Anuja Projct Final

7/27/2019 Anuja Projct Final

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EXECUTIVE SUMMARY

In todays century organizations are facing a tremendous wave of change in the

business environment as it the very active Global Recession in todays scenario.

Modern organizations seem to have no choice but to adapt to the relentless pace of

change so as to sustain in todays increasing competition. Organizations have to

update their skills knowledge and so that can keep pace with changing market

environment. They have find out where they are lacking as compared to their

competitors, proper skill analysis need to be done.

Gap analysis is the comparison of actual performance with potential performance. If a

company or organization does not make the best use of current resources, or foregoes

investment in capital or technology, it may produce or perform below its potential.

Gap analysis involves determining, documenting, and approving the variance between

business requirements and current capabilities. Gap analysis provides a foundation for

measuring investment of time, money and human resources required to achieve a

particular outcome

Skills-Gap Analysis helps you get maximum value and benefits from your training,

and ensures that your management team and staff are developed in the entire areas

key to success. An analysis of your skills will help to identify whats missing in

your teams performance and knowledge, and where training and development can

help fill those gaps.

In todays world knowledge production plays an increasingly important role. Various

related phenomena are: the rapid development of information technology, a quickly

growing volume of information along with a fast and continuously improving access

to it. Continuous learning is important both for an organization and for the individual
http://en.wikipedia.org/wiki/Capital_(economics)http://en.wikipedia.org/wiki/Capital_(economics)


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operating in a learning society. This requires continuous efforts to provide employees

with learning opportunities.

The learning organization can be considered both as an organization that continuously

learns, or an organization that encourages learning in its people. Senior management

in many organizations has also come to believe that the way in which an organization

learns is a key index to its effectiveness and potential to innovate and grow. The

concept of a learning organization has been around for more than a decade, yet there

is a considerable variation in what is meant by the term.

IndianOil Corporation Limited is one such organization who is introducing a lot of

initiatives which further become practices that enhance the learning level of its

employees because it believes in the learning of its employees. It is important to

measure this level of learning to deduce the effectiveness of these practices. But, it is

very important to use reliable methods to find out whether such learning exists or not

and if it does, then what is the level of such learning as well as which are those

practices that lead to such level of learning. The current project is an attempt in this

direction so as to find out those practices followed by various functions of IOCL that

affect the learning of its employees.


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COMPANY PROFILE

INDIAN OIL CORPORATION LIMITED

Type

Public

Traded as BSE: 530965NSE: IOC

Industry Oil and gas

Founded 1964

Headquarters New Delhi, India

Area served India

Key people RS Butola (Chairman)

Products Fuels, lubricants, petrochemicals

Revenue US$ 76.05 billion (2012)

Operating income US$ 3.30 billion (2012)

Profit US$ 786 million (2012)

Total assets US$ 40.88 billion (2012)

Total equity US$ 11.59 billion (2012)

Owner(s) Government of India

Employees 36,198 (2012)

Website www.iocl.com
http://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Types_of_business_entityhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Ticker_symbolhttp://en.wikipedia.org/wiki/Ticker_symbolhttp://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://www.bseindia.com/bseplus/StockReach/AdvanceStockReach.aspx?scripcode=530965http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=IOC&section=7http://en.wikipedia.org/wiki/List_of_petroleum_companieshttp://en.wikipedia.org/wiki/List_of_petroleum_companieshttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/RS_Butolahttp://en.wikipedia.org/wiki/Fuelhttp://en.wikipedia.org/wiki/Lubricanthttp://en.wikipedia.org/wiki/Petrochemicalhttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Assethttp://en.wikipedia.org/wiki/Assethttp://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Equity_%28finance%29http://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://www.iocl.com/http://www.iocl.com/http://en.wikipedia.org/wiki/File:Indian_Oil_Logo.svghttp://en.wikipedia.org/wiki/File:Indian_Oil_Logo.svghttp://en.wikipedia.org/wiki/File:Indian_Oil_Logo.svghttp://en.wikipedia.org/wiki/File:Indian_Oil_Logo.svghttp://en.wikipedia.org/wiki/File:Indian_Oil_Logo.svghttp://www.iocl.com/http://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Equity_%28finance%29http://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Assethttp://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/Indian_Oil_Corporation#cite_note-10K-1http://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Petrochemicalhttp://en.wikipedia.org/wiki/Lubricanthttp://en.wikipedia.org/wiki/Fuelhttp://en.wikipedia.org/wiki/RS_Butolahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/List_of_petroleum_companieshttp://www.nseindia.com/marketinfo/companyinfo/companysearch.jsp?cons=IOC&section=7http://en.wikipedia.org/wiki/National_Stock_Exchange_of_Indiahttp://www.bseindia.com/bseplus/StockReach/AdvanceStockReach.aspx?scripcode=530965http://en.wikipedia.org/wiki/Bombay_Stock_Exchangehttp://en.wikipedia.org/wiki/Ticker_symbolhttp://en.wikipedia.org/wiki/Public_companyhttp://en.wikipedia.org/wiki/Types_of_business_entity


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INTRODUCTION

Indian Oil began operations in 1959 as Indian Oil Company Ltd. The Indian Oil

Corporation was formed in 1964, with the merger of Indian Refineries Ltd. Indian Oil

is the biggest oil producer and marketer Oil's product range covers petrol, diesel,

LPG, auto LPG, aviation turbine fuel, lubricants, naphtha, bitumen, paraffin, kerosene

etc. Xtra Premium petrol, Xtra Mile diesel, Servo lubricants, Indane LPG cooking

gas, Autogas LPG, Indian Oil Aviation are some of its prominent brands. Recently

Indian Oil has also introduced a new business line of supplying LNG (liquefied

natural gas) by cryogenic transportation. This is called "LNG at Doorstep".

Indian Oil Corporation Limited, or Indian Oil, is an Indian state-owned oil and gas

corporation with its headquarters in New Delhi, India. The company is the world's

83rd largest public corporation, according to the Fortune Global 500 list, and the

largest public corporation in India when ranked by revenue. Indian Oil Corporation

Ltd is Indias largest company by sales with a turnover of Rs.4, 09,957crore ($

85,550 million).The PSU's net profit for the fourth quarter ended March 31, 2013,

rose to Rs 14,512.81 crore from Rs 12,670.43 crore in the same period last year.

Indian Oil Corporation (IOC) has reported a 14.5 per cent rise in January-March net

profit. It is also the 18th largest petroleum company in the world and the No. 1

petroleum trading company among the national oil companies in the Asia-Pacific

region. IOCL was featured on the 2011 Forbes Global 2000 at position 243. It is the

fifth most valued brand in India according to an annual survey conducted by Brand

Finance and The Economic Times in 2010.
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Indian Oil and its subsidiaries account for a 49% share in the petroleum products

market, 31% share in refining capacity and 67% downstream sector pipelines capacity

in India. The Indian Oil Group of Companies owns and operates 10 of India's 22

refineries with a combined refining capacity of 65.7 million metric tones per year.

The President of India owns 78.92% (1.9162 billion shares) in the company.

In FY 2012 IOCL sold 75.66 million tonnes of petroleum products and reported a

PBT of 37.54 billion, and the Government of India earned an excise duty of 232.53

billion and tax of 10.68 billion. It is one of the seven Maharatna status companies of

India, apart from Coal India Limited, NTPC Limited, Oil and Natural Gas

Corporation, Steel Authority of India Limited, Bharat Heavy Electricals Limited and

Gas Authority of India Limited.

Indian Oil operates the largest and the widest network of fuel stations in the country,

numbering about 20,575 (16,350 regular ROs & 4,225 KisanSeva Kendra. It has also

started Auto LPG Dispensing Stations (ALDS). It supplies Indane cooking gas to over

66.8 million households through a network of 5,934 Indane distributors. In addition,

Indian Oil's Research and Development Center (R&D) at Faridabad supports,

develops and provides the necessary technology solutions to the operating divisions of

the corporation and its customers within the country and abroad. On 28 May 2012,

Indian Oil hinted at reduction in prices of petrol.

The Indian Oil Group of companies owns and operates 10 of India's 19 refineries with

a combined refining capacity of 60.20 million metric tonnes per annum (MMTPA, i.e.

1.2 million barrels per day).
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The Corporation's cross-country network of crude oil and product pipelines, spanning

about 9,300 km and the largest in the country, meets the vital energy needs of the

consumers in an efficient, economical and environment-friendly manner. Indian Oil is

investing Rs. 43,393 crore (US $10.8 billion) during the period 2007-12 in

augmentation of refining and pipeline capacities, expansion of marketing

infrastructure and product quality up gradation as well as in integration and

diversification projects.

COMPETITORS

Indian Oil Corporation has two major domestic competitors, Bharat Petroleum and

Hindustan Petroleum. Both are state-controlled, like Indian Oil Corporation. There are

two private competitors, Reliance Industries and Essar Oil.

GROUP COMPANIES AND JOINT VENTURES

Chennai Petroleum CorporationLtd.

Indian Oil Technologies Ltd.

Indian Oil (Mauritius) Ltd. IOC Middle East FZE. Lanka IOC PLC
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INDIAN OIL: ONE OF THE BEST COMPANIES TO WORK FOR

ED (HR) receiving the award

An organization is as good as its people this age old adage got a fillip when Indian

Oil was adjudged as one of the Best Companies to Work For in India by the Great

Places to Work Institute(GPW)An organization is as good as its people this age old

adage got a fillip when Indian Oil was adjudged as one of the Best Companies to

Work For in India by the Great Places to Work Institute(GPW), India at a glittering

programme held at Hotel Hyatt, Mumbai recently. The names of the top 50

organizations adjudged as Best Companies to Work For in India were announced in

the presence of Mr. Robert Levering, Founder of GPW, USA, whos who of the

Indian corporate world and particularly the HR fraternity.


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VISION, MISSION & VALUES

A major diversified, trans-national, integrated energy company, with national

leadership and a strong environment conscience, playing a national role in oil security

& public distribution.


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BUSINESSES

An energy self-sufficient India can alter the economic, political and manufacturing

landscape of the region. Its quest for energy will create new economic and strategic

challenges, right from mobilizing capital to engaging in subtle diplomacy.

Indias energy needs projected to grow by 40% in the next five years, which means

the future is indeed full of promise for Indian Oil. The organization has ambitious

investment plans of Rs. 43,250 crore in the next five years. By 2011-12, the Indian

Oil Group, with 80 MMTPA refining capacity in its fold, would be playing a key role

in realizing Indias bid to emerge as an export-oriented hub for finished products. The

pipelines network, which provides strategic logistics advantage to the marketing

operations, is also set to cross the 10,000 km mark in the next two years.

In marketing, Indian Oil is set to leverage the combined strength of over 32,000

marketing touch points, with focus on hitherto untapped rural markets, non-fuel

revenues and pure retailing business. Indian Oil aspires to be Asias leading

commercial R&D organization in the downstream hydrocarbon sector by building on

its capabilities in developing innovative technologies, products and processes, and

nodal research in alternative fuels.

Refineries Pipelines Marketing Research & Development

Centre

Petrochemicals Gas Exploration & Production (E &

P)


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INDIAN OIL PRODUCTS PROFILE

Indian Oil Corporation Limited has the following products:

ClassA

Liquefied Petroleum Gas (LPG)

Class B

Motor Spirit/ Gasoline

Superior Kerosene Oil/ KERO

High Speed Diesel/ Gas Oil

Class C

High Speed Diesel/ Gas Oil

Furnace Oil

Bitumen

Naphtha

Aviation Turbine Fuel (ATF)

Class D

Mineral Turpentine Oil (M.T.O)

Jute Batching Oil (J.B.O)

Light Diesel Oil (L.D.O)

Unleaded petroleum

Lubes & Greases

Fuel & Feedstock

Super Kerosene Oil


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Indian Oil Offers Premium Fuels

XtraPemium Petrol: Available at nearly 2000 Retail Outlets nationwide. XtraMile

Diesel: Available at nearly 4400 Retail Outlets nationwide.

Autogas

Auto gas (LPG) has been introduced in Hyderabad, Bangalore and Mumbai markets.

This alternative fuel is a good business proposition in the long term, and IndianOil

intends to further expand its marketing in a big way.

Xtra Power

It facilitates cashless purchase of fuel and lubes from designated retail outlets ofIndian Oil through flexible prepaid and credit facilities. It offers an exciting Rewards

Program and unique benefits like personal accident insurance cover and vehicle

tracking facilities. The largest fleet card in India and widest Retail Outlet coverage

with more than 2635 retail outlets in its network.

Swagat (Highway Flagship Retail Outlets)

To cater to the high growth areas of National Highways forming a part of Golden

Quadrilateral and N-S, E-W corridors, Indian Oil has launched Flagship Outlets,

which have been branded as Swagat Retail Outlets.

XtraCare

The launch of XtraCare was the culmination of a series of plans in retail design,

product and service up gradation, capability training, automation, loyalty programme,

retail site management techniques all benchmarked to global standards. The non-fuel

services are being given a major fillip in the Indian OilXtraCare plan with a wide

range of loyalty programme with XtraRewards, XtraPower and co-branded cards like

Indian Oil-Citibank credit cards. The automation project of XtraCare is by far the

most state-of-the-art in the country. The cutting edge technology includes automatic

tank level gauges, temperature sensors, density measurement sensors, back-office

server with DU controls, automatic bill printing facility, customer database, etc.


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AWARDS AND ACHIEVEMENTS

IndianOilthe only PSU among Indias 25 best employers. IndianOil Frontrunner in Oil & Gas category in FE-500 listing of India's top

corporate's.

IndianOil tops Business Standards 'BS 1000' again. IndianOil sweeps five PetroFed Oil & Gas Industry Awards (For the year

2008).

IndianOil wins Retailer of the Year - 'Rural Impact Award'. Golden Peacock Award for IndianOil-R&D for the fourth time. The BML MUNJAL Award 2009 for excellence in Learning and Development


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Indian OilCorporation

Ltd.

RelianceIndustries Ltd.

BharatPetroleum

Corporation Ltd

HindustanPetroleum

CorporationLtd.

OVERVIEW OF OIL & GAS INDUSTRY IN INDIA

After the Indian Independence, the Oil Industry in India was very small in size and oil

was produced mainly from Assam and the total amount of oil production was not

more than 2,50,000 tonnes per year. The domestic refining capacity is 65.7Million

Metric Tonnes Per Annum (MMTPA). The country is net exporter of petroleum

products and products like Naphtha, Petrol diesel and Aviation Turbine Fuel (ATF)

etc.

The government announced that petroleum would be the core sector industry as the

foundation of the Oil & Gas Industry in India was laid by the Industrial Policy

Resolution, 1954. Government-owned National Oil Companies ONGC (Oil & Natural

Gas Commission), IOC (Indian Oil Corporation), and OIL (Oil India Ltd.) were

formed in pursuance of the Industrial Policy Resolution, 1954. In 1959, the

government set up another company called Indian Refineries Ltd. In 1964, Indian

Refineries Ltd. was merged with Indian Oil Company Ltd. to form Indian Oil

Corporation Ltd. India, today ranks as the worlds seventh largest energy producer,

accounting for about 2.5% of the global energy production per year.

Some of the major companies in the Oil Industry in India


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OBJECTIVE OF THE STUDY

The objective of this study was to study The Skill Gap among Blue Collar workers.

In this study we are focusing on the following aspects.

To study various standard proceduresof IOCL.1

To identify standard skills required forblue collar workers.

2

To find current skill levels of bluecollar workers.

3

To study gap between standard skillexpected by IOC over current skill ofemployees.

4


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INDUSTRY STRUCTURE

Upstream Sector

The upstream sector, also known as the exploration and production (E & P) sector, is

concerned with the search for potential underground or underwater oil and gas fields,

the drilling of exploratory wells, and subsequently operating in the wells that recover

and bring the crude oil and/or raw natural gas to the surface.

Oil and Natural Gas Corporation Ltd. (ONGC) Oil India Ltd. Reliance Industries Ltd. (RIL)

Midstream Sector

The midstream sector processes, stores, markets and transports commodities such as

crude oil, natural gas and natural gas liquids (NGLs) such as ethane, propane and

butane. Midstream operations are usually included in the downstream category.

Downstream Sector

The downstream sector includes oil refineries, petrochemical plants, petroleum

product distribution, retail outlets and natural gas distribution companies. The

downstream sector reaches thousands of products such as gasoline, diesel, jet fuel,

heating oil, lubricants, synthetic rubber, plastics, fertilizers, pesticides,

pharmaceuticals, natural gas, etc.

IndianOil Corporation Ltd. (IOCL) Bharat Petroleum Corporation Ltd. (BPCL) Hindustan Petroleum Corporation Ltd. (HPCL) Mangalore Refinery & Petrochemicals Ltd. (MRPL)

Gas Transport & Distribution

It is done by the Gas Authority of India Ltd. (GAIL).


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HEAD OFFICEExecutive Director

Employee Relations

HRD

T & D

Management Services

Administration & Welfare

Regional Offices

DGM

Employee Relations

HRD

T & D

Management Services

Administration & Welfare

16 State Offices

Chief/ SeniorManagers

Administration& Welfare

ORGANIZATIONAL STRUCTURE OF HR AT IOCL:

The corporations employee strength currently is 31,945, including 12,243 officers.

There are 2,469 women employees, constituting 7.73% of total manpower. With a

team of more than 31,000 professionals, Indian Oil is known in public sector

organizations for its transparent HR policies and procedures and online performance

measurement system, well-defined and planned career development. Apart from its 21

training centres, IOCL has an apex-learning institute Indian Oil Institute of

Petroleum Management (IIPM) at Gurgaon, taking care of the development

requirements of its employees. IOC currently manages around 23000 retail outlets

across the country. Indian Oil has the following robust HR setup at Marketing Head

Quarters, Regional Offices and State Offices, with suitable subsystems to take care of

the entire gamut of Human Resource Management


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HR ACTIVITIES

HR activities of the sub-systems are detailed below:

Employee Relations

Personal Industrial Relations

Administration and Welfare Training and Development Hindi Implementation HRD Management Services.


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MANAGERIAL HIERARCHY AT IOCL

IndianOils workforce is placed in two cadres, i.e. Officers and Staff. The Officers

hierarchy is as follows:

The Staff Cadre consists of the following:

White Collar Workmen (WCW): Generally placed in AdministrativeOffices they look after office functions ranging from typing, stenography,

filing, accounts, maintenance and technical assistance to officers etc.

Blue Collar Workmen (BCW): They function from operating locations.Their designations range from chargeman to khalasi, operator, driver, forklift

operator, etc.

Executive Director/Director/ChairmanGrade I

General ManagerGrade H

Deputy General ManagerGrade G

Chief ManagerGrade F

Senior ManagerGrade E

ManagerGrade D

Deputy ManagerGrade C

Assistant ManagerGrade B

OfficerGrade A


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Both WCW and BCW fall in Six Grades GRADE I to GRADE VI in Marketing

Division and in Eight Grades GRADE I TO VIII in Refineries and Pipelines

Division

INTRODUCTION OF VASHI TERMINAL

This Vashi Terminal of Indian Oil Corporation Limited, a public sector organization,

located near Jui Nagar railway station at D-502, TTC Industrial area, Kukshet village,

Navi Mumbai-400 705. The Facilities are installed for receipt, storage and supply

petroleum fuels. The petroleum products are received from JNPT, IOTL Navghar,

Mumbai and HPC terminal, Vashi through pipeline. The installed storage tanks are

dedicated for various types of petroleum products. The terminal is supplying

petroleum products to about 160 Retail Outlets and 135 bulk consumers related to the

various field, e.g., Railways, roadways, Fisheries, defence Forces etc. in Mumbai and

around Mumbai. The mode of transportation to the end-consumers is through Tank

Lorries.

This terminal was commissioned on 12.06.1998 and is functional in accordance with

the provisions of licenses/consents granted by the Chief Controller of Explosive,

Government of India, Chief Inspector of Factories, Maharashtra and Maharashtra

Pollution Control Board, as per the relevant statutory Acts and Rules of Government

of India and Government of Maharashtra. The Terminal has been designed, operated

and maintained in accordance with the statutory provisions and industry standards to

ensure its safe and smooth functioning.

This Terminal at present has total storage capacity of 31,500 KL of petroleum

products like Motor Spirit (MS) BS III and BS IV, High Speed Diesel (HSD) BS III

and BS IV, and Superior Kerosene Oil (SKO) (PDS) etc. Some significant properties


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of the products and preventive measures to prevent injury to human beings, if exposed

to these products, are given in the Material Safety Data Sheetat the end of this write

up.To deliver products up to the end consumers, facilities to receive, store and

dispatch the products have been provided the details of the same are given in the

annexure.

As per the properties of petroleum products that they are flammable and can catch

fire, if exposed to ignition. Facilities and operation of this Terminal is designed and

maintained to prevent any incidence of fire. All internal electrical facilities in the

plant are designed to prevent the generation of spark. Trucks enter into the Terminal

with spark arrestors so that spark cannot come out with exhaust gases from the truck.

Operations are designed to ensure no generation of sparks. Earthing system is

provided to dissipate static electrical charge to eliminate the chances of spark during

handling of products. Extra precautions are taken during execution of maintenance

and project works involving welding, cutting, grinding or any other action that can

generate spark.

Regular fire fighting and emergency handling trainings are given to the employees of

this Terminal. Besides, they have Mutual Aid Agreement with HPCL terminal,

Indian Oil Blending Ltd. Grease Plant, S.I. Group, in addition to the provision to call

Thana Belapur Industries Association, Fire Brigade of Thane, Vashi, Dombivli and

Kalyan for handling emergency if it escalates.

The vapors of more volatile products like Motor Spirit etc. can escape outside the

boundaries of this installation if a major leak occurs due to break-down of equipment

due to un-foreseen reasons. This can lead to fire from the sources of ignition outside

the installation.


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In spite of all care taken to prevent accident in the Terminal, in an unlikely event of

fire, this Terminal is equipped with the fighting facilities which include waterstorage

tanks of 5200 KL filled with water, AUTO pressurized fire water hydrants and

monitors and dry chemical powderextinguishers covering each facilities. Foam which

is required to fight petroleum fires is kept ready in the Terminal for instant use with

water in case of emergency. This Terminal also has facilities to pour foam in tanks

containing high flammable products. Water sprinkler Facilities to cool tanks has also

been provided.

In some case of major fire, the impact can spill outside the limits of Terminal. The

IOC has devised system of announcing emergency to public and all others near this

Terminal by way of sounding wailing siren. This siren is similar to the one used by

civil defense authorities to announce emergency to public.

As mentioned earlier such emergencies are very rare. However, if occurs, a few steps

as mentioned below can keep the situation manageable and provide safer exit.

In the event of hearing such siren or information of leak of products/fire in this

Terminal through any other mode, please ensure the following:

1) Stop all operations/activities specially the one which can cause spark(welding, heating, cutting, abrasion, rubbing, grinding etc.)

2) Advice all not to panic. Planned and systemic actions will help in managingthe situations more effectively.

3) Do not operate electrical switches as they may cause spark.4) Put off all open flames (in kitchen, canteen, furnace etc.).5) Avoid start of vehicles with auto-ignition.6) Ask the persons to move in downwind direction.


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7) If your premises are equipped with fire fighting systems, keep them in `readyto operate condition. Once situation is under control and emergency is over, a

clear long continuous siren will indicate `All Clear.

The phone numbers for contact have been provided in the annexure of this

booklet. You may please contact on these numbers for information on current

situation.

OFFICERS IN VASHI TERMINAL

NAME DESIGNATION

MR. MAHENDRA SHARMA CHIEF TERMINAL MANAGER

MR. A.V SHEVADE MANAGER (T)

MR. P.K.VAID DEPUTY. MANAGER (T)

MR. A.V.WANKHEDE

DEPUTY. MANAGER (T)

(MRS)TREZA SURENDRANDEPUTY. MANAGER (T)

MR. R NEELKANTANDEPUTY. MANAGER (T)

MRS. ANJALI JOSHI ASSISTANT MANAGER (F)

MR. A.M.DANI ASSISTANT MANAGER (T)

MRS. DEEPA A. SALIAN ASSISTANT MANAGER (T)

MR. KUSHAL TRIPATHI OPERATION OFFICER

MISS ISHA SINGHOPERATION OFFICER

MR. ABHISHEK KUMAROPERATION OFFICER

MR. ARUMUGAM P OPERATION OFFICER


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WHAT IS SKILL GAP ANALYSIS

A skills gap analysis is an evaluation tool for determining training needs of an

individual, group or organization. The analysis reveals the differences between the

required and the existing skill levels and the recommended strategies for reducing the

differences or closing the gap. A skills gap analysis is undertaken to identify the skills

that an employee needs, but may not have, to carry out his or her job or to perform

tasks effectively.

By applying skills gap analysis across a company it is possible to find out which skill

and knowledge shortfalls there are in an organization/department/individual. It is then

possible to target training resources on those necessary skills that require the most

attention. This should result in the optimal use of resources in terms of improving the

overall performance of the company.

HOW TO IDENTIFY SKILL GAP-Skill gaps are weak spots in a person's ability to

perform the task set before him. It is essential for employers and teachers to identify

skill gaps so that they can determine the areas their employees or students need to

improve in and where they are strong and competent. Different types of skill gap

analysis materials are available depending on the needs of your company or

organization; you may choose paper-based testing materials or testing that relies on

computer software.


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Field Visit

Study of IQCManual and SOP

Field Visit

Job DescriptionStandardization

of Skills

Formulation ofQuestionnaire

Finding TargetWorkers and

TheirBackground

TakingResponses on the

field

Mock drill Videoand Report

EvaluatingResponses With

Standards

AnalyzingResults

Recommendations and suggestions

TOOLS-Performance assessments, questionnaires, interviews and group discussions

are main tools for assessing current skill levels. Projections, company goals and long-

term plans inform what the desired skill levels are.

EVALUATION-Comparing the two findings reveal the gaps in competencies. Skill

areas evaluated include responsibilities, duties, tasks, functions and knowledge.

ADVANTAGES-Identifying workers' skill gap and the ways of meeting those needs

helps managers in attaining standard skill expected by IOC over current skill of

employees. With fulfilling those skill gaps, employees receive job satisfaction, the

company optimizes its human resources and production levels are likely to improve.

ADDITIONAL USAGES-A skills gap analysis may also reveal employees'

competencies or lack thereof that could point to the need for replacement, promotion

or pursuit of personal growth. An employee may use knowledge of a skills gap to seek

continuing education at an external training facility.

PROCESS FLOW CHART


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QUESTIONNAIRE

QUESTIONS: ON SAFETY

1. While other Lorries are getting filled where the drivers who are waiting in the

queue should be?

2. Why is it necessary to switch off the engine while filling the lorry?

3. Which firefighting equipment according to you driver should carry with him?

4. Why earthing clip is used for TT before starting filling operation?

5. What all things need to be checked before starting the pump?

6. What all things need to be checked after starting the pump?

7. Why physical measurement has to be taken for the first lorry of the day?

8. Why manifold valves at bottom needs to be closed before starting the operation?

9. Whether quick shut off valves should be closed or opened?

10. What are the PPES used by drivers or supervisors while working on TLF gantry?

11. Where the drivers and cleaners should be while filling the lorry?

12. What should be checked in hose pipe of tank lorry?

13. What care should be taken while decanting a lorry?

14. For what purpose is emergency process shut down switch used and where is it

located?

15. What should be done if emergency process shut down does not work?


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16. What is the most significant thing to be checked before starting filling of SKO?

17. What should be the flash point of kerosene?

QUESTIONS: ON GENERAL SAFETY QUESTIONS:

1. What are the different classes of fire?2. What are the three main components of fire?3. What are the three methods of extinguishing fire?4. What are the common sources of fire?5. Which are the two types of permits and how are they classified?6. What is the difference between earthing and bonding?7. What is the maximum resistance of earth pit?8. What is Megger?9. What is the minimum value of current that will cause injury to a persons

body?

a. 8m A b.15m A c.20m A10.What would you do if you find a person caught with an electric shock?11.What is lightning arrestor?12. What will happen if petrol is used for cleaning hands?13. Why air socks are used in terminal?14. If there is fire and you have to extinguish it with DCP powder what will you

check and where will you target?

15. In a week how many times the firefighting engine/pump has to be checked?a. Daily three times b. weekly three times c. three times in two weeks

16. What three things need to be checked in fire engine?


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QUESTIONS: ON QUALITY

1. At what frequency sample is to be drawn for density check?

2. At what temperature the density of the product is measured and checked and which

table is to be used?

3. How is the purity of ethanol checked?

4. What care should be taken before taking the density of tank which is nominated for

filling after change over at gantry?

5. What care should be taken while putting lock to the lorry?

6. What equipments for quality control should be carried while going on the gantry?

7. What care should be taken while taking the sample for density?

8. What quantity of HSD, MS, SKO is to be retained at gantary on daily basis?

QUESTIONS: ON OPERATIONS

1. What will you check in the VHF before carrying it to gantry?2. What is the maximum allowed speed for TT inside terminal?3. Which are the nominated tanks for BS IV, BS III, MS & HSD?4. Which pump should be nominated for T1 & T2 (BS IV MS)?5. The measuring tape & the thermometer should be same or not for gauging? If

not what will happen?

6. Which valves need to be kept open before starting with TLF?7. Which pump needs to be operated for BS III?


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8. Xtra Premium MS &Xtra Mile Super Diesel is delivered on which bay?9. What is the capacity of additive tank?10.How much quantity of additive needs to be added for MS & for HSD?11.What should be the line pressure for additive lines?12.Which valves need to be closed before starting TLF operations?13.How to check lorry for emptiness before starting its filling?14.In what sequence should the compartments be filled?15.Where should the dip rod be while filling the lorry?16.When & how to check water content in the tank lorry?17.Why is it necessary to check tyre pressure?

INDIVIDUAL REPORT


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MASTER REPORT CARD


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TRAINING RECOMENDATION CHART

Sr. No. NAMES TRAINING NEEDED

Functional Safety Behavioral

1 Employee 1 Yes Yes Yes(motivational)

2 Employee 2 - Yes Yes

3 Employee 3 - - -

4 Employee 4 - Yes -

5 Employee 5 - Yes -

6 Employee 6 Yes Yes -

7 Employee 7 - - -

8 Employee 8 Yes - -


10 Employee 10 - - -

11 Employee 11 - - Yes


13 Employee 13 - - -


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Scoresof

employess

Distribution of employees based on average score

STATISTICS

ATTITUDE

On X Axis: x value which shows score of an employee

On Y Axis`: No. Of employees as per the scores obtained

The average value of the group is the main indication of GAP in the attitude of

employees

Here the Expected Standard is 40 which includes attitude towards different

parameters like

1. Safety in operations 2. Actual operations 3. Quality Control 4.General safety

Every Parameter has got the maximum scale rating of 10.

21.85

Employees Average Score

Expected Standard Score 40


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Scor

esofemployess


AWARENESS



The average value of the group is the main indication of GAP in the

Awareness/Knowledge of employees

Here the Expected Standard is 40 which measures Awareness of different parameters

like

1. Safety in operations 2. Actual operations 3. Quality Control 4.General safety Every Parameter has got the maximum scale rating of 10.

21.7

Em lo ees Avera e Score

Em lo ees Ex ected Standard 40


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Scoresofemployess


SKILLS



The average value of the group is the main indication of GAP in the Skills of

employees

Here the Expected Standard is 40 which measures skills in different parameters like

1. Safety in operations 2. Actual operations 3. Quality Control 4.General safety Every Parameter has got the maximum scale rating of 10.

22.31Employees Average Score

Ex ected Standard Score 40


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GENERAL SAFETY

On X Axis: x value which shows score of employees

On Y Axis: No. Of employees as per the scores obtained

The average value of the group is the main indication of GAP in the desired skill level

in a particular functional area.

Here the Expected Standard is 30 which measures skill level of different parameters

like

1. Knowledge/Awareness 2. Skills 3. Attitude


Scoresofemployess

Distribution of employees

Series113.04

30


Employees Expected Standard


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OPERATIONS






like



Scoresofemployess


Series1

20.15

30




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QUALITY






like

1. Knowledge/Awareness 2. Skills 3. AttitudeEvery Parameter has got the maximum scale rating of 10.

Scoresofemployess


Series113.88

30




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SAFETY IN OPERATIONS






like



Scores

ofemployess


Series1

19.24

30




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VARIATION OF SKILLS AS PER ATTITUDE AND AWARNESS

SKILLS & ATTITUDES

It is evident from the graph that skills are very much affected by the attitudetowards job.

Attitude is one of the important parameter to be focussed on in order toincrease the skill level of employees.

SKILLS & AWARENESS

The above graph basically shows the relationship between skills andknowledge/awareness of employees about different functionality

It can be seen here that as the knowledge/awareness level increases the skilllevel also increases in the same manner.

So targeting the knowledge/awareness of employees for different functionalarea is a critical factor to be considered.

0

10

20

30

40

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Skills

Attitude

0

10

20

30

40

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Skills

Awareness


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SKILLS, ATTITUDES & AWARENESS

Above graph mainly shows the actual relationship between skills, attitudes andawareness of employees.

It can be seen that in order to target the skill levels of employees improvingknowledge/ awareness of different functions as well as developing their

attitude towards their job is important

QUALIFICATION & SKILLS

Above graph shows the relationship between the qualification of an individual It can be seen that the qualification has got an effect on skill level but Result of last employee shows that the mismatch in the qualification job

profile shows a huge g

0

5

10

15

20

25

30

35

40

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Skills

Attitude

Awareness

0

5

10

15

20

25

30

35

1 2 3 4 5 6 7 8 9 10 11 12 13

QUALIFICATION

SKILLS


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SKILLS AND AGE

Above graph basically shows the relationship between the age of an employeeand also the skill levels which the people have.

It is clear that the maximum skill level is observed in mid age level people. We can use this information to decide our target group and design a special

training program based on the age factor identifying reasons as to why skills

go down as per the age.

0

10

20

30

40

50

60

70

1 2 3 4 5 6 7 8 9 10 11 12 13

SKILLS

AGE


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JOB DESCRIPTION OF BLUE COLLAR WORKER

Job title : Jr Operator Gr I/Operator Gr II Purpose and objective of the job : To perform variety of semi skilled and

Skilled and operational activity as per

Instruction.

Department : Operations Reporting relationships : Report to Shift-In-charge/section in

charge/OO II Or any other

officer assigned for supervision by

location incharge.

Job location : Operating location i.e. Depot/Terminal.


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DUTIES AND RESPONSIBITIES

Loading/unloading of tank trucks, tank wagons etc. with all allied operationalactivities as per Standard Operating practices.

Actively and physically involve in all Tank Lorry Filling operation as perdirection including operating of flow meters/doping instrument etc as per direction

of TLF in charge.

Fills barrels, sample boxes or any other container, receives/fills/delivers petrol,diesel, lubricants, radiator water, batter water, mineral water, WMM, TBA items

etc.

Operates pumps, valves, DG Set, Diesel Engine, Fire Hydrant Engine, AirCompressor, and other electrical appliances, as directed.

Checking of water level batteries installed Available at location. Watering earthpits as per direction of supervisor.

Topping up of HSD in diesel tank of DG Set, Refueling equipment, DieselEngine, etc.

Collection of samples from Tank trucks/ storage tanks/ pipelines/ tank wagons andother function including pasting sample levels/sealing etc for testing/retention

purpose under supervision.

Maintain good housekeeping and proper safekeeping at godown/stores etc. and atany other workplace if assigned to him.

Whenever assigned to a tank truck as a helper, helps the TT Driver in maintainingthe tank truck, help in decanting/loading of tank truck. Proper maintenance of log

book in the TT as per instruction.

Perform operation of pumps and other valves etc. in pump house as perinstruction and to maintain good housekeeping in pump house.


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Taking physical dips of storage tanks and meter reading of stock of all productsMoves machinery and equipment, hose pipes etc. from one location to another

either singly or collectively as directed by superiors.

Locking / un-locking of Tank truck, Seals tank trucks, tank wagons, dip hatch ofstorage Tanks as directed. Seals valves of storage tanks after days operation as

directed.

Assists in maintaining all equipment and machinery as also in calibration of tanktrucks, tank wagons, fillers etc.

To actively participate in activity/training related to safety/security of the locationlike fire drill/security drill etc. To operate all firefighting equipment at the location

as per instruction of superiors. In case of emergency like fire/accidents etc.

actively participate in the firefighting/rescue operations etc. as per instruction

from superiors.

WORK PLACE /EMPLOYEE INTERFACE

Internal interface include with co-workers, supervisors / location in charge etc. External interface include TT Crew/ Maintenance personnel/ Railway staff/

Customer in case move with the TT.


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JOB SPECIFICATION

Qualification: Matric + Regular ITI of two year duration in following trades:Electronics Mechanic/ IT & Electronic System Maintenance/Instrument

Mechanic/ Instrument Mechanic (Chemical Plant)/Electrician/Maintenance

Mechanic (Chemical plant)/Attendant Operator (Chemical plant)/Mechanic

(Motor Vehicle)/Machinist/Fitter/ Marine fitter/Mechanic (industrial

Electronics)/Mechanic Machine tool maintenance. NAC in the same trade and

equivalent certificate from armed forces in the trade will be accepted.

Experience: Minimum One year post qualification Experience other thantraining in relevant field. However Apprentice training will be considered as

experience subject to production of NAC. For SC/ST, the period of experience

will be of 8 month.

Skill requirements: Ability to read, write and understand English and aregional language. It is desired that the candidate should be able to read, write

and understand Hindi. Sound technical knowledge of operating pumps/

electrical panels/ electronics instruments and minor maintenance of

mechanical/electrical machines. Sound intelligence and interpersonal skill,

obedience, learning ability, ability to work in a team.

Physical standards: Must be declared fit as per pre-employment medicalexamination and have sound physical strength, movement, auditory/visionary

capability including proper color vision etc. Person with disability will not be

considered this post considering the physical demand & hazardous nature of

the job.


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MOCKDRILL REPORT

LOCATION OF EMERGENCY: T1, Body Valve

NATURE OF EMERGENCY: Spark leading to fire due to gland leak 07.5.13

Sr. No. Activity Response Time

4.1 Emergency Spotted 14.15

4.2 Alarm Raised (Vocal) 14.16

4.3 Electrical Siren Sounded 14.17

4.4 Sprinkler Started (if applicable) for T2 14.16

4.5 Monitor Started (if applicable) for T3, T1 14.16

4.6 DCP F/E Discharged (if applicable) 14.15

4.7 Rescue Team on Site 14.18

4.8 All TTs Evacuated 14.21

4.1 All Clear Given on Site 14.22

4.11 Electrical Siren Sounded for All Clear 14.23

FEATURES OF THE DRILL:

i. The site of fire was clearly announced over wireless network.ii. Surprise fire drill for TT new during peak fire of loading.

iii. 10kgs DSP discharged, sprinkler started successfully by TLF staff.


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OVERALL ASSESSMENT OF PREPARDNESS OF EMERGENCY:

i. 10kgs DSP discharged successfully. Subsequent starting of Hydrant monitorsthen followed by foam.

ii. Cooling T2, T3 by sprinkler and Hydrant monitor.iii. TT movement well supervised.iv. Auxiliary team was effective (Valve closed, TT guided).v. Head count done.

AREAS OF IMPROVEMENT:

i. Head count shall be done effectively by team leader.ii. Security shall do head counting after the completion of emergency at

assembly point.

iii. Assembly line shall be clearly visible.iv.

Fire wheel to be shifted near licensed gate for generating more awareness


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SUGGESTIONS

The Security person on the gate is not well educated so he needs to be trained. S & D office is congested there is no ventilation & Lab should be on the other

side.

All the Bays should have meter on both sides in order to reduce the time gap. Vehicles should come on time on the gate when their no. is announced. There is no enough space available for lorry to move out of terminal in case of

emergency or fire mock drill.

There should be space between the pipelines in area of maintenance as theworker cannot work comfortably due to lack of space.

A zebra crossing should be along the Gantry area and also near the main gatebecause many a times the trucks move without giving any indications as and

when they wish to. This may result a great loss to the company as well as to

the society.


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LIST OF FIGURES

LIST OF ANNEXURE

LIST OF ABBREVATION

ABBREVATIONS FULL FORM

HO Head Office

DLOQ Dimensions of the Learning Organization Questionnaire

SR.NO DESCRIPTION

PAGE

NO

1 Objective of the Study

2 Peter Senge Model Of Learning Organization

3The Dimensions of the Learning Organization Questionnaire

(DLOQ)

ANNEXURE DESCRIPTION

1 DLOQ Questionnaire

2 Table of Detailed Scores

3 Differences in Means across departments

4 Scores across levels of learning


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OBJECTIVE OF THE STUDY

The basic objective of this project is:

To study the level of individual, team and organizational learning in two departments

i: e (Marketing department and LPG-OPS department) of IOCL.

To study the effectiveness of learning in the departments.


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TRAINING AND DEVELOPMENT AT IOCL

Training constitutes an important component of the overall Human Resource

Management strategy in Indian Oil. Indian Oil believes learning to be a continuous

process. It is considered essential for the employees to continuously update their

functional knowledge and skills in various disciplines. Indian Oil believes in

familiarizing its employees with the latest technological changes, organizational

procedures and systems including the various management concepts.

Training & development have been the key elements in facilitating IOCs growth over

the years. As early as in the 80s, it initiated a proactive structured transition from

Human Resources Management to Human Resource Development. This has enabled

IOC to withstand competition, maintain steady pace of growth and development and

face various challenges.

TRAINING VISION:

To magnify capabilities, galvanize attitudes and ignite passion through creation of

high impact experiential learning. Be global leaders in learning.

TRAINING MISSION:

To facilitate the process of integration of personal ambitions and aspirations ofthe employees with the corporate objectives through training interventions.

To continuously scan the environment, review training programmes anddesign need based inputs to ensure achievements of high-level excellence in

consumer satisfaction.

Assist the employees in their pursuit of knowledge and self- actualization,expounding the belief that there are limits to human potential and growth.


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Facilitate the induction of the new employees (officers & staff) into Indian OilCorporation, through suitable orientation programs.

Enable through training, Defence services to effectively handle storage,distribution and consumption of petroleum products which shall also play a

vital role in building customer relations over a long term.

TRAINING PHILOSOPHY:

IOC Ltd. believes that learning is a continuous process. So, it is essential that the

employees update their functional knowledge skills in various disciplines. They

should also be familiar with the latest technological changes, organizational

procedures and modern management concepts.

And one of the basic philosophies of training at IOC is to bring together the

participants of different places and disciplines so that they can exchange their

experiences with other participants, thereby getting concrete problems.

TRAINING OBJECTIVE:

The overall training objective of training is to develop required knowledge, skills and

attitudes of the employees so that they can perform more productivity and achieve the

business goal. To achieve this, each training programme is been designated a business

goal linkage. This could not only result in self growth, but also contribute towards

organizational effectiveness.

TRAINING SETUP:

Indian Oil Institute of Petroleum Management (IIPM), Gurgaon Indian Oil Management Academy (IMA), Haldia Indian Oil Management Centre for Learning (IMCL), Mumbai.


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THE SEQUENCE OF THE TRAINING ACTIVITIES

OrganizationalDeficiencies

Identified

PotentialTraining Need

Task/ DataAnalysis

Reporting

Results

Evaluation Activities

Evaluating the training

staff

Evaluating the training

programme

Evaluating the learners

Establish

training

objectives

Training Planning

Information

Learning outlines

Selection/design of

evaluation method

Scheduling Training

Doing the

training


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LITERATURE SURVEY

Definition of Learning:

Learning is acquiring new or modifying existing knowledge, behaviours, skills,

values, or preferences and may involve synthesizing different types of information .It

is the single most important concept in the human behaviour. Every aspect of human

behaviour is responsive to learning experiences; Knowledge, languages, skills,

attitudes, value system and personality characteristics. It is a relatively permanent

change in behaviour based on an individual's interactional experience with its

environment.It is the lifelong process of transforming information and experience into

knowledge, skills, behaviors, and attitudes.

Learning may not necessarily involve some formal education or training activity, but

can often result from the process of undertaking work itself. Thus, the learning

organization does not necessarily require an enhanced investment in education and

training, but definitely require effort to ensure that learning is captured as value added

resource in the organization.

LEARNING ORGANISATION

A Learning organization is the term given to a company that facilitates the learning of

its members and continuously transforms itself. It develops as a result of the pressures

facing modern organization and enables them to remain competitive in the business

environment. A learning organization has 5 main features:

System thinking.

Personal Mastery

Mental Modes.

Shared Vision.

Team Learning.


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The Learning organization concept was coined through the work and research of Peter

Senge and his colleagues (Senge, 1990).It encourages organization to shift to a more

inter connected way of thinking. Organization should become more like communities

that employees can feel a commitment to. They will work harder for an organization

they are committed to organization that acquires knowledge and innovates fast

enough to survive and thrive in a rapidly changing environment learning

organizations

Creates a culture that encourages and supports thinking, continuous employeelearning, and risktaking with new ideas.

Value employee contributions and allow mistakes. Learns from experience and experiment

Senge defines Learning Organizations as Organizations where people continually

expand their capacity to create the results they truly desire, where new and expansive

patterns of thinking are nurtured, where collective aspiration is set free, and where

people are continually learning to learn together.
http://www.businessdictionary.com/definition/knowledge.htmlhttp://www.businessdictionary.com/definition/environment.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/create.htmlhttp://www.businessdictionary.com/definition/culture.htmlhttp://www.investorwords.com/4826/support.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.businessdictionary.com/definition/risk.htmlhttp://www.businessdictionary.com/definition/idea.htmlhttp://www.businessdictionary.com/definition/value.htmlhttp://www.businessdictionary.com/definition/employee-contributions.htmlhttp://www.investorwords.com/8807/allow.htmlhttp://www.businessdictionary.com/definition/mistake.htmlhttp://www.businessdictionary.com/definition/experience.htmlhttp://www.businessdictionary.com/definition/experiment.htmlhttp://www.businessdictionary.com/definition/experiment.htmlhttp://www.businessdictionary.com/definition/experience.htmlhttp://www.businessdictionary.com/definition/mistake.htmlhttp://www.investorwords.com/8807/allow.htmlhttp://www.businessdictionary.com/definition/employee-contributions.htmlhttp://www.businessdictionary.com/definition/value.htmlhttp://www.businessdictionary.com/definition/idea.htmlhttp://www.businessdictionary.com/definition/risk.htmlhttp://www.businessdictionary.com/definition/employee.htmlhttp://www.investorwords.com/4826/support.htmlhttp://www.businessdictionary.com/definition/culture.htmlhttp://www.businessdictionary.com/definition/create.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/environment.htmlhttp://www.businessdictionary.com/definition/knowledge.html


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PETER SENGE MODEL OF LEARNING ORGANISATION

According to Peter Senge Organizations do not organically develop into learning

organizations; there are factors prompting their change. Organization need to learn

faster than their competitors and to develop a customer responsive culture for a

learning organization, it is not enough to survive.Survival learning or what is more

often termed adaptive learning is important indeed it is necessary. But for a learning

organization, adaptive learning must be joined by generative learning, learning

that enhances our capacity to create (Senge 1990:14).A learning organization has five

main features; systems thinking, personal mastery, mental models, shared vision and

team learning.

In the work of Peter Senge

The Fifth Discipline

Peter Senge stated in an interview that a learning organization is a group of people

working together collectively to enhance their capacities to create results they really

care about. Senge popularized the concept of the learning organization through his

book The Fifth Discipline. In the book, he proposed the following five disciplines:

1. Systems thinking: Organizations are a system of interrelationships. Tobecome more successful we need to analyze these relationships and find the

problems in them. This will allow an organization to eliminate the obstacles to

learning.

2. Personal mastery: An individual holds great importance in a learningorganization. Personal development holds as much important as commitment
http://en.wikipedia.org/wiki/Peter_Sengehttp://en.wikipedia.org/wiki/Systems_thinkinghttp://en.wikipedia.org/wiki/Personal_developmenthttp://en.wikipedia.org/wiki/Personal_developmenthttp://en.wikipedia.org/wiki/Systems_thinkinghttp://en.wikipedia.org/wiki/Peter_Senge


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and work for the organization. Employees need to grow and work on their own

goals.

3. Mental Models: This is the company culture and the diverse theories andmindsets that serve as a framework for the functioning of the organization.

Learning organizations look for how these affect organizational development.

4. Shared Vision: A learning organization's employees all share a commonvision. Personal goals must be in sync with the goals and vision of the

organization.

5. Team Learning: The importance of dialogue and group discussion. For ateam to learn, they must be in sync and reach agreement.

BENEFITS:

Maintaining levels of innovation and remaining competitive. Being better placed to respond to external pressures. Having the knowledge to better link resources to customer needs. Improving quality of outputs at all levels. Improving corporate imageby becoming more people oriented. Increasing the pace of change within the organization.
http://en.wikipedia.org/wiki/Organization_developmenthttp://en.wikipedia.org/wiki/Corporate_imagehttp://en.wikipedia.org/wiki/Corporate_imagehttp://en.wikipedia.org/wiki/Organization_development


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THE DIMENSIONS OF THE LEARNING ORGANISATION

QUESTIONNAIRE (DLOQ)

Several advocates of the learning organization have developed diagnostic tools for the

learning organization. An analysis of such instruments grew out of a project carried

out by Gephart, Marsick and Van Buren through the American Society for Training

and Development (Gephart et al., 1996). One conclusion was that many instruments

have diagnosis and intervention as their purpose but are informed primarily by a

change agents practice, not by research. Instruments sometimes imply that

improvement will result if an organization adopts recommended practices. But many

factors affect the successful adaptation of practices, including an analysis of the

organizational systems contributions to degree of success. Research can help track

these factors and help change agents and decision makers make informed choices

about how to modify interventions.

The Dimensions of the Learning Organization Questionnaire, or DLOQ grew out of

research and practice and has subsequently been tested and modified through research

studies. The DLOQ measures important shifts in an organizations climate, culture,

systems, and structures to find out the extent of influence on an individuals learning

level. The questionnaire consists of close ended questions with a Likert Scale of rating

raging between 1 to 6, 1 being almost never i.e. lowest and 6 being almost always

i.e. highest. The following areas were examined through the questionnaire:

1. Individual Learning Level

2. Team Learning Level

3. Organizational Learning Level


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Marsick and Watkins identified seven action imperatives or dimensions that

characterize the companies striving to become learning organizations. These seven

dimensions of the learning organization form the basis of the DLOQ.

These are integrated into the Learning Organization Model as shown below:

Learning Organization Action Imperative

Based on research conducted by Watkins, Selden, and Marsick (1997); Watkins,

Yang, and Marsick (1997); and Yang, Watkins, and Marsick (1998), measuring

organizations against the dimensions of the learning organization, they have found a

correlation between the learning organization dimensions and knowledge and

financial performance.


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PROJECT OUTLINE

This project deals with the topic LEVEL OF LEARNING ACROSS

DEPARTMENTS IN IOCL. This project is undertaken to find out the current level of

learning that are followed in two different departments at IOCL viz. Marketing

Department and LPG-OPS Department that affect the learning of their employees. For

this purpose, the research we started by administering the survey questionnaire

{Dimensions of Learning Organization Questionnaire (DLOQ), filled by officers of

grade the C, D, E and F all the two departments in HO. This questionnaire helped to

assess the level of learning in IndianOil. To get a better representative of the

population we used random sampling. This gave the learning scores at the individual,

team and organizational level and also the seven dimensions of learning in the form of

mean. The main purposes for these tests were to understand how much variance was

there in the means of each level between the two departments. This analysis helped us

to access the various strength and weakness of each department.

From this project, we will be able to identify the strengths that the company can

continue to build on and the areas of greatest strategic leverage for development

toward becoming a learning organization.


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THE SURVEY INSTRUMENT

1) Survey Questionnaire using DLOQ:

DLOQ was devised by Victoria J. Marsick and Karen E. Watkins in the year 2003.

Organizations wanted to explore links between organizational learning and the

performance of the firm and a way to diagnose their current status and guide change,

and scholars wanted better measures of learning to compare organizations. The

solution was to develop and validate an instrument that addresses these needs.

The Dimensions of the Learning Organization Questionnaire, or DLOQ grew out of

research and practice and has subsequently been tested and modified through research

studies. The DLOQ measures important shifts in an organizations climate, culture,

systems, and structures to find out the extent of influence on an individuals learning

level. The questionnaire consists of close ended questions with a Likert Scale of rating

raging between 1 to 6, 1 being almost never i.e. lowest and 6 being almost always i.e.

highest. The following areas were examined through the questionnaire:

1. Individual Learning Level 2. Team Learning Level 3. Organizational Learning

Level

In this questionnaire, one is asked to think about how ones organization supports and

uses learning at an individual, team, and organizational level. These dimensions of

learning organization help in understanding the impact of change in learning on the

outcome variables of knowledge and financial performance along with finding out the

level of learning. In this project we are using this instrument only to find out the level

learning so that we can correlate the learning means of the two departments.


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.INTRODUCTION TO DEPARTMENTS

For the purpose of this research we studied two functional departments of IOCL,

which areMrketing Department and LPG OPS Department. Given below is a brief

introduction to these departments.

1. MARKETING DEPARTMENTIndian Oil has one of the largest petroleum marketing and distribution networks in

Asia, with over 35,000 marketing touch points. Its ubiquitous petrol/diesel stations are

located across different terrains and regions of the Indian sub-continent. From the icy

heights of the Himalayas to the sun-soaked shores of Kerala, from Kutch on India's

western tip to Kohima in the verdant North East, IndianOil is truly 'in every heart, in

every part'. IndianOil's vast marketing infrastructure of petrol/diesel stations, Indane

(LPG) distributorships, SERVO lubricants & greases outlets and large volume

consumer pumps are backed by bulk storage terminals and installations, inland

depots, aviation fuel stations, LPG bottling plants and lube blending plants amongst

others. The countrywide marketing operations are coordinated by 16 State Offices and

over 100 decentralised administrative offices.Several landmark surveys continue to

rate IndianOil as the dominant energy brand in the country and an enduring symbol

for high quality petroleum products and services. The heritage and iconic association

that the brand invokes has been built over four decades of commitment to

uninterrupted supply line of petroleum products to every part of the country, and

unique products that cater not only to the functional requirements but also the

aspirational needs of millions of customers.


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IndianOil has been adjudged India's No. 1 brand by UK-based Brand Finance, an

independent consultancy that deals with valuation of brands. It was also listed as

India's 'Most Trusted Brand' in the 'Gasoline' category in a Readers' Digest - AC

Nielsen survey. In addition, IndianOil topped The Hindu Businessline's "India's Most

Valuable Brands" list. However, the value of the IndianOil brand is not just limited to

its commercial role as an energy provider but straddles the entire value chain of gamut

of exploration & production, refining, transportation & marketing, petrochemicals &

natural gas and downstream marketing operations abroad. IndianOil is a national

brand owned by over a billion Indians and that is a priceless value.


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2. LPG OPS DEPARTMENTThe LPG Operations department is mainly concerned with the distribution of

cylinders from the Bottling Plants to the Distributors. The Distributors act as an

interface between the Company and the Consumers.

The critical roles of the LPG Operations department include

Receipt and Storage of cylinders from Bottling Plants. Enrolment of New Customers. Acceptance of refill booking. Distribution of filled cylinders to customers, Collection and Return of the empty cylinders to the Bottling Plants.

Attending to customer complaints.

Compliance with the rules of the Company.LPG is a highly subsidized commodity and there is mass consumption of te product.

Also, there is 99% home delivery to be done of the LPG Cylinder and IOCL delivers

around 25000 cylinders every day. This requires good quality service and IOCL sees

to it that the distribution is done within 2 days. The department takes feedback from

the customers and all their complaints are taken into consideration.


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RESEARCH METHODOLOGY

This project is entirely based on primary research. The initial step was by undertaking

a survey using the DLOQ which was filled by the managers of B, C, D, E, F, G and H

grade officers of the Marketing Department and LPG OPS Department.

RESEARCH DESIGN:

The research design adopted here is the Exploratory Research Design. It helped us to

determine the best research design, data collection method and selection of subjects.

This research is conducted using qualitative techniques of questionnaire and

interviews to support it along with secondary research such as reviewing available

literature and/or data, The results of qualitative research can give some indication as

to "why", "how" and "when" something occurs. The results of this exploratory

research can provide significant insight into the given situation.

SAMPLING DESIGN:

The sampling design used is Simple Random Sampling, because it provides a better

representation of the population. Random sampling ensures the law of Statistical

regularity which states that if on an average the sample chosen is a random one the

sample will have the same composition and characteristics as that of the universe

Hence, this sampling design has been used. The sample size was 25 respondents each

from the twodepartments who filled the DLOQ. Due to the busy schedule of the

officers and wide scope of project, only these many respondents were made a part of

this survey.

STATISTICAL DESIGN AND TOOLS

For the analysis of the survey (DLOQ) data we used the following tools:

Means of Individual Learning, Team Learning, Organizational Learning, Excel.


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DATA COLLECTION

USING QUESTIONNAIRE-

The data was collected by administering the DLOQ. This questionnaire was first

administered in the HO Office (Mumbai) for 2 Departments. The Department

responses were selected i: e the Marketing Department and LPG OPS Department.

Thus a sample size of 25 from each department were collected and analyzed.

DATA ANALYSIS

The data is interpreted in the following way, the scores of the questions in the-Dimensions of Learning Organization Questionnaire ranged from 1 to 6, 1 being the

lowest and 6 highest.

The scores were then analyzed to find out individual, team and organization levelmeans. This was done by finding the mean for every question in the DLOQ Based on

which we got the following results:

SCORES ACROSS LEVELS OF LEARNING

SR.NO DIMENSION MARKETING LPG-OPS

1 Individual learning 4.46 3.91

2 Team learning 4.43 4.33

3 Organizational

Learning4.42 4.17

4 Overall learning 4.44 4.14


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ANALYSIS OF EACH DEPARTMENTS

MARKETING DEPARTMENT

SR.NO DIMENSION MARKETING

1 Individual learning 4.46

2 Team learning 4.43

3 Organizational Learning 4.42

On X axis: X value represents the dimension of learning

On Y axis: Y value represents the mean of scores.

In marketing department we can see that the learning at individual level is more as

compared to team and organisational level.

Individual learning Team learningOrganisational

learning

1 2 3

MARKETING 4.46 4.43 4.42

4.44.414.424.434.444.454.464.47

AxisTitle

MARKETING


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LPG-OPS DEPARTMENT

On X axis: X value represents the dimension of learning

On Y axis: Y value represents the mean of scores.

In LPG-OPS department we can see that the learning at team level is more as

compared to individual and organisational level.

Individual learning Team learningOrganisational

learning

1 2 3

LPG OPS 3.91 4.33 4.17

3.73.83.9

4

4.14.24.34.4

Axis

Title

LPG-OPS

SR.NO DIMENSION LPG-OPS

1 Individual learning 3.91

2 Team learning 4.33

3 Organizational Learning 4.17


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LIMITATIONS OF STUDY

100% accuracy cannot be guaranteed in the DLOQ because the respondentsperception at the time they filled the questionnaire could have been affected by

any recent negative/ positive happening.

Since the questionnaire had already been formulated, there was very littlescope for innovating and making changes in the existing questionnaire.

The Dimensions of the Learning Organization Questionnaire (DLOQ) couldnot show highs and lows over time. It just gave a snapshot of perceptions of

change at the time the instrument was taken.

LEARNING EXPERIENCE OF THE PROJECT

Understanding of the functioning of a Public Sector Unit (PSU) and some ofits departments.

Gathering and analysis of information. Learning the analysis of the data and other aspects of the project. The importance of survey and the data so collected. Its effective usage to get

results that are closer to truth.

Working with a group and learning how to accept the ideas and views of yourco-worker.


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SUGGESTIONS

Job rotations & transfers should be planned well in advance to give more timefor knowledge transfer.

Trainings should be conducted on business etiquettes and communication withinternational customers (cross cultural orientation).

Rewards & Recognitionmonetary or otherwise should be given through apublic forum and made visible to all.

Innovation Culture needs to be fostered by use of technology through intranet,discussion forums etc.by encouraging suggestions schemes and innovative

ideas and building action teams to implement the ideas. .

E-learning should be done on a larger scale.Learning should be formallyshared. For instance, there are 5 plants at State Office. The inspection

observations of 1 plant should be shared with the other 4 plants so that the

same inspection observation does not get repeated.

IOCL has a very powerful tool, that is, the intranet, to boost the level oflearning of its employees. However, the intranet is under-utilized as it is not

updated regularly. This can be taken care of in the form of regular updates.

As training need identification has a good scope for future improvement moreemphasis should be given to it.

Along with intranet of the organization, internet could be use to administercountrywide survey within organization. Only random sampling should be

used rather than convenience sampling as it is more representative of the

population. Large sample size should be used so as to get effective results.


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PROFORMA

ANNEXURE-I

DIMENSIONS OF LEARNING ORGANISATION QUESTIONNAIRE

This questionnaire is designed to assess the level of learning in Indian Oil. After the

aggregate data is analyzed, IOCL will be able to assess the strengths of the

organization. From this data, you and your organization will be able to identify the

strengths you can continue to build on and the areas of greatest strategic leverage for

development toward becoming a learning organization.

NAME :

REGION:GRADE: Yrs OF SERVICE:

AGE: GENDER: DATE:

SR.

NO.

STRONGLY

DISAGREE DISAGREE

SOMETIMES

DISAGREE

SOMETIMES

AGREE AGREE

STRONGLY

AGREE

INDIVIDUAL LEVEL 1 2 3 4 5 6

1

In my organization,

people openly discuss

mistakes in order to

learn from them.

2

In my organization, people

identify skills they need for

future work tasks.

3In my organization, people

help each other learn.

4


can get money and other

resources to support their

learning.

5


are given time to support

learning.


view problems in their workas an opportunity to learn.


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are rewarded for learning.

8


give open and honest

feedback to each other.

9


listen to others' views

before speaking.

10


are encouraged to ask

"why" regardless of rank.

11

In my organization,

whenever people state their

view, they also ask what

others think.

12


treat each other with

respect.

13


spend time building trust

with each other.

TEAM LEVEL

1

In my organization,

teams/groups have the

freedom to adapt their goals

as needed.

2

In my organization,

teams/groups treat members

as equals, regardless of

rank, culture, or other

differences.

3

In my organization,

teams/groups focus both on

the group's task and on how

well the group is working

4In my organization

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