions. These buildings shall alsobe redeveloped as Carbon Development Mechanism (CDM) projects.

Renovation of existing offices/ colonies/guest houses was successfully completedat many work-centers to make the facilities more in sync with present dayrequirements as well as make our infrastructure energy efficient. Energy supplythrough alternate sources of energy viz. wind energy and solar panels has

commenced in some of our colonies.

Fleet Management: ONGC deployed 60 cars at Delhi & 245 cars at Mumbaioperating on environment friendly greener & cleaner fuel (CNG) against a MoUwith Maruti Suzuki India Limited (MSIL) to provide vehicles on lease to ONGCwith fleet management services under N2N Scheme of MSIL.

Work-Life Balance: Your Company continued in its endeavors to ensure work-lifebalance of its employees. The colonies at many work-centers were providedfacilities like gymnasiums, music rooms, etc. Outbound programs with families

were organized at various work-centers. Hindi dramas on the importance of ''Work-Life Balance'' were staged to create awareness amongst the employees. Inaddition, cultural programs involving employees and their families were alsoconducted. Involvement of Mahila Samitis in various CSR Projects and ResidentWelfare Associations (RWAs) in cultural programs was achieved.


33/94


33

ONGC not only complies with all statutory provisions but also extends more

liberal health and welfare measures to its employees. Some of the major socialsecurity initiatives taken by ONGC are:

Composite Social Security Scheme (CSSS)

The scheme provides Cash Benefits to the beneficiaries in the event of death of anemployee, while in service with ONGC. All Members of this scheme contribute ona monthly basis. The Benefits of Assured Sum under the scheme in the event of death, while in service or illness leading to permanent total disability of theemployee causing cessation of employment shall be as under:

Category of Employees Amount of Assured

Executives Rs. 17,50,000/-Non Executives other than S Level Rs. 15,00,000/-

In the event of survival of an employee at the time of separation of the employeefrom the services of ONGC, the member shall be entitled to get back only hisportion of the contribution along with simple interest @ 5% per annum.

Post Retirement Benefit Scheme (PRBS)The scheme is effective from 16.11.1995 for non-executives. The scheme is a self contributorypost retirement pension scheme in addition to EPS-1995.

Post Retirement Medical Benefit Scheme

Post retirement medical facility is provided to the employee and his/her spouse.


34/94


34

Ongc Sahayog Yojna

The next of kin of employees who die while on duty or who suffer disability in thecourse of duty

preventing their adequate gainful vocation and/or who have no other adequatemeans areprovided financial assistance under this scheme.

Financial Assistance on Death/Permanent Disablement while onDuty

Financial assistance ranging from Rs.1 Lac to Rs.12 Lacs depending on the natureof accidentand category of employees is provided in addition to statutory compensation.In addition, through the outreach programmes under the Component Plan, ONGCsupports theself employment, educational and welfare activities of the scheduled castes andtribes in ourareas of operations.


35/94


35

PUBLIC WORK DEPARTMENT

Brief History of PWD

During the period of the British rule in this subcontinent, in 1786 a Military Boardwas set up to look after all public work matters at that time.

Later on the Government decided to establish the Public Works Department in theyear 1854. At that time PWD was responsible for the construction of roads,buildings, railways as well as flood control, irrigation and military works. With thepartitioning of India and Pakistan in 1947, the responsibility of construction work for the Central Government of Pakistan was vested in the Central PWD. TheCommunication and Building Directorate (C&B), which existed at the time, wasentrusted with all construction work for the Provincial Government of the then EastPakistan.

After the liberation of Bangladesh in 1971, the country inherited two separateorganizations for the construction and maintenance of Government Buildings: theCentral PWD and the Buildings Directorate of the Provincial Government. Thesetwo entities were merged into one department in 1977 to form the present PWD.

The infrastructural growth of Bangladesh includes the development of urban and


36/94


36

growth centers, housing, railways, highways, roads and road structures, ports andharbors, airports, drainage and navigational canals, gas pipelines, water supply andsanitation facilities.

Beginning its journey in 1854 with the responsibility of forging an architectural

framework for the sub-continent, the PWD has experience dating back twocenturies. The organization's construction work is directly connected to the nationalprogramme of development and reconstruction.

The Public Works Department is responsible for the construction of infrastructurealong with providing service to 24 ministries. It is one of eight executing organs inthe Ministry of Housing and Public Works. It is also the Government's biggestconstruction agency.

The various work programmes of the Public Works Department and its span of work are not confined to the urban areas only. They reach into distant districtheadquarters, remote villages, near borderlands and even the largely inaccessibleparts of the country. The result is that where life was once dull and monotonous ithas now been boosted by unprecedented progress in the implementation of adiversity of projects. In many instances, communication was not as convenient as itis nowadays. Still, with the aid of thousands of working hands, the Department hasleft no stone unturned in giving a more than satisfactory service to the nation.Being an entity within a developing country, the Department has been performingits task with a high degree of innovation, minimal expense and maximumworkmanship.

The PWD has countless examples illustrating this work ethic. Its dedicated staff hascontributed in no small measure in shaping what the PWD is today. The workersare to be considered both as partners and performers.


37/94


37

What PWD Does?

The contribution of the PWD encompasses the entirespectrum of physical and social infrastructure for

national development, national security andinternational relations. Its activities span the lengthand breadth of the country including remote areas anddifficult terrain. The main responsibilities of the PWDare shown in figure below. It may be mentioned herethat the architectural plans and designs of almost allGovernment infrastructural projects are done by theDepartment of Architecture in close consultation withthe PWD.

WORKING ARENA OF THE PWD

Construction of Buildingsfor Other Agencies on aDeposit Work Basis

Maintenance of PublicParks

Preparation of Book of Schedule of Rates andAnalysis of Rates forConstruction &Maintenance of PublicBuildings

Design and Constructionof Public Buildingsexcept those of RHD,T&T, Postal Department

Construction of NationalMonuments

Repair and Maintenanceof Public Buildings

Preparation of Book of Specifications and Codeof Practice

Acquisition andRequisition of Land forconstruction Work

Procurement of Materials& Equipment Requiredfor Construction Work

Valuation of Land andProperty and Fixing of Standard Rent

Facts about PWD of INDIA

The Public WorksDepartment is agovernment departmentthat is responsible forbuildings, roads,irrigation and railways.

The Military Worksbranch detached fromthe PWD and becamethe Military WorksService under the IndianArmy in 1899.

It is the Government'sbiggest constructionagency.

After the liberation of Bangladesh in 1971,the country inheritedtwo separateorganizations for theconstruction andmaintenance of GovernmentBuildings: the CentralPWD and theBuildings Directorateof the ProvincialGovernment. Thesetwo entities weremerged into onedepartment in 1977 toform the presentPublic WorksDepartment (PWD).


38/94


38

QUALITY POLICY

PWD Limited aims at maximizing the customer satisfaction by supplying

products of consistent quality with collective participation of Management and

Employees.

TO ACHIEVE THE ABOVE, WE WILL

Manufacture and supply products as per specifications and standards

agreed to with the customers.

Continuously strive to improve the quality of the products and process

Maintain interaction with customers

Train and motivate employees to achieve the company s goal.


39/94


39

PRIMARY OBJECTIVE

To study the relationship between employee welfare schemes withreference to employee performance.

To analyze the employee welfare activities of PWD & ONGC Ltd.

SECONDARY OBJECTIVE

To check the performance level of employee of PWD & ONGC Ltd.


40/94


40

INTRODUCTION TO THE STUDY

Safety and welfare measures are inevitable to any organization where

workers are involved. An organizations responsibility to its employees extends

beyond the payment of wages for their services. The employee s safety and

welfare on and off the job within the organization is a vital concern of the

employer. Providing a safe and healthy environment is a pre-requisite for any

productive effort. This research deals with the study on the welfare measuresprovided to the employees at PWD PVT LTD.

Unlike other industries, the

employees of the PWD are often

exposed to different and new whichthey may not have been familiar with

earlier. The employees have to deal

huge machinery. The unfamiliarity in

the nature of materials they handle

and the danger involved I handling

them make the employees prone to

higher degree of risk.

Satisfying or

fulfilling the safety and security

needs of the workers, would give

them a better motivation and more

time to concentrate on job

performance. A voluntary approach

on the part of the management tooffer welfare programmes which are

over and above what is laid down by

the law would boost the morale of the

employees and motivate them to

perform better. A preliminary study

conducted by us with respect to

welfare showed that there was scope

for improvement in certain areas.

This formed the basis of the research

problem.


41/94

41

This study would give an overview of

the welfare measures existing at

PWD & ONGC. Since safety and

welfare are two important elements

essential for improving the

productivity of an organization, a

study on the existing welfare

measures would help the organization

perform better. This study would

throw light on the perception of the

employees regarding safety and

welfare. PWD & ONGC can identify

the areas where it can improve so as

to improve the performance of the

employees. This study would also

help to analyze if there is dependence

between


42/94

42

The study was restricted to the class III and class IV non ministerial staff of

PWD & ONGC.

Due to time constraints the sample size had to be confirmed to 400

The respondents have replied to the queries recalling from their memory.

Therefore recall bias and personal bias are possible.

Since the data was collected using a schedule, the interviewer s inability to

understand and record the responses correctly is possible.

The respondents were unable or unwilling to give a complete and accurate

response to certain questions.


43/94


43

In 1998 a study was conducted on the welfare measures provided to theemployees of Copt by Ms. N. Sangeetha of Bharathiyar University . This

study was based on the Class I and Class II employees contrary to my project

work which focuses only on the Class III, Class IV non-ministerial staff. This

was helpful to me with regard to the selection of samples and using statistical

tools. I have done my research work independently and both the studies are

independent.

Definitions of safety

The condition of being safe; freedom from danger, risk, or injury.

The state of being certain that adverse effects will not be caused by

some agent under defined conditions.

Occupational safety is concerned with risks in areas where people work;offices, manufacturing plants, farms, construction sites, and commercial

and retail facilities. Public safety is concerned with hazards in the home,

in travel and recreation, and in other situations that do not fall within the

scope of occupational safety.

Definitions of welfare

Anything done for the intellectual, physical, moral and economic

betterment of the workers, whether by employers, by government or by

other agencies, over and above what is laid down by law or what is

normally expected of the contractual benefits for which workers may

have bargained.

Well-doing or well-being in any respect, the enjoyment of health and the

common blessings of life; exemption from any evil or calamity;

prosperity; happiness.


44/94


44

RESEARCH METHODOLY

Research methodology is a way of systematically solving the

research problem. Research methodology deals with the research design used

and methods used to present the study.

RESEARCH DESIGN

A research design is a detailed blue print used to guide a research study

toward its objective. The process of designing a research study involves many

interrelated decisions. The most significant decision is the choice of research

approach, because it determines how the information will be obtained. The

choice of the research approach depends on the nature of the research that one

wants to do.

The research design adopted for this study is Descriptive Research.

Descriptive method was adopted because it deals with description of the state

of affairs as it exists at present.


45/94


45

SAMPLING TECHNIQUES

The next step in research study after collecting data is the samplingprocess. When a decision is made to use the sample, a number of factors must

be taken into consideration. The various steps involved in the sampling process

are:

Identifying target population.

Determining sample frame.

Selecting sampling procedure. Determine sample size.

Execute sampling.

Obtaining information from respondents.

Generating information for decision making.

The target population in this study was the Class III and Class IV non-ministerial staff of PWD & ONGC.

The sampling technique had to be selected. There are two types of

sampling techniques:

Probability sampling

Non-probability sampling

Among the probability sampling, the sampling used in this study was

Stratified sampling.


46/94


46

STATIFIED SAMPLING

If the population from which a sample is to be drawn does notconstitute a homogeneous group, then stratified technique is applied so as to

obtain a representive sample. In this technique, the population is stratified into

number of non-overlapping sub populations or strata and sample items are

selected from each stratum. If the items selected from each stratum is based on

simple random sampling, the entire procedure, first stratification and then

simple random sampling is known as stratified sampling. The stratified

sampling results in a more reliable and detailed information. The researcher

uses simple random sampling for selection of items from each stratum.

SAMPLE SIZE

Among the staff of 4000 employees (PWD) & 35000 employees

(ONGC) in the respective organizations, a sample of 400 employees was

taken for the study.

Using the method of proportional allocation, the numbers of samples

are selected from each stratum.

TOOLS FOR THE DATA COLLECTION

There are several ways of colleting the appropriate data. Whiledeciding about the method of data collection to be used for the study, the

researcher should keep in mind, that there are 2 types of data.

1. Primary data

2. Secondary data


47/94


47

The Primary data are those which are collected a fresh and for the

first time and thus happen to be original in character. Primary data can be

collected either through experiment or through survey.

The secondary data on the other hand are those which have already

been collected by someone else and which have already been passed through

the statistical process. In this study, the data was collected from the primary

source through interview schedule.

Statistical Techniques

This phase consists of the data analysis of the data collected based on

the stratified simple random probabilistic sampling technique. The data

collected were analyzed using the following methods.

Percentage analysis

The number of responses of each category is summarized to

percentage format for the convenience to use other statistical tools namely pie

chart and bar diagrams.


48/94


48

STATISTICAL TOOLS

Chi-square test

This test allows us to determine whether two attributes are

independent of each other. In this study chi-square has been used to test if there

is an association between various variables and the overall level of satisfaction

of safety and welfare measures.

X2 = {(O i E i) 2 / E i }

Applying Yates s correction:

X2 = {(|O i E i |- 0.5) 2 / E i }

Phi Coefficient

Chi-square test tells us about the significance of relation between

variables; it provides no answer regarding the magnitude of the relation

between the two variables. This can be achieved by computing the Phi

coefficient which is a non-parametric measure of coefficient of correlation. It

gives the magnitude of the relation or the degree of association between the

two variables.

= [ X2 / n ]


49/94


49

TABLE-1

TABLE SHOWING THE OPINION ABOUT WORK ENVIRONMENT INONGC & PWD.

Grade No. of Respondents/ 200PWD ONGC

Percentage %PWD ONGC

Satisfied 16 27 08 13.5

Highly Satisfied 50 70 25 35

Average 127 95 63.5 47.5

Dissatisfied 07 08 3.5 04

Highly dissatisfied 00 00 00 00

OPINION ABOUT WORK ENVIRONMENT

INFERENCE:

From the above table it is inferred that 8% & 13.5% of people

responded to satisfied, 25% & 35% of people responded to highly satisfied,

63.5% & 47.5% people to average, and 3.5% & 4% of people responded to

dissatisfied and absolute 0% to highly dissatisfied in PWD & ONGC

respectively.

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Highly Dissatisfied

Dissatisfied

Average

Highly Satisfied

Satisfied


50/94


50

TABLE-2

TABLE SHOWING THE OPINION ABOUT VENTILATION &LIGHTING AT WORK PLACE IN PWD & ONGC.

Grade No. of Respondents/200PWD ONGC


Excellent 24 29 12 14.5

Good 110 115 55 57.5

Average 65 54 32.5 27

Bad 01 03 0.5 1.5

Very Bad 00 00 00 00

OPINION ABOUT VENTILATION&

LIGHTING AT WORK PLACE

INFERENCE:


responded to excellent, 55% & 57.5% of people responded to good, 32.5% &

27% people to average, and 0.5% & 1.5% of people responded to bad and

Absolute 0% people to very bad in PWD & ONGC respectively.

0

50

100

150

200

250

PWD ONGC

Very Bad

Bad

Average

Good

Excellent


51/94


51

TABLE-3

TABLE SHOWING THE OPINION ABOUT SALARIES/BENEFITS IN

PWD & ONGC.



Satisfied 40 40 20 20


Average 100 110 50 55

Dissatisfied 00 00 00 00


OPINION ABOUT SALARIES/BENEFITS

INFERENCE:

From the above table it is inferred that 20% of people

responded to satisfied in both org.,30% & 25% of people responded to highly

satisfied, 50% & 55% people to average, and 0% of people responded to

dissatisfied and highly dissatisfied in PWD & ONGC respectively.

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Highly Dissatisfied

Dissatisfied

Average

Highly Satisfied

Satisfied


52/94


52

TABLE-4

TABLE SHOWING THE OPINION ABOUT TIMINGS/SCHEDULES IN

PWD & ONGC.





Average 18 21 09 10.5

Dissatisfied 02 01 01 0.5


OPINION ABOUT TIMINGS/SCHEDULE

INFERENCE:

From the above table it is inferred that 20% & 15% of people


9% & 10.5% people to average, and 01% & 0.5% of people responded to

dissatisfied and absolute 0% people to highly dissatisfied in PWD & ONGC

respectively..

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Highly Dissatisfied

Dissatisfied

Average

Highly Satisfied

Satisfied


53/94


53

TABLE-5

TABLE SHOWING THE OPINION ABOUT SAFETY

MEASURES AT WORK PLACE IN PWD & ONGC.



Satisfied 128 120 64 60


Average 38 30 19 15



OPINIONS ABOUT SAFETY MEASURES AT WORK PLACE

INFERENCE:



19% & 15% people to average, 9% & 13% of people responded to dissatisfied

and 4% of people in both org. responded to highly dissatisfied in PWD &

ONGC respectively.

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Highly Dissatisfied

Dissatisfied

Average

Highly Satisfied

Satisfied


54/94


54

TABLE-6

TABLE SHOWING THE OPINION ABOUT PRESENCE

OF SAFETY COMMITTEE IN PWD & ONGC.



Yes 160 140 60 70

No 40 60 40 30

OPINION ABOUT PRESENCE OF SAFETY COMMITTEE

INFERENCE:


responded to Yes for the presence of safety committee and 40% & 60% of

people said No in PWD & ONGC respectively.

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

NO

YES


55/94


55

TABLE-7

TABLE SHOWING THE OPINION ABOUT SAFETY INSTRUCTIONSIN PWD & ONGC.



Yes 140 125 70 62.5

No 60 75 30 37.5

OPINION ABOUT PRESENCE OF SAFETY INSTRUCTIONS

INFERENCE:


responded to Yes for safety instructions and 30% & 37.5% of people said No in

PWD & ONGC respectively.

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

NO

YES


56/94


56

TABLE-8

TABLE SHOWING THE OPINION ABOUT ACCIDENT PREVENTION

MEASURES IN PWD & ONGC.



Good 24 40 12 20

Very Good 80 72 40 36

Average 72 66 36 33

Bad 14 22 07 11

Very Bad 10 00 05 00

OPINION ABOUT PRESENCE OF SAFETY INSTRUCTIONS

INFERENCE:


responded to good, 40% & 36% of people responded to very good, 36% & 33%

people to average, 7% & 11% of people responded to bad and 5% & 00% of

people responded to very bad in PWD & ONGC repectively.

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Very Bad

Bad

Average

Very Good

Good


57/94


57

TABLE-9

TABLE SHOWING THE OPINION ABOUT FIRST AID FACILITY

IN PWD & ONGC.



Good 90 102 45 51

Very Good 44 18 22 09

Average 28 60 14 30

Bad 30 19 15 9.5

Very Bad 08 01 04 0.5

OPINION ABOUT FIRST AID FACILITY

INFERENCE:


responded to good, 22% & 09% of people responded to very good, 14% & 30%

people to average, 15% & 9.5% of people responded to bad and 04% & 0.5%

of people responded to very bad in PWD & ONGC respectively.

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Very Bad

Bad

Average

Very Good

Good


58/94


58

TABLE-10

TABLE SHOWING THE OPINION ABOUT ORGANIZATION

HEALTH CHECK UPS IN PWD & ONGC.



Yearly 130 36 65 18

Half Yearly 20 46 10 23

Quarterly 20 98 10 49

Monthly 20 15 10 7.5

Not at all 10 05 05 2.5

OPINION ABOUT ORGANIZATION HEALTH CHECK - UPS

INFERENCE:


responded to yearly, 10% & 23% of people responded to half yearly, 10% &

49% people to quarterly, 10% & 7.5% of people responded to monthly and

05% & 2.5% of people responded to not at all in PWD & ONGC respectively.

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Not at all

Monthly

Quarterly

Half Yearly

Yearly


59/94


59

TABLE-11

TABLE SHOWING THE OPINION ABOUT CANTEEN FACILITIES

WITHIN THE ORGANIZATION IN PWD & ONGC.



Yes 168 186 84 94.5

No 32 14 16 07

OPINION ABOUT CANTEEN FACILITIES

INFERENCE:


responded to Yes to canteen facilities in organization and 16% & 07% of

people said NO in PWD & ONGC respectively.

150

155

160

165

170

175

180

185

190

195

200

PWD ONGC

NO

YES


60/94


60

TABLE-12

TABLE SHOWING THE OPINION ABOUT HOUSING FACILITIESTO EMPLOYEES IN PWD & ONGC.



Yes 133 147 65.5 73.5

No 67 53 33.5 26.5

OPINION ABOUT HOUSING FACILITIES

INFERENCE:

From the above table it is inferred that 65.5% & 73.5% of people responded to

Yes for housing facilities in organization and 33.5% & 26.5% of people said

No in PWD & ONGC respectively.

0

20

40

60

80

100

120

140

160180

200

PWD ONGC

NO

YES


61/94


61

TABLE13

TABLE SHOWING THE OPINION ABOUT P.F. BENEFITS IN PWD &

ONGC.



Satisfied 140 160 70 80


Average 44 12 22 06


Highly Dissatisfied 00 00 00 00

OPINION ABOUT P.F. BENEFITS

INFERENCE:

From the above table it is inferred that 70% & 80% of people responded to

satisfied, 06% & 04% of people responded to highly satisfied, 22% & 06% people to

average, 02% & 10% of people responded to dissatisfied and absolute 0% people

responded to highly dissatisfied in PWD & ONGC respectively.

0

20

40

60

80

100

120

140160

180

200

PWD ONGC

Highly DissatisfiedDissatisfied

Average

Highly Satisfied

Satisfied


62/94


62

TABLE-14

TABLE SHOWING THE OPINION ABOUT TRANSPORTATION IN

PWD & ONGC.





Average 118 88 59 44



OPINION ABOUT TRANSPORTATION

INFERENCE:



average, 10% & 05 % of people responded to dissatisfied and 01% of people

responded to highly dissatisfied in both PWD & ONGC respectively.

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Highly DissatisfiedDissatisfied

Average

Highly Satisfied

Satisfied


63/94


63

TABLE-15

TABLE SHOWING THE OPINION ABOUT INSURANCE

FACILITIESIN PWD & ONGC.



Satisfied 140 135 70 67.5

Highly Satisfied 40 55 20 27.5

Average 20 10 10 05



OPINION ABOUT INSURANCE FACILITIES

INFERENCE:

From the above table it is inferred that 70% & 67.5% of people responded to

satisfied20% & 27.5% of people responded to highly satisfied, 10% & 05% people to

average, absolute 0% of people responded to dissatisfied & to highly dissatisfied in

PWD & ONGC respectively..

0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Highly dissatisfied

Dissatisfied

Average

Highly Satisfied

Satisfied


64/94


64

TABLE-16

TABLE SHOWING THE OPINION ABOUT RETIREMENT BENEFITS

IN PWD & ONGC.





Average 52 70 26 35



OPINION ABOUT RETIREMENT BENEFITS

INFERENCE:



average, 06% & 02% of people responded to dissatisfied and absolute 0% of people

responded to highly dissatisfied in PWD & ONGC respectivel

0

20

40

60

80

100

120

140160

180

200

PWD ONGC

Highly dissatisfied

Dissatisfied

Average

Highly Satisfied

Satisfied


65/94


65

TABLE-17

TABLE SHOWING THE OPINION ABOUT PRESENCE OF

WELFARE OFFICER IN PWD & ONGC.



Yes 180 190 90 95

No 20 10 10 05

OPINION ABOUT PRESENCE OF WELFARE OFFICER

INFERENCE:


responded to Yes for presence of welfare officer in organization and 10% &

05% of people said No in PWD & ONGC respectively.

170

175

180

185

190

195

200

PWD ONGC

NO

YES


66/94


66

TABLE-18

TABLE SHOWING THE OPINION ABOUT WELFARE PROVISIONS

IN PWD & ONGC.



Satisfied 140 170 70 85


Average 40 08 20 04

Dissatisfied 04 02 02 01Highly dissatisfied 04 00 02 00

OPINION ABOUT WELFARE PROVISIONS

INFERENCE:



average, 02% & 01% of people responded to dissatisfied and 02% & 0% of people


0

20

40

60

80

100

120

140

160180

200

PWD ONGC

Highly dissatisfied

Dissatisfied

Average

Highly Satisfied

Satisfied


67/94


67

TABLE-19

TABLE SHOWING THE OPINION ABOUT REST PERIODS IN PWD

& ONGC.





Average 84 30 42 15



OPINION ABOUT REST PERIODS

INFERENCE:





0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Series 5Dissatisfied

Average

Highly Satisfied

Satisfied


68/94


68

TABLE-20

TABLE SHOWING THE OPINION ABOUT RESPONDING IN CASE

OF EMERGENCIES IN PWD & ONGC.



Good 40 56 20 28

Very Good 10 20 05 10

Average 96 80 48 40

Bad 24 44 12 22

Very Bad 00 00 00 00

OPINION ABOUT RESPONDING IN CASE OF EMERGENCIES

INFERENCE:


responded to good, 05% & 10% of people responded to Very good, 48% &

40% people to average, 12% & 22% of people responded to Bad and absolute

0% of people responded to Very Bad in PWD & ONGC respectively.

0

1

2

3

4

5

6

7

8

9

Category 1 Category 2

Very Bad

Bad

Average

Very GoodAverage

Good


69/94


69

TABLE-21

TABLE SHOWING THE OPINION ABOUT FRINGE BENEFITS IN

PWD & ONGC.





Average 80 50 40 25



OPINION ABOUT FRINGE BENEFITS

INFERENCE:


satisfied,12% & 10% of people responded to highly satisfied, 40% & 25% people to



0

20

40

60

80

100

120

140

160

180

200

PWD ONGC

Series 5

Series 4

Series 3

HighlySatisfiedAverageDissatisfiedHighlydissatisfied

Satisfied


70/94


70

TABLE-22

TABLE SHOWING THE OPINION ABOUT ADEQUATE SAFETY

TRAINING PROGRAMMES IN PWD & ONGC.

Grade No. of Respo

project report edited (1)

Documents