EXECUTIVE SUMMARY

In todays century organizations are facing a tremendous wave of change in the business environment as it the very active Global Recession in todays scenario. Modern organizations seem to have no choice but to adapt to the relentless pace of change so as to sustain in todays increasing competition. Organizations have to update their skills knowledge and so that can keep pace with changing market environment. They have find out where they are lacking as compared to their competitors, proper skill analysis need to be done. Gap analysis is the comparison of actual performance with potential performance. If a company or organization does not make the best use of current resources, or foregoes investment in capital or technology, it may produce or perform below its potential. Gap analysis involves determining, documenting, and approving the variance between business requirements and current capabilities. Gap analysis provides a foundation for measuring investment of time, money and human resources required to achieve a particular outcome Skills-Gap Analysis helps you get maximum value and benefits from your training, and ensures that your management team and staff are developed in the entire areas key to success. An analysis of your skills will help to identify whats missing in your teams performance and knowledge, and where training and development can help fill those gaps. In todays world knowledge production plays an increasingly important role. Various related phenomena are: the rapid development of information technology, a quickly growing volume of information along with a fast and continuously improving access to it. Continuous learning is important both for an organization and for the individual
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operating in a learning society. This requires continuous efforts to provide employees with learning opportunities. The learning organization can be considered both as an organization that continuously learns, or an organization that encourages learning in its people. Senior management in many organizations has also come to believe that the way in which an organization learns is a key index to its effectiveness and potential to innovate and grow. The concept of a learning organization has been around for more than a decade, yet there is a considerable variation in what is meant by the term. IndianOil Corporation Limited is one such organization who is introducing a lot of initiatives which further become practices that enhance the learning level of its employees because it believes in the learning of its employees. It is important to measure this level of learning to deduce the effectiveness of these practices. But, it is very important to use reliable methods to find out whether such learning exists or not and if it does, then what is the level of such learning as well as which are those practices that lead to such level of learning. The current project is an attempt in this direction so as to find out those practices followed by various functions of IOCL that affect the learning of its employees.

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COMPANY PROFILE INDIAN OIL CORPORATION LIMITED

Type Traded as Industry Founded Headquarters Area served Key people Products Revenue Operating income Profit Total assets Total equity Owner(s) Employees Website

Public BSE: 530965 NSE: IOC Oil and gas 1964 New Delhi, India India RS Butola (Chairman) Fuels, lubricants, petrochemicals US$ 76.05 billion (2012)[1] US$ 3.30 billion (2012)[1] US$ 786 million (2012)[1] US$ 40.88 billion (2012)[1] US$ 11.59 billion (2012)[1] Government of India 36,198 (2012)[1] www.iocl.com

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INTRODUCTION
Indian Oil began operations in 1959 as Indian Oil Company Ltd. The Indian Oil Corporation was formed in 1964, with the merger of Indian Refineries Ltd. Indian Oil is the biggest oil producer and marketer Oil's product range covers petrol, diesel, LPG, auto LPG, aviation turbine fuel, lubricants, naphtha, bitumen, paraffin, kerosene etc. Xtra Premium petrol, Xtra Mile diesel, Servo lubricants, Indane LPG cooking gas, Autogas LPG, Indian Oil Aviation are some of its prominent brands. Recently Indian Oil has also introduced a new business line of supplying LNG (liquefied natural gas) by cryogenic transportation. This is called "LNG at Doorstep". Indian Oil Corporation Limited, or Indian Oil, is an Indian state-owned oil and gas corporation with its headquarters in New Delhi, India. The company is the world's 83rd largest public corporation, according to the Fortune Global 500 list, and the largest public corporation in India when ranked by revenue. Indian Oil Corporation Ltd is Indias largest company by sales with a turnover of Rs.4, 09,957crore ($ 85,550 million).The PSU's net profit for the fourth quarter ended March 31, 2013, rose to Rs 14,512.81 crore from Rs 12,670.43 crore in the same period last year. Indian Oil Corporation (IOC) has reported a 14.5 per cent rise in January-March net profit. It is also the 18th largest petroleum company in the world and the No. 1 petroleum trading company among the national oil companies in the Asia-Pacific region. IOCL was featured on the 2011 Forbes Global 2000 at position 243. It is the fifth most valued brand in India according to an annual survey conducted by Brand Finance and The Economic Times in 2010.

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Indian Oil and its subsidiaries account for a 49% share in the petroleum products market, 31% share in refining capacity and 67% downstream sector pipelines capacity in India. The Indian Oil Group of Companies owns and operates 10 of India's 22 refineries with a combined refining capacity of 65.7 million metric tones per year. The President of India owns 78.92% (1.9162 billion shares) in the company.

In FY 2012 IOCL sold 75.66 million tonnes of petroleum products and reported a PBT of 37.54 billion, and the Government of India earned an excise duty of 232.53 billion and tax of 10.68 billion. It is one of the seven Maharatna status companies of India, apart from Coal India Limited, NTPC Limited, Oil and Natural Gas Corporation, Steel Authority of India Limited, Bharat Heavy Electricals Limited and Gas Authority of India Limited.

Indian Oil operates the largest and the widest network of fuel stations in the country, numbering about 20,575 (16,350 regular ROs & 4,225 KisanSeva Kendra. It has also started Auto LPG Dispensing Stations (ALDS). It supplies Indane cooking gas to over 66.8 million households through a network of 5,934 Indane distributors. In addition, Indian Oil's Research and Development Center (R&D) at Faridabad supports, develops and provides the necessary technology solutions to the operating divisions of the corporation and its customers within the country and abroad. On 28 May 2012, Indian Oil hinted at reduction in prices of petrol.

The Indian Oil Group of companies owns and operates 10 of India's 19 refineries with a combined refining capacity of 60.20 million metric tonnes per annum (MMTPA, i.e. 1.2 million barrels per day).

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The Corporation's cross-country network of crude oil and product pipelines, spanning about 9,300 km and the largest in the country, meets the vital energy needs of the consumers in an efficient, economical and environment-friendly manner. Indian Oil is investing Rs. 43,393 crore (US $10.8 billion) during the period 2007-12 in augmentation of refining and pipeline capacities, expansion of marketing infrastructure and product quality up gradation as well as in integration and diversification projects.

COMPETITORS Indian Oil Corporation has two major domestic competitors, Bharat Petroleum and Hindustan Petroleum. Both are state-controlled, like Indian Oil Corporation. There are two private competitors, Reliance Industries and Essar Oil.

GROUP COMPANIES AND JOINT VENTURES Chennai Petroleum Corporation Ltd. Indian Oil Technologies Ltd. Indian Oil (Mauritius) Ltd. IOC Middle East FZE. Lanka IOC PLC

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INDIAN OIL: ONE OF THE BEST COMPANIES TO WORK FOR

ED (HR) receiving the award An organization is as good as its people this age old adage got a fillip when Indian Oil was adjudged as one of the Best Companies to Work For in India by the Great Places to Work Institute(GPW)An organization is as good as its people this age old adage got a fillip when Indian Oil was adjudged as one of the Best Companies to Work For in India by the Great Places to Work Institute(GPW), India at a glittering programme held at Hotel Hyatt, Mumbai recently. The names of the top 50 organizations adjudged as Best Companies to Work For in India were announced in the presence of Mr. Robert Levering, Founder of GPW, USA, whos who of the Indian corporate world and particularly the HR fraternity.

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VISION, MISSION & VALUES

A major diversified, trans-national, integrated energy company, with national leadership and a strong environment conscience, playing a national role in oil security & public distribution.

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BUSINESSES
An energy self-sufficient India can alter the economic, political and manufacturing landscape of the region. Its quest for energy will create new economic and strategic challenges, right from mobilizing capital to engaging in subtle diplomacy. Indias energy needs projected to grow by 40% in the next five years, which means the future is indeed full of promise for Indian Oil. The organization has ambitious investment plans of Rs. 43,250 crore in the next five years. By 2011-12, the Indian Oil Group, with 80 MMTPA refining capacity in its fold, would be playing a key role in realizing Indias bid to emerge as an export-oriented hub for finished products. The pipelines network, which provides strategic logistics advantage to the marketing operations, is also set to cross the 10,000 km mark in the next two years. In marketing, Indian Oil is set to leverage the combined strength of over 32,000 marketing touch points, with focus on hitherto untapped rural markets, non-fuel revenues and pure retailing business. Indian Oil aspires to be Asias leading commercial R&D organization in the downstream hydrocarbon sector by building on its capabilities in developing innovative technologies, products and processes, and nodal research in alternative fuels. Refineries Pipelines Marketing Research Centre & Development Petrochemicals Gas Exploration & Production (E & P)

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INDIAN OIL PRODUCTS PROFILE

Indian Oil Corporation Limited has the following products: ClassA Liquefied Petroleum Gas (LPG) Class B Motor Spirit/ Gasoline Superior Kerosene Oil/ KERO High Speed Diesel/ Gas Oil Class C High Speed Diesel/ Gas Oil Furnace Oil Class D Mineral Turpentine Oil (M.T.O) Jute Batching Oil (J.B.O) Light Diesel Oil (L.D.O) Unleaded petroleum Lubes & Greases Fuel & Feedstock Super Kerosene Oil Bitumen Naphtha Aviation Turbine Fuel (ATF)

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INDIANOIL BRANDS

Kisan SewaKendras As a new growth area in retail business, Indian Oil unveiled a small-format Kisan Sewa Kendras for rural markets. These outlets meet the diverse needs of the rural populace offering a variety of products and services besides auto fuels and kerosene. The Kendras will primarily market petroleum fuels, SERVO lubricants, fertilizers and agro inputs like seeds, pesticides, farming equipment, vegetables, stationery and other items. Servo SERVO is Indias largest selling lubricant brand. SERVO range of lubricants enjoys approvals from major Original Equipment Manufacturers (OEMs) including new generation cars.9, 000 Retail Outlets sell this brand. It is used in almost every application covering automotive, industrial and marine sectors. With over 42% market share and 450 grades, the countrys leading SERVO brand lubricants from Indian Oil are sold through over 8,100 Indian Oil petrol/diesel stations, over 1,300 SERVO Shops and a countrywide network of bazaar traders. Indian Oil Indane LPG Indian Oil INDANE LPG is used in 40 Million homes as cooking fuel and commands over 48% market share in India. INDANE LPG is marketed through a network of 4350 INDANE distributors. Widely used in commercial sectors like industries, hotels and restaurants, medical labs, etc. 87 INDANE Bottling Plants are spread across the country with a combined bottling capacity of 3.77 MMTPA. Indian Oil Aviation Service Meets complete Aviation Fuel requirements of the Defence Services and for over 75 Domestic and International airlines besides private aircraft operators. A market share of 65% with a network of 95 Aviation Fuel Stations (AFS).The largest aviation fuel marketer in the country. The most preferred supplier of jet fuel for customers in India and abroad.

Indian Oil Offers Premium Fuels XtraPemium Petrol: Available at nearly 2000 Retail Outlets nationwide. XtraMile Diesel: Available at nearly 4400 Retail Outlets nationwide. Autogas Auto gas (LPG) has been introduced in Hyderabad, Bangalore and Mumbai markets. This alternative fuel is a good business proposition in the long term, and IndianOil intends to further expand its marketing in a big way. Xtra Power It facilitates cashless purchase of fuel and lubes from designated retail outlets of Indian Oil through flexible prepaid and credit facilities. It offers an exciting Rewards Program and unique benefits like personal accident insurance cover and vehicle tracking facilities. The largest fleet card in India and widest Retail Outlet coverage with more than 2635 retail outlets in its network. Swagat (Highway Flagship Retail Outlets) To cater to the high growth areas of National Highways forming a part of Golden Quadrilateral and N-S, E-W corridors, Indian Oil has launched Flagship Outlets, which have been branded as Swagat Retail Outlets. XtraCare The launch of XtraCare was the culmination of a series of plans in retail design, product and service up gradation, capability training, automation, loyalty programme, retail site management techniques all benchmarked to global standards. The non-fuel services are being given a major fillip in the Indian OilXtraCare plan with a wide range of loyalty programme with XtraRewards, XtraPower and co-branded cards like Indian Oil-Citibank credit cards. The automation project of XtraCare is by far the most state-of-the-art in the country. The cutting edge technology includes automatic tank level gauges, temperature sensors, density measurement sensors, back-office server with DU controls, automatic bill printing facility, customer database, etc.

AWARDS AND ACHIEVEMENTS

IndianOil the only PSU among Indias 25 best employers. IndianOil Frontrunner in Oil & Gas category in FE-500 listing of India's top corporate's. IndianOil tops Business Standards 'BS 1000' again. IndianOil sweeps five PetroFed Oil & Gas Industry Awards (For the year 2008). IndianOil wins Retailer of the Year - 'Rural Impact Award'. Golden Peacock Award for IndianOil-R&D for the fourth time. The BML MUNJAL Award 2009 for excellence in Learning and Development

OVERVIEW OF OIL & GAS INDUSTRY IN INDIA

After the Indian Independence, the Oil Industry in India was very small in size and oil was produced mainly from Assam and the total amount of oil production was not more than 2,50,000 tonnes per year. The domestic refining capacity is 65.7Million Metric Tonnes Per Annum (MMTPA). The country is net exporter of petroleum products and products like Naphtha, Petrol diesel and Aviation Turbine Fuel (ATF) etc. The government announced that petroleum would be the core sector industry as the foundation of the Oil & Gas Industry in India was laid by the Industrial Policy Resolution, 1954. Government-owned National Oil Companies ONGC (Oil & Natural Gas Commission), IOC (Indian Oil Corporation), and OIL (Oil India Ltd.) were formed in pursuance of the Industrial Policy Resolution, 1954. In 1959, the government set up another company called Indian Refineries Ltd. In 1964, Indian Refineries Ltd. was merged with Indian Oil Company Ltd. to form Indian Oil Corporation Ltd. India, today ranks as the worlds seventh largest energy producer, accounting for about 2.5% of the global energy production per year. Some of the major companies in the Oil Industry in India

Indian Oil Corporation Ltd.

Reliance Industries Ltd.

Bharat Petroleum Corporation Ltd

Hindustan Petroleum Corporation Ltd.

OBJECTIVE OF THE STUDY

The objective of this study was to study The Skill Gap among Blue Collar workers. In this study we are focusing on the following aspects.

To study various standard procedures of IOCL. To identify standard skills required for blue collar workers.

To find current skill levels of blue

collar workers. To study gap between standard skill expected by IOC over current skill of employees.

INDUSTRY STRUCTURE
Upstream Sector

The upstream sector, also known as the exploration and production (E & P) sector, is concerned with the search for potential underground or underwater oil and gas fields, the drilling of exploratory wells, and subsequently operating in the wells that recover and bring the crude oil and/or raw natural gas to the surface. Oil and Natural Gas Corporation Ltd. (ONGC) Oil India Ltd. Reliance Industries Ltd. (RIL)

Midstream Sector

The midstream sector processes, stores, markets and transports commodities such as crude oil, natural gas and natural gas liquids (NGLs) such as ethane, propane and butane. Midstream operations are usually included in the downstream category. Downstream Sector

The downstream sector includes oil refineries, petrochemical plants, petroleum product distribution, retail outlets and natural gas distribution companies. The downstream sector reaches thousands of products such as gasoline, diesel, jet fuel, heating oil, lubricants, synthetic rubber, plastics, fertilizers, pesticides,

pharmaceuticals, natural gas, etc. IndianOil Corporation Ltd. (IOCL) Bharat Petroleum Corporation Ltd. (BPCL) Hindustan Petroleum Corporation Ltd. (HPCL) Mangalore Refinery & Petrochemicals Ltd. (MRPL)

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

ORGANIZATIONAL STRUCTURE OF HR AT IOCL:

The corporations employee strength currently is 31,945, including 12,243 officers. There are 2,469 women employees, constituting 7.73% of total manpower. With a team of more than 31,000 professionals, Indian Oil is known in public sector organizations for its transparent HR policies and procedures and online performance measurement system, well-defined and planned career development. Apart from its 21 training centres, IOCL has an apex-learning institute Indian Oil Institute of Petroleum Management (IIPM) at Gurgaon, taking care of the development requirements of its employees. IOC currently manages around 23000 retail outlets across the country. Indian Oil has the following robust HR setup at Marketing Head Quarters, Regional Offices and State Offices, with suitable subsystems to take care of the entire gamut of Human Resource Management

HEAD OFFICE Executive Director

Employee Relations HRD T&D Management Services Administration & Welfare

Regional Offices

16 State Offices

DGM
Employee Relations HRD T&D Management Services Administration & Welfare

Chief/ Senior Managers Administration & Welfare

HR ACTIVITIES
HR activities of the sub-systems are detailed below: Employee Relations

Personal Industrial Relations

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

MANAGERIAL HIERARCHY AT IOCL

IndianOils workforce is placed in two cadres, i.e. Officers and Staff. The Officers hierarchy is as follows:

Grade I Grade H Grade G Grade F Grade E Grade D Grade C Grade B Grade A

Executive Director/Director/Chairman

General Manager Deputy General Manager Chief Manager Senior Manager Manager Deputy Manager Assistant Manager Officer

The Staff Cadre consists of the following: White Collar Workmen (WCW): Generally placed in Administrative Offices they look after office functions ranging from typing, stenography, filing, accounts, maintenance and technical assistance to officers etc. Blue Collar Workmen (BCW): They function from operating locations. Their designations range from chargeman to khalasi, operator, driver, forklift operator, etc.

Both WCW and BCW fall in Six Grades GRADE I to GRADE VI in Marketing Division and in Eight Grades GRADE I TO VIII in Refineries and Pipelines Division

INTRODUCTION OF VASHI TERMINAL

This Vashi Terminal of Indian Oil Corporation Limited, a public sector organization, located near Jui Nagar railway station at D-502, TTC Industrial area, Kukshet village, Navi Mumbai-400 705. The Facilities are installed for receipt, storage and supply petroleum fuels. The petroleum products are received from JNPT, IOTL Navghar, Mumbai and HPC terminal, Vashi through pipeline. The installed storage tanks are dedicated for various types of petroleum products. The terminal is supplying petroleum products to about 160 Retail Outlets and 135 bulk consumers related to the various field, e.g., Railways, roadways, Fisheries, defence Forces etc. in Mumbai and around Mumbai. The mode of transportation to the end-consumers is through Tank Lorries. This terminal was commissioned on 12.06.1998 and is functional in accordance with the provisions of licenses/consents granted by the Chief Controller of Explosive, Government of India, Chief Inspector of Factories, Maharashtra and Maharashtra Pollution Control Board, as per the relevant statutory Acts and Rules of Government of India and Government of Maharashtra. The Terminal has been designed, operated and maintained in accordance with the statutory provisions and industry standards to ensure its safe and smooth functioning. This Terminal at present has total storage capacity of 31,500 KL of petroleum products like Motor Spirit (MS) BS III and BS IV, High Speed Diesel (HSD) BS III and BS IV, and Superior Kerosene Oil (SKO) (PDS) etc. Some significant properties

of the products and preventive measures to prevent injury to human beings, if exposed to these products, are given in the Material Safety Data Sheetat the end of this write up.To deliver products up to the end consumers, facilities to receive, store and dispatch the products have been provided the details of the same are given in the annexure. As per the properties of petroleum products that they are flammable and can catch fire, if exposed to ignition. Facilities and operation of this Terminal is designed and maintained to prevent any incidence of fire. All internal electrical facilities in the plant are designed to prevent the generation of spark. Trucks enter into the Terminal with spark arrestors so that spark cannot come out with exhaust gases from the truck. Operations are designed to ensure no generation of sparks. Earthing system is provided to dissipate static electrical charge to eliminate the chances of spark during handling of products. Extra precautions are taken during execution of maintenance and project works involving welding, cutting, grinding or any other action that can generate spark. Regular fire fighting and emergency handling trainings are given to the employees of this Terminal. Besides, they have Mutual Aid Agreement with HPCL terminal,

Indian Oil Blending Ltd. Grease Plant, S.I. Group, in addition to the provision to call Thana Belapur Industries Association, Fire Brigade of Thane, Vashi, Dombivli and Kalyan for handling emergency if it escalates. The vapors of more volatile products like Motor Spirit etc. can escape outside the boundaries of this installation if a major leak occurs due to break-down of equipment due to un-foreseen reasons. This can lead to fire from the sources of ignition outside the installation.

In spite of all care taken to prevent accident in the Terminal, in an unlikely event of fire, this Terminal is equipped with the fighting facilities which include waterstorage tanks of 5200 KL filled with water, AUTO pressurized fire water hydrants and monitors and dry chemical powderextinguishers covering each facilities. Foam which is required to fight petroleum fires is kept ready in the Terminal for instant use with water in case of emergency. This Terminal also has facilities to pour foam in tanks containing high flammable products. Water sprinkler Facilities to cool tanks has also been provided. In some case of major fire, the impact can spill outside the limits of Terminal. The IOC has devised system of announcing emergency to public and all others near this Terminal by way of sounding wailing siren. This siren is similar to the one used by civil defense authorities to announce emergency to public. As mentioned earlier such emergencies are very rare. However, if occurs, a few steps as mentioned below can keep the situation manageable and provide safer exit. In the event of hearing such siren or information of leak of products/fire in this Terminal through any other mode, please ensure the following: 1) Stop all operations/activities specially the one which can cause spark (welding, heating, cutting, abrasion, rubbing, grinding etc.) 2) Advice all not to panic. Planned and systemic actions will help in managing the situations more effectively. 3) Do not operate electrical switches as they may cause spark. 4) Put off all open flames (in kitchen, canteen, furnace etc.). 5) Avoid start of vehicles with auto-ignition. 6) Ask the persons to move in downwind direction.

7) If your premises are equipped with fire fighting systems, keep them in `ready to operate condition. Once situation is under control and emergency is over, a clear long continuous siren will indicate `All Clear. The phone numbers for contact have been provided in the annexure of this booklet. You may please contact on these numbers for information on current situation.

OFFICERS IN VASHI TERMINAL NAME DESIGNATION

MR. MAHENDRA SHARMA CHIEF TERMINAL MANAGER MR. A.V SHEVADE MR. P.K.VAID MR. A.V.WANKHEDE (MRS)TREZA SURENDRAN MR. R NEELKANTAN MRS. ANJALI JOSHI MR. A.M.DANI MRS. DEEPA A. SALIAN MR. KUSHAL TRIPATHI MISS ISHA SINGH MR. ABHISHEK KUMAR MR. ARUMUGAM P MANAGER (T) DEPUTY. MANAGER (T) DEPUTY. MANAGER (T) DEPUTY. MANAGER (T) DEPUTY. MANAGER (T) ASSISTANT MANAGER (F) ASSISTANT MANAGER (T) ASSISTANT MANAGER (T) OPERATION OFFICER OPERATION OFFICER OPERATION OFFICER OPERATION OFFICER

WHAT IS SKILL GAP ANALYSIS

A skills gap analysis is an evaluation tool for determining training needs of an individual, group or organization. The analysis reveals the differences between the required and the existing skill levels and the recommended strategies for reducing the differences or closing the gap. A skills gap analysis is undertaken to identify the skills that an employee needs, but may not have, to carry out his or her job or to perform tasks effectively. By applying skills gap analysis across a company it is possible to find out which skill and knowledge shortfalls there are in an organization/department/individual. It is then possible to target training resources on those necessary skills that require the most attention. This should result in the optimal use of resources in terms of improving the overall performance of the company. HOW TO IDENTIFY SKILL GAP-Skill gaps are weak spots in a person's ability to perform the task set before him. It is essential for employers and teachers to identify skill gaps so that they can determine the areas their employees or students need to improve in and where they are strong and competent. Different types of skill gap analysis materials are available depending on the needs of your company or organization; you may choose paper-based testing materials or testing that relies on computer software.

TOOLS-Performance assessments, questionnaires, interviews and group discussions are main tools for assessing current skill levels. Projections, company goals and longterm plans inform what the desired skill levels are. EVALUATION-Comparing the two findings reveal the gaps in competencies. Skill areas evaluated include responsibilities, duties, tasks, functions and knowledge. ADVANTAGES-Identifying workers' skill gap and the ways of meeting those needs helps managers in attaining standard skill expected by IOC over current skill of

employees. With fulfilling those skill gaps, employees receive job satisfaction, the company optimizes its human resources and production levels are likely to improve.

ADDITIONAL USAGES-A skills gap analysis may also reveal employees' competencies or lack thereof that could point to the need for replacement, promotion or pursuit of personal growth. An employee may use knowledge of a skills gap to seek continuing education at an external training facility.

PROCESS FLOW CHART Field Visit Taking Responses on the field Mock drill Video and Report

Study of IQC Manual and SOP

Finding Target Workers and Their Background

Evaluating Responses With Standards

Field Visit

Formulation of Questionnaire

Analyzing Results

Job Description

Standardization of Skills

Recommendation s and suggestions

QUESTIONNAIRE QUESTIONS: ON SAFETY

1. While other Lorries are getting filled where the drivers who are waiting in the queue should be? 2. Why is it necessary to switch off the engine while filling the lorry? 3. Which firefighting equipment according to you driver should carry with him? 4. Why earthing clip is used for TT before starting filling operation? 5. What all things need to be checked before starting the pump? 6. What all things need to be checked after starting the pump? 7. Why physical measurement has to be taken for the first lorry of the day? 8. Why manifold valves at bottom needs to be closed before starting the operation? 9. Whether quick shut off valves should be closed or opened? 10. What are the PPES used by drivers or supervisors while working on TLF gantry? 11. Where the drivers and cleaners should be while filling the lorry? 12. What should be checked in hose pipe of tank lorry? 13. What care should be taken while decanting a lorry? 14. For what purpose is emergency process shut down switch used and where is it located? 15. What should be done if emergency process shut down does not work?

16. What is the most significant thing to be checked before starting filling of SKO? 17. What should be the flash point of kerosene?

QUESTIONS: ON GENERAL SAFETY QUESTIONS:

1. What are the different classes of fire? 2. What are the three main components of fire? 3. What are the three methods of extinguishing fire? 4. What are the common sources of fire? 5. Which are the two types of permits and how are they classified? 6. What is the difference between earthing and bonding? 7. What is the maximum resistance of earth pit? 8. What is Megger? 9. What is the minimum value of current that will cause injury to a persons body? a. 8m A b.15m A c.20m A

10. What would you do if you find a person caught with an electric shock? 11. What is lightning arrestor? 12. What will happen if petrol is used for cleaning hands? 13. Why air socks are used in terminal? 14. If there is fire and you have to extinguish it with DCP powder what will you check and where will you target? 15. In a week how many times the fire- fighting engine/pump has to be checked? a. Daily three times b. weekly three times c. three times in two weeks

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

QUESTIONS: ON QUALITY
1. At what frequency sample is to be drawn for density check? 2. At what temperature the density of the product is measured and checked and which table is to be used? 3. How is the purity of ethanol checked? 4. What care should be taken before taking the density of tank which is nominated for filling after change over at gantry? 5. What care should be taken while putting lock to the lorry? 6. What equipments for quality control should be carried while going on the gantry? 7. What care should be taken while taking the sample for density? 8. What quantity of HSD, MS, SKO is to be retained at gantary on daily basis?

QUESTIONS: ON OPERATIONS 1. What will you check in the VHF before carrying it to gantry? 2. What is the maximum allowed speed for TT inside terminal? 3. Which are the nominated tanks for BS IV, BS III, MS & HSD? 4. Which pump should be nominated for T1 & T2 (BS IV MS)? 5. The measuring tape & the thermometer should be same or not for gauging? If not what will happen? 6. Which valves need to be kept open before starting with TLF? 7. Which pump needs to be operated for BS III?

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

INDIVIDUAL REPORT

MASTER REPORT CARD

TRAINING RECOMENDATION CHART

Sr. No.

NAMES Functional

TRAINING NEEDED Safety Yes Yes Yes Yes Yes Yes Yes Behavioral Yes(motivational) Yes Yes -

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

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

Yes Yes Yes Yes Yes -

STATISTICS ATTITUDE
Expected Standard Score
40

Scores of employess

Employees Average Score 21.85

Distribution of employees based on average score

On X Axis: x value which shows score of an employee On Y Axis`: No. Of employees as per the scores obtained The average value of the group is the main indication of GAP in the attitude of employees Here the Expected Standard is 40 which includes attitude towards different parameters like 1. Safety in operations 2. Actual operations 3. Quality Control 4.General safety Every Parameter has got the maximum scale rating of 10.

AWARENESS
Employees Expected Standard Expectation 40

Scores of employess

Employees Average Score

21.7 5

Distribution of employees based on average score

On X Axis: x value which shows score of an employee On Y Axis`: No. Of employees as per the scores obtained The average value of the group is the main indication of GAP in the Awareness/Knowledge of employees Here the Expected Standard is 40 which measures Awareness of different parameters like 1. Safety in operations 2. Actual operations 3. Quality Control 4.General safety Every Parameter has got the maximum scale rating of 10.

SKILLS

Expected Standard Score

40

Scores of employess

Employees Average Score

22.31

Distribution of employees based on average score

On X Axis: x value which shows score of an employee On Y Axis`: No. Of employees as per the scores obtained The average value of the group is the main indication of GAP in the Skills of employees Here the Expected Standard is 40 which measures skills in different parameters like 1. Safety in operations 2. Actual operations 3. Quality Control 4.General safety Every Parameter has got the maximum scale rating of 10.

GENERAL SAFETY

Employees Expected Standard Expectation

30

Scores of employess

Employees Average Score

13.04

Series1

Distribution of employees

On X Axis: x value which shows score of employees On Y Axis: No. Of employees as per the scores obtained The average value of the group is the main indication of GAP in the desired skill level in a particular functional area. Here the Expected Standard is 30 which measures skill level of different parameters like 1. Knowledge/Awareness 2. Skills 3. Attitude

Every Parameter has got the maximum scale rating of 10.

OPERATIONS

Employees Expected Standard Expectation

30

Scores of employess

Employees Average Score

20.15

Series1

Distribution of employees

On X Axis: x value which shows score of employees On Y Axis: No. Of employees as per the scores obtained The average value of the group is the main indication of GAP in the desired skill level in a particular functional area. Here the Expected Standard is 30 which measures skill level of different parameters like 1. Knowledge/Awareness 2. Skills 3. Attitude

Every Parameter has got the maximum scale rating of 10.

QUALITY

Employees Expected Standard Expectation

30

Scores of employess

Employees Average Score

13.88

Series1

Distribution of employees

On X Axis: x value which shows score of employees On Y Axis: No. Of employees as per the scores obtained The average value of the group is the main indication of GAP in the desired skill level in a particular functional area. Here the Expected Standard is 30 which measures skill level of different parameters like 1. Knowledge/Awareness 2. Skills 3. Attitude Every Parameter has got the maximum scale rating of 10.

SAFETY IN OPERATIONS

Employees Expected Standard Expectation

30

Scores of employess

Employees Average Score

19.24

Series1

Distribution of employees
On X Axis: x value which shows score of employees On Y Axis: No. Of employees as per the scores obtained The average value of the group is the main indication of GAP in the desired skill level in a particular functional area. Here the Expected Standard is 30 which measures skill level of different parameters like 1. Knowledge/Awareness 2. Skills 3. Attitude

Every Parameter has got the maximum scale rating of 10.

VARIATION OF SKILLS AS PER ATTITUDE AND AWARNESS

SKILLS & ATTITUDES

40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Skills Attitude

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

Attitude is one of the important parameter to be focussed on in order to increase the skill level of employees. SKILLS & AWARENESS

40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Skills Awareness

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

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

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

SKILLS, ATTITUDES & AWARENESS

40 35 30 25 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Skills Attitude Awareness

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

It can be seen that in order to target the skill levels of employees improving knowledge/ awareness of different functions as well as developing their attitude towards their job is important

QUALIFICATION & SKILLS

35 30 25 20 15 10 5 0 1 2 3 4 5 6 7 8 9 10 11 12 13 QUALIFICATION SKILLS

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

SKILLS AND AGE

70 60 50 40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 SKILLS AGE

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

It is clear that the maximum skill level is observed in mid age level people. We can use this information to decide our target group and design a special training program based on the age factor identifying reasons as to why skills go down as per the age.

JOB DESCRIPTION OF BLUE COLLAR WORKER

Job title Purpose and objective of the job

: Jr Operator Gr I/Operator Gr II : To perform variety of semi skilled and Skilled and operational activity as per Instruction.

Department Reporting relationships

: Operations : Report to Shift-In-charge/section in charge/OO II Or any other officer assigned for supervision by location incharge.

Job location

: Operating location i.e. Depot/Terminal.

DUTIES AND RESPONSIBITIES

Loading/unloading of tank trucks, tank wagons etc. with all allied operational activities as per Standard Operating practices. Actively and physically involve in all Tank Lorry Filling operation as per direction including operating of flow meters/doping instrument etc as per direction of TLF in charge. Fills barrels, sample boxes or any other container, receives/fills/delivers petrol, diesel, lubricants, radiator water, batter water, mineral water, WMM, TBA items etc. Operates pumps, valves, DG Set, Diesel Engine, Fire Hydrant Engine, Air Compressor, and other electrical appliances, as directed. Checking of water level batteries installed Available at location. Watering earth pits as per direction of supervisor. Topping up of HSD in diesel tank of DG Set, Refueling equipment, Diesel Engine, etc. Collection of samples from Tank trucks/ storage tanks/ pipelines/ tank wagons and other function including pasting sample levels/sealing etc for testing/retention purpose under supervision. Maintain good housekeeping and proper safekeeping at godown/stores etc. and at any other workplace if assigned to him. Whenever assigned to a tank truck as a helper, helps the TT Driver in maintaining the tank truck, help in decanting/loading of tank truck. Proper maintenance of log book in the TT as per instruction. Perform operation of pumps and other valves etc. in pump house as per instruction and to maintain good housekeeping in pump house.

 Taking physical dips of storage tanks and meter reading of stock of all products Moves machinery and equipment, hose pipes etc. from one location to another either singly or collectively as directed by superiors. Locking / un-locking of Tank truck, Seals tank trucks, tank wagons, dip hatch of storage Tanks as directed. Seals valves of storage tanks after days operation as directed. Assists in maintaining all equipment and machinery as also in calibration of tank trucks, tank wagons, fillers etc. To actively participate in activity/training related to safety/security of the location like fire drill/security drill etc. To operate all firefighting equipment at the location as per instruction of superiors. In case of emergency like fire/accidents etc. actively participate in the firefighting/rescue operations etc. as per instruction from superiors.

WORK PLACE /EMPLOYEE INTERFACE Internal interface include with co-workers, supervisors / location in charge etc. External interface include TT Crew/ Maintenance personnel/ Railway staff/ Customer in case move with the TT.

JOB SPECIFICATION

Qualification: Matric + Regular ITI of two year duration in following trades: Electronics Mechanic/ IT & Electronic System Maintenance/Instrument Mechanic/ Instrument Mechanic (Chemical Plant)/Electrician/Maintenance Mechanic (Chemical plant)/Attendant Operator (Chemical plant)/Mechanic (Motor Vehicle)/Machinist/Fitter/ Marine fitter/Mechanic (industrial

Electronics)/Mechanic Machine tool maintenance. NAC in the same trade and equivalent certificate from armed forces in the trade will be accepted. Experience: Minimum One year post qualification Experience other than training in relevant field. However Apprentice training will be considered as experience subject to production of NAC. For SC/ST, the period of experience will be of 8 month. Skill requirements: Ability to read, write and understand English and a regional language. It is desired that the candidate should be able to read, write and understand Hindi. Sound technical knowledge of operating pumps/ electrical panels/ electronics instruments and minor maintenance of mechanical/electrical machines. Sound intelligence and interpersonal skill, obedience, learning ability, ability to work in a team. Physical standards: Must be declared fit as per pre-employment medical examination and have sound physical strength, movement, auditory/visionary capability including proper color vision etc. Person with disability will not be considered this post considering the physical demand & hazardous nature of the job.

MOCKDRILL REPORT

LOCATION OF EMERGENCY: T1, Body Valve NATURE OF EMERGENCY: Spark leading to fire due to gland leak 07.5.13

Sr. No. 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.1 4.11

Activity Emergency Spotted Alarm Raised (Vocal) Electrical Siren Sounded Sprinkler Started (if applicable) for T2 Monitor Started (if applicable) for T3, T1 DCP F/E Discharged (if applicable) Rescue Team on Site All TTs Evacuated All Clear Given on Site Electrical Siren Sounded for All Clear

Response Time 14.15 14.16 14.17 14.16 14.16 14.15 14.18 14.21 14.22 14.23

FEATURES OF THE DRILL: i. ii. iii. The site of fire was clearly announced over wireless network. Surprise fire drill for TT new during peak fire of loading. 10kgs DSP discharged, sprinkler started successfully by TLF staff.

OVERALL ASSESSMENT OF PREPARDNESS OF EMERGENCY: i. 10kgs DSP discharged successfully. Subsequent starting of Hydrant monitors then followed by foam. ii. iii. iv. v. Cooling T2, T3 by sprinkler and Hydrant monitor. TT movement well supervised. Auxiliary team was effective (Valve closed, TT guided). Head count done. AREAS OF IMPROVEMENT: i. ii. Head count shall be done effectively by team leader. Security shall do head counting after the completion of emergency at assembly point. iii. iv. Assembly line shall be clearly visible. Fire wheel to be shifted near licensed gate for generating more awareness

SUGGESTIONS

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

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

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

A zebra crossing should be along the Gantry area and also near the main gate because many a times the trucks move without giving any indications as and when they wish to. This may result a great loss to the company as well as to the society.

LIST OF FIGURES

SR.NO

DESCRIPTION

PAGE NO

1 2

Objective of the Study Peter Senge Model Of Learning Organization The Dimensions of the Learning Organization Questionnaire (DLOQ)

LIST OF ANNEXURE

ANNEXURE 1 2 3 4 DLOQ Questionnaire Table of Detailed Scores

DESCRIPTION

Differences in Means across departments Scores across levels of learning

LIST OF ABBREVATION

ABBREVATIONS HO DLOQ

FULL FORM Head Office Dimensions of the Learning Organization Questionnaire

OBJECTIVE OF THE STUDY

The basic objective of this project is:

To study the level of individual, team and organizational learning in two departments i: e (Marketing department and LPG-OPS department) of IOCL.

To study the effectiveness of learning in the departments.

TRAINING AND DEVELOPMENT AT IOCL

Training constitutes an important component of the overall Human Resource Management strategy in Indian Oil. Indian Oil believes learning to be a continuous process. It is considered essential for the employees to continuously update their functional knowledge and skills in various disciplines. Indian Oil believes in familiarizing its employees with the latest technological changes, organizational procedures and systems including the various management concepts. Training & development have been the key elements in facilitating IOCs growth over the years. As early as in the 80s, it initiated a proactive structured transition from Human Resources Management to Human Resource Development. This has enabled IOC to withstand competition, maintain steady pace of growth and development and face various challenges. TRAINING VISION: To magnify capabilities, galvanize attitudes and ignite passion through creation of high impact experiential learning. Be global leaders in learning. TRAINING MISSION: To facilitate the process of integration of personal ambitions and aspirations of the employees with the corporate objectives through training interventions. To continuously scan the environment, review training programmes and design need based inputs to ensure achievements of high-level excellence in consumer satisfaction. Assist the employees in their pursuit of knowledge and self- actualization, expounding the belief that there are limits to human potential and growth.

 Facilitate the induction of the new employees (officers & staff) into Indian Oil Corporation, through suitable orientation programs. Enable through training, Defence services to effectively handle storage, distribution and consumption of petroleum products which shall also play a vital role in building customer relations over a long term. TRAINING PHILOSOPHY: IOC Ltd. believes that learning is a continuous process. So, it is essential that the employees update their functional knowledge skills in various disciplines. They should also be familiar with the latest technological changes, organizational procedures and modern management concepts. And one of the basic philosophies of training at IOC is to bring together the participants of different places and disciplines so that they can exchange their experiences with other participants, thereby getting concrete problems. TRAINING OBJECTIVE: The overall training objective of training is to develop required knowledge, skills and attitudes of the employees so that they can perform more productivity and achieve the business goal. To achieve this, each training programme is been designated a business goal linkage. This could not only result in self growth, but also contribute towards organizational effectiveness. TRAINING SETUP: Indian Oil Institute of Petroleum Management (IIPM), Gurgaon Indian Oil Management Academy (IMA), Haldia Indian Oil Management Centre for Learning (IMCL), Mumbai.

THE SEQUENCE OF THE TRAINING ACTIVITIES

Organizational Deficiencies Identified

Potential Training Need

Task/ Data Analysis

Reporting Results

Establish training objectives

Evaluation Activities Evaluating the training staff

Training Planning

Information breakdown

Evaluating the training programme

Learning outlines

Evaluating the learners

Doing the training

Selection/design of evaluation method

Scheduling Training

LITERATURE SURVEY
Definition of Learning: Learning is acquiring new or modifying existing knowledge, behaviours, skills, values, or preferences and may involve synthesizing different types of information .It is the single most important concept in the human behaviour. Every aspect of human behaviour is responsive to learning experiences; Knowledge, languages, skills, attitudes, value system and personality characteristics. It is a relatively permanent change in behaviour based on an individual's interactional experience with its environment.It is the lifelong process of transforming information and experience into knowledge, skills, behaviors, and attitudes.

Learning may not necessarily involve some formal education or training activity, but can often result from the process of undertaking work itself. Thus, the learning organization does not necessarily require an enhanced investment in education and training, but definitely require effort to ensure that learning is captured as value added resource in the organization.

LEARNING ORGANISATION

A Learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. It develops as a result of the pressures facing modern organization and enables them to remain competitive in the business environment. A learning organization has 5 main features: System thinking. Personal Mastery Mental Modes. Shared Vision. Team Learning.

The Learning organization concept was coined through the work and research of Peter Senge and his colleagues (Senge, 1990).It encourages organization to shift to a more inter connected way of thinking. Organization should become more like communities that employees can feel a commitment to. They will work harder for an organization they are committed to organization that acquires knowledge and innovates fast enough to survive and thrive in a rapidly changing environment learning organizations Creates a culture that encourages and supports thinking, continuous employee learning, and risk taking with new ideas. Value employee contributions and allow mistakes. Learns from experience and experiment

Senge defines Learning Organizations as Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together.

PETER SENGE MODEL OF LEARNING ORGANISATION

According to Peter Senge Organizations do not organically develop into learning organizations; there are factors prompting their change. Organization need to learn faster than their competitors and to develop a customer responsive culture for a learning organization, it is not enough to survive.Survival learning or what is more often termed adaptive learning is important indeed it is necessary. But for a learning organization, adaptive learning must be joined by generative learning, learning that enhances our capacity to create (Senge 1990:14).A learning organization has five main features; systems thinking, personal mastery, mental models, shared vision and team learning. In the work of Peter Senge The Fifth Discipline

Peter Senge stated in an interview that a learning organization is a group of people working together collectively to enhance their capacities to create results they really care about. Senge popularized the concept of the learning organization through his book The Fifth Discipline. In the book, he proposed the following five disciplines:

1. Systems thinking: Organizations are a system of interrelationships. To become more successful we need to analyze these relationships and find the problems in them. This will allow an organization to eliminate the obstacles to learning. 2. Personal mastery: An individual holds great importance in a learning organization. Personal development holds as much important as commitment

and work for the organization. Employees need to grow and work on their own goals. 3. Mental Models: This is the company culture and the diverse theories and mindsets that serve as a framework for the functioning of the organization. Learning organizations look for how these affect organizational development. 4. Shared Vision: A learning organization's employees all share a common vision. Personal goals must be in sync with the goals and vision of the organization. 5. Team Learning: The importance of dialogue and group discussion. For a team to learn, they must be in sync and reach agreement.

BENEFITS:

Maintaining levels of innovation and remaining competitive. Being better placed to respond to external pressures. Having the knowledge to better link resources to customer needs. Improving quality of outputs at all levels. Improving corporate image by becoming more people oriented. Increasing the pace of change within the organization.

THE DIMENSIONS OF THE LEARNING ORGANISATION QUESTIONNAIRE (DLOQ)

Several advocates of the learning organization have developed diagnostic tools for the learning organization. An analysis of such instruments grew out of a project carried out by Gephart, Marsick and Van Buren through the American Society for Training and Development (Gephart et al., 1996). One conclusion was that many instruments have diagnosis and intervention as their purpose but are informed primarily by a change agents practice, not by research. Instruments sometimes imply that improvement will result if an organization adopts recommended practices. But many factors affect the successful adaptation of practices, including an analysis of the organizational systems contributions to degree of success. Research can help track these factors and help change agents and decision makers make informed choices about how to modify interventions. The Dimensions of the Learning Organization Questionnaire, or DLOQ grew out of research and practice and has subsequently been tested and modified through research studies. The DLOQ measures important shifts in an organizations climate, culture, systems, and structures to find out the extent of influence on an individuals learning level. The questionnaire consists of close ended questions with a Likert Scale of rating raging between 1 to 6, 1 being almost never i.e. lowest and 6 being almost always i.e. highest. The following areas were examined through the questionnaire: 1. Individual Learning Level 2. Team Learning Level 3. Organizational Learning Level

Marsick and Watkins identified seven action imperatives or dimensions that characterize the companies striving to become learning organizations. These seven dimensions of the learning organization form the basis of the DLOQ. These are integrated into the Learning Organization Model as shown below:

Learning Organization Action Imperative

Based on research conducted by Watkins, Selden, and Marsick (1997); Watkins, Yang, and Marsick (1997); and Yang, Watkins, and Marsick (1998), measuring organizations against the dimensions of the learning organization, they have found a correlation between the learning organization dimensions and knowledge and financial performance.

PROJECT OUTLINE

This

project

deals

with

the

topic

LEVEL

OF

LEARNING

ACROSS

DEPARTMENTS IN IOCL. This project is undertaken to find out the current level of learning that are followed in two different departments at IOCL viz. Marketing Department and LPG-OPS Department that affect the learning of their employees. For this purpose, the research we started by administering the survey questionnaire {Dimensions of Learning Organization Questionnaire (DLOQ), filled by officers of grade the C, D, E and F all the two departments in HO. This questionnaire helped to assess the level of learning in IndianOil. To get a better representative of the population we used random sampling. This gave the learning scores at the individual, team and organizational level and also the seven dimensions of learning in the form of mean. The main purposes for these tests were to understand how much variance was there in the means of each level between the two departments. This analysis helped us to access the various strength and weakness of each department.

From this project, we will be able to identify the strengths that the company can continue to build on and the areas of greatest strategic leverage for development toward becoming a learning organization.

THE SURVEY INSTRUMENT

1) Survey Questionnaire using DLOQ: DLOQ was devised by Victoria J. Marsick and Karen E. Watkins in the year 2003. Organizations wanted to explore links between organizational learning and the performance of the firm and a way to diagnose their current status and guide change, and scholars wanted better measures of learning to compare organizations. The solution was to develop and validate an instrument that addresses these needs.

The Dimensions of the Learning Organization Questionnaire, or DLOQ grew out of research and practice and has subsequently been tested and modified through research studies. The DLOQ measures important shifts in an organizations climate, culture, systems, and structures to find out the extent of influence on an individuals learning level. The questionnaire consists of close ended questions with a Likert Scale of rating raging between 1 to 6, 1 being almost never i.e. lowest and 6 being almost always i.e. highest. The following areas were examined through the questionnaire:

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

In this questionnaire, one is asked to think about how ones organization supports and uses learning at an individual, team, and organizational level. These dimensions of learning organization help in understanding the impact of change in learning on the outcome variables of knowledge and financial performance along with finding out the level of learning. In this project we are using this instrument only to find out the level learning so that we can correlate the learning means of the two departments.

.INTRODUCTION TO DEPARTMENTS For the purpose of this research we studied two functional departments of IOCL, which areMrketing Department and LPG OPS Department. Given below is a brief introduction to these departments. 1. MARKETING DEPARTMENT Indian Oil has one of the largest petroleum marketing and distribution networks in Asia, with over 35,000 marketing touch points. Its ubiquitous petrol/diesel stations are located across different terrains and regions of the Indian sub-continent. From the icy heights of the Himalayas to the sun-soaked shores of Kerala, from Kutch on India's western tip to Kohima in the verdant North East, IndianOil is truly 'in every heart, in every part'. IndianOil's vast marketing infrastructure of petrol/diesel stations, Indane (LPG) distributorships, SERVO lubricants & greases outlets and large volume consumer pumps are backed by bulk storage terminals and installations, inland depots, aviation fuel stations, LPG bottling plants and lube blending plants amongst others. The countrywide marketing operations are coordinated by 16 State Offices and over 100 decentralised administrative offices.Several landmark surveys continue to rate IndianOil as the dominant energy brand in the country and an enduring symbol for high quality petroleum products and services. The heritage and iconic association that the brand invokes has been built over four decades of commitment to uninterrupted supply line of petroleum products to every part of the country, and unique products that cater not only to the functional requirements but also the aspirational needs of millions of customers.

IndianOil has been adjudged India's No. 1 brand by UK-based Brand Finance, an independent consultancy that deals with valuation of brands. It was also listed as India's 'Most Trusted Brand' in the 'Gasoline' category in a Readers' Digest - AC Nielsen survey. In addition, IndianOil topped The Hindu Businessline's "India's Most Valuable Brands" list. However, the value of the IndianOil brand is not just limited to its commercial role as an energy provider but straddles the entire value chain of gamut of exploration & production, refining, transportation & marketing, petrochemicals & natural gas and downstream marketing operations abroad. IndianOil is a national brand owned by over a billion Indians and that is a priceless value.

2. LPG OPS DEPARTMENT The LPG Operations department is mainly concerned with the distribution of cylinders from the Bottling Plants to the Distributors. The Distributors act as an interface between the Company and the Consumers. The critical roles of the LPG Operations department include Receipt and Storage of cylinders from Bottling Plants. Enrolment of New Customers. Acceptance of refill booking. Distribution of filled cylinders to customers, Collection and Return of the empty cylinders to the Bottling Plants. Attending to customer complaints. Compliance with the rules of the Company.

LPG is a highly subsidized commodity and there is mass consumption of te product. Also, there is 99% home delivery to be done of the LPG Cylinder and IOCL delivers around 25000 cylinders every day. This requires good quality service and IOCL sees to it that the distribution is done within 2 days. The department takes feedback from the customers and all their complaints are taken into consideration.

RESEARCH METHODOLOGY
This project is entirely based on primary research. The initial step was by undertaking a survey using the DLOQ which was filled by the managers of B, C, D, E, F, G and H grade officers of the Marketing Department and LPG OPS Department. RESEARCH DESIGN: The research design adopted here is the Exploratory Research Design. It helped us to determine the best research design, data collection method and selection of subjects. This research is conducted using qualitative techniques of questionnaire and

interviews to support it along with secondary research such as reviewing available literature and/or data, The results of qualitative research can give some indication as to "why", "how" and "when" something occurs. The results of this exploratory research can provide significant insight into the given situation. SAMPLING DESIGN: The sampling design used is Simple Random Sampling, because it provides a better representation of the population. Random sampling ensures the law of Statistical regularity which states that if on an average the sample chosen is a random one the sample will have the same composition and characteristics as that of the universe Hence, this sampling design has been used. The sample size was 25 respondents each from the twodepartments who filled the DLOQ. Due to the busy schedule of the officers and wide scope of project, only these many respondents were made a part of this survey. STATISTICAL DESIGN AND TOOLS For the analysis of the survey (DLOQ) data we used the following tools: Means of Individual Learning, Team Learning, Organizational Learning, Excel.

DATA COLLECTION
USING QUESTIONNAIREThe data was collected by administering the DLOQ. This questionnaire was first administered in the HO Office (Mumbai) for 2 Departments. The Department responses were selected i: e the Marketing Department and LPG OPS Department. Thus a sample size of 25 from each department were collected and analyzed.

DATA ANALYSIS
The data is interpreted in the following way, the scores of the questions in the-

Dimensions of Learning Organization Questionnaire ranged from 1 to 6, 1 being the lowest and 6 highest. The scores were then analyzed to find out individual, team and organization level

means. This was done by finding the mean for every question in the DLOQ Based on which we got the following results:

SCORES ACROSS LEVELS OF LEARNING

SR.NO DIMENSION MARKETING LPG-OPS

1 2 3

Individual learning Team learning Organizational Learning

4.46 4.43

3.91 4.33

4.42 4.44

4.17 4.14

Overall learning

ANALYSIS OF EACH DEPARTMENTS

MARKETING DEPARTMENT

SR.NO

DIMENSION

MARKETING

Individual learning

4.46

Team learning

4.43

Organizational Learning

4.42

MARKETING
4.47 4.46 4.45 4.44 4.43 4.42 4.41 4.4 Individual learning MARKETING 1 4.46 Team learning 2 4.43 Axis Title

Organisational learning 3 4.42

On X axis: X value represents the dimension of learning On Y axis: Y value represents the mean of scores. In marketing department we can see that the learning at individual level is more as compared to team and organisational level.

LPG-OPS DEPARTMENT

SR.NO

DIMENSION

LPG-OPS

Individual learning

3.91

Team learning

4.33

Organizational Learning

4.17

LPG-OPS
4.4 4.3 4.2 4.1 4 3.9 3.8 3.7 Individual learning LPG OPS 1 3.91 Team learning 2 4.33 Axis Title

Organisational learning 3 4.17

On X axis: X value represents the dimension of learning On Y axis: Y value represents the mean of scores. In LPG-OPS department we can see that the learning at team level is more as compared to individual and organisational level.

OVERALL LEARNING IN ALL DEPARTMENTS

DIMENSIONS MARKETING LPG-OPS

OVERALL LEARNING 4.44 4.14

OVERALL LEARNING OF ALL DEPARTMENT TOTAL SCORE

4.5 4.45 4.4 4.35 4.3 4.25 4.2 4.15 4.1 4.05 4 3.95

Axis Title

MARKETING 4.44

LPG-OPS 4.14

OVERALL LEARNING OF ALL DEPARTMENT TOTAL SCORE

ON X Axis: X value represents two departments. ON Y Axis: Y value represents the mean of scores of all the dimensions. From the above chart we can see that the level of learning in marketing department is maximum as compared to LPG-OPS department.

LIMITATIONS OF STUDY 100% accuracy cannot be guaranteed in the DLOQ because the respondents perception at the time they filled the questionnaire could have been affected by any recent negative/ positive happening. Since the questionnaire had already been formulated, there was very little scope for innovating and making changes in the existing questionnaire. The Dimensions of the Learning Organization Questionnaire (DLOQ) could not show highs and lows over time. It just gave a snapshot of perceptions of change at the time the instrument was taken.

LEARNING EXPERIENCE OF THE PROJECT

Understanding of the functioning of a Public Sector Unit (PSU) and some of its departments. Gathering and analysis of information. Learning the analysis of the data and other aspects of the project. The importance of survey and the data so collected. Its effective usage to get results that are closer to truth. Working with a group and learning how to accept the ideas and views of your co-worker.

SUGGESTIONS
Job rotations & transfers should be planned well in advance to give more time for knowledge transfer. Trainings should be conducted on business etiquettes and communication with international customers (cross cultural orientation). Rewards & Recognitionmonetary or otherwise should be given through a public forum and made visible to all. Innovation Culture needs to be fostered by use of technology through intranet, discussion forums etc.by encouraging suggestions schemes and innovative ideas and building action teams to implement the ideas. . E-learning should be done on a larger scale.Learning should be formally shared. For instance, there are 5 plants at State Office. The inspection observations of 1 plant should be shared with the other 4 plants so that the same inspection observation does not get repeated. IOCL has a very powerful tool, that is, the intranet, to boost the level of learning of its employees. However, the intranet is under-utilized as it is not updated regularly. This can be taken care of in the form of regular updates. As training need identification has a good scope for future improvement more emphasis should be given to it. Along with intranet of the organization, internet could be use to administer countrywide survey within organization. Only random sampling should be used rather than convenience sampling as it is more representative of the population. Large sample size should be used so as to get effective results.

PROFORMA ANNEXURE-I DIMENSIONS OF LEARNING ORGANISATION QUESTIONNAIRE This questionnaire is designed to assess the level of learning in Indian Oil. After the aggregate data is analyzed, IOCL will be able to assess the strengths of the organization. From this data, you and your organization will be able to identify the strengths you can continue to build on and the areas of greatest strategic leverage for development toward becoming a learning organization.
NAME : REGION:GRADE: AGE: GENDER: DATE: Yrs OF SERVICE:

SR. NO.

STRONGLY DISAGREE DISAGREE

SOMETIMES DISAGREE

SOMETIMES AGREE AGREE

STRONGLY AGREE

INDIVIDUAL LEVEL In my organization, people openly discuss

1

mistakes in order to learn from them.

In my organization, people 2 identify skills they need for future work tasks. 3 In my organization, people help each other learn. In my organization, people 4 can get money and other resources to support their learning. In my organization, people 5 are given time to support learning.

In my organization, people view problems in their work as an opportunity to learn.

In my organization, people are rewarded for learning. In my organization, people

give open and honest feedback to each other. In my organization, people

listen to others' views before speaking. In my organization, people

10

are encouraged to ask "why" regardless of rank. In my organization,

11

whenever people state their view, they also ask what others think. In my organization, people

12

treat each other with respect. In my organization, people

13

spend time building trust with each other.

TEAM LEVEL
In my organization, 1 teams/groups have the freedom to adapt their goals as needed. In my organization, teams/groups treat members 2 as equals, regardless of rank, culture, or other differences. In my organization, 3 teams/groups focus both on the group's task and on how well the group is working 4 In my organization, teams/groups revise their

thinking as a result of group discussions or information collected. In my organization, 5 teams/groups are rewarded for their achievements as a team/group. In my organization, teams/groups are confident 6 that the organization will act on their recommendations.

ORGANISATIONAL LEVEL
My organization uses twoway communication on a 1 regular basis, such as suggestion systems, electronic bulletin boards, or town hall/open meetings. My organization enables 2 people to get needed information at any time quickly and easily. My organization maintains an 3 up-to-date data base of employee skills. My organization creates 4 opportunity to measure gap between current and expected performance. My organization makes its 5 lessons learned available to all employees. My organization measures the 6 results of the time and resources spent on training.

My organization recognizes people for taking initiative. My organization gives people

choices in their work assignment. My organization invites

people to contribute to the organization's vision. My organization gives people

10

control over the resources they need to accomplish their work. My organization supports

11

employees who take calculated risks. My organization builds

12

alignment of vision across different levels and workgroups. My organization helps

13

employees balance work and family. My organization encourages

14

people to think from a global perspective. My organization encourages

15

everyone to bring the customers' views into the decision making process. My organization considers the

16

impact of decisions on employee morale. My organization works

17

together with the outside community to meet mutual needs. My organization encourages

18

people to get answers from across the organization when solving problems.

In my organization, leaders 19 generally support requests for learning opportunities and training. In my organization, leaders share up to date information 20 with employees about competitors, industry trends, and organizational directions. In my organization, leaders 21 empower others to help carry out the organization's vision. In my organization, leaders 22 mentor and coach those they lead.

In my organization, leaders 23 continually look for opportunities to learn. In my organization, leaders 24 ensure that the organization's actions are consistent with its values.

TABLE OF DETAILED SCORE ANNEXURE-II QUESTIONS SR.NO QUESTIONS MARKETING LPG-OPS

INDIVIDUAL LEVEL 1 In my organization, people openly discuss mistakes in order to learn from them. In my organization, people identify skills they need for future work tasks. In my organization, people help each other learn. In my organization, people can get money and other resources to support their learning. In my organization, people are given time to support learning. In my organization, people view problems in their work as an opportunity to learn. In my organization, people are rewarded for learning. In my organization, people give open and honest feedback to each other. In my organization, people listen to others' views before speaking. In my organization, people are encouraged to ask "why" regardless of rank. In my organization, whenever people state their view, they also ask what others think. In my organization, people treat 3.79 3.25

4.71

3.65

3 4

4.48

4.50

5.00

4.20

5 6

4.8

3.95

4.25

3.93

7 8

4.89

4.13

3.9

3.73

9 10

5.14

4.03

3.62

3.08

11

4.00 4.9

3.68 4.68

12

each other with respect. 13 In my organization, people spend time building trust with each other. TEAM LEVEL 1 In my organization, teams/groups have the freedom to adapt their goals as needed. In my organization, teams/groups treat members as equals, regardless of rank, culture, or other differences. In my organization, teams/groups focus both on the group's task and on how well the group is working. In my organization, teams/groups revise their thinking as a result of group discussions or information collected. In my organization, teams/groups are rewarded for their achievements as a team/group. In my organization, teams/groups are confident that the organization will act on their recommendations. 4.59 5.00

4.47

4.00

4.34

4.85

4.49

4.10

4.27

3.88

4.61

4.38

4.25

3.78

ORGANISATIONAL LEVEL 1 My organization uses two-way communication on a regular basis, such as suggestion systems, electronic bulletin boards, or town hall/open meetings. My organization enables people to get needed information at any time quickly and easily. My organization maintains an up-to-date data base of employee skills.

4.76

4.38

4.84

3.78

4.50

4.70

My organization creates opportunity to measure gap between current and expected performance. My organization makes its lessons learned available to all employees. My organization measures the results of the time and resources spent on training. My organization recognizes people for taking initiative. My organization gives people choices in their work assignment. My organization invites people to contribute to the organization's vision. My organization gives people control over the resources they need to accomplish their work. My organization supports employees who take calculated risks. My organization builds alignment of vision across different levels and workgroups. My organization helps employees balance work and family. My organization encourages people to think from a global perspective. My organization encourages everyone to bring the customers' views into the decision making process. My organization considers the impact of decisions on employee morale.

4.40

3.83

4.81

4.38

4.83

3.77

7 8 9

4.63 3.86

4.63 3.23

4.32

4.65

10

4.53

4.43

11

3.76

4.08

12

4.14

3.93

13

4.07

3.75

14

4.46

3.73

15

4.61

4.43

16

4.00

3.63

17

My organization works together with the outside community to meet mutual needs. My organization encourages people to get answers from across the organization when solving problems. In my organization, leaders generally support requests for learning opportunities and training.

4.45

4.25

18

4.34

4.38

19

4.68

4.40

20

In my organization, leaders share up to date information with employees about competitors, industry trends, and organizational directions. In my organization, leaders empower others to help carry out the organization's vision. In my organization, leaders mentor and coach those they lead. In my organization, leaders continually look for opportunities to learn. In my organization, leaders ensure that the organization's actions are consistent with its values.

4.48

4.63

21

4.22

4.50

22

4.48

4.20

23

4.40

4.20

24

4.50

4.28

DIFFERENCES BETWEEN THE MEAN OF THE DEPARTMENT

ANNEXURE-III

SR.NO

QUESTIONS

MARKETING

LPG-OPS

MARKETING LPG-OPS

INDIVIDUAL TEAM 1 In my organization, people openly discuss mistakes in order to learn from them. In my organization, people identify skills they need for future work tasks.

3.79

3.25

0.54

4.71

3.65

1.06

3 4

In my organization, people help each other learn. In my organization, people can get money and other resources to support their learning. In my organization, people are given time to support learning. In my organization, people view problems in their work as an opportunity to learn. In my organization, people are rewarded for learning.

4.48

4.50

-0.02

5.00

4.20

0.8

4.8

3.95

0.85

4.25

3.93

0.32

0.76 4.89 4.13

In my organization, people give open and honest feedback to each other. In my organization, people listen to others' views

3.9

3.73

0.17

5.14

4.03

1.11

before speaking. 10 In my organization, people are encouraged to ask "why" regardless of rank. In my organization, whenever people state their view, they also ask what others think. In my organization, people treat each other with respect. In my organization, people spend time building trust with each other. 3.62 3.08

0.54

11

4.00

3.68

0.32

12

4.9

4.68

0.22

13

4.47

4.00

0.47

TEAM LEVEL 1 In my organization, teams/groups have the freedom to adapt their goals as needed. In my organization, teams/groups treat members as equals, regardless of rank, culture, or other differences. In my organization, teams/groups focus both on the group's task and on how well the group is working. In my organization, teams/groups revise their thinking as a result of group discussions or information collected. In my organization, teams/groups are rewarded for their achievements as a team/group.

4.59

5.00

-0.41

4.34

4.85

-0.51

4.49

4.10

0.39

4.27

3.88

0.39

4.61

4.38

0.23

In my organization, teams/groups are confident that the organization will act on their recommendations.

4.25

3.78

0.47

ORGANISATIONAL LEVEL 1 My organization uses twoway communication on a regular basis, such as suggestion systems, electronic bulletin boards, or town hall/open meetings. My organization enables people to get needed information at any time quickly and easily.

4.76

4.38

0.38

1.06 4.84 3.78

3.

My organization maintains an up-to-date data base of employee skills. My organization creates opportunity to measure gap between current and expected performance. My organization makes its lessons learned available to all employees. My organization measures the results of the time and resources spent on training.

4.50

4.70

-0.2

4.

4.40

3.83

0.57

4.81

4.38

0.43

4.83

3.77

1.06

My organization recognizes people for taking initiative. My organization gives people choices in their work assignment.

4.73

4.63

0.1

3.86

3.23

0.63

My organization invites people to contribute to the organization's vision. My organization gives people control over the resources they need to accomplish their work. My organization supports employees who take calculated risks. My organization builds alignment of vision across different levels and workgroups. My organization helps employees balance work and family. My organization encourages people to think from a global perspective. My organization encourages everyone to bring the customers' views into the decision making process. My organization considers the impact of decisions on employee morale. My organization works together with the outside community to meet mutual needs. My organization encourages people to get answers from across the organization when solving problems.

4.32

4.65

-0.33

10

4.53

4.43

0.1

11

3.76

4.08

-0.32

12

4.14

3.93

0.21

13

4.07

3.75

0.32

14

4.46

3.73

0.73

15

4.61

4.43

0.18

16

4.00

3.63

0.37

17

4.45

4.25

0.2

18

4.34

4.38

-0.04

19

In my organization, leaders generally support requests for learning opportunities and training. In my organization, leaders share up to date information with employees about competitors, industry trends, and organizational directions. In my organization, leaders empower others to help carry out the organization's vision. In my organization, leaders mentor and coach those they lead. In my organization, leaders continually look for opportunities to learn. In my organization, leaders ensure that the organization's actions are consistent with its values.

4.68

4.40

0.28

20

4.48

4.63

-0.15

21

4.22

4.50

-0.28

22

4.48

4.20

0.28

23

4.40

4.20

0.2

24

4.50

4.28

0.22

BIBLIOGRAPHY

BOOKS 1. The Fifth Discipline- by Peter Senge. 2. The Fifth Discipline Fieldbook- by Peter Senge.

WEBSITES

1. www.iocl.com 2. http://en.wikipedia.org/wiki/Learning_organisation