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

who toil round the clock. It is this toil which amply reflects in the aspirations and performance figures of ONGC. The company has adopted progressive policies in scientific planning, acquisition, utilization, training and motivation of the team. At ONGC, everybody matters, every soul counts. ONGC has a unique distinction of being a company with in-house service capabilities in all the activity areas of exploration and production of oil & gas and related oil-field services. Needless to emphasize, this was made possible by the men & women behind the machine. Over 18,000 technically-competent experienced scientists and engineers, mostly from distinguished Universities / Institutions of India and abroad form the core of our executive profile. They include geologists, geophysicists, geochemists, drilling engineers, reservoir engineers, petroleum engineers, production engineers, engineering & technical service providers, financial and human resource experts and IT professionals.

Corporate Social Responsibility (CSR) has become an integral part of a business organisation despite critics claiming it to be a public relation tool and faade to campaign against environmental and human rights regulation to expand business interests. Corporate Social Responsibility is a new business paradigm which means continuous commitment by business houses to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large. Corporate Social Responsibility involves various voluntary efforts in which companies engage themselves to give back something to the society. Firms can no longer continue to exploit environmental resources and escape from their responsibility by acting as separate entities regardless of the interest of society. In India, Corporate Social Responsibility began as a philanthropic activity where organizations contributed to social causes, but with its growing importance it has become an essential activity for business. The concept of Corporate Social Responsibility has been given a new dimension by the oil Public Sector Units in India. Recently state owned oil companies agreed to spend two per cent of their net profit on Corporate Social Responsibility in a meeting on February 2, 2009 called by Indias Union Minister of Petroleum and Natural Gas Murli Deora to review the contribution of oil Public Sector Units to CSR activities. It is believed that more than Rs 600 crore will be now made available by oil PSUs for CSR activities every year. A compilation of CSR activities undertaken by oil PSUs will be released by the Ministry of Petroleum and Natural Gas at the end of every year to ensure transparency in the process.Major oil players of the country like Indian Oil Corporation, ONGC, Bharat Petroleum, Hindustan Petroleum Corporation and Oil

India Limited have incorporated the concept of CSR in their own way. The ONGC had been regularly contributing to various CSR programmes in areas like health, education, infrastructure and culture and sports. ONGC was conferred the Golden Jubilee Award for Corporate Social Responsibility in Emerging Economies- 2006, during the 7th International Conference organized by the World Council for Corporate Governance in London in May 2006. It also received the Businessworld FICCI-SEDF Corporate Social Responsibility Award 2007 for its commendable contribution towards CSR. IOC too has been going out of their way to contribute in various CSR activities. Every year Indian Oil sets aside a fixed portion of its profits for community welfare and developmental programmes.

HR Objectives Enrich and sustain the culture of integrity, belongingness, teamwork, accountability and innovation. Attract, nurture, engage and retain talent for competitive advantage. Enhance employee competencies continuously. Build a joyous work place. Promote high performance work systems. Upgrade and innovate HR practices, systems and procedures to global benchmarks. Promote work life balance. Measure and Audit HR performance. Promote work life balance.Integrate the employee family into the organisational fabric. Inculcate a sense of Corporate Social responsibilities among employees.

Measuring HR Performance HR Parameters have been incorporated in the MOU by ONGC since 199495, to systematically and scientifically evaluate effectiveness of HR Systems, which enables and facilitates time bound initiatives. HR Parameters of MoU for 2009-2010

Mentoring and coaching HR Audit Engagement Survey Continuous professional education credit course for finance executives of ONGC.

Training & Development An integral part of ONGCs employee-centred policies is its thrust on their knowledge upgradation and development. ONGC Academy, previously known as Institute of Management Development (IMD), which has an ISO 9001 certification, along with 7 other training institutes, play a key role in keeping our workforce at pace with global standards. ONGC Academy, is the premier nodal agency responsible for developing the human resource of ONGC. It also focuses on marketing its HRD expertise in the field of Exploration & Production of Hydrocarbons. ONGCs Sports Promotion Board, the Apex body, has a Comprehensive Sports Policy through which top honours in sports at national and international levels have been achieved.

Transforming The Organization ONGC has undertaken an organization transformation exercise in which HR has taken a lead role as a change agent by evolving a communication strategy to ensure involvement and participation among employees in various work centers. Exclusive workshops and interactions/brainstorming sessions are organized to facilitate involvement of employees in this project. Participative Culture Policies and policy makers at ONGC have always had the interests of the large and multi-disciplined workforce at heart and have been aware of the nuances and significance of cordial Industrial Relations. By enabling workers to participate in management, they are provided with an

Informative, Consultative, Associative and Administrative forum for interactive participation and for fostering an innovative culture. In fact, ONGC has been one of the few organizations where this method has been implemented. It has had a positive impact on the overall operations since it has led to enhanced efficiency and productivity and reduced wastages and costs.

A Model Corporate Citizen Respect and dignity are the key values that underline the relationship ONGC has with its human assets. Conscious about its responsibility to society ONGC has evolved guidelines for Socio-Economic Development programmes in areas around its operations all over the country. Education Health Care and Family Welfare Community Development Promotion of Sports and Culture Calamity Relief Development of Infrastructural Facilities Development of the Socially & Economically Weaker Sections of Society Benefit and Welfare S Corporate Social Responsibility ONGC is spearheading the United Nations Global Compact - World's biggest corporate citizenship initiative to bring Industry, UN bodies, NGOs, Civil societies and corporate on the same platform. During the year, your Company has undertaken various CSR projects at its work centres and corporate level.