The main objective of the project was to understand the Training and Development process for each and every employee in HPCL.

1. Training and Development HPCL
Nishigandha Batwal
H-03 Page 0
SECTOR DETAILS
The Indian oil and gas industry is expected to be worth US $ 139,814.7
million by 2015. India‟s economic growth is closely connected to energy
demand. The need for oil and gas is therefore projected to grow further,
providing vast opportunities for investment.
To meet this demand, the Government of India has adopted various
policies, such as allowing 100 per cent foreign direct investment (FDI) in many
segments of the sector, such as natural gas, petroleum products, pipelines, and
refineries. This move along with various others has made the oil and gas sector
in India a more viable place to invest. Today, India‟s oil and gas sector attracts
both domestic and foreign investment, as seen by the presence of Reliance
Industries Ltd (RIL) and Cairn India in the country.
The use of shale gas can be the first step in the road to „economic
freedom‟, as per Mr Moily. The minister feels that the country could do
something similar to the US, which became a net exporter of energy from a net
importer of energy, on the back of shale gas and oil. By 2015–16, India‟s
demand for gas is expected to touch 124 MTPA, as per projections of India‟s
Petroleum and Natural Gas Ministry.
HR is a critical function in an organization, not only for its internal
activities but also for its growth and expansion. It plays a defining role in
ensuring that motivation levels stay high at work, which is essential for an
organization to grow. As these aspects are very closely tied to the nature of
work, HR function faces challenges that are very different depending on the
industry. A case in point is the oil extraction and refining industry.

2. Training and Development HPCL
Nishigandha Batwal
H-03 Page 1
Human Resource Management (HRM) is at the core of growth and
development plans of every organization, be it marketing, R&D, finance or
technical areas. ISPe identified this need and designed the Oil & Gas HR Round
Table wherein the HR heads and professionals from the industry and allied
sector organizations participate and openly share their experiences, successes
and the lessons learnt about the various initiatives taken by their respective
organizations in that direction.

3. Training and Development HPCL
Nishigandha Batwal
H-03 Page 2
COMPANY PROFILE
HPCL is a Government of India Enterprise with a Navratna Status,
and a Forbes 2000 and Global Fortune 500 company. It had originally been
incorporated as a company under the Indian Companies Act 1913. It is listed on
the Bombay Stock exchange (BSE) and National Stock Exchange (NSE), India.
HPCL has an annual sales/income from operations of Rs 2,32,188 Crores
(US$ 38.75 Billions) during FY 2013-14, having about 20% Marketing share in
India among PSUs and a strong market infrastructure. HPCL's Crude Thruput
and Market Sales (including exports) are 15.51 Million Metric Tonnes (MMT)
and 30.96 MMT respectively in the same period. It operates 2 major refineries
producing a wide variety of petroleum fuels & specialties, one
in Mumbai (West Coast) of 6.5 Million Metric Tonnes Per
Annum (MMTPA) capacity and the other in Vishakapatnam, (East Coast)
with a capacity of 8.3 MMTPA. HPCL holds an equity stake of 16.95% in
Mangalore Refinery & Petrochemicals Limited, a state-of-the-art refinery at
Mangalore with a capacity of 15 MMTPA. In addition, HPCL has constructed a
9 MMTPA refinery at Bathinda, in Punjab, with Mittal Energy Investments Pvt.
Ltd. as a Joint venture.

4. Training and Development HPCL
Nishigandha Batwal
H-03 Page 3
HPCL also owns and operates the largest Lube Refinery in the India
producing Lube Base Oils of international standards, with a capacity of 428
TMT. This Lube Refinery accounts for over 40% of the India's total Lube Base
Oil production. Presently HPCL produces over 300+ grades of Lubes,
Specialities and Greases.
HPCL's vast marketing network consists of 13 Zonal offices in major
cities and 101 Regional Offices facilitated by a Supply & Distribution
infrastructure comprising Terminals, Pipeline networks, Aviation Service
Stations, LPG Bottling Plants, Inland Relay Depots & Retail Outlets, Lube and
LPG Distributorships. HPCL, over the years, has moved from strength to
strength on all fronts. The refining capacity steadily increased from 5.5
MMTPA in 1984/85 to 14.8 MMTPA presently.
HPCL has earned "Excellent" performance from FY1991-92 (basis
signing of the first MOU with the Ministry of Petroleum & Natural Gas, GOI in
FY 1991-92), till FY 2012-13, except for the single FY 2006-07, when it was
adjudged as Very Good. HPCL has won the prestigious MOU Award for the
year 2007-08 for Excellent Overall Performance, and for being one of the Top
Ten Public Sector Enterprises who fall under the 'Excellent' category. HPCL has
also earned the TOP PERFORMER status for two consecutive FY 2011-12 and
2012-13, as the topper in the MOU ratings, in the Oil Industry.
Consistent excellent performance has been made possible by highly
motivated workforce of over 11,000 employees working all over India at its
various refining and marketing locations. View Past Annual Reports to know
more about HPCL. The RTI Information Manual provides various details about
the operation of the Corporation.

5. Training and Development HPCL
Nishigandha Batwal
H-03 Page 4
HPCL continually invests in innovative technologies to enhance the
effectiveness of employees and bring qualitative changes in service. Business
Process Re-Engineering exercise, creation of Strategic Business Units, ERP
implementation, Organizational Transformation, Balanced Score Card,
Competency Mapping, benchmarking of refineries and terminals for product
specifications, ISO certification of Refineries and Supply Chain Management
are some of the initiatives that broke new grounds.
HPCL has successfully integrated Information Technology in its activities
at different levels. The Enterprise Resource Planning (ERP) system is now
operational on J. D. Edwards, an Oracle product, across the Corporation.

6. Training and Development HPCL
Nishigandha Batwal
H-03 Page 5
OVERVIEW OF TRAINING IN ORGANISATION
HPCL has a full-fledged Corporate Training Department, to augment the
learning and development requirements of its officers.
The HR Department's Vision is
“Excellence in harnessing the full potential of all employees for
becoming a World Class Energy Company”.
With this Vision in focus, the Corporate Training Department's vision is to:
“Create value through enhanced competencies and be a strategic partner to
business by enabling employees realizes their full potential through
innovative and progressive learning initiatives”.
The Objective of training at HPCL are as follows:
 Improve the performance of Employees in their respective assignments
 Enhance competencies to take up higher responsibilities
 Strengthen the Leadership Pipeline
 Bring cultural change from Command & Control to Team based structure
 Leverage technology in human resources development
 Facilitate learning in the organization and build a "Learning
Organization"
The specific training needs of individual employees are identified through
Competency Mapping Exercises. The Training Department interacts with all
Business Units / functions to identify and design training programs to cater to
these needs. These programs enable employees to enhance their skills and
realize their full potential.

7. Training and Development HPCL
Nishigandha Batwal
H-03 Page 6
HPCL has a full-fledged, well equipped Training Institute at Nigdi, Pune,
and standing testimony to the value that HPCL places on training. Away from
distractions, it is the “Temple of learning” by virtue of its perfect learning
ambience. HPMDI is equipped with the best infrastructure conducive for
effective learning. It is also having adequate recreational facilities to keep the
employees occupied before / after learning hours.

8. Training and Development HPCL
Nishigandha Batwal
H-03 Page 7
TRAINING ADMINISTRATION
The Budget is decided by following authorities once in a year with
Human Resources approval:
a. Management Training - Corporate Training Dept.
b. Functional Training - Respective General Manager on Marketing /
Refinery Training Departments.
TRAINING NEED ASSESSMENT
a. Training and Development should encompass all levels of employees.
b. In the management cadre, up to Group C, Basic Management Training
like effective management, effective listening, communication
improvement, public speaking skills etc. should be imparted to all the
staff. Additionally courses like decision making, leadership styles,
performance appraisal and counselling will be imparted even at Group B
level, based on need. Functional training will however be need based.
c. Group D upwards Management Training should be primarily based on :
i. Training and Development need as recorded in Performance
Appraisal (Form HP-HRD-II).
ii. To develop the employee's potential as mentioned in HP-HRD-II.
iii. Any specialised training that may be necessary to meet specified
needs.
d. The most effective form of training is through in-company programmes.

9. Training and Development HPCL
Nishigandha Batwal
H-03 Page 8
e. Outside company courses will be utilised for specialist/ advanced training
both Functional as well as Management. However, the present situation
calls for greater dependence on these courses. Additionally, our
participation in outside seminars/ workshops will be increased to facilitate
greater interaction and exchange of views with other organisations.
f. Good Management / Functional Courses which will be evaluated/
established as useful programmes will be taken up as in-company course,
to ensure wider coverage at economic cost.
g. The Corporation will explore possibilities to locate sources for specialised
training programmes, particularly in Functional areas, outside the country
to keep abreast of technological/ managerial developments.
Training Design

10. Training and Development HPCL
Nishigandha Batwal
H-03 Page 9
Selection / nomination criteria for training
The basic document for selection / nomination of training programmes
and candidates will be the Limits of Authority Manual, which will reflect the
changes recommended by the Training Advisory Council (TAC) from time to
time.
Within the above frame work the following criteria will be observed:
i. Selection of Training Courses-in-company or outside will be
recommended by TAC to the concerned approving authority.
ii. Nominations
Functional Training:
a. Nomination by respective Director/General Manager within stipulated
limits of authority.
b. Nomination at least once in 2 years (in-company or outside).
c. A minimum period of 6 months between 2 Functional Courses.
d. All levels of Management Staff and selected non management staff can
be deputed to functional courses, within the eligibility criteria specified
for the course.
Management Training:
Nomination by Human Resources Dept, based on Training needs in HRD
II form to be confirmed by Functional Dept Heads.
a. Nomination at least once in 3 years (in company or outside).
b. A minimum period of one year between 2 Management Courses (outside
company) and 6 months in the case of in-company.

11. Training and Development HPCL
Nishigandha Batwal
H-03 Page 10
Management Training nominations will be regulated by Corporate
Training Dept and no direct nominations for such courses should be made by
Functional Depts.
TRAINING PLAN
Training Advisory Council (TAC) has identified various in company as
well as outside training courses that are available in management discipline and
other functions. List of training institutes who conduct almost these courses,
with the help of the relevant training courses from various salary groups as per
T&D policy, the list of training courses and Training Institutes indicated in the
project, it will facilitate completion of the training and development needs
portion of Performance Appraisal Form - HPC HRD I & II.
This will mainly cover in-company programmes:-
Short Term
a. Through Internal Faculty
b. Through External Faculty
c. Exclusive External Courses
Long Term
To create an infrastructure for a permanent Training & Development set up.
a. In Company Faculty Development
The Corporation has introduced a scheme to pay an Honorarium for In-
company faculty. The detailed scheme for payment of honorarium to In-
company faculty is given in Annexure VII.

12. Training and Development HPCL
Nishigandha Batwal
H-03 Page 11
b. Training Centres
i. Management Development Institute, Nigdi, Pune (residential).
ii. Training centres at Mumbai and Visakh Refineries.
iii. Develop Auto Care Centres at Mumbai, Chennai, Delhi and Kolkata
mainly as Marketing Functional Training Centres for Corporation
employees and dealers/ Dealer's staff at ROPs etc.
iv. During VIIIth
Plan - Establish another Management Development
Institute (Residential) at Visakhapatnam.
c. Audio-Visual equipment, including quick copying and micro-filming
facilities, video camera for role playing at Management Training Centre.
d. Library - Central as well as Regional Training Centres with reading /
loaning facility - Self Development Communications etc.
e. Films, Video Tapes, Training Manuals.

13. Training and Development HPCL
Nishigandha Batwal
H-03 Page 12
The faculty is largely drawn from premier institutes or reputed independent
training consultants. They are academicians and professionals who are well
versed with the updated techniques and changing trends in the field of
professional training. Tools like Group discussions, Role plays, case studies,
presentations etc are used in the training.
Even the trainer has goals to complete some amount of training session in a
year. Trainer is also been trained, how to take training, what all methods should
be used and how to motivate people, etc.
TRAINING ORGANISATION
The organisation is done by the Central Training Department of HPCL:
a. Functional set ups for Marketing & Refineries.
b. Corporate set up which will also oversee Functional areas, however the
latter should have full autonomy to devise, plan, budget their training needs
short term/ long term, organisation will be determined.
FOREIGN TRAINING PROGRAMME
The Corporation sponsors suitable employees for short courses abroad,
through the Petroleum Ministry. The Ministry specified the eligibility criteria,
based on which nominations are forwarded.
a) Indian Trainees going abroad may avail themselves of stop-over stay over
concessions not exceeding the limits mentioned below on their return
journey. For this purpose, the trainees will have to obtain leave from their
sponsoring authorities and then approach the agencies concerned while
making travel arrangements along with the order sanctioning leave.

14. Training and Development HPCL
Nishigandha Batwal
H-03 Page 13
b) The stopover / stay over may be arranged within the following limits on
the return journeys :
 When the training period abroad is for 3 months or under, the trainee
may have a stopover / stay over for a period up to one week.
 When the training period is for more than 3 months but less than 6
months the stopover/ stay over may be for two weeks.
 When the training period is for over 6 months, the stopover/ stay over
period may be up to 3 weeks.
c) No permission will be granted for any excess over the limits prescribed
above and the administrative authorities are requested not to consider or
forward to this Dept, any such requests for special consideration.
Though stopovers are normally allowed in terms of the above only during
the return journeys there would be no objection if stopovers not exceeding one
week are allowed during the outward journey within the overall limits
prescribed, provided the administrative authorities are satisfied that the trainee
would have adequate foreign exchange for the purpose.

15. Training and Development HPCL
Nishigandha Batwal
H-03 Page 14
TRAINING POLICY
The Training Policy at HPCL provides broad directions to guide the
learning solutions and initiatives.
Management Staff
o Entry level: Samavesh - (Induction/ orientation Training) facilitates a new
employee to build a sense of belongingness.
o Supervisory level: Employee is equipped with function specific inputs and
job related technical skills.
o Managerial Level: Employee is exposed with the principles of
Management which will help blend theory with practice, with focus on
leadership development. HPCL has developed "Project Akshay" for
development of leadership pipeline.
o All training initiatives are planned in order to address new needs required
by change in the market scenario.
Non-Management Staff
o Trainings with focus on Safety at locations, Skills relating to job
requirement - (technical, computer operations, team spirit etc.).
o At Zonal Level they have arranged programs like Path of Life for
employees who are about to retire. Ji haan Samarth,Saada Aap ke Liye
SAMWAD are programs arranged for behavioral training for employees,
Project Akshay is arranged for developing leadership pipeline.

16. Training and Development HPCL
Nishigandha Batwal
H-03 Page 15
IDENTIFYING TRAINING NEEDS
 Individual Level: Mainly through recommendation from the Performance
Appraisal System
 Functional / Departmental Level: Customized Training programs are
developed for the departments in consultation with the SBU/Functions
 Organizational Level: Individual Development Plan obtained from the
Competency mapping exercise is used to provide specific Training to
bridge the observed the employee skill gaps
 Other Training Plans for enhancement of the officers' competencies are
scheduled
FEEDBACK
 Immediate feedback is taken during the training program.
 Talk to reporting officer: The trainer and trainee talk to each other post
training program about their doubts.
 Check through Physical performance.
RETURN ON INVESTMENT
It is not mandatory but it is checked through productivity and performance of
the employee on Quarterly, Yearly and Monthly basis.

17. Training and Development HPCL
Nishigandha Batwal
H-03 Page 16
TRAINING AUDIT
Training audit is done once in a year.
TRAINING CALENDAR
Training calendar was available through Intranet Portal. Each employee has its
own portal. New technology has made everything available at employee‟s desk.
All the updates of the training session is given to employee through this
medium. The employee itself can ask for the training through performance
appraisal or the reporting boss can recommend the boards about the employees
need.

18. Training and Development HPCL
Nishigandha Batwal
H-03 Page 17
CONCLUSION
Training has played a very important role in helping HINDUSTAN
PETROLEUM CO-OP LTD. to reach the commanding heights of performance.
Any training would be considered to be successful only when the knowledge
gained by the participants is transferred to the job performance. And HPCL is
been very successful in doing that. HPCL has a very strong base of human
resource development and training and it has percolated right from the top to the
bottom levels and this had played a role i n more systematic organization
development.
The training programmes have helped their employees to improve their
skill and efficiency as a result of which they are able to undertake new
challenges in their work. The training and development programmes held in
HPCL helped their employees to know their strength and weaknesses and
helped them to work on their weaknesses.
“It’s said that training is expensive as it is cost centric, if avoided its more
expensive.”

19. Training and Development HPCL
Nishigandha Batwal
H-03 Page 18
BIBLIOGRAPHY
a) Raymond A Noe and Amitabh Deo Kodwani, 2012, “Employee Training
and Development”, Fifth Edition, Special Indian edition, Tata McGraw
Hill Education Private Limited, p273- 400. 109p.
b) K. Aswathappa, 2010, “Human resource Management” 6th
Edition, Tata
McGraw Hill Education Private Limited, p238- 234. 256p
WEBLIOGRAPHY
a) HPCL Intranet Portal
b) http://www.ibef.org/industry/oil-gas-india.aspx
c) http://tejas.iimb.ac.in/articles/18.php

20. Training and Development HPCL
Nishigandha Batwal
H-03 Page 19
ANNEXURE - QUESTIONNAIR
– Training and development process at your place
– Company Profile
– What is training according to you and why it is required? (Role of
training, structure....)
– Training administration (Budget of training program/ Modules/ Schedule/
Calendar)
– Do you identify employees need? (TNA is done) How?
– Implementation of Training
– Which training method do you use? (Video, Slides, Class room etc)
– Do you have training records?
– Training evaluation is done and how
– How do you analyse
– Return on Investment
– Do you take training feedback? After what duration?
– How does training benefits in your organisation?
– Training Audit is done? If yes then when?
– Budget is decided on what basis?