copy of draft of project ongc

7/28/2019 Copy of Draft of Project Ongc

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OIL AND NATURAL GAS CORPORATION LTD

Oil and Natural Gas Corporation Limited (ONGC) (incorporated on June 23, 1993) is an Indian public sector

etroleum company. It is a Fortune Global 500 company ranked 335th, and contributes 77% of India's crude oil

roduction and 81% of India's natural gasproduction. It is the highest profit making corporation in India. It was set u

commission on August 14, 1956. Indian government holds 74.14% equity stake in this company.

NGC is one of Asia's largest and most active companies involved in exploration and production of oil. It is involve

xploring for and exploiting hydrocarbons in 26 sedimentary basins of India. It produces about 30% of India's crude

equirement. It owns and operates more than 11,000 kilometers of pipelines in India. Until recently (March 2007) it w

he largest company in terms ofmarket cap in India.[1]

History

1947-1960

uring the pre-independence period, the Assam Oil Company in the northeastern and Attock Oil company inorthwestern part of the undivided India were the only oil companies producing oil in the country, with minimalxploration input. The major part of Indian sedimentary basins was deemed to be unfit for development of oil and ga

esources.

fter independence, the national Government realized the importance oil and gas for rapid industrial development an

s strategic role in defense. Consequently, while framing the Industrial Policy Statement of 1948, the development o

etroleum industry in the country was considered to be of utmost necessity.

n 1955, Government of India decided to develop the oil and natural gas resources in the various regions of the count

s part of the Public Sector development. With this objective, an Oil and Natural Gas Directorate was set up towardsnd of 1955, as a subordinate office under the then Ministry of Natural Resources and Scientific Research.

he department was constituted with a nucleus of geoscientists from the Geological survey of India

delegation under the leadership ofMr. K D Malviya, the then Minister of Natural Resources, visited severaluropean countries to study the status of oil industry in those countries and to facilitate the training of Indian

rofessionals for exploring potential oil and gas reserves. Foreign experts from USA, West Germany, Romania and

rstwhile U.S.S.R visited India and helped the government with their expertise. Finally, the visiting Soviet experts drp a detailed plan for geological and geophysical surveys and drilling operations to be carried out in the 2nd Five Ye

lan (1956-57 to 1960-61).

n April 1956, the Government of India adopted the Industrial Policy Resolution, which placed mineral oil industry

mong the schedule 'A' industries, the future development of which was to be the sole and exclusive responsibility of

ate.

n October 1959, the Commission was converted into a statutory body by an act of the Indian Parliament, whichnhanced powers of the commission further. The main functions of the Oil and Natural Gas Commission subject to t

rovisions of the Act, were "to plan, promote, organize and implement programmes for development of Petroleum

esources and the production and sale of petroleum and petroleum products produced by it, and to perform such othunctions as the Central Government may, from time to time, assign to it ". The act further outlined the activities and

eps to be taken by ONGC in fulfilling its mandate.
http://en.wikipedia.org/wiki/June_23http://en.wikipedia.org/wiki/1993http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Public_sectorhttp://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Petroleumhttp://en.wikipedia.org/wiki/Natural_gashttp://en.wikipedia.org/wiki/Government_agencyhttp://en.wikipedia.org/wiki/August_14http://en.wikipedia.org/wiki/1956http://en.wikipedia.org/wiki/Market_caphttp://en.wikipedia.org/wiki/Oil_and_Natural_Gas_Corporation#cite_note-0#cite_note-0http://en.wikipedia.org/wiki/Oil_and_Natural_Gas_Corporation#cite_note-0#cite_note-0http://en.wikipedia.org/wiki/Oil_and_Natural_Gas_Corporation#cite_note-0#cite_note-0http://en.wikipedia.org/wiki/Market_caphttp://en.wikipedia.org/wiki/1956http://en.wikipedia.org/wiki/August_14http://en.wikipedia.org/wiki/Government_agencyhttp://en.wikipedia.org/wiki/Natural_gashttp://en.wikipedia.org/wiki/Petroleumhttp://en.wikipedia.org/wiki/Fortune_Global_500http://en.wikipedia.org/wiki/Public_sectorhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/1993http://en.wikipedia.org/wiki/June_23


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1961-1990

ince its inception, ONGC has been instrumental in transforming the country's limited upstream sector into a large

iable playing field, with its activities spread throughout India and significantly in overseas territories. In the inland

reas, ONGC not only found new resources in Assam but also established new oil province in Cambay basin (Gujara

hile adding new petroliferous areas in the Assam-Arakan Fold Belt and East coast basins (both inland and offshore

NGC went offshore in early 70's and discovered a giant oil field in the form of Bombay High, now known as Mum

igh. This discovery, along with subsequent discoveries of huge oil and gas fields in Western offshore changed the o

cenario of the country. Subsequently, over 5 billion tonnes of hydrocarbons, which were present in the country, wer

iscovered. The most important contribution of ONGC, however, is its self-reliance and development of core

ompetence in E&P activities at a globally competitive level.

After 1990

he liberalized economic policy, adopted by the Government of India in July 1991, sought to deregulate and de-licen

he core sectors (including petroleum sector) with partial disinvestments of government equity in Public Sector

ndertakings and other measures. As a consequence thereof, ONGC was re-organized as a limited Company under t

ompany's Act, 1956 in February 1994.fter the conversion of business of the erstwhile Oil & Natural Gas Commission to that of Oil & Natural Gas

orporation Limited in 1993, the Government disinvested 2 per cent of its shares through competitive bidding.ubsequently, ONGC expanded its equity by another 2 per cent by offering shares to its employees.

uring March 1999, ONGC, Indian Oil Corporation (IOC) - a downstream giant and Gas Authority of India Limited

GAIL) - the only gas marketing company, agreed to have cross holding in each other's stock. This paved the way fo

ong-term strategic alliances both for the domestic and overseas business opportunities in the energy value chain,mongst themselves. Consequent to this the Government sold off 10 per cent of its share holding in ONGC to IOC an

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

n the year 2002-03, after taking over MRPL from the A V Birla Group, ONGC diversified into the downstream sectNGC will soon be entering into the retailing business. ONGC has also entered the global field through its subsidiar

NGC Videsh Ltd. (OVL). ONGC has made major investments in Vietnam, Sakhalin and Sudan and earned its firstydrocarbon revenue from its investment in Vietnam.

BBIIRRDDSS EEYYEESSVVIIEEWWTTOOOORRGGAANNIISSAATTIIOONN

OORRPPOORRAATTEEDDEETTAAIILLSS::

Oil and Natural Gas Corporation Limited ( ONGC India) is considered Asia's best Oil & Gas company . It ranhe 2nd biggest E&P company (and 1st in terms of profits), as per the Platts Energy Business Technology (EBT) Su

004. It ranks 24th among Global Energy Companies by Market Capitalization in PFC Energy 50 (December 20

NGC was ranked 17th till March 2004, before the shares prices dropped marginally for external reasons.

ctivities

veryone who works at ONGC India is responsible for protecting the environment, health and safety of our people

ommunities worldwide. Our commitment to SHE performance is an integral part of our business, and achieving

ffective solution is essential to our long-term success. The dedication to the causes of environment and safety in ON

amply demonstrated by the fact that a separate institute named Institute of Petroleum Safety, Health

nvironment Management (IPSHEM) had been set up way back in 1989 to deal with these issues. Oil and NatGas Corporation Limited ONGC 's safety policy seeks to provide safe and healthy working conditions and enlis

ctive support of all staff in achieving these ends. The development activities of ONGC has been planned on scological principle and incorporates appropriate environmental safeguards.


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erformance

xploration and production stock, ONGChas recovered by over 11 per cent in March,2007. In the last one week, th

ounter has gained around 4.14 per cent. But the current market valuation of Rs 878 is considered a pale shadow of

eak-traded price of Rs 1,514, hit in May 2006.

ross sales for the quarter and nine months ended on 31st December, 2006 include Rs. 1381.18 crore (previous quar

s. 527.96 crore) and Rs. 4690.88 crore (previous nine months Rs. 2679.98 crore) respectively towards trading ofroducts of MRPL, a subsidiary ofONGC .

he 2006-07 results, expected by the middle of next month, may show higher profit by ONGC Videsh Ltd , a 100 p

ent subsidiary of ONGC .

ONGC Videsh: Accreting hydrocarbon resources abroad

Our Vision

o be a world-class exploration and production company providing security oil to the country.

Our Mission

y 2025, to contribute 60 MMTPA of equity oil and gas.

Our Objectives

To build balanced portfolio of exploration, discovered and producing assets in focus countries To be at par with the best international oil and gas companies Be the strongest Indian Player in the international E&P Build collaborative relations with partners

Our Footprint

As of Sep 2008, OVL has a presence in 37 E&P projects in 18 countries:

Brazil . Colombia . Congo . Cuba

Egypt . Iraq . Iran . Libya . Myanmar

Nigeria . Nigeria Sao Tome & Principe

Russia . Sudan . Syria . Turkmenistan

Trinidad & Tobago . Venezuela

Vietnam

ONGC Videsh Limited (OVL) is a wholly-owned subsidiary of Oil and Natural Gas Corporation Limited (ONGC

the flagship national oil company of India. The primary business of OVL is to prospect for oil and gas acreages

abroad including acquisition of oil and gas fields, exploration, development, production, transportation and expor

oil and gas. Incorporated as Hydrocarbons India Private Limited on March 5, 1965 and rechristened as ONGC


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Videsh Limited on June 15, 1989, OVL, over a period of time has grown to become the second-largest E&P

company in India both in terms of oil production and oil and gas reserve holdings

Starting with the exploration and development of the Rostam and Raksh oil fields in Iran and undertaking a servi

contract in Iraq, a major breakthrough was achieved by OVL in 1992 in Vietnam with the discovery of two majo

free gas fields, namely LanTay and LanDo, in partnership with British Petroleum and Petro-Vietnam. The succescarried on thereafter. In 2001, OVL acquired 20% stake in Sakhalin-1 project in the far east of Russia with an

investment of over USD 2.1 billionthe single largest Foreign Direct Investment made by an Indian company at

time.

The company, adopting a balanced portfolio approach, maintains a combination of producing, discovered and

exploration assets, working as operator in 18 projects and joint operator in 2 projects. OVL produces

hydrocarbons from its 7 assets, namely, Russia (Sakhalin-I), Syria (Al-Furat Project), Vietnam (Block 06.1),

Colombia (Mansarover Energy Project), Sudan (Greater Nile Oil Project and Block 5A) and Venezuela (San

Cristobal Project). Balance 5 projects are in development phase and 25 are in the exploration phase.

OVLs international oil and gas operations produced 8.802 MMT of O+OEG in 2007-08 as against 0.252 MMT o

O+OEG in 2002-03. Today, OVLs cumulative investment overseas has crossed USD 7.5 billion.

While OVL participates and operates in varied environmentsboth political and geographical, it is committed to

highest standards of Occupational Health, Safety and Environment protection and compliance to all applicable lo

laws and regulations. Understanding well its Corporate Social Responsibility, OVL makes valuable contributions

the communities and economies in which it operates by investing in education and training, improving employm

opportunities for nationals, and providing medical, sports and/or agricultural facilities, besides payment of tax

revenues to local governments.

Some of the leading alliance partners of OVL are BP, CNPC, Ecopetrol, ENI, Exxon, Norsk Hydro, PDVSA,

Petrobras, Petronas , Petrovietnam, Repsol, Rosneft, Shell, Sinopec, Total and TPOC.

rontier of technology :-

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

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

Alliances with Transocean, Schlumberger, Halliburton and Baker Hughes, IPR, Petrobras, Norsk

One of the biggest ERP implementations in the Asia

Competative strength:-

All crudes are sweet and most (76%) are light, with sulphur percentage ranging from 0.02-0.10, API gravity range 46 and hence attract a premium in the market.

GC owns and operates more than 15000 kilometers of pipelines in India,including nearly 3800 kilometers of sub-sealines. No other company in India, operates even 50 per cent of this route length.

Maximum number of Exploration Licenses, including competitive NELP rounds. ONGC has bagged 85 of th

162 Blocks (more than 50%) awarded in the 6 rounds of bidding, under the New Exploration Licensing Policy(NELP) of the Indian Government


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

Strategic vision :-2001-2020

To focus on core business of E&P, ONGC has set strategic objectives of:Doubling reserves (i.e. accreting 6 billion tonnes of O+OEG).

Improving average recovery from 28 per cent to 40 per cent.

Tie-up 20 MMTPA of equity Hydrocarbon from abroadThe focus of management will be to monetise the assets as well as to assetise the money.

Pioneering Effort

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THE ROAD AHEAD

ONGC LOOKS FORWARD AS TO BECOME AN INTEGRATED ENERGY PROVIDERS, BY :

DISCOVERIES AND FAST TRACK DEVELOPMENT

EQUITY OIL FROM ABROAD

LEVERAGING STATE-OF-ART TECHNOLOGY AND GLOBAL BEST PRACTICESNEW PRODUCTION FROM MARGINAL FIELD

BBEESSTT IINN CCLLAASSSS IINNFFRRAASSTTRRUUCCTTUURREE AANNDD FFAACCIILLIITTIIEESS

ONGCs success rate is at par with the global norm and is elevating its operations to the best in class level,

the modernization of its fleet of drilling rigs and related equipment. ONGC has adopted Best-in-class business practices for modernization, expansion and integration of all Info-

systems.

Onshore Production Installations :- 240

Pipeline Network (km) :- 15,800

Drilling Rigs :- 70 Work Over rigs :- 74

Seismic Units :- 29

Logging Units :- 32

Engineering Workshops :- 2 Virtual Reality Centre :- 5

Regional Computer Centre :- 5

Offshore

Well Platforms :- 147

Well-cum-Process Platforms :- 32

Process Platforms :- 13 Drilling Rigs :- 29


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Pipeline Networks (km) :- 4,500

Offshore Supply Vessels :- 55 Special Application Vessels :- 4 (including 2 MSV)

Seismic Vessels :- 1

ONGC Represents I ndia's Energy Secur ity:

ONGC has single-handedly written India's hydrocarbon saga by the following methods:-

Building 6 billion tonnes of In-place hydrocarbon reserves with more than 300 discoveries of oil and gas; in f5 out of the 6 producing basins have been discovered by ONGC : out of these In-place hydrocarbons in dome

acreage, Ultimate Reserves are 2.1 Billion Metric Tonnes (BMT) of Oil Plus Oil Equivalent Gas (O+OEG).

Cumulatively producing 685 Million Metric Tonnes (MMT) of crude and 375 Billion Cubic Meters (BCM) oNatural Gas, from 115 fields.

ONGC has single-handedly scripted Indias hydrocarbon saga by Establishing 6.61 billion tonnes of In-placehydrocarbon reserves with more than 300 discoveries of oil and gas; in fact, 6 out of the 7 producing basins hbeen discovered by ONGC: out of these In-place hydrocarbons in domestic acreages, Ultimate Reserves are 2

Billion Metric tonnes (BMT) of Oil Plus Oil Equivalent Gas (O+OEG).

ONGCs wholly-owned subsidiary ONGC Videsh Ltd. (OVL) is the biggest Indian multinational, with 44 OiGas projects (7 of them producing) in 18 countries, i.e. Vietnam, Sudan, Russia, Iraq, Iran, Myanmar, Libya,Cuba, Colombia, Nigeria, Nigeria Sao Tome JDZ, Egypt, Brazil, Congo, Turkmenistan, Syria, Venezuela and

United Kingdom. OVL has a committed overseas investment of over 5 billion US dollars.

ONGC has bagged 85 of the 162 Blocks (more than 50%) awarded in the 6 rounds of bidding, under the NewExploration Licensing Policy (NELP) of the Indian Government.

IINNDDIIAASSMMOOSSTTVVAALLUUAABBLLEE PPUUBBLLIICCSSEECCTTOORREENNTTEERRPPRRIISSEE

Ranked as the most respected Public Enterprise in India in 2007 Business World Survey, with 19th positio

he league of the most-respected Indian Corporate(s).

Rated Excellent in MOU Performance Rating for 2006-07 by the Department of Public Enterprises, Minist

eavy Industries in Public Enterprises,

Golden Peacock Global Award 2007 for Excellence in Corporate Governance 2007, for the 3rd consecutive

me, conferred by World Council for Corporate Governance.

Bagged the coveted winners trophy of the maiden Earth Care Award for excellence in climate ch

mitigation and adoption under the category of GHG mitigation in the small/medium and large enterprises.

Oil Industry Safety Directorate (OISD) has selected Ahmedabad Asset and MRPL for the year 2006-07 (as numbe

one in Group-4 category (Oil & Gas Assets) and Second in Group-1 Refinery category respectively).

Topped the visibility metrics in Indian Oil and Gas Sector and the only PSU in the top 10 list of Indian

orporate newsmakers.

Conferred with Infraline Energy Excellence Award for its services to the Nation in Oil & Gas Exploration and

Production category

Bestowed with Amity Award for Excellence in Cost Management.


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orporate Social Responsibility

VL, operating overseas, understands its responsibility to contribute to the communities and economies of the count

n which it operates. OVL is committed to create a positive and lasting social impact by developing successful

artnerships built ion mutual trust and respect, ultimately, raising the standard of living and the stability of the

ommunities of the countries in which it operates. OVL makes valuable contributions in many ways: through payme

x revenues to governments; by investing in education and training and improving employment opportunities for

ationals; providing medical/sports/agricultural facilities to the local communities, etc. During 2007-08, OVL had al

ontributed USD 100,000 to the relief fund of the local authorities of Sakhalin, Russia to support relief efforts for

ictims of the devastating earthquakes in Nevelsk.

urther, with the objective to ensure access by every citizen to information under the control of the Company and in

rder to bring in transparency and accountability, an appropriate mechanism has been set up at OVL's registered offi

ew Delhi in the line with the requirements of Right to Information Act, 2005.

afety Policy

VL's Safety Policy seeks to provide safe and healthy working conditions and enlist the active support of all staff in

chieving these ends. The objectives are :

To promote standards of safety, health & welfare in accordance with the requirements of Directorate of Mines Safnd also other relevant statutory provisions as well as approved codes of practices.

To maintain safe and healthy work places and safe systems and methods of work.

To protect staff and others, including the public and employees of contractors, from foreseeable work hazards on

VL's premises.

To equip the staff with the information, instructions, training and supervision needed for safe working.

To provide and maintain a safe and healthy working environment for staff with adequate facilities and arrangemen

or their welfare.

To develop safety awareness amongst the staff.

To make staff aware of their individual responsibility to take all reasonable care for the health and safety of themse

nd others who may be affected by their acts of omissions at work, and to cooperate with management and other staff

matters of safety.

To have required safety organisation adequately manned for the purpose.

To budget expenditure required for above purposes.

nvironment Policy

The development activities of the OVL should be planned on sound ecological principle and must incorporate

ppropriate environmental safeguards.

Environmental impact assessment, with the details required by the "Department of Environment" should be prepar

the earliest stage of project formulation and necessary financial provisions for various environmental program and

afeguards be indicated in the project estimates.

Environmental norms prescribed by the Central and state government, statutorily empowered to do so, in the matte

r and water quality, noise, land use, afforestation etc. should be strictly observed in the design, construction and

peration of all facilities of the corporation.

The widest possible range of information on practical options available for the design of the project should be gath

nd analysed for final decision making technology that ensures energy economy, environmental safeguards, recyclin


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esources and utilization of wastes should be adopted for all projects.

Releases of hydrocarbons, chemicals and other materials should be controlled so that it does not disturb the flora a

auna. Releases containing viruses, pathogenic bacteria and parasites, which survive in marine life, should be comple

iminated and precluded from entering marine waters.

Productivity of the environment adjacent to the project areas and resource of the coastal waters should not be

dversely affected. No action harmful to the potential for marine resources such as fish, salt, crustacea, etc. should be

ermitted. Coastal marine areas should not be subjected to unplanned salutation, erosion, changes in flow pattern and

oastal contours.

Microbiological activity of significance to marine and estuarine life and people dependent on the coastal waters sh

e fully protected.

Aesthetic, cultural and social patterns and historical characteristics of the areas covered by or adjacent to the OVL'

refects should not be unduly disturbed by the project activities. Scenic landscapes, historical heritage and cultural

monuments should be preserved and the environment around them should be kept clean and hygienic.

As far as possible, a minimum area of 500 metres from the high tide mark in respect of coastal projects located nea

ver banks should be kept clear of all structures so that beach activities or river front development are not adversely

ffected. Effective mechanisms for monitoring the environment and for collection of the required data of various

arameters of the environment for the purposes of surveillance should be set up within each project.

Rules & Acts

nvironment Rules & Acts

The Water (Prevention & Control of Pollution) Act, 1974 & Amendments thereafter

The Air (Prevention & Control of Pollution) Act, 1981 & Amendments thereafter

The Environment (Protection) Act and Rules, 1986

Hazardous Wastes (Management & Handling Rules), 1989

Manufacturing, Storage & Import of Hazardous Chemical Rules, 1989

mbient Noise Standards Rules & Acts

Public Liability Insurance Act, 1991 & Amendments thereafter

National Ambient Air Quality Standards, 1994

Oil Drilling & Gas Extraction Industry Standards, 1996

afety Rules & Acts

Oil Mines Regulations, 1984

Mines Act, 1972Indian Electricity Rules, 1956

Petroleum Rules, 1976

Explosive Rules, 1983

Factory Act, 1984

ot only had India... set up her own machinery for oil exploration and exploitation... an efficient oil commissio

ad been built where a large number of bright young men and women had been trained and they were doing

ood work." - Lal Pandit Jawahar Nehru, Indias first Prime Minister to Lord Mountbatten, on


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959).

oday, ONGC is the flagship company of India; and making this possible is a dedicated team of nearly 33,000

rofessionals who toil round the clock. It is this toil which amply reflects in the aspirations and performance figures

NGC. The company has adopted progressive policies in scientific planning, acquisition, utilization, training andmotivation of the team. At ONGC, everybody matters, every soul counts.

NGC has a unique distinction of being a company with in-house service capabilities in all the activity areas of

xploration and production of oil & gas and related oil-field services.

eedless to emphasize, this was made possible by the men & women behind the machine. Over 18,000 technically-ompetent experienced scientists and engineers, mostly from distinguished Universities / Institutions of India and abr

orm the core of our executive profile. They include geologists, geophysicists, geochemists, drilling engineers, reserv

ngineers, petroleum engineers, production engineers, engineering & technical service providers, financial and huma

esource experts and IT professionals.

Inculcate a sense of Corporate Social responsibilities performance.

Measuring HR Performance

R Parameters have been incorporated in the MOU by ONGC since 1994-95, to systematically and scientifically

valuate effectiveness of HR Systems, which enables and facilitates time bound initiatives.

HR Parameters of MoU for 2009-2010

Mentoring and coaching

HR Audit

Engagement Survey

Continuous professional education credit course for finance executives of ONGC.

copy of draft of project ongc

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