VRS for ONGC Staff

RAJYA SABHA STARRED QUESTION NO

file:////192.168.1.252/Admin/11%20Aug%2014%20(Rajya%20Sabha%20Starred%20Question%20No.303)%20Sir%20-%202.htm[9/16/2014 5:27:20 PM]

RAJYA SABHA STARRED QUESTION NO.303 TO BE ANSWERED ON 30.07.2014

VRS for ONGC staff

303. SHRI MOHD. AL1 KHAN:

Question Answer

Will the Minister of PETROLEUM AND NATURAL GAS be pleased to state:

(a) whether Oil and Natural Gas Corporation Limited (ONGC) is working for Voluntary Retirement Scheme for its staff; and

(b) if so, the details thereof and the response received so far?

Answer

(a) to (b): A statement is laid on the Table of the House.

xx

STATEMENT REFERRED TO IN REPLY TO PARTS (a) TO (b) OF THE RA.JYA SABHA STARRED QUESTION NO. 303RAISED BY SHRI MOHD. ALI KHAN, MP TO BE ANSWERED ON 30.07.2014 REGARDING VRS FOR ONGC STAFF.

(a) and (b): Oil and Natural Gas Corporation Limited (ONGC) has been implementing Voluntary Retirement Seheme(VRS) for itsemployees since 1989. The Scheme was implemented during the period from 1989 to 1999 and thereafter from 2003 to 2013.However, ONGC has not introduced VRS for its employees beyond the year 2013. Details of number of employees who took VRSduring 1989 to 2013 are given as under:

Year Class I Class II Class III Class IV Total1989 57 38 44 22 1611990 62 8 21 10 1011991 155 23 79 40 2971992 233 28 105 49 4151993 209 41 128 55 4331994 249 51 120 93 5131995 172 11 67 47 2971996 113 29 59 66 2671997 134 17 50 39 2401998 477 132 176 42 8271999 860 206 219 57 13422000 0 0 0 0 02001 0 0 0 0 02002 0 0 0 0 02003 401 67 113 105 6862004 361 42 51 42 4962005 169 18 31 20 2382006 64 9 12 11 962007 37 3 10 10 602008 31 2 13 8 542009 55 2 12 6 752010 60 4 12 10 862011 59 4 25 17 1052012 73 6 21 21 1212013 80 2 18 13 113*Total 4111 743 1386 783 7023

*till date



xx

INDEX

NOTE FOR SUPPLEMENTARY ON RAJYA SABHA STARRED QUESTION NO 303 FOR REPLY ON 30.07.2014 VRS FORONGC STAFF

S.No. Subject1. What is the present manpower strength of ONGC at different work centres on each

of the Executive and Non-Executive Levels?2. What is the short term, medium term and long term HR Plan of ONGC?3. When were the VRS Schemes launched by ONGC during last 15 years, the details

and the responses so received?4. Has ONGC undertaken any study for launching of the VRS Schemes? What basis

has been used for launch of the VRS Schemes?5. What are year-wise details of the position of employees at beginning of year,

resigned, retired, VRS, employees died, recruitments made by ONGC during last15 years ? please provide the details for officers and workmen separately.

6. What is the rationale for launch of the VRS Schemes if ONGC is making newrecruitments?

7. Has ONGC undertaken any study for executive and non-executive manpowerrequired at different organizational levels and at different work centres?

8. Is there any excessive manpower at any executive and non-executive levels?9. Instead of launching VRS, has ONGC undertaken any effort for re-deployment of

the excess manpower?10. Are there any international and national benchmarks related to HR requirements at

various executive and non-executive levels

xx

11. Has ONGC undertaken any specialized training schemes for executives and non-executives to gear up to the competitive challenges? Give details along with thederived benefits.

12. What are the financial and non-financial performance-based incentive schemes ofONGC for its employees?

13. What are internal performance related HR benchmarks in ONGC?14. What is ONGC promotion policy at the Corporate and Non-Corporate executive and

supervisory levels?15. What is the attrition rate in ONGC in last 15 years and reason thereof?16. What is the policy followed by ONGC for lateral entry at different executive and non-

executive levels?17. Does ONGC has an HR Plan corresponding to Perspective Plan 2030?18. What is the present contractual strength of ONGC?19. What are the policies followed by ONGC in respect of the Contractual employees /

workers?20. Does ONGC has any policy for re-engagement of separated employees?21. Is there any resentment among the employees of Gujarat with respect to HR Policy

of ONGC? Please provide the details.22. Whether employees have reported their grievances to the Standing Committee and

what action has been taken by ONGC?23. What is the grievance handling mechanism in ONGC at corporate level and project

levels?24 What are the tools/ methodology adopted by ONGC to motivate its employees?25 What was issue of question paper leak of ONGC recruitment? please provide the

details including cause, how it happened and action taken in this regard ?



xx

Q.1. What is the present manpower strength of ONGC at different work centres on each of the Executive and Non-Executive Levels?

Reply

The manpower strength of ONGC as on 01.07.2014 is 33,604 comprising 24,339 executives and 9,265 non-executives. Detailsgiving break-up of manpower in ONGC, location-wise is as under:

Location wise Manpower Position Executives & Staff : July 01, 2014

Sector Location Executives Staff Total01-Headquarters

DEHRADUN 1841 601 2442DELHI 1434 86 1520JODHPUR 132 46 178

01- Headquarters Total 3407 733 414002- MumbaiSector

COA 52 20 72HAZIRA 610 208 818MUMBAI 4653 1453 6106URAN 470 300 770

02- Mumbai Sector Total 5785 1981 776603- WesternSector

AHMEDABAD 2028 753 2781ANKLESHWAR 2120 693 2813BARODA 1030 435 1465CAM BAY 226 120 346MEHSANA 1722 564 2286

03- Western Sector Total 7126 2565 969104- EasternSector

JORHAT 830 410 1240NAZIRA 2846 1924 4770SIBSAGAR 138 149 287SILCHAR 263 141 404

04- Eastern Sector Total 4077 2624 670105- SouthernSector

CHENNAI 606 131 737KAKI N ADA 171 42 213KARAIKAL 925 378 1303RAJAHMUNDRY 1045 283 1328

05-Southern Sector Total 2747 834 3581 AGARTALA 632 293 92506- CentralSector

BOKARO 183 13 196

KOLKATA 382 222 60406-Central Sector Total 1197 52 8 1725Grand Total 24339 9265 33604

xx

Q.2. What is the short term, medium term and long term HR Plan of ONGC?

Reply

The short term, medium term and long term HR plans of ONGC are based on its long term Perspective Plan-2030. The HR Planhas been drawn keeping the following objectives in view:

To ensure availability of adequate human resources to meet the strategic goals and operational plans of the organization i.e.the right people with the right skills at the right timeTo keep up with social, economic and technological trends that impact human resourcesRemain flexible so that the organization can manage change if the future is different than anticipated



In the Short Term period from 2014 to 2016, ONGC has planned for the induction of around 1,600 Executives and 2,450 Non-executives. In the Medium Term period covering the period from 2014 to 2018 induction of around 4,200 Executives and 6,900Non-executives, has been planned. Over the long term period covering 10 years from 2014 to 2023, induction of around 8,300Executives and 13,800 Non-executives has been planned.

These plans have been drawn up with a view to:

Rejuvenate the work force by infusing young blood.Ensure functional excellence through infusion of skills & expertise and professional development of employees to keepabreast of the upcoming domains and technologies.Enable staffing of focus areas covered under ONGC's Perspective Plan-2030 viz., ONGC Videsh Limited, BusinessDevelopment & Joint Ventures, Centres of Delivery, Partnerships and Alliances.Enable manning of sensitive work areas through deployment of regular work force.Build capacity to bridge gaps arising from lead time intervals between recruitment of manpower and their final deploymentafter undergoing training..

xx

Q.3. When were the VRS Schemes launched by ONGC during last 15 years, the details and the responses so received?

Reply

ONGC has been implementing Voluntary Retirement Scheme for its employees since 1989, initially in accordance with OM No.2(36)/86-BPL(WC) dated 05.10.1988 of Bureau of Public Enterprises, Government of India and subsequently, in accordance withOM No. 2(32)/97-DPE(WC)/GL-XXII dated 05.05.2000 issued by the Department of Public Enterprises, Government of India. TheScheme was implemented during the period from 1989 to 1999 and thereafter, from 2003 to 2012.

Ministry of Petroleum & Natural Gas conveyed its decision to ONGC in 2012 stating inter-alia that VRS should not be made anannual feature and the next scheme should not be brought in before five years. ONGC was directed to ensure and confirm strictcompliance of the decision.

ONGC vide its letter Ref. No. 103(93)/12-CP dated 10.04.2013 sought permission of the Ministry of P&NG to implement the VRScheme for two months in a year for the next five years, in accordance with DPE Guidelines and with the approval of the Board.

Thereafter, a presentation on VRS in ONGC was made to the Secretary to the Government of India, Ministry of P&NG on23.05.2013. During the meeting, it was agreed by the Secretary (P&NG) that ONGC may go ahead with the implementation of VRSin accordance with DPE Guidelines, with the approval of the Board of Directors of ONGC.

Ministry of P&NG vide its letter Ref. No. 31018/36/2009-ONG-III dated 25.06.2013, conveyed its approval for implementing VRS inONGC for two months during 2013-14, strictly as per DPE Guidelines. Accordingly, ONGC implemented VRS during the year 2013-14, in accordance with DPE Guidelines, for a period of two months, with the due approval of the Board of Directors of theCompany. The Scheme was open during the months of June & July, 2013.

A total number of 7,023 employees comprising 4,854 executives and 2,169 non-executives have separated from ONGC on accountof VRS, till date.

xx

Q.4. Has ONGC undertaken any study for launching of the VRS Schemes? What basis has been used for launch of theVRS Schemes?

Reply

Industrial Engineering Studies are undertaken well in advance before the launch of VRS Scheme in ONGC focussing on thenumber of under qualified executives who have risen from the ranks in executive category and also the non-performing employees.The VRS is granted only to employees below a quantified threshold based on age, qualification and Performance Appraisal Report(PAR) ratings. Employees with medical conditions are also considered on merits. It is also ensured that highly qualified, skilled andexperienced employees with good PAR ratings are not normally given the benefit of VRS.

xx



Q.5. What are year-wise details of the position of employees at beginning of year, resigned, retired, VRS, recruitmentsmade by ONGC during last 15 years? Please provide the details for officers and workmen separately.

Reply

Details of separations on account of resignations, retirement, VRS and demise as well as recruitment made in ONGC year-wise,during the period from 2000-01 to 2014-15 (upto 30.06.2014), separately for executives and non-executives are given as under:

Sector Location Executives Staff Total01-Headquarters

DEHRADUN 1841 601 2442DELHI 1434 86 1520JODHPUR 132 46 178

61- Headquarters Total 3407 733 414002- MumbaiSector


02- Mumbai Sector Total 5785 1981 776603- WesternSector

AHMEDABAD 2028 753 2781ANKLESHWAR 2120 693 2813BARODA 1030 435 1465CAM BAY 226 120 346MEHSANA 1722 564 2286

03- Western Sector Total 7126 2565 969104- EasternSector

JORHAT 830 410 1240NAZIRA 2846 1924 4770SIBSAGAR 138 149 287SILCHAR 263 141 404

04- Eastern Sector Total 4077 2624 670105- SouthernSector

CHENNAI 606 131 737KAKI N ADA 171 42 213KARAIKAL 925 378 1303RAJAHMUNDRY 1045 283 1328

05-Southern Sector Total 2747 834 3581 AGARTALA 632 293 92506- CentralSector

BOKARO 183 13 V96

KOLKATA 382 222 6P406-Central Sector Total 1197 52 8 1725Grand Total 24339 9265 33604

xx

Q.6. What is the rationale for launch of the VRS Schemes if ONGC is making new recruitments?

Reply

VRS in ONGC focuses on reducing the number of under qualified executives who have risen from the ranks in executive categoryand also the non-performing employees in both executive and non-executive categories. VRS is granted only to employees below aquantified threshold based on age, qualification and Performance Appraisal Report (PAR) ratings. Employees with medicalconditions are also considered on merits. It is also ensured that highly qualified, skilled and experienced employees with good PARratings are not normally given the benefit of VRS.

Fresh recruitments are made in order to meet the assessed requirement of manpower in terms of numbers and competence, forrejuvenating the ageing workforce by inducting younger, qualified and fitter professionals, for replenishing the talent pool which isreducing on account of superannuation of more than 9,000 employees during the next five years. Further, it is also undertaken tobuild capacity in order to bridge gaps arising from the lead time intervals between recruitment of manpower and their finaldeployment after undergoing training.



xx

Q.7. Has ONGC undertaken any study for executive and non-executive manpower required at different organizationallevels and at different work centres?

Reply

ONGC has been undertaking several studies for assessing its manpower requirements, separately for Executives and Non-executives, on a regular basis for different organizational levels and for all work centres. The Annual Workforce Induction Plans areformulated each year, based on assessed manpower requirement. During the last few years many manpower assessment studieshas been carried out.

ONGC follows a scientific system of manpower planning based on present and future work requirements, separations and by takinginputs from various work centres. Manpower assessment is done based on zero-base study i.e. sanctions are need based everyyear and inductions are made accordingly. Data on future superannuation and attrition trends are also taken into account.

xx

Q.8. Is there any excessive manpower at any executive and nonexecutive levels?

Reply

As per the Manpower Assessment Studies carried out, there is no excessive manpower at any executive or non-executive levels.

xx

Q.9 : Instead of launching VRS, has ONGC undertaken any effort for re-deployment of the excess manpower?

Reply

As already mentioned above, VRS is undertaken by ONGC in order to reduce the number of under qualified executives who haverisen from the ranks in executive category and also the non-performing employees in both executive and nonexecutive categories.It is granted only to employees below a quantified threshold based on age, qualification and Performance Appraisal Report (PAR)ratings. Employees with medical conditions are also considered on merits. Further, such employees who are being considered forVRS possess lesser qualifications, have skills obsolescence and are in an age group where learning new skills for redeployment isnot feasible.

xx

Q.10. Are there any international and national benchmarks related to HR requirements at various executive and non-executive levels?

Reply

There are international and national benchmarks related to HR requirements of executives and non-executives in various facets ofoperations in the E&P Sector.

xx

Q.11. Has ONGC undertaken any specialized training schemes for executives and non-executives to gear up to thecompetitive challenges? Give details along with the derived benefits.

Reply

ONGC provides world class learning opportunities to all levels of executives in different disciplines commencing with inductiontraining for new graduate trainees, refresher trainings to middle and senior level executives in technical, techno-managerial andmanagerial domains, certification programmes, project management training and leadership development programmes through aplanned training calendar with pre-identified training partners. In addition to the calendar programmes arranged in India, executivesare also nominated for a vast number of training programmes, seminars and workshops in specialized areas, organized both inIndia and abroad. All these activities are coordinated by the ONGC Academy based at Dehradun.



ONGC also operates four Regional Training Institutes (RTIs) located at Chennai, Vadodara, Panvel and Sivasagar whichpredominantly cater to the skill development needs of its non-executives and supervisors. RTI conducts a systematic inductiontraining programme for newly recruited non-executives. In addition, several statutory training programmes such as Mines VocationalTraining (MVT), Survival at Sea, First Aid Training and Electrical Supervisory Licence Training are also conducted by these RTIs.

As a result of nominating its employees for such programmes, the company has been able to develop and enhance the professionalknowledge and skills of its work force which has resulted in improved efficiency and productivity. It has also helped in the totalintegration of its business across the entire value chain. It has also helped the company to equip its professionals to introduce newtechnologies and venture into other areas including alternate sources of energy such as solar and wind etc.

xx

Q.12. What are the financial and non-financial performance-based incentive schemes of ONGC for its employees?

Reply

ONGC has well defined and properly documented Promotion Regulations which exist since 1974 and have been amended fromtime-to-time. The rules have been designed to meet career aspirations of individuals, as well as develop a professional andmotivated workforce to meet the challenges of global competition. The policy is transparent and is akin to time bound scheme. Dateof promotion is rationalized to first of January upto E-7 (General Manager) level. For the purpose of career progression, thequalification profile of employees is categorized into 4 qualification levels as under:

Q-1- Qualification prescribed for induction at E-1 level (i.e. 60% minimum in B.Tech, MBA, M.Sc. etc., except CA.).

Q-2- Prescribed qualification as above with less than 60% / Diploma for induction at A-ll i.e. Assistant Technician level.

Q-3- Qualification such as Matric with Trade Certificate, Graduate etc., prescribed for induction at A-l level i.e. Junior AssistantTechnician level.

Below Q-3 - All qualifications less than the above three categories.

Methods for Promotion in ONGC

The following three methods are being followed for promotions in ONGC:

(a) Seniority-cum-Fitness:

This method is followed for promotions within W level (Group-D), within A' & 'S' levels (Group-C), from A' level to E-0 (Group-B),from E-0 to E-1 (i.e. from Group-B to the lowest rung of Group-A.) and from E-1 to E-4 (Group-A), through a quantificationmethodology..

Under seniority cum-fitness promotion, all eligible employees are considered for promotion to the next higher grade after putting inspecified years of service, and employees meeting the minimum laid down criteria are promoted irrespective of the number ofvacancies. This is a growth oriented promotion policy on the lines of the time bound promotion scheme circulated by BPE.

b) Quantification Methodology

This method is followed for promotions from E-1 to E-4 levels (i.e. Non-Corporate Executive level), in the executive cadre .

Under the quantification scheme, the individual is assessed based on qualification (20 marks), experience (30 marks) andPerformance Appraisal Reports (50 marks). For promotion from E-1 to E-2, the minimum marks required is 66, for E-2 to E-3 & E-3to E-4, minimum marks required is 77.

(c) Corporate level Promotions - Merit-cum-Seniority (Corporate Level i.e. E - 5 and above)

For all corporate level posts i.e. E-5 and above, promotions are considered by a high level selection committee based purely onmerit and seniority together with availability of positions. The current promotion policy at corporate level is enclosed at Annexure-VIII. In the current policy, interview has been introduced for promotion from E-7 to E-8 and E-8 to E-9 levels. Assessment by Peers& Sub-ordinates through 360 degree feedback mechanism is being considered for promotion to E7, E8 and E9 levels. For promotionfrom E-4 to E-5, E-5 to E-6 and E-6 to E-7 levels, assessment by DPC is also taken into account besides qualification, PAR score



and Seniority/ experience.

Enabling Provisions for SC & ST Employees

Promotions in ONGC upto E4 level are akin to time bound promotions and hence no separate provision for reservations isenvisaged. Under this growth oriented promotion policy all eligible employees who are otherwise fit are considered for promotion tonext higher grades/level after putting in specified years of service, irrespective of any vacancy, upto E-4 level.

For all corporate level posts i.e. E-5 and above, promotions are considered by a high level selection committee based purely onmerit and seniority and availability of positions. Although there is no reservation in promotion in the corporate level posts forSCs/STs, the Selection Committee takes a considerate view with the result that the number of CMs/equivalent, DGMs, GMs, GGMsand EDs belonging to SC and ST community are representative in number to the overall percentage.

As per statutory provisions, SC/ST representatives are associated during every recruitment exercise as well as DepartmentalPromotion Committees (DPCs) up to E-7 levels.

DPCs for Corporate Level promotions for E-5, E-6 and E-7 levels comprise all Functional Directors chaired by CMD. DPCs for E-8& E-9 levels consist all functional Directors, independent Directors, and Government nominees which is chaired by CMD. All theDirectors and CMD are Presidential Appointees and they are responsible to take due care to protect the rights of SC/ST/OBCcandidates.

xx

Q.13. What are internal performance related HR benchmarks in ONGC?

Reply

The Performance of all Business Units including HR is monitored by the Performance Management & Benchmarking Group ofONGC. The Annual Performance Evaluation is based on the concept of Balanced Scorecard, on SAP Platform

performance management system. The Performance Benchmarks/Grades for Individual Performance, are as under:

Exceptional (A+)Top Performer (A)Very Good (B)Adequate (C)In-Adequate (D)

The Performance Benchmarks / Grades are managed through a well -designed e-enabled Performance Appraisal System for alllevels in ONGC. The e-PAR is configured in SAP platform, managed through WEB enabled system.

xx

Q.14: What is ONGC promotion policy at the Corporate and Non- Corporate executive and supervisory levels?

Reply

ONGC has well defined and properly documented Promotion Regulations which exist since 1974 and have been amended fromtime-to-time. The rules have been designed to meet career aspirations of individuals, as well as develop a professional andmotivated workforce to meet the challenges of global competition. The policy is transparent and is akin to time bound scheme. Dateof promotion is rationalized to first of January upto E-7 (General Manager) level. For the purpose of career progression, thequalification profile of employees is categorized into 4 qualification levels as under:

Q-1- Qualification prescribed for induction at E-1 level (i.e. 60% minimum in B.Tech, MBA, M.Sc. etc., except CA.).

Q-2- Prescribed qualification as above with less than 60% / Diploma for induction at A-II i.e. Assistant Technician level.

Q-3- Qualification such as Matric with Trade Certificate, Graduate etc., prescribed for induction at A-l level i.e. Junior AssistantTechnician level.

Below Q-3 - All qualifications less than the above three categories.



Methods for Promotion in ONGC

The following three methods are being followed for promotions in ONGC:

(a) Seniority-cum-Fitness:

This method is followed for promotions within W level (Group-D), within 'A' & 'S' levels (Group-C), from A' level to E-0 (Group-B),from E-0 to E-1 (i.e. from Group-B to the lowest rung of Group-A.) and from E-1 to E-4 (Group-A), through a quantificationmethodology..

Under seniority cum-fitness promotion, all eligible employees are considered for promotion to the next higher grade after putting inspecified years of service, and employees meeting the minimum laid down criteria are promoted irrespective of the number ofvacancies. This is a growth oriented promotion policy on the lines of the time bound promotion scheme circulated by BPE.

(b) Quantification Methodology

This method is followed for promotions from E-1 to E-4 levels (i.e. Non-Corporate Executive level), in the executive cadre .

Under the quantification scheme, the individual is assessed based on qualification (20 marks), experience (30 marks) andPerformance Appraisal Reports (50 marks). For promotion from E-1 to E-2, the minimum marks required is 66, for E-2 to E-3 & E-3to E-4, minimum marks required is 77.

(c) Corporate level Promotions - Merit-cum-Seniority (Corporate Level i.e. E-5 and above)

For all corporate level posts i.e. E-5 and above, promotions are considered by a high level selection committee based purely onmerit and seniority together with availability of positions. The current promotion policy at corporate level is enclosed at Annexure-VIII. In the current policy, interview has been introduced for promotion from E-7 to E-8 and E-8 to E-9 levels. Assessment by Peers& Sub-ordinates through 360 degree feedback mechanism is being considered for promotion to E7, E8 and E9 levels. For promotionfrom E-4 to E-5, E-5 to E-6 and E-6 to E-7 levels, assessment by DPC is also taken into account besides qualification, PAR scoreand Seniority/ experience.

Enabling Provisions for SC & ST Employees

Promotions in ONGC upto E4 level are akin to time bound promotions and hence no separate provision for reservations isenvisaged. Under this growth oriented promotion policy all eligible employees who are otherwise fit are considered for promotion tonext higher grades/level after putting in specified years of service, irrespective of any vacancy, upto E-4 level.

For all corporate level posts i.e. E-5 and above, promotions are considered by a high level selection committee based purely onmerit and seniority and availability of positions. Although there is no reservation in promotion in the corporate level posts forSCs/STs, the Selection Committee takes a considerate view with the result that the number of CMs/equivalent, DGMs, GMs, GGMsand EDs belonging to SC and ST community are representative in number to the overall percentage.

As per statutory provisions, SC/ST representatives are associated during every recruitment exercise as well as DepartmentalPromotion Committees (DPCs) up to E-7 levels.

DPCs for Corporate Level promotions for E-5, E-6 and E-7 levels comprise all Functional Directors chaired by CMD. DPCs for E-8& E-9 levels consist all functional Directors, independent Directors, and Government nominees which is chaired by CMD. All theDirectors and CMD are Presidential Appointees and they are responsible to take due care to protect the rights of SC/ST/OBCcandidates.

xxx

15. What is the attrition rate in ONGC in last 15 years and reason thereof?

Reply

It may be observed that the average attrition rate during the last 15 years is 0.35%. Resignation is a personal choice exercised bythe individual employee for several reasons such as pursuing higher studies, better remuneration options within India and abroad,domestic compulsions etc. A table indicating attrition in ONGC during the period from 2000-01 to 2014-15 (till 30.06.2014) is givenbelow:



FinancialYear

ManpowerStrength ( ason 1st Apr)

Resigned AttritionRate

2000-01 40021 13 0.032001-02 40226 55 0.132002-03 38033 57 0.142OO3-O4 39352 64 0.162OO4-O5 38033 60 0.1620O5-O6 36186 172 0.472006-07 34722 372 1.072007-08 33773 299 0.892OO8-O9 32949 150 0.462009-1O 33002 61 0.182010-11 32780 104 0.322011-12 33229 98 0-292012-13 32862 105 0-322OI3-I4 32923 118 0.362014-15 * 339" 11 0.03Average Attrition Rate 0-35%

* till 30 June 2014

xx

Q.16. What is the policy followed by ONGC for lateral entry at different executive and non-executive levels?

Reply

The lateral entry is carried out at executive level for building up specific competency and domain expertise in different discipline andgroups as per the requirement of the company. Recently, as per the need of the company for specialist and domain experts indifferent focus areas, a total requirement of 129 experts/specialist was assessed at E2, E4 & E6 levels. There is no such provisionfor lateral entry in the non-executive cadre.

xx

Q.17. Does ONGC has an HR Plan corresponding to Perspective Plan 2030?

Reply

The short term, medium term and long term HR plans of ONGC are based on its long term Perspective Plan-2030. The growthtrajectory of the company has been drawn keeping the following objectives in view:

To ensure availability of adequate human resources to meet the strategic goals and operational plans of the organization i.e.the right people with the right skills at the right timeTo keep up with social, economic and technological trends that impact human resourcesRemain flexible so that the organization can manage change if the future is different than anticipated

In the Short Term period from 2014 to 2016, ONGC has planned for the induction of around 1,600 Executives and 2,450 Non-executives. In the Medium Term period covering the period from 2014 to 2018 induction of around 4,200 Executives and 6,900Non-executives, has been planned. Over the long term period covering 10 years from 2014 to 2023, induction of around 8,300Executives and 13,800 Non-executives has been planned.

These plans have been drawn up with a view to:

Rejuvenate the work force by infusing young blood.Ensure functional excellence through infusion of skills & expertise and professional development of employees to keepabreast of the upcoming domains and technologies.



Enable staffing of focus areas covered under ONGC's Perspective Plan-2030 viz., ONGC Videsh Limited, BusinessDevelopment & Joint Ventures, Centres of Delivery, Partnerships and Alliances.Enable manning of sensitive work areas through deployment of regular work force.

Build capacity to bridge gaps arising from lead time intervals between recruitment of manpower and their final deployment afterundergoing training.

xx

Q.18. What is the present contractual strength of ONGC?

Reply

ONGC awards job/service contracts in non-core and low-technology areas which are seasonal and temporary, by following the laiddown procedure. Contractors who are awarded such contracts engage their own personnel for performance of the contractsawarded to them by ONGC. As on 01.04.2014, there were 16, 406 contractual workers who were working with various contractorsin ONGC.

xx

Q.19. What are the policies followed by ONGC in respect of the Contractual employees / workers?

Reply

ONGC has drafted a comprehensive model contract for service contracts where workmen are engaged, deployed, supervised andpaid directly by contractors who perform the jobs awarded to them, by ONGC, in order to ensure uniformity and standardizationacross all work centres of the company.

Only those contractors who possess PF and ESI Code Numbers are permitted to bid for contracts in ONGC. This ensures bettercompliance with the provisions of the EPF & MP Act and ESI Act (wherever applicable).

ONGC has issued guidelines to ensure that payment of wages to contract labour is made by the contractors to their employeesthrough cheques or direct bank credit through NEFT/RTGS. The contractors are required to supply photocopies of the transactions,duly endorsed by the bank concerned to the Principal Employer along with the monthly bill. This has been successfully implementedand the feedback has been encouraging.

Workshops are organized periodically for sensitizing Principal Employers to ensure compliance by contractors of all statutoryprovisions of law. Detailed guidelines have also been issued and copies are provided to each Principal Employer clearly explainingthe responsibilities, statutory obligations of contractors and the Do's and Don'ts while managing outsourced operations. A check-listhas also been prepared and is required to be submitted by the Principal Employers on a periodical basis as a step in monitoringcompliance of statutory obligations by contractors.

ONGC, as a responsible Principal Employer ensures that obligations flowing out of various labour enactments including minimumwages or higher wages as agreed, EPF, ESI (as applicable), Leave with wages etc., are complied with by the contractors. Contractlabour deployed in the operations of ONGC in the State of Gujarat are paid Rs.5G7- extra, per day, over and above the minimumwages in compliance to the order of D. CLC(C), Mumbai dated 13.02.2001.

Wages paid to contractual workers is normally the minimum wages as notified by the Government plus statutory benefits asprescribed under labour legislations.

In order to mitigate the financial hardship faced by workers employed by contractors, ONGC has institutionalized Fair Wage Policy atall its work centres. This would ensure that workers engaged by contractors are provided the statutory minimum wage plusadditional wage @ 35% of minimum wage plus Rs.50/- per day in addition to other benefits such as EPF @ 12% upto the limit ofRs.6500/-, Bonus @ 8.33%, Leave wages @ 18 days per year as per Mines Act, ESI @ 4.75% where applicable, Group InsuranceCover of Rs.5 Lakhs with double accident benefit and Group Gratuity cover from LIC. These benefits are extended to the contractlabour through their respective contractors and the additional financial liability arising out of implementation of the aforesaid policy isborne by ONGC.

ONGC has also introduced a unique scheme called Sahayog Yojana in 2004 for which a registered Trust has been formed with aone-time infusion of Rs. 10 Crore by ONGC. The scheme caters to the emergency and social needs of casual and contract labour



by providing financial assistance for meeting the educational needs of their dependent children (upto Rs. 0.40 lakhs), marriage oftheir dependent daughters (upto Rs. 0.50 lakhs) and medical treatment of dependents (upto Rs. 5.00 lakhs). Each ONGC employeecontributes Rs. 1000/- per year to the Trust. The Trust is headed by CMD, ONGC. Till date, more than Rs. 4 Crores has beendisbursed as ex-gratia covering around 1000 beneficiaries.

xx

Q.20. Does ONGC has any policy for re-engagement of separated employees?

Reply

Rule-29 of Service Rules of ONGC provides for re-engagement of ex-employees by a duly constituted selection committee foroverall assessment of the suitability of the candidates in terms of qualification, past service records, experience and skills developedover a period of time after severance from ONGC.

xx

Q.21. Is there any resentment among the employees of Gujarat with respect to HR Policy of ONGC? Please provide thedetails.

Reply

As per information on record, there is no resentment among employees of ONGC posted at Gujarat with respect to HR Policy ofONGC.

xx

Q.22. Whether employees have reported their grievances to the Standing Committee and what action has been taken byONGC?

Reply

One Shri. K.C. Hari Kumar, President of the Baroda Unit of ASTO had submitted a letter to the then Hon'ble Chairman of theStanding Committee on Petroleum & Natural Gas. A query was raised as a non-agenda item and the matter was clarified orally tothe then Hon'ble Chairman of the Standing Committee followed by a written submission and the issues were clarified suitably byONGC.

xx

Q.23. What is the grievance handling mechanism in ONGC at corporate level and project levels?

Reply

ONGC has a well-established Grievance Management System for its regular employees comprising of a three-tier structure at workcentre level and an independent Appeals Committee at the corporate level.

xx

Q.24. What are the tools/ methodology adopted by ONGC to motivate its employees?

Reply

Initiatives toward Employee Morale & Motivation

Annual Awards Scheme

ONGC has a very motivating Annual Awards Scheme for recognizing achievements in all facets of its activities at both Corporateand Work Centre levels. In addition, Spot Awards have also been introduced to instantly recognize any exemplary performance.

Employee Suggestion Scheme (ESSeNCE)



ONGC has launched a Suggestion Scheme titled Employees Suggestion Scheme for Engagement, Commitment and Efficiency(ESSeNCE), aimed at facilitating achievement of organisational excellence by encouraging employees to put forth suggestions forimprovement in various functional areas of the Corporation's business and operations.

Business Games

Business Games are conducted for executives annually in order to help them hone their managerial business acumen in acompetitive business scenario. The three-tier event attracts participation from a vast cross section of executives. The teams whichemerge as the winner at sectoral levels is awarded cash award while the winner in the final round is felicitated by the CMD duringthe Republic Day celebrations at Headquarters, Dehradun and presented with a cash award.

Fun Team Games

Fun Team Games (FTG) for non-executives has been introduced to enhance business awareness among the Class III, IV & EOlevel employees. The format of the game involves participation of groups of four multi-disciplinary members. These competitions areaimed at creating a multi-disciplinary team spirit; build camaraderie among employees and create a sense of ownership andbelonging to the organization. The competition is held at three levels. The national winner is presented with a cash award by theCMD during the Republic Day celebrations at Dehradun. Sectoral level winners are also awarded cash prizes.

xx

Q.25. What was issue of question paper leak of ONGC recruitment? please provide the details including cause, how ithappened and action taken in this regard ?

Reply

The All India written examination for recruitment of Graduate Trainees (GTs) in ONGC at E-1 level was held on 22.06.2014 across353 test centres located in 14 cities in the country including 85 centres at Delhi. These test centres were identified by M/s. MeritTrac Services Private Limited, Bangalore, the agency hired by ONGC through open tendering process for conducting theexamination, on an outsourcing basis.

On the day of the GT examination, an incident of seal tampering of question papers was reported by the ONGC's Venue Observerdeployed at one of the centres in Delhi viz., Holy International Senior Secondary School, Om Vihar Phase-V, Uttam Nagar, NewDelhi. The observer in-turn was informed telephonically of the incident at 7-15 a.m. initially by the Chairman of the School andthereafter by the Sub-Inspector of Police, Crime Branch, Delhi, on 22.06.2014, i.e., the day of the examination. It was reported that4 question papers each of Mechanical Engineering and Human Resource disciplines were missing from the packets. It was alsoreported that three officials from the school were in were taken into custody by the Crime Branch near the school, with the questionpapers.

An FIR was registered by the Anti-Snatching Cell - Crime Branch, Prashant Vihar, New Delhi under Sections 420, 406, 120-B/34 ofIPC. Based on the incident report of ONGC's Observer, an FIR was lodged by ONGC with SHO, Connaught Place, New Delhi on23.06.2014 who in-turn converted the same into a complaint to be clubbed with the original FIR.

So far, no evidence of any leakage of question paper has been found and the police authorities are still investigating the matter andthey are yet to advise ONGC on a future course of action. However, since the process might take long and since more than onemonth has already passed since the written examination was held, ONGC has since cancelled the entire recruitment exercise forwhich the written test was held on 22.06.2014 in the interest of fair conduct of the examination. Further, action is underway torefund the examination fees to the candidates who had got themselves registered for the examination.

Since the present methodology of written test at multiple locations across the country, simultaneously, involving ever increasingnumber of aspirants, is fraught with the possibility of similar happenings, in future, ONGC is presently in the process of adopting analternate testing mechanism.

xx

ANNEXURE - I

Location wise Manpower Position Executives & Staff : July of, 2074

Sector Location Executives Staff Total01- Headquarters DEHRADUN 1841 601 2442



DELHI 1434 86 1520JODHPUR 132 46 178

01-Headquarters'. Total 347 733 414002- MumbaiSector


02-Mumbai-Sector: Iota! 5785 776603- WesternSector

AHMEDABAD 2028 753 2781ANKLESHWAR 2120 693 2813BARODA 1030 435 1465CAMBAY 226 120 346MEHSANA 1722 564 2286

03 - Western Sector Total. 7126 2565 969104- Eastern Sector JORHAT 830 410 124a

NAZIRA 2846 1924 4770SIBSAGAR 138 149 287SILCHAR 263 141 404

04 - Eastern Sector Total 4077 2624 670105- SouthernSector

CHENNAI 606 131 737KAKINADA 171 42 2,3KARAIKAL 925 378 1303RAJAHMUNDRY 1045 283 1328

05- Southern Sector Total 2747 834 358106- Central Sector AGARTALA 632 293 925

BOKARO 183 13 196KOLKATA 382 222 6 0 4

06-Central Sector Total 1197 528 1725 Grand Total 24339 9265 33604

xx

Sub : Voluntary Retirement for the employees of Public Enterprises.

Government had been considering for quite some time the introduction of a voluntary retiremerit scheme for the employees of publicsector enterprises 'with a view, to reducing surplus manpower. After careful consideration it has bean decided that public sectorenterprises can introduce a voluntary retirement schema on the following terms and conditions.

a) An employee who has completed 10 years of service or completed 40 years of age may seek voluntary retirement by a writtenrequest.

b) The management of the enterprise will have the right not to grant voluntary retirement for reasons to be recorded in writing.

c) The terminal payments available to an employee who seeks voluntary retirement would be:

i. the balance in his Provident Fund Account payable as per the CPE regulation.ii. cash equivalent of accumulated earned leave as per the rules of the enterprise.

iii. gratuity as per Gratuity Act or the gratuity scheme applicable to the employee.iv. one months'/three months' notice pay (as per the conditions of service applicable to him).

d) (d) In addition, an employee whose request for' Voluntary Retirement is accepted would also be entitled to an ex- grastiapayment equivalent to 1/2 months' emoluments (pay + DA) for each completed year of service of the monthly emolument at thetime of retirement multiplied by the balance months of service left before normal date of retirement, whichever is less. For example,an employee, who has put in 24 years of service and has got only one year of service for normal retirement, will get ex-gratiapayment of only 12 months' emoluments and not 36 months' emoluments.

In addition, the employee and big family would __ be entitled to travel by the entitled to travel by the entitled class to the placewhere he intends seeting down.



2. 'The Voluntary Retirement Scheme would be applicable to all employees, workers and executives. Where there is a surplusmanpower, the vacancy caused by Voluntary Retirement Schema would not be filled up.Voluntary Retirement Schemes on theabove parameters can be introduced by the Public Enterprises with the approval of the Administrative Ministries.

3. If in exceptional cases where a higher ex-gratia payment is proposed -to be made, the approval of the Bureau of PublicEnterprises- must be obtained by the' administrative Ministries,, It Is also clarified -that if an enterprise has already adopted, aVoluntary Retirement. Scheme , on conditions different from -what is stated in para one above, the same can be continued by them.Availability of funds for implementing the Voluntary Retirement Scheme as- proposed above has to be sorted out by theadministrative Ministries through normal inter-ministerial consultations.

4. The Ministry of Petroleum &. Natural Gas Ministry of Agriculture & Cooperation etc., are requested to bring the details of theVoluntary Retirement Scheme to the notice of the BSBs under their administrative control.

xx

Sub: Introduction of a revised Voluntary Retirement Scheme (VRS)

The Government had announced o Voluntary Retirement Scheme (VRS) vide OM No. 2(36)/86-BPE(WC) dated 5th October, 1988.Government have revised the scheme to make it more efficacious having regard to both, the interests of the employees' and theneed to enable Public Sector Enterprises (PSEs) to rationalize their surplus manpower.

2. Enterprises which arc financially sound and can sustain a scheme of VRS on their own surplus resources may devise andimplement variants of the existing VRS cited in para 1 above. However, in no case shall the compensation exceed 60 days salaryfor each completed year of service or die salary for the number of months service left, whichever is less. Salary for the purpose ofVRS shall consist of basic pay and DA only and no other element.

3. Enterprises that make . marginal profits or loss-making enterprises may adopt the revised scheme of VRS which is modelled onthe Scheme that exists in the Suite of Gujarat. The details of the scheme are set out hereunder.

i. The compensation will consist of salary of 35 days for every completed year of service and 25 days for the balance ofservice left __ superannuation. The compensation will be subject to a minimum of Rs. 25,000/- or 250 days salary whicheveris higher. However, this compensation shall not exceed the sum of the salary that the employee would draw at the prevailinglevel for the balance of the period left before superannuation.

ii. Salary for purpose of VRS will consist of basic pay and DA only.iii. Arrears of wages due to revision etc. will not be included in computing the eligible amount.iv. Payment of bonus should conform to the provisions in the __ Casual Leave may be encashed in proportionate measure upto

the date of VRS.

4. A suitable variant of the arrangement in para 3 above may be __ the Ministry of Textails in respect of Textiles units subject to thecondition attached thereto.

5. For sick and unviable units, the VSS package of Department of Heavy Industry will be adopted. As a corollary, the VSS schememay be modelled on Gujarat pattern and be made applicable as in para 3 above. However, employees would have to ___ VSSwithin 3 months from the date of __ they would be eligible only for retirement compensation. The details of VSS are as under:-

i. An employee would be entitled to on ex-gratia payment equivalent to 45 days emoluments (pay + DA) for each completedyear of service or the monthly emolument at the time of retirement multiplied by the balance months of service left before thenormal date of retirement, whichever is less;

ii. All those who have completed riot less than 30 years' of service, will he eligible for a maximum of 6.0(sixry) monthssalary/wage as compensation lilts will be. subject to the amount .riot exceeding the salary/wage for the balance period ofservice left (at the rate of monthly salary/wage at the time of voluntary retirement).

6. The compensation under VRS/VSS will be in addition to terminal benefit:.

7. Employees of industrial cooperatives with Government equity participation and who are not members of the cooperative will alsobe covered under the VRS.

8. Budgetary support will be provided to the marginally profit or loss making enterprises and to the sick enterprises for implementingVRS only in case _ credit is not available. The funds would normally be made available at the beginning of the financial year.However, before seeking budgetary support _ cases of unviable/sick PSUs other sources of funding should be fully __ such as



asset securitization and bank loans against Government guarantee __ funding VRS/VSS.

9. VRS will be applicable to the permanent employees badli workers __ charged established and temporary workers but not to thecasual workers. There will be no recruitment against __ arising due to VRS.

10. It will be the responsibility of the concerned administrative __ assist those __ for VRS in getting loans from banks for pursuing__ employment.

11. NRF in its present form will cease to exist. The funds requirement _/rehabilitation of employees availing of VRS will be placed _Department of Public Enterprises under arrangements to be evolved.

12. In implementing the VRS scheme, managements shall ensure that extended primarily to such employees whose services maybe dispensed will detriment to the company. Care will be exercised to ensure that highly skilled qualified workers and __ are notgiven the option. As there shall be recruitment against vacancies __ due to VRS - it is important that organisation is not denuded oftalent. The managements of the PSUs _ introduce the VRS with the approval of their Boards and the administration Ministries.

13. The administrative Ministries/Departments are requested to bring the details of the Voluntary Retirement Scheme and theVoluntary Separation Scheme to the notice of the Public Enterprises under their administrative control and to ensure that PSEsimplement the schemes strictly in accordance with the provision set out herein.

14. The O.M. supersedes O.M No.2(36)/86-BPE(WC) dated 5th October 1988 and subsequent circulars issued on the subject.

xx

Subject: Voluntary Retirement Scheme (VRS) in ONGC.

Sir,

I am directed to refer to ONGC's letter dated 30th July, 2012 on the aforesaid subject and to convey the decision of the Ministry asfollows:-

VRS should not be made an annual feature and the next scheme should not be brought in before five years.

The VRS adopted in the year 2012 has been approved by Secretary (PNG) subject to the following conditions: -

I. VRS to weed out surplus employees should be resorted to occasionally and not on a regular basis.II. ONGC should determine the ideal number of employees and come out with the proposal after due preparation and must

make efforts to create awareness.III. Considering the poor response to the scheme from ONGC employees, it has been observed that the scheme has not

achieved objective in a meaningful way.IV. VRS may be operated after informing the employees that such a scheme will not be available in the next 3 years at least.V. ONGC should review continuation of employees as per the provisions of Rule 26(7) of the Service Rules on annual basis.

The element of arbitrariness mentioned in the letter dated 30th July, 2012 (copy enclosed) could be minimized by issuingclear guidelines and constituting a Scrutiny Committee comprising of senior functionaries of ONGC/ Ministry.

VI. ONGC may prepare a list of officials who have lower qualifications and/or have constraints on their movement/posting everytime of their choice and those whose performance is not considered satisfactory.

2. It is requested that the aforesaid decision of the Ministry may kindly be strictly followed and a report on compliance of the samebe furnished to the Ministry.

3. This issues with the concurrence of IFD and approval of Secretary (P&NG).

xx

Subject: Voluntary Retirement Scheme (VRS) in ONGC. Reference: Letter No. 31018/36/2009/ONG- III dated 12/09/2012.

Sir,

This has reference to MoPNG letter No. 31018/36/2009/ONG- III dated 12/09/2012 on the above cited subject. While conveyingapproval for VRS implemented by ONGC in the year 2012, the above mentioned letter also stated that "VRS should not be made



an annual feature and the next scheme should not be brought in before five years".

In this regard, with reference to the issues raised in your above mentioned letter, following points are submitted for acomprehensive and detailed understanding and appreciation of VRS scheme implemented in ONGC till now:

i) VRS scheme in ONGC is being implemented in line with the DPE guidelines to weed out surplus employees. The scheme isimplemented on year to year basis and kept open for a limited period of two months on every occasion.

ii) The scheme in ONGC has been implemented with a clear objective of giving Voluntary retirement to employees who are under-qualified and / or have medical constraint, which affects their performance in order to ensure that effective workforce remains inplace. The scheme is well publicized through our internal e-portal and adequate awareness is created for the same.

iii) The response of our employees to the scheme has been satisfactory and the objective of the scheme is being fulfilled. Toillustrate the this point, the number of employees who have been given voluntary retirement since introduction of the VR Schemefrom the year 1989 onwards is as follows:

Year No. ofEmployees



1989 161 1996 267 2006 961990 101 1997 240 2007 601991 297 1998 827 2008 541992 415 1999 1342 2009 751993 433 2003 686 2010 861994 513 2004 496 2011 1051995 297 2005 238 2012 121 TOTAL 6 9 1 0

iv) The VR Scheme is implemented every year, during the months of May and June, which coincides with the transfer seasonleading to some of the employees who are not willing to go on transfer, due to personal / family / medical constraints, opting forVoluntary Retirement. Considering the same. Company would like to continue operating the scheme every year.

v) With regard to your advice for considering compulsory retirement for non performers, if is brought out that there is no provision inthe Service Rules of Company to compulsorily retire employees, who posses lower qualifications, are poor performers and / or haveconstraints on their movement / posting. The provision of compulsory retirement is listed as a major penalty under CDA Rules ofCompany.

vi) A list of officials with lower qualifications, below average performance appraisal report (PAR) and / or who have constraints onmovement is already available with ONGC. There is. a objective and well established eligibility criteria for considering the requestsfor Voluntary Retirement, which consists of weightage for PAR, Age and Qualification. The criteria is designed in such a way thatonly lower qualified, below average performer and / or employees above the age of fifty years are able to meet the criteria. Thenature of work in ONGC, particularly in Drilling Rigs / Production installations (both in Onshore and Offshore areas) in the field isphysically very demanding and many of the employees, working continuously in the field would like to opl for Voluntary Retirement,after the age of 50 years, due to physical constraints.

vii) Our intention and objective is to target the remaining employees who are under qualified / poor performers or have healthconstraints which comprise around 5 % of our total work force, for availing voluntary retirement.

viii) This issue was also discussed during the ONGC Review Meeting on Organizational Issues held al Jeevan Bharfi Building. NewDelhi on 08/04/2013, which was chaired by Secretary, MoPNG. During the meeting it was advised that ONGC should submit arequest to MoPNG for implementation of VRS.

In view of the above, it is requested that ONGC may be allowed to implement the Voluntary Retirement Scheme as per DPEguidelines with the approval of the Board, to be kept open for a period of two months in a year, for the next five years. However, itshall be ensured that the Scheme will be implemented strictly on need basis.

xx

Subject: - Implementation of Voluntary Retirement Scheme (VRS) in ONGC- reg.

I am directed to refer to ONGC's letter No. 103/(93)/12-CP dated 10th April, .2013 on the above referred subject and to convey the



approval of the competent authority for implementation of the Voluntary Retirement Scheme (VRS) in ONGC subject to the followingconditions:-

i. VRS Scheme would be implemented for two months during 2013-14, strictly as per DPE Guidelines:ii. ONGC will ensure that no recruitment takes place against the vacancies caused due to retirement of personnel under VRS. "

xx

Annexure - VII

YEAR EXE/STAFF As On ManpowerStrength

RETT RESGN VRS DEMISE TotalRecruitment

2000-01

Executives 01/04/2000 21490 11 13 0 01 206Non-Executives

18531 04 0 0 01 24

40021 15 13 0 02 2802001-02

ExecutivesNon-Executives

01/04/2001 21415 54 55 0 08 3118811 06 0 0 04 48

40226 60 55 0 12 792002-03

Executives 23306 190 57 0 43 43Non-Executives

01/04/2002 14727 28 0 0 08

38033 218 57 0 51 652003-04


01/04/2003 15569 48 0 218 13 23

39352 446 64 686 70 334 2004-05


01/04/2004 4727 101 0 93 10 0

38033 661 60 496 49 2032005-06


13373 91 0 51 23 5

36186 550 172 238 95 252006-07


11564 75 0 23 16 20

34722 456 372 96 78 252007-08


11130 199 6 20 71 3

2007-08 Total 33773 529 299 60 122 2472008-09


9960 183 14 21 59 243

2008-09 Total 32949 503 150 54 110 8952009-10


9080 166 3 18 55 124

2009-10 Total 3302 508 61 75 121 727 Executives 01/04/2010 24453 484 93 64 66 5982010-11

Non-Executives

8327 149 11 22 62 835

2010-11 Total 32780 633 104 86 128



12 Executives2011-12 Total 33229 730 98 105 '43 712 Executives 24661 714 97 79 82 8672012-13

Non-Executives

01/04/2012 8201 180 8 42 55 453

2012-13 Total 32862 894 105 121 137 1320 Executives 24625 862 94 82 57 10612013-14

Non-Executives

01/04/2013 8298 188 24 31 53 1319

2013-14 Total 32923 1050 118 "3 110 2380 Executives 24661 289 10 0 6 42014-15-

Non-Executives

9250 76 1 0 6 100

2014-15 Total 01/04/2014 33911 365 11 0 12 104

xxx

Sub: Modified methodology and criteria for promotion to E-5 and above levels.

The HRM sub-committee of the Board in its 85th meeting hold on 24.03.2014 has recommended the modified methodology andcriteria for promotions to E-5 and above levels, which has since been approved by the ONGC 3oard in its 25411 meeting held onthe same day.

Accordingly, the different criteria for corporate level promotions are as follows:

(A)(i) Criteria for promotion from E-7 to E-B & E-8 to E-9 Levels - Group -1

Component MarksQualification Maximum : 10 Marks Maximum: 50 Marks PAR (PARs for preceding 5 years will bo considered. Actual

] marks secured by the executives will be taken into jaccount and prorated to 50 marks.)

Seniority /Experience

Maximum: 10 marks

380oAssessment

Maximum : 10 Marks

Interview Maximum: 20 Marks Total Maximum : 100 Marks

ii) Criteria for promotion from E-6 to E-7 - Group - II

Component MarksQualification Maximum : 10 Marks Maximum: 50 Marks PAR (PARs for preceding 5 years will be considered. Actual

marks secured by the executives will be taken into jaccount and prorated to 50 marks.)


Maximum: 10 marks

380oAssessment

Maximum : 10 Marks

Assessment byDPC

Maximum: 20 Marks

Total Maximum : 100 Marks

iii) Criteria for promotion from E-4 to E-5 and E-5 to E-6 levels - Group - III

Component MarksQualification Maximum : 15 Marks



Maximum: 50 Marks PAR (PARs for preceding 5 years will be considered. Actual

] marks secured by the executives will be taken intoaccount and prorated to 50 marks.)


Maximum: 10 marks

Assessment byDPC

Maximum : 25 Marks

Total Maximum : 100 Marks

As can be seen, from this year onwards a new assessment criteria through 360 evaluation has been introduced for promotion tosenior most levels i.e. E-6 to E-7, E-7 to E-8 and E-8 to E-9.

(B) Objective of 360 Assessment:-

Self-assessment acid assessment by !he superiors is presently being cone through the Performance Appraisal Report (PAR)System. Additional assessment by peers and sub-ordinates will be done through this 360'"' assessment. The introduction of 360'''assessment in these three levels is armed to include assessment of competencies by the peers and subordinates of the employee,which will serve as a consideration (or the individual's promotion. All the employees who will be considered for promotion from E-6to -7. E-7 to E-3 and E-3 to E-9 levels will be assessed under 360'J assessment.

xx

xx

The following 10 competencies have been identified for assessment, under the 360 assessment process.

SI.No.

Competencies

1 Strategic Orientation2 Managing Critical Partnerships3 Achieving Performance4 Planning & Organizing5 Problem Solving6 Influencing & Negotiating7 Team Leadership



8 Developing Self9 Developing Others10 Values, Ethics & Personal

Effectiveness

(C) Selection of Assessors (Peers and Sub-ordinates):

Each eligible executive will be assessed by 02 (two) Peers and 02 (two) Sub-ordinates. Out of the two peers and two sub-ordinates,one each will be identified by the Employee himself and the other by the Executive Committee-(EC) in case of E-7 and E-8 levelsand the Functional Director for E-6 level.

All the executives being considered for promotion. . from E-6 to E-7 level, E-7 to E-8 level and E-8 to E-9 level., will receivenotifications through SMS, SAP Wail and Lotus mail, advising to choose one peer and subordinate each from the available list inWEBICE.

At lease 10 peers and 10 sub-ordinates associated with the assessee would be made available in the list generated through theSAP system.

Similarly the other peer and subordinate for each assessee will also be selected by the management from a similar list, generatedthrough the system.

D) Assessment Process:

This assessment would be system administered, through the "WEBICE' portal. For this a new tab viz: "Promotion -Competency assessment" has been created, in WEBICE.For each of the 10 Competencies, there would be three assessment questions, which need to be assessed on a 10 pointscale, where 1 is the minimum, while 10 is the maximum score.Average of all the assessments done by the two peers and the two sub-ordinates will be computed by the system internally,to arrive at the final score against each assessee.Being system administered, total confidentiality would be- ensured. Every peer or sub-ordinate assessor is expected torecord their unbiased assessment against each of the Competencies.

xx



xx

For any clarification on the above process, the Corporate HRO team and ICE-HR team members will bo available for support. Theymay be contacted over SAP mail / Lotus mail as follows.

(i) N C Baliarsingh Manager(HR) SAP mail :32279. 62279@or>gc.co.in

(ii) Rupankar Mahanta Manager(HR) CHR RUPANKAR. [email protected]

mailto:62279@or%3Egc.co.inmailto:[email protected]



(iii) Sontu Mandal Sr. HR Executive SAP mail: 105110. [email protected]

xx

Annexure - IX

Attrition Rate

FinancialYear

ManpowerStrength ( as on1st Apr)

Resigned Attrition Rate

2000-01 40021 13 0.0320O1-02 40226 55 0.132OO2-03 38033 57 0.142003-04 39352 64 0.162OO4-05 38033 60 0.162005-06 36186 172 0.472006-07 34722 372 1.072007-08 33773 299 0.892O08-O9 32949 150 0.462009-10 33002 61 0.182010-11 32780 104 0.322011-12 33229 98 0.292012-13 32862 105 0.322013-14 32923 118 0.362014-15 * 33911 11 0.03Average Attrition Rate 0.35%*till 30 June 2014

xx

Service Rule 29. RE-EMPLOYMENT

(1) An Appointing Authority may consider a request for re-employment from a person, who resigned from service of erstwhileCommission/Company or whose services have been terminated under Sub Rule 25(1) of these Rules (or the correspondingregulations of the erstwhile Commission) on it merits in consultation with the authority under whom he was previously workingsubject to following conditions: -

a. Re-employment shall be considered only against an available vacancy.b. The ex-employee concerned should have put in a minimum 3 years service prior to his leaving the service of the erstwhile

Commission / Company.c. The period of his severance of employment with the erstwhile Commission/Company should not exceed the period of his

employment in erstwhileCommission / Company before resignation.d. He should possess prescribed qualifications and experience prescribed for the post for which he is to be considered as on

the date of such re-employment.e. While considering re-employment the service record and the qualifications/experience and skills acquired during the period of

severance shall be taken into consideration. The application for re-employment should be accompanied by documentaryevidence in support of the work done/experience gained and qualifications acquired, if any, and good conduct during theperiod of severance.

f. Incumbents working in Government Department or in a Public Sector Undertaking, will have to apply through proper channel.g. At the time of seeking re-employment, the ex-Employee should not have attained the age of 45 years.h. The person seeking re-employment should undertake to accept posting in any part of the country without hesitation in the

event of being reemployed.i. The individual concerned should under go medical examination in accordance with the ONGC Medical Examination of

Employees Rules 1996, as amended from time to time and should be declared medically fit before re-entry into theCompany's service.



(2) Re-employment cases may fall in two categories:

a. Re-employment at a post higher than the one held at the time of severance.

b. Employees re-employed at the same level as held at the time of severance.

(3)

a. The re-employment will be made on adhoc basis for a specific period at the end of which the ex-employee may be consideredfor elevation to the next level based on the performance during this adhoc period.

b. The offer of appointment on adhoc basis will not confer upon him any right for seniority with the regular Employees in thecategory/post.

c. In case the ex-employee is not found suitable for appointment to the next higher post, alongwith his immediate juniors prior to hisresignation, his regularisation/severance will be considered on merits of each case. Further, if he is regularised in the same post,the adhoc service will count for the seniority at that level.

d. In case he is found suitable for appointment to the next higher post on date alongwith his immediate juniors, his seniority will bedetermined below all the employees promoted on that occasion.

(4) No person who has been dismissed from the service of the erstwhile Commission / Company or Central or State Government/Public Undertakings / Local Authorities / a body corporate or prematurely retired or who has been given voluntary retirement underthe erstwhile Commission's/Company's scheme, will be re-employed.

A person who has been compulsorily retired or removed from service, may, however, be re-employed with the prior approval of theCompany.

(5) Cases of re-employment will be considered by a duly constituted Selection Committee which will assess his suitability on thebasis of an over-all appraisal of his service record, qualifications/experience/skills acquired during the period of severance andperformance at interview. The Selection Committee will submit their findings and recommendations to the Competent Authority. Incases of re- employment at E-1 level and above, the Competent Authority to approve such appointments will be the Chairman-and-Managing Director (C&MD). For re- employment to other lower category of posts, the Competent Authority to approve suchappointments will be the Functional Director concerned.

(6)

a. In the case of Executives, who resigned from the Company and went abroad and who continued to function abroad on similarjobs as they were performing while they were in the country, the total service put both in their previous tenure in the ONGC andthe subsequent tenure on reappointment in ONGC, will be considered for promotion to the next higher post. The period ofseverance, however, will not be considered as qualifying experience for the purpose of such computation.

b. However, sub-Rule 6 (a) will not be applicable to those executives, who had resigned from the Company for some personalreasons and rejoined and the non-executives, who in such exceptional cases would be considered only for re-employment. Suchcases are to be reviewed on a case to case basis.

(7) The Employee concerned should, prior to his re-employment submit a written undertaking that he renders himself liable todismissal from the service of the Company without assigning any reason in case it is subsequently found that he has suppressedany material information prior to his re-employment about his work and conduct during the period of his severance from the ONGC.

11 Aug 14 (Rajya Sabha Starred Question No.303) Sir - 2Local DiskRAJYA SABHA STARRED QUESTION NO

Documents

VRS for ONGC Staff